Project Resource Management includes the processes

to identify, organize, acquire and manage the

resources that needed for successful completion of
project.

HUMAN RESOURCE MANAGEMENT 1

 Project Resource Management Objective.
A Resource Management Plan describes how people and physical
resources will be estimated, acquired, developed, managed and
controlled. People are developed and managed whereas materials
are controlled after they are estimated and acquired.
Develop a staffing management plan

Determine the ROLEs and RESPONSIBILITIES of those involved in the projects.

Obtain required RESOURCES for project assignments.

Understand what goes into TEAM DEVELOPMENT

EVALUATE team effectiveness .

Manages CONFLICTS.

HUMAN RESOURCE MANAGEMENT 2

 CONTENTS OF RESOURCE MANAGEMENT PLAN
The resource management plan, a part of the project management plan, provides
guidance on how project resources both team and Physical resources should be
defined, allocated , managed, and eventually released.

The resource management plan includes, the following:

Roles and responsibilities
Role
 Responsibilities
 Authority

Project organization charts : A project organization chart is a graphic display of

project team members and their reporting relationships.

Staffing management plan

Staff acquisition
Resource calendars
Staff release plan
Training needs
Recognition and rewards
Compliance/ Safety
HUMAN RESOURCE MANAGEMENT 3
ORGANIZATION CHART

HUMAN RESOURCE MANAGEMENT 4

 RACI CHART

HUMAN RESOURCE MANAGEMENT 5

HUMAN RESOURCE MANAGEMENT 6
 ORGANIZATIONAL STRUCTURE
What are three primary forms of organizational structure?
 Functional Organization,
 Projectized Organization,
 Matrix Organization.

What is a Functional Organization?

The organization is grouped by areas of specialization (e.g., accounting,
marketing)

What is a Projectized Organization?

The organization is grouped by project
The team has no department to go to at project end ,
The project manager has total control of the resources

Project Management Framework 7

What is a Matrix Organization?
A blend of functional and projectized organization where the team members
have two bosses (the project manager and functional manager)
Strong Matrix Organization
Weak Matrix Organization?
Balanced Matrix Organization

What is a Strong Matrix Organization?

A matrix organization where the balance of power rests with the project
manager instead of the functional manager .

What is a Weak Matrix Organization?

A matrix organization where the balance of power rests with the functional
manager instead of the project manager .

Project Management Framework 8

What role might the project manager play in a weak matrix?
A project expediter or project coordinator .

What is a Balanced Matrix Organization?

A matrix organization where power is equally balanced between the project
manager and the functional manager .

What is a project-based organization?

A temporary framework for projects created to circumvent any obstacles

inherent in the organization's existing structure (whether functional,
projectized, or matrix) .

Project Management Framework 9

Influence of Organizational Structures on Projects

Project Management Framework 10

 Estimate Activity Resources
Definition :” The process of estimating the type and quantities of material, human
resources, equipment, or supplies required to perform each activity.”

INPUT T & T OUTPUT

Schedule
Management Plan
Expert Judgment
Activity List
Alternative
Activity
Analysis Activity Resource
Attributes
Published Requirement
Risk Register Resource
Estimating Data
Resource Breakdown Structure
Bottom-up
Calendar
estimating
Activity Cost
PM Software
Estimates
EEFs
OPAs

22-12-2022 Time Management 11

Estimate Activity Resources is the process of estimating the type and
quantities of material, human resources, equipment, or supplies
required to perform each activity. The key benefit of this process is
that it identifies the type, quantity, and characteristics of resources
required to complete the activity which allows more accurate cost and
duration estimates.
Estimate activity resources process briefly helps to assign which
resources in the project will do which project activities. Estimate
activity resources process is the process of estimating the type and
quantities of:
 Material,
 Human resources,
 Equipment,
 Supplies required to perform each activity.

HUMAN RESOURCE MANAGEMENT 12

 AQUIRE RESOURCES

Acquiring resources is the process of securing team members, equipment, materials

or other resources required to deliver the project.

