Construction Project Management CIVE 4221

Project Resource Management

Lecturer – Dr. Ramez

Contents of Project Resource Management

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1- Plan Resource Management

▪ 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.
▪ Resource planning is used to determine and identify an approach to ensure that
sufficient resources are available for the successful completion of the project

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“

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Tools & Techniques – Data Representation (Hierarchical Charts)

1.Work Breakdown Structure (WBS)

Breaking work into smaller tasks is a common productivity technique used to make the work more
manageable and approachable. For projects, the Work Breakdown Structure (WBS) is the tool
that utilizes this technique and is one of the most important project management documents. It
singlehandedly integrates scope, cost and schedule baselines ensuring that project plans are in
alignment

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Example of WBS

FIGURE - PHASE BASED WORK BREAKDOWN STRUCTURE

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Tools & Techniques – Data Representation (Hierarchical Charts)

2.Organizational Breakdown Structure

▪ Organizational Breakdown Structure, or sometimes known as Organization Chart, is a widely
used project management tool for representing project organization. It typically begins with
the project sponsor, and with all key stakeholders included. In presenting the organization
structure, consider the organization or group that is requesting the project and the level of
their sponsorship and authority.

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Example of OBS

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Tools & Techniques – Data Representation (Hierarchical
Charts)
3.Resource Breakdown Structure (RBS)
▪ Let's say you want to open your own salon and spa. Where do you begin? What do
you need? These types of questions are asked everyday by people that either want
to start or may already have their own businesses. Some with new businesses may
still be unsure of what they need to begin operating efficiently. The answers to
these questions come in the form of a resource breakdown structure.

▪ A resource breakdown structure (RBS) can be defined as a hierarchical model

that is used to identify, list, and break down the resources used in facilitating and
completing a project. Let's take a look at how a RBS can help when attempting to
identify resources, as well as estimating the base cost for a project.
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Resource Breakdown Structure (RBS)
Example:

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Tools & Techniques – Data Representation (Hierarchical
Charts)
4. Assignment Matrix.
A Responsible, Accountable, Consulted (RAM) shows the project resources
assigned to each work package. It is used to illustrate the connections
between work packages, or activities, and project team members. On larger
projects, RAMs can be developed at various levels.

A RAM is also called a Responsible, Accountable, Consulted, and Informed

(RACI) matrix.

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Example of Assignment Matrix (RACI):

PM / Site
Engineer
•Responsible: Those who do the work to achieve the task. There is typically one role with a participation type of
Responsible, although others can be delegated to assist in the work required.
PM
•Accountable: The one ultimately accountable for the correct and thorough completion of the deliverable or task,
and the one to whom Responsible is accountable. In other words, an Accountable must sign off (Approve) on work
that Responsible provides. There must be only one Accountable specified for each task or deliverable.

•Consulted: Those whose opinions are required; and with whom there is two-way communication.
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•Informed: Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and
with whom there is just one-way communication. Owners, Authorities
PLAN RESOURCE MANAGEMENT: OUTPUTS

1. The resource management plan

"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 physical resource management plan"

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•Identification of Resources
A simple list of resources, for even the smallest projects, ensures that nothing gets forgotten.

•Acquiring resources
Once you know which resources you need, you must decide how to obtain
them. Outsourcing resources like heavy equipment is usually a major consideration. Where
will they be purchased? When and how will they be purchased? Who will purchase them?

•Roles and Responsibilities

The project team roles which are required to complete the project are identified. The
authority and responsibility level of each role is defined. And the competence level (for
example, junior, intermediate, or senior) is determined. Any special expertise required is
identified as well.

•Project organization charts

The organization charts serve as the hierarchical definition of the project team, and
communicates the roles and responsibilities of everyone involved in the
project. Subcontractors and consultants are often communicated on the organization chart
as well.

•Project team resource management 15

This section provides guidance on how the project resources will be acquired, managed, and
eventually released.
•Training
Most projects require ongoing training for team members, to develop knowledge that is
crucial to the outcome of the project.

•Team development
Humans are not like other resources in that they wish to leave the project with more career
prospects than when they arrived. This takes the form of knowledge, expertise, and
skills. If not developed, the project team members will leave before the project finishes,
taking their expertise with them.

