Resource Flashcards
project resource management processes
- plan resource management
- estimate activity resources
- acquire resources
- develop team
- manage team
- control resources
plan resource management
define how to estimate, acquire, manage and use team and physical resources
plan resource management
benefit
establish the approach and level of management effort needed for managing project resources based on the types and complexity of the project
plan resource management
input
project charter quality mt plan scope baseline project schedule requirements doc risk register stakeholder register
plan resource management
TT
ED(representation)M + organizational theory
plan resource management
output
- resource management plan
2. team charter
team charter
a document that DETAILS team values, agreements, and operating guidelines. It typically addresses:
the conflict resolution process,
meeting and communications guidelines,
the process and criteria related to decision-making.
Resource Management Plan
At a minimum, the plan should include:
- identification and quantification of the team and required physical resources
- Plans for acquisition of the project team and required physical resources
- Documentation of roles and responsibilities
- Project organization charts
- Plans for project team resource management
- A training road map
- Team development
- resources control
- recognition plan
RAM charts
Responsibility Assignment Matrix Charts
shows the project resources assigned to each work package. illustrate the connections between work packages, activities and project team members.
There is ONLY ONE person ACCOUNTABLE for ANY ONE activity.
RACI chart
The most common RAM chart used during the Plan Resource Management process to define the involvement of stakeholders in project activities.
responsible, accountable, consult and inform
Maslow’s Hierarchy of Needs
determine what will motivate a person
- self actualization (top)
- esteem
- belonging
- safety
- physiological
Herzberg’s Motivational Theory
Hygiene factors
factors whose absence create job dissatisfaction. Examples:
a safe and clean work environment,
organizational policies that are flexible and clear, reasonable pay
a stable job.
Herzberg’s Motivational Theory
Motivating agents
to factors whose presence creates job satisfaction.
Examples:
a sense of achievement,
growth opportunities, responsibility, recognition, and
meaningful work.
McClelland’s Achievement Theory
based on Maslow’s Hierarchy of Needs, but
considers only three needs: achievement, power, and affiliation.
McGregor’s Theory X and Y
managers’ beliefs regarding team motivation impact their management style.
McGregor’s Theory X
authoritarian management style.
Managers that employ this style typically use both punishment and reward on a regular basis to motivate employees.
McGregor’s Theory Y
participative management style.
Managers that employ this style motivate employees by providing opportunities for them to grow through responsibility, develop their skills, and contribute their ideas.
Stage of Project:
early
Management approach:
directing
Stage of Project:
begins to evolve
Management approach:
coaching
Stage of Project:
major accomplishment
Management approach:
faciliating
Stage of Project:
closure
Management approach:
supporting
estimate activity resources
estimate team resources,
type and quantity of materials, equipment and supplier to perform project work
estimate activity resources
benefit
identify the type, quantity and characteristic of the resources required to complete the work
estimate activity resources
input
Res mt plan scope baseline activity list and activity attributes cost estimates resource calendar risk register
estimate activity resources
TT
EDM + APB
estimate activity resources
output
- resource requirements
- basis of estimates
- resource breakdown structure
- activity attributes estimates
resource requirements
identify the type and quantity of team and physical resources required for each work package or activity in a work package.
Can be aggregated
resource breakdown structure
graphical representation of resources by CATEGORY and TYPE displayed in hierarchical order.
Categories examples: labor, equipment, supplies, and material.
Type examples: skill level, grade level, and required
certification.
Acquire Resources
obtain team members, facilities, equipment, materials and suppliers
Acquire Resources
benefit
outlines and guide the selection of resources and
assign them to their respective activities
Acquire Resources
input
1.resource mt plan
2.procurement mt plan
3. cost baseline
4. project schedule
5. resource calendars
(stakeholder register)
(resource requirements)
Acquire Resources
TT
- negotiation
- pre-assignment
- virture teams
+ multicriteria decision
Acquire Resources
output
- physical resource assignments
- project team assignments
- resource calendar
- change request
- resource mt plan updates
physical resource assignments
documentation of assignments records the material, equipment, suppliers, locations can other physical resources
project team assignments
records the team member and their roles and responsibility for the project.
develop team process
improve competency, team member interaction and overall team environment to enhance project performance
develop team
benefit
results in improved teamwork, enhanced interpersonal skills and competencies, motivated employees,reduced attrition and improved overall project performance
develop team
input
resource mt plan
project team assignments
resource calendars
team charter
develop team
tools
co-location virtual teams Interpersonal and team skills CIMNT Individual and team assessments
develop team
output
team performance assessment
change request
project team assignments updates
resource calendar updates
Tuckman ladder
a team development model
5 stages of development that teams may go through
may skip, may get stuck or regress
Tuckman ladder
forming
team meet and learn the proj, roles & responsibilities
Tuckman ladder
storming
begins to address proj work, technical decisions and proj mt approach
Tuckman ladder
norming
begins to work together and adjust work habits to support, to learn to trust each other
Tuckman ladder
performing
well-organized unit
interdependent and work smoothly and effectively
Tuckman ladder
adjourning
team completes the work and move on to new work
staff is released from the proj
close proj or phase
team performance assessments
formal or informal assessments of the team’s performance.
Indicators used in the evaluation
include: improvements in the skills of team members,
improvements in the competency of team members,
a reduction in staff turnover, and an increase in
team cohesiveness as evidenced by the sharing of
information and experience.
manage team process
tracking team member performance, providing feedback, resolving issues and managing changes to optimize project performance
manage team
benefit
influence team behavior, manage conflict and resolve issues.
manage team
input
resource mt plan
team charter
WPR
manage team
output
change requests
issue log
EFF updates
manage team
TT
interpersonal and teams
Conflict, EI, leadership
Five technique for resolving conflict
- withdraw/avoid
- smooth/accommodate
- compromise/reconcile
- force/direct (worst)
- collaborate/problem solve (best)
withdraw/avoid
refusal to address a problem
smooth/accommodate
focus on the positive and distract attention from the
negative. (Look at how well the requirements on the project went. We just have to apply that same view to this phase of the project as well.)
compromise/reconcile
to give (concede) a little to find common ground and a resolution.
force/direct
direct order to resolve something is given.
Collaborating/
Problem Solving
work out the actual problem.
It is the best type of conflict resolution.
EEF updates in manage team process
- input to organizational performance appraisals
2. personal skill
Control Resources
process of ensuring the physical resources assigned and allocated to the project are available as planned.
monitor the planned v.s. actual utilization of resources and take corrective action
Control Resources
benefit
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
input
PMP: resource physical resource assignments project schedule RBS Resource requirements WPD
Control Resources
TT
Data analysis: A,CB, Perf review
Negotiation
Influencing
