PROJECT RESOURCE MANAGEMENT

Mohamed Seleam Abou Hatab

PMP, PMI-RMP, PMI-SP, PMI-PBA
Sr. Project Management Consultant
 POWER AND INFLUENCE THEORIES

three types of positional power – legitimate, reward, and coercive – and two sources of personal power – expert and referent (your personal appeal
and charm). using personal power is the better alternative

these are based on the different ways that leaders use power and influence to get things done.
 Human Behavioral Theories

 Maslow's Hierarchy of Human Needs

 Expectancy theory
 Theory Z
 Herzberg's Theory of Motivation
 McGregor's Theories :
 Theory X
 Theory Y 3
Maslow’s Hierarchy of Needs

Self-Actualization : Need to grow and use abilities to the

fullest and most creative extent

Esteem : Power Need for respect, prestige,

recognition, sense of competence

Social : Need for love, affection, sense of

belonging

Safety : Need for security, protection

and stability

Physiological Need for biological 4

maintenance (food, water etc.)

 THEORY Z

• A JAPANESE MANAGEMENT STYLE MOTIVATIONAL THEORY

• BASED ON THE WORK OF W. EDWARDS DEMING
• PROPOSED BY DR. WILLIAM OUCHI
• FOCUS ON STABLE EMPLOYMENT (JOB FOR LIFE)
• FOCUS ON INCREASING LOYALTY BY CARING ABOUT THEIR WELL BEING IN/OUT OF JOB.
• TRIES TO KEEP EMPLOYEES’ MORALE AND SATISFACTION HIGH.
 HERZBERG'S MOTIVATIONAL THEORY
 HERZBERG HAD TWO MAIN AREAS FOR WORKPLACE SUCCESS. THE FIRST WAS

HYGIENE, WHICH FOCUSES MAINLY ON AREAS ASSOCIATED WITH THE WORKPLACE FACTORS, SUCH AS A SAFE
WORK ENVIRONMENT, STEADY PAY, AND A STABLE JOB ARE EXAMPLES OF HYGIENE.

MOTIVATION AGENTS WERE HIS SECOND AREA OF FOCUS, WHICH DEALS WITH THE NON-FINANCIAL
CHARACTERISTICS OF WORK. EXAMPLES CAN INCLUDE THE OPPORTUNITY TO IMPROVE AND DO MORE, EDUCATION,
AND RESPONSIBILITY.
 THEORY X
• HUMAN MOTIVATION THEORY BY DOUGLAS
MCGREGOR, 1960 -
• MANAGEMENT ASSUMED EMPLOYEES ARE
LAZY AND HATE WORK.
• EMPLOYEES WILL AVOID WORK
• EMPLOYEES ARE ONLY AFTER $$
• MANAGERS BLAME & PUNISH
• MANAGER’S JOB IS TO STRUCTURE AND
ENERGIZE EMPLOYEES.
 THEORY Y

• ASSUMES OPPOSITE OF THEORY X.

• EMPLOYEES ENJOY THEIR PHYSICAL AND MENTAL WORK.
• EMPLOYEES MIGHT BE AMBITIOUS & SELF MOTIVATED
• MANAGERS ASSUME THAT IF GIVEN THE RIGHT
CONDITIONS, PEOPLE WILL DO WELL, WHICH IS THE
MOTIVE.
CONFLICTS … BAD?

 CONFLICTS PROVIDE AN OPPORTUNITY FOR THE

PROJECT TO IMPROVE.

 A CONFLICT IN UNAVOIDABLE TO HAPPEN DUE TO

INTERACTION
 CAN BE BENEFICIAL
 SOLVED BY IDENTIFYING CAUSES AND PROBLEM
SOLVING BY INVOLVED PEOPLE + THEIR
IMMEDIATE MANAGER.

 PM MUST BE PROACTIVE, LOOK FOR PROBLEMS &

SOLVE THEM BEFORE THEY IMPACT PROJECT.
 COMMON CAUSES OF CONFLICTS

SCHEDULE
PROJECT PRIORITIES
RESOURCES
TECHNICAL OPINIONS
 ADMIN PROCEDURES
 COST
 PERSONALITY

11
 RESOLVING CONFLICTS .. RIGHT ..

 RULE OF THUMB CONFLICTS ARE BEST RESOLVED BY THOSE INVOLVED IN THE CONFLICT!

 PM SHOULD TRY TO SOLVE THE PROBLEM IF S/HE HAS THE AUTHORITY

 IF NOT, PM MAY CALL IN SENIOR MANAGEMENT.

 EXCEPTION IS WITH ETHICS AND BREAKING THE LAW, PM MUST FLY OVER THE HEAD OF THE PERSON IN CONFLICT.

