Project Management for the real world.

PROJECT RESOURCE MANAGEMENT

Materials in this course are based on the text, A Guide to the Project Management Body of Knowledge (PMBOK®
Guide), Sixth Edition, published by the Project Management Institute, Inc. © 2017.

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 PROJECT RESOURCE MANAGEMENT

• *Project Resource Management includes the processes to identify, acquire, and manage the
resources needed for the successful completion of the project.

• This Knowledge Area focuses to both the human and physical resources required for project
activities.

*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

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 Process 1: Plan Resource Management

• *Plan Resource Management is the process of defining how to estimate, acquire, manage,
and utilize physical and team resources.

• Data Representation techniques used during the Plan Resource Management process to
communicate team member roles and responsibilities include:

◦ Hierarchical Charts show positions and relationships in a graphical, top-down format.

Various hierarchical structures can be used:

• Work Breakdown Structure (WBS) for showing responsibilities at the work package
level;

• Organizational Breakdown Structure (OBS) for showing responsibilities using

organizational departments, units, or teams, with the work packages (or activities) listed
under each;

• Resource Breakdown Structure (RBS) can show roles using resource category and
type (in conjunction with the WBS).

*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

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 Process 1: Plan Resource Management

• Assignment Matrix like the Responsibility Assignment Matrix (RAM) chart show project roles,
responsibilities, and authority for work packages or activities in a grid format linking work to
specific team members (or groups at a higher level).

• A widely used type of RAM chart is the Responsible, Accountable, Consult, and Inform (RACI)
chart.

• Responsible—the person (or group) who will perform the work

• Accountable—the person who is in charge of the work being done (i.e., on time,
according to requirements, etc.); only one person should be Accountable

• Consult—subject matter experts to be consulted with about the work

• Inform—stakeholders who need to be informed about the work being done

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4
 Process 1: Plan Resource Management

Figure 7-2: Sample RACI Chart

Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 9-4, Page
317.

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 Process 1: Plan Resource Management

• The main output of this process is the Resource Management Plan which provides guidance
on how project resources should be acquired, allocated, managed, controlled, and eventually
released.

• The Team Charter is another output that documents team values, agreements, and operating
guidelines. It also specifies clear expectations regarding acceptable behavior by project team
members. This document is helpful for preventing misunderstandings and increasing
productivity of team members.

• All team members are responsible for ensuring the ground rules in the Team Charter are
followed.

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 Process 1: Plan Resource Management

Figure 7-3: Plan Resource Management—Inputs, Tools & Techniques, and Outputs
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 9-2, Page 312.

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 Process 2: Estimate Activity Resources

• *Estimate Activity Resources is the process of estimating team resources and the type and
quantities of material, equipment, and supplies necessary to perform project work.

• Once the scope has been defined and the Resource Management Plan has been created,
the project manager can start working with others to estimate the type and quantities of
resources (including the team resources) needed to perform the work in the project. This will
help determine the Resource Requirements for each activity (or other component of work).

• This process is closely coordinated with the Estimate Costs process.

*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

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 Process 2: Estimate Activity Resources

• Estimating techniques used to Estimate Activity Resources include Analogous Estimating,

Parametric Estimating, and Bottom-up Estimating.

• A common Data Analysis technique used in estimating resources is Alternatives Analysis,

which involves evaluating resource options available to the project.

• A Resource Breakdown Structure can be produced in this process to show a hierarchical

breakdown of resources by category and type.

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 Process 2: Estimate Activity Resources

• Below is an example of a Resource Breakdown Structure:

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 Process 2: Estimate Activity Resources

Figure 7-5: Estimate Activity Resources—Inputs, Tools & Techniques, and Outputs
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 9-5, Page 321.

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 Process 3: Acquire Resources

• *Acquire Resources is the process of obtaining team members, facilities, equipment,

materials, supplies, and other resources necessary to complete project work.

• After the Plan Resource Management process, the project manager will have to acquire the
human and physical resources needed for the project.

◦ Some resources could already be committed to the project in advance of resource planning
(e.g., as part of a competitive proposal). This is an example of Pre-assignment.

◦ To ensure that resources are assigned to the project, the project manager might need to
use Interpersonal and Team Skills such as Negotiation to influence others.

*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

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 Process 3: Acquire Resources

• After the Plan Resource Management process, the project manager will have to acquire the
human and physical resources needed for the project.

◦ The project manager uses Decision Making tools such as the Multicriteria Decision
Analysis tool to Acquire Resources. Here potential resources are rated or scored based
on weighted criteria such as availability, cost, experience, ability, knowledge, skills, attitude,
and international factors.

◦ The work may be performed by a Virtual Team (or distributed team). Although additional
benefits and options can exist with having a virtual project team, some challenges could
include feelings of isolation, gaps in knowledge or experience, difficulty tracking progress,
accommodations for different time zones, and cultural differences. Thus, effective
communication planning is essential with virtual project teams.

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 Process 3: Acquire Resources

• Physical Resource Assignments documenting the assigned material, equipment, supplies,

locations and other physical resources to be used during the project are created in this
process.

• Project Team Assignments consisting of documentation of the selected team members and
their assigned roles and responsibilities for the project are created. A Team Directory is useful
to document team members contact information, roles, departments, locations, time zones,
work hours, and so on.