INPUT T&T OUTPUT

Resource
Management Plan.
Enterprise Pre-Assignment Physical Resource
Environmental Negotiation Assignments.
Factors. Acquisition Resource
Organizational Virtual Team Calendars
Process Assets Decision Making

HUMAN RESOURCE MANAGEMENT 13

The Acquire Resources process is repeated at several stages throughout
the project as the need arises. In the early stages of the project, a high-
level requirement of resources will be available, but as the plan is
refined, further detail is added which leads to more accurate
specifications for the resources.
The key input to acquiring resources is the project plan. This will detail
what resources are expected to be needed in order to fulfill the delivery
of products or for the management of the project. This should provide a
reasonable estimate of the resources required for the project and also
provide a schedule for when the resources are required and for how
long.

HUMAN RESOURCE MANAGEMENT 14

 DEVELOP PROJECT TEAM
Develop Project Team is the process of improving competencies, team member
interaction, and overall team environment to enhance project performance.

INPUT T&T OUTPUT

 Training.
Human Resource  Team Building
Management Plan. Activities
Project Staff  Ground Rules Team Performance
Assignments  C0-location Assessments
Resource Calendars  Recognition &
Rewards

HUMAN RESOURCE MANAGEMENT 15

 TUCKMAN LADDER OF TEAM DEVELOPMENT

Forming : This phase is where the team meets and learns about the project
and their formal roles and responsibilities. Team members tend to be
independent and not as open in this phase.
Storming : During this phase, the team begins to address the project work,
technical discussions, and the project management approach. If team members
are not collaborative and open to differing ideas and perspectives, the
environment can become counterproductive.
Norming : In the norming phase, team members begin to work together and
adjust their work habits and behaviours to support the team. The team learns to
trust each other.
Performing : Teams that reach the performing stage function as a well-
organized unit. They are interdependent and work through issues smoothly and
effectively.
Adjourning : In the adjourning phase, the team completes the work and
moves on from the project. This typically occurs when staff is released from the
project as deliverables are completed or as part of carrying out the Close Project or
Phase
HUMAN RESOURCE MANAGEMENT 16
HUMAN RESOURCE MANAGEMENT 17
Project Communications Management includes the processes
that are required to ensure timely and appropriate planning,
collection, creation, distribution, storage, retrieval,
management, control, monitoring, and the ultimate
disposition of project information.

PROJECT COMMUNICATION MANAGEMENT 18

 Effective Communication: A Challenge to Project Managers
How often we, as project managers have taken communication lightly when managing a
project? Most project managers are generally good communicators but are they
communicating effectively? In the recent PMI’s 2013 Pulse of the Profession report, it has
revealed that the most crucial success factor in project management is effective
communications to all stakeholders. The research also finds that effective
communication leads to more successful projects and hence allowing organizations to
become high performers. One out of five projects is unsuccessful due to ineffective
communications.

PROJECT COMMUNICATION MANAGEMENT 19

Hence, to ensure that effective communication is applied throughout the
whole project and to overcome the challenges, a Project Manager should
incorporate a communication plan at the planning stage of the project. When
making a communication plan, a project manager will have to ask the
following questions:

What kind of communication is required? (Management Meetings, Team

Meetings, Management Reporting, Project Records)
Who needs to be communicated with? (stakeholders)
How frequent is the communication required? (how often)
What needs to be communicated? (reports, meeting minutes, details or
summary)
The importance of communication skills for project managers can't be
emphasized enough.
Project managers spend a lot of time communicating with individuals and
groups.
In fact, it's been estimated that project manager's spend 90% of their
time on communication related activities!

