Project Resource

1. Project Resource Management
Dr. Huy Nguyen

2. Project Management Framework
2

3. Process Groups & Knowledge Areas Mapping
Knowledge
Areas
Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
Integration
Develop Project
Charter
Develop Project Management Plan
Direct and Manage Project Work
Manage Projdct Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Scope
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Schedule
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Durations
Develop Schedule
Control Schedule
Cost
Plan Cost Management
Estimate Costs
Determine Budget
Control Costs
Quality Plan Quality Management Manage Quality Control Quality
Resource
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Team
Manage Team
Control Resources
Communications Plan Communications Management Manage Communications Monitor Communications
Risk
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Implement Risk Responses Monitor Risks
Procurement Plan Procurement Management Conduct Procurements Control Procurements
Stakeholder Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
3

4. Project Human Resource Management
Knowledge
Area
Process Groups
Initiating Planning Executing
Monitoring &
Controlling
Closing
Human
Resource
• Plan Resource
Management
• Estimate Activity
Resources
• Acquire Resources
• Develop Team
• Manage Team
• Control
Resources
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes
4

5. Project Resource Management
• Include the processes to identify, acquire, and manage 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, and aim to:
– Influencing the project team;
– Professional and ethical behavior.
• Early involvement and participation of team members benefits:
– Add their expertise during the planning process;
– Strengthens their commitment.
• Tips: Understand clearly the role and responsibilities of project sponsor /
initiator, the team, stakeholders, functional manager, PM, portfolio manager,
program manager.
5

6. 1 - Plan Resource Management
• Process of defining how to estimate, acquire, manage, and utilize physical and
team resources.
Inputs
1. Project charter
2. Project management
plan
3. Project documents
4. Activity resource
requirements
5. Enterprise
environmental factors
6. Organizational
process assets
Tools & Techniques
1. Expert judgment
2. Data representation
3. Organizational theory
4. Meetings
Outputs
1. Resource
management plan
2. Team charter
3. Project documents
updates
6

7. 1 - Plan Resource Management
7

8. Data Representation (Tools&Techniques)
• Ensure that each work package has an unambiguous owner.
• All team members have a clear understanding of their roles and responsibility.
• Hierarchical charts:
– Work Breakdown Structure (WBS);
– Organizational Breakdown Structure (OBS);
– Resource Breakdown Structure (RBS);
• Responsibility Assignment Matrix (RAM) e.g. RACI (Responsible, Accountable,
Consult, Inform);
• Text-oriented formats.
Activities Role-1 Role-2 Role-3 Role-4
Create R R C I
Collect R A I
Develop I A R C
Submit R A C I
8

9. Resource Management Plan (Outputs)
• Resource Management Plan includes (but not limited to):
1. Identification of resources
2. Acquiring resources
3. Roles and responsibilities
4. Project organization charts
5. Project team resource management
6. Training
7. Team development
8. Resource control
9. Recognition plan
9

10. Team Charter (Outputs)
• Team Charter includes (but not limited to):
1. Team values
2. Communication guidelines
3. Decision-making criteria and process
4. Conflict resolution process
5. Meeting guidelines, and
6. Team agreements
10

11. 2 - Estimate Activity Resources
• Process of estimating team resources and the type and quantities of materials,
equipment, and supplies necessary to perform project work
Inputs
1. Resource
management plan
2. Project documents
3. Enterprise
environmental factors
4. Organizational
process assets
Tools & Techniques
1. Expert judgment
2. Bottom-up estimating
3. Analogous estimating
4. Parametric estimating
5. Data analysis
6. Project management
information system
7. Meetings
Outputs
1. Resource
requirements
2. Basis of estimates
3. Resource breakdown
structure
4. Project management
plan updates
11

12. 2 - Estimate Activity Resources
12

13. Resource Breakdown Structure (Outputs)
13
• A hierarchical representation of resources by category and type;
• Resource types may include the skill level, grade level, required certifications,
or other information as appropriate to the project.

