6 Project Resources Management

PROJECT
RESOURCES
MANAGEMENT
BY
Eng. Ahmed Fahmy
MBA, PMP
Project resources
■ Two types
Physical resources Human resources
by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 2

Physical resource management
■ Physical Resources Management is
concentrated in allocating and using
the physical resources (material,
equipment, and supplies, for
example) needed for successful
completion of the project in an
efficient and effective way.
■ In order to do that, organizations
should have data on resource
demands (now and in the
reasonable future), resource
configurations that will be required
to meet those demands, and the
supply of resources.
Human resource management
■ Project Human Resources
Management includes acquiring,
managing, motivating, and
empowering the project team
■ The project manager should be

both leader and manager of the
project team. In addition to
project management activities,
the project manager is
responsible for the team
formation as an effective group

Project management role
■ Influencing the project team. The
project manager should be aware of
different aspects that influence the
team. These factors includes (team
environment, geographical locations of
team members, cultural issues,
organizational uniqueness)
■ Professional and ethical behavior. The
project management team should be
aware of, subscribe to, and ensure that
all team members follow professional
and ethical behavior.

Trends and emerging practices
■ Resource management methods. Due to the scarce nature
of critical resources, several trends have become popular in
the past several years: lean management, just-in-time (JIT)
manufacturing, Kaizen, total productive maintenance
(TPM), theory of constraints (TOC), and other methods.
■ Emotional intelligence (EI).
■ Self-organizing teams. The increase in using agile
approaches mainly for the execution of IT projects has
given rise to the self-organizing team, where the team
functions with an absence of centralized control. Self-
organizing teams usually consist of generalized specialists,
instead of subject matter experts
■ Virtual teams/distributed teams. teams that work on the
same project, but are not co-located at the same site.
Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Develop
Monitor & Control Project Close Project or
Integration project Develop project management plan Direct & Manage work
Work Phase
charter
Manage project Perform Integrated Change
knowledge Control
Plan scope management
Scope Validate Scope
Collect Requirements
Define Scope Control Scope
Create WBS
Plan schedule management
Schedule Control Schedule
Define Activities
Sequence Activities
Estimate Activity Duration

Develop Schedule
Knowledge Area
Plan cost management

Cost Control Costs
Estimate Costs
Determine Budget
Quality Plan Quality management Manage quality Perform quality control
Resources Plan resources management Acquire resources Control resources

Estimate Activity Resource
Develop team
Manage team
Comm. Plan Communications management Manage communications Monitor communications
Risk Plan Risk Management Impalement risk response Monitor Risks
Identify Risks
Perform Qualitative Analysis
Perform Quantitative Analysis
Plan Risk Responses
Close
Procurement Plan Procurements Conduct Procurements Administer Procurements
Procurements
Identify
Manage Stakeholder Monitor stake holders
Stake holders Stakehold Plan stake holders engagement
Expectations engagement
ers
2 24 10 11 2
Projects resources management
Monitoring
and
Planning Executing controlling
Plan Estimate
Acquire Develop Manage Control
resources activity
resources team team resources
management resources

Plan resources management
is the process of defining how to estimate, acquire,
manage, and use team and physical
resources.
• The key benefit of this process is that it establishes

the approach and level of management effort
needed for managing project resources based on
the type and complexity of the project.
• This process is performed once or at predefined

points in the project.

