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CAPM Project Management > Project Resource Management > Flashcards

Project Resource Management Flashcards

1
Q

What are the major process of the Project Resource Management knowledge area?

A
  1. Plan resource management
  2. estimate activity resources
  3. acquire resources
  4. develop team
  5. manage team
  6. control resources
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2
Q

During which time are team members’ commitments to the project strengthened?

A
  • planning
  • participation of team members during planning adds their expertise to the process and strengthens their commitment to the project
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3
Q

What is the purpose of the project resource management?

A
  1. project resource management includes identifying, acquiring, and managing resources
  2. resource mgmt. processes ensure that resources will be available to the project manager and project team

3.

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4
Q

What is the role of the PM during project resource management?

A
  • coordinate the appropriate authorities to supply the resources for the project - both physical and human
  • develop team skills and maintain team satisfaction and motivation
  • problem solving and conflict management
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5
Q

What is the impact of project resource management?

A
  • project resource mgmt. impacts costs, schedule, risk, quality, and other project areas
  • having motivated team members and utilizing resources to the fullest makes costs and schedule efficient
  • it will also eliminate risks
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6
Q

What are some aspects that influence a project team?

A
  1. environment
  2. locations of team members
  3. communications
  4. cultures
    - keep these factors in mind during recruitment
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7
Q

What are the 6 project resource management processes?

A
  1. plan resource management

2.

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8
Q

In what project management process group does the plan resource management process belong?

A

planning

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9
Q

What are the project resource management processes that belong in the planning process group of project management?

A
  1. plan resource management

2. estimate activity resources

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10
Q

What are the project resource management processes that belong in the executing process group of project management?

A
  1. develop team
  2. manage team
  3. acquire resources
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11
Q

Which project resource management process belongs in the monitoring and controlling process group of project management?

A

control resources

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12
Q

What are some of the tailoring considerations for project resource management?

A
  1. diversity
  2. physical location (of team and/or physical resources)
  3. industry-specific resources
  4. acquisition of team members
  5. management of the team
  6. life cycle approaches
  7. agile/adaptive environments
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13
Q

What are some agile/adaptive environment tailoring considerations for project resource management?

A
  • projects with high variability benefit by maximizing focus and collaboration
  • collaboration boosts productivity and problem solving
  • less time for centralized decision making
  • for physical resources, agreements should be made so that resources are supplied on time
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14
Q

What are some of the trends and emerging practices for project resource management?

A
  1. resource management methods
  2. emotional intelligence
  3. self-organizing teams
  4. virtual teams
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15
Q

What are some of the resource management methods that are trends and emerging practices of project resource management?

A
  • includes methods like Lean, JIT, Kaizen, and others

- PM should determine if organization has adopted any resource management tools

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16
Q

What are the advantages and disadvantages of virtual teams?

A
  1. advantages: those who aren’t close to each other can contribute efficiently. virtual work is great for international projects
  2. disadvantages: virtual teams have disadvantages when there are inconsistencies, a lack of team building, and gaps in knowledge
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17
Q

What is the risk register?

A

contains information on threats and opportunities that may impact resource planning

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18
Q

What is the definition of plan resource management?

A

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

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19
Q

What type of chart is well-suited for displaying detailed descriptions of team member responsibilities?

A

organizational chart

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20
Q

Why is an RACI chart a useful tool?

A

An RACI (responsible, accountable, consult, and inform) chart is a useful tool to use to ensure clear assignment of roles and responsibilities when the team consists of internal and external resources

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21
Q

What is the purpose of the plan resource management process?

A
  1. determining an approach to resource management gives and understanding of the resources needed
  2. plan resource management establishes the approach to manage resources
  3. resource planning also ensures sufficient resources are available
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22
Q

What is the role of the PM during the plan resource management process?

A
  1. identify resource requirements and influence stakeholders to supply resources
  2. oversee the maintenance of physical resources and development/inspiration of the team
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23
Q

What is the impact of the plan resource management process?

A
  1. plan resource mgmt. can impact costs, schedule, risk, quality, and other project areas
  2. if resource requirements are not defined, it will be harder to get them
  3. this could derail the schedule, budget, and quality
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24
Q

What is a hierarchical chart?

A
  1. shows positions or relationships in a graphical, top-down format
    ex: work breakdown structure (WBS), organizational breakdown structure (OBS), and resource breakdown structure (RBS)
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25
Q

What is a work breakdown structure (WBS) chart?

A

it shows deliverables broken down into work packages and shows high-level responsibility

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26
Q

What is an organizational breakdown structure (OBS) chart?

