Resource Mgmt Flashcards
Resource mgmt
Define and carefully manage the physical resources on the project
Define a role for everyone on the project and define the responsibilities for each of these roles
Emotional intelligence
Project managers should be able to identify, asses, and manage their personal emotions as well as the emotions of stakeholders
Resource mgmt processes
Initiating - none
Planning - plan resource mgmt, estimate activity resources
Executing - acquire resources, develop team, manage team
Monitoring and controlling - control resources
Closing - none
Plan resource mgmt outputs
Resource mgmt plan, team charter
Estimate activity resources output
Resource requirements, resource breakdown structure
Acquire resources outputs
Physical resource assignments, project team assignments, resource calendars
Develop team output
Team performance asssesment
Manage team output
Change requests
Control resources output
Work performance information
Plan resource mgmt
Defines the roles and responsibilities and creating the resource mgmt plan lays out how you will staff, manage, team-build, asses and improve team
Plan resource mgmt tools
Data representation - hierarchical charts ,responsibility matrix (RACI), text-oriented formats (text detailing responsibilities)
Resource mgmt plan
Identification of resources, plan for acquiring and staffing roles and responsibilities
Resources = physical and people
Resource histogram - resource usage for a time
Includes timeline, release plan, training needs, rewards, safety, compliance needs
Team charter
Specifies how the team will interact, communicate, reach decisions, hold meetings, etc.
Estimate activity resources
Analyzing project requirements to determine resource requirements
Estimate activity resource tools
Bottom-up, analogous, parametric estimating
Resource requirements
The kind of resource and number of resources
Include basis of estimates
Resource breakdown structure
Like a WBS, graphical and hierarchical
Organizes resources by category and type
Acquire resources
Staffing the project and procuring the materials/facilities needed to perform the work
Acquire resources tools
Decision making - multi-criteria decision analysis tool, weighed matrix
Pre-assignment
Virtual teams
Physical resource assignments
Non-human resources documented
Project team assignments
Assigned staff with defined roles
Resource calendars
Resource utilization, dates, durations
Develop team
Focuses on building a sense of team and improving its performance
Develop team tools
Colocation
Virtual teams
Interpersonal and team skills
Recognition and awards
Colocation
Act of physically locating team members in the same general space, makes team building and communication easier
Virtual teams
Can be difficult, successful teams use software/tools to help communication
Interpersonal and team skills
Soft skills, ability to get along with others to ensure their cooperation and motivate people to do their best
Recognition and awards
Desirable behaviors should be recognized and rewarded
Tuckman’s ladder, maslow’s hierarchy of needs, expectancy theory, mcgregor’s theory x and theory y, contingency theory, hazberg’s motivation-hygiene theory, forms of power, mclelland’s three need theory
Tuckman’s ladder
Forming, storming, norming, performing and adjourning
Maslow’s hierarchy of needs
Basic theory of human motivation
Physiological (bottom), security, acceptance, esteem, self-actual inaction
Needs form a hierarchy and the bottom ones need to be satisfied before the top ones
Expectancy theory
Team members make choices based on the expected outcomes
Team members will only work hard if they believe the goal is achievable
Mcgregor’s theory x and theory y
Two ways to categorize and understand people in the workplace
Theory x - team members are only interested in selfish goals, and must be constantly supervised
Theory y - team members are naturally motivated to do good work and need little external motivation
Contingency theory
A leaders effectiveness is contingent upon two factors
1) leader is task-oriented or relationship-oriented
2) evaluates situational factors in the workplace, I.e. stress
Basically that in stressful times you might need a task-oriented leader and in calm times you might need a more relationship-oriented
Hazberg’s motivation-hygiene theory
Presence of certain factors doesn’t make someone satisfied, but their absence makes someone unsatisfied
Motivation factors will motivate but not without hygiene factors in place
Hygiene - paycheck, personal life, status ,working conditions, relationship with boss, supervision, co-worker relationship
Motivate - achievement, recognition, work, growth
Mclelland’s three need theory
Achievement, power, affiliation
Forms of power
Reward, expert, legitimate, punishment, referent
Team performance assessments
Project manager’s job to increase team performance
Manage team
Works to keep team at optimal performance
Manage team tools
Interpersonal and team skills - how to resolve conflict
Problem soling, collaboration, compromise, forcing, smoothing, withdrawal
Problem solving is the only one that fixes the problem
Control resources
This is about the physical resources on the project, making sure their availability and uninterrupted flow and usage line up with the resource mgmt plan