Plan resources management
• Resource planning is used to determine and
identify an approach to ensure that sufficient
resources are available for the successful
completion of the project.
• Project resources may include team members,
supplies, materials, equipment, services and
facilities.
• Effective resource planning should consider and
plan for the availability of, or competition for,
scarce resources.
• Those resources can be obtained from the
organization’s internal assets or from outside the
organization through a procurement process.
Plan resource management
Inputs Tools & Outputs
techniques
.1 Project charter .1 Resource
.2 Project management plan .1 Expert judgment management plan
• Quality management plan .2 Data representation .2 Team charter
• Scope baseline • Hierarchical charts .3 Project
.3 Project documents • Responsibility documents
• Project schedule assignment updates
• Requirements matrix • Assumption
documentation • Text-oriented log
• Risk register formats • Risk register
• Stakeholder register .3 Organizational theory
.4 Enterprise environmental .4 Meetings
factors
.5 Organizational process assets

Organization Charts and Position Descriptions
Objective is to ensure that each work package has an unambiguous
owner and that all team members have a clear understanding of
their roles and responsibilities;
three most common types:
• Hierarchical-type charts - The traditional organization chart
structure can be used to show positions and relationships in a
graphic, top-down format; can be: (WBS), (OBS) and (RBS)
• Matrix-based charts - A responsibility assignment matrix (RAM) is
used to illustrate the connections between work that needs to be
done (shown in WBS) and the project team members (shown in
OBS)
• Text-oriented formats - Used for team member responsibilities
that require detailed descriptions; usually in outline form,
provides information on: responsibilities, authority, competencies,
and qualifications
Organization Charts types
PM RAM Role
Responsibility
Authority
Hierarchal- type Matrix-based Text-oriented

Organization chart Responsibility chart format
by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com
RACI matrix
RACI
Person
chart
Activity Aly Nora Salma Akram Ahmad
Design A R I I I
Build I A R C C
Test I A R C C
Develop A R I R I
R= responsible A= accountable C= consult I= inform

RACI matrix roles

Why RACI matrix?
• RACI is a good communication tool. Without RACI,
processes will result in poor communication and improper
process definition and poor hand-offs
• RACI makes sure each and every task is owned by a role
• People tend to think they are the ones who are

responsible and/or accountable where as they might
actually be in ‘Consulted’ or ‘Supported’ roles.
• Assigning wrong roles results in duplication of effort and

misunderstanding and fighting.

How to implement RACI matrix?
1. Identify all the tasks involved in delivering the project
and list them on the left-hand side of the chart in
completion order.
2. Identify all the project roles and list them along the top
of the chart.
3. Complete the cells of the chart identifying who has
responsibility, accountability and who will be consulted
and informed for each task.
4. Ensure every task has a role responsible and a role
accountable for it.
5. No tasks should have more than one role accountable.
6. Resolve any conflicts where there is more than one
accountable for a particular task.
7. Share, discuss and agree the RACI Matrix with your
stakeholders before your project starts.
Organizational theory
Organizational theory provides information regarding the way
in which people, teams, and organizational units behave.
It is important to recognize that different organizational

structures have different:
• Individual response.
• Individual performance.
• Personal relationship characteristics.
Also, applicable organizational theories may recommend

exercising a flexible leadership style that adapts to the changes
in a team’s maturity level throughout the project life cycle

Human Behavioral Theories
•Maslow's Hierarchy of Human Needs
•Herzberg's Theory of Motivation
•McGregor's Theories :
•Theory X
•Theory Y
•Theory Z
•Expectancy theory

Maslow’s Hierarchy of Needs
• Studies exemplary
figures such as Einstein
and Roosevelt.
• Physiological needs (L1)
• Growth needs (L2-5)
• See higher needs only
when lower are
satisfied.
• Seeking to satisfy
growth needs drives
personal growth
• Self Actualization:
FROM WITHIN – Self
potential

Herzberg's Theory of Motivation



Theory X
•Human motivation theory by
Douglas McGregor, 1960 -
•Management assumed employees
are lazy and hate work.
•Employees will avoid work
•Employees are working only for $$
•Managers blame & punish
•Manager’s job is to structure and
energize employees.

Theory Y
•Assumes opposite of theory X.
•Employees enjoy their physical
and mental work.
•Employees MIGHT BE
ambitious & self motivated
•Managers assume that if given
the right conditions, people
will DO WELL, which is THE
MOTIVE.