14. Estimate Activity Resources (Inputs, Tools & Techniques)
• Resource calendar:
– Information (skill, location, etc) in which resource (people, equipment,
material, etc) are potentially available.
• Published estimating data:
– Use company’s rates.
• Bottom up estimating:
– Activity is decomposed to be more confidence in estimating.
• Alternative analysis:
– Levels of resource capability or skills;
– Different size or type of machines;
– Different tools (hand versus automated);
– Make-rent-or-buy decisions regarding the resource.
14

15. 3 - Acquire Resources
• Process of obtaining team members, facilities, equipment, materials, supplies,
and other resources necessary to complete project work;
• Outlines and guides the selection of resources and assigns them to their
respective activities
Inputs
1. Human resource
management plan
2. Enterprise
environmental factors
3. Organizational
process assets
Tools & Techniques
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams
5. Multi-criteria decision
analysis
Outputs
1. Project staff
assignments
2. Resource calendars
3. Project management
plan updates
15

16. 3 - Acquire Resources
16

17. Acquire Resources
• Pre-assignment:
– Resources who are assigned in advance;
• Negotiation:
– For gaining resources within the organization or external vendors,
suppliers, contractors, etc (in contract situation);
• Acquisition:
– Acquiring/hiring from outside resources (outsource);
• Virtual teams:
– Think the possibilities of having group of people even little or no time
spent to meet face to face.
17

18. 4 - Develop Team
• Process of improving the competencies, team member interaction, and the
overall team environment to enhance project performance.
Inputs
1. Human resource
management plan
2. Project staff
assignments
3. Resource calendars
Tools & Techniques
1. Interpersonal skills
2. Training
3. Team-building
activities
4. Ground rules
5. Co-location
6. Recognition and
rewards
7. Personnel
assessment tools
Outputs
1. Team performance
assessments
2. Enterprise
environmental factors
updates
18

19. 4 - Develop Team
.
19

20. Develop Team (Tools & Techniques)
• Interpersonal skills (soft skills);
• Training:
– Can be formal (classroom, online) or non-formal (on-job training, mentoring,
coaching);
• Ground rules:
– Guidelines that establish clear expectation regarding acceptable behavior by teams;
– Discussion to create it by all team members;
• Co-location:
– Placing many or all the most active team members in the same physical location;
– Can be temporary for strategy to enhance communication & build sense of
community;
• Recognition & reward:
– It will only be effective if it is satisfies/valued by individual;
– Plans concerning how to do it are developed during Develop Human Resource Plan.
20

21. Team Building Activities (Tools & Techniques)
• Tuckman’s stage of team formation and development:
1. Forming:
– Meet and learn about the project and what their roles and responsibilities. Tend to be
independent and not as open
2. Storming:
– Address the project work, technical decisions and the project management approach.
Conflict / disagreement may occurs.
3. Norming:
– Work together and adjust work habits and behavior that support the team. Trust each other
4. Performing:
– Being a well-organized unit. Interdependent and work through issues smoothly and
effectively
5. Adjourning:
– Team completes the work and move on from the project.
• Ground Rules:
– Establish clear expectation regarding acceptable behavior by project team members. 21

22. Motivation Theory: Maslow’s Hierarchy of Needs
Basic Needs
Higher Level of Needs
• Maslow’s hierarchy of needs:
– Humans possess unique qualities that enable them to make independent choices, thus
giving them control of their destiny;
– People’s behaviors are guided or motivated by a sequence of needs;
– Once physiological needs are satisfied, safety needs guide behavior. Once safety
needs are satisfied social needs come to the forefront, and so on;
– Each level of the hierarchy is a prerequisite of the levels above and have greater value.
22

23. Motivation Theory: McGregor’s X & Y Theory
• Theory X:
– People tends to be negative, passive e.g. incapable, avoid responsibility,
need to be watched;
– Extrinsic motivation.
• Theory Y:
– People tends to be positive e.g. want to achieve, willing to work without
supervision, can direct their own effort;
– Intrinsic motivation.
• Theory Z of William Ouchi:
– Emphasizing trust, quality, collective decision making, and cultural
values.
23

