Chap 9.1 Pan Resource Management

Chapter 9 –
Project Resource Management
PMP
Trainer: Anand BobadePMBOK 6th Edition, 2019, All rights reserved.
Plan Resource
management
SIXTH EDITION

PMBOK 6 - All rights reserved; By: Anand Bobade (nmbobade@gmail.com)
9.1 Plan Resource Management
Introduction
Plan Resource Management Definition
Plan Resource Management -> ITTO
Organizational Theory
Data flow diagram
Review
Self Assessment

Resource Management processes
Plan Resource
management
Estimate Activity
Resources
Acquire Resources
Develop Team Manage Team Control Resources
P P P
MCE E

Plan Resource Management
Determine - Resource Type & Skills.
Define – Roles & Responsibilities.
Plan – Resource on boarding, Training & Mentoring.
Develop – HR Management plan.

Project Team
Project
Management
Team
Project
Manager
Project
Management
Staff
Project
coordinator
PMO Analyst
Project Staff
Business
Analyst
Subject Matter
Expert
Systems
Analyst
Technical
Architect
Test Lead
Technical
Project Lead
Programmer
Note: Above Team represent Software development Project.

Identifying & documenting project roles, responsibilities,
required skills, reporting relationships & creating a
staffing engagement plan.
Identifying &
Documenting
It establishes staffing management plan, including
timetable of staff acquisition & release.
Roles Engagement plan
Responsibilities Relationships
Resource
Management

Plan Resource Management->ITTO
Expert Judgment
Data Representation
Meetings
Project Charter
Project Management
Plan
Project documents
Enterprise
environmental factors
Organizational process
assets
Resource
Management plan
Team Charter
Project document
updates
Inputs Tools & Techniques Outputs

Plan Resource Management->Inputs
Project Charter
Project Management
Plan
Project documents
Enterprise
Organizational
process assets

Project Charter
High-level description of the end product or result of the project and the requirements.
It also contains a list of key stakeholders
List any pre-approved resources for the project.
Plan Resource Management->Inputs -> Project Charter

PMP
Plan Resource Management->Inputs->PMP
• that will be applied for HR management.Processes
• documents how changes will be monitored and controlled.A change management plan
• documents how configuration management will be performed.
A configuration management
plan
• How integrity of project baselines will be maintainedBaseline
• Needs & MethodsCommunication
Quality Management plan Scope baseline

Plan Resource Management->Inputs-> Project documents
Project documents
Project schedule
Requirements
documentation
Risk register
Stakeholder
Register

Marketplace conditions (Economic conditions)
Internal External
Personnel administration policies
Holidays Working hours
Geographical location of team members
Collocated Distributed teams
Existing human resources
Who is involved? Expertise Unwritten rules
Organizational culture & structure
Project Structure Authority
Plan resource Management->Inputs->EEF
Enterprise

Organizational
process assets
Human resource policies and procedures
Templates for organizational charts.
Role / Position descriptions.
Organizational structures that have worked in previous projects.
Escalation procedures.
Plan resource Management->Inputs->OPA

Expert Judgment
Data
Representation
Organizational
Theory
Meetings
Plan Resource Management->T&T

Data
Representation
Formats used to document roles & responsibilities:
Plan Resource Management->T&T -> Data Representation
Hierarchal charts
Responsibility
assignment matrix
Text oriented
forms
Graphically depicts project team members & their
interrelationships for a project.
Ensure each work package has clear owner & each member has
clear Roles & Responsibilities.

Data
Representation
Hierarchical-type charts
• A traditional organization chart structure.
• Show positions and relationships.
• OBS is arranged according
to organization’s existing
departments.
Organizational
breakdown
structure
(OBS)
• RBS is list of resources
related by category/
resource type.
Resource
breakdown
structure
(RBS)

Shows project resources assigned to each work
package.
Illustrate connections between work packages &
project team members.
Ensures that, there is only one person accountable
for a task.
E.g., RACI (responsible, accountable, consult,
inform) chart.
Matrix-based charts (Responsibility assignment matrix -
RAM )
Data
Representation

Matrix-based charts
(RACI charts)
Work Package
Create Charter
Create PMP
Gather
Requirements
Development
Sponsor
R
A
C
I
PM
C
R
A
A
BA
C
C
R
C
Developer
I
I
I
R
• Responsible (Performer)R
• Accountable (Decision Maker / Approver)A
• Consultation (Provides input)C
• Informed (FYI)I
Data
Representation

Text Oriented Formats:
• Responsibilities descriptions are documented in text-oriented formats.
Documents
describes:
Responsibilities
Authority
Competencies
Qualifications.