 TIP! IN SITUATIONAL QUESTIONS, ALWAYS ASK YOURSELF:

 WHO HAS DIRECT AUTHORITY OVER THE SITUATION?
 WHAT IS GOING TO BE IN CUSTOMER’S DIRECT INTEREST?
 Methods of Managing Conflict

• Withdrawal (avoidance)

•Smoothing

•Compromising (bargaining)

• Forcing

•Problem Solving (confrontation) /

Collaborating

13
 CONFLICT MANAGEMENT
"It seems that the real problem here is not a lack of communication. but a lack of knowledge of
Problem
what needs to be done and when. Here is a copy of the project schedule. It should help you
understand what you need to know.” Solving
"Do it my way!" Forcing
"Let's calm down and get the job done!" Smoothing
"Let us do a little of what both of you suggest? " Compromising
"lets deal with this issue next week" Withdrawal
"Mary and Steve, both of you want this project to cause as little distraction to your departments as
possible. With that in mind, lam sure we can come to an agreement on the purchase of equipment and Smoothing
what is best for the project."
" We have talked about new computers enough. I do not want to get the computers and that is it!" Forcing
"Mary, you say that the project should include the purchase of new computers and Steve, you say that
the project can use existing equipment. I suggest we perform the following test on the existing equipment
Problem
to determine if it needs to be replaced." Solving
"Since we cannot decide on the purchase of new computers. we will have to wait until our meeting next
month." Withdrawal
"Mary, what if we get new computers for the design activity on the project and use the existing
computers for the monitoring functions?" Compromising 14
 TUCKMAN LADDER
ONE OF THE MODELS USED TO DESCRIBE TEAM DEVELOPMENT IS THE TUCKMAN
LADDER

Forming. This phase is where Storming. During this phase, the Norming. In this phase, team members Performing. Teams that Adjourning. In this phase, the
the team members meet and learn team begins to address the project work, begin to work together and adjust their reach the performing stage team completes the work and
about the project and their formal technical decisions, and the project work habits and behaviors to support the function as a well-organized moves on from the project. This
roles and responsibilities. management approach. team. The team members learn to trust unit. They are interdependent typically occurs when
each other. and work through issues staff is released from the project
smoothly and effectively. as deliverables are completed or
as part of the Close Project or
Phase process.
 KEY CONCEPTS
 Resources are divided into two categories, physical resources (facilities, equipment, material), and human

resources.

 In order for the PM to successfully influence his team members, he should be aware of aspects such as team

environment, culture issues within the organization, internal and external policies and organization chart

management

 For the physical resource management, the PM should have information regarding resource demand,

configuration, and the supply chain. Having that will enable him to secure critical equipment on time and

order the proper quantities to fulfill project demand as well as keeping inventory cost as low as possible.
 TRENDS AND EMERGING PRACTICES
 Resource management methods: Before JIT was introduced by Toyota, most manufacturers kept large amounts of inventory

available just in case they needed it. Lean management takes the concept of JIT and reexamines it from the perspective of

customer value.

 Emotional Intelligence: improving inbound (e.g., self-management and self-awareness) and outbound (e.g., relationship

management) competencies.

 Self-organizing Team

 Virtual Teams
 TAILORING CONSIDERATIONS

 Diversity

 Physical Location

 Industry-specific resources

 Acquisition of project teams

 Life cycle approach

 AGILE AND ADAPTIVE ENVIRONMENT

 Collaboration and team productivity

 Communication and knolwedge sharing

 Short and long teram resource planning


Knowledge Areas
4- Project Integration Management
5- Project Scope Management
6- Project Schedule Management
7- Project Cost Management
8- Project Quality Management
9- Project Resource Management
10- Project Communications
Management
11- Project Risk Management
12- Project Procurement Management
13- Project Stakeholder Management 13.1 Identify Stakeholders
Initiating Process Group
4.1 Develop Project Charter
Project Management Process Groups
Monitoring and Controlling Closing Process
Planning Process Group Executing Process Group
Process Group Group
4.2 Develop Project Management Plan 4.3 Direct and Manage Project 4.5 Monitor and Control Project 4.7 Close Project
Work Work or phase
4.4 Manage Project Knowledge 4.6 Perform Integrated Change
Control
5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management 6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7.1 Plan Cost Management 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 20
13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Engagement Engagement
 PLAN RESOURCE MANAGEMENT
The process of defining how to estimate, acquire, manage, and use physical and human

project recourses.
 PLAN RESOURCE MANAGEMENT

Inputs Tools & Techniques Outputs

1. Project charter
1. Expert Judgment 1. Resource management Plan
2. Project manage. Plan
• Quality manage. Plan 2. Data representation 2- Team charter
• Scope baseline
•Hierarchal-type charts 3. Project documents updates
3. Project documents
• Project schedule •Responsibility assignment • Assumption log
• Requirements
matrix • Risk register
documentation
• Risk register •Text-oriented formats
• Stakeholder register
3. Organizational theory
4. (EEF)
5. (OPA) 4. Meetings
 ROLES AND RESPONSIBILITIES