•Resource control
Tools, equipment, materials, and supplies need to be tracked to ensure they arrive on
time. They need to be inventoried and inspected to ensure they will perform the task
required.

•Recognition plan
Unlike other resources, human beings need recognition for work performed. When the
project is complete, and at regular intervals throughout the project, the project team needs
to be rewarded for their work.
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PLAN RESOURCE MANAGEMENT: OUTPUTS
2. TEAM CHARTER

The team charter establishes clear expectations

regarding acceptable behavior by project team
members. Early commitment to clear guidelines
decreases misunderstandings and increases
productivity.
A team charter is a living document that serves as a
North Star for a team or project. It articulates your
team’s mission, scope of operation, objectives, and
commitment. For a project, it can also spell out a
timeframe and its consequences. The most effective
team charters detail a team’s focus, direction, and 17
boundaries. It reduces confusion, duplication, and
repetition.
TEAM CHARTER EXAMPLE

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2- 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.

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Tools & Techniques : Bottom Up Estimating
Bottom-up estimating involves the estimation of work at the lowest possible level of detail.
These estimates are then aggregated in order to arrive at summary totals. By building
detailed cost and time estimates for a work package, the probability of being able to meet
the estimated amounts improves substantially.

All projects should include some form of bottom up estimating, even if

other methods are used. It would be too easy to miss components of
the estimate if you did not consider each task individually to ensure
every tool, piece of equipment, or labor hour was accounted for at the
task level.

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Tools & Techniques:
Analogous estimating
Analogous estimating is the act of
using former projects to estimate how
long or how much a current project will
take or cost. In other words, it is a
technique that centers on comparison.
This means that the more data that is
available, the better the estimate will be.
Parametric Estimating
Parametric estimating is a project
estimation technique whereby a unit rate is
used and multiplied by the number of units.
•A house building project is
estimated at $120 per square
foot
•A contractor must bid at
least $5,000 per day
•A engineer requires a fee
of $10,000 per drawing
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Example
Let’s say you are building a fence.
The project has two tasks:
•Set posts
•Build fence

You head to google before starting the project and

discover that the local hardware store suggests a
fencepost cost of roughly $75/post. Since there are 10
posts, that equates to $750. This is called
a parametric estimate.
Next, your colleague, who built a fence last month tells
you that their fence cost about $5,000 (excluding the
fenceposts) for a fence that was 100 feet long. Thus,
since your fence is half as long, it would cost roughly
$2,500. This is an analogous estimate.
For the entire project, we add the two together. This is
called bottom up estimating and results in the overall
project cost 23
Tools & Techniques: Data analysis: Alternatives analysis
Resources usually come with many alternatives and you should not underestimate the
different options at your disposal to carry out the work.
Here are a few examples:
•Rent vs. Buy. This is a common scenario whereby you must choose between paying an
hourly or daily rental fee or making a one time purchase. Often your project can’t by itself
justify the cost of purchasing the equipment, but a small future use by the organization in the
future can push the decision into the buy side.
•Type of Equipment. You need to analyze each piece of equipment to determine if a
different, cheaper one can do the job. For example, you need to lift some concrete blocks,
but do you need a crane or can an excavator lift them?
•Type or Quality of Expertise. Often you can change the type of labor you use, or
substitute unskilled labor. For example, a concrete finisher can drive the bus while the bus
driver is on holidays
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Estimate Activity Resources: Outputs

1.Resource requirements

Professional estimators use several techniques to estimate the resources required for
a task.
To estimate the resources required for each task, proceed through this checklist,
ignoring the ones that do not apply to your project.

1. Bottom up Estimating
2. Expert Judgment
3. Alternatives
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 2. BASIS OF ESTIMATE (BOE)

A BOE includes the following content:

Work Breakdown Structure (WBS) element number and title

Statement of Work (SOW) requirement being addressed (where applicable)
Technical activities required to meet the SOW requirement
Task description including the disciplines required to perform the scope(the description of tasks and the
technical approach shall be consistent with other parts of the proposal)
WBS element/task contract deliverables
Planned risk mitigation activities (where applicable)
A staffing plan to show the ramp up and roll off of resources over the period of performance.
Recurring/Nonrecurring effort will be segregated where required (separate BOEs for NR/REC not
mandatory)
Estimating methods. Provide methods and calculations, used to develop the specific estimate
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Estimate Activity Resources: Outputs

3. Resource breakdown structure

▪ A resource breakdown structure is a list of the resources that will be required to

execute your project. The list is broken down by function and type, and at the very
least will cover the people needed to complete a project successfully. However, at
its most thorough, it will include anything you spend money on for the project,
such as people, project management tools, equipment, materials, even fees and
licenses.