24. Motivation Theory: McGregor’s X & Y Theory
• Human behavior and managerial style:
Assumptions about human behavior
Theory X or theory Y
Managerial style or action tendencies
Preferences for distant and allowed or opm and close relationship
Narrow and cynial or broad and realistic view of human behavior
Internal modifiers
1. Self-assessment of
on motives, style,
preferences and
limitations
2. Self-assessment of
past experiences with
different managerial
behaviors
External modifiers
1. Characteristics of task or nature of the
decision to be made
2. Time constraints
3. Organizational norms, structure and
climate
4. Past history with given subordinates
and accurate assessment of their values
and group involvements
5. Economic and legal constraints
6. Degree of stability or turbulence of
relevant environments of the organization
Actual managerial behavior
1. Autocratic, tightly controlling
2. Paternalistic, bargaining and
controlling
3. Consultative, bargaining
4. Participative, consensual
a. Partitioned by task or decision
area
b. Political, goal related, industrial
democracy
5. Mixed strategy
24

25. Motivation Theory: Acquired Needs Theory
• David McClelland’s theory:
– People are motivated by one of the three needs that are acquired or
learned over time and shaped by life experiences.
Needs Behavioral style
Achievement
(N-Ach)
• These people should be given projects that are challenging
but are reachable;
• They like recognition.
Affiliation
(N-Affil)
• These people work best when cooperating with others;
• They seek approval rather than recognition.
Power
(N-Pow)
• People whose need for power is socially oriented, should be
allowed to manage others;
• These people like to organize and influence others.
25

26. Motivation Theory: Two Factors Theory
• Herzberg’s theory:
– Job dissatisfaction due to lack of hygiene factors;
– Job satisfaction due to motivation factors.
Hygiene factors:
- Working condition;
- Salary;
- Personal life;
- Relationship at work;
- Security;
- Status.
Motivation factors:
- Responsibility;
- Self actualization;
- Professional growth;
- Recognition.
26

27. 5 - Manage Team
• Process of tracking team member performance, providing feedback, resolving
issues, and managing changes to optimize project performance.
Inputs
1. Human resource
management plan
2. Project staff
assignments
3. Team performance
assessments
4. Work performance
reports
5. Organizational
process assets
Tools & Techniques
1. Observation and
conversation
2. Project performance
appraisals
3. Conflict management
4. Interpersonal skills
Outputs
1. Change requests
2. Project management
plan updates
3. Project documents
updates
4. Enterprise
environmental factors
updates
5. Organizational
process assets
updates
27

28. 5 - Manage Team
.
28

29. Conflict Management
• Conflicts can be beneficial (an opportunity for improvement).
• Conflicts is an inevitable consequence of organizational interactions.
• Conflicts in the team are caused due to the following reasons in decreasing
order of occurrences:
1. Schedules;
2. Project priorities;
3. Resources;
4. Technical opinions.
• The most common cause of conflicts in projects are issues related to
schedules (not personality differences).
• Conflict is best resolved by those involved in the conflict.
29

30. Conflict Management
• General techniques to resolve conflict:
Confronting & Problem
Solving
Treating conflict as
problem to be solved by
examining alternatives;
Requires a give and take
attitude and open
dialogue.
Forcing / Directing
Pushing one’s viewpoint at
the expense of others;
Offers only win-lose
solutions.
Collaborating
Incorporating multiple
viewpoints and insights from
differing perspectives; Leads
to consensus and
commitment.
Withdrawing / Avoiding
Retreating from an actual or
potential conflict situation.
Smoothing /
Accommodating
Emphasizing areas of
agreement rather than areas
of difference.
Compromising
Searching for solution that
bring some degree of
satisfaction to all parties.
Behaviors that
focused on others
Behaviors
that
focused
on
self
30

31. Exercise: Conflict Management
Description
Type of
resolving
“It seems that the real problem here is not a lack of communication, but a lack of knowledge of
what needs to be done and when. Here is a copy of the project schedule. It should help you
understand what you need to know.”
Confronting
“Do it my way!” Forcing
“Let's calm down and get the job done!” Smoothing
“Let us do a little of what both of you suggest.” Compromising
“Let's deal with this issue next week.” Withdrawal
“Sandy and Amanda, both of you want this project to cause as little distraction to your departments
as possible. With that in mind, I am sure we can come to an agreement on the purchase of
equipment and what is best for the project.”
Smoothing
“We have talked about new computers enough. I do not want to get the computers, and that is it!” Forcing
“Sandy, you say that the project should include the purchase of new computers, and Amanda, you
say that the project can use existing equipment. I suggest we perform the following test on the
existing equipment to determine if it needs to be replaced.”
Confronting
“Let's what everyone thinks, and try to reach a consensus.” Collaborating31