Theory Z
•A Japanese management style
motivational theory
•Based on the work of W. Edwards
Deming
•Proposed by Dr. William Ouchi
•Focus on stable employment (job
for life)
•Focus on increasing loyalty by caring
about their well being in/out of job.
•Tries to keep employees’ morale
and satisfaction high.
Expectancy theory

Resources Management plan
• Identification of resources.
• Acquiring resources. Guidance on how to acquire resources
• Roles and Responsibilities: Defines the positions, skills, and
competencies that the project demands; the following should be
addressed when listing the roles and responsibilities needed to complete
the project:
• Role A defined function to be performed by a project team member;
role clarity concerning authority, responsibilities, and boundaries is
essential for project success
• Authority Right to apply project resources, expend funds, make
decisions, or give approvals
• Responsibility Work that a project team member is expected to
perform in order to complete the project's activities
• Competency Skill and capacity required to complete project activities

Resources Management plan
• Project organization charts.
• Project team resource management. Guidance on how
project team resources should be defined, staffed, managed,
and eventually released.
• Training. Training strategies for team members.
• Team development. Methods for developing the project
team.
• Resource control. Methods for ensuring adequate physical
resources are available as needed and that the acquisition of
physical resources is optimized for project needs. Includes
information on managing inventory, equipment, and supplies
during throughout the project life cycle.
• Recognition plan. Which recognition and rewards will be
given to team members, and when they will be given.

Team charter
• A document that establishes the team values,
agreements, and operating guidelines for the team.
• Establishes clear expectations regarding acceptable
behavior by project team members.
• Early commitment to clear guidelines decreases
misunderstandings and increases productivity.
• Discussing areas such as codes of conduct,
communication, decision making, and meeting etiquette
allows team members to discover values that are
important to one another.
• The team charter works best when the team develops it,
or at least has an opportunity to contribute to it.

Estimate Activity Resources
is the process of estimating team resources and the
type and quantities of materials, equipment, and
supplies necessary to perform project work.
• The key benefit of this process is that it identifies
the type, quantity, and characteristics of
resources required to complete the project.
• This process is performed periodically throughout
the project as needed.

Estimate Activity Resources
techniques
.1 Project management plan .1 Expert judgment .1 Resource
• Resource management .2 Bottom-up estimating requirements
plan .3 Analogous estimating .2 Basis of estimates
• Scope baseline .4 Parametric estimating .3 Resource
.2 Project documents .5 Data analysis breakdown structure
• Activity attributes • Alternatives .4 Project documents
• Activity list analysis updates
• Assumption log .6 Project management • Activity
• Cost estimates information system attributes
• Resource calendars .7 Meetings • Assumption log
• Risk register • Lessons learned
.3 Enterprise environmental register
factors
.4 Organizational process
assets

Resources requirements
■ Resource requirements identify the types and

quantities of resources required for each work
package or activity in a work package and can be
aggregated to determine the estimated resources
for each work package, each WBS branch, and the
project as a whole.
■ The resource requirements’ documentation can
include assumptions that were made in
determining which types of resources are applied,
their availability, and what quantities are needed.

Resource Breakdown Structure (RBS)
the resource
breakdown
structure is a
hierarchical
structure of
the identified
resources by
resource
category and
resource type.

Acquire Resources
• Acquire resources is the process of obtaining team members,
facilities, equipment, materials, supplies, and other resources
necessary to complete project work.
• The key benefit of this process is that it outlines and guides the
selection of resources and assigns them to their respective
activities.
• This process is performed periodically throughout the project
as needed.
• The resources needed for the project can be internal or
external to the project-performing organization.
• Internal resources are acquired (assigned) from functional or
resource managers. External resources are acquired through
the procurement processes.
Acquire Resources
techniques
.1 Project .1 Physical resource
.1 Decision
management plan assignments
making
.2 Project documents .2 Project team assignments
• Multicriteria
.3 Enterprise .3 Resource calendars
decision
environmental .4 Change requests
analysis
factors .5 Project management plan
.2 Interpersonal
.4 Organizational updates
and team skills
process assets .6 Project documents updates
• Negotiation
.3 Pre- .7 Enterprise environmental
assignment factors updates
.4 Virtual teams .8 Organizational process assets
updates

Multi-criteria decision analysis
Example of team selection criteria:
• Availability.
• Cost.
• Experience.
• Ability.
• Knowledge.
• Skills.
• Attitude.
• International factors.

