PMP Chapter 9 Resource Management

Project Management Professional
PMP® Exam Prep – Week 4
Resource Management
Prof. Muzette Charles, PMP | mcharles2@pace.edu

Resource Management
Chapter 9
“… is the process that organize, manage & lead the project team.”
• Project Team is comprised of the people assigned roles & responsibilities to complete the project
• Project team members may have varied skill sets, FT or PT, added or removed from team
• Team members participating in Planning adds Expertise & Strengthens commitment to project
• Team members are also called the “Project Staff”
Process Process Group Key Deliverables
9.1 Plan Resource Management Planning Resource Management Plan
9.2 Estimate Activity Resources Planning Resource Requirements
9.3 Acquire Resources Executing Resource Calendars
9.4 Develop Team Executing Team performance assessments
9.5 Manage Team Executing Change Requests
9.6 Control Resources Monitoring & Controlling Work Performance Information

Resource management often intersects with other
project management processes.
Create WBS helps define
project staffing needs.
Estimate Activity Durations and Costs may
depend on the ability to acquire staff with
the right knowledge to complete the work.
Manage Stakeholder Engagement may
require resolving conflicts between
stakeholders and team members.
Control Quality may be affected by
team capabilities and motivation.
Resource Management
Chapter 9

Resource Management
Chapter 9
Plan Resource Management
Process 1 Key Points
 “… process of identifying & documenting project roles, responsibilities, required skills, reporting
rlnships & creating a staffing management plan.”
 Tools – Org Charts: Responsibility Assignment Matrix (RAM) - RACI Chart, OBS, RBS, Text
 Resource Mgmt Plan: Staffing Mgmt Plan – acquisition, resource calendars, release plan (roll off),
training needs, rewards, compliance, safety

Resource Management
Chapter 9
Process 1

Resource Management
Chapter 9
Process 1
Organizational Chart Examples
Organizational Breakdown Structure
(OBS) Chart
Key to understanding organizational reporting lines
and project manager’s authority

Resource Management
Chapter 9
Process 1
Resource Breakdown Structure
(RBS) Chart
Hierarchical depiction of resources,
including human resources
0. New Anti-Scarring Product
Project Resources
3. Equipment2. People1. Materials
2.1 Preclinical 2.2 Clinical 2.3 Formulation
2.4 Facility
Construction
2.5 Regulatory
Affairs
2.6 Marketing
2.4.1 Building Design 2.4.2 Mechanicals 2.4.3 Construction
2.4.2.1 Design
2.4.2.2 Mechanical
Engineering
2.4.2.3 Testing
2.4.2.2.1
Lead ME
2.4.2.2.2
Mech Specialist
2.4.2.2.3
Mech Asst

Resource Management
Chapter 9
Process 1
RACI Chart
• Only one individual can be accountable for each activity.
• In some organizations, it is not a good practice to have
the same person be both responsible and accountable.
R = Responsible for performing
A = Accountable; review and approve
C = Consult and advise
I = Inform of status

Resource Management
Chapter 9
Process 1
Motivational Theories
McGregor’s Theory X & Y
 Theory X Managers
 Workers are not inherently motivated
 Coercion and direction
 Theory Y Managers
 Workers seek responsibility and power to solve problems
 Leadership, empowerment, and influence.

Resource Management
Chapter 9
Process 1
Maslow’s Hierarchy of Needs
Self-actualization
Self-esteem and
respect for others
Belonging
Safety and security
Physical needsSet reasonable schedule and hours
Define expectations/rewards
Support membership in the team
Empower, train and reward
Delegate

A project manager relies heavily on team social events to
motivate members. One highly experienced member does not
enjoy the events. What should the project manager do?
A. Leave the member alone.
B. Talk to the member about his/her needs and wants.
C. Ask another team member to draw the reluctant member
into more enthusiastic participation.
D. Explain that lack of participation may negatively affect the
member’s career.
Discussion Question
Answer: B
The project manager should make an effort to find out what
types of rewards this team member values and then find a way
to deliver those rewards when appropriate.
Chapter 9, Topic 1

Resource Management
Chapter 9
Process 1
McClelland’s Three Needs Theory
 Structure project work to reward each type through opportunities
to challenge oneself, share with others, or compete with others.
Achievement Affiliation Power

You cannot create motivation by ensuring job
satisfaction.
Motivation creates
satisfaction.
Work conditions
create
dissatisfaction.
Pay, security, schedule, work
relationships, supervisor style
Challenge, independence, creativity,
opportunities
Process 1
Resource Management
Chapter 9
Herzberg’s Motivation-Hygiene Theory

