Planning Resource Management Slides

Project Resource Management
Planning Resource Management
Casey Ayers • PMP® • MBA

CaseyAyers.com | @caseyayers
linkedin.com/in/caseyayers
PMP® is a registered mark of the Project Management Institute, Inc.

Preparing for the PMP® Exam
Organizational
Influences & Project Project Scope Developing Project Quality
Management Lifecycle Management Project Schedules Management
Project Integration Project Schedule Project Cost

Management Management Management
Introduction to Project
Management & the PMP Exam
Preparing for the PMP® Exam
Organizational
Influences & Project Project Scope Developing Project Quality
Management Lifecycle Management Project Schedules Management
Project Integration Project Schedule Project Cost Project Resource

Management Management Management
Management
Introduction to Project
Management & the PMP Exam
Course Overview

Estimating Activity Resources
Acquiring Project Resources
Developing Project Teams
Managing Project Teams
Controlling Project Resources
Module Overview
The Resource Management Lifecycle
A Tour of Project Resource Management
The Resource Management Plan
Organizational Charts
Plan Resource Management Process
Components
Projects require a wide variety of people

•
Different talents, roles and responsibilities

•
May work on the project part or full time

•
May stay on project team throughout or for a portion of time

•
Other kinds of resources include equipment, materials,

workspaces, and infrastructure
•
Resources may come from the organization, from the project

team, or from outside sources
•
Resources may be generated, refined, transformed, or utilized

by either the project team or external partners
•
Many administrative similarities in management of

human and other resources
•
Human resource management requires focus on

understanding and development
•
Key differences in efficiency and value questions

depending on resource type
Number of team members
Project charter is created

Project
•
Broad project objectives defined

Initiation •
Rough estimates of budget, timeline drafted

•
Key personnel identified

Project
•
Project activities defined

Project Planning
Initiation
•
Work breakdown structure created

•
Better resource, time, cost estimates generated

Project
Execution
Project
•
Work to satisfy project objectives

Project Planning officially begins
Initiation •
Additional product specialists and

front-line workers join team
Project
Project Closure
Execution
Project
Project Planning
Initiation
•
Project work concludes when

deliverables are approved & accepted
Project
Project Closure
Execution
Project
Project Planning
Initiation
•
Project team
adjourns
Project
Project Closure
Level of Resources Deployed
Execution
Project
Project Planning
Initiation
Project
Adjournment
Curve also applies to many other kinds of resources

involved in project work
Project & Management Teams
Project & Management Teams
Project Team: All persons involved in the project’s work

•
Project Management Team: Subset of project team focused

on leadership and administrative tasks. May consist of just the
PM or encompass the whole project team
HR-Related Roles of the Project Manager
•
Influencer •
Leader
•
Shape and control factors that impact •
Uphold professional and

project team: ethical standards for the
project team
Work environment
•
Political environment
•
Geographical factors
•
Cultural considerations
•
Set guidelines and serve as

Communication standards
•
Organizational factors
•
an example to others
A Tour of Project Resource Management
Project Resource
Plan Resource Management Planning
•
Management
•
Determine what roles must be

filled and what other resources
are required on the project
•
Define each resource’s role and

responsibilities
Project Resource
•
Management
•
Describe required skills/attributes

for roles
•
Determine supervisory structure

Project Resource
Estimate Activity Resources Planning
•
Management
•
Determine resource needs based

on understanding of requirements
•
Ties closely to estimating activity

costs and durations
Project Resource
Acquire Resources Executing
•
Management
•
Confirm availability of
necessary resources
Secure team members needed
to meet project objectives
Project Resource
Develop Team Executing
•
Management
•
Improve team member

•
interaction and competencies

Foster a productive team
•
environment
Project Resource
Manage Team Executing
•
Management
•
Track team performance

•
Provide useful feedback

•
Moderate/resolve conflicts
•
Manage impact of changes

•
Monitoring & Project Resource
Control Resources
• •
Controlling Management
Ensure availability and adequacy

•
of resources to meet project

objectives
Assess whether resources are
•
efficiently and effectively allocated

“ …the process of defining how to
estimate, acquire, manage, and
use team and physical resources
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017, Page 312
Project Resource
•
Management
•
Ensures appropriate resources

are in place to accomplish
project goals
Project Resource
•
Management
•
What skills and resources are

needed to complete project
objectives?
•
What candidates possess these

skills? Which resources have the
correct attributes?
Project Resource
•
Management
•
Which are available and which

are most cost effective?
•
Which best fit the project team?

