ASSIGNMENT 01. THE REPORT TOPIC: RESOURCE MANAGEMENT CVL 771 CONSTRUCTION PROJECT MANAGEMENT. ROLL NUMBERS: ……(Captain) 2023CET2751. …… …… …… …… COURSE: M.TECH (CONSTRUCTION ENGINEERING & MANAGEMENT). INSTITUTE: INDIAN INSTITUTE OF TECHNOLOGY, DELHI. DEPARTMENT: DEPARTMENT OF CIVIL ENGINEERING. TABLE OF CONTENTS 1 INTRODUCTION TO RESOURCE MANAGEMENT ................................................... 5 2 PLAN RESOURCE MANAGEMENT ............................................................................... 6 2.1 INPUTS FOR THE RESOURCE MANAGEMENT PLAN ........................................... 6 2.2 TOOLS & TECHNIQUES FOR PLAN RESOURCE MANAGEMENT. ...................... 7 2.3 OUTPUTS OF PLAN RESOURCE MANAGEMENT .................................................. 8 2.3.1 RESOURCE MANAGEMENT PLAN DEVELOPMENT ........................................ 8 2.3.2 PROJECT DOCUMENTS UPDATES ....................................................................... 8 3 ESTIMATE ACTIVITY RESOURCES............................................................................ 10 3.1 INPUTS FOR ESTIMATING ACTIVITY RESOURCES............................................ 10 3.1.1 PROJECT MANAGEMENT PLAN ........................................................................ 10 3.1.2 PROJECT DOCUMENTS ........................................................................................ 10 3.1.3 ENTERPRISE ENVIRONMENTAL FACTORS ..................................................... 11 3.1.4 ORGANIZATIONAL PROCESS ASSETS .............................................................. 11 3.2 TOOLS AND TECHNIQUES TO ESTIMATE ACTIVITY RESOURCES................. 11 3.2.1 EXPERT JUDGMENT ............................................................................................. 11 3.2.2 BOTTOM-UP ESTIMATING .................................................................................. 11 3.2.3 ANALOGOUS ESTIMATING................................................................................. 11 3.2.4 PARAMETRIC ESTIMATING ................................................................................ 11 3.2.5 DATA ANALYSIS .................................................................................................... 12 3.2.6 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS).......................... 12 3.2.7 MEETINGS .............................................................................................................. 12 3.3 OUTPUTS FROM ESTIMATE ACTIVITY RESOURCES ......................................... 12 3.3.1 RESOURCE REQUIREMENTS .............................................................................. 12 3.3.2 BASIS OF ESTIMATES .......................................................................................... 13 3.3.3 RESOURCE BREAKDOWN STRUCTURE .......................................................... 13 3.3.4 PROJECT DOCUMENTS UPDATES ..................................................................... 13 4 ACQUIRE RESOURCES .................................................................................................. 14 4.1 INPUTS FOR ACQUIRING RESOURCES ................................................................. 14 4.1.1 PROJECT MANAGEMENT PLAN ........................................................................ 14 4.1.2 PROJECT DOCUMENTS ........................................................................................ 14 4.1.3 ENTERPRISE ENVIRONMENTAL FACTORS ..................................................... 14 4.1.4 ORGANIZATIONAL PROCESS ASSETS .............................................................. 14 4.2 TOOLS & TECHNIQUES USED FOR THE ACQUIRING PROCESS ...................... 15 4.2.1 DECISION MAKING .............................................................................................. 15 4.2.2 INTERPERSONAL AND TEAM SKILLS .............................................................. 15 4.2.3 PRE-ASSIGNMENT ................................................................................................ 15 4.2.4 VIRTUAL TEAMS ................................................................................................... 15 4.3 OUTPUTS OF THE ACQUIRING RESOURCES PROCESS ..................................... 16 4.3.1 PHYSICAL RESOURCE ASSIGNMENTS ............................................................ 16 4.3.2 PROJECT TEAM ASSIGNMENTS ......................................................................... 16 4.3.3 4.3.4 4.3.5 4.3.6 4.3.7 4.3.8 5 RESOURCE CALENDARS..................................................................................... 16 CHANGE REQUESTS............................................................................................. 16 PROJECT MANAGEMENT PLAN UPDATES ...................................................... 16 PROJECT DOCUMENTS UPDATES ..................................................................... 16 ENTERPRISE ENVIRONMENTAL FACTORS UPDATES .................................. 16 ORGANIZATIONAL PROCESS ASSETS UPDATES ........................................... 17 DEVELOP TEAM .............................................................................................................. 17 5.1 INPUTS FOR DEVELOPING TEAM PROCESS........................................................ 18 5.1.1 PROJECT MANAGEMENT PLAN ........................................................................ 18 5.1.2 PROJECT DOCUMENTS ........................................................................................ 18 5.1.3 ENTERPRISE ENVIRONMENTAL FACTORS ..................................................... 19 5.1.4 ORGANIZATIONAL PROCESS ASSETS .............................................................. 19 5.2 TOOLS AND TECHNIQUES ...................................................................................... 19 5.2.1 CO-LOCATION........................................................................................................ 19 5.2.2 VIRTUAL TEAMS ................................................................................................... 19 5.2.3 COMMUNICATION TECHNOLOGY .................................................................... 19 5.2.4 INTERPERSONAL AND TEAM SKILLS .............................................................. 20 5.2.5 RECOGNITION AND REWARDS.......................................................................... 20 5.2.6 TRAINING ............................................................................................................... 20 5.2.7 INDIVIDUAL AND TEAM ASSESSMENTS......................................................... 20 5.2.8 MEETINGS .............................................................................................................. 21 5.3 OUTPUTS FROM THE PROCESS .............................................................................. 21 5.3.1 TEAM PERFORMANCE ASSESSMENTS ............................................................ 21 5.3.2 CHANGE REQUESTS............................................................................................. 21 5.3.3 PROJECT DOCUMENTS UPDATES ..................................................................... 21 5.3.4 ENTERPRISE ENVIRONMENTAL FACTORS UPDATES .................................. 22 5.3.5 ORGANIZATIONAL PROCESS ASSETS UPDATES ........................................... 22 6 MANAGE TEAM ............................................................................................................... 23 6.1 INPUTS FOR MANAGEMENT PLAN. ...................................................................... 23 6.1.1 PROJECT MANAGEMENT PLAN ........................................................................ 23 6.1.2 PROJECT DOCUMENTS ........................................................................................ 23 6.1.3 WORK PERFORMANCE REPORTS ..................................................................... 24 6.1.4 TEAM PERFORMANCE ASSESSMENTS ............................................................ 24 6.1.5 ENTERPRISE ENVIRONMENTAL FACTORS ..................................................... 24 6.1.6 ORGANIZATIONAL PROCESS ASSETS .............................................................. 24 6.2 TOOLS AND TECHNIQUES FOR MANAGEMENT PLAN. .................................... 