 Legitimate Power: from position
 Reward Power: ability to control budget, career, pay
 Expert Power: knowledge and experience
 Referent Power: personality
 Coercive Power: demand and punish
How do project
managers lead?
Process 1
Resource Management
Chapter 9
Management Skills
Project Manager Power

A project manager has formed a harmonious team
by cultivating comfortable, personal ties to each of
the team members. What type of power is this
project manager using?
A. Legitimate
B. Reward
C. Expert
D. Referent
Discussion Question
Answer: D
The project manager is relying on his or her personality to
create bonds. Over-reliance on one source of power may not be
sufficient over time and under stressful conditions.
Chapter 9, Topic 1

Roles and
responsibilities
• Function to be performed
• Authority
• Responsibility
• Required competencies
Project
organizational
charts
• Graphic visualization of reporting lines
Project team
resource
management
• Time-phased
• Staff acquisition, duration, and release
• Resource calendars
• Training needs for individuals
• Team-building and reward strategies
Resource Management
Chapter 9
Process 1
Resource Management Plan

Resource Management
Chapter 9
Estimate Activity Resources
Process 2
Key Points
 “Estimates type & quantities of material, human resources, equipment or supplies required to perform each activity”
 Every activity has to have a resource assigned to it: Person, Equipment, Material
 Bottom-up estimating: estimate each activity, work package, control account rolled into overall project estimate
 Activity resource requirements: details which resources are assigned to each activity
 Closely coordinated with Estimate Costs in Cost Management

Resource Management
Chapter 9Acquire Resources
 “… process of confirming human resource availability & obtaining team necessary to complete project activities.”
 Resource Calendars - displays both 1) time resource is Assigned & 2) time resource is Available
 “Great PM will invite new team members to review their part of the project for changes before they start their work.
 Tools:
 Pre-Assignment (guaranteed resources not negotiated)
 Negotiation (for resources that don’t report to the PM)
 Acquisition - Going outside of the company to staff team
 Virtual Teams – Pro/Team mbrs can be the best worldwide, Con/Communication challenges
 Multi-criteria DM – Team mbrs selected by weighted scores on Cost, Experience, Location, Skill Set, Training, etc
 Halo Effect - Assigning a person to a position bc they’re an expert in their field, but not qualified in this position

Multi-Criteria Decision Analysis
 Decision matrix used as a rational, analytical staff selection tool
 Criteria are defined and weighted
 Candidates are scored against the criteria
Acquire Resources
Process 3
Resource Management
Chapter 9

Virtual Teams
 May be a reality in any
organization; likely to be a
reality in a global organization
 Potential for cost savings and
access to larger, high-quality
pool of talent
 Greater diversity
 More difficult to build a
smoothly functioning team
 Communication hurt by lack of
face-to-face contact
 Conflicts may be unrecognized
and unresolved
Acquire Resources
Process 3
Resource Management
Chapter 9

What are some techniques that project
managers can use to manage the potential
negatives of virtual teams and enhance their
benefits?
Discussion Question
Answers:
Could include finding budget for some face-to-face
meetings, including opportunities for getting to
know team members as individuals during virtual
meetings and opportunities to learn about other
cultures in the organization, and two techniques
that will be talked about in the next topic: ground
rules and colocation.Chapter 9, Topic 3

Resource Management
Chapter 9Develop Team
 “… process of improving competencies, team member interaction & overall team environment to enhance project performance.”
 Make sure team is motivated, well managed to reduce turnover & keep team moving toward goal of satisfactory project
completion
Tools
 Interpersonal (Soft) Skills: Leadership, Team Building, Motivation, Communication, Influencing, Political/Cultural Awareness,
Negotiation, Decision Making, Trust Building
 Team Building Activities: Forming, Storming, Norming, Performing, Adjourning
 Co-Location aka War Room: Improves communication when all team mbrs (especially Virtual Mbrs) can come together to review
project assignments

Create a Positive Work Environment
GroundRules
•Expectations regarding
acceptable behavior
•Shared values
•Clear procedures
Colocation
•Physically locating team
members in the same place
to improve communication
and productivity
•Creates tighter team
Develop Team
Process 4
Resource Management
Chapter 9

Tuckman Team Development Model
 Common stages of team formation
 Can be used to assess team state or anticipate issues
Forming
• Independence
• Little sharing
Storming
• More
conflict,
challenges to
authority
Norming
• Increased
acceptance
• Beginning of
cooperation
and trust
Performing
• Well organized
• Interdependence
Adjourning
• Lessons
learned
Develop Team
Process 4
Resource Management
Chapter 9