32. Problem Solving
• The important thing to realize about problems is if they are not solved
completely, they just return again and again.
• The process of problem solving has these steps:
1. Define the cause of the problem;
2. Analyze the problem;
3. Identify the alternatives/opportunities;
4. Select and decide the solution;
5. Implement a decision with the selected solution;
6. Review the decision, and confirm that the problem is solved.
32

33. Project Manager Power
• A Project Manager may yield authority over the project team in one of the
following ways:
– Formal (Legitimate) - Power due to Project Manager’s position;
– Reward - Power stems from giving rewards;
– Penalty (Coercive) - Power due to afraid of the power the Project
Manager holds;
– Expert (Technical) - Comes from being technical or project management
expert;
– Referent - Power of charisma and fame. Make another person liking /
respecting the Project Manager.
• The best forms of power: EXPERT and REWARD;
• Earned on your own: EXPERT;
• The worst choice: PENALTY;
• Derived from position in the company: FORMAL, REWARD and PENALTY.
33

34. Management & Leadership Style
• Autocratic:
– Top-down approach. The manager has power to do whatever she/he
wants;
– Sometime appropriate when decisions must be made for emergency
situation or time pressure.
• Democratic / Participative:
– Encouraging team participation in the decision making process;
– Best used for people whose behavior fit with Theory Y.
• Laissez-faire - a French term means “leave alone”:
– The manager is not directly involve in the work of the team;
– Effective for highly skilled team.
34

35. Important Terms
• Halo Effect:
– The assumption that because the person is good at technical, he will be
good as a project manager.
• Arbitration:
– A method to resolve conflict. A neutral party hears and resolve a dispute.
• Expectancy Theory - Victor H. Vroom:
– This is a motivation factor. People put in more efforts because they accept
to be rewarded for their efforts.
• Perquisites (Perks):
– Some employees receives special rewards e.g. parking spaces, corner
offices, executive dining.
• Fringe Benefits:
– Standard benefits formally given to all employees, such as insurance,
education benefits and profit benefits.
35

36. PM Responsibilities (PMI-ism)
• Determine what resources you will need;
• Negotiate with resource manager for optimal available resources;
• Create a project team directory;
• Create project job descriptions for team members and other stakeholders;
• Make sure all roles and responsibilities on the project are clearly assigned;
• Understand team members’ needs for training related to their work on the
project, and make sure they get the training;
• Insert reports of team members’ performance;
• Send out letters of commendation to team members and their bosses;
• Make sure team members’ needs are taken care of;
• Create recognition & rewards system.
36

37. Project Manager Interpersonal Skills
• Leadership;
• Team building;
• Motivation;
• Communicating;
• Influencing;
• Decision making;
• Political and cultural awareness;
• Negotiation.
37

38. 6 - Control Resources
• 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;
• Ensure 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.
Inputs
1. Resource management
plan
2. Project documents
• Issue log
• Lessons learned register
• Physical resource assignments
• Project schedule
• Resource breakdown structure
• Resource requirements
• Risk register
Agreements
3. Organizational process
assets
Tools & Techniques
1. Data analysis
• Alternatives analysis
• Cost-benefit analysis
• Performance reviews
• Trend analysis
2. Problem solving
3. Interpersonal and team
skills
• Negotiation
• Influencing
4. Project management
information system
Outputs
1. Work performance information
2. Change requests
3. Project management plan
updates
• Resource management plan
• Schedule baseline
• Cost baseline
4. Project documents updates
• Assumption log
• Issue log
• Lessons learned register
• Physical resource assignments
• Resource breakdown structure
• • Risk register 38

39. 6 - Control Resources
39

40. Thank You
Next topic:
Project Team Management
40