24 6.2.1 INTERPERSONAL AND TEAM SKILLS .............................................................. 24 6.2.2 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS).......................... 26 6.3 OUTPUTS FOR MANAGEMENT PLAN. .................................................................. 26 6.3.1 CHANGE REQUESTS............................................................................................. 26 7 RESOURCE MANAGEMENT CONTROL RESOURCES ........................................... 27 7.1 CONTROL RESOURCES: INPUTS. ........................................................................... 27 7.1.1 PROJECT MANAGEMENT PLAN- ....................................................................... 27 7.1.2 PROJECT DOCUMENTS- ...................................................................................... 27 7.1.3 WORK PERFORMANCE DATA- ........................................................................... 28 7.1.4 AGREEMENTS- ...................................................................................................... 28 7.1.5 ORGANIZATIONAL PROCESS ASSETS- ............................................................ 28 7.2 CONTROL RESOURCES: TOOLS AND TECHNIQUES. ......................................... 28 7.2.1 DATA ANALYSIS. ................................................................................................... 28 7.2.2 PROBLEM-SOLVING- ............................................................................................ 29 7.2.3 INTERPERSONAL AND TEAM SKILLS-............................................................. 29 7.2.4 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS) –....................... 29 7.2.5 MEETINGS- ............................................................................................................. 29 7.3 OUTPUTS CONTROL RESOURCES. ........................................................................ 30 7.3.1 WORK PERFORMANCE INFORMATION- .......................................................... 30 7.3.2 CHANGE REQUESTS............................................................................................. 30 7.3.3 PROJECT MANAGEMENT PLAN UPDATES-..................................................... 30 7.3.4 PROJECT DOCUMENTS UPDATES- .................................................................... 30 7.4 CONCLUSION ............................................................................................................. 31 1 INTRODUCTION TO RESOURCE MANAGEMENT In the contemporary landscape, the construction industry finds itself navigating a dynamic and ever-evolving global market, driven by the increasingly demanding expectations of consumers. As a result, the industry faces the imperative of carefully assessing its requirements and staying attuned to emerging trends. Broadly speaking, a project can be defined as a temporary endeavor embarked upon with the objective of delivering a unique product, service, or outcome. It can also be characterized as the process of crafting or enhancing fixed assets that are distinct in nature and require on-site construction through temporary organizational efforts. This definition inherently underscores the pivotal role played by resources, as they are the lifeblood of such projects. Resource management, in this context, assumes paramount significance, particularly given the backdrop of resource scarcity exacerbated by the heightened performance expectations of consumers. In a world where organizations strive for profit maximization and unwavering consumer satisfaction, effective resource management becomes a core concern for any entity operating in the construction sector. Consequently, resource management emerges as a profoundly significant facet within the realm of project management, one that necessitates in-depth scrutiny and understanding. This document seeks to facilitate a comprehensive exploration of resource management across several key areas. These include resource management planning, the estimation of activity resources, resource acquisition, team development, team management, and the critical aspect of resource control. Through a meticulous examination of these facets, we aim to provide insights and strategies that can empower organizations to navigate the resource-intensive landscape of the construction industry successfully. Whether it's optimizing resource allocation, ensuring the development of a skilled workforce, or implementing effective control mechanisms, this document aims to equip readers with the knowledge and tools needed to excel in the realm of construction project resource management. 2 PLAN RESOURCE MANAGEMENT A resource is a necessary asset whose main role is to help carry out a certain task or project. A resource can be a person, a team, a tool, finances, and time. Plan Resource Management is the process of defining how to estimate, acquire, manage, and use team and physical resources. The key benefit of this process is that it establishes the approach and level of management effort needed for managing project resources based on the type and complexity of the project. This process is performed once or at predefined points in the project. The inputs, tools & techniques, and outputs of the process are depicted. Resource planning is used to determine and identify an approach to ensure that sufficient resources are available for the successful completion of the project. Project resources may include team members, supplies, materials, equipment, services, and facilities. Effective resource planning should consider and plan for the availability of, or competition for, scarce resources. Therefore, this process can be studied under three main categories such as inputs for the plan resource management, tools and techniques for plan resource management and output of plan resource management. 2.1 INPUTS FOR THE RESOURCE MANAGEMENT PLAN There are several inputs that must be carefully considered before the development of the resource management plan to fully understand the resource requirement and its planning. An in-depth look into the inputs produced a straightforward and exhaustive plan for the resource that improved the efficiency of project activities and deliveries while preventing disputes and arbitrations. Basically, in every project at the beginning of the project concept development, the project charter will be comprehensively developed. The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the high-level information on the project and on the product, service, or result the project is intended to satisfy organizational and customer requirements. After the project charter, project management plans such as quality management plans and scope baselines need to be studied. The quality management plan is a component of the project management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives. It describes the activities and resources necessary for the project management team to achieve the quality objectives set for the project. Also, the scope baseline is the approved version of a scope statement, WBS, and its associated WBS dictionary. The project scope statement includes the description of the project scope, major deliverables, assumptions, and constraints. