Chapter 9: Resource Planning

Chapter 9: Resource Planning

1. Includes

   • Human resources
   • Other resources such as equipment, office space, computer hardware or software, construction materials

2. Relationship Between Schedule Planning and Resource Planning

   • Based on the WBS, the PM and team have prepared the initial draft of the schedule

3. Estimating resources

   • Expert judgment
   • Alternative analysis
   • Published data
   • PM software
   • Bottom-up

4. Estimating durations

   • Expert judgment
   • Analogous
   • Three-point estimates
   • Reserve analysis

5. Resource Leveling

   • If two or more concurrent activities need to use the same resources, the schedule may need to be adjusted
   • If two or more concurrent activities need to use the same resources, the schedule may need to be adjusted
   • This can also happen due to staff requirements

6. HR Planning

   • Provide them with the resources and training they need
   • Nurture them—provide compensation and recognition
   • Deal with issues promptly and as directly as possible

7. The person-day

   • The work of one person for one day is a person-day
   • Work with person-hours
   • Think about how easy or difficult it is to substitute one person for ten days in place of ten people for one day on different tasks:
     • Installing ten dozen new PCs on desktops in an office area
     • Creating a new computer game
     • Pouring a foundation

8. Typical project team roles

   • Project Manager
   • Developer
   • Engineer
   • Subject matter expert
   • Team members
   • Customer / client representative

9. HR environment

   • Laws
   • Culture
   • Organizational standards
   • Collective Agreements

10. Maslow’s Hierarchy of Needs

    • Physiological
    • Safety
    • Love/belonging
    • Esteem
    • Self-actualization

11. Emotional Intelligence

    • Self-awareness
    • Self-regulation
    • Empathy
    • Relationship management

12. Dimensions of Leadership

    • Robert Tannenbaum and Warren Schmidt
    • Harold Leavitt
    • James MacGregor Burns
    • Fred Fiedler

13. Negotiation

    • A key project management skill
    • Frequently, PMs have accountability but may have limited authority
      • Matrix management structure
      • Subject matter experts
    • Negotiating with
      • Other managers
      • Suppliers
      • Customers

14. Conflict

    • Conflict is not a bad thing—it can be healthy for people to be able to express differences about how to approach the work
    • Conflict-resolution styles:
      • Avoiding
      • Forcing
      • Collaborating
      • Compromising
      • Accommodating

15. Delegation

    • PM is not expected to DO all the work
    • Must identify and clearly assign work to others on the team
    • Make expectations clear
    • Recognize performance
    • Follow through