Project Resources Management is a knowledge area that covers only 3 phases of the entire life cycle of the project. During each phase, certain processes pertaining to this knowledge area take place.Project resources include team members supplies, materials, equipment, services and facilities. they can be obtained from internal assets or from procurement.

PM styles are shifting away from a command and control structure toward a collaborative and supportive management approach by delegating decision making to the team as well al resource optimization.

Physical resources include equipment, materials, facilities, and infrastructure.Allocating and using physical resources in an efficient way, needs data on future demands, configurations, and the supply of resources.

This section focuses on the subset of stakeholders who make up the project team. The project team consists of individuals with assigned roles and responsibilities who work collectively to achieve a shared project goal. In addition to initiating, planning, executing, monitoring, and closing variuous phases. the project manager is responsible for the team formation as an effective group by considering: team environment, geographical locations of team, communications among stakeholders, organizational change management, internal and external politics, cultural issues and organizational uniqueness, other factors that alter project performance.

As a leader, the PM is responsible for proactively developing team skills while improving team motivation by acquiring, managing, motivating, and empowering the project team.

Trends include : resource management methods (lean management, just in time manufacturing, Kaizen, total productive maintenance, theory of constraints) ; emotional intelligence (self-management, self-awareness and relationship management); self organizing teams ( the PM provides the environment, support, and trust the team of generalized specialists, instead of subject matter experts, to get the job done); virtual teams (communication issues: isolation,gaps in sharing, tracking progress, cultural differences).

Tailoring consideration: diversity background, physical location, industry specific resources, team member acquisitions, organizational tools to develop team, special training needs, project life cycle.

In adaptive projects, agreements for fast supply and lean methods are critical to controlling costs and achieving the schedule.

Project Initiation

There are no processes taken place during this phase.

Project Planning

During this phase, there are 1 process taking place: Resources Planning and Estimation

Plan Resource Management

It is the process of defining how to estimate, acquire, manage and utilize resources.

Inputs

1. Project charter- stakeholder list, milestones, approved financial resources
2. Project management plan
   • Quality management plan – define the level of resources
   • Scope baseline – identifies the deliverables
3. Project documents
   • Project schedule – resource timeline
   • Requirements documentation – type and amount of resources
   • Risk register – resource threats and opportunities
   • Stakeholder register – identifies resource related stakeholders
4. Enterprise environmental factors – culture, structure, location, competency and availability, market place
5. Organizational process assets – HR & inventory procedures, safety & security policies, lessons learned and templates

Tools & Techniques

1. Expert judgment – negotiation, talent management, personnel development, estimating effort level & lead times, reporting requirements, identifying risks associated with resource acquisition/retention/release plans, governmental regulations, supply chain.
2. Data representation
   • Hierarchical charts -to show positions and relationships – WBS, Organizational breakdown structure, resource breakdown structure
   • Responsibility assignment matrix – links work packages to team members RACI- responsible, accountable, consult, inform
   • Text-oriented formats – detailed description of team member responsibilities
   • Organizational theory – flexible leadership style
3. Meetings – team members plan resources

Outputs

1. Resource management plan – guides how resources are categorized, allocated, managed, and released per team and inventory – methods for identifying and quantifying resources, guidance on acquiring resources, the roles, authority (rights), responsibility (duty/work), competence of individuals (risk response: training, hiring, schedule changes, scope changes); project organizational chart, project team resources are defined, staffed, managed, and released, training strategies, individual training strategies, team development methodology, resource control methods, types & time to reward individuals.
2. Team charter – establish team values, communication guidelines, decision making process and criteria, conflict resolution process, meeting guidelines, team agreements.
3. Project documents updates
   • Assumption log – about availability, logistics requirements, location, skill set
   • Risk register – about availability

Estimate Activity Resources

It is the process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work. It is done in parallel with the Estimate Costs process.

