Project Resource Management

Instructor: Phùng Thanh Cường Msc, PMP

Copyright & Disclaimer

• This work is subject to copyright. All rights are reserved by the PMA
Vietnam, whether the whole or part of the material is concerned,
specifically the rights of reprinting, broadcasting, reproduction, and
transmission or information storage and retrieval, electronic adaptation,
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hereafter developed.

• PMI, PMP, and PMBOK are registered trademarks of Project Management

Institute, Inc. in the United States and/or other countries. All other
trademarks are the property of their respective owners.

• While the advice and information in this book are believed to be true and
accurate at the date of publication, neither the authors nor the editors can
accept any legal responsibility for any errors or omissions that may be
made.

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 9.3 Acquire Resources

What?
• Failure to acquire the necessary
• The process of obtaining team
resources or insufficient resources
members, facilities, equipment,
decrease the probability of success
materials, supplies, and other
and, in a worst-case scenario, could
resources necessary to complete
result in project cancellation.
project work.
Why?
• It outlines and guides the selection of
resources and assigns them to their
respective activities.
When?
• Periodically throughout the project

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9.3 Acquire Resources

How?
• The resources can be internal or
external to the project-performing Re-structure
organization.
• Internal resources are acquired
(assigned) from functional or
resource managers.
• External resources are acquired Team
through the procurement processes. Outsourcing Resource Development
• If the team resources are not Strategy
available due to constraints such as
economic factors or assignment to
other projects, the project manager
or project team may be required to
assign alternative resources, perhaps Recruitment
with different competencies or costs.

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 9.3 Acquire Resources: Tools & Techniques

1. Multi-criteria decision
analysis
ASK/ASKE model for team resources:
• Attitude
• Skills Experience
• Knowledge
• Experience
Other criteria Attitude
• Availability
• Cost
• Ability Skills Knowledge
• International factors.

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9.3 Acquire Resources: Tools & Techniques

Attitude
Common mistake: Halo effect

• Ex: You are a great programmer.

Therefore we will make you a project
manager and expect you to be great Knowledge Skills
at that as well.
• Sine these people may not be
qualified for the new position, such
assumptions can have a negative
impact on the project and should be
avoided.

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 9.3 Acquire Resources: Tools & Techniques

2. Pre-Assignment 3. Negotiation
• Staff assignments are defined within • PM team may need to negotiate
the Project Charter or other with:
processes before the initial Resource – Functional manager to ensure
Management Plan has been availability of component staff.
completed. – Other PM teams to assign scarce
• Known in advance i.e. pre-assigned. / specialized resources.
• Expertise of particular persons

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9.3 Acquire Resources: Tools & Techniques

3. Negotiation 4. Virtual Teams

• acquiring from outside may take • No time nor conditions to meeting
place due to shortage / lack of in- face to face.
house resources. • Electronic communication: e-mail,
video conferencing, has made such
teams feasible.
We’re looking for people who can
Thanks to Internet!
help make this project successful!

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 9.3 Acquire Resources: Outputs

1. Team Resource • Team Directory/Staff Directory

Assignments
• Documentation of team assignments
records the team members and their
roles and responsibilities for the
project.
• A project team/staff directory
2. Physical Resource
Assignments
• Documentation of the physical
resource assignments records the
material, equipment, supplies,
locations, and other physical
resources that will be used during the
project.

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9.3 Acquire Resources: Outputs

3. Resource Calendar
• Resource Calendars specify WHEN and HOW LONG identified project resource will
be available during the project.
• Holidays of human resource are normally included in a composite resource
calendar.

4. Chang Request
• recommended corrective
or preventive actions

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 9.3 Acquire Resources: Outputs

5. Project management plan 6. Project documents updates

updates • Stakeholder register.
• Resource management plan. • Project schedule. Changes to the
• Cost baseline. project schedule
The update is always happened because: • Resource breakdown structure.
• People seldom fit the exact staffing • Resource requirements.
requirements that are planned. • Lessons learned register.
• Promotions, retirements, illness, • Risk register.
performance issues, and changing
work loads….