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. The WBS dictionary is a document that provides detailed deliverables, activity, and scheduling information about each component in the WBS. As the second step in the input process, the concerns must be addressed for the project documents such as the project schedule, requirements document, risk register and stakeholder register. The project schedule is an output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources. Requirements documentation describes how individual requirements meet the business need for the project. The risk report presents information on sources of overall project risk, together with summary information on identified individual project risks. The stakeholder registers aid in identifying those stakeholders who have a particular interest in or an impact on resources needed for the project. It also helps to identify stakeholders who can influence the use of one kind of resource over another. Last, as the inputs for the plan resource management the enterprise environmental factors which are internal and external to the organization shall be taken into consideration. Not only that but also the organizational process assets also play a crucial role in this context. Organizational process assets are the plans, processes, policies, procedures, and knowledge base specific to and used by the performing organization. In short, the resource management plan requires careful consideration of various inputs to understand resource requirements and efficiently plan for them. These inputs include the project charter, which formally authorizes the project's existence and provides the project manager with organizational resource authority. Additionally, project management plans like the quality management plan and scope baselines, such as the scope statement, work breakdown structure (WBS), and WBS dictionary, are essential references. Project documents, including the project schedule, requirements document, risk register, and stakeholder register, provide crucial insights. Lastly, external, and internal enterprise environmental factors and organizational process assets also contribute significantly to the resource management plan's development. Together, these inputs create a comprehensive resource management strategy that enhances project efficiency, minimizes disputes, and improves project outcomes. 2.2 TOOLS & TECHNIQUES FOR PLAN RESOURCE MANAGEMENT. The various tools and techniques employed in the process of planning resource management in project management are developed based on the inputs that were discussed above as follows, Data gathering is an integral step in effective project resource planning under the tools & techniques section. This process encompasses three key techniques: brainstorming, which fosters quick idea generation and the collection of diverse perspectives; focus groups, which facilitate indepth discussions about project aspects like risks and success criteria in a conversational manner; and interviews, conducted individually or with stakeholders, enabling the capture of high-level project information directly from involved parties. These methods collectively contribute to informed decision-making and resource plan management in project management, ensuring a comprehensive understanding of resource requirements. These techniques provide a structured approach to efficiently manage and allocate resources. Hierarchical charts offer a clear visualization of project hierarchies, ensuring a well-defined structure. Work Breakdown Structures (WBS) break down complex projects into manageable components, defining responsibilities comprehensively. Organizational Breakdown Structures (OBS) align project tasks with organizational departments, enhancing resource allocation clarity. The Resource Breakdown Structure categorizes resources, aiding in effective planning and management. Assignment Matrices (RAMs) illustrate roles and responsibilities, eliminating confusion. Lastly, text-oriented formats offer detailed information, empowering teams with clear insights into responsibilities and qualifications. These techniques collectively empower resource planners to optimize allocation, streamline responsibilities, and foster efficient resource management in project planning. Expert judgment, meetings, and organizational theories are effective tools and techniques for planning resource management in construction projects. Expert judgment is vital as it leverages specialized knowledge in areas such as resource negotiation, talent management, risk assessment, and compliance, providing a solid foundation for informed decision-making during resource planning. Understanding organizational theories is equally crucial as it sheds light on how people, teams, and organizational units behave, streamlining resource management processes, reducing time and effort, and enhancing planning efficiency. Additionally, collaborative meetings within the project team play a pivotal role by providing a platform for team members to discuss and strategize resource management, fostering alignment and coordination among stakeholders. These tools and techniques collectively contribute to effective resource management planning in the construction projects management phase. 2.3 OUTPUTS OF PLAN RESOURCE MANAGEMENT 2.3.1 RESOURCE MANAGEMENT PLAN DEVELOPMENT The resource management plan is the component of the project management plan that provides guidance on how project resources should be categorized, allocated, managed, and released. It may be divided between the team management plan and the physical resource management plan according to the specifics of the project. The below-mentioned sections are developed and comprehensively described as the result of the output. • • • • 2.3.2 Identification of resources Acquiring resources Roles and responsibilities Project organization charts • • • • Project team management Training Team development Resource control resource PROJECT DOCUMENTS UPDATES Project documents that also be updated because of carrying out this plan resource management process. Assumption logs: The assumption log is updated with assumptions regarding the availability, logistics requirements, and location of physical resources as well as the skill sets and availability of team resources. Risk registers: The risk register is updated with risks associated with team and physical resource availability or other known resource-related risks that are identified under this process. Issue logs: The issue log should be updated to capture any new issues uncovered or changes in currently logged issues. Lessons learned register: The lessons learned register can include the category and description of the situation. The lessons learned register may also include the impact, recommendations, and proposed actions associated with the situation. The lessons learned register may record challenges, problems, realized risks and opportunities, or other content as appropriate. In summary, Plan Resource Management" is a crucial process in project management that defines how resources are acquired, managed, and utilized effectively. It encompasses inputs such as project charters, management plans, and various documents like schedules and risk registers. The tools and techniques involve data gathering and representation methods, with expert judgment, meetings, and organizational theories playing pivotal roles. The outputs include a Resource Management Plan that guides resource allocation and updates to project documents like risk registers. In essence, this process ensures optimal resource planning to its allocation, a fundamental aspect of project succe 3 ESTIMATE ACTIVITY RESOURCES Estimate Activity Resources is the process of estimating team resources and the type and quantities of materials, equipment, and supplies necessary to perform project work. The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the project. This process is performed periodically throughout the project as needed. 3.1 INPUTS FOR ESTIMATING ACTIVITY RESOURCES 3.1.1 PROJECT MANAGEMENT PLAN Project management plan components include but are not limited to: Resource management plan: The resource management plan defines the approach to identify the different resources needed for the project. It also defines the methods to quantify the resources needed for each activity and aggregates this information. Scope baseline: The scope baseline identifies the project and product scope necessary to meet the project objectives. The scope drives the needs for both team and physical resources. 