LECTUR

E-5

PROJECT
RESOURCE
MANAGEMENT
 Project Resource Management -
Processes

9.1 Plan Resource Management

Defining how estimate, acquire, manage and utilize physical and team resources

9.2 Estimate Activity Resources

process of estimating team resources and the type and quantities of materials,
equipment, and supplies necessary to perform project work

9.3 Acquire Resources

 Acquire Resources - Process

Processes of obtaining team members, facilities,

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

Process is performed periodically through out the

project as needed
 Acquire Resources – Overview
4
 The resource management plan describes how resources will be
acquired and released, and
 The resource requirements documentation tells the project
manager what types and quantity of resources are needed.

 Resources needed for the project can be internal or external to the

project performing organization:
 Internal resources are assigned by the functional or resource
manager
 External resources are acquired through procurement processes

 Project Management team may or may not have direct control over
resource selection, Functional management may have stake on this
too
 Acquire Resources – Overview
5

Following factors are to be considered during acquiring project

resources:

 Knowing which resources are preassigned to the project and

confirming their availability
 Negotiating for the best possible resources
 Hiring new employee
 Hiring resources through the contracting process from outside the
performing organization or outsourcing
 Using JIT, Lean, or other methods as required by the organization
 Managing the risk of resource~ becoming unavailable
 Acquire Resources – Overview
6

 Project Manager or project team should effectively negotiate and influence

those who provide the required team and physical resources
 Failure to acquire necessary resources may affect completing constraints
i.e. Project schedule, budgets, customer satisfaction, quality standards
and risks.
 Insufficient resources decrease the possibilities of success even result in
project cancellation
 If team resources are not available due to any reason, assign alternative
resources with varied competencies and its cost subject to approved
budget.
Impact of the same on competing constraints and plans are to be
updated
 Manage risk associated with alternative resources
 Acquire Resources – Overview
7

 Acquiring qualified/Talented people for teams is crucial.

 Staffing plans and good hiring procedures are important,
as are incentives for recruiting and retention.
 Some companies give their employees cash rewards
for their achievements like Employee of the
month/quarter
 Some organizations allow people to work from home
as an incentive.
 Acquire Resources – Overview
8

Why People Leave Jobs!

 They feel they do not make a difference.

 They do not get proper recognition.

 They are not learning anything new or growing as a

person.

 They do not like their coworkers or Boss

 They want to earn more money.

 They don’t like their work place

 Acquire Resources – Overview
9

Types of Teams
 Dedicated, Most of team members work full time, easiest team to work with,
member can dedicate their energy to work, most common in projectized
org, found in matrix organization

 Part-time, spend portion of their time on project, also working on other

projects or non project work, most often seen in functional and matrix org

 Partnership, where several org take part in working on project, saving of

cost but difficult to manage

 Virtual, multiple organization or offices involved, geographical distance

necessitate virtual teams
 Acquire Resources
10  Confirming resource availability and obtaining the team necessary to complete the project activities
Acquire Resources –
Benefits
Acquire Resources –Data Flow
Diagram
 Acquire Resources – Inputs
14

 Project Management Plan:

 Resource Management Plan
 Provide guidance on how to acquire resources for project

 Procurement Management Plan

 Has information regarding resources required to acquired from out side of the project

 How procurement will be will be integrated with other projects work and stakeholder involved
in procurement

 Cost Baseline (Determine Budget Output)

 Cost baseline is an approved version of time phased project budget excluding any
management reserve which can only be changed through change control Procedure

 It is used as basis for comparison to actual results

 Provides overall budget details for the project activities

 Acquire Resources – Inputs
15

 Project Documents:
 Project Schedule
Shows project activities and their planned start and end dates
When the resources need to be available and acquired

 Resource Calendar
 Identifies working days, shift, start and end of normal business hours,
weekends and public holidays when each specific resource is available.
 Its specify when and how long identified resource will be available during
the project
 This information may be at project or activity level
 Resource calendars are progressively elaborated and updated through out
the project
 Acquire Resources – Inputs
16

 Resource Requirement
 Identify which resources need to be acquired

 Stakeholder Register
 It provides stakeholders needs and expectations for specific
resources to be used on the project that need to be considered in
acquire resources process
 Acquire Resources Process – Inputs
17

 Enterprise Environmental Factors

 Marketplace conditions

 Organizational structure

 Collocated or globally spread teams i.e. multiple locations

 Organizational Process Assets

 OPA that can influence the acquire resources process

 Policies and procedure for acquiring allocating and assigning resources

 Historical information and lessoned repository

 Acquire Resources Process – Tools &
Techniques
19
Decision Making
(Multicriteria
Decision Analysis

Acquire Interpersonal &

team Skills
Virtual Teams Team (Negotiation)
T&T

Pre-assignment
20 Acquire Resources Process – Tools & Techniques

Multi-Criteria Decision Analysis:

Multi-Criteria Decision Analysis, or MCDA, is a valuable tool that we can apply to
many complex decisions.  It is most applicable to solving problems that are
characterized as a choice among alternatives. It helps us focus on importance,
logical and consistent.  It is useful for:

• Dividing the decision into more understandable parts

• Analyzing each part
• Integrating the parts to produce a meaningful solution
• In acquiring the project team, establish set of criteria for evaluation of potential
team members
• Criteria can be weighed by importance
• Potential team members are scored based on how well they meet the selected
criteria
 Acquire Resources Process – Tools & Techniques
21
• Multi-Criteria Decision Analysis

Criteria are developed and used to rate or score potential team

members

Availabilit Experienc
Cost
y e

Knowledg
Ability Skills
e

Internatio
Attitude nal
Factors
 Acquire Resources
22

 Avoiding Pitfalls
 Halo Effect, Halo effect is a concept of unconscious judgment, it is a 
cognitive bias in which an observer's overall impression of some thing.
Individuals create their own "subjective reality" from their perception of the
input.

 Because of the halo effect, a project manager might say to a team member,
"You are a great programmer. Therefore, we will make you leader of this
team within the project and expect you to be great at that as well.
 " Since a person who is a great programmer may not, in fact, be qualified lo
be a team leader.
 Acquire Resources Process – Tools & Techniques
23
Interpersonal and Team Skills
 Many projects need to negotiate for required resources. The project
management team may need to negotiate with
 to negotiate with - To ensure that the project receives appropriately
Functional
competent staff in the required time frame
Managers - Project team members will be able, willing and
authorized to work on the project until their
responsibilities are completed.

Other Project Appropriately assign or share scarce

Management or specialized resources
Teams

- Provide appropriate, specialized, qualified, certified

External or other such specified human resources.
Organizations - Special considerations should be given to external
negotiating policies, practices, processes,
guidelines, legal and other such criteria
 Assignment # 1
24

 You are managing Medium Level projects (those lasting 6 months to 9 months
and that involve less than 50 people), keep in mind that resource management
responsibilities increase as the size of the project increases.

The resource management process takes time and effort to plan. You must do
things such as identify all resources needed to complete the project (including the
required skills of team resources and the required quality and grade of material or
equipment),
 
 Assignment # 1 Cont.
25
You need to develop Resource Management Plan of the Project of your
choice. Considering the following components of RMP:
 Identification of Resources
 How to acquire Resources
 Roles and responsibilities
 Project Organizational Chart
 Project team resource management.
 Training Strategies
 Team development Methodology Methods for developing the project team.
 Resource control Methods
 Recognition plan.

You need to submit the hard copy of assignment by 15th March, 2020 in
class