Resources

Resource Management
 Includes physical and human resources
 Creating a recognition and reward system is an important resource management function
 Resource management activities are formal and require documentation
 Project roles and responsibilities are agreed upon in planning and documented in the project
management plan.
Processes (are repeated and updated throughout the project) :
 Plan Resource Management
 Estimate Activity Resources
 Acquire Resources
 Develop Team
 Manage Team
 Control Resources

Plan Resource Management

Determine what is needed and where the resources will come from. Plan Resource Management
relates to determining roles and responsibilities. People and physical resources.
Questions to be answered:
 What resources, quantity, type, when, how long.
 How to acquire resources, availability external o internal, cost, limited time availability.
 How resources will be managed.
Plan-driven: resource management planning early in the project
Change-driven: planning and securing resources will likely occur as part of each iteration or release.
Lean (encompass efficient use of human and physical resources), Kaizen and JIT (Physical resources)
are used to plan resources.
Project Management Plan (scope baseline, quality management plan, stakeholder management
plan), Project Documents (requirements documentation, project schedule, risk and stakeholder
register) EEFs, OPAs are used to plan resources.

Tools and Techniques

 Responsibility assignment matrix (RAM). Work packages each team member is going to
accomplish
 RACI. Only one person is accountable
  Organization Breakdown Structure. Can be used to assign project responsibilities to divisions
o departments within the organization
 Resource Breakdown Structure (RBS). Similar to WBS. Breaks the work down by type of
resource.
 WBS. Ensures that each work package has an ‘owner’
 Physical Resource Documentation. Usage of physical resources.
 Organizational Theory. To maximize efficiency and productivity

Team Charter
Ground rules of the team. Developed by the members of the project team. Predictive differ from
Agile. Predictive: plan, plan some more, and then execute. Agile: high degree of planning may be
inappropriate because key elements of the project are likely to change.

Project documents updates

Assumption logs, that should be regularly assessed for validity. Risk related to resources should be
added to the risk register.

Estimate Activity Resources

Includes people to perform the project work, and any equipment or material needed to fulfill the
requirements of the project.
Resource cost must fall within the cost baseline.
Similar techniques used to estimate schedule and cost. Also resource histogram is used as a way to
visualize resources requirements, needed resources and their availability.

Acquire Resources
Following the resource management plan to secure all resources needed for the project
Includes:
 Knowing resources preassigned
 Negotiating best possible resources
 Hiring new employees
 Hiring resources through the contracting process
 Using JIT, Lean or other methods
 Managing the risk of resources becoming unavailable
Predictive: Project manager is acquiring and releasing human resources as their work is needed and
completed.
Agile: Typically keeping a team stable
People: PM may be required to negotiate with functional managers, other projects managers and
resources themselves.
Physical: PM uses resource requirement documentation. Also works with the procurement or
inventory management department

Types of Teams
 Dedicated: most of the team members work full-time and exclusively for the project.
 Part time: most often seen in functional and matrix organizations
 Partnership: several organizations undertake the project. PM from the organization taken the
lead of the project
 Virtual: multiple organizations involved in a project. Agile usually try to avoid virtual teams
where possible
Obtain Resources
 Preassignment: Resources are assigned before the project starts.
 Negotiation: Resources are acquired through negotiation
Virtual Teams
Tools:
 Videoconferencing and live chat
 Interactive whiteboards
 Instant messaging (IM)
 Presence-based applications. Extends IM capabilities creating a virtual office

Outputs
 Physical resource assignments
 Project or work assignments
 Resource calendars showing planned utilization and availability

Develop Team
Ongoing throughout project work.
Project manager works to lead, empower, and motivate the team to achieve high performance and
to meet project objectives.
Project managers are better served by allowing teams to direct their own work, and should only
describe iteration goals at a high level, allowing the team to determine how to best accomplish the
work.

Interpersonal and Team Skills

Motivation Theory: PM must understand how to motivate teams
4 motivation theories:
 Mc Gregor: X, people need to be watched every minute. Y, People are willing to work
without supervision
 Maslow: Hierarchy of needs: Physiological, Safety, Social, Esteem, Self-Actualization
 McClelland Theory of Needs or Acquired Needs Theory. People are motivated by
one of three needs: Achievement, Affiliation and Power
 Herzberg´s two factors: poor Hygiene factors may destroy motivation but improving
them will not improve motivation (working conditions, salary, relationships at work)
Motivating agents; Responsibility, Self-actualization, professional growth,
recognition.
Team Building
 Forming: people are brought together as a team
 Storming: disagreement as people learn to work together
 Norming: begin to build good working relationship
 Performing: team becomes efficient and works effectively together
 Adjourning: the project ends, and team is disbanded

Other team building models

Conflict management: To be discussed in the managed team section

Influencing: Acknowledging different perspectives and using communication and persuasive skills
helps the project manager develop mutual trust and, eventually, agreement with the team.