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ACQUIRE RESOURCES - OVERVIEW

➢ Finding right resources for the right position on the

project follow normal hiring process specific to
project.

➢ Negotiate with line managers to get required internal

resources.

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Definition !

➢ Acquire Resources is the process of obtaining team members,

facilities, equipment, materials, supplies, and other resources
necessary to complete project work.

➢ The key benefit of this process is that it outlines and guides the
selection of resources and assigns them to their respective
activities.

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TOOLS AND TECHNIQUES

1. DECISION MAKING
Project Decision Making is
the process whereby the
project leader and project
team decide upon project
strategy, tactics, and
acceptable actions. For
Project Stakeholders, the
decisions normally concern 32
project boundaries.
EXAMPLE OF DECISION MAKING

For example, using Decision Making

Techniques for choosing team members
to work on a project could be based on
the following criteria:
▪ The skills, knowledge and
experience of a candidate
▪ Available at the times required by
the project
▪ Whether the cost will fit within the
project budget
▪ Attitude towards the project or
other team members
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OUTPUTS

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4- DEVELOP TEAM - Definition

➢ Develop Team is the process of improving competencies, team member

interaction, and the overall team environment to enhance project performance.

➢ The key benefit of this process is that it results in improved teamwork,

enhanced interpersonal skills and competencies, motivated employees,
reduced attrition, and improved overall project performance. This process
is performed throughout the project.

➢ Project managers require the skills to identify, build, maintain, motivate, lead,
and inspire project teams to achieve high team performance and to meet the
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project’s objectives.
Develop Team

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Develop Team -> T&T -> Interpersonal and Team Skills

➢ Interpersonal Team Skills are the soft skills of the project manager and can make a
significant difference in how project teams react and perform.
➢ PM should anticipate team action, understand their concerns and address any open
issues.
➢ PM team can use emotional intelligence to reduce tension.
➢ Soft skills include:
• Conflict management- will be explained in next part of Managing Team
• Influencing
• Motivation
• Negotiation
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• Team building-will be explained on next slide
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5 - Manage Team -> Definition

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Manage Team -> ITTO -> T&T

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Manage Team -> T&T -> Interpersonal and Team Skills -> Conflicts

➢ Conflict can arise from lack of required resource, confusing or pressing schedules, and
personal work styles.
➢ Conflict can be managed by using ground rules, communication and clear role
definition.
➢ PM must focus on issues (not people), and the present rather than past.
➢ When conflict is efficiently managed, the results is greater productivity and better
working environment, improved decision making.
➢ Conflict should be addressed immediately before it burst forth into a large escalation.
➢ PM needs to address conflicts using privacy (when possible) and a collaborative
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approach.
Manage Team -> T&T -> Interpersonal and Team Skills -> Decision Making

➢ Decision Making 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.

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Manage Team -> T&T -> Interpersonal and Team Skills ->
Emotional Intelligent

➢ Emotional intelligent 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

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concerns, and following up on their issues.
Manage Team -> T&T -> Interpersonal and Team Skills ->
Influencing
➢ Because project mangers often have little or not direct authority over team
members in a matrix environment, their ability to influence stakeholders on a
timely basis is critical to project success.
➢ Key influencing skills include:
• Ability to be persuasive;
• Clearly articulating points and positions;
• High levels of active and effective listening skills;
• Awareness of, and consideration for, the various perspective in any situation; and

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Manage Team -> T&T -> Interpersonal and Team Skills -
> 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.
➢ 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.

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Manage Team -> T&T -> Output…

➢ Change requests-we might need to make changes to move people, outsource,

acquire and replace team members

Project management plan updates-issue log, lessons learned register, roles

and staff assignments may be updated

Enterprise environmental factors update-personnel skills should be updated

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 6 - 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.

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Thank you!