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9.3 Acquire Resources: Inputs

1. Project Management Plan 3. Enterprise Environmental

• Resource management plan: Factors
Organization Charts, Roles and • Existing information for human
Responsibility , Staffing Management resource
Plan
• Personnel Administration Policy
• Procurement management plan
• Organizational Structure
• Cost baseline
• Location
2. Project documents 4. Organizational Process
• Project schedule
Assets
• Resource calendar
• Organizational standards, policies,
• Resource requirements
procedures
• Stakeholder Register

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 9.3 Acquire Resources

Inputs Tools & Techniques Outputs

1. Project management 1. Multi-criteria decision 1. Project team
plan analysis assignments
2. Project documents 2. Pre-assignment 2. Physical resource
3. Enterprise 3. Negotiation assignments
environmental factors 4. Virtual teams 3. Change request
4. Organizational process 4. Resource calendars
assets 5. Project management
plan updates
6. Project documents
updates

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9.4 Develop Team

What? Team work is dream work !

• The process of improving
competencies, team member
interaction, and the overall team
environment to enhance project
performance.
Why?
• Effective team development
increases the likelihood of meeting
project objectives.
When?
• Throughout the project.

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 5 stages of Team Development – Tuckman’s ladder

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9.4 Develop Team : Tools & Techniques

1. Co-Location
• Placing many or all of the most active
project team members in the same
physical location
• It can be temporary, such as at
strategically important time during
the project, or for the entire project
• War Room
• Co- location strategy can include a
meeting room with electronic
communication devices, places to
post schedule, to enhance
communication and a sense of
community

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 9.4 Develop Team : Tools & Techniques

2. Virtual Teams
• Virtual teams can use technology to
create an online team environment
where the team can store files, use
conversations threads to discuss
issues, and keep a team calendar.
• The use of virtual teams can bring
benefits such as the use of more
skilled resources, reduced costs, less
travel and relocation expenses, and
the proximity of team members to
suppliers, customers, or other key
stakeholders.

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9.4 Develop Team : Tools & Techniques

3. Communication technology
• Communication technology is important in addressing the team development
issues in co-located and virtual teams.
• It helps build a harmonious environment for the co-located team and a better
understanding for the virtual team, especially those working in different time
zones.

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 Remind !!!

Team Charter/Ground Rules

• It supports clear expectations
regarding acceptable behavior by
project team members
• Early commitment to is highly
recommended it decreases
misunderstanding and increases
productivity.
• Discussing ground rule allows team
members to discover values that are
important to one another .

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9.4 Develop Team : Tools & Techniques

4. Team Building Activities

• Build trust and improve interpersonal
relationships. • Developing the WBS, is not designed
• Team building activities can vary: as team-building activities, but can
– 5 minutes status meeting increase team cohesiveness when
what planning activity is structured
– Taking class together
and facilitated well.
– Milestone parties
– Outside trips…
• Team-building strategies are
particularly valuable when team
members operate from remote
locations without the benefit of face-
to-face contact.

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 9.4 Develop Team : Tools & Techniques

5. Training
• Enhance the competencies of the
project team members.
• Training costs could be included in
the project budget or supported by
the performing organization if the
added skills may be useful for future
projects.
• It can be formal or informal
• It may be performed by in-house or
by external trainers.

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9.4 Develop Team : Tools & Techniques

6. Recognition and Rewards

• Rewards can be tangible (money) or
intangible (applause…)
• Only desirable behavior should be
rewarded e.g.
– the willingness to work overtime
to meet an aggressive schedule
objective?;
– needing to work overtime as a
result of poor planning ???
• Recognition and reward should
consider cultural differences.

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 9.4 Develop Team : Tools & Techniques

6. Recognition and Rewards 6. Recognition and Rewards

6.1 Win lose (zero sum) rewards 6.2 Win-win rewards
• That only a limited number of project • Behavior that every one can achieve
team members can achieve such as such as turning in progress reports on
team members of the month, can time, tends to increase support
hurt team cohesiveness. among team members.

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Maslow’s Hierarchy of Needs

Maslow developed a hierarchy of needs that
states that people’s behaviors are guided or Self-
actualization
motivated by a sequence of needs

Esteem

Love/Belonging

Safety

Physiological

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 David McClelland’s Theory of Needs
• A person falling into one category would be managed differently that a person
falling into another category.