Inputs

1. Project management plan
   • Resource management plan defines the approach to identify needed resources , to quantify and aggregate the information.
   • Scope baseline – to achieve project objectives drives the needs for resources
2. Project documents
   • Activity attributes – resource requirements, imposed dates, activity location, assumptions, and constraints
   • Activity list – activities that need resources
   • Assumption log – productivity factors, availability, cost estimates, approaches to work
   • Cost estimates – per quantity and skill level perspective
   • Resource calendars – working days per resources availability, when, for how long, skill level, location.
   • Risk register – related to resource selection and availability
3. Enterprise environmental factors – resource location & available, skills, culture, published estimating data, marketplace.
4. Organizational process assets – staffing & inventory procedures, lessons learned.

Tools & Techniques

1. Expert judgment – specialized knowledge in resource planning and estimating
2. Bottom-up estimating – resources estimated from activity level up to project level
3. Analogous estimating – using information from a similar project
4. Parametric estimating – algorithm based on historical data and project parametrs
5. Data analysis
   • Alternatives analysis – evaluate options to to execute the work (capabilities, skills, sizes, types, tools, make/rent/buy
6. Project management information system – resource management software that plan, organize, manage, develop estimates. resources breakdown structure, resource availability/rates/calendars
7. Meetings – PM with functional managers, sponsor, stakeholders for level of effort, skill level, quantity

Outputs

1. Resource requirements – identify types and quantity, assumptions for types,availability, quantities
2. Basis of estimates – method used, resources used (similarity), assumptions used, known constraints, range of estimates, confidence level, documented risks
3. Resource breakdown structure – categories: labor, material, equipment, supplies; types: skill level, grade level, required certifications . In Plan Resource Management, the resource breakdown structure was used to guide the categorization for the project
4. Project documents updates
   • Activity attributes – w. resource requirements
   • Assumption log – w. types and quantity, constraints ( bargaining agreements, hours of operation, planned leave)
   • Lessons learned register – w. good and bad techniques in estimating

Project Execution

There are 2 process taken place during this phase: Project Team Acquisition and Project Team Development.

Acquire Resources

It is the process of obtaining team members, facilities, equipment, materials, supplies necessary to complete the work through functional assignment or procurement. Factors to consider: negotiate the right team and resources, alternative resources affect schedule, cost, quality, risk.

Inputs

1. Project management plan – provides guidance on
   • Resource management plan – how to acquire resources for the project
   • Procurement management plan – information about resources: how will they be integrated and stakeholders involved
   • Cost baseline – overall budget
2. Project documents
   • Project schedule – activities dates for available resources
   • Resource calendars – time periods of needed resource
   • Resource requirements – identify which resources are needed
   • Stakeholder register –  stakeholders needs for specific resources
3. Enterprise environmental factors – existing information on organizational resources; marketplace , organizational structure, geographic locations
4. Organizational process assets – acquiring, allocating, assigning resources procedures, lessons learned.

Tools & Techniques

1. Decision making
   • Multi-criteria decision analysis – weighted criteria are developed and used to rate and score potential resources (internal vs external) : availability, cost, capability, experience, knowledge, skills, attitude, international factors
2. Interpersonal and team skills
   • Negotiation – w. functional managers, other project managers, suppliers- following external negotiation policies, practices, processes, guidelines, legal, etc.
3. Pre-assignment – an object or person critical to project objectives
4. Virtual teams – a group of people with a shared goal who fulfill their roles with little or no time spent meeting face to face. Additional time is needed to set expectations, facilitate communication, develop protocols for resolving conflict, include people in decision making, understand cultural differences, and share credit in successes.