Organizational
Theory
Provide information about the way in which people, teams & organizational behave.
Shorten Time, Cost & Efforts needed to create HR management plan. Improve HR
planning.
Tuckman's team
building theory
Maslow’s Hierarchy of
Needs
Contingency Theory
Situational Leadership
Theory
McGregor’s Theory of X
& Y Theory Z Expectancy theory
Herzberg's motivation-
hygiene theory
Plan resource Management ->T&T->Organizational Theory

Tuckman's team building theory:
Extremely important for team to grow & work together.
Don’t expect everyone to work as team from day1.
As per Tuckman, all stages are inevitable.
Plan resource Management ->T&T->Organizational Theory

Forming Storming Norming
Performing Adjourning

•Team trying to learn about
each other & their tasks.
•High dependence on PM for
guidance & direction.
•Unclear roles and
responsibilities
•Team – independent,
nervous
Forming
•Team trying to work through
differences.
•PM coach the team.
•Constant conflicts &
arguments
•Team- Differences,
frustration
Storming

•Set ground rules to work
together.
•PM provide autonomy &
participate .
•Team is developing but
Challenge continues.
• Team - adjusting for team
work.
Norming
•Pick performance &
complete tasks.
•PM delegate work & allow
team manage it.
•Work as single team.
•Team help each other & work
together.
Performing

•Complete all work & disperse.
•PM help team to move on.
•Team feels sense of loss and
deforms.
•Team gets demotivated & feel
uncertainty.
Adjourning

Maslow’s Hierarchy of Needs (Motivation Theory):
• All human needs fall in a hierarchy:
• Bottom 4 levels: Needs for self actualisation
• Top: Needs for Metamotivation
The most basic level of needs (Bottom 4) must be met before the individual will
strongly desire the secondary or higher level needs.
• Creativity, Morality, Problem solving, Acceptance
of facts, Spontaneity
Self-
actualisation
• Confidence, Achievement, respect for/by
other
Esteem
• Friendship, Family, intimacy, sense of
connections
Love/ Belonging
• Health, Employment, Property,
Family & social stability
Safety
• Breathing, Food, Water,
Shelter, Sleep, Clothing's
Physiological
D-Needs(Deficiencyneeds)

Contingency Theory (Fred Fiedler's):
•Believes that there is no one best style of leadership. Leader's effectiveness is based on
situation (Two factors – "leadership style" & "situational control“)
•High, if the leader is generally accepted & respected.
Leader-member
relation
•High, if the task is very structured.Task structure
•High, if authority & power are attributed to leader's position.Position power
Leadership style is measure using LPC
scale (Least Preferred Co-worker)

Situational Leadership Theory (by Blancard & Paul Hersey):
•There is no single “best” style of leadership. A PM must lead based on the situations.
•The leader’s positional power is obtained through formal authority.

McGregor’s Theory of X & Y:
• Describe two contrasting models of workforce motivation.
• Stresses importance of strict
supervision.
• External rewards & penalties.
• Manager adopts Authoritarian
style.
'Theory X'
• Highlights motivating role of job
satisfaction.
• Allows workers to approach
tasks creatively.
• Manager adapts Facilitative
style.
'Theory Y‘

Theory Z (Dr. William Ouchi):
• Focused on increasing employee loyalty to company.
• Strong focus on well-being of employee, both on and off the job.
• Provide a job for life.