PROJECT COMMUNICATION MANAGEMENT 20

 E-Collaboration & E-Communication

Enterprise collaboration systems (ECS) are cross-functional information

systems that enhance communication, coordination, and collaboration
among the members of business teams and workgroups. Information
technology, especially Internet technologies, provides tools to help us
collaborate—to communicate ideas, share resources, and coordinate
our cooperative work efforts as members of the many formal and
informal process and project teams and workgroups that make up many
of today’s organizations. Thus, the goal of enterprise collaboration
systems is to enable us to work together more easily and effectively by
helping us to:
• Communicate: Share information with each other.
• Coordinate: Organize our individual work efforts and use of resources.
• Collaborate: Work together cooperatively on joint projects and assignments.
 MANAGE PROJECT TEAM
Manage Project Team is the process of tracking team member performance, providing
feedback, resolving issues, and managing team changes to optimize project
performance.

INPUT T&T OUTPUT

Human Resource
Management Plan
Project Staff Project Performance
assignment Appraisal Change Request
Team Performance Conflict All updates
assessments Management
Issue Logs
Organization Process
Assets

HUMAN RESOURCE MANAGEMENT 22

 CONFLICT MANAGEMENT

List the most common sources of conflict on projects, in order of most to

least common.

Schedules
Project priorities
 Resources , as they are scares
Technical opinions
 Administrative procedures
 Cost , Disagreement with cost
 Personality

HUMAN RESOURCE MANAGEMENT 23

 Name some conflict resolution techniques.
Withdraw/Avoid : When a person does not pursue her/his own concerns or
those of the opponent.

Smooth/Accommodate: Emphasizing areas of agreement rather than

areas of difference

Compromise/Reconcile: Searching for solutions that bring some degree

of satisfaction to all parties in order to temporarily or partially resolve the conflict.

Forcing/Direct : Pushing one’s viewpoint at the expense of others; offering

only win-lose solutions.

Collaboration/Problem Solving: Treating conflict as a problem to be

solved by examining alternative , requires a give and take attitude and open
dialogues.

HUMAN RESOURCE MANAGEMENT 24

Examples of when withdrawing may be appropriate:
When the issue is trivial and not worth the effort
When more important issues are pressing, and you don't have time to deal with it
In situations where postponing the response is beneficial to you, for example -
When it is not the right time or place to confront the issue
 When you need time to think and collect information before you act (e.g. if
you are unprepared or taken by surprise)
When you see no chance of getting your concerns met at this point of time.

Examples of when smoothing may be appropriate:

When it is important to provide a temporary relief from the conflict or buy time
until you are in a better position to respond/push back
When the issue is not as important to you as it is to the other person
When you accept that you are wrong
When you have no choice or when continued competition would be detrimental

HUMAN RESOURCE MANAGEMENT 25

Examples of when compromise may be appropriate:
When the goals are moderately important and not worth the use of more
assertive or more involving approaches, such as forcing or collaborating
To reach temporary settlement on complex issues
To reach expedient solutions on important issues
As a first step when the involved parties do not know each other well or haven’t
yet developed a high level of mutual trust
When collaboration or forcing do not work

Examples of when forcing may be appropriate

In certain situations when all other, less forceful methods, don’t work or are
ineffective
When you need to stand up for your own rights, resist aggression and pressure
When a quick resolution is required and using force is justified (e.g. in a life-
threatening situation, to stop an aggression)
As a last resort to resolve a long-lasting conflict

HUMAN RESOURCE MANAGEMENT 26

Examples of when collaborating may be appropriate:
When consensus and commitment of other parties is important
In a collaborative environment
When it is required to address the interests of multiple stakeholders
When a high level of trust is present
When a long-term relationship is important
When you need to work through hard feelings, animosity, etc
When you don't want to have full responsibility

HUMAN RESOURCE MANAGEMENT 27

 Type of Power

Legitimate Power : Formal Power or Positional Power.

Reward Power : Ability to award bonus

Expert Power: Being a subject matter expert

Referent Power: Draws power by association with a higher authority.

Punishment or
Coercive Power: Ability to demote or withhold reward.

HUMAN RESOURCE MANAGEMENT 28