Project Mangement - overview of the Resource Management knowledge area within project management. Describes the 6 processes within Project Resource Management and the process groups impacted.
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5. Has control over departmental resources and may direct the
functional work of those resources
Conflicts may arise between a functional manager and a
project manager due to resource availability
They may assign resources to projects
May need to be consulted on the project schedule and the project
management plan in order to provide resources to the project
Manages operational work, or day to day work, or resources
within their functional control
6. A stakeholder is anyone who
is impacted by a project or can
influence a project
May fill roles on the project
7. The people that will do the work towards the project’s goal
Assists with breaking the work down into the WBS and
activities
Provide estimations for cost, time, and schedule
Collecting, identifying, and documenting requirements
Identify constraints, assumptions, and activity dependencies
Requesting changes and/or working to implement approved
changes
8. The Project Initiator
Responsible for providing the financing to complete the project
Defines the high-level requirements and the Statement of Work
May provide prioritization requirements that can include
conflicting needs, project resources, or constraints
Gives the Project Manager authority through the use of the
Project Charter
Grants approval or denial of the Project Management Plan and
the final acceptance of the overall project
Monitors the progress of the project
Serves as a face or representative of the project within the
organization
My serve as part of the Change Control Board (CCB)
9. Project Manager
• Handles management
activities of the project in
order to meet the project
goals
Program Manager
• Overseas a collection of
related projects
• Supports each Project
Manager in their role of
managing a project
Portfolio Manager
• Executive governance
over a portfolio – a
collection of projects
and/or programs
• Provides support for
projects and guidance on
the strategic objectives
of the projects or
programs
11. Part of the Planning Process
Group
Process involved with
identifying the required roles on
the project, the responsibilities
of the roles, and the skills
needed.
It builds the project roles and
responsibilities
Identifies any training that may
be needed
Outputs
Resource Management Plan
Staffing Management Plan
12. Major output of the Plan Resource Management Process and
is part of the Project Management Plan
Provides instructions on defining project resources
Includes the projects roles and responsibilities
Instructs on the needed skills to fill a role
13. Matrix charts show responsibility for an activity
Responsible, Accountable, Consulted, Informed Matrix (RACI)
Responsibility Assignment Matrix (RAM)
Hierarchical charts show positions and relationships in a
top-down structure
Organizational Breakdown Structure
Resource Breakdown Structure
Textual formats are more detailed descriptions of
responsibilities
14. Defines how staff will be brought into the project
Handles resource availability and release of staff resources
The Staffing Management Plan is part of the Resource
Management Plan
Should include any needed or anticipated training for the
project staff
Laws, local regulations, and company policies should be
researched and noted in the Staffing Management Plan
17. Part of the Planning Process Group
An estimate of all the resources (human,
materials, supplies) needed to perform each
activity
Requires identifying and ensuring that resources
are available to fill needed roles or plans for
bringing those resources onboard
Understanding organizational processes on
requesting resources and policies on their
proper usage
Create the Resource Breakdown Structure
(RBS)
19. Part of the Executing Process Group
The process of bringing on the project team who will
perform the project work
Relies on the Resource Management Plan, Enterprise
Environmental Factors, and Organizational Process
Assets
May involve hiring new employees or bringing in
temporary workers if required skills are not present
within the organization
Manages the risks if resources are not available
20. Pre-Assignment
Project team are
selected in advance
and assigned to the
project ahead of time
Negotiation
May require
negotiating with
functional managers,
other project
managers, or external
suppliers and
contractors
Acquisition
If a resource is not
present in the
organization, it is
acquired from the
outside by way of
purchase or
outsourcing work to
external
consultants/contractors
21. Halo Effect
Promoting a human resource
to a position that they are not
qualified for
Can cause issues with
schedule, cost, or quality
problems
23. Part of the Executing Process Group
The process of working to improve the overall
performance of the team by enhancing skills,
team collaboration, and team environment
Requires many soft skills such as coaching,
mentoring, and servant-leadership
Collaborate with the team, have open
communication, and provide an encouraging
and trustful environment
24. Working to create a more
cohesive team that will
enhance the overall
performance of the project
team
25. 1. Forming
• Initial stage of team creation
when the team is first
brought together
2. Storming
• Team may have conflicts
and disagreements as they
learn about each other and
develop their relationships
3. Norming
• Team dynamics have
settled down and the
relationships have
normalized
4. Performing
• Team performance rises as
the group becomes a
cohesive unit
5. Adjourning
• The project has ended and
the team is dispersed
26. Training
Team training exercises aimed at enhancing the teams skills
Ground Rules
Established rules to provide resource expectations in project work, behavior, or
team interactions
Rewards and Recognition
Planned into the project and given to team members who excel in their role
Team Performance Assessments
Examine the performance of the team
28. Part of the Executing Process
Group
This process is concerned with
every day management of the team
in the project
Lead the team and keep an eye out
for conflicts
ensure conflicts get resolved to the
satisfaction of those involved
29. Observation and Conversation
Keep informed on the status of the work of each team resource and their attitudes,
impediments, and successes
Engage in regular conversation with team members
Project Performance Appraisals
A method of evaluating a project resource
Issue Logs
Keep track of issues that need to be resolved and track them to completion
31. Projects may have conflicting
requirements
Project Managers may have limited
power
Project have competing needs with
functional managers
Team member conflicts when it
comes to group interactions or
disagreements
32. Be transparent in project
activities, requirements, project
constraints, and processes
Follow good planning practices
Inform stakeholders of key
changes, decisions, and any
potential conflicting requirements
34. Arbitration A neutral viewpoint is brought in to help
resolve conflicts
35. Withdraw or
Avoidance
• Withdraw
from
conflict to
deal with
later or let
other
resolve the
conflict
Smoothing
• Find
common
ground
between
conflicting
parties or
views
Compromise
• Each side
gives up
something,
each side
gets
something
Force a
Resolution
• Decide on
the conflict
and push
one view
point
through
Collaborate
• Include
more
viewpoints
than just
the
conflicting
sides
37. Expectancy
Theory
An employee believes they will be
rewarded for superior performance and
this provides motivation to try and deliver
the superior results
38. The theory that all employees fit
into one of two personality
groups
Theory X
These employees require close
supervision and possibly
authoritarian leadership
They will avoid responsibility and
need to be pushed into
performing
Theory Y
These are self-motivated
individuals that seek more
responsibility
They drive themselves to deliver
and derive fulfillment from work
39. At some point, more money will not motivate
employees
Their highest motivation is derived from using their
skills to the highest degree of their ability
People cannot ascent to the next level without
meeting basic requirements in the previous level
Physiological Needs
Food, water, basic needs
Safety and Security
Need to feel safe
Love and Belonging
The need for relationships
Self-Esteem
The feeling of accomplishment and worth
Self-Actualization
Achieving one’s full potential and creativity
41. Hygiene Factors (Dissatisfiers)
Factors, that if not present, will
create dissatisfied employees
Their presence will not cause
satisfied or motivated employees
These include job security, working
conditions, and quality of leadership
Motivating Factors (Satisfiers)
These factors include achievement,
autonomy, responsibility, and
personal growth
The factors in the work itself creates
motivation
43. Part of the Monitoring & Controlling
Process Group
Verify that the planned resources
needed and/or allocated are still
available to work
Monitoring the utilization of
resources and comparing the
planned utilization to the actual
utilization
44. A Guide to the Project
Management Body of Knowledge –
PMBOK 6th Edition
https://www.pmi.org/
Joshua Render
https://agile-mercurial.com