Resource

Management

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 Process Human Resource management process Process
Name Group
Plan How to estimate, acquire, manage, and utilize physical and
Resource human resources.
Management
Planning
Estimate Estimating human resources and the type and quantities of
Activity material, equipment, and supplies necessary to perform project
Resources work

Acquire Obtaining team members, facilities, equipment, materials,

Resources supplies, and other resources necessary to complete project
work.
Develop Improving competencies, interaction, and the overall team
Team environment to enhance project performance. Executing

Manage Tracking team member performance, providing feedback,

Team resolving issues, and managing team changes to optimize
project performance.

Control Ensuring that the physical resources assigned and allocated to

Resources the project are available as planned, as well as monitoring the
planned versus actual use of resources, and performing M&C
corrective action as necessary.

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Trends and emerging practices for Project Resource Management

Resource management methods. Due to the scarce nature of critical

resources, some industries adapted lean management, just- in-time (JIT)
manufacturing, Kaizen, total productive maintenance (TPM) and theory of
constraints (TOC).

Emotional intelligence : Self-Awareness, Self-Regulation, Motivation,

Empathy and Social Skills.

Self-organizing teams

Virtual teams/distributed teams: The globalization of projects has promoted

the need for virtual teams that work on the same project, but are not colocated
at the same site.

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 The role of the project sponsor/initiator
Sponsor is one who provides the financial resources for the project, but the exam
attributed more duties to the sponsor than just providing financial resources. If the
project is being done for an outside customer (meaning you are the seller), the
customer may be both the sponsor and the customer

• During or prior to project initiating, the sponsor:

• Has requirements that must be met
• Is a project stakeholder
• Advocates for or champions the project, especially while projects concept is
being put together
• Serves as a voice of the project or spokesperson to those who don not know
about the project, including upper management
• Gathers the appropriate support for the project
• Ensures buy-in throughout the org
• Provides funding
• Provides the Project Statement of Work (if not done by the customer)
• Provides information regarding the initial scope of the project

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 The role of the team
The team is a group of people who will complete the work on the project. The team
members can change throughout the project as people are added to and removed
from the project. More specifically, the team may help:

• Identify and involve stakeholders

• Identify requirements
• Identify constraints and assumptions
• Create the WBS
• Decompose the work packages for which they are responsible into schedule activities
• Help identify dependencies between activities
• Provide time and cost estimates
• Participate in the risk management process
• Comply with quality and communication plans
• Help enforce ground rules
• Execute the project management plan to accomplish the work defined in the project
management scope
• Attend project team meetings
• Conduct process improvement
• Recommend changes to the project, including corrective actions

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Plan Resource Management
Data representation techniques:
 Hierarchical charts. The traditional organizational chart structure can
be used to show positions and relationships in a graphical, top-down
format.
 Work breakdown structures (WBS).
 Organizational breakdown structure (OBS). While the WBS
shows a breakdown of project deliverables, an OBS is arranged
according to an organization’s existing departments, units, or
teams, with the project activities or work packages listed under each
department.
 Resource breakdown structure. A hierarchical list of team and
physical resources related by category and resource type that is
used for planning, managing and controlling project work.
 Assignment Matrix. A RAM shows the project resources assigned to
each work package. It is used to illustrate the connections between
work packages, or activities, and project team members.
 Text-oriented formats. Team member responsibilities that require
detailed descriptions can be specified in text- oriented formats.

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Plan Resource Management

Sample RACI Chart

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The RACI framework

Responsible This is the person or role responsible for performing the task, that
is, the actual person doing the work to complete the task.

Accountable This is the person who is ultimately accountable for the task being
done in a satisfactory manner. Essentially, the Accountable person
must sign off the work that the Responsible person produces.

Consulted Those people whose input is used to complete the task.

Communication with this group will thus be two-way in nature.

Informed Those people who are informed as to the status of the task.
Communication with this group is thus one-way in nature.

