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Resource Management Knowledge Area

Project Mangement - overview of the Resource Management knowledge area within project management. Describes the 6 processes within Project Resource Management and the process groups impacted.

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Resource Management Knowledge Area

  1. 1. Project Resource Management Knowledge Area
  2. 2. Resource Management Knowledge Area is concerned with all the processes that organize and manage the project team and associated resources
  3. 3. Project 9.1 Plan Resource Management 9.2 Estimate Activity Resources 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 9.6 Control Resources
  4. 4. Roles The Resources on a Project Team
  5. 5.  Has control over departmental resources and may direct the functional work of those resources  Conflicts may arise between a functional manager and a project manager due to resource availability  They may assign resources to projects  May need to be consulted on the project schedule and the project management plan in order to provide resources to the project  Manages operational work, or day to day work, or resources within their functional control
  6. 6.  A stakeholder is anyone who is impacted by a project or can influence a project  May fill roles on the project
  7. 7.  The people that will do the work towards the project’s goal  Assists with breaking the work down into the WBS and activities  Provide estimations for cost, time, and schedule  Collecting, identifying, and documenting requirements  Identify constraints, assumptions, and activity dependencies  Requesting changes and/or working to implement approved changes
  8. 8.  The Project Initiator  Responsible for providing the financing to complete the project  Defines the high-level requirements and the Statement of Work  May provide prioritization requirements that can include conflicting needs, project resources, or constraints  Gives the Project Manager authority through the use of the Project Charter  Grants approval or denial of the Project Management Plan and the final acceptance of the overall project  Monitors the progress of the project  Serves as a face or representative of the project within the organization  My serve as part of the Change Control Board (CCB)
  9. 9. Project Manager • Handles management activities of the project in order to meet the project goals Program Manager • Overseas a collection of related projects • Supports each Project Manager in their role of managing a project Portfolio Manager • Executive governance over a portfolio – a collection of projects and/or programs • Provides support for projects and guidance on the strategic objectives of the projects or programs
  10. 10. Resource Part of the Planning Process Group
  11. 11.  Part of the Planning Process Group  Process involved with identifying the required roles on the project, the responsibilities of the roles, and the skills needed.  It builds the project roles and responsibilities  Identifies any training that may be needed  Outputs  Resource Management Plan  Staffing Management Plan
  12. 12. Major output of the Plan Resource Management Process and is part of the Project Management Plan Provides instructions on defining project resources Includes the projects roles and responsibilities Instructs on the needed skills to fill a role
  13. 13. Matrix charts show responsibility for an activity  Responsible, Accountable, Consulted, Informed Matrix (RACI)  Responsibility Assignment Matrix (RAM) Hierarchical charts show positions and relationships in a top-down structure  Organizational Breakdown Structure  Resource Breakdown Structure Textual formats are more detailed descriptions of responsibilities
  14. 14. Defines how staff will be brought into the project Handles resource availability and release of staff resources The Staffing Management Plan is part of the Resource Management Plan Should include any needed or anticipated training for the project staff Laws, local regulations, and company policies should be researched and noted in the Staffing Management Plan
  15. 15. Charts the required hours from each staffing resource Part of the Staffing Management Plan
  16. 16. Resources Part of the Planning Process Group
  17. 17.  Part of the Planning Process Group  An estimate of all the resources (human, materials, supplies) needed to perform each activity  Requires identifying and ensuring that resources are available to fill needed roles or plans for bringing those resources onboard  Understanding organizational processes on requesting resources and policies on their proper usage  Create the Resource Breakdown Structure (RBS)
  18. 18. Acquire Part of the Executing Process Group
  19. 19.  Part of the Executing Process Group  The process of bringing on the project team who will perform the project work  Relies on the Resource Management Plan, Enterprise Environmental Factors, and Organizational Process Assets  May involve hiring new employees or bringing in temporary workers if required skills are not present within the organization  Manages the risks if resources are not available
  20. 20. Pre-Assignment Project team are selected in advance and assigned to the project ahead of time Negotiation May require negotiating with functional managers, other project managers, or external suppliers and contractors Acquisition If a resource is not present in the organization, it is acquired from the outside by way of purchase or outsourcing work to external consultants/contractors
  21. 21. Halo Effect Promoting a human resource to a position that they are not qualified for  Can cause issues with schedule, cost, or quality problems