Individual and Team assessment

Individual assessment: formal and informal assessment of team members by the project manager
should continue throughout the project.
Team assessment: should be ongoing while project work is being done
Hybrid assessment:
Coaching

Key performance indicators

Colocation

Communications Technology

Recognition and Rewards

Outputs

Manage Team
Ensuring the team completes the project according to the project management plan is the main
purpose of the Manage Team process

Management and leadership styles

 Directing; uses expertise to guide team members
 Facilitating; help removes roadblocks
 Coaching; makes recommendations
 Supporting; encourages and provides assistance.
 Influencing; emphasizes teamwork, team building and team decision-making.
 Delegating; Gives the team authority to complete the work/loads
 Servant; shares power, puts needs of the team first and helps people to develop their
best potential
Others:
 Consultative; PM considers other´s opinions.
 Consensus; decision based on group agreement
 Democratic or participative; encouraging team participation in decision making
 Bureaucratic; following procedures exactly
 Analytical; depends on own technical knowledge and ability
Powers of the Project Manager
 Formal (legitimate) ; which is power based on his position
 Reward; is derived from the ability to offer rewards. Initially, the project manager will not
know the team members well enough to utilize this power effectively.
 Penalty (coercive); ability to penalize
 Expert; is based on past successes. Since the project manager is new, he does not have
a track record within the organization to support this type of power.
 Referent: comes from the charisma of the individual. It will take time to develop this type
of power with a new team.

Conflict Management
Conflict is not bad. Presents opportunities for improvement. It is inevitable and it is best
resolved by those involved in the conflict.
Seven common sources of conflict in order of frequency:
 Schedules
 Project Priorities
 Resources
 Technical opinions
 Administrative procedures
 Cost
 Personality

Conflict Resolution Techniques

 Collaborating (problem solving): Win -win situation. Best choice. To arrive at a
consensus.
 Compromising (reconciling): Lose-Lose situation. Second to collaborating. No party gets
everything.
 Withdrawal (avoidance): Dealing with problems is a PMI-ism. Not usually best choice.
 Smoothing (accommodating): Making concessions. It does not result in a permanent
resolution of conflict. Emphasizes agreement rather than differences of opinion.
 Forcing (directing): Win-lose situation.
 Speed B Leas
 Level 1: Problem to solve; information sharing or collaboration
 Level 2: Disagreement; Personal protection trumps resolving the conflict
 Level 3: Contest; winning trumps resolving the conflict
 Level 4: Crusade; Protecting one´s own group becomes the focus
 Level 5: World War; destroy the other

Emotional Intelligence
Self-awareness, self-management, Social awareness, social skills
Powers of Project Manager

Formal (legitimate) power, which is power based on his position

Reward power is derived from the ability to offer rewards. Initially, the project manager will not
know the team members well enough to utilize this power effectively.
Penalty (Coercive) power, Ability to penalize team members
Expert power is based on past successes. Since the project manager is new, he does not have a track
record within the organization to support this type of power.
Referent power comes from the charisma of the individual. It will take time to develop this type of
power with a new team.

Control Resources
Related to Physical resources. Monitors the amount, cost, and quality of resources being used and
compared that to what was planned.
Project Documents to determine how to control resources.
 Impediment board, visual tool that allows to track issues and risk associated with the
project.
 Issue log, Lessons learned register
 Resources assignment, project schedule
 Resource requirements, Resource breakdown structure
  Risk Register
 Agreements/Contracts
 Work Performance Data

Tools and Techniques

 Performance reviews, Trend analysis, Alternative Analysis
 PMIS, Work Performance Information
 Project Documents, Project Management Plan

The Responsibility assignment matrix (RAM) will provide detail on roles and responsibilities
for each task and resource. The project manager can use this information to determine
where the resource gaps are with the architect who has resigned. The RAM can help
determine if an additional resource is required, or if existing resources can fill the gap.