Outputs
• Physical resource assignments documentation
records the material, equipment, supplies, locations,
and other physical resources that will be used during
the project.
• Project Team assignments Documentation records
the team members and their roles and
responsibilities for the project.
• Documentation can include a project team
directory and names inserted into the project
management plan, such as the project
organization charts and schedules.

Resources calendar
■ A resource calendar identifies the working days, shifts,
start and end of normal business hours, weekends, and
public holidays when each specific resource is available.
■ Information on which resources (such as team resource,
equipment, and material) are potentially available during a
planned activity period is used for estimating resource
utilization.
■ Resource calendars also specify when, and for how long,
identified team and physical resources will be available
during the project.
■ This information may be at the activity or project level.
■ This includes consideration of attributes such as resource
experience and/or skill level, as well as various
geographical locations.
Develop Team
• Develop Team is the process of improving
competencies, team member interaction, and
the overall team environment to enhance
project performance.
• The key benefit of this process is that it results
in improved teamwork, enhanced
interpersonal skills and competencies,
motivated employees, reduced attrition, and
improved overall project performance.
• This process is performed throughout the
project.

Team development
Project managers require the skills to identify, build,
maintain, motivate, lead, and inspire project teams to
achieve high team performance and to meet the
project’s objectives.
High team performance can be achieved by employing

these behaviors:
• Using open and effective communication.
• Creating team-building opportunities.
• Developing trust among team members.
• Managing conflicts in a constructive manner.
• Encouraging collaborative problem solving.
• Encouraging collaborative decision making.

Develop team
.1 Project management techniques
1. Team performance
plan .1 Colocation assessments
• Resource .2 Virtual teams .2 Change requests
management plan .3 Communication .3 Project management plan
.2 Project documents technology updates
• Lessons learned .4 Interpersonal and team • Resource management plan
register skills .4 Project documents updates
• Project schedule • Conflict management • Lessons learned register
• Project team • Influencing • Project schedule
assignments • Motivation • Project team assignments
• Resource • Negotiation • Resource calendars
calendars • Team building • Team charter
• Team charter .5 Recognition and rewards .5 Enterprise environmental
.3 Enterprise .6 Training factors updates
environmental .7 Individual and team .6 Organizational process assets
factors assessments updates
.4 Organizational process .8 Meetings
assets

Team Building
• Team building is conducting activities that enhance
the team’s social relations and build a collaborative
and cooperative working environment.
• Team building activities can vary from a 5-minute
agenda item in a status review meeting to an
offsite, professionally facilitated event designed to
improve interpersonal relationships.
• The objective of team-building activities is to help
individual team members work together effectively.

Team building Stages (Tuckman)
• Forming. team meets and learns about the project and their formal roles
and responsibilities. Team members tend to be independent and not as
open in this phase.
• Storming. the team begins to address the project work, technical
decisions, and the project management approach. If team members are
not collaborative and open to differing ideas and perspectives, the
environment can become counterproductive.
• Norming. team members begin to work together and adjust their work
habits and behaviors to support the team. The team learns to trust each
other.
• Performing. Teams function as a well-organized unit. They are
interdependent and work through issues smoothly and effectively.
• Adjourning. the team completes the work and moves on from the project.
This typically occurs when staff is released from the project as deliverables
are completed or as part of carrying out the Close Project or Phase process

Team performance assessments
The evaluation of a team’s effectiveness may include:
■ Improvements in skills that allow individuals to perform
assignments more effectively.
■ Improvements in competencies that help team members
perform better as a team.
■ Reduced staff turnover rate.
■ Increased team cohesiveness where team members share
information and experiences openly and help each other to
improve the overall project performance.
And as a result to that, project management team can:
■ identify the specific training, coaching, mentoring, assistance,
or changes required to improve the team’s performance.