Roles and Responsibilities: Defines the positions, skills, and competencies that the project demands; the following
should be addressed when listing the roles and responsibilities needed to complete the project:

Role : A defined function to be performed by a project team member; role clarity concerning authority, responsibilities, and
boundaries is essential for project success

Authority : Right to apply project resources, expend funds, make decisions, or give approvals

Responsibility :Work that a project team member is expected to perform in order to complete the project's activities

Competency :Skill and capacity required to complete project activities

23
DATA REPRESENTATION:
 ASSIGNMENT MATRIX
ASSIGNMENT MATRIX. A 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. ONE EXAMPLE OF A RAM IS A RACI (RESPONSIBLE, ACCOUNTABLE,
CONSULT, AND INFORM) CHART.
RACI (RESPONSIBLE, ACCOUNTABLE, CONSULT, AND INFORM) CHART.
 RESOURCE PLAN
Project team
resource
Project management
organization Training
charts

Roles and Team

responsibilities development

Acquiring Resource
resources. control

Identification of Resource Recognition

resources
Plan plan
 TEAM CHARTER

TEAM CHARTER: THE TEAM CHARTER IS A DOCUMENT THAT

ESTABLISHES THE TEAM VALUES, AGREEMENTS, AND OPERATING GUIDELINES FOR
THE TEAM.
 THE TEAM CHARTER MAY INCLUDE BUT IS NOT LIMITED TO:
 TEAM VALUES,
 COMMUNICATION GUIDELINES,
 DECISION-MAKING CRITERIA AND PROCESS,
 CONFLICT RESOLUTION PROCESS,
 MEETING GUIDELINES, AND
 TEAM AGREEMENTS.
 THE TEAM CHARTER ESTABLISHES CLEAR EXPECTATIONS REGARDING
ACCEPTABLE BEHAVIOR BY PROJECT TEAM MEMBERS.
 EARLY COMMITMENT TO CLEAR GUIDELINES DECREASES MISUNDERSTANDINGS
AND INCREASES PRODUCTIVITY.
 DISCUSSING AREAS SUCH AS CODES OF CONDUCT, COMMUNICATION,
DECISION MAKING, AND MEETING ETIQUETTE ALLOWS TEAM MEMBERS TO
DISCOVER VALUES THAT ARE IMPORTANT TO ONE ANOTHER.
 ESTIMATE ACTIVITY RESOURCES

The process of estimating team resources and the type and quantities of

material, equipment, and supplies necessary to perform project work

 ESTIMATE ACTIVITY RESOURCES

Inputs Tools & Techniques Outputs

1.Project manage. Plan 1.Expert Judgment 1.Resource requirements
•Resource manage. Plan 2. Bottom-up estimating 2. Basis of estimates
•Scope baseline 3. Analogous estimating 3. Resource breakdown structure
2. Project documents 4. Parametric estimating 4. Project documents updates
•Activity attributes 5. Data analysis • Activity attributes
•Activity list •Alternative analysis • Assumption log
•Assumption log 6. Project management • Lessons learned register
•Cost estimates information system
•Resource calendars 7. Meetings
•Risk register
3. (EEF)
4. (OPA)
 RBS
Project

Labor Equipment

Developers Project Laptops Backend Servers Workstations

Managers

Java Blade

C# 1U
 ACQUIRE RESOURCES
The process of obtaining team members, facilities, equipment, material, supplies, and

other resources necessary to complete project work


Inputs
1. Project manage. Plan
• Resource manage. Plan
• Procurement management plan
• Cost baseline
2. Project documents
• Project schedule
• Resource calendars
• Resource requirements
• Stakeholder register
3. (EEF)
4. (OPA)
ACQUIRE RESOURCES
Tools & Techniques
1.Decision making
• Multi-criteria decision
analysis
2. Interpersonal & team skills
• Negotiation
3. Pre-assignment
4. Virtual teams
Outputs
1.Physical resource assignments
2. Project team assignments
3. Recourse calendars
4. Change requests
5. Project management Plan updates
• Resource manage. Plan
• Cost baseline
6. Project documents updates
• Lessons learned register
• Project schedule
• Resource breakdown structure
• Resource requirements
• Risk register
• Stakeholder register
7. EEF updates
8. OPA updates
 MULTI-CRITERIA DECISION ANALYSIS
CRITERIA ARE DEVELOPED AND USED TO RATE OR SCORE POTENTIAL TEAM MEMBERS. THE
CRITERIA ARE WEIGHTED ACCORDING TO THE RELATIVE IMPORTANCE OF THE NEEDS WITHIN THE
TEAM.