Needs Behavioral Style

Achievement § These people should be given projects that

(N-Ach) are challenging but are reachable
§ They like recognition

Affiliation § People work best when cooperating with

(N-Affil) others
§ They seek approval rather than recognition
§ People whose need for power is socially
Power oriented, should be allowed to manager
(N-Pow) others
§ These people like to organize and influence
others

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Herzberg’s Motivational and Hygiene Factors

• Motivational factors: produce job satisfaction
• Hygiene factors: do not motivate workers to do more but cause dissatisfaction if
not present
Motivational Factors
- Responsibility
- Self actualization
- Professional growth
- Recognition

Hygiene Factors
- Working condition
- Personal life
- Relationship at work
- Security
- Status
- Salary

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 9.4 Develop Team : Tools & Techniques

7. Individual and team • DISC assessment

assessment tools
• These tools help to assess team
members’ preferences, aspirations,
how they process and organize
information, how they make
decisions, and how they interact with
people.
• These tools give the project manager
and the project team insight into
areas of strengths and weaknesses of
individuals and team

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9.4 Develop Team : Tools & Techniques

8. Meetings
• Meetings are used to discuss and
address pertinent topics for
developing the team.
• Attendees include the project
manager and the project team.
• Types of meetings include but are not
limited to:
– Project orientation meetings
– Team- building meetings
– Farewell party

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 9.4 Develop Team : Outputs

1. Team performance
assessments
• Formal or informal assessments of
the project team’s effectiveness.
• As a result of conducting an
evaluation of the team’s overall
performance, the project
management team can identify the
specific training, coaching,
mentoring, assistance, or changes
required to improve the team’s
performance.
• This should also include identifying
the appropriate or required resources
necessary to achieve and implement
the improvements identified in the
assessment.

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9.4 Develop Team : Outputs

2. Change requests 5. Enterprise environmental

• Change requests occur as a result of factors updates
carrying out the develop team
process • Employee development plan records,
and
3. Project management plan
• Skill assessments.
updates
• Resource management plan 6. Organizational process
4. Project documents updates assets updates
• Lessons learned register.. • Training requirements
• Project schedule. • Personnel assessment.
• Project team assignments.
• Resource calendars.
• Team charter.

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 9.4 Develop Team : Inputs

1. Project management plan 2. Project documents

• Resource management plan. • Team charter. how the team will
• Guidance on providing project team operate together.
member rewards, feedback, • Project team assignments. The team
additional training, … and member roles & responsibilities.
• Performance assessment criteria. • Resource calendars. Times when the
project team participate in team
3. Enterprise environmental factors development activities.
• Human resource management • Lessons learned register.
policies • Project schedule. How and when to
• Team member skills, competencies, provide training to the project team.
and specialized knowledge; 4. Organizational process assets
• Geographic distribution of team • Historical information and the lessons
members. learned repository.

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9.4 Develop Team

Inputs Tools & Techniques Outputs
1. Project management 1. Co-location 1. Team performance
plan 2. Virtual teams assessments
2. Project documents 3. Communication 2. Change requests
3. Enterprise technology 3. Project management
environmental factors 4. Interpersonal and team plan updates
4. Organizational process skills 4. Project documents
assets 5. Training updates
6. Recognition and 5. Enterprise
rewards environmental factors
7. Individual and team updates
assessments 6. Organizational process
8. Meetings assets updates

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 9.5 Manage Team

What?
• The process of tracking team
member performance, providing
feedback, resolving issues, and
managing team changes to optimize
project performance.
Why?
• It influences team behavior, manages
conflict, and resolves issues.
When?
• Throughout the project.

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9.5 Manage Team

How?

• Regularly observe and communicate

with team members
• Appraises team member
performance and provide
constructive feedbacks
• Help to resolve issues and conflicts,
influences team behavior
• Managing team changes, release or
recruit team members as needed

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 9.5 Manage Team: Tools & Techniques

1. Emotional Intelligence
• Emotional intelligence is the
capacity to be aware of, control,
and express one's emotions, and
to handle interpersonal
relationships judiciously and
empathetically.
• The team can use emotional
intelligence to reduce tension and
increase cooperation by
identifying, assessing, and
controlling the sentiments of
project team members,
anticipating their actions,
acknowledging their concerns,
and following up on their issues.

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9.5 Manage Team: Tools & Techniques

2. Influencing
• Key influencing skills include: • Because project managers often
– Gathering relevant information have little or no direct authority
to address issues and reach over team members in a matrix
agreements while maintaining environment, their ability to
mutual trust. influence stakeholders on a timely
– Clearly articulating points and basis is critical to project success.
positions;
– Awareness of, and consideration
for, the various perspectives in
any situation;
– Ability to be persuasive;

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 9.5 Manage Team: Tools & Techniques

Forms of power

Referent
Expert

Reward

Position

Coercive
(Penalty, Punishment )

Expert and reward are best ways to

gain influence with team members
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9.5 Manage Team: Tools & Techniques

3. Leadership

• Leadership is the ability to lead a

team and inspire them to do their
jobs well.
• Successful projects require leaders
with strong leadership skills.
• It is especially important to
communicate the vision and inspire
the project team to achieve high
performance.