Team members perform their tasks independently
and are not interested in comparing approaches.
What stage of team formation does this behavior
illustrate?
A. Forming
B. Storming
C. Norming
D. Performing
Discussion Question
Answer: A
This type of guarded behavior is typical of forming,
which can be observed in newly formed teams or
established teams when new members are added.
Chapter 9, Topic 4

Recognition and Rewards
 Recognition—acknowledging the efforts of a group or individual, ideally in public
 Rewards—tangible or intangible gifts; if monetary, sufficient to motivate without being too
costly
These strategies are more effective when they are:
 Planned and thoughtful rather than “ad hoc.”
 Implemented throughout the project & not when they are needed most to motivate the team.
Ensure that all recognition and rewards align with
organizational policies and workplace cultures.
Develop Team
Process 4
Resource Management
Chapter 9

Resource Management
Chapter 9
Manage Team
 “… process of tracking team member performance, providing feedback, resolving issues & managing changes to
optimize project performance.”
 7 Conflict Sources: Schedules, Project priorities, Resources, Technical differences, Admin procedures, Cost, Personality
 Conflict Mgmt Tools:
 Collaborating (Problem Solving) – meetings to gain consensus on multiple difference of viewpoints … win-win situation
 Compromising (Reconciling) – find solutions to bring some degree of satisfaction … lose-lose situation
 Smoothing (Accommodating) – temporary solution, gives ppl space & time to step back
 Forcing (Directing) – pushing 1 viewpoint at the expense of another … win-lose situation
 Withdrawal (Avoidance) – counterproductive, problem is not resolved, project suffers, ppl are angry…. walk away

Leadership Skills
Interpersonal
skills
• Understand others and be respectful.
• Influence and persuade.
• Build trust and a supportive team
atmosphere.
Group
facilitation
skills
• Encourage team to engage in independent
problem solving.
Conflict
resolution
• Use when issues arise among team
members.
Manage Team
Process 5
Resource Management
Chapter 9

Resource Management
Chapter 9
Control Resources
Process 6
Key Points
 “…process to ensure that the physical resources planned assigned & allocated to the project are available as planned… to
the project at the right time & in the right place and are released when no longer needed.”

Management Skills
Explain
expectations.
Gather
performance
information.
Identify
performance gaps
and causes.
Implement
response and
monitor.
• In work context
• Through observation or conversation
• Lack of understanding of expectations?
• Lack of skills?
• Interference from work environment?
• Deliver training.
• Remove obstacles.
• Provide additional resources.
• Be sensitive to employees’ varying
needs for guidance.
Manage Team
Process 5
Resource Management
Chapter 9

A team member consistently misses project meetings when
the agenda does not include that team member’s work. The
organization uses a strong matrix structure. What should the
project manager do first?
A. Provide feedback to the team member’s functional head for
the performance review.
B. Ask if the team member understands the ground rules
about meeting attendance.
C. Ask colleagues for their opinion on how to handle this.
D. If this is a valued member and it is not hurting work, let it
go.
Discussion Question
Answer: B
The first step would be to understand the reason for the performance
gap and to correct possible causes. In this case, the individual may
not have understood the project manager’s expectations about
meeting attendance.
Chapter 9, Topic 5

Communications Management
Chapter 10
“… is the process of monitoring and controlling communications throughout the entire project life
cycle to ensure the information needs of the project stakeholders are met. The key benefit of this
process is that it ensures an optimal information flow among all communication participants, at any
moment in time.
• Communication issues are the most frequent problem on a project
• Poor communication causes major problems & rework
• 90% of a PM time is spent communication
Process Process Group Key Deliverables
10.1 Plan Communications Management Planning Communications Management Plan
10.2 Manage Communications Executing Project communications
10.3 Monitor Communications Monitoring &
Control
Work performance information

Project Manager’s Role in Communications
Leader
Strong interpersonal
skills
Effective
writing and
presentation skills
Efficient
and effective
communicator
Administrative
skills
Sensitivity/respect
for others’
perspectives
Chapter 10

Plan Communications Management
Process 1
Key Points
 “… process how to store, maintain, distribute, retrieve & archive project information.”
 Flow of info: Internally, Externally, Vertically within org., Horizontally among peers & other projects
 Types of communications: Formal Written, Formal Verbal, Informal Written, Informal Verbal
Chapter 10

The Benefits of a Plan
Determining the who, what, when, why,
where, and how of communications can
avoid:
 Misinterpreted messages.
 Missed or delayed communications.
 Communications to the wrong audience.
 Sending irrelevant data.
Process 1
Chapter 10

