9 Flashcards
Includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project. These processes help ensure that the right resources will be available to the project manager and project team at the right time and place.
Project Resource Management
The process of defining how to estimate, acquire, manage, and utilize physical and team resources.
Plan Resource Management
The process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work.
Estimate Activity Resources
The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work.
Acquire Resources
The process of improving competencies, team member interaction, and the overall team environment to enhance project performance.
Develop Team
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
Manage Team
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 use of resources, and performing corrective action as necessary.
Control Resources
equipment, materials, facilities, and infrastructure
Physical resources
Team resources
Human resources
The team functions with an absence of centralized control.
The project manager (who may not be called a project manager) role provides the team with the environment and support needed and trusts the team to get the job done.
Self-organizing teams
Teams that work on the same project, but are not co-located at the same site.
Virtual teams/distributed teams
It’s the process of defining how to estimate, acquire, manage, and use team and physical resources
Plan Resource Management
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.
Plan Resource Management
While the WBS shows a breakdown of project deliverables, this one is arranged according to an organization’s existing departments, units, or teams, with the project activities or work packages listed under each department.
Organizational breakdown structure (OBS)
It’s a hierarchical list of team and physical resources related by category and resource type that is used for planning, managing and controlling project work. Each descending (lower) level represents an increasingly detailed description of the resource. It can be used alongside the WBS
Resource breakdown structure
It 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 is a RACI matrix.
Assignment Matrix
RACI
responsible, accountable, consult, and inform
Team member responsibilities that require detailed descriptions. Usually in outline form, these documents provide information such as responsibilities, authority, competencies, and qualifications
Text-oriented formats
It’s a document that establishes the team values, agreements, and operating guidelines for the team.
Team charter
It’s a document that establishes the team values, agreements, and operating guidelines for the team.
Team charter
It’s the process of estimating team resources and the type and quantities of materials, equipment, and supplies necessary to perform project work.
Estimate Activity Resources
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.
Estimate Activity Resources
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 as a whole.
Resource Requirements
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.
Basis of Estimates
resources are acquired (assigned) from functional or resource managers.
Internal resources
resources are acquired through the procurement processes.
External resources
Records the material, equipment, supplies, locations, and other physical resources that will be used during the project.
Physical Resource Assignments
It 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 are potentially available during a planned activity period is used for estimating resource utilization.
Resource Calendars
It’s the process of improving competencies, team member interaction, and the overall team environment to enhance project performance.
Develop Team
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
Tuckman ladder’s five stages of development that teams may go through.
o Forming o Storming o Norming o Performing o Adjourning
It involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. It can be temporary, such as at strategically important times during the project, or can continue for the entire project.
Colocation
Part of the team development process involves recognizing and rewarding desirable behavior. They will be effective only if they satisfy a need that is valued by that individual.
Recognition and Rewards
Tools that give the project manager and the project team insight into areas of strengths and weaknesses. These tools help project managers assess team members’ preferences, aspirations, how they process and organize information, how they make decisions, and how they interact with people.
Individual and Team Assessments
Result of conducting an evaluation of the team’s overall performance.
Team Performance Assessments
It’s the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
Manage Team
The key benefit of this process is that it influences team behavior, manages conflict, and resolves issues.
Manage Team
general techniques for resolving conflict: Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others
Withdraw/avoid
general techniques for resolving conflict: Emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others to maintain harmony and relationships.
Smooth/accommodate
general techniques for resolving conflict: Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This approach occasionally results in a lose-lose situation.
Compromise/reconcile
general techniques for resolving conflict: 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.
Force/direct
general techniques for resolving conflict: 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.
Collaborate/problem solve
It’s 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.
Emotional intelligence
It’s 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.
Control Resources
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.
Control Resources
