The document discusses project resource management processes. It defines resource management as processes to identify, obtain, and manage physical and team resources needed for project completion. It outlines six key processes: plan resource management, estimate activity resources, acquire resources, develop team, manage team, and control resources. For each process, it describes the inputs, tools and techniques, and outputs as defined in the PMBOK.

1. Project Resource Management

2. Project Resource Management
 Processes to identify, obtain, and manage the resources needed for the successful completion of
the project.
 Management of both physical and team resources.
 Physical resources include equipment, materials, facilities, and infrastructure.
 Team resources or personnel refer to the human resources.
Process Name Process Group Key Outputs
Plan Resource Management Planning Resource Management Plan, Team Charter
Estimate Activity Resources Planning
Resource Requirements, Resource Breakdown
Structure, Basis of Estimate
Acquire Resources Executing
Physical Resource Assignments, Resource Calendars,
Project team Assignments
Development Team Executing Team Performance Assessments, Change Requests
Manage Team Executing Change Request
Control Resources Monitor and Control Work Performance Information, Change Requests

3. Plan Resource Management
 Describing how to estimate, acquire, manage, and use team and
physical resources.
 Team resources are the people working on the project to build
the deliverables
Physical resources such as supplies, materials, services,
facilities, and equipment will be measured, acquired,
managed, and used in the project

4. Plan Resource Management - ITTO
INPUTS
1.Project Charter
2.Project Management Plan
Quality Management Plan
Scope Baseline
3.Project Documents
Project Schedule
Requirements Documentation
Risk Register
Stakeholder Register
Enterprise Environmental Factors
Organizational Process Assets
TOOLS AND TECHNIQUES
1.Expert Judgment
Data Representation
Hierarchical – Type Charts
Responsibility Assignment Matrix
Text – Oriented Formats
Organizational Theory
Meetings
OUTPUT
1.Resource Management Plan
Team Charter
Project Documents Updates
Assumption Log
Risk Register

5. Plan Resource Management - Inputs
 Project Charter
 Project Management Plan
 Scope Baseline
 Quality Management Plan
 Project Documents
 Project Schedule
 Requirements Documentation
 Risk Register
 Stakeholder Register
 Enterprise Environmental Factor
 Organizational Process Assets

6. Plan Resource Management - Tools
 Expert Judgement
 Organizational Theory
 How the organization manages its resources
 Meetings

7. Plan Resource Management - Tools
 Data Representation
 Organization Charts and Positions Descriptions
 3 Types
 Hierarchical
 Graphic, Top-Down Format, (similar format to the WBS)
 Matrix-Based Chart
 Responsibility Assignment Matrix, (RAM). RACI Charts
 Text-Oriented Format
 Detail description of roles, qualifications, responsibilities, etc.
Project
Sponsor
Project
Manager
Team
Member
Sub Team
Member
Team
Member
Sub Team
Member
Team
Member
Sub Team
Member
Project
Manager
Team
member
Sponsor Customer
Develop Project
charter
A I R I
Define scope A R C I
Create WBS C A I I
Validate scope A I C R

8. Plan Resource Management – Output
 Resource Management Plan
 part of the project management plan and is used to manage both
physical and team resources
 It will guide the remaining five resource management processes
 Contains the roles and responsibilities, the organization chart, and project
team resource management.
0
1
2
3
4
5
6
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Team
members

9. Plan Resource Management – Output
 Team Charter
 Document that outlines what will be acceptable behavior within the
project.
 Should include things like the general rules of conduct for meetings,
decision-making, and one-on-one conversations
 Project Documents Updates

10. Estimate Activity Resources
 Where you look at each individual activity and determine what and
how many resources are needed to accomplish that activity
 Resources are not just people, but also include equipment,
machines, and different types of supplies needed to finish the
activity

11. Estimate Activity Resources - ITTO
Inputs
1.Project Management Plan
Resource Management Plan
Scope Baseline
Project Documents
Activity Attributes
Activity List
Assumption Log
Cost Estimates
Resource Calendars
Risk Register
Enterprise Environmental Factors
Organizational Process Assets
Tools and Techniques
1.Expert Judgment
2.Bottom-up Estimating
3.Analogous Estimating
4.Parametric Estimating
5.Data Analysis
Alternative Analysis
Project Management Information
System
Meetings
Outputs
1.Resource Requirements
2.Basis of Estimates
3.Resource Breakdown Structure
4.Project Documents Updates
Activity Attributes
Assumption Log
Lessons Learned Register