A

arranged according to an organization’s departments, units, or teams with their work listed under each

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27
Q

What is a resource breakdown structure (RBS) chart?

A
  • a hierarchical representation of resources by category and type.
  • will be used to acquire and monitor resources
  • is for physical resources
  • each descending level represents a higher detail of the resource until the detail is fine enough to be used with the WBS
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28
Q

What is a responsibility assignment matrix (RAM)?

A
  • illustrates the connections between activities and project team members.
  • shows that only one person is accountable for any one task to avoid confusion
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29
Q

What is an RACI chart?

A
  • responsible, accountable, consult, inform
  • common type of responsibility assignment matrix that defines the involvement of stakeholders in project activities. it clarifies roles and responsibilities
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30
Q

What are the inputs to the plan resource management process?

A
  1. project management plan (quality management plan, scope baseline)
  2. EEFs
  3. OPAs
  4. project documents
  5. project charter
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31
Q

What are some of the potential EEFs that are inputs for the plan resource management process?

A
  1. organizational culture and structure
  2. geographic distribution
  3. existing resources
  4. marketplace conditions
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32
Q

What are some of the potential OPAs that are inputs for the plan resource management process?

A
  1. human resource policies and procedures
  2. physical resource management policies and procedures
  3. safety policies
  4. security policies
  5. templates for the resource management plan
  6. historical information for similar projects
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33
Q

What are some of the potential project documents that are inputs for the plan resource management process?

A
  1. project schedule
  2. requirements documentation
  3. risk register
  4. stakeholder register
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34
Q

What are the outputs for the plan resource management process?

A
  1. project document updates (assumption log, risk register)
  2. resource management plan
  3. team charter
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35
Q

What is the resource management plan?

A

a component of the project management plan and includes both human and physical resource management.

  • provides guidance on how project resources should be categorized, allocated, managed, and released
  • it may be divided into the team management plan and the physical resource management plan
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36
Q

What are some of the tools and techniques for the plan resource management process?

A
  1. meetings
  2. expert judgement
  3. organizational theory
  4. data representation (charts)
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37
Q

What are resource requirements in the estimate activity resource process?

A

the types and quantities of resources required for each activity in a work package

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38
Q

What is the purpose of the estimate activity resources process?

A

-estimate resources needed for the project

the benefit is that it identifies resources required to complete the project

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39
Q

What is the role of the PM during the estimate activity resources process?

A
  1. use lessons learned, expert judgement, and other tools and techniques to estimate activity resources
  2. pitching your project as a high priority could help you acquire the resources you need down the road
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40
Q

What is the impact of the estimate activity resources process?

A

this process is closely coordinated with other processes:

  • scope: determines the actual work that resources will do
  • costs: will either affect or be affected by resource requirements
  • schedule: may be impacted if there aren’t enough resources, or if more resources are available than needed
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41
Q

What are the inputs to the estimate activity resources?

A
  1. project documents
  2. EEfs
  3. OPAs
  4. project management plan (resource management plan, scope baseline)
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42
Q

What are the potential project documents that are inputs to the estimate activity resources process?

A
  1. activity attributes
  2. activity list
  3. assumption log
  4. cost estimates
  5. resource calendars
  6. risk register
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43
Q

What are potential EEFs that are inputs to the plan activity resources process?

A
  1. resource location
  2. resource availability
  3. team resource skills
  4. organizational culture
  5. published estimating data
  6. marketplace conditions
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44
Q

What are potential OPAs that are inputs to the estimate activity resources process?

A
  1. policies and procedures regarding staffing
  2. policies and procedures relating to supplies and equipment
  3. historical information
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45
Q

What are outputs for the estimate activity resources process?

A
  1. resource breakdown structure
  2. basis of estimates
  3. project documents updates
  4. resource requirements
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46
Q

What is a basis of estimates?

A

-includes supporting documentation that provides a clear and complete understanding of how the resource estimate was derived

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47
Q

What are some of the potential project documents updates that are outputs for the estimate activity resources process?

A
  1. activity attributes
  2. assumption log
  3. lessons learned register
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48
Q

What are the tools and techniques for the estimate activity resources process?

A
  1. expert judgement
  2. meetings
  3. PMIS
  4. data analysis (alternatives analysis)
  5. bottom-up estimating
  6. analogous estimating
  7. parametric estimating
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49
Q

What is an alternatives analysis?

A
  • can be used to estimate resources
  • many activities have multiple options for accomplishment
  • they include using various levels of resource capability, different types of machines, different tools, and decisions around making or buying deliverables
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50
Q

What are the EEFs that can influence the acquire resources process?