3.1.2 PROJECT DOCUMENTS Project documents that can be considered as inputs for this process include but are not limited to: Activity attributes: Activity attributes provide the primary data source for use in estimating team and physical resources required for each activity on the activity list. Examples of attributes include resource requirements, imposed dates, activity locations, assumptions, and constraints. Activity list: The activity list identifies the activities that will need resources. Assumption log: The assumption log may have information on productivity factors, availability, cost estimates, and approaches to work that will influence the nature and number of team and physical resources. Cost estimates: The cost of resources may impact resource selection from the quantity and skill level perspectives. Resource calendars: A resource calendar identifies the working days, shifts, start and end of normal business hours, weekends, and public holidays when each specific resource is available. Information on which resources (such as team resources, equipment, and material) are potentially available during a planned activity period is used for estimating resource utilization. Resource calendars also specify when, and for how long, identified team and physical resources will be available during the project. This information may be at the activity or project level. This includes consideration of attributes such as resource experience and/or skill level, as well as various geographical locations. Risk register: The risk register describes the individual risks that can impact resource selection and availability. 3.1.3 ENTERPRISE ENVIRONMENTAL FACTORS The enterprise environmental factors that can influence the Estimate Activity Resources process include but are not limited to: • • • • • • 3.1.4 Resource location, Resource availability, Team resource skills, Organizational culture, Published estimating data, and Marketplace conditions. ORGANIZATIONAL PROCESS ASSETS The organizational process assets that can influence the Estimate Activity Resources process include but are not limited to: Policies and procedures regarding staffing, Policies and procedures relating to supplies and equipment, and Historical information regarding types of resources used for similar work on previous projects. 3.2 TOOLS AND TECHNIQUES TO ESTIMATE ACTIVITY RESOURCES 3.2.1 EXPERT JUDGMENT Expertise should be considered from individuals or groups with specialized knowledge or training in team and physical resource planning and estimating. 3.2.2 BOTTOM-UP ESTIMATING Team and physical resources are estimated at the activity level and then aggregated to develop the estimates for work packages, control accounts, and summary project levels. 3.2.3 ANALOGOUS ESTIMATING Analogous estimating uses information regarding resources from a previous similar project as the basis for estimating a future project. It is used as quick estimating method and can be used when the project manager can only identify a few top levels of the WBS. 3.2.4 PARAMETRIC ESTIMATING Parametric estimating uses an algorithm or a statistical relationship between historical data and other variables to calculate resource quantities needed for an activity, based on historical data and project parameters. For example, if an activity needs 4,000 hours of coding and it needs to finish it in 1 year, it will require two people to code (each doing 2,000 hours a year). This technique can produce higher levels of accuracy depending on the sophistication and underlying data built into the model. 3.2.5 DATA ANALYSIS A data analysis technique used in this process includes but is not limited to alternatives analysis. Alternatives analysis is used to evaluate identified options to select the options or approaches to use to execute and perform the work of the project. Many activities have multiple options for accomplishment. They include using various levels of resource capability or skills, different sizes or types of machines, different tools (manual versus automated), and make-rent-or buy decisions regarding the resources. Alternatives analysis assists in providing the best solution to perform the project activities, within the defined constraints. 3.2.6 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS) Project management information systems can include resource management software that can help plan, organize, and manage resource pools and develop resource estimates. Depending on the sophistication of the software, resource breakdown structures, resource availability, resource rates, and various resource calendars can be defined to assist in optimizing resource utilization. 3.2.7 MEETINGS The project manager may hold planning meetings with functional managers to estimate the resources needed per activity, the level of effort (LoE), the skill level of the team resources, and the quantity of materials needed. Participants at these meetings may include the project manager, the project sponsor, selected project team members, selected stakeholders, and others as needed. 3.3 OUTPUTS FROM ESTIMATE ACTIVITY RESOURCES 3.3.1 RESOURCE REQUIREMENTS Resource requirements identify the types and quantities of resources required for each work package or activity in a work package and can be aggregated to determine the estimated resources for each work package, each WBS branch, and the project. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area. The resource requirements’ documentation can include assumptions that were made in determining which types of resources are applied, their availability, and what quantities are needed. 3.3.2 BASIS OF ESTIMATES The amount and type of additional details supporting the resource estimate vary by application area. Regardless of the level of detail, the supporting documentation should provide a clear and complete understanding of how the resource estimate was derived. Supporting details for resource estimates may include: The method used to develop the estimate. • • • 3.3.3 Resources used to develop the estimate. Assumptions associated with the estimate. Known constraints. • • • • Range of estimates. Confidence level of the estimate. Documentation of identified risks influencing the estimate. RESOURCE BREAKDOWN STRUCTURE The resource breakdown structure is a hierarchical representation of resources by category and type. Examples of resource categories include but are not limited to labour, material, equipment, and supplies. Resource types may include the skill level, grade level, required certifications, or other information as appropriate to the project. In Plan Resource Management, the resource breakdown structure was used to guide the categorization for the project. In this process, it is a completed document that will be used to acquire and monitor resources. 3.3.4 PROJECT DOCUMENTS UPDATES Project documents that may be updated because of carrying out this process include but are not limited to: Activity attributes: The activity attributes are updated with the resource requirements. Assumption log: The assumption log is updated with assumptions regarding the types and quantities of resources required. Additionally, any resource constraints are entered including collective bargaining agreements, continuous hours of operation, planned leave, etc. Lessons learned register: The lessons learned register can be updated with techniques that were efficient and effective in developing resource estimates, and information on those techniques that were not efficient or effective 4 ACQUIRE RESOURCES Acquiring Resources is the process of obtaining below mentioned resources which are necessary to complete project work e.g., Team members, Facilities, Equipment, Materials, Supplies, Any other resources. 4.1 INPUTS FOR ACQUIRING RESOURCES 4.1.1 PROJECT MANAGEMENT PLAN Resource management plan: It provides guidance on how to acquire resources for the project. Procurement management plan: It has information regarding resources that will be acquired from outside the project. Cost Baseline: It provides the overall budget for the project activities. 4.1.2 PROJECT DOCUMENTS Project schedule: It shows the activities and their planned start/end dates. Resource calendars: It shows who is available and when so the project manager can assign them to tasks. Resource requirements: Resource requirements identify which resources need to be acquired. Stakeholder register: It reveals stakeholders’ details, their needs, or expectations likeIdentification information - Name, organizational position, location and contact details, and role on the project. Assessment information - Major requirements, expectations, potential for influencing project outcomes, and the phase of the project life cycle where the stakeholder has the most influence or impact. Stakeholder classification - Internal/ external, impact/ influence/ power/ interest, upward/ downward/ outward/ sideward, or any other classification model chosen by the project manager. 