12. Estimate Activity Resources - Inputs
 Project Management Plan
 Scope Baseline
 Resource Management Plan
 Project Documents
 Activity List
 Activity Attributes
 Assumption Log
 Cost estimates
 Resource Calendars
 Risk Register
 Enterprise Environmental Factors
 Organizational Process Assets

13. Estimate Activity Resources - Tools
 Expert Judgment
 Bottom-Up Estimating
 Break down the activities in more detail until you can assign the resources. You can then
aggregate them back up to the full activity
 Analogous Estimating
 Also known as top-down estimation. Analogous estimation relies on historical
information to assign the current duration to the activities. It is based on a limited
amount of information.
 Parametric Estimating
 Uses a math algorithm to calculate cost or duration
 Data Analysis
 Alternatives Analysis
 Project Management Information System(PMIS)
 Meetings

14. Estimate Activity Resources - Output
 Resource Requirements
 will document the number and types of resources needed to complete
each activity. This should be very detailed.
 Resource Breakdown Structure
 Hierarchical breakdown of resources by their categories and types.
 Basis of Estimates
 How the estimates were created.
 Project Documents Updates
 Activity Attributes
 Assumption Log
 Lessons Learned Register

15. Acquire Resources
 Getting the staff and physical resources needed to build the
deliverables on the project.
 Done continuously throughout the project or phase
 Both internal and external resources

16. Acquire Resources - ITTO
INPUTS
1.Project Management Plan
Resource Management Plan
Procurement Management Plan
Cost Baseline
Project Documents
Project Schedule
Resource Calendars
Resource Requirements
Stakeholder Register
Enterprise Environmental Factors
Organizational Process Assets
TOOLS AND TECHNIQUES
1.Decision Making
Multicriteria Decision Analysis
Interpersonal and Team Skills
Negotiation
Pre-Assignment
Virtual Teams
OUTPUTS
1.Physical Resource Assignments
2.Project Team Assignments
3.Resource Calendars
4.Change Requests
5.Project Management Plan updates
Resource Management Plan
Cost Baseline
Project Documents Updates
Lessons Learned Register
Project Schedule
Resource Breakdown Structure
Resource Calendars
Resource Requirements
Risk Register
Stakeholder Register
Enterprise Environmental Factors
Updates
Organizational Process Assets
Updates

17. Acquire Resources - Inputs
 Project Management Plan
 Resource Management Plan
 Procurement Management Plan
 Project Documents
 Project Schedule
 Resource Calendars
 Resource Requirements
 Stakeholder Register
 Enterprise Environmental Factors
 Organizational Process Assets

18. Acquire Resources - Tools
 Decision Making
 Multi-Criteria Decision Analysis
 Availability, Cost, Experience, Ability
 Knowledge, Skills, Attitude, International Factors
 Interpersonal and Team Skills
 Negotiation
 Functional Managers for particular resources
 Other PM teams in motion, Vendors, Contractors, 3rd parties
 Pre-Assignment
 Team Members are selected in advance of the project
 Virtual Teams
 Wide Spread Geographical areas, Another city, Country, etc…
 Work from home, Different Shifts

19. Acquire Resources - Outputs
 Physical resource Assignments
 Document how you allocated the physical resources on the project. This usually
includes assigning materials, supplies, equipment, or locations to the project
work.
 Project Team Assignments
 Assign the project team to their roles and responsibilities
 Resource Calendars
 Shows working shifts for resources. Shows availability.
 Change Requests
 Project Management Plan updates
 Project Documents Updates
 Enterprise Environmental Factors Updates
 Organizational Process Assets Updates

20. Develop Team
 Process of improving abilities, team member communication, and the
overall team atmosphere.
 Critical factor for the project success
 Focuses on building a sense of team and improving its performance
 PM primary responsible Binging together multiple personalities into one
working group
 Tuckman’s Ladder, (Five Stages)
 Forming
 Storming
 Norming
 Performing
 Adjourning

