Chapter 9

Project Resource Management

**Plan Resource Management Inputs**

* Project charter
* Project management plan
* Project documents
* Enterprise environmental factors
* Organizational process assets

Plan Resource Management Tools

* Expert judgment


* Data Representation
* Organizational Theory
* Meetings

Plan Resource Management Outputs

* Resource mgmt plan
* Team Charter
* Project Documents updates

Estimate Activity Resources inputs

* project mgmt plan
* project documents
* enterprise environmental factors
* organizational process assets

Estimate Activity Resources tools

* expert judgement
* bottom-up estimating
* analogus estimating
* parametric estimating
* project management information system
* meetings

Estimate Activity Resources outputs

* resource requirements
* basis of estimates
* resource breakdown structure
* project documents updates

acquire resources inputs

* project management plan
* project documents
* enterprise environmental factors
* organizational process assets

acquire resources tools

* decision making
* interpersonal and team skills
* pre-assignment
* virtual teams

acquire resources outputs

* physical resource assignments
* project team assignments
* resource calendars
* change requests
* project management plan updates
* project document updates
* enterprise environmental factors updates
* organizational process assets updates

develop team inputs

* project mgmt plan
* project documents
* enterprise environmental factors
* organizational process assets

develop team tools

* colocation
* virtual teams
* communication tech
* recognition and rewards
* training
* individual and team assessments
* meetings

develop team outputs

* team performance assessments
* change requests
* project mgmt plan updates
* enterprise environmental factors updates
* organizational process assets updates

manage team inputs

* project mgmt plan
* project docs
* work performance report
* team performance assessments
* enterprise environmental factors
* organizational process assets

manage team tools

* interpersonal and team skills
* project management information system

manage team outputs

* change requests
* project management plan updates
* project documents updates
* enterprise environmental factors updates

control resource inputs

* project management plan
* project documents
* work performance data
* agreements
* organizational process assets

control resource tools

* data analysis
* problem solving
* interpersonal and team skills
* project mangement information system

control resource outputs

* work performance information
* change requests
* project management plan updates
* project documents updates

Project resource management includes

the processes required to make the most effective use of the human and physical resources (facilities, equipment, materials, supplies, etc.) involved with a project.

Human resource management includes

all project stakeholders: sponsors, customers, project team members, support staff, suppliers supporting the project, and so on

Planning resource management involves

deciding how to estimate, acquire, manage, and use project resources.

Estimating activity resources involves

estimating human and physical resources needed to complete project work.

*Acquiring resources* includes

obtaining team members, facilities, equipment, materials, supplies, and other resources as needed.

*Developing the project team* involves

building individual and group skills to enhance project performance.

*Managing the project team* involves

tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance.

Controlling resources ensures that

a project’s physical resources are available as planned, monitoring the planned versus actual resource utilization, and taking corrective action when needed.

Psychosocial issues that affect how people work and how well they work include

motivation, influence and power, effectiveness, emotional intelligence, and leadership.

**Intrinsic motivation** causes people to

participate in an activity for their own enjoyment.

Extrinsic motivation causes people to

do something for a reward or to avoid a penalty

Abraham Maslow

best known for developing a hierarchy of needs

Maslow’s hierarchy of needs

states that people’s behaviors are guided or motivated by a sequence of needs.

the four deficiency needs are

physiological, safety, social, and esteem

what is considered the growth need

self-actualization,the highest level

Self-actualized people are

problem- focused, have an appreciation for life, are concerned about personal growth, and are able to have peak experiences.

Frederick Herzberg

best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings.

herzbergs motivators included

achievement, recognition, the work itself, responsibility, advancement, and growth

David McClelland proposed that

a person’s specific needs are acquired or learned over time and shaped by life experiences.

The main categories of acquired needs include

achievement, affiliation, and power.

Normally, one or two of these needs are dominant in people.

*Achievement* (nAch)

seek to excel, and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile.

Affiliation (nAff)

desire harmonious relationships with other people and need to feel accepted by others.

power (nPow)

desire either personal power or institutional power.

The Thematic Apperception Test (TAT) is a

tool to measure the individual needs of different people using McClelland’s categories

Douglas McGregor

known for theory x and theory y

theory x (classical systems theory)

assumes that workers dislike and avoid work if possible

theory y (human relations theory)

assume that employees do not inherently dislike work, but consider it as natural as play or rest.

theory z (based on Japanese approach)

emphasizes trust, quality, collective decision making, and cultural values.

*Authority*

the legitimate hierarchical right to issue orders

assignment

the project manager’s perceived ability to influence a worker’s later work assignments

budget

the project manager’s perceived ability to authorize others’ use of discretionary funds

promotion

the ability to improve a worker’s position

money

the ability to increase a worker’s pay and benefits

penalty

the project manager’s perceived ability to dispense or cause punishment

work challenge

the ability to assign work that capitalizes on a worker’s enjoyment of doing a particular task, which taps an intrinsic motivational factor

expertise

the project manager’s perceived special knowledge that others deem important

friendship

the ability to establish friendly personal relationships between the project manager and others

what IS power

the ability to influence behavior to get people to do things they would not otherwise do.