  22. 22. Team Part of the Executing Process Group
  23. 23.  Part of the Executing Process Group  The process of working to improve the overall performance of the team by enhancing skills, team collaboration, and team environment  Requires many soft skills such as coaching, mentoring, and servant-leadership  Collaborate with the team, have open communication, and provide an encouraging and trustful environment
  24. 24. Working to create a more cohesive team that will enhance the overall performance of the project team
  25. 25. 1. Forming • Initial stage of team creation when the team is first brought together 2. Storming • Team may have conflicts and disagreements as they learn about each other and develop their relationships 3. Norming • Team dynamics have settled down and the relationships have normalized 4. Performing • Team performance rises as the group becomes a cohesive unit 5. Adjourning • The project has ended and the team is dispersed
  26. 26.  Training  Team training exercises aimed at enhancing the teams skills  Ground Rules  Established rules to provide resource expectations in project work, behavior, or team interactions  Rewards and Recognition  Planned into the project and given to team members who excel in their role  Team Performance Assessments  Examine the performance of the team
  27. 27. 9.5 Part of the Executing Process Group
  28. 28.  Part of the Executing Process Group  This process is concerned with every day management of the team in the project  Lead the team and keep an eye out for conflicts  ensure conflicts get resolved to the satisfaction of those involved
  29. 29.  Observation and Conversation  Keep informed on the status of the work of each team resource and their attitudes, impediments, and successes  Engage in regular conversation with team members  Project Performance Appraisals  A method of evaluating a project resource  Issue Logs  Keep track of issues that need to be resolved and track them to completion
  30. 30. Understanding
  31. 31.  Projects may have conflicting requirements  Project Managers may have limited power  Project have competing needs with functional managers  Team member conflicts when it comes to group interactions or disagreements
  32. 32. Be transparent in project activities, requirements, project constraints, and processes Follow good planning practices Inform stakeholders of key changes, decisions, and any potential conflicting requirements
  33. 33. Schedules Project Priorities Resources Technical Opinions Administrative Procedures Costs Personality Differences
  34. 34. Arbitration  A neutral viewpoint is brought in to help resolve conflicts
  35. 35. Withdraw or Avoidance • Withdraw from conflict to deal with later or let other resolve the conflict Smoothing • Find common ground between conflicting parties or views Compromise • Each side gives up something, each side gets something Force a Resolution • Decide on the conflict and push one view point through Collaborate • Include more viewpoints than just the conflicting sides
  36. 36. Concepts
  37. 37. Expectancy Theory  An employee believes they will be rewarded for superior performance and this provides motivation to try and deliver the superior results
  38. 38.  The theory that all employees fit into one of two personality groups  Theory X  These employees require close supervision and possibly authoritarian leadership  They will avoid responsibility and need to be pushed into performing  Theory Y  These are self-motivated individuals that seek more responsibility  They drive themselves to deliver and derive fulfillment from work
  39. 39.  At some point, more money will not motivate employees  Their highest motivation is derived from using their skills to the highest degree of their ability  People cannot ascent to the next level without meeting basic requirements in the previous level  Physiological Needs  Food, water, basic needs  Safety and Security  Need to feel safe  Love and Belonging  The need for relationships  Self-Esteem  The feeling of accomplishment and worth  Self-Actualization  Achieving one’s full potential and creativity
  40. 40. People are motivated by: Achievement Affiliation Power People in each group need to be managed differently
  41. 41.  Hygiene Factors (Dissatisfiers)  Factors, that if not present, will create dissatisfied employees  Their presence will not cause satisfied or motivated employees  These include job security, working conditions, and quality of leadership  Motivating Factors (Satisfiers)  These factors include achievement, autonomy, responsibility, and personal growth  The factors in the work itself creates motivation
  42. 42. Control Part of the Monitoring & Controlling Process Group
  43. 43.  Part of the Monitoring & Controlling Process Group  Verify that the planned resources needed and/or allocated are still available to work  Monitoring the utilization of resources and comparing the planned utilization to the actual utilization
  44. 44.  A Guide to the Project Management Body of Knowledge – PMBOK 6th Edition  https://www.pmi.org/ Joshua Render https://agile-mercurial.com

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Project Mangement - overview of the Resource Management knowledge area within project management. Describes the 6 processes within Project Resource Management and the process groups impacted. Blog: https://agile-mercurial.com YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg Twitter: https://twitter.com/agile_mercurial Tumblr: https://agilemercurial.tumblr.com/

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