21. Develop Team - ITTO
INPUTS
1.Project Management Plan
Resource Management Plan
Project Documents
Lessons Learned Register
Project Schedule
Project Team Assignments
Resource Calendars
Team Charter
Enterprise Environmental
Factors
Organizational Process Assets
TOOLS AND TECHNIQUES
1.Colocation
2.Virtual Teams
3.Communication Technology
4.Interpersonal and Team Skills
a.Conflict Management
b.Influencing
c.Motivation
d.Negotiation
e.Team Building
5.Recognition and Rewards
6.Training
7.Individual and Team Assessments
8.Meetings
OUTPUTS
1.Team Performance Assessments
2.Change Requests
3.Project Management Plan Updates
Resource Management Plan
Project Documents Updates
Lessons Learned Register
Project Schedule
Project Team Assignments
Resource Calendars
Team Charter
Enterprise Environmental Factors
Updates
Organizational Process Assets Updates

22. Develop Team - Inputs
 Project Management Plan
 Project Documents
 Resource Calendars
 Resource Requirements
 Project Schedule
 Lessons Learned Register
 Project team Assignments
 Team Charter
 Enterprise Environmental Factors
 Organizational Process Assets

23. Develop Team - Tools
 Co-Location (Tight Matrix)
 Moving the entire team into one physical location, War room
 Maybe temporary or long term
 Virtual teams
 Communications Technology
 The way the team communicates, Email, phone, fax, text messages
 Interpersonal and Team Skills, (Soft Skills)
 Anticipating the team needs, acknowledging their concerns
 Conflict Management
 Influencing
 Motivation
 Negotiations
 Team building

24. Develop Team - Tools
 Training
 Ensuring all team members get required training for
the project
 Meetings
 Individual and Team Assessments
 Individual’s strengths and weaknesses
 How does the team makes decisions, resolves
conflicts, communicates, a builds trust with each
other

25. Develop Team - Tools
 Recognition and Rewards
 Rewarding good behavior, Only desirable behavior
should be rewarded, used to increase morale
 Maslow’s hierarchy of needs
1. Physiological: The necessities to live: air, water, food,
clothing, and shelter.
2. Safety: People need safety and security; this can
include stability in life, work, and culture.
3. Social: People are social creatures and need love,
approval, and friends.
4. Esteem: People strive for the respect, appreciation,
and approval of others.
5. Self-actualization: At the pinnacle of needs, people
seek personal growth, knowledge, and fulfillment.
Self-
Actualization
Esteem
Social
Safety
Physiological

26. Develop Team - Tools
 Herzberg’s Theory of Motivation
 Hygiene agents (What factors influence satisfaction at work) are expected by and can only
demotivate if they are not present. Motivating agents provide opportunity to exceed, and
advance.
 McGregor’s Theory X and Y
 Theory X- is bad. These people need to be watched all the time, micromanaged, and
distrusted, people avoid work, responsibility, and have no ability to achieve.
 Theory Y is good. These people are self-led, motivated, and can accomplish new tasks
proactively.
 Theory Z
 Increased Loyalty at the workplace. Theory emphasizes the well-being of the employees, both
at work and outside of work, it encourages steady employment

27. Develop Team - Tools
 Expectancy Theory
 People behave based on what they expect as a result of their behavior.
 McClelland 3 need theory
 Achievement
 Power
 Affiliation
 Forms of Power
 Reward Power - Ability to give rewards
 Expert Power - SME
 Legitimate(formal power)
 Referent- Respect /Personality of the Manger
 Punishment- Punish associates when they fail (least desirable)

28. Develop Team - Outputs
 Team Performance Assessments
 Evaluation of the team
 Task-oriented or result-oriented
 Improve team members skills
 Reduce staff turn over rate
 Increase team members cohesiveness
 Additional training, mentoring, coaching assistance needed?
 Change Requests
 Project Management Plan Updates
 Project Documents Updates
 Enterprise Environmental Factors Updates
 Organizational Process Assets Updates

29. Manage Team
 Manage Team is the process of tracing team member performance,
providing feedback, resolving issues, and managing team changes.
 Team management involves a combination of skills with special
emphasis on communication, conflict management, negotiation,
and leadership.

