Module seven

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Module Seven

9.0 Project Resource Management 9.0 Project Resource Management

“Project Resource Management includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.”

PMBOK® Guide 2017 , Glossary

9.0 Project Resource Management Learning Outcomes

• Identify project team roles and responsibility • Discuss the project manager’s interpersonal skills • Discuss Project Resource Management ITTOs

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9.0 Project Resource Management Key concepts – Manager and a Leader

• Factors that influence team performance: team environment, geographic location(s), communications, change management, internal/ external politics, EEFs, OPAs

• Trends in Resource Management: Resource management method (JIT, TPM, TOC), emotional intelligence, self-organizing teams, virtual teams

• Tailoring opportunities: life cycle approaches, diversity, industry specific resources, acquisition and management of team

• An adaptive (Agile) project will benefit from team structures that maximizes focus such as self-organizing teams.

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9.0 Project Resource Management Knowledge Area

Human Resources

Initiating

Planning

Executing

Monitoring Closing and Control

9.1 9.2

9.3 9.4 9.5

9.6

Name the six processes in the project resource knowledge area.

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9.0 Project Resource Management Project Management Team Internal/ External Factors Project

Team Environment

Team

PM Team Project Manager Other team members

Professional/ Ethical Behavior

Sponsor

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9.1 Plan Resource Management Knowledge Area: Human Resource Process Group: Planning “Process of defining how to estimate, acquire, manage, and use team and physical resources..”

PMBOK® Guide 2017, Glossary

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9.1 Plan Human Resource Management ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide 2017, pg.. 312

Inputs

Tools & Techniques

What do you need beforehand?

How is it done?

Outputs What are the results?

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9.1.1.1-5 Plan Resource Management Inputs •Charter •Project management plan • Quality management plan (8.1.3.1) • Scope baseline (5.4.3.1)

•Project documents • • • •

Schedule (6.5.3.2) Requirements documentation (5.2.3.1) Risk register (11.2.3.1) Stakeholder register (13.1.3.1) •Enterprise environmental factors (organizational, technical, interpersonal, logistical, political) •Organizational process assets (templates, checklists) Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 314-315.

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9.1.2.1-4 Plan Resource Management T&T •Expert judgment •Data representation • Hierarchical charts – WBS, RBS, OBS • RAM • Text oriented format - RACI •Organizational theory - proven organizational and behavioral principles and techniques

•Meetings

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 315-318.

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9.1.2.2 Plan Resource Management T&T RAM - RACI Example RACI Chart

PERSONNEL

ACTIVITY

Trainer #1

Trainer #2

Trainer #3

Training Coordinator

Define

I

I

I

I

R

Research

R

A

A

I

A

Develop

R

A

A

I

A

Implement

R

A

A

R

A

Evaluate

C

C

C

A

R

C = Consult

I = Inform

R = Responsible A = Accountable

Training Director

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9.1.2.2 Plan Resource Management T&T Organizational Chart

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9.1.3.1 Plan Resource Management Outputs Resource Management Plan •Roles and responsibilities • • • •

Role Authority Responsibility Competency

•Project organization charts • Formal/ informal graphical display • High level or detailed • Team members - reporting relationships

•Staffing management plan • • • • • • •

Staffing acquisitions Resource calendars Staffing release plan Training needs Recognition and rewards Compliance Safety

Physical Resources • Identification of Resources • Resource control

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 318-319).

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9.1.3.2-3 Plan Resource Management Outputs

•Team charter • • • •

Team values Communication guidelines Conflict resolution Decision making criteria

•Project documents updates • Assumption log • Risk register

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 319-320.

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9.2 Estimate Activity Resources Knowledge Area: Resource Process Group: Planning “Process of estimating team resources and the type and quantities of material, equipment, and supply necessary to perform project work.”

PMBOK® Guide 2017, Glossary

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9.2.1.1-4 Estimate Activity Resources Inputs 1. Project management plan 1.

2.

