Resource Management Flashcards
Data representation
Hierarchical charts. The traditional organizational chart structure can be used to show positions and relationships in a graphical, top-down format. Work breakdown structures (WBS). Organizational breakdown structure (OBS). Resource breakdown structure.
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 is RACI
Text-oriented formats. Team member responsibilities that require detailed descriptions can be specified in textoriented formats. Usually in outline form, these documents provide information such as responsibilities, authority, competencies, and qualifications.
Organizational theory
Organizational theory provides information regarding the way in which people, teams, and organizational units behave. Effective use of common techniques identified in organizational theory can shorten the amount of time, cost, and effort needed to create the Plan Resource Management process outputs and improve planning efficiency.
Resource requirements
Resource requirements 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 breakdown structure
The resource breakdown structure is a hierarchical representation of resources by category and type. Examples of resource categories include but are not limited to labor, material, equipment, and supplies.
Alternatives analysis
Alternatives analysis is used to evaluate identified options in order to select the options or approaches to use to execute and perform the work of the project.
Acquire Resources
The resources needed for the project can be internal or external to the project-performing organization. Internal resources are acquired (assigned) from functional or resource managers. External resources are acquired through the procurement processes.
Resource calendar
A resource calendar 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 (such as team resource, equipment, and material) are potentially available during a planned activity period is used for estimating resource utilization.
Tuckman ladder
Includes five stages of development that teams may go through. Although it is common for these stages to occur in order, it is not uncommon for a team to get stuck in a particular stage or regress to an earlier stage.
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.
Team performance assessments
As project team development efforts such as training, team building, and colocation are implemented, the project management team makes formal or informal assessments of the project team’s effectiveness.
Conflict management
Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict.
Five techniques for resolving conflict
Withdraw/avoid. Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.
Smooth/accommodate. Emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others to maintain harmony and relationships.
Compromise/reconcile. 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.
Force/direct. 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.
Collaborate/problem solve. 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.
Negotiate for required resources
Functional managers. Ensure that the project receives the best resources possible in the required timeframe and until their responsibilities are complete.
Other project management teams within the performing organization. Appropriately assign or share scarce or specialized resources.
External organizations and suppliers. Provide appropriate, scarce, specialized, qualified, certified, or other specific team or physical resources.
RACI (responsible, accountable, consult, and inform)
RACI stands for responsible, accountable, consulted and informed. It helps to define roles, responsibilities, and relationships. It is an example of the Assignment matrix RAM
The sample chart shows the work to be done in the left column as activities. The assigned resources can be shown as individuals or groups. The project manager can select other options, such as “lead” and “resource” designations, as appropriate for the project. A RACI chart is a useful tool to use to ensure clear assignment of roles and responsibilities when the team consists of internal and external resources.
Hierarchical charts
Work breakdown structures (WBS). The WBS is designed to show how project deliverables are broken down into work packages and provide a way of showing high-level areas of responsibility.
Organizational breakdown structure (OBS). While the WBS shows a breakdown of project deliverables, an OBS is arranged according to an organization’s existing departments, units, or teams, with the project activities or work packages listed under each department. An operational department, such as information technology or purchasing, can see all of its project responsibilities by looking at its portion of the OBS.
Resource breakdown structure. The resource breakdown structure is 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 until the information is small enough to be used in conjunction with the work breakdown structure (WBS) to allow the work to be planned, monitored, and controlled.
RACI Chart
RACI (responsible, accountable, consult, and inform) A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform
statuses to define the involvement of stakeholders in project activities.