Manage team
• Manage Team is the process of tracking team
member performance, providing feedback,
resolving issues, and managing team changes
to optimize project performance.
• The key benefit of this process is that it
influences team behavior, manages conflict,
and resolves issues.
• This process is performed throughout the
project.

Manage team
.1 Project management plan techniques .1 Change requests
• Resource management .1 Interpersonal and .2 Project management plan
plan team skills updates
.2 Project documents • Conflict • Resource management
• Issue log management plan
• Lessons learned register • Decision • Schedule baseline
• Project team making • Cost baseline
assignments • Emotional .3 Project documents updates
• Team charter intelligence • Issue log
.3 Work performance reports • Influencing • Lessons learned register
.4 Team performance • Leadership • Project team
assessments .2 Project assignments
.5 Enterprise environmental management .4 Enterprise environmental
factors information system factors updates
.6 Organizational process
assets

Conflicts … Bad?
■ Conflicts provide an
opportunity for the project to
improve.
• A conflict is unavoidable to
happen due to interaction
• Can be beneficial
• Solved by identifying causes
and problem solving by
involved people + their
immediate manager.
■ PM must be proactive, look
for problems & solve them
before they impact project.
So,
conflicts
are caused
by hard-
headed ...
People?

Common causes of conflicts
• Schedule
• Project priorities
• Resources
• Technical opinions
• Admin Procedures
• Cost
• Personality

Conflicts management
• To reduce amount of conflicts: Team ground rules, group
norms, solid project management practices, like
communication planning and role definition.
• Successful conflict management results in greater
productivity and positive working relationships.
• When managed properly, differences of opinion can lead to
increased creativity and better decision making.
• If the differences become a negative factor, project team
members are initially responsible for their resolution.

Resolving Conflicts .. Right ..
• RULE OF THUMB Conflicts are BEST resolved by
those involved in the conflict!
• PM should try to solve the problem if s/he has the
authority
• If not, PM may call in senior management.
• Exception is with ethics and breaking the law, PM
must fly over the head of the person in conflict.
• TIP! In situational questions, always ask yourself:
• Who has direct authority over the situation?
• What is going to be in customer’s direct
interest?
Methods of Managing Conflict
• Withdraw/avoid. Retreating from an actual or
potential conflict situation; postponing the issue to
be better prepared or to be resolved by others.
• Smooth/accommodate. Emphasizing areas of
agreement rather than areas of difference;
conceding one’s position to the needs of others to
maintain harmony and relationships.
• Compromise/reconcile. Searching for solutions that
bring some degree of satisfaction to all parties in
order to temporarily or partially resolve the conflict.
This approach occasionally results in a lose-lose
situation.
Methods of Managing Conflict
• Force/direct. Pushing one’s viewpoint at the expense
of others; offering only win-lose solutions, usually
enforced through a power position to resolve an
emergency. This approach often results to a win-lose
situation.
• Collaborate/problem solve. Incorporating multiple
viewpoints and insights from differing perspectives;
requires a cooperative attitude and open dialogue that
typically leads to consensus and commitment. This
approach can result in a win-win situation.

Decision making
involves the ability to negotiate and influence the
organization and the project management team.
Some guidelines for decision making include:
• Focus on goals to be served.
• Follow a decision-making process.
• Study the environmental factors.
• Analyze available information.
• Stimulate team creativity.
• Account for risk.