•
Which resources may be scarce

or subject to competitive
demand?
Project Resource
•
Management
•
Human resources often…

•
One of the greatest project cost

components
•
One of the most important

factors in project success
•
Impact schedule, risk, quality,

cost, and other project factors
Project Resource
•
Management
•
Other project resources…

•
May be developed internally

or come from external sources
•
May be used as is or be
subject to refinement
•
Impact schedule, risk, quality,

cost, and other project factors
Identification of Resources:
•
Procedures for defining and

quantifying necessary…
•
Human resources
•
Physical resources
Acquiring Resources:
•
Strategies and policies for the

acquisition of team members and
other resources
Roles & Responsibilities:

•
Outline roles and responsibilities,

define necessary competencies
and levels of authority
Project Organization Charts:

•
Graphical display of team members

•
Shows reporting relationships,

groupings by function or other method
•
May have varying levels of formality and

detail depending on project needs
Project Team Resource

Management:
•
Outlines how and when team

members are brought in to project
•
Indicates how staffing and

management should take place
•
Details how members should be

released as their work is completed
Training Needs:
•
What team member

competencies must be
developed through training?
•
What certifications may be

helpful or required for team
members to fill project roles?
Team Development:
•
What activities can help

develop the overall team?
•
What training or
communication may be
necessary for all team
members?
•
Resource Calendars:
•
What working days and shifts

are possible for project work?
•
How will resources be

allocated?
•
How many team members, and

what resource attributes, are
needed to complete activities?
Recognition and Rewards:

•
Enhances morale and

productivity by incentivizing
conduct helpful to project
•
Should be designed to reward

performance under the control
of team members
Outline team member roles,

responsibilities and relationships
•
Three key types:

•
Hierarchical
•
Matrix
•
Text-Oriented
Hierarchical Organizational Charts
Most common organizational chart

•
Displays positions, relationships in a

top-down format
•
Similar in structure to WBS or RBS

•
Often referred to as an
Organizational Breakdown Structure
(OBS)
Matrix-based Organizational Charts
Responsibility Assignment Matrix

•
Shows relationship between

team members and activities Activity A Activity B Activity C
Often takes a RACI chart form: Bob R C A

Responsible
•
Sally A R C
Accountable
•
Consult
•
Tom I A R
Inform
•
Text-oriented Organizational Charts
Provides more information than

can typically be housed in
hierarchical or matrix formats
•
Position descriptions, role-

responsibility-authority forms
among types of text-based
organizational documents
Plan Resource Management
Process Components
Project Resource
•
Management
•
Inputs Tools & Techniques Outputs

Project Charter Expert Judgment Resource
Management Plan
Project Management Data Representation Team Charter
Plan
Project Documents Organizational Theory Project Documents
Updates
Enterprise Meetings
Environmental Factors
Organizational Process
Assets
Process Inputs
Plan Resource Management Inputs
•
T&Ts Outputs
•
Project Charter
•
Outlines milestones, lists key

•
stakeholders, and defines financial

resources available to project
May indicate project manager’s
•
authority to procure resources

•
T&Ts Outputs
•
Project Management Plan

•
Quality Management Plan

•
Describes type and grade of

•
resources necessary to achieve

quality goals
•
T&Ts Outputs
•
Project Management Plan

•
Scope Baseline
•
Describes deliverables that must

•
be generated by project team,

influencing resource requirements
•
T&Ts Outputs
•
Project Documents
•
Project Schedule
•
Indicates when resources will be

•
required
Requirements Documentation
•
Defines type and amount of

•
resources necessary
•
T&Ts Outputs
•
Project Documents
•
Risk Register
•
Describes threats and opportunities

•
that influence resource planning

Stakeholder Register
•
Lists stakeholders who may have

•
influence, impact, or interest in

resource-related topics
•
T&Ts Outputs
•
Enterprise Environmental Factors

•
Organizational culture and structure

•
Geographic distribution of resources

•
Ability, availability of existing resources

•
Marketplace conditions
•
•
T&Ts Outputs
•
Organizational Process Assets

•
Resource policies/procedures
•
Safety and security policies

•
Resource management templates

•
Historical information
•
Process Tools & Techniques
•
T&Ts Outputs
•
Expert Judgment
•
Helpful in determining…
•
What roles are needed on the project

•
What skills are needed for each role

•
What level of labor effort is needed

•
What reporting relationships should exist

•
•
T&Ts Outputs
•
Expert Judgment
•
•
How much time should be allowed for

•
acquisition of labor and training

What risks and limitations may exist
•
(retention, release and regulatory)

•
T&Ts Outputs
•
Expert Judgment
•
•
Lead times and other resource

•
acquisition considerations
Management strategies for
•
procurement and logistics partners