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 9.5 Manage Team: Tools & Techniques

Leadership styles
Autocratic Democratic Laissez-faire Bureaucratic

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9.5 Manage Team: Tools & Techniques

Situational Leadership The right leadership style will depend on

Hersey-Blanchard model the person or group being led
1. Directing: This style involves telling
others what to do
2. Coaching: In coaching, the manager
helps others achieve their goals.
3. Supporting: the project manager
provides assistance along the way.
4. Delegating: the leader is still
involved in decisions; however, the
process and responsibility has been
passed to the individual or group.
The leader stays involved to
monitor progress.

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 9.5 Manage Team: Tools & Techniques

4. Conflict Management • Let’s share your bloody story

Seven sources of conflict:

1. Schedules
2. Project Priorities
3. Resources
4. Technical Opinions
5. Administrative Procedure
6. Cost
7. Personality

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9.5 Manage Team: Tools & Techniques

Conflict Resolution

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 9.5 Manage Team: Tools & Techniques

Conflict Resolution
1. Confronting
• 1a. Collaborating: incorporating
multiple viewpoints and insights from
differing perspectives; leads to
consensus and commitment.
• 1b. Problem solving: Resolving the
root cause of issue. Win - win
strategy and best solution

2. Forcing
• Pushing one’s viewpoint at the
expense of others; offers only win-
lose solutions (do it my way)

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9.5 Manage Team: Tools & Techniques

3. Compromising
• Searching for solutions that bring
some degree of satisfaction to all the
parties. Lose-lose condition. (Lets
implement some part of your
suggestion and his suggestion also)
4. Smoothing /accommodating :
• Emphasizing areas of agreement
rather than areas of difference (your
disagreement may cause delay and
lets get in to an agreement)
5. Withdrawal/avoiding:
• Retreating from an actual or potential
conflict situation (lets deal with this
by next meeting)

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 9.5 Manage Team: Tools & Techniques

5. Decision making
• Decision making, in this context,
involves the ability to negotiate and
influence the organization and the
project management team, rather than
the set of tools described in the
decision making tool set.
• Some guidelines for decision making
include:
– Define the goals to be served
– Follow a decision-making process
– Ensure team members are engaged
and focused on project goals
– Stimulate team creativity
– Get agreement and and support
for team's decision

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9.5 Manage Team: Tools & Techniques

6. Project management information system (PMIS)

• Human resource management system (HRMS): a form of resource software that
combines a number of systems and processes to ensure the easy management and
tracking of team resources' information.

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 9.5 Manage Team: Outputs

1. Change requests 4. Enterprise environmental

• Staffing changes can cause the factors
schedule to slip or the budget to be
• Input to team performance
exceeded
appraisals, and
2. Project management plan • Personnel skill.
updates
• Resource management plan.
• Schedule baseline.
• Cost baseline.
3. Project document updates
• Project team assignments.
• Issue log.
• Lessons learned register.

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9.5 Manage Team: Inputs

1. Project management plan 4. Team performance

• Resource management plan: assessments
guidance on how project team • Help to resolve issues, modify
resources should be managed and communication, address conflict, and
eventually released. improve team interaction.

2. Project documents 5. Enterprise environmental

• Project team assignments
factors
• Human resource management
• Team charter
policies.
• Issue log
6. Organizational process
• Lesson learned register
assets
3. Work Performance Reports • Certificates of appreciation,
• Help to determine the future team • Corporate apparel, and
resource requirements and updates • Other organizational perquisites.
to the resource management plan.
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 9.5 Manage Team
Inputs Tools & Techniques Outputs
1. Project management 1. Emotional intelligence 1. Change requests
plan 2. Influencing 2. Project management
2. Project documents 3. Leadership plan updates
3. Work performance 4. Conflict management 3. Project document
reports 5. Decision making updates
4. Team performance 6. Project management 4. Enterprise
assesment Information system environmental factors
5. Enterprise
environmental factors
6. Organizational process
assets

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9.6 Control Resources

What?
• 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
utilization of resources and taking corrective action as necessary.
Why?
• The resources needed for the project should be assigned and released at the right
time, right place, and right amount for the project to continue without delays.
When?
• Throughout the project.