4.1.3 • • • • 4.1.4 • • ENTERPRISE ENVIRONMENTAL FACTORS Existing information on organizational resources including availability, competence levels, and prior experience for team resources and resources costs. Marketplace conditions Organizational structure Geographic locations ORGANIZATIONAL PROCESS ASSETS Policies and procedures for acquiring, allocating, and assigning resources to the project. Historical information and lessons learned repository. 4.2 TOOLS & TECHNIQUES USED FOR THE ACQUIRING PROCESS 4.2.1 DECISION MAKING Voting - a collective decision-making technique Unanimity - everyone agrees on a single course of action. Majority - support obtained from more than 50% of the members of the group. A plurality – the largest block in a group decides, even if a majority is not achieved. Autocratic decision-making - one individual takes responsibility for the decision. Multicriteria decision analysis - uses a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas. 4.2.2 INTERPERSONAL AND TEAM SKILLS Negotiation - project management team may need to negotiate with Functional managers Other project management teams within the performing organization External organizations and suppliers 4.2.3 • • 4.2.4 PRE-ASSIGNMENT Physical or team resources for a project are determined in advance. May include team members already assigned in Develop Project Charter Process VIRTUAL TEAMS can be defined as groups of people with a shared goal who fulfil their roles with little or no time spent meeting face to face. virtual team model makes it possible to: • • • • • • • Form teams of people from the same organization Add special expertise to a project team staying in different geographic areas. Incorporate employees who work from home offices. Form teams of people who work different shifts, hours, or days. Include people with mobility limitations or disabilities. Move forward with projects that would have been held or cancelled due to travel expenses. Save the expense of offices and all physical equipment needed for employees. 4.3 OUTPUTS OF THE ACQUIRING RESOURCES PROCESS 4.3.1 • 4.3.2 • • 4.3.3 • • PHYSICAL RESOURCE ASSIGNMENTS Records to be maintained for the material, equipment, supplies, locations, and other physical resources that will be used during the project. PROJECT TEAM ASSIGNMENTS Records of the team members, their roles, responsibilities Project team directory, project organization charts, RESOURCE CALENDARS Identifies the working days, shifts, start and end of normal business hours, weekends, and public holidays when each specific resource is available. Also specify when and for how long identified team and physical resources will be available during the project. 4.3.4 • • • • 4.3.5 • • 4.3.6 • • • • • • 4.3.7 • • CHANGE REQUESTS may be required as a result ofcarrying out the Acquire Resources process (e.g. - impacts to the schedule) corrective or preventive actions are processed for review and disposition through the Perform Integrated Change Control process. PROJECT MANAGEMENT PLAN UPDATES Resource management plan: updated to reflect actual experience in acquiring resources for the project, including lessons learned in acquiring resources early in the project that will impact how resources are acquired later in the project. Cost baseline: updated to reflect changes because of the acquisition of resources for the project or any other reason. PROJECT DOCUMENTS UPDATES Lessons learned register. Project schedule Resource breakdown structure Resource requirements - to reflect resources acquired for the project. Risk register Stakeholder register ENTERPRISE ENVIRONMENTAL FACTORS UPDATES Resource availability within the organization Amount of the organization’s consumable resources that have been used. 4.3.8 • • 5 ORGANIZATIONAL PROCESS ASSETS UPDATES Updating of documentation related toAcquiring, assigning, and allocating resources DEVELOP TEAM Develop Team is the process of improving competencies, team member interaction, and the overall team environment to enhance project performance. Motivated employees, reduced attrition, and improved overall project performance. This process is performed throughout the project. Teamwork is a critical factor for project success, and developing effective project teams is one of the primary responsibilities of the project manager. Project managers should create an environment that facilitates teamwork and continually motivates the team by providing challenges and opportunities, providing timely feedback and support as needed, and recognizing and rewarding good performance. High team performance can be achieved by employing these behaviours: • • • • • • Using open and effective communication, Creating team-building opportunities, Developing trust among team members, Managing conflicts in a constructive manner, Encouraging collaborative problem solving, Encouraging collaborative decision making. Team members often have diverse industry experience, communicate in multiple languages, and sometimes work with a “team language” or cultural norm that may be different from their native one. The project management team should capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle, and promote working together interdependently in a climate of mutual trust. Objectives of developing a project team include: Improving the knowledge and skills of team members to increase their ability to complete project deliverables, while lowering costs, reducing schedules, and improving quality, Improving feelings of trust and agreement among team members to raise morale, lower conflict, and increase teamwork, Creating a dynamic, cohesive, and collaborative team culture to: (1) Improve individual and team productivity, team spirit, and cooperation (2) Allow cross-training and mentoring between team members to share knowledge and expertise Empowering the team to participate in decision-making and take ownership of the provided solutions to improve team productivity for more effective and efficient results. Models used to describe team development include five stages of development that teams may go through. Forming: This phase is where the team members meet and learn about the project and their formal roles and responsibilities. Storming: During this phase, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative or open to differing ideas and perspectives, the environment can become counterproductive. Norming: In this phase, team members begin to work together and adjust their work habits and behaviours to support the team. The team members learn 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 this 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 the Close Project. Project managers should have a good understanding of team dynamics to move their team members through all stages in an effective manner. 5.1 INPUTS FOR DEVELOPING TEAM PROCESS. 5.1.1 PROJECT MANAGEMENT PLAN Project management plan provides guidance on providing project team member rewards, feedback, additional training, and disciplinary actions because of team performance assessments. 5.1.2 PROJECT DOCUMENTS Project documents that can be considered as inputs for this process include: Lessons learned register - Lessons learned earlier in the project regarding developing the team can be applied to later phases in the project to improve team performance. Project schedule - The project schedule defines how and when to provide training to the project team and develop the competencies required at different phases. Project team assignments - Project team assignments identify the team and member roles and responsibilities. Resource calendars - Resource calendars identify times when the project team members can participate in team development activities. Team charter - The team charter is where the team operating guidelines are documented. The team values and operating guidelines provide the structure that describes how the team will operate together. 