2. Plan Resource Management
Coincides with PMBOK 9.0
Process Group and Knowledge Area Mapping
Knowledge Areas Initiating Planning Process Group Executing Process Group
Monitoring and Controlling Process
Group
Closing Process Group
4. Project Integration
Management
4.1 Develop Project Charter
4.2 Develop Project
Management Plan
4.3 Direct and Manage Project
Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or
Phase
5. Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Schedule
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost
Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9. Project Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
10. Project
Communications
Management
10.1 Plan Communications
Management
10.2 Manage Communications 10.3 Monitor Communications
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
11.6 Implement Risk Responses 11.7 Monitor Risks
12. Project Procurement
Management
12.1 Plan Procurement
Management
12.2 Conduct Procurements 12.3 Control Procurements
13. Project Stakeholder
Management
13.1 Identify Stakeholders
13.2 Plan Stakeholder
Engagement
13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder Engagement
3. Plan Resource Management
Coincides with PMBOK 9.0
The Plan Resource Management Processes are:
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
Planning
Monitoring and
Controlling
Executing
Initiating
Closing
4. Plan Resource Management Overview - Planning
Plan Resource Management
Coincides with PMBOK 9.0
Plan Resource
Management
Estimate Activity Resources
1. Project charter
2. Project management plan
3. Project documents
4. Enterprise environmental factors
5. Organizational process assets
1. Project management plan
2. Project documents
3. Enterprise environmental factors
4. Organizational process assets
1. Expert judgment
2. Data representation
3. Organizational theory
4. Meetings
1. Expert judgment
2. Bottom-up estimating
3. Analogous estimating
4. Parametric estimating
5. Data analysis
6. Project management information system
7. Meetings
1. Resource management plan
2. Team charter
3. Project documents updates
1. Resource requirements
2. Basis of estimates
3. Resource breakdown structure
4. Project documents updates
Inputs
Tools &
Techniques
Outputs
5. Plan Resource Management Overview - Executing
Plan Resource Management
Coincides with PMBOK 9.0
Acquire Resources Develop Team Manage Team
1. Project management plan
2. Project documents
3. Enterprise environmental factors
4. Organizational process assets
1. Project management plan
2. Project documents
3. Enterprise environmental factors
4. Organizational process assets
1. Project management plan
2. Project documents
3. Work performance reports
4. Team performance assessments
5. Enterprise environmental factors
6. Organizational process assets
1. Decision making
2. Interpersonal and team skills
3. Pre-assignment
4. Virtual teams
1. Colocation
2. Virtual teams
3. Communication technology
4. Interpersonal and team skills
5. Recognition and rewards
6. Training
7. Individual and team assessments
8. Meetings
1. Interpersonal and team skills
2. Project management information
system
1. Physical resource assignments
2. Project team assignments
3. Resource calendars
4. Change requests
5. Project management plan updates
6. Project documents updates
7. Enterprise environmental factors updates
8. Organizational process assets updates
1. Team performance assessments
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Enterprise environmental factors
updates
6. Organizational process assets updates
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Enterprise environmental factors
updates
Inputs
Tools &
Techniques
Outputs
6. Plan Resource Management Overview – Monitoring and Controlling
Plan Resource Management
Coincides with PMBOK 9.0
Plan Resource Management
1. Project management plan
2. Project documents
3. Work performance data
4. Agreements
5. Organizational process assets
1. Data analysis
2. Problem solving
3. Interpersonal and team skills
4. Project management information system
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
Inputs
Tools &
Techniques
Outputs
7. Key Concepts
Plan Resource Management
Coincides with PMBOK 9.0
• The skills and competencies needed for the project manager to manage team
resources versus physical resources are not the same. Physical resources include
equipment, materials, facilities, and infrastructure, while team resources are more
human resources, motivation and leadership.
• The involvement of all team members in project planning and decision making adds
their expertise to the process and strengthens their commitment to the project.
• The project manager should be both leader and manager of the project team.
8. Key Concepts
Plan Resource Management
Coincides with PMBOK 9.0
The project manager should be aware of different aspects that influence the team, such
as:
• Team environment,
• Geographical locations of team members,
• Communications among stakeholders,
• Organizational change management,
• Internal and external politics,
• Cultural issues and organizational uniqueness, and
• Other factors that may alter project performance.
As a leader, the project manager is also responsible for proactively developing
team skills and competencies. We also want to balance quality and cost, or
ordering/using too much of a physical item something versus using too little.
9. Trends and Emerging Practices
Plan Resource Management
Coincides with PMBOK 9.0
1. Resource management methods
2. Emotional intelligence (EI)
3. Self-organizing teams
4. Virtual teams/distributed teams.
10. Plan Resource Management
Coincides with PMBOK 9.0
Because each project is unique, the project manager will need to tailor the way
Project Resource Management processes are applied.
Tailoring Considerations
Diversity What is the diversity background of the team?
Physical location
What is the physical location of team members and physical
resources?
Industry-specific resources What special resources are needed in the industry?
Acquisition of team members
How will team members be acquired for the project? Are
team resources full-time or part-time on the project?
Management of team
How is team development managed for the project? Are there
organizational tools to manage team development or will new ones
need to be established? Are there team members who have special
needs? Will the team need special training to manage diversity?
Life cycle approaches What life cycle approach will be used on the project?
11. Considerations for Agile or Adaptive Environments
Plan Resource Management
Coincides with PMBOK 9.0
Projects with high variability benefit from team structures that maximize focus
and collaboration, such as self-organizing teams with generalizing specialists.
Hinweis der Redaktion
The process of defining how to estimate, acquire, manage, and utilize physical and team resources.
The process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work.
The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work.
The process of improving competencies, team member interaction, and the overall team environment to enhance project performance.
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
The 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 use of resources, and performing corrective action as necessary.
Due to the scarce nature of critical resources, in some industries, several trends have become popular in the past several years. There is extensive literature about lean management, just in-time (JIT) manufacturing, Kaizen, total productive maintenance (TPM), theory of constraints (TOC), and other methods. A project manager should determine if the performing organization has adopted one or more resource management tools and adapt the project accordingly.
The project manager should invest in personal EI by improving inbound (e.g., self-management and self-awareness) and outbound (e.g., relationship management) competencies. Research suggests that project teams that succeed in developing team EI or become an emotionally competent group are more effective. Additionally, there is a reduction in staff turnover.
The increase in using agile approaches mainly for the execution of IT projects has given rise to the self-organizing team, where the team functions with an absence of centralized control. In projects that have self-organizing teams, the project manager (who may not be called a project manager) role provides the team with the environment and support needed and trusts the team to get the job done. Successful self organizing teams usually consist of generalized specialists, instead of subject matter experts, who continuously adapt to the changing environment and embrace constructive feedback.
The globalization of projects has promoted the need for virtual teams that work on the same project, but are not colocated at the same site. The availability of communication technology such as email, audio conferencing, social media, web-based meetings, and video conferencing has made virtual teams feasible. Managing virtual teams has unique advantages, such as being able to use special expertise on a project team even when the expert is not in the same geographic area, incorporating employees who work from home offices, and including people with mobility limitations or disabilities. The challenges of managing virtual teams are mainly in the communication domain, including a possible feeling of isolation, gaps in sharing knowledge and experience between team members, and difficulties in tracking progress and productivity, possible time zone difference and cultural differences.