•
T&Ts Outputs
•
Data Representation
•
Documents, visualizes team member roles and

•
responsibilities
Hierarchical charts: Graphical, top-down
•
representation of element relationships

Work breakdown structure
•
Organizational breakdown structure

•
Resource breakdown structure

•
•
T&Ts Outputs
•
Data Representation
•
Matrix-based charts: Useful in describing

•
relationship of team members to activities. RACI

chart one of most-used versions
Text-oriented formats: Include more
•
information, such as position descriptions, not

easily included in graphical formats
•
T&Ts Outputs
•
Organizational Theory
•
Explores behavior of people and teams

•
Can lead to savings in time, cost and effort on

project work
Effective tactics vary by organization and project
May need to adapt as project work progresses
•
T&Ts Outputs
•
Meetings
•
Identify good work being accomplished

•
Discover gaps and underperformance

•
Share best practices used on similar projects

•
Help improve project productivity

•
Collect lessons learned

•
Process Outputs
•
T&Ts Outputs
•
Resource Management Plan

•
Outlines human resources should be

•
defined, acquired, developed, managed and

released from project obligations
Describes training, development, and
•
recognition plans for human resources

•
T&Ts Outputs
•

•
Outlines requirements for physical

•
resources, infrastructure, equipment, and

facilities, as well
Specifies control policies and procedures
•
•
T&Ts Outputs
•

•
Roles and Responsibilities:

•
Role
•
Authority
•
Responsibility
•
Competency
•
•
T&Ts Outputs
•

•
Project Organization Charts

•
Hierarchical
•
Matrix-based
•
Text-based
•
•
T&Ts Outputs
•
Team Charter
•
Declares team values, rules, and guidelines

•
Team values
•
Communication guidelines
•
Decision-making criteria
•
Conflict resolution procedures

•
Meeting procedures
•
Team agreements
•
•
T&Ts Outputs
•
Project Documents Updates

•
Assumption log
•
Risk register
•
Module Review:
Planning Resource Mgmt

Human resources, equipment, materials, workspaces,
and infrastructure required to meet project objectives
Resource usage typically most intense at the peak of
project execution
Plans for resource acquisition, development, utilization,
and release are central to resource management
Module Review:

Identification of resources
Acquiring resources
Roles and responsibilities
Project organization charts
Resource management and control
Module Review:

Training needs
Team development
Resource calendars
Recognition and rewards
Module Review:

Inputs: Project charter, project management
plan, project documents, EEFs & OPAs
Tools & Techniques: Expert judgment, data
representation, organizational theory, meetings
Output: Resource management plan, team
charter, project documents updates
Estimating Activity Resources

Planning Resource Management Slides

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Project Resource Management

Planning Resource Management

Casey Ayers • PMP® • MBA

PMP® is a registered mark of the Project Management Institute, Inc.

Project Integration Project Schedule Project Cost

Project Integration Project Schedule Project Cost Project Resource

Planning Resource Management

Projects require a wide variety of people

Diﬀerent talents, roles and responsibilities

May work on the project part or full time

May stay on project team throughout or for a portion of time

Other kinds of resources include equipment, materials,

Resources may come from the organization, from the project

Resources may be generated, refined, transformed, or utilized

Many administrative similarities in management of

Human resource management requires focus on

Key diﬀerences in eﬃciency and value questions

Project charter is created

Broad project objectives defined

Rough estimates of budget, timeline drafted

Key personnel identified

Project activities defined

Work breakdown structure created

Better resource, time, cost estimates generated

Work to satisfy project objectives

Additional product specialists and

Project work concludes when

Curve also applies to many other kinds of resources

Project Team: All persons involved in the project’s work

Project Management Team: Subset of project team focused

Shape and control factors that impact •

Uphold professional and

Set guidelines and serve as

Determine what roles must be

Define each resource’s role and

Describe required skills/attributes

Determine supervisory structure

Determine resource needs based

Ties closely to estimating activity

Improve team member

interaction and competencies

Track team performance

Provide useful feedback

Manage impact of changes

Ensure availability and adequacy

of resources to meet project

eﬃciently and eﬀectively allocated

Ensures appropriate resources

What skills and resources are

What candidates possess these

Which are available and which

Which best fit the project team?

Which resources may be scarce

Human resources often…

One of the greatest project cost

One of the most important

Impact schedule, risk, quality,

Other project resources…

May be developed internally

Impact schedule, risk, quality,

Procedures for defining and

Strategies and policies for the

Roles & Responsibilities:

Outline roles and responsibilities,