5.1.3 ENTERPRISE ENVIRONMENTAL FACTORS The enterprise environmental factors include: • • • 5.1.4 Human resource management policies regarding hiring and termination, employee performance reviews, employee development and training records, and recognition and rewards, Team member skills, competencies, and specialized knowledge, Geographic distribution of team members. ORGANIZATIONAL PROCESS ASSETS The organizational process assets include but are not limited to historical information and the lessons learned repository. 5.2 TOOLS AND TECHNIQUES 5.2.1 CO-LOCATION Colocation involves placing many or all the most active project team members in the same physical location to enhance their ability to perform as a team. Colocation can be temporary, such as at strategically important times during the project, or can continue for the entire project. Colocation strategies can include a team meeting room, common places to post schedules, and other conveniences that enhance communication and a sense of community. 5.2.2 VIRTUAL TEAMS 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. 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. 5.2.3 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. Examples of communication technology that may be used are: Shared portal - A shared repository for information sharing (e.g., website, collaboration software or intranet) is effective for virtual project teams. Video conferencing - Video conferencing is an important technique for effective communication with virtual teams. Audio conferencing - Communication within a team using audio conferencing is another technique to build rapport and confidence within virtual teams. Email/chat - Regular communication using email and chat is also an effective technique. 5.2.4 INTERPERSONAL AND TEAM SKILLS Interpersonal and team skills include: Conflict management - The project manager needs to resolve conflicts in a timely manner and in a constructive way to achieve a high-performing team. Influencing - An influencing skill used in this process is gathering relevant and critical information to address important issues and reach agreements while maintaining mutual trust. Motivation - Motivation is providing a reason for someone to act. Teams are motivated by empowering them to participate in decision making and encouraging them to work independently. Negotiation - Negotiation among team members is used to reach consensus on project needs. Negotiation can build trust and harmony among the team members. Team building - Team building is conducting activities that enhance the team’s social relations and build a collaborative and cooperative working environment. The objective of team-building activities is to help individual team members work together effectively. Team-building strategies are particularly valuable when team members operate from remote locations without the benefit of face-to-face contact. Informal communication and activities can help in building trust and establishing good working relationships. The project manager should continually monitor team functionality and performance to determine if any actions are needed to prevent or correct various team problems. 5.2.5 RECOGNITION AND REWARDS This process involves recognizing and rewarding desirable behaviour. The original plan for rewarding people is developed during the Plan Resource Management process. Rewards will be effective only if they satisfy a need that is valued by that individual. Reward decisions are made, formally or informally, during the process of managing the project team. People are motivated when they feel they are valued in the organization and this value is demonstrated by the rewards given to them. Most project team members are motivated by an opportunity to grow, accomplish, be appreciated, and apply their professional skills to meet new challenges. A good strategy for project managers is to give the team recognition throughout the life cycle of the project rather than waiting until the project is completed. 5.2.6 TRAINING Training includes all activities designed to enhance the competencies of the project team members. Training can be formal or informal. Examples of training methods include classroom, online, computer-based, on-the-job training from another project team member, mentoring, and coaching. 5.2.7 INDIVIDUAL AND TEAM ASSESSMENTS Individual and team assessment tools give the project manager and the project team insight into areas of strengths and weaknesses. These tools help project managers assess team members’ preferences, and aspirations, how they process and organize information, how they make decisions, and how they interact with people. Various tools are available such as attitudinal surveys, specific assessments, structured interviews, ability tests, and focus groups. These tools can provide improved understanding, trust, commitment, and communication among team members and facilitate more productive teams throughout the project. 5.2.8 MEETINGS Meetings are used to discuss and address pertinent topics for developing the team. It includes the project manager and the project team. Types of meetings are project orientation meetings, team building meetings, and team development meetings. 5.3 OUTPUTS FROM THE PROCESS 5.3.1 TEAM PERFORMANCE ASSESSMENTS Project management team makes formal or informal assessments of the project team’s effectiveness. Effective team development strategies and activities are expected to increase the team’s performance, which increases the likelihood of meeting project objectives. The evaluation of a team’s effectiveness may include indicators such as: Improvements in skills that allow individuals to perform assignments more effectively, Improvements in competencies that help team members perform better as a team, Reduced staff turnover rate, Increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performance. 5.3.2 CHANGE REQUESTS If change requests occur because of carrying out the Develop Team process or if recommended corrective or preventive actions impact any of the components of the project management plan or project documents, the project manager needs to submit a change request. 5.3.3 PROJECT DOCUMENTS UPDATES Project documents that may be updated because of carrying out this process include: Lessons learned register - The lessons learned register is updated with information on challenges encountered and how they could have been avoided as well as approaches that worked well for the development of the team. Project schedule - Activities to develop the project team may result in changes to the project schedule. Project team assignments - When team development results in changes to agree upon assignments, these changes are recorded in the project team assignments documentation. Resource calendars - Resource calendars are updated to reflect the availability of resources for the project. Team charter - The team charter may be updated to reflect changes to agreed-upon team operating guidelines that result from team development. 5.3.4 ENTERPRISE ENVIRONMENTAL FACTORS UPDATES Enterprise environmental factors that are updated because of the Develop Project Team process include: • • • 5.3.5 Employee development plan records, Skill assessments. ORGANIZATIONAL PROCESS ASSETS UPDATES Organizational process assets that are updated because of the Develop Team process includes Training requirements, and Personnel assessment. 6 MANAGE TEAM Manage Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. The key benefit of this process is that it influences team behaviour, manages conflict, and resolves issues. This process is performed throughout the project. Managing the project team requires a variety of management and leadership skills for fostering teamwork and integrating the efforts of team members to create high-performance teams. Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership. Project managers should provide challenging assignments to team members and provide recognition for high performance. The project manager needs to be sensitive to both the willingness and the ability of team members to perform their work and adjust their management and leadership styles accordingly. Team members with low-skill abilities will require more intensive oversight than those who have demonstrated ability and experience. 6.1 INPUTS FOR MANAGEMENT PLAN. 6.1.1 PROJECT MANAGEMENT PLAN Project management plan components include but are not limited to the resource management plan. The resource management plan provides guidance on how project team resources should be managed and eventually released. 