A
  1. existing information on organizational resources, including availability, competence levels, and prior experience for team resources and resource costs
  2. marketplace conditions
  3. organizational structure
  4. geographic locations
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51
Q

What is the definition for the acquire resources process?

A

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

the resources needed for the project can be internal or external to the project-performing organization.

the PM team may or may not have direct control over resource selection because of collective bargaining agreements, use of subcontractor personnel, a matrix project environment, internal or external reporting relationships, or other reasons

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52
Q

What is the purpose of the acquire resources process?

A
  • guides the selection of resources and assigns them to activities
  • resource includes team members, facilities, equipment, materials, supplies, and any other resources
53
Q

What is the role of the PM during the acquire resources process?

A
  • influence those who can provide resources for the project
  • determine the resource supply and negotiating with other project managers or functional managers
  • as needed, acquire resources from outside the organization
54
Q

What is the impact of the acquire resources process?

A
  • acquire resources process could impact a variety of project aspects
  • it could change the schedule if there’s a delay in acquiring a resource
  • it could have an impact if resource estimates are incorrect
55
Q

How are interpersonal and team skills useful in the acquiring resources process?

A
  • they are useful during negotiation
  • many projects need to negotiate for the required resources. PM may need to negotiate with various parties, such as functional mangers, other project management teams, external organizations and suppliers
56
Q

What are inputs to the acquire resources process?

A
  1. EEFs
  2. OPAs
  3. project documents
  4. PM plan
57
Q

What are potential EEFs that are inputs for the acquire resources process?

A
  1. existing information on organizational resources
  2. marketplace conditions
  3. organizational structure
  4. geographic locations
58
Q

What are potential OPAs that are inputs to the acquire resources process?

A
  1. policies and procedures

2. historical information and lessons learned repositories

59
Q

What are potential project documents that are inputs to the acquire resources process?

A
  1. project schedule
  2. resource calendars
  3. resource requirements
  4. stakeholder register
60
Q

What parts of the PM plan are inputs to the acquire resources process?

A
  1. resource management plan
  2. procurement management plan
  3. cost baseline
61
Q

What are the outputs for the acquire resources process?

A
  1. project documents updates
  2. PM plan updates
  3. change requests
  4. resource calendar
  5. EEFs updates (resource availability, amount of consumable resources)
  6. OPAs updates (related documentation)
  7. physical resource requirements
  8. project team assignments
62
Q

What are potential project documents updates that are outputs for the acquire resources process?

A
  1. lessons learned register
  2. project schedule
  3. resource breakdown structure
  4. resource requirements
  5. risk register
  6. stakeholder register
63
Q

What are some potential PM plan updates that are outputs to the acquire resources process?

A
  1. resource management plan

2. cost baseline

64
Q

What are resource calendars?

A
  • identify specifically when each resource is available
  • helps utilize resources as best as possible since it identifies working days, shifts, weekends, and holidays
  • also specify when and for how long physical resources will be available
65
Q

What are the tools and techniques for the acquire resources process?

A
  1. pre-assignment
  2. virtual teams
  3. decision making (multi-criteria decision analysis)
  4. interpersonal and team skills (negotiation)
66
Q

What is the pre-assignment technique for the acquire resources process?

A

when physical or team resources are determined in advance

pre-assignment may be necessary if the project is dependent on specific individuals

67
Q

What resource ensures that the project receives the best resources possible in the required time-frame and until their responsibilities are complete?

A

functional managers

68
Q

What interpersonal and team skill describes conducting activities that enhance the team’s social relations and build a collaborative and cooperative working environment?

A

team building

69
Q

What is included in training?

A
  • training can be formal or informal
  • if project team members lack the necessary management or technical skills, such skills can be developed as part of the project work
  • training costs could be included in the project budget or supported by the performing organization if the added skills may be useful for future projects
70
Q

What does unplanned training take place as a result of?

A

observation, conversation, and project performance appraisals conducted during management of the project team

71
Q

What is the purpose of the develop team process?

A
  1. empower team members to work hard and well with each other
  2. improved teamwork, enhanced interpersonal skills, motivated employees, reduced attrition, and improved project performance
  3. PM should capitalize on differences, sustain the team, and promote cohesiveness
72
Q

What is the role of the PM during the develop team process?

A
  • developing the team is primarily the role of the PM

- inspiring creativity, building trust, generating synergy, encouraging empathy, and resolving conflicts

73
Q

What is the impact of the develop team process?

A
  • ensures trust and competencies among the team

- team development will improve the project work. having a motivated and cohesive team optimizes the project

74
Q

What is Tuckman ladder?

