Part 49: Project Resource Management Processes

Project Resource Management includes

  • Plan Resource Management
    • KEY BENEFIT: Defines the level of management required for managing the project’s resources
    • In this process, we
      • Ensure we will have enough resources to complete the project
      • Plan for the availability of scarce resources
    • Remember that we can obtain resources from inside the organization or from external vendors

  • Estimate Activity Resources
    • KEY BENEFIT: Identify the type and quantity of resources required to complete the project
    • In this process, we
      • Estimate the amount of resources required
      • Work closely with the Estimate Costs process because the quantity of resources affects the cost of the project
  • Acquire Resources
    • KEY BENEFIT: Obtain the team members, materials, and equipment required to execute the project
    • In this process, we
      • Obtain all the required team members, materials, and equipment
      • Apply each of the resources to its respective activity
      • improve our project performance by improving our team members.  We focus on competencies, team member interaction, the work environment.
    • Sometimes, a project manager may not have control over team member selection.  The company might have preferred subcontractors, collective bargaining agreements, or other relationships, which the project is forced to use.
    • A project manager should influence and negotiate with human resource providers.  A failure to acquire proper resources will affect the project schedule, customer satisfaction, and product quality
    • A project manager may have to compromise on worker competencies when economic factors or other constraints prevent the cost-effective acquisition of desired human resources, but only when legal.  For example, if we’re working on a project in a foreign country, we may not be able to locate qualified employees without flying them in, which would be too expensive.  We can substitute cheaper, less experienced, local workers.

  • Develop Team
    • KEY BENEFIT: Improve skills, competencies, and interaction between team members, resulting in improved project performance
    • In this process, we
      • Track team member performance, provide them with meaningful feedback, resolve issues, and manage changes to optimize project performance
      • This is process occurs continually throughout the project
      • A good project is vital to the success of the project
      • Good team management requires communication, negotiation, leadership, and conflict resolution skills
    • Project managers must
      • Be able to motivate and lead their project teams. 
      • Understand cultural, industry, and language diversity
      • Be able to improve the knowledge and skills of each team members
      • Create an environment of mutual trust, where team members are willing to contribute knowledge and ideas
      • Empower the team to participate in decision making
    • Tuckman’s Ladder is a model for team development
      • It has five stages
      • A team goes through the stages in order and can get stuck on a stage or go back to a previous stage.
      • The stages are
        • Forming = Team members learn about the project and their responsibilities.  Team members are still independent.
        • Storming = Team begins to look at the project management approach
        • Norming = Team members begin to work together, trust each other, and adjust their behaviors to support the team
        • Performing = The team is working smoothly
        • Adjourning = The team is disbanded because the project is complete
      • A project manager should be able to guide the team through the five stages
  • Manage Team
    • KEY BENEFIT: Influences team behavior and reduces conflict
    • In this process, we
      • Track team member performance
      • Provide feedback to team members
      • Resolve conflicts
    • This process is continuous throughout the project
    • The project manager must be sensitive to the team members
    • How do we resolve conflict?
      • Team members should resolve conflict by themselves
      • If they are unable to, then the project manager will intervene
      • Use a private, direct, collaborative approach
      • If team members continue to engage in conflict, we will use formal procedures (organization may have disciplinary procedures such as suspending or terminating the individual)
    • What influences conflict resolution?
      • Urgency of resolving conflict
      • Power of the people involved
      • Importance and intensity of the conflict
      • Whether we are resolving the conflict long-term or short-term
    • There are five techniques for resolving conflict
      • Withdraw/Avoid = Retreat from a conflict scenario, or postpone the issue
      • Smooth/Accommodate = Emphasize areas of agreement, concede your position to maintain the relationship
      • Compromise/Reconcile = Search for a solution that partially/temporarily resolves the conflict and brings some satisfaction to each party.  This is a LOSE-LOSE.
      • Force/Direct = Force your position on others, can only do this when you have power.  This is a WIN-LOSE.
      • Collaborate/Problem Solve = Obtain multiple points of view and perspectives. Cooperate with others.  This is a WIN-WIN.
  • Control Resources
    • KEY BENEFIT: Ensures that each resource is available at the right time
    • In this process, we
      • Ensure that each physical resource assigned to the project is available
      • Monitor the actual utilization of each resource, as compared to the planned utilization
      • Deal with resource shortages and surpluses
      • Inform stakeholders when issues arise with resources
    • This process is continuous throughout the project
    • It is only concerned with Physical Resources, not people