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Plan Resource Management: Outputs

Human Resource Management Plan, provides guidance on how project human

resources should be defined, staffed, managed, and eventually released. It includes

Roles and Responsibilities:

• Role: Function assumed by or assigned to a person in the project.
• Authority: The right to apply project resources, make decisions, sign
approvals, accept deliverables, and influence others to carry out the work of
the project.
• Responsibility: Assigned duties and work that a project team member is
expected to perform in order to complete the project’s activities.
• Competency: The skill and capacity required to complete assigned activities
within project constraints.

Project Organization charts: Graphic display of project team members and their
reporting relationships. It can be formal or informal, highly detailed or broadly
framed, based on the needs of the project. For example, the project organization
chart for a 3,000 person disaster response team will have greater detail than a
project organization chart for an internal, twenty person project

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 Estimate Activity Resources

Resource calendars: It identifies the working days, shifts, start

and end of normal business hours, weekends, and public holidays
when each specific resource is available.

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 Estimate Activity Resources- Outputs

Resource breakdown structure: It is a hierarchical

representation of resources by category and type.

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Types of teams
• Dedicated: Most of the team members work full-time and exclusively
on the project. From the perspective of PM, this is the easiest team to
work with.
• Part-time: Team members and the PM spend a portion of their time
working on the project while carrying on with other projects and/or
their usual (non-project-related) work responsibilities.
• Partnership: In cases where several organizations undertake a project,
the teams are likely to consist of people from each of the participating
orgs, plus the PM from the org taking the lead on the project. Such
teams are advantages such as cost savings, but they can also be
difficult to manage
• Virtual: When multiple organizations or offices are involved on a
project, the geographic distance of these orgs can necessitate the
creation of virtual teams

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 Acquire Resources

Some selection criteria that are used for acquiring resources are:
 Availability.
 Cost.
 Ability.

Some selection criteria that are unique for team resources are:
 Experience.
 Knowledge.
 Skills.
 Attitude.
 International factors.

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Develop Project Team

Team‐Building Activities, can vary from a 5‐minute agenda item in a status review
meeting to an off‐site, professionally facilitated experience designed to improve
interpersonal relationships.
TEAM = Together Everyone Achieve More

According to Tuckman Ladder model, Team development stages are:

Forming: Team meets and learns about project and their formal roles and
responsibilities
Storming: Begins to address project work, technical decisions, management
approach etc.
Norming: Begins to work together and adjust their work habits/behaviors to
support team
Performing: Function as a well‐organized unit.
Adjourning: Team completes the work and moves on from the project.

Forming Storming Norming Performing Adjourning

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Theory X and Theory Y

• Douglas McGregor proposed two theories by

which managers perceive employee motivation
in his 1960 management book, The Human Side
of Enterprise.

• Theory X and Theory Y are not ‘types of people’

but two extreme sets of managerial assumptions
about what makes workers tick, at opposite ends
of a continuum.

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Maslow’s hierarchy of needs

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 Herzberg’s Motivation-Hygiene theory

Herzberg(1959) performed studies to determine which factors

in an employee’s work environment caused satisfaction or
dissatisfaction in the book The Motivation to Work.

• The need to avoid unpleasantness, satisfied by hygiene

factors or maintenance factors. These factors don’t
motivate if met, but will de-motivate if not met,
(company policy, salary, leadership style, working
conditions etc.) and
• The need for personal growth, satisfied at work by
motivator factors (advancement, recognition,
responsibility, interesting work, growth in job etc.)

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Project Manager: Five kind of Power

Because project managers are responsible for the success of the project they have
power which they can exert over the project team.

Power Definition
Expert The project manager is an expert with the technology the
project focuses on.
Reward The project manager can reward the project team
members
Coercive/ The project manager is formally assigned to the role of
Punishment/Penalty project manager
Formal/Legitimate The project manager is formally assigned to the role of
project manager
Referent Power comes from another person liking you, or wanting
to be like you. It is the power of charisma and fame

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 Manage Team

Conflict management
 Collaborating (problem-solving)
 Compromising (reconciling): lose-lose situation,
 Withdrawal (avoidance)
 Smoothing (accommodating)
 Forcing (directing): win-lose situation.

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