Resource management plan (9.1.3.1) Scope baseline (5.4.3.1)

2. Project documents 1.

2.

3.

4.

5.

6.

Activity attributes (6.2.3.2) Activity list (6.2.3.1) Assumption log (4.1.3.2) Cost estimates (7.2.3.1) Resources availability (Calendars) (9.2.3.2)(12.2.3.3) Risk register (11.2.3.1)

3. Enterprise environmental factors (2.1.5) 4. Organizational process assets (2.1.4) Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOKÂŽ Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 322-324

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9.2.2.1-7 Estimate Activity Resources T&T

• Expert judgment (4.1.2.1) • Bottom-up estimating (aggregation) • Analogous estimating (6.4.2.2) • Parametric estimating (6.4.2.3) • Data Analysis • Alternative analysis (make-or-buy decision, automation) • Project management Software - PMIS • Meetings

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 324-325.

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9.2.3.1-4 Estimate Activity Resources Outputs

1. Resource requirements 2. Basis of estimates 1.

2.

3.

4.

5.

Method used Known constraints Confidence level in estimates Assumption Identified risks

3. Resource Breakdown Structure (RBS) 4. Project documents updates: Activity attributes, assumption log, lessons learned register Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOKÂŽ Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 325-327.

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9.2.3.3 Estimate Activity Resources Outputs Sample RBS

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOKÂŽ Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Figure 9-4, page 329

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9.2 Acquire Project Team Knowledge Area: Human Resource Process Group: Executing “The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work.”

PMBOK® Guide 2017, Glossary

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9.2 Acquire Resources ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide 2017, pg. 328

Inputs

Tools & Techniques

What do you need beforehand?

How is it done?

Outputs What are the results?

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9.2.1.1-4 Acquire Resources Inputs •Project management plan • Resource management plan • Procurement management plan • Cost baseline

•Project documents • • • •

Schedule Resource calendars Resource requirements Stakeholder register

•Enterprise environmental factors (Availability, ability, experience, interest, cost)

•Organizational process assets

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 330-331.

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9.2.2.1-4 Acquire Resources T&T

•Decision making • Multi-criteria decision analysis: availability, cost, experience, ability, skills, attitude

•Interpersonal and team skills • Negotiation

•Pre-assignment •Virtual teams

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 332-333.

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9.2.3.1-8 Acquire Project Team Outputs •Physical resource assignments •Project team assignments •Resource calendars •Change requests •Project management plan updates • Resource management plan • Cost baseline

•Project document updates • • • • • •

Lessons learned register Project schedule Resource breakdown structure Resource requirements Risk register Stakeholder register

•EEFs •OPAs

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 333-335.

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9.3 Develop Project Team Knowledge Area: Resource Management Process Group: Executing “Process of improving the competencies, team interaction, and the overall team environment to enhance project performance.”

PMBOK® Guide 2017, Glossary

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9.4 Develop Team ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide 2013, pg..

273

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

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9.4.1.1-4 Develop Project Team Inputs •Project management plan • Resource management plan

•Project documents • • • • •

Lessons learned register (4.4.3.1) Project schedule (6.5.3.2) Team assignments (9.3.3.1) Resource calendars (9.2.1.2) Team charter (9.1.3.2)

•EEFs •OPAs

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 339-340.

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9.4.2.1-8 Develop Team T&T 1. Colocation 2. Virtual teams 3. Communication technology • • • •

4.

5.

6.

7.

8.

Shared portal Video conferencing Audio conferencing Email/ Chat

Interpersonal and Team Skills Recognition and rewards Training Personnel assessment tools Meetings Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 340-342.

