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CAPM > 9 - Project Resource Management > Flashcards

9 - Project Resource Management Flashcards

1
Q

What is Project Resource Management?

A

Project Resource Management 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.

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2
Q

What are the Project Resource Management processes?

A
  1. 1 Plan Resource Management—The process of defining how to estimate, acquire, manage, and utilize physical and team resources.
  2. 2 Estimate Activity Resources—The process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work.
  3. 3 Acquire Resources—The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work.
  4. 4 Develop Team—The process of improving competencies, team member interaction, and the overall team environment to enhance project performance.
  5. 5 Manage Team—The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
  6. 6 Control Resources—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.
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3
Q

What are the trends and emerging practices in Project Resource Management?

A

Resource management methods – Due to the scarce nature of critical resources, in some industries, several trends have become popular in the past several years. There is extensive literature about lean management, just-in-time (JIT) manufacturing, Kaizen, total productive maintenance (TPM), theory of constraints (TOC), and other methods. A project manager should determine if the performing organization has adopted one or more resource management tools and adapt the project accordingly.

Emotional intelligence (Ei) – The project manager should invest in personal EI by improving inbound (e.g., self-management and self-awareness) and outbound (e.g., relationship management) competencies.

Self-organizing teams – The increase in using agile approaches mainly for the execution of IT projects has given rise to the self-organizing team, where the team functions with an absence of centralized control.

Virtual teams/distributed teams – The globalization of projects has promoted the need for virtual teams that work on the same project, but are not colocated at the same site.

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4
Q

What are the tailoring considerations for Project Resource Management?

A

Diversity. What is the diversity background of the team?

Physical location. What is the physical location of team members and physical resources?

Industry-specific resources. What special resources are needed in the industry?

Acquisition of team members. How will team members be acquired for the project? Are team resources full-time or part-time on the project?

Management of team. How is team development managed for the project? Are there organizational tools to manage team development or will new ones need to be established? Are there team members who have special needs? Will the team need special training to manage diversity?

Life cycle approaches. What life cycle approach will be used on the project?

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5
Q

9.1

What is the Plan Resouce Management process?

A

the process of defining how to estimate, acquire, manage, and use team and physical resources.

This process establishes the approach of managing resources.

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6
Q

9.1

What is the key benefit of the Plan Resource Management process?

A

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.

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7
Q

9.1

Plan Resource Management: Inputs

A 
.1 Project charter 
.2 Project management plan
      • Quality management plan
      • Scope baseline 
.3 Project documents
      • Project schedule
      • Requirements documentation
      • Risk register
      • Stakeholder register 
.4 Enterprise environmental factors 
.5 Organizational process assets
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8
Q

9.1

Plan Resource Management: Tools & Techniques

A 
.1 Expert judgment 
.2 Data representation
     • Hierarchical charts
     • Responsibility assignment matrix
     • Text-oriented formats 
.3 Organizational theory 
.4 Meetings
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9
Q

9.1

Plan Resource Management: Outputs

A 
.1 Resource management plan 
.2 Team charter 
.3 Project documents updates
     • Assumption log
     • Risk register
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10
Q

concept: Hierarchical Charts

A

The traditional organizational chart structure can be used to show positions and relationships in a graphical, top-down format.

 - Work Breakdown Structure (WBS)
 - Organizational Breakdown Structure (OBS)
 - Resource Breakdown Structure (RBS)
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11
Q

concept: Responsibility Assignment Matrix (RAM)

A

illustrates the connections b/w activities and project team members. These charts clarify roles and responsibilities.

One type of RAM is called a RACI Chart (responsible, accountable, consult, and inform)

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12
Q

9.2

What is Estimate Activity Resources?

A

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.

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13
Q

9.2

What is the key benefit to the Estimate Activity Resources process?

A

The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the project.

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14
Q

9.2

Estimate Activity Resources: Inputs

A 
.1 Project management plan
      • Resource management plan
      • Scope baseline 
.2 Project documents
      • Activity attributes
      • Activity list
      • Assumption log
      • Cost estimates
      • Resource calendars
      • Risk register 
.3 Enterprise environmental factors 
.4 Organizational process assets
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15
Q

9.2

Estimate Activity Resources: Tools & Techniques

A 
.1 Expert judgment 
.2 Bottom-up estimating 
.3 Analogous estimating 
.4 Parametric estimating 
.5 Data analysis
      • Alternatives analysis 
.6 Project management information system 
.7 Meetings
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16
Q

9.2

Estimate Activity Resources: Outputs

A 
.1 Resource requirements 
.2 Basis of estimates 
.3 Resource breakdown structure 
.4 Project documents updates
      • Activity attributes
      • Assumption log
      • Lessons learned register
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17
Q

9.3

What is the Acquire Resources process?

A

Acquire Resources is the process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work

18
Q

9.3

What is the key benefit to the Acquire Resources process?