Expectancy Theory ( By: Victor Vroom):
• Explains the behavioural process of “Why individuals choose one behavioural option over another”.
• People are motivated by outcome. There is Positive correlation between efforts & performance.
• Behaviour is result of conscious choices.
Expectancy
(Effort → Performance )
Instrumentality
(Performance → Outcome )
Valence
(Outcome → Reward)
• Effort (E) will result in attainment of desired performance (P) goals.Expectancy:
• Person will receive a reward if the performance expectation is met.Instrumentality:
• Value an individual places on rewards of an outcome, which is based on their
needs, goals, values & motivation sources.
Valence:
Knowledge
Personality
Skills
Abilities
Experience
Performance
isbasedon:

Herzberg's motivation-hygiene theory (Two-factor theory):
• There are certain factors in the workplace that cause job satisfaction, while a
separate set of factors cause dissatisfaction.
Company Policy
Supervision
Relationship with Boss
Work conditions
Salary
Relationship with peers
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Absence lead to dissatisfaction Factors that lead to satisfaction
Presence
doesn't lead to
satisfaction

Resource
Management plan
Team Charter
Project document
updates
Plan Resource Management->Output

Resource
Management plan
How roles & responsibilities, reporting relationships, & staff
management will be addressed & structured.
HR
Management
Plan
Roles and
responsibilities
Project
organization
charts
Staffing
management
plan
Plan Resource Management->Output -> Resource Management plan

•Function to be performed by a project team
member. E.g., Testing.
Role:
•Specific work a member is expected to perform
as part of the project. E.g., Test Module A.
Responsibility
(Duties):
•The skill and capacity required to complete
assigned activities within the project
constraints.
Competency:
•Right to apply resources, make decisions, and
sign approvals. Authority should match
individual responsibilities.
Authority
Roles & Responsibilities:
Role Responsibility Competency Authority
Resource
Management plan

Resource
Management plan
Staffing management plan:
• Describes when and how project team members will be acquired
and how long they will be needed.
•Acquire within the organization or from
outside
Staff
acquisition:
•Identify working days & shifts on which each
specific resource is available.
Resource
calendars:
•Illustrates number of hours a person, or a
department will be needed in a given time
period.
Resource
histogram:

Resource
Management plan
• When & how team members are released from a project.
• Costs associated with those resources are no longer with
project.
Release
plan:
• Develop training plan, if resources assigned need training
to take up the project tasks.
Training
needs
• Clear criteria for rewards and a planned system for their
use.
Recognition
& rewards
• Strategies for complying with applicable government
regulations, union contracts & HR policies.
Compliance
• Policies and procedures that protect team members from
hazards
Safety

Resource
Management plan
Project organization charts:
•Identifies positions and reporting relationships.
Project Governance
Board
Project Manager
Business Process
SME
Business Analyst
Technical
System analyst
Architect
Technical Lead
Developers
Testers
Project
Management staff
Project co-ordinator
Risk Management
expert
PMO analyst
Contract
Management
Finance

Resource
Management plan
Resource histogram example:

Team Charter
Team charter is a document that establishes the team values, agreements, and
operating guidelines for the team
Plan Resource Management->Output -> Team Charter
Team Results
Vision and
values
Goals
Team
processes
Communicat
ion &
Coordination
Authority &
accountabilit
y
Resources

Team Charter
Team charter is a document that establishes the team values, agreements, and
operating guidelines for the team
Team values
Communication
guidelines
Decision
making criteria
and process
Conflict
resolution
process
Meeting
guidelines and
Team
agreements
Plan Resource Management->Output -> Team Charter
It establishes clear expectations regarding acceptable behavior by project team members
Early commitment to clear guidelines decreases misunderstandings and increases productivity
Discussing areas such as codes of conduct, communication, decision making, and meeting
etiquette allows team members to discover values that are important to one another.
It works best when the team develops or at least contributes to it.

Project document
updates
Plan Resource Management->Output -> Project document updates
Assumption log Risk register

Plan Resource Management -> Review
Plan Resource Management Definition
HR Management plan
Tuckman's team building theory
Resource Histogram
Resource breakdown structure

Chap 9.1 Pan Resource Management

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