Project Management

ME-420
Lecture 09
Muhammad Fahad Athar
 Introduction to Project Management

Agenda

• Project Resource Management

• Plan Resource Management

• Estimate Activity Resources

• Acquire Resources

• Develop Team

• Manage Team

• Control Resources

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Project Resource
Management
 Introduction to Project Management

Project Resource Management

 Project Resource Management includes the processes to identify, acquire, and

manage the resources needed for the successful completion of the project.

 These processes help ensure that the right resources will be available to the
project manager and project team at the right time and place.

 Type of Resources
 Physical resources: Equipment, materials, facilities, and infrastructure.
 Team resources or personnel: Refer to the human resources.

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 Introduction to Project Management

Project Resource Management

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1. Plan Resource
Management
 Introduction to Project Management

Plan Resource Management

 Plan Resource Management is the process of defining how to estimate,

acquire, manage, and use team and physical resources.

 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.

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2. Estimate Activity
Resources
 Introduction to Project Management

Estimate Activity Resources

 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.

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 Introduction to Project Management

Estimating Techniques

 Expert Judgement

 Analogous Estimating

 Parametric Estimating

 Bottom-Up Estimating

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 Introduction to Project Management

Resource Breakdown Structure

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3. Acquire Resources
 Introduction to Project Management

Acquire Resources

 Acquire Resources is the process of obtaining team members, facilities,

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

 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.

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4. Develop Team
 Introduction to Project Management

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.

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 Introduction to Project Management

Team Building Stages

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5. Manage Team
 Introduction to Project Management

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.

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 Introduction to Project Management

Conflict Management

 Conflicts:
- are an inevitable consequence of organizational interactions.
- Can be beneficial.
- Resolved through openness, identifying causes and problem solving by the people
involved (and their immediate managers).

 Source of conflict (in order of frequency)

- Schedules
- Project Priorities
- Resources
- Technical Opinions
- Administrative Procedures
- Cost
- Personality (Personal Work Styles)

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 Introduction to Project Management

Conflict Resolution Techniques

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 Introduction to Project Management

Changing Views of Conflict

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 Introduction to Project Management

Motivation Theories

 McGregor’s Theory of X and Y

 Maslow’s Hierarchy of Needs

 David McClelland’s Theory of Needs

 Herzberg’s Theory

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 Introduction to Project Management

McGregor’s Theory of X and Y

 All people fit into either of the two groups, X and Y.

 Theory X managers believe:

- People need to be watched all the time. Employees are incapable, avoid
responsibility, and avoid work wherever possible.

 Theory Y managers believe:

- People are willing to work without supervision.
- People want to achieve.
- Employees can direct their own effort.

 PMI’s belief: Theory Y

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 Introduction to Project Management

Maslow’s Hierarchy of Needs

 People are not motivated by money or security. Instead, they are most
motivated by contributing and using their skills.

 One cannot ascend to the next level, unless the level below is fulfilled.

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 Introduction to Project Management

David McClelland’s Theory of Needs

 People are most motivated by one of the three needs:

- Achievement
- Affiliation
- Power

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 Introduction to Project Management

Herzberg’s Theory

 Deals with motivating agents and hygiene factors.

 Motivating Agents:
- What motivates people is the work itself.
- E.g. responsibility, self-actualization, professional growth, recognition.

 Hygiene Factors:
- Under most circumstances, they will not improve motivation, but poor hygiene factors
may destroy motivation.
- E.g. working conditions, salary, personal life, relationships at work, security, status.

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6. Control Resources
 Introduction to Project Management

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.

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 Introduction to Project Management

Thank You!

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