 AVAILABILITY

 COST

 EXPERIENCE

 ABILITY

 KNOWLEDGE

 SKILLS
 DEVELOP TEAM

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
 DEVELOP TEAM
Inputs Tools & Techniques Outputs
1. Project manage. Plan 1.Co-location 1.Team performance assessments
•Resource manage. Plan 2. Virtual teams 2. Change requests
2. Project documents 3. Communication technology 3. Project manage. Plan updates
• Lessons learned register 4. Interpersonal & team skills • Resource manage. Plan
• Project schedule •Conflict management 4. Project documents updates
• Project team assignments •Influencing • Lessons learned register
• Resource calendars •Motivation • Project schedule
• Team Charter •Negotiation • Project team assignments
3. (EEF) •Team building • Resource calendars
4. (OPA) 5. Recognition & Rewards • Team Charter
6. Training 5. EEF updates
7. Individual & team 6. OPA updates
assessments
8. Meetings
 MANAGE TEAM


 MANAGE TEAM

Inputs Tools & Techniques Outputs

1. Project manage. Plan 1. Change requests
1. Interpersonal& team skills
• Resource manage. Plan 2. Project manage. Plan updates
2. Project documents •Conflict management • Resource manage. Plan
• Issue log • Schedule baseline
•Decision making
• Lessons learned register • Cost baseline
• Project team assignments •Emotional intelligence 3. Project documents updates
• Team Charter •Issue log
•Influencing
3. Work performance reports •Lessons learned register
4. Team performance •Leadership • Project team assignments
assessments 4. EEF updates
2. Project management
5. (EEF)
6. (OPA) information system
 EMOTIONAL INTELLIGENCE

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.
 CONTROL RESOURCES


 CONTROL RESOURCES
Inputs
1. Project manage. Plan
• Resource manage. Plan
2. Project documents
• Issue log
• Lessons learned register
• Physical resource assignments
• Project schedule
• Recourse breakdown structure
• Resource requirements
• Risk register
3. Work performance data
4. Agreements
5. (OPA)
Tools & Techniques
1. Data analysis
• Alternative analysis
• Cost-benefits analysis
• Performance reviews
• Trend analysis
2. Problem solving
3. Interpersonal& team skills
• Negotiation
• Influencing
4. Project management information
system
Outputs
1. Work performance info.
2. Change requests
3. Project manage. Plan updates
• Resource manage. Plan
• Schedule baseline
• Cost baseline
4. Project documents updates
• Assumption log
• Issue log
• Lessons learned register
• Physical resource assignments
• Resource breakdown structure
• Risk register
QUESTIONS

42
 Q1

1- Who believed that individuals are motivated through factors

such as responsibility and professional growth.

A. Douglas McGregor.
B. Frederick Herzberg.
C. Abraham Maslow.
D. Victor Vroom
 Q2
2- Acquire resources is part of:

A- Planning process group.

B – Initiating Process group.
C – Executing process group.
D – Monitor and control process group.
 Q3
3- The stages of forming a group are:

A- Forming, Storming, Norming, Performing, Adjourning

B- Forming, Performing, Storming, Norming, Adjourning
C- Forming, Performing, Storming, Adjourning, Norming
D- Storming, Norming, Performing, Adjourning, Norming
 Q4
4- What does a resource histogram show that a responsibility
assignment matrix does not

A- Time.

B - Activity.

C - Interrelationships.

D - The person in charge of each activity.

 Q5
5- Which motivational theory uses the concept of Theory X?
A- Maslow

B- Deming

C- McGregor

D- Hertzberg
 Q6
6- The project manager approached the project sponsor regarding a decision that
needed to be made on a contingency plan. The project sponsor was very difficult
to get a hold of, often ignoring emails and leaving the door closed in her office.
Known for her indecisiveness with risk decisions, the project manager felt that
the project sponsor was purposely being evasive. What technique is the project
sponsor using?

A. Confronting
B. Withdrawal
C. Smoothing
D. Forcing
 Q7
7- All of the following are inputs to develop team except

A. Project staff assignments

B. Project management plan

C. Resource calendars

D. Organizational process assets

 Q8
8- All of the following are types of project manager’s
power except

A. Referent

B. Expert

C. Penalty

D. Leader ship
 Q9
9- The first thing to make conflict in project is:
A- Resources

B- Project schedule

C- Technical opinion

D- Administrative procedure
 Q 10
10- Compromising means:

A.Win-win

B.Win-lose

C.Lose-lose

D.Lose- win