A

-describes the steps of project team development

  1. forming
  2. storming
  3. norming
  4. performing
  5. adjourning
75
Q

What is the forming step of Tuckman ladder?

A

team members meet and learn about the project and their responsibilities

76
Q

What is the storming step of Tuckman ladder?

A

team begins to address the project work, make decisions, and the approach

77
Q

What is the norming step of Tuckman ladder?

A

team members begin to work together and support each other

78
Q

What is the performing step of Tuckman ladder

A

the team functions as a well-organized unit

79
Q

What is the adjourning step of Tuckman ladder?

A

the team has completed the work and moves on from the project

80
Q

What are the inputs to the develop team process?

A
  1. project
  2. PM plan (resource management plan)
  3. EEFs
  4. OPAs (historical info and lessons learned repositories)
81
Q

What are potential project documents that are inputs to the develop team process?

A
  1. lessons learned register
  2. project schedule
  3. project team assignments
  4. resource calendars
  5. team charter
82
Q

What are potential EEFs that are inputs to the develop team process?

A
  1. human resource management policies
  2. team member skills, competencies, and specialized knowledge
  3. geographic distribution of team members
83
Q

What are outputs for the develop team process?

A
  1. project documents updates
  2. OPAs updates
  3. EEFs updates
  4. PM plan updates (resource mgmt. plan)
  5. change requests
  6. team performance assessments
84
Q

What are potential documents updates that are outputs for the develop team process?

A
  1. lessons learned register
  2. project schedule
  3. project team assignments
  4. resource calendars
  5. team charter
85
Q

What are potential OPAs updates that are outputs for the develop team process?

A
  1. employee development plan records
  2. skill assessments
  3. training requirements
  4. personnel assessment
86
Q

What are tools and techniques for the develop team process?

A
  1. training
  2. virtual teams
  3. communication technology
  4. interpersonal and team skills
  5. meetings
  6. individual and team assessments
  7. recognition and rewards
  8. colocation
87
Q

What is the definition of training?

A

includes all activities, formal or informal designed to enhance the competencies of the team members

if team members lack the necessary management or technical skills, those skills can be developed as part of the project work

scheduled training takes place as stated in the resource management plan

unplanned training takes place as a result of observation, conversation, and project performance appraisals

88
Q

What are some of the interpersonal and team skills tools and techniques used during the develop team process?

A
  1. conflict management
  2. influencing
  3. motivation
  4. negotiation
  5. team building
89
Q

What is the definition of colocation?

A

placing team members in the same place at the same time to enhance their ability to perform as a team

can be temporary-at important times during the project- or can continue for the entire project

90
Q

What are the indicators included in the evaluation of a team’s effectiveness?

A
  1. improvements in skills that allow individuals to perform assignments more effectively
  2. improvements in competencies that help team members perform better as a team
  3. reduce staff turnover rate
  4. increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performance
91
Q

What is the definition of the manage team process?

A

the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance

92
Q

What are the five general techniques for resolving conflict?

A
  1. withdraw/avoid
  2. smooth/accommodate
  3. compromise/reconcile
  4. force/direct
  5. collaborate/problem solve
93
Q

Within conflict management, what are some of the sources of conflict?

A
  1. scarce resources
  2. scheduling priorities
  3. personal work styles
94
Q

What is true about conflict management?

A
  • conflict is inevitable in a project environment
  • team ground rules, group norms, and solid project management practices like communication planning and role definition, reduce the amount of conflict
  • conflict should be addressed early and usually in private, using a direct, collaborative approach
  • if disruptive conflict continues, formal procedures may be used, including disciplinary actions
95
Q

What is the role of the PM during the manage team process?

A
  • provide challenging assignments to team members in a way that’s sensitive to the ability of those members
  • provide recognition for high performance
96
Q

What is the impact of the manage team process?

A
  • ensure that members are focused on the task and motivated to work
  • individual and team performance can potentially impact project cost, schedule, risks, quality, and other project areas
  • this process can impact the issue log and the lessons learned register
97
Q

What is the withdraw or avoid technique for conflict management?

A

postpone the issue to be resolved by others

98
Q

What is the smooth or accommodate technique for conflict management?

A

emphasize areas of agreement rather than differences

99
Q

What is the compromise or reconcile technique for conflict management?

A

search for solutions that bring some satisfaction to all parties

100
Q

What is the force or direct technique for conflict management?

A

push viewpoints at the expense of others, usually through a power position

101
Q

What is the collaborate or problem solve technique for conflict management?

A

incorporate multiple viewpoints and insights from different perspectives

102
Q

What are the inputs for the manage team process?