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 9.6 Control Resources

How?
• Monitoring resource expenditures
• Ensuring that resources are used and
released according to the plan and
project needs
• Review actual resources have been
used to date and what is still needed.
• Identifying and dealing with resource
shortage/surplus in a timely manner,
• Managing the actual changes as they
occur.
• Influencing the factors that can
create resources utilization change
• Updating resource allocation

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9.6 Control Resources: Tools & Techniques

1. Problem solving Defining the

problem
• The problem can come from inside
the organization (machines or Identifying the
infrastructure used by another root-cause
department in the organization and
not released in time, materials that Generating
have been damaged because of possible solutions
unsuitable storage conditions, etc.)
• or from outside the organization Choosing the best
solution
(major supplier that has gone
bankrupt or bad weather that has
damaged resources). Implementing the
solution
• The project manager should use
methodical steps to deal with
Verifying solution
problem solving effectiveness

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 9.6 Control Resources: Tools & Techniques

2. Performance reviews. 3. Alternatives analysis.

• Performance reviews measure, • Alternatives can be analyzed to select
compare, and analyze planned the best resolution for correcting
resource utilization to actual resource variances in resource utilization.
utilization.

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9.6 Control Resources: Tools & Techniques

4. Cost-benefit analysis. 5. Trend analysis.

• This analysis helps to determine the • Trend analysis examines project
best corrective action in terms of cost performance over time and can be
in case of project deviations. used to determine resources needed
• Ex: paying additional for overtime or at upcoming stages of the project.
additional team resources vs. A late
delivery or phased deliveries.

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 9.6 Control Resources: Tools & Techniques

6. Influencing. 7. Negotiation.
• Influencing can help the project • The project manager may need to
manager solve problems and obtain negotiate for additional physical
the resources needed in a timely resources, changes in physical
manner. resources, or costs associated with
the resources.

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9.6 Control Resources: Tools & Techniques

8. Project management information system (PMIS)
• Resource management or scheduling software that can be used to monitor the
resource utilization which helps ensure that the right resources are working on the
right activities at the right time and place.

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 9.6 Control Resources: Outputs

1. Work performance 3. Project management plan

information updates
• Information on how the project work • Resource management plan.
is progressing by comparing resource • Schedule baseline.
requirements and resource allocation • Cost baseline.
to resource utilization across the 4. Project documents updates
project activities.
• Physical resource assignments.
• This comparison can show gaps in
Availability of physical resource.
resource availability that need to be
addressed. • Resource breakdown structure.
• Assumption log.
2. Change requests
• Issue log.
• Recommended corrective, or
preventive actions
• Lessons learned register.
• Risk register.

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9.6 Control Resources: Inputs

1. Project management plan 2. Project documents

• Resource management plan: • Project schedule. when they are
guidance on how physical resources needed, and the location where they
should be used, controlled, and
are needed.
eventually released.
• Issue log. issues of lack of resources,
2. Project documents delays in raw material supplies, or
• Resource requirements. the needed low grades of raw material.
material, equipment, supplies, and
• Lessons learned register.
other resources.
• Physical resource assignments. the • Risk register. individual risks that can
expected resource utilization impact equipment, materials, or
• Resource breakdown structure. a supplies.
reference in case any resource needs 3. Work performance data
to be replaced or reacquired during
the course of the project. • The number and type of resources
that have been used.

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 9.6 Control Resources: Inputs

4. Agreements 5. Organizational process

• Agreements made within the context assets
of the project are the basis for all • Policies regarding resource control
resources external to the and assignment,
organization and should define
• Escalation procedures for handling
procedures when new, unplanned
issues within the performing
resources are needed or when issues
organization, and
arise with the current resources.
• Lessons learned repository from
previous similar projects.

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9.6 Control Resources: Inputs

Inputs Tools & Tecniques Outputs
1. Project Management 1. Problem solving 1. Work performance
Plan 2. Performance review information
2. Project documents 3. Alternative analysis 2. Change request
3. Work performance 4. Cost-benefit analysis 3. Project management
data 5. Trend analysis plan updates
4. Agreement 6. Influencing 4. Project documents
5. Organizational process 7. Negotiation updates
assets 8. Project management
information system

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