• Resource Calendars are also created to show the availability of specific resources needed
for the project.

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 Process 3: Acquire Resources

Figure 7-6: Acquire Resources—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 9-8, Page 328.

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 Process 4: Develop Team

• *Develop Team is the process of improving competencies, team member interaction, and
overall team environment to enhance project performance.

• After acquiring the project team, the project manager may have to develop the project team to
facilitate an effective team environment.

◦ For this, the project manager should possess good Interpersonal Skills.

◦ Skill gaps should be identified and appropriate Training should be provided to enhance the
competencies of team members.

◦ Colocation of project team members allows the team to work in the same physical location
in order to improve their ability to perform as a team, enhance communication, and provide
a sense of community.

*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

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 Process 4: Develop Team

• After acquiring the project team, the project manager may have to develop the project team to
facilitate an effective team environment.

◦ Virtual Teams and colocated teams can make use of Communication Technology to
help with team understanding and team development issues.

◦ The project manager should provide Recognition and Rewards to outstanding performers
throughout the project.

◦ Individual and Team Assessments are performed using assessment tools that can help
the project manager assess team members’ strengths and weaknesses.

• All performance goals should be SMART (i.e., Specific, Measurable, Achievable/Attainable,

Relevant, and Time-specific).

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 Process 4: Develop Team

• Five Stages of Team Development

• Tuckman described five stages of team development. Teams usually go through the stages in
order, but it is possible for teams to skip a stage or get stuck in, or revert to a previous stage.

◦ Forming—Team meets, learns their roles and responsibilities, and agrees on goals;
individuality is at its highest during this phase

◦ Storming—Team starts working on the project; competition may result from different
individual ideas; “I am right” mentality

◦ Norming—Team members adjust their behavior to work as a team; learn to trust each
other; “We can work together” mentality

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 Process 4: Develop Team

• Five Stages of Team Development

• Tuckman described five stages of team development. Teams usually go through the stages in
order, but it is possible for teams to skip a stage or get stuck in, or revert to a previous stage.

◦ Performing—Team functions as an organized and interdependent unit as they find ways to

get the job done smoothly and effectively

◦ Adjourning—Team completes the work and moves on from the project as staff are
released during project or phase closure

• An important output of this process is Team Performance Assessments. Here, the emphasis
is on determining how effectively the team is performing. Additional training, coaching, or
mentoring may need to be implemented to improve the team’s performance.

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 Process 4: Develop Team

Figure 7-7: Develop Team—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 9-10, Page 336.

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 Process 5: Manage Team

• *Manage Team is the process of tracking team member performance, providing feedback,
resolving issues, and managing team changes to optimize project performance.

• Some Interpersonal and Team Skills used for managing the team include Emotional
Intelligence and Conflict Management.

◦ Emotional Intelligence allows the project manager to identify, assess, and manage the
personal emotions of him/herself and others, as well as the emotions of people working
together.

*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

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 Process 5: Manage Team

• Some Interpersonal and Team Skills used for managing the team include Emotional
Intelligence and Conflict Management.

◦ Conflict Management techniques should be used by team members to manage any

conflicts. The five techniques for resolving conflict include:

1. Collaborate/Problem Solve (Win-Win)

2. Withdraw/Avoid (Lose-Leave)

3. Smooth/Accommodate (Lose-Yield)

4. Compromise/Reconcile (Lose-Lose)

5. Force/Direct (Win-Lose)

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 Process 5: Manage Team

• Leadership skills are also important for motivating the team towards high performance. The
project manager follows various leadership styles .

• Some common leadership styles include:

◦ Directing—Instructs the team members what, when, and how work should be performed

◦ Democratic—Allows the team to discuss issues and reach their own decisions, while
providing guidance and advice

◦ Autocratic—Makes decisions him/herself; allows team members little involvement and

discussion before a decision is made

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 Process 5: Manage Team

• Some common leadership styles include:

◦ Laissez-faire—a hands-off style that allows the team to establish their own goals and
make their own decisions; the team is left unsupervised

◦ Transactional—manages by exception, focusing on goals, feedback, and

accomplishments (to determine rewards)

◦ Servant Leader—committed to serve the team and put them first (leadership is secondary
to the needs of the team); focuses on team growth, learning, development, autonomy and
well-being; stresses collaboration and good relationships

◦ Transformational—influences and empowers the team through idealized attributes (such

as morality and integrity), inspirational motivation, stimulating creativity and innovation, and
considering individual motivators

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 Process 5: Manage Team

Figure 7-8: Manage Team—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 9-12, Page 345.

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 Process 6: 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 performing corrective action as necessary.

• The Control Resources process ensures that equipment, materials, supplies, and other
physical resources that were assigned to the project are accessible to the team and released
as planned.

• Problem Solving tools can be used to solve issues that arise with accessing internal or
external resources assigned to the project. Steps to solve problems include:

1. Identify the problem

2. Define the problem into manageable components
3. Investigate by collecting data
4. Analyze the root cause
5. Solve using the best solution
6. Check the solution to confirm the problem has been resolved

*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017.

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 Process 6: Control Resources

Figure 7-9: Control Resources—Inputs, Tools & Techniques, and Outputs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 9-14, Page 352.

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