Project Management
6. Project Resource Management
Project resource management includes the process to identify, acquire, and manage the resources needed for the successful completion of the project
Each member of the project team should have assigned roles and responsibilities
Processes
· Initiating
· Planning
· Executing
· Monitoring and Controlling
· Closing
Functional Manager
· Handles a business function
· Subject matter expert
· Organization defines roles and responsibilities
· Owns resources and assigns individuals
· Negotiates with the project manager about allocation of resources
Project Manager
· Responsible and accountable for the project and its quality
· Not a subject matter expert (SME)
· Organization defines degree of authority
· Must negotiate with functional manager
· Responsible for product quality
· Takes credit or blame for project they handle
Tools
· Organizational Chart
· Responsibility Assignment Matrix RAM
o One accountable person
Resources Histogram
o Shows peak load for staffing on the bar chart
A. Plan Resource Management
a. Input
i. Project Charter
ii. Project Management Plan
iii. Project Documents
1. Schedule
2. Risk Register
3. Stakeholder register
4. Templates
5. Human resources
iv. Enterprise Environmental Factors
b. Tools
i. Meetings
ii. Expert Judgement
iii. Data Representation
iv. Organizational Theory
v. Templates and Forms
vi. Organizational Break-down schedule
vii. RACI Charts
1. Responsible
2. Accountable
3. Consulted
4. Informed
c. Output
i. Resources Management Plan
ii. Team Charter
iii. Conflict resolution
iv. Project Document Updates
B. Estimate Activity Resources
a. Input
i. Project Management Plan
ii. Enterprise Environmental Factors
iii. Organizational Process Assets
iv. Project Documents
1. Resource calendar
2. Policy & Procedures
b. Tools
i. Expert Judgement
ii. Data Analysis
iii. Bottom-up Estimating
iv. Analogous Estimating
v. Parametric Estimating
vi. Project Management Information System
vii. Meetings
c. Output
i. Resources Requirements
ii. Basis of Estimate
iii. Break-down Structure
iv. Activity attributes
v. Lessons learned
vi. Project Document Updates
C. Acquire Resources
a. Input
i. Project Management Plan
ii. Enterprise Environmental Factors
iii. Organizational Process Assets
iv. Project Documents
b. Tools
i. Decision Making
ii. Inter-personal and Team Skills
iii. Pre-Assignment
iv. Virtual Teams
c. Output
i. Physical Resource Assignments
ii. Project Team Assignments
iii. Resources Calendar
iv. Change Request
v. Project Management Updates
1. Project Document Updates
2. Enterprise Environmental Factors
3. Organizational Process Assets
D. Develop Team
a. Input
i. Project Management Plan
ii. Project Documents
iii. Enterprise Environmental Factors
iv. Organizational Assets
b. Tools
i. Co-location
ii. Virtual Team
iii. Recognition Reward
iv. Training
v. Communication
vi. Individual & Team Assessment
vii. Inter-personal & Team Skills
viii. Meetings
c. Output
i. Team Performance Assessment
ii. Change Request
iii. Project Management Updates
1. Project document Updates
2. Enterprise Environmental Updates
3. Organizational Process Assets Updates
E. Manage Project Team
a. Input
i. Project Management Plan
ii. Work Performance
iii. Team Performance
iv. Organizational Assets
1. Evaluations
2. Certifications
v. Enterprise Environmental Factors
b. Tools
i. Project Staff Assignments
ii. Team Performance
iii. Resources Management Plan
iv. Inter-personal and Team Skills
v. Project Management Information System
c. Output
i. Team Performance Assessment
ii. Change Request
iii. Project Management Updates
iv. Project Document Updates
v. Enterprise Environmental Factors
vi. Organizational Process Assets Updates
F. Control Resources
a. Input
i. Project Management Plan
ii. Project Documents
1. Work Performance Updates
2. Agreements
3. Project Schedule
4. Resource Request
iii. Organizational Assets
iv. Enterprise Environmental Factors
b. Tools
i. Data Analysis
ii. Problem Solving
iii. Inter-personal Skills
iv. Project Management Information System
c. Output
i. Work Performance Information
ii. Change Request
iii. Project Management Updates
iv. Project Documents Updates
Team Dynamics
Bruce Tuckman
· Forming
· Storming
· Norming
· Performing
· Adjourning
Causes of Conflict
· Scarce resources
· Scheduling priority
· Personal work styles
· Expertise and Experience levels
· Communication issues
The best way to resolve conflict is to discuss & clarify with the parties involved. May use Functional Manager for this.
Technique to avoid conflict are to provide details of project plan to every member
1.) Withdraw or Avoid -- defer to later time
2.) Smooth and Accommodate- agreement is emphasized
3.) Compromise or Reconcile
4.) Force or Direct
5.) Collaborate or Problem Solve- best possible technique
Powers of Project Manager
1.) Legitimate or Formal - Formally Assigned
2.) Reward – Can reward and recognize
3.) Penalty -Penalty for poor performance
4.) Expert - Commands authority due to being an expert
5.) Referent - Use higher authority
Organizational Theories
I. McGregor Theory of X & Y
a. X – People need to be controlled
b. Y-- People can work on their own and want to succeed
II. Maslows Hierarchy of Needs
a. Physiological Survival
b. Safety
c. Social
d. Esteem
e. Actualization-lack of prejudice
III. Herzbery Theory
a. Hygen factors -mandatory factors to motivate team
i. Personal safety
ii. Fair compensation
iii. Working conditions
b. Motivating agents -factors that motivate people
i. Recognition
ii. Higher responsibility
Project Management Leadership Style
1.) Autocratic – clear direction and expects compliance
2.) Participative or Democratic - leader offers guidance and team participation
3.) Delegative or Laissez Faire - Leader offers no direction or guidance and lets the team be on their own.
McKinsy’s 7-S Frame Work
I. Hard Elements
a. Strategy
b. Structure
c. System
II. Soft Elements
a. Shared Values
b. Skills
c. Style
d. Staff