A
  1. project documents
  2. OPAs
  3. EEFs (human resource mgmt. policies)
  4. PM plan (resource mgmt. plan)
  5. work performance reports
  6. team performance assessments
103
Q

What are potential project documents that are inputs to the manage team process?

A
  1. issue log
  2. lessons learned register
  3. project team assignments
  4. team charter
104
Q

What are potential OPAs that are inputs to the manage team process?

A
  1. certificates of appreciation
  2. corporate apparel
  3. other organizational prerequisites
105
Q

What are team performance assessments?

A

evaluate how the team is performing.

by continually assessing their performance, the PM can resolve issues, modify communications, address conflict, and improve overall team interaction

106
Q

What are the outputs produced by the manage team process?

A
  1. PM plan updates
  2. project documents updates
  3. change requests
  4. EEFs updates
107
Q

What are potential PM plan updates that are outputs produced by the manage team process?

A
  1. resource mgmt. plan
  2. schedule baseline
  3. cost baseline
108
Q

What are the potential project documents updates that are outputs produced by the manage team process?

A
  1. issue log
  2. lessons learned register
  3. project team assignments
109
Q

What are some potential EEFs that are outputs produced by the manage team process?

A
  1. input to organizational performance appraisals

2. personnel skill

110
Q

What are the tools and techniques used

A
  1. interpersonal and team skills

2. PMIS

111
Q

What are some of the interpersonal team skills tools and techniques used during the manage team process?

A
  1. conflict management
  2. decision making
  3. emotional intelligence
  4. influencing
  5. leadership
112
Q

List the steps-in order- used to resolve resource-related problems?

A
  1. identify the problem
  2. define the problem
  3. investigate
  4. analyze
  5. solve
  6. check the solution
113
Q

What is the purpose of the control resources process?

A
  • ensures resources are available at the right time and place
  • ensures resources are released when no longer needed
  • compares the planned utilization vs actual utilization of resources and corrects as necessary
  • this process is performed periodically throughout the project as needed
114
Q

What is the role of the PM during the control resources process?

A
  • PM is largely responsible for this process
  • specify the resources needed
  • manage any changes to resources
  • ensure that they’re being utilized in the appropriate way
115
Q

What is the impact of the control resources process?

A
  • impact on risk register includes risks, probability, effect, risk breakdown structure, and response for each
  • influences cost and time baseline because it can lead to changes in time and cost
  • impact project costs, schedules, risks, quality, and other project areas
116
Q

What are the inputs to the control resources process?

A
  1. OPAs
  2. project documents
  3. PM plan (resource mgmt. plan)
  4. work performance data
  5. agreements
117
Q

What are potential OPAs that are inputs to the control resources process?

A
  1. policies regarding resource control and assignment
  2. escalation procedures for handling issues within the performing organization
  3. lessons learned repository from previous similar projects
118
Q

What are potential project documents that are inputs to the control resources process?

A
  1. issue log
  2. lessons learned register
  3. physical resource assignments
  4. project schedule
  5. resource breakdown structure
  6. resource requirements
  7. risk register
119
Q

What are outputs to the control resources process?

A
  1. project documents updates
  2. PM plan update
  3. change requests
  4. work performance information
120
Q

What are potential project documents updates that are outputs produced during the control resources process?

A
  1. assumption log
  2. issue log
  3. lessons learned register
  4. physical resource assignments
  5. resource breakdown structure (RBS)
  6. risk register
121
Q

What are potential PM plan updates that are outputs produced during the control resources process?

A
  1. resource mgmt. plan
  2. schedule baseline
  3. cost baseline
122
Q

What is the definition of work performance information?

A

-performance data collected from controlling processes, analyzed in comparison with PM plan components and project documents

details how the work is progressing by comparing resource requirements and allocation to resource utilization

this comparison can show gaps in resource availability that should be addressed

123
Q

What are the tools and techniques used during the control resources process?

A
  1. problem solving
  2. interpersonal and team skills (negotiation and influencing)
  3. PMIS
  4. data analysis
124
Q

What is the identify step of problem solving?

A

specify the problem

125
Q

What is the define step of problem solving?

A

break it into smaller, manageable problems

126
Q

What is the investigate step of problem solving?

A

collect data

127
Q

What is the solve step of problem solving?

A

choose the suitable solution from a variety of available ones

128
Q

What is the check step of problem solving?

A

determine if the problem has been fixed

129
Q

What are some of the data analysis tools and techniques used during the control resources process?

A
  1. alternatives analysis
  2. cost benefit analysis
  3. performance reviews
  4. trend analysis

CAPM Project Management (9 decks)

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