ASSIGNMENT 01.
THE REPORT TOPIC: RESOURCE MANAGEMENT
CVL 771
CONSTRUCTION PROJECT MANAGEMENT.
ROLL NUMBERS:
……(Captain)
2023CET2751.
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……
……
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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.
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2.3.2
Identification of resources
Acquiring resources
Roles and responsibilities
Project organization charts
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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:
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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.
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3.3.3
Resources used to develop the
estimate.
Assumptions associated with the
estimate.
Known constraints.
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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
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4.1.4
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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
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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:
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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
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4.3.2
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4.3.3
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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
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4.3.5
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4.3.6
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4.3.7
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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
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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:
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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:
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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:
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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:
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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:
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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:
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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:
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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
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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
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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:•
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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:•
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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 :•
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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.
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Physical resource assignments-Physical resource assignments are dynamic and subject to
change due to availability, the project, organization, environment, or other factors.
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Resource breakdown structure-Changes to the resource breakdown structure may be
required to reflect the way project resources are being used.
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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.