30. Manage Team - ITTO
INPUTS
1.Project Management Plan
Resource Management Plan
Project Documents
Issue Log
Lessons Learned Register
Project Team Assignments
Team Charter
Work Performance Reports
Team Performance Assessments
Enterprise Environmental Factors
Organizational Process Assets
TOOLS AND TECHNIQUES
1.Interpersonal and Team Skills
Conflict Management
Decision Making
Emotional Intelligence
Influencing
Leadership
Project Management Information
System
OUTPUTS
1.Change Requests
2.Project Management Plan
Updates
Resource Management Plan
Schedule Baseline
Cost Baseline
Project Documents Updates
Issue Log
Lessons Learned Register
Project Team Assignments
Enterprise Environmental Factors
Updates

31. Manage Team - Input
 Project Management Plan
 Resource Management Plan
 Project Documents
 Issue Log
 Lesson Learned Register
 Team Charter
 Work Performance Reports
 Team Performance Assessments
 Enterprise Environmental Factors
 Organizational Process Assets

32. Manage Team - Tools
 Project Management Information System (PMIS)
 Interpersonal and Team Skills
 Conflict Management
 Sources of Conflict
 Greatest project conflict occurs between project managers and functional managers.
Disagreements over schedules, priorities, and resources.
Conflict Resolution Quick Example
Problem Solving
(confronting)
Let’s put our heads together, study the problem and find the best
solution. Win-Win
Forcing
Bob’s got priority here, so we’ll go with his opinion on the solution.
Win-Lose
Compromising
Let’s take a little of both sides of the arguments and create a mixed
solution. Lose-Lose
Smoothing It’s really not that big of a problem. Can be considered a Lose-Lose
Withdrawal
I’m leaving. Do whatever solution works. The conflict is not resolved
and it is considered a Yield-Lose solution

33. Manage Team - Tools
 Interpersonal and Team Skills
 Steps to follow:
 Define the cause of the problem (not just the symptoms).
 Analyze the problem (cause-and-effect diagram).
 Identify solutions.
 Implement the selected solution.
 Review the solution.
 Confirm that the solution solved the problem.
 Emotional Intelligence
 Manage the personal emotions of oneself, other people and groups.
 Leadership
 Drive the project vision, and inspire high quality work
 Influencing
 Excellent listening skills, being able to articulate key details and positions
 Reach agreements
 Effective Decision Making
 Manage risk, develop team creativity, focus on project goals and
milestones, analyze all project information

34. Manage Team - Output
 Change Request
 Project Management Plan Updates
 Project Documents Updates
 Enterprise Environmental Factors
 Organizational Process Assets Updates

35. Control Resources
 How to correctly manage the physical resources on the project as
the project is progressing
 This process does not look at the HR resources which was covered
in the previous process (manage team).
 project manager will have to ensure that the physical resources are
being used correctly and efficiently

36. Control Resources
INPUTS
1.Project Management Plan
Resource Management Plan
Project Documents
Issue Log
Lessons Learned Register
Physical Resource Assignments
Project Schedule
Resource Breakdown Structure
Resource Requirements
Risk Register
Work Performance Data
Agreements
Organizational Process Assets
TOOLS AND TECHNIQUES
1.Data Analysis
Alternatives Analysis
Cost-Benefit Analysis
Performance Reviews
Trend Analysis
Problem Solving
Interpersonal and Team Skills
Negotiation
Influencing
Project Management Information System
OUTPUTS
1.Work Performance Information
2.Change Requests
3.Project Management Plan Updates
Resource Management Plan
Schedule Baseline
Cost Baseline
Project Documents Updates
Assumption Logs
Issue Log
Lessons Learned Register
Physical Resource Assignments
Resource Breakdown Structure
f. Risk Register

37. Control Resources - Input
 Project Management Plan
 Resource Management Plan
 Project Documents
 Issue Log
 Lessons Learned Register
 Physical Resource Assignments
 Project Schedule
 Resource Breakdown Structure
 Resource Requirements
 Risk Register
 Work Performance Data
 Agreements
 Organizational Process Assets

38. Control Resources - Tools
 Data Analysis
 Alternative Analysis
 Trend Analysis
 Cost Benefit Analysis
 Performance reviews
 Problem Solving
 What is causing the problem, what can solve the problem
 Interpersonal and Team Skills
 Negotiation and Influencing
 PMIS

39. Control Resources - Outputs
 Work Performance Information
 Change Requests
 Project Management Plan Updates
 Resource Management Plan
 Schedule Baseline
 Cost Baseline
 Project Documents Updates
 Assumption Logs
 Issue Log
 Lessons Learned Register
 Physical Resource Assignments
 Resource Breakdown Structure