Outputs

1. Physical resource assignments – document material, equipment, supplies, locations
2. Project team assignments – records of team members and their roles and responsibilities (team directory, charts and schedule)
3. Resource calendars – working days, shifts, holidays, availability
4. Change requests – corrective or preventive actions
5. Project management plan updates
   • Resource management plan – reflect actual experience in acquiring resources (lessons learned earlier)
   • Cost baseline -updated for the actual resources
6. Project documents updates
   • Lessons learned register -challenges encountered
   • Project schedule – resource availability
   • Resource breakdown structure – acquired resources
   • Resource requirements – acquired resource requirements
   • Risk register – new risks
   • Stakeholder register – new stakeholders
7. Enterprise environmental factors updates – internal available resources; used internal consumable resources
8. Organizational process assets updates – documentation related to acquiring, assigning, allocating resources

Develop Team

It is the process of improving competencies, team member interaction, the overall team environment to enhance project performance. PM to identify, build, maintain, motivate, lead, and inspire teams by creating an environment that facilitates teamwork, challenges, opportunities, feedback, support, recognizing, rewarding .  Use open communication, team-building opportunities, trust, manage conflict, collaborative solutions, collaborative decision making, capitalize on cultural differences, improve team skills/trust.

The Tuckman ladder describes the stages of team development Forming (when they meet), Storming (when addressing the project work), Norming (when working together), Performing (well-organized), Adjourning (staff is released)

Inputs

1. Project management plan
   • Resource management plan – guidance on providing rewards, feedback, training, team performance assessment criteria.
2. Project documents
   • Lessons learned register – earlier team development lessons
   • Project schedule – how and when to train team
   • Project team assignments – identify the team and roles and responsibilities
   • Resource calendars – team availability
   • Team charter – documents team operating guidelines
3. Enterprise environmental factors – HR hiring/termination policies, performance reviews, training/development/rewards; team skills, location
4. Organizational process assets – lessons learned

Tools & Techniques

1. Colocation – team meeting room, common places for activities/information
2. Virtual teams – online team environment to store files, to discuss issues, to keep a calendar
3. Communication technology – shared portal/repository (website/intranet), video conferencing audio conferences, email/chat
4. Interpersonal and team skills
   • Conflict management – timely and constructive
   • Influencing – gather relevant information to reach agreements
   • Motivation – reasoning/empowering to make decisions and work independently
   • Negotiation – among team members for consensus
   • Team building – enhance team’s social relations (5 min agenda item in a status review meeting , offsite event) – continuously
5. Recognition and rewards – rewards satisfy a need that is valued by that individual (to grow, accomplish, be appreciated, technically challenged)
6. Training – classroom, online, computer based, on-the job training, mentoring, coaching. Unplanned training takes place as a result of observation, conversation, appraisals. training costs supported by the organization if used in future projects.
7. Individual and team assessments – preferences, aspirations, mentality, decision making, interaction through attitudinal surveys, assessments, interviews, tests, focus groups.
8. Meetings – project orientation meeting, team building meetings, team development meetings – PM and team

Outputs

1. Team performance assessments – skills and competencies improvements,  staff turnover rate , open information sharing
2. Change requests of project management plan or project documents.
3. Project management plan updates
   • Resource management plan
4. Project documents updates
   • Lessons learned register – challenges encountered
   • Project schedule – new team developmental activities
   • Project team assignments – changed per team development results
   • Resource calendars – new availability
   • Team charter – changed per team development results
5. Enterprise environmental factors updates – employee development plan records, skill assessment
6. Organizational process assets updates – training requirements, personnel assessment

Project Controlling

In this phase, 2 process takes place: Project Team Management and Resources Control.

Manage Team

It is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. involves skills such as conflict management, negotiation, leadership and sensitive to the willingness and the ability of team to perform, such as more oversight for low skill members. Provide challenging assignments and recognition.

Inputs

1. Project management plan
   • Resource management plan – guidance on how to manage and release resources.
2. Project documents
   • Issue log – document who is responsible for resolving specific issues by a target date.
   • Lessons learned register – earlier lessons
   • Project team assignments – team member roles and responsibilities
   • Team charter – how the team will make decisions, conduct meetings, and resolve conflict
3. Work performance reports – results from schedule/cost/quality control and scope validation and related forecasts assists in determining future team resource recognition and updates to the resource management plan.
4. Team performance assessments – formal or informal
5. Enterprise environmental factors – HR management policies
6. Organizational process assets – certificates of appreciation, corporate apparel, other perquisites