A

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

19
Q

9.3

Acquire Resources: Inputs

A 
.1 Project management plan
     • Resource management plan
     • Procurement management  plan
     • Cost baseline 
.2 Project documents
     • Project schedule
     • Resource calendars
     • Resource requirements
     • Stakeholder register 
.3 Enterprise environmental factors 
.4 Organizational process assets
20
Q

9.4

Acquire Resources: Tools & Techniques

A 
.1 Decision making
     • Multicriteria decision analysis 
.2 Interpersonal and team skills
      • Negotiation    
.3 Pre-assignment 
.4 Virtual teams
21
Q

9.3

Acquire Resources: Outputs

A 
.1 Physical resource assignments 
.2 Project team assignments 
.3 Resource calendars 
.4 Change requests 
.5 Project management plan updates
      • Resource management plan
      • Cost baseline 
.6 Project documents updates
     • Lessons learned register
     • Project schedule
     • Resource breakdown structure
     • Resource requirements
     • Risk register• Stakeholder register 
.7 Enterprise environmental factors updates 
.8 Organizational process assets updates
22
Q

concept: Functional Managers

A

Functional Managers ensure that the project receives the best resources possible in the required timeframe and until their responsibilities are complete.

23
Q

9.4

What is the Develop Team process?

A

Develop Team is the process of improving competencies, team member interaction, and the overall team environment to enhance project performance.

24
Q

9.4

What is the key benefit to the Develop Team process?

A

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.

25
Q

9.4

Develop Team: Inputs

A 
.1 Project management plan
      • Resource management plan 
.2 Project documents
     • Lessons learned register
     • Project schedule
     • Project team assignments
     • Resource calendars
     • Team charter 
.3 Enterprise environmental factors 
.4 Organizational process assets
26
Q

9.4

Develop team: Tools & Techniques

A 
.1 Colocation 
.2 Virtual teams 
.3 Communication technology 
.4 Interpersonal and team skills
      • Conflict management
      • Influencing
       • Motivation
      • Negotiation
      • Team building 
.5 Recognition and rewards 
.6 Training 
.7 Individual and team  assessments 
.8 Meetings
27
Q

9.4

Develop Team: Outputs

A 
1. Team performance assessments 
.2 Change requests 
.3 Project management plan updates
     • Resource management plan 
.4 Project documents updates
      • Lessons learned register
      • Project schedule
      • Project team assignments
      • Resource calendars
      • Team charter 
.5 Enterprise environmental factors updates 
.6 Organizational process assets updates
28
Q

concept: Tuckman Ladder

A

The 5 stages of team development:

Forming. This phase is where the team members meet and learn about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase.

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 behaviors 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 or Phase process.

29
Q

9.5

What is the Manage Team process?

A

The process of:

  • tracking team member performance
  • providing feedback
  • resolving issues
  • managing changes
30
Q

9.5

What is the key benefit of the Manage Team process?

A

The key benefit of this process is that it influences team behavior, manages conflict, and resolves issues. This process is performed throughout the project.

31
Q

9.5

Manage Team: Inputs

A 
.1 Project management plan
     • Resource management plan 
.2 Project documents
     • Issue log
     • Lessons learned register
     • Project team assignments
     • Team charter 
.3 Work performance reports 
.4 Team performance assessments 
.5 Enterprise environmental factors 
.6 Organizational process assets
32
Q

9.5

Manage Team: Tools & Techniques

A 
.1 Interpersonal and team skills
    • Conflict management
    • Decision making
    • Emotional intelligence
    • Influencing
    • Leadership 
.2 Project management information system
33
Q

9.5

Manage Team: Outputs

A 
.1 Change requests 
.2 Project management plan updates
     • Resource management plan
     • Schedule baseline
     • Cost baseline 
.3 Project documents updates
     • Issue log
     • Lessons learned register
     • Project team assignments 
.4 Enterprise environmental factors updates
34
Q
  1. 5

concept: 5 Techniques for Managing Conflict

A
  • Withdraw/avoid
  • smooth/accommodate
  • compromise/reconcile
  • force/direct
  • collaborate/problem solve
35
Q

9.6

What is the Control Resources process?

A

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.

36
Q

9.6

What is the key benefit of the Control Resources process?

A

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.

37
Q

9.6

Control Resources: Inputs

A 
.1 Project management plan
     • Resource management plan 
.2 Project documents
     • Issue log
     • Lessons learned register
      • Physical resource  assignments
     • Project schedule
     • Resource breakdown structure
     • Resource requirements
     • Risk register 
.3 Work performance data 
.4 Agreements 
.5 Organizational process assets
38
Q

9.6

Control Resources: tools & Techniques

A 
.1 Data analysis
     • Alternatives analysis
     • Cost-benefit analysis
     • Performance reviews
     • Trend analysis 
.2 Problem solving 
.3 Interpersonal and team skills
     • Negotiation
     • Influencing 
.4 Project management information system
39
Q

9.6

Control Resources: Outputs

A 
.1 Work performance information 
.2 Change requests 
.3 Project management plan updates
     • Resource management plan
     • Schedule baseline
     • Cost baseline 
.4 Project documents updates
      • Assumption log
      • Issue log
      • Lessons learned register
      • Physical resource assignments
      • Resource breakdown structure
      • Risk register
40
Q
  1. 6

concept: methodical steps to problem-solving

A
  • Identify the problem.
  • Define the problem.
  • investigate.
  • Analyze.
  • Solve.
  • Check the solution.

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