6.1.2 PROJECT DOCUMENTS Project documents that can be considered as inputs for this process include but are not limited to: Issue log - Issues arise while managing the project team. An issue log can be used to document and monitor who is responsible for resolving specific issues by a target date. Lessons learned register - Lessons learned earlier in the project can be applied to later phases in the project to improve the efficiency and effectiveness of managing the team. Project team assignments - Project team assignments identify the team member roles and responsibilities. Team charter - The team charter provides guidance for how the team will make decisions, conduct meetings, and resolve conflict. 6.1.3 WORK PERFORMANCE REPORTS Work performance reports are the physical or electronic representation of work performance information intended to generate decisions, actions, or awareness. Performance reports that can help with project team management include results from schedule control, cost control, quality control, and scope validation. The information from performance reports and related forecasts assists in determining future team resource requirements, recognition and rewards, and updates to the resource management plan. 6.1.4 TEAM PERFORMANCE ASSESSMENTS The project management team makes ongoing formal or informal assessments of the project team’s performance. By continually assessing the project team’s performance, actions can be taken to resolve issues, modify communication, address conflict, and improve team interaction. 6.1.5 ENTERPRISE ENVIRONMENTAL FACTORS The enterprise environmental factors that can influence the Manage Team process include but are not limited to human resource management policies. 6.1.6 ORGANIZATIONAL PROCESS ASSETS The organizational process assets that can influence the Manage Team process include but are not limited to: • • • Certificates of appreciation, Corporate apparel, and Other organizational perquisites. 6.2 TOOLS AND TECHNIQUES FOR MANAGEMENT PLAN. 6.2.1 INTERPERSONAL AND TEAM SKILLS Interpersonal and team skills that can be used for this process include but are not limited to: Conflict management - Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict. Successful conflict management results in greater productivity and positive working relationships. When managed properly, differences of opinion can lead to increased creativity and better decision making. If the differences become a negative factor, project team members are initially responsible for their resolution. If conflict escalates, the project manager should help facilitate a satisfactory resolution. Conflict should be addressed early and usually in private, using a direct, collaborative approach. If disruptive conflict continues, formal procedures may be used, including disciplinary actions. The success of project managers in managing their project teams often depends on their ability to resolve conflict. Different project managers may use different conflict resolution methods. Factors that influence conflict resolution methods include: • • • • • Importance and intensity of the conflict, Time pressure for resolving the conflict, The relative power of the people involved in the conflict, The importance of maintaining a good relationship, and Motivation to resolve conflict on a long-term or short-term basis. There are five general techniques for resolving conflict. Each technique has its place and use: Withdraw/avoid - Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others. Smooth/accommodate - Emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others to maintain harmony and relationships. Compromise/reconcile - Searching for solutions that bring some degree of satisfaction to all parties to resolve the conflict temporarily or partially. This approach occasionally results in a lose-lose situation. Force/direct - Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. This approach often results to a win-lose situation. Collaborate/problem solve - Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win-win situation. 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: • • • • • • Focus on goals to be served, Follow a decision-making process, Study the environmental factors, Analyse available information, Stimulate team creativity, and Account for risk. Emotional intelligence - Emotional intelligence is the ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people. 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. Influencing - Because project managers often have little or no direct authority over team members in a matrix environment, their ability to influence stakeholders on a timely basis is critical to project success. Leadership - Successful projects require leaders with strong leadership skills. Leadership is the ability to lead a team and inspire them to do their jobs well. It encompasses a wide range of skills, abilities, and actions. Leadership is important through all phases of the project life cycle. There are multiple leadership theories defining leadership styles that should be used as needed for each situation or team. It is especially important to communicate the vision and inspire the project team to achieve high performance. 6.2.2 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS) Project management information systems can include resource management or scheduling software that can be used for managing and coordinating team members across project activities. 6.3 OUTPUTS FOR MANAGEMENT PLAN. 6.3.1 CHANGE REQUESTS When change requests occur because of carrying out the Manage Team process or when recommended corrective or preventive actions impact any of the components of the project management plan or project documents, the project manager needs to submit a change request. Change requests are processed for review and disposition through the Perform Integrated Change Control process. 6.3.1 PROJECT MANAGEMENT PLAN UPDATES Any change to the project management plan goes through the organization’s change control process via a change request. Components of the project management plan that may require a change request for the project management plan. 6.3.2 PROJECT DOCUMENTS UPDATES Project documents that may be updated because of carrying out this process. 6.3.3 ENTERPRISE ENVIRONMENTAL FACTORS UPDATES Enterprise environmental factors that are updated because of the Manage Team process include but are not limited to: • • Input to organizational performance appraisals, and Personnel skill 7 RESOURCE MANAGEMENT CONTROL RESOURCES Control Resources is 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. The key benefit of this process is ensuring that the assigned resources are available to the project at the right time and in the right place and are released when no longer needed. This process is performed continuously in all project phases and throughout the project life cycle. 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. The Control Resources process is concerned with physical resources such as equipment, materials, facilities, and infrastructure. Team members are addressed in the Manage Team process. 7.1 CONTROL RESOURCES: INPUTS. 7.1.1 PROJECT MANAGEMENT PLAN- The project management plan is the document that describes how the project will be executed, monitored controlled, and closed. It integrates and consolidates all of the subsidiary management plans baselines, and other information necessary to manage the project. The needs of the project determine which components of the project management plan are needed. 7.1.2 • • • • • • • • PROJECT DOCUMENTSProject documents that can be considered as inputs for this process include:Issue log- The issue log is used to identify issues such as lack of resources, delays in raw material supplies, or low grades of raw material. Lessons learned register- Lessons learned earlier in the project can be applied to later phases in the project to improve physical resource control. Physical resource assignments- The physical resource assignments describe the expected resource utilization along with details such as type, amount, location, and whether the resource is internal to the organization or outsourced. Project schedule- The project schedule shows the resources that are needed, when they are needed, and the location where they are needed. Resource breakdown structure- The resource breakdown structure provides a reference in case any resource needs to be replaced or reacquired during the course of the project. Resource requirements- Resource requirements identify the needed material, equipment, supplies, and other resources. Risk register- The risk register identifies individual risks that can impact equipment, materials, or supplies. 