Tools & Techniques

1. Interpersonal and team skills
   • Conflict management – due to scarce resources, scheduling priorities, and work styles. Team members are initially responsible for their resolution. if it escalates, the PM facilitates a resolution, in private, using a direct and collaborative approach. it it escalates, disciplinary actions may be used.Techniques for resolving conflict: withdraw/avoid, smooth/ accommodate, compromise/reconcile, force/direct, collaborate/problem solve.
   • Decision making (negotiation/influence) – focus on goals, follow a decision making process, study the environmental factors, analyze available information, stimulate team creativity, account for risk.
   • Emotional intelligence – identify, assess and manage emotions by anticipating actions, acknowledging concerns, following up on the issues.
   • Influencing skills – ability to be persuasive, articulating points, effective listening, various perspective awareness, gathering information to address issues.
   • Leadership – theories defining styles to use for each situation or team. communicate the vision and inspire team.
2. Project management information system – resource management or scheduling software

Outputs

1. Change requests – of project management plan or project documents, such as staffing changes (reassignment, outsourcing, replacement) affects the schedule or the budget.
2. Project management plan updates
   • Resource management plan – actual experience
   • Schedule baseline – according to team performance
   • Cost baseline – according to team performance
3. Project documents updates
   • Issue log – new issues
   • Lessons learned register – new challenges and their resolution
   • Project team assignments – new team
4. Enterprise environmental factors updates – personnel skill and organizational performance appraisals

Control Resources

It is the process of ensuring that he resources assigned and allocated are available as planned, as well as monitoring the planned vs actual use of resources , and performing corrective action as necessary. it is concerned with the physical resources such as equipment, materials, facilities, infrastructure by: monitoring resource expenditures, dealing with shortages/surplus timely, usage as planned, inform appropriate stakeholders if any issues arise with relevant resources, influence factors of change, managing change (buy-in, plan, implement, restructure)

Inputs

1. Project management plan
   • Resource management plan – how resources should be used, controlled, and released.
2. Project documents
   • Issue log – lack of resources,  delays, low grades
   • Lessons learned register – earlier lessons
   • Physical resource assignments – expected utilization, type,amount, location, outsourced
   • Project schedule – type, time, location of resources
   • Resource breakdown structure – for replacing/reacquire
   • Resource requirements – material, equipment, supplies
   • Risk register –  equipment, material, supplies risks
3. Work performance information –  amount and type of used resoucs
4. Agreements – procedures for when new, unplanned or current but inappropriate resources
5. Organizational process assets – policies regarding resource control and assignment, escalation procedures, lessons learned

Tools & Techniques

1. Data analysis
   • Alternatives analysis – best resolution for correcting variances in utilization ( overtime, additional team vs late delivery or phased deliveries)
   • Cost-benefit analysis – best corrective action in terms of cost
   • Performance reviews – measure, compare, analyze planned vs actual resource utilization as well as cost  and schedule work performance
   • Trend analysis – of needed resources
2. Problem solving – define the problem, break it into manageable problems, collect data, find the root cause, select best solution, check results
3. Interpersonal and team skills
   • Negotiation (PM) – for additional / changes in / costs associated with the resources
   • Influencing
4. Project management information system – resource management or scheduling software

Outputs

1. Work performance information – compare resource requirements and allocation to resource utilization
2. Change requests – of project management plan or project documents
3. Project management plan updates
   • Resource management plan – actual experience in managing resources
   • Schedule baseline – the way resources are being managed
   • Cost baseline – the way resources are being managed
4. Project documents updates
   • Assumption log – new assumptions regarding equipment, materials, supplies, etc
   • Issue log – resource control new issues
   • Lessons learned register – effective techniques  in managing resource logistics,scrap, utilization variance, corrective actions as resource varied.
   • Physical resource assignments – changes due to availability, the project, organization, environment, etc.
   • Resource breakdown structure – change per resource utilization
   • Risk register – new risks associated with resource availability, utilization, etc.

Project Closure

There are no processes taken place during this phase.

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