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9.3.2.4 Develop Team T&T Interpersonal and team skills

• Empathy

•

Political & cultural awareness

• Influencing

•

Team building

• Negotiation

•

Decision making

• Leadership

•

Creativity

• Communication (10.0)

•

Facilitation

• Conflict Management

•

Motivation

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9.3.2.4 Develop Team T&T Interpersonal and team skills - Empathy • Put yourself emotionally in a the place of another • Share feelings, thoughts, or attitudes • Do exercise – Empathy Quotient ( http://psychology-tools.com/empathy-quotient/)

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9.3.2.4 Develop Team T&T Interpersonal and team skills - Influencing

• • • • • •

Strategy Common Goals Lead by example Clarify how a decision will be made Situational leadership- Adjust style Use your “power” skillfully

9.3.2.4 Develop Team T&T Interpersonal and team skills - Negotiation Conferring with another to reach an agreement on exchanging disproportionately valued commodities by adding value.

Skills and Behaviors • • • • • • • •

Analyze the situation Establish common goals and objectives Differentiate between wants and needs Manage your time Don’t go first Listen (active listening) Focus on goals and issues, not positions Win/Win result

Bartering is a tactic, NOT negotiating

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9.3.2.4 Develop Team T&T Interpersonal and team skills - Political & Cultural Awareness

• Political Forces • Internal • External

• Cultural • • • •

Organizational Ethnicity Beliefs Geographic

9.3.2.4 Develop Team T&T Interpersonal and team skills - Creativity Innovation that leads to new ideas, insights, or strategies.

• • • •

Problem solving Communicating Strategizing Motivating

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9.3.2.4 Develop Team T&T Interpersonal and team skills -

Facilitation

“The process of enabling groups to work together cooperatively and effectively”.

Gerry Gaffney © 2000 Information & Design www.infodesign.com.au

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9.3.2.4 Develop Team T&T Interpersonal and team skills -

Involve key participants

Decision Making Model

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9.4.2 Develop Project Team T&T Team Roles Constructive

•Initiators •Information Seekers •Information Givers •Encouragers •Clarifiers •Gate Keeper •Harmonizers •Summarizers •Devil's Advocate

Destructive

•The Aggressor •The Blocker •The Withdrawer •Recognition Seeker •Topic Jumper •Dominator •Devil's Advocate

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9.4.2. Develop Project Team T&T Team Building - Team Development (Tuchman) Model

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9.4.3.1-6 Develop Team Outputs 1. Performance assessment - Indicators of team effectiveness – i. Improvements in skills for individuals ii. Improvements in competencies for the group as a whole iii. Reduce staff turnover rate

2. Change requests 3. Project management plan updates •

Resource management plan

4. Project documents updates 5. EEF Updates: Personnel administration Training records, competencies, skill assessments

6. OPAs updates Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 343-344.

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9.4 Manage Team Knowledge Area: Project Resource Management Process Group: Executing “Process of tracking team member performance, providing feedback, resolving issues and managing team changes to optimize project performance.”

PMBOK® Guide 2017, Glossary

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9.5 Manage Team ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide 2017, pg. 345

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

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9.5.1.1-6 Manage Team Inputs •Project management plan • Resource management plan

•Project documents • • • •

Issue log Lessons learned register Project team assignments Team charter

•Work Performance reports •Team performance assessments •EEFs •Organizational process assets

Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 347-348.

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9.5.2.1-2 Manage Team T&T •Interpersonal and team skills • • • • • •

Conflict management Decision making Emotional intelligence Influencing Leadership Motivation

•PMIS Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 348-349.

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9.5.2.1 Manage Team T&T Conflict Management • Conflict resolution modes Avoid/ Withdraw

• Win - Lose • Reactive, withdraw

Smooth/ Accommodate

• Lose - Win • Reactive

Compromise

• Lose - Lose • Proactive

Force Problem Solve/ Confront

• Win – Lose • Proactive, collaboration • Win – Win • Proactive, collaboration

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9.5.2.1 Manage Team T&T Decision Making • • • • • •

Problem Definition Problem Solution Generation Ideas to Action Solution Action Planning Solution Evaluation Planning Evaluation of the Outcome and Process

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9.5.2.1 Manage Team T&T Influencing • • • • •

Persuasive Articulate points and positions Active listening Awareness of various perspectives Gather information, address issues, reach agreements

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9.5.2.1 Manage Project Team T&T Leadership Styles • • • • •

Autocratic Consultative Autocratic Consensus Manager Shareholder Manager Laissez-Faire

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9.5.2.1 Manage Project Team T&T Leadership Styles - Fiedler Theory • The Leadership Contingency Model • Holds that there is no best overall style.