Process 1
Key Tools
 Communications Requirement Analysis: know what stakeholders what communicated to them, when,
in what form & how often
 Communication Channels: PM needs to know how many lines of communication there are: N(N-1) / 2
 Communication Models: 1) Sender (Encoder) 2) The Message 3) The Receiver (Decoder)
 Noise/Factors of message interpretation: Receiver’s education, experience, language, culture
 Effective Communication: Nonverbal (body language), Paralingual (voice tone/sarcarsm), Words
 Effective Listening: Feedback (confirms listening, agreement/disagreement or ask for clarification)
 Communication Technology: face-to-face, phone, fax, mail, email, IM, intra/internet, security, etc
 Communication Methods: Interactive (reciprocal/2way), Push (1way/no fdbk), Pull (central/retrieve)
 Meetings: Pros/brings team mbrs/stakeholders together, Con/can be inefficient
Chapter 10

Communication Channels
The number of potential two-way interactions that can occur
between stakeholders.
 Indicate complexity of communication on a project
 More stakeholders = more lines of communication
n (n – 1)
2
Communication
Channels
=
Process 1
Chapter 10

How many communication channels:
Example: 12 project stakeholders
n (n – 1)
2
Communication
Channels
=
12 ( 12 – 1) 12 × 11 132
2 2 2
= = = 66 channels
Chapter 10
Process 1

A project manager has 15 stakeholders
assigned to his project. How many
communication channels would this project
have?
Discussion Question
Answer: 120 total communication channels.
Remember to include the project manager in
your count.
Chapter 10, Topic 1
16 ( 16 – 1) 16 × 15 240
2 2 2
= = = 120 channels

Communication Media
 Documents
 Worksheets (spreadsheets)
 Slide shows
 Emails
 Instant messaging/texting
 Phone calls/voice mails
 Conference calls
 Videoconferences
 Interactive virtual classrooms
 Websites
 Intranet upload/
download sites
 Meetings
Process 1
Chapter 10

Communication Model
Transmit Message
Acknowledge Message
SENDER
RECEIVER
Feedback Message
Encode Decode
EncodeDecode
Noise
Noise
Noise
*Revise and Retransmit as Needed
Process 1
Chapter 10

Communication Methods
• Pushed from the sender to the receiver(s)
• No acknowledgment or feedback stepsPush
• Pulls information in from other parties or sources
• Repositories of information accessed on demand
• Creator of information receives no feedback
Pull
• Two-way conversations that involve transmission,
acknowledgment, and feedback
• Promote common understanding
Interactive
Chapter 10
Process 1

Communication Methods
• Project Management Plans, Charter, Reports, Minutes
• Legal document, contract, blueprints, specs
• Communication to your sponsor/customer/client
Formal Written
• Emails, Memos, Texts
• Communication to your team members/project staff
Informal Written
• Presentation, speeches or prepared talks ref. the project
• Team meetings, Team member conversations
Formal Verbal
Informal Verbal
Chapter 10
Process 1

Manage Communications
Process 2
Key Points
 “… process gathers, provides & makes sure information is flowing back & forth as per the
Communications Plan.”
 PM sends information, ensures it’s received, effective & provides stakeholders ability to clarify and/or
request additional information
 Performance reporting: Status, Progress, Trend, Forecasting, Variance, Earned Value, Lessons Learned
Chapter 10

Project Reporting
 The project manager collects work performance data at regular intervals.
 The team analyzes the data against baselines. At this point, the data becomes
work performance information.
 The project manager ensures that the right people receive the right
information in the form of work performance reports.
“The act of collecting and distributing project information”;
can include status reports, progress measurements, and
forecasts.
Chapter 10
Manage Communications
Process 2

As project manager, every week you prepare a
report summarizing project progress and
forecasts. What type of communication is this?
A. Work performance information
B. Work performance data
C. Status report
D. Variance report
Discussion Questions
Answer: C
A status report is a regularly occurring snapshot of
project status at one point in time. Work performance
information is correct (since status reports are a type of
work performance information), but status report is a
better answer. Chapter 10, Topic 2

Monitor Communications
Process 3
Key Points
 “… process determines that communications are meeting the stakeholders needs, if not than identify the
break down and respond and adjust if necessary.”
 PM Soft Skills – ASK stakeholders for feedback
 Work performance data becomes information used for Status / Progress Reports
 Issue Log – tracks & communicates areas of confusion, disagreement, conflict & concern that require the
PM’s attention & ability to resolve issues proactively to prevent problems & change requests
Chapter 10

Chapter 10

CAPM Exam Prep
Group Exercise & Quiz 4

PMP Chapter 9 Resource Management

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to PMP Chapter 9 Resource Management

Similar to PMP Chapter 9 Resource Management (20)

More from Muzette Charles, PMP

More from Muzette Charles, PMP (20)

Recently uploaded

Recently uploaded (20)

PMP Chapter 9 Resource Management