Power is much stronger than influence, because it is often used to force people to change their behavior.

TRUE

five main types of power, according to French and Raven’s classic study, “The Bases of Social Power.”

coercive

legitimate

expert

reward

referent

coercive power

involves using punishment, threats, or other negative approaches to get people to do things they do not want to do.

legitimate power

is getting people to do things based on a position of authority.

expert power

involves using personal knowledge and expertise to get people to change their behavior.

reward power

involves using incentives to induce people to do things.

referent power

is based on a person’s own charisma

Covey’s 7 habits

1. be proactive
2. begin with the end in mind
3. put first things first
4. think win/win
5. seek first to understand
6. synergize
7. sharpen the saw

synergy

the concept that the whole is equal to more than the sum of its parts.

**Empathic listening**

listening with the intent to understand

Rapport

a relation of harmony, conformity, accord, or affinity.

* without this people cannot begin to communicate

mirroring

matching certain behaviors of the other person.

interpersonal intelligence

the capacity to understand the motivations, intentions, and desires of others

intrapersonal intelligence

the capacity to understand oneself, one’s feelings, and motivations

emotional intelligence

knowing and managing one’s own emotions and understanding the emotions of others for improved performance

EI is valued more than IQ

true

a leader focuses on

long-term goals and big-picture objectives while inspiring people to reach those goals.

deputy project managers

fill in for project managers in their absence and assist them as needed

sub project managers

are responsible for managing the subprojects into which a large project might be divided.

a framework for defining and assigning work that consists of four steps:

* Finalizing the project requirements
* Defining how the work will be accomplished.
* Breaking down the work into manageable elements
* Assigning work responsibilities

A Request for Proposal (RFP) or draft contract

often provides the basis for defining and finalizing work requirements, which are then documented in a final contract and technical baseline.

organizational breakdown structure (OBS)

a specific type of organizational chart that shows which organizational units are responsible for which work items.

responsibility assignment matrix (RAM)

maps the work of the project, as described in the WBS, to the people responsible for performing the work, as described in the OBS.

RACI charts

Responsibility: Who does the task

Accountability: Who signs off on the task or has authority over it

Consultation: Who has information necessary to complete task

Informed: Who needs to be notified of task status and results

staffing management plan

describes when and how people will be added to the project team and taken off it.

often includes resource histogram

resource histogram

which is a column chart that shows the number of resources assigned to a project over time.

contents of team charter

finished in a 1-2 hour meeting

* team values
* communication guidelines
* decision-making criteria and process
* conflict resolution process
* meeting guidelines
* team agreements

resource breakdown structure

hierarchical structure that identifies the project’s resources by category and type.

resource loading

refers to the amount of individual resources that an existing schedule requires during specific time periods.

Overallocation

means that not enough resources are available to perform the assigned work during a given time period

Resource leveling

a technique for resolving resource conflicts by delaying tasks

main purpose of resource leveling is to create a smoother distribution of resource usage.

The **Tuckman model** describes five stages of team development:

* forming
* storming
* norming
* performing
* adjourning

forming

involves the introduction of team members, either at the initiation of the team or as new members are introduced.

storming

occurs when team members have different opinions for how the team should operate.

norming

achieved when team members have developed a common working method, and cooperation and collaboration replace the conflict and mistrust of the previous phase.

performing

occurs when the emphasis is on reaching the team’s goals rather than working on team process.

adjourning

involves the break-up of the team after it successfully reaches its goals and completes the work.

Three common exercises used in mental team building include

Myers-Briggs Type Indicator, Wilson Learning Social Styles Profile, and the DISC Profile.

The four dimensions of psychological type in the MBTI include the following

* extrovert/introvert (E/I)
* sensation/intuition (S/N)
* thinking/feeling (t/f)
* judgement/perception (j/p)

extrovert/introvert (E/I)

This first dimension determines if you are generally extroverted or introverted, which signifies whether you draw energy from other people (extrovert) or from yourself (introvert).

Sensation/Intuition (S/N):

This second dimension relates to the manner in which you gather information.

* ________ type people take in facts, details, and reality and describe themselves as practical.
* __________ type people are imaginative, ingenious, and attentive to hunches or intuition. They describe themselves as innovative and conceptual.

thinking/feeling (t/f)

*_________* judgment is objective and logical

_______ judgment is subjective and personal.

judgement/perception (j/p)

______ type people like closure and task completion. They tend to establish deadlines and take them seriously

_______ type people prefertokeep things open and flexible. They regard deadlines more as a signal to start rather than complete a project and do not feel that work must be done before play or rest begins

drivers

* proactive and task-oriented
* They are firmly rooted in the present, and they strive for action.
* Adjectives to describe include pushy, severe, tough, dominating, harsh, strong-willed, independent, practical, decisive, and efficient.