7.1.3 WORK PERFORMANCE DATA- Work performance data contains data on project status such as the number and type of resources that have been used. 7.1.4 AGREEMENTS- Agreements made within the context of the project are the basis for all resources external to the organization and should define procedures when new, unplanned resources are needed or when issues arise with the current resources. 7.1.5 • • • • ORGANIZATIONAL PROCESS ASSETSThe organizational process assets that can influence the Control Resources process includePolicies regarding resource control and assignment Escalation procedures for handling issues within the performing organization, and Lessons learned repository from previous similar projects 7.2 CONTROL RESOURCES: TOOLS AND TECHNIQUES. 7.2.1 DATA ANALYSIS. Data analysis techniques that can be used in this process include:Alternatives analysisAlternatives can be analyzed to select the best resolution for correcting variances in resource utilization. Alternatives such as paying additional overtime or additional team resources can be weighed against a late delivery or phased deliveries. Cost-benefit analysisThis analysis helps to determine the best corrective action in terms of cost in case of project deviations. Performance reviewsPerformance reviews measure, compare, and analyze planned resource utilization to actual resource utilization. Cost and schedule work performance information can also be analyzed to help pinpoint issues that can influence resource utilization. Trend analysisAs the project progresses, the project team may use trend analysis, based on current performance information, to determine the resources needed at upcoming stages of the project. Trend analysis examines project performance over time and can be used to determine whether performance is improving or deteriorating. 7.2.2 PROBLEM-SOLVING- Problem solving may use a set of tools that helps the project manager to solve problems that arise during the control resource process. The problem can come from inside the organization (machines or infrastructure used by another department in the organization and not released in time, materials that have been damaged because of unsuitable storage conditions, etc.) or from outside the organization (major supplier that has gone bankrupt or bad weather that has damaged resources). The project manager should use methodical steps to deal with problem solving, which can include:• • • • • • 7.2.3 Identify the problem- Specify the problem. Define the problem- Break it into smaller, manageable problems. Investigate- Collect data. Analyze- Find the root cause of the problem. Solve- Choose the suitable solution from a variety of available ones. Check the solution- Determine if the problem has been fixed. INTERPERSONAL AND TEAM SKILLS- Interpersonal and team skills, sometimes known as “soft skills,” are personal competencies. The interpersonal and team skills used in this process include: Negotiation - The project manager may need to negotiate for additional physical resources, changes in physical resources, or costs associated with the resources. Influencing- Influencing can help the project manager solve problems and obtain the resources needed in a timely manner. 7.2.4 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS) – The PMIS provides access to information technology (IT) software tools, such as scheduling software tools, work authorization systems, configuration management systems, information collection and distribution systems, as well as interfaces to other online automated systems such as corporate knowledge base repositories. Automated gathering and reporting on key performance indicators (KPI) can be part of this system. It can be used to monitor resource utilization which helps ensure that the right resources are working on the right activities at the right time and place. 7.2.5 Meetings- Meetings are used to discuss and address pertinent topics of the project when directing and managing project work. Attendees may include the project manager, the project team, and appropriate stakeholders involved or affected by the topics addressed. Each attendee should have a defined role to ensure appropriate participation. Types of meetings include but are not limited to kick-off, technical, sprint or iteration planning, Scrum daily standups, steering group, problemsolving, progress updates, and retrospective meetings. 7.3 OUTPUTS CONTROL RESOURCES. 7.3.1 WORK PERFORMANCE INFORMATION- Work performance information includes information on how the project work is progressing by comparing resource requirements and resource allocation to resource utilization across the project activities. This comparison can show gaps in resource availability that need to be addressed. 7.3.2 CHANGE REQUESTS When change requests occur as a result of carrying out the Control Resources process or when recommended, corrective, or preventive actions impact any of the components of the project management plan or project documents, the project manager needs to submit a change request. Change requests are processed for review and disposition through the Perform Integrated Change Control process. 7.3.3 PROJECT MANAGEMENT PLAN UPDATES- Any change to the project management plan goes through the organization’s change control process via a change request. Components that may require a change request for the project management plan include:• • • Resource management plan- The resource management plan is updated to reflect actual experience in managing project resources. Schedule baseline- Changes to the project schedule may be required to reflect the way project resources are being managed. Cost baseline- Changes to the project cost baseline may be required to reflect the way project resources are being managed. 7.3.4 PROJECT DOCUMENTS UPDATESProject documents that may be updated as a result of performing this process include :• • • Assumption log-The assumption log may be updated with new assumptions regarding equipment, materials, supplies, and other physical resources. Issue log-New issues raised as a result of this process are recorded in the issue log. Lessons learned register-The lessons learned register can be updated with techniques that were effective in managing resource logistics, scrap, utilization variances, and corrective actions that were used to respond to resource variances. • Physical resource assignments-Physical resource assignments are dynamic and subject to change due to availability, the project, organization, environment, or other factors. • Resource breakdown structure-Changes to the resource breakdown structure may be required to reflect the way project resources are being used. • Risk register- The risk register is updated with any new risks associated with resource availability, utilization, or other physical resource risks. 7.4 CONCLUSION Projects are a key way to create value and benefits in organizations. In today’s business environment, organizational leaders need to be able to manage with tighter budgets, shorter timelines, scarcity of resources, and rapidly changing technology. The business environment is dynamic with an accelerating rate of change. To remain competitive in the world economy, companies are embracing project management to consistently deliver business value. Effective and efficient project management should be considered a strategic competency within organizations. It enables organizations to:i) Tie project results to business goals, ii) Compete more effectively in their markets, iii) Sustain the organization, and iv) Respond to the impact of business environment changes on projects by appropriately adjusting project management plans.