• Style is contingent on situation.

• Variables affecting the situation • Leader — member relations • Degree of task structure • Position of power

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9.5.2.1 Manage Project Team T&T Leadership Styles - Hersey and Blanchard Theory • The Situational Leadership Theory • • • •

Delegating Participating Selling Telling

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9.5.2.1 Manage Team T&T Motivation – Maslow’s Needs Hierarchy

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9.5.2.1 Manage Team T&T Motivation - Hertzberg’s Theory

• Two-Factors Theory • Hygiene factors (ensure an employee is not dissatisfied) • • • • •

Work environment Salary Security Satisfy lower level needs as identified by Maslow Are not sufficient to motivate people

• Motivators (motivate an employee to higher performance) • • • •

Intrinsic to work (value based reward)- recognition Associated with the employee as a person Fulfill higher level needs Professional growth

51 9.4.2.1 Manage Team T&T Motivation - McGregor’s X & Y Theory

• McGregor suggests that workers fit into one of two groups, X and Y • X: Incapable, avoid responsibility  • Supervise employees closely with authoritative management style • Employees are motivated by fear and money • Bad management practice?

•

Y: Self motivated, willing to work without supervision  • Trust and empower employees, participative management style • Employees are motivated my acknowledgement and rewards • Good management practice?

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9.5.2.1 Manage Team T&T Types of Power 

Legitimate



Reward





Coercive/ Penalty Information (Expert)



Association (referent)



Personal (Charisma)



Ethical

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9.5.3.1-4 Manage Team Outputs 1. Change requests- Staffing changes, outsourcing 2. Project management plan updates • Resource management plan (9.1.3.1) • Schedule baseline (6.5.3.1) • Cost baseline (7.3.3.1)

3. Project documents updates • • •

Issue log Lessons learned register Team assignments

4. EEFs - Personal appraisals and personal skills updates

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9.6 Control Resources • “The process of ensuring that physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual utilization of resources and performing corrective action as necessary”.

PMBOK® Guide 2017 , Glossary

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9.6 Control Resources

PMBOK® Guide 2017 , Glossary

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9.6 Control Team ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOK® Guide 2017, pg. 352

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

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9.6.1.1-5 Control Team Inputs •

Project management plan • Resource management plan

•

Project documents • • • • • • •

• • •

Issue log Lessons learned register Physical resource assignments Project schedule RBS Resource requirements Risk register

Work Performance data Agreements Organizational process assets Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 354-355.

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9.6.2.1-4 Control Team T&T • Data analysis • • • •

Alternatives analysis (9.2.2.5) Cost-benefits analysis (8.1.2.3) Performance reviews Trend analysis (4.5.2.2)

• Problem solving (8.2.2.7) – Identify, define, investigate, Analyze, solve, check solution

• Interpersonal and team skills • Negotiation • Influencing

• PMIS Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 356-357.

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9.6.3.1-4 Control Team Outputs •Work performance information •Change requests •Project management plan updates •Resource management plan •Schedule baseline •Cost baseline

•Project documents updates •Assumption log •Issue log •Lessons learned register •Physical resource assignments •RBS •Risk register Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 356-357.

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9.0 Project Resources Management Summary • • • • • • •

Leadership Motivation Conflict Management Decision making Empathy Power Read • PMBOK® Guide 2013, Ch.. 9 • Mulcahy, Ch.. 9 (Project Resource Management) • Kerzner, Ch.. 6-10 (optional)

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Tests • Rita’s practice exam – Ch.. 9