Emotional Intelligence EI
• Emotional intelligence is the ability to identify,
assess, and manage the personal emotions of
oneself and other people, as well as the
collective emotions of groups of people.
• The team can use emotional intelligence to
reduce tension and increase cooperation by
identifying, assessing, and controlling the
sentiments of project team members,
anticipating their actions, acknowledging their
concerns, and following up on their issues.

Influencing
Key influencing skills include:
• Ability to be persuasive.
• Clearly articulating points and positions.
• High levels of active and effective listening skills.
• Awareness of, and consideration for, the various
perspectives in any situation.
• Gathering relevant information to address issues
and reach agreements while maintaining mutual
trust.

Leadership
Managing: producing results expected
by stakeholders or management
team in general.
Leadership is about:
• Establishing direction
• Aligning people
• Motivating and inspiring
Need to be demonstrated on all levels
of the project: overall, technical,
team.
“Management is efficiency in climbing the ladder of success;

leadership determines whether the ladder is leaning against
the right wall.”
Stephen R. Covey
Control resources
• Control Resources is the process of ensuring that the
physical resources assigned and allocated to the
project are available as planned, as well as
monitoring the planned versus actual utilization of
resources and taking corrective action as necessary.
• The key benefit of this process is ensuring that the
assigned resources are available to the project at the
right time and in the right place and are released
when no longer needed.
• This process is performed throughout the project.

Control resources
.1 Project management plan
techniques .1 Work performance information
• Resource management .1 Data analysis .2 Change requests
plan • Alternatives .3 Project management plan
.2 Project documents analysis updates
• Issue log • Cost-benefit • Resource management plan
• Lessons learned register analysis • Schedule baseline
• Physical resource • Performance • Cost baseline
assignments reviews .4 Project documents updates
• Project schedule • Trend analysis • Assumption log
• Resource breakdown .2 Problem solving • Issue log
structure .3 Interpersonal and • Lessons learned register
• Resource requirements team skills • Physical resource
• Risk register • Negotiation assignments
.3 Work performance data • Influencing • Resource breakdown
.4 Agreements .4 Project structure
.5 Organizational process management • Risk register
assets information system

Control resources
• Control Resources process should be performed continuously
in all project phases and throughout the project life cycle.
• The resources needed for the project should be assigned and
released at the right time, right place, and right amount for
the project to continue without delays.
Control Resources is concerned with:
• Monitoring resource expenditures.
• Identifying and dealing with resource shortage/surplus in a
timely manner.
• Ensuring that resources are used and released according to the
plan and project needs.
• Informing appropriate stakeholders if any issues arise with
relevant resources.
• Influencing the factors that can create resources utilization
change.
• Managing the actual changes as they occur.

Problem solving
Methodical steps to deal with problem solving, which
can include:
• Identify the problem. Specify the problem.
• Define the problem. Break it into smaller,
manageable problems.
• Investigate. Collect data.
• Analyze. Find the root cause of the problem.
• Solve. Choose the suitable solution from a variety of
available ones.
• Check the solution. Determine if the problem has
been fixed.

Thank you

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PROJECT

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 2

■ The project manager should be

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 4

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 5

Estimate Activity Duration

Plan cost management

Resources Plan resources management Acquire resources Control resources

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 8

• The key benefit of this process is that it establishes

• This process is performed once or at predefined

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 9

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 11

Hierarchal- type Matrix-based Text-oriented

Activity Aly Nora Salma Akram Ahmad

R= responsible A= accountable C= consult I= inform

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 15

• RACI makes sure each and every task is owned by a role

• People tend to think they are the ones who are

• Assigning wrong roles results in duplication of effort and

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 16

It is important to recognize that different organizational

Also, applicable organizational theories may recommend

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 18

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 19

by Eng. Ahmed Fahmy -- email: afahmyip@gmail.com 20

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■ Resource requirements identify the types and

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High team performance can be achieved by employing

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“Management is efficiency in climbing the ladder of success;

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