Resource Management
Develop Team - Tools: Recognition and Rewards - Forms of Power
*-reward power: ex) pay raise -punishment/coercive power: firing -referent power: respect -legitimate power: position *-expert power: subject matter expert
Estimate Activity Resources - Outputs: Resource Breakdown Structure
or R-B-S, is a chart that lists resources by category and type. Examples of categories include human resources, material, equipment, and supplies
Develop Team - Tools: Recognition and Rewards - Theories of Motivation
6 theories of motivation that include the following: Maslow's Hierarchy of Needs, McGregor's Theory X and Y, Contingency Theory, Herzberg's Motivation-Hygiene Theory, Expectancy Theory, and Achievement Theory. Herzberg's Motivation-Hygiene Theory: Similar to Maslow's theory, Herzberg's theory states that the presence of certain factors does not make someone satisfied, but their absence will cause dissatisfaction. He states that two factors come into play, but operate independently. So, hygiene factors like pay, benefits, and a safe, clean physical workplace must be present and satisfactory, but improvements only have short-term good effects and don't motivate by themselves. Motivation factors like challenging work, responsibility, and recognition of achievement will motivate, but they won't work if the hygiene factors are unsatisfactory. McGregor's Theory X and Theory Y: McGregor's organizational theory states that there are 2 ways to categorize and understand people in the workplace...theory X and Y. Managers who follow Theory X presume that all people are selfish - interested only in themselves. These lazy people are difficult to manage because they are unmotivated, dislike work, and must be supervised constantly. Those managers that practice Theory Y assume that people are naturally motivated to do good work. Y managers believe that their team members need very little external motivation or supervision - they can be trusted to work hard to achieve the project goals. Contingency Theory: a leader's effectiveness depends on 2 sets of factors. The first set of factors measures whether the leader is task-oriented or relationship-oriented. The second set of factors evaluates the situational work environment - how clear and structured are the tasks, how much mutual trust exists between the leader and subordinates, and how much power is inherent in the leader's position. this theory suggests that the effectiveness of the leader's style depends, or is contingent upon, the situation. Expectancy Theory: the anticipation of a reward is a motivation, the reward only motivates if the team believes their efforts will result in achieving the goal Achievement Theory: people have varying degrees of need in 3 areas: achievement, power, and affiliation, assessing an employee's degrees of these three desires and using the appropriate mix of the individual's desires as a basis or means for motivating the employee's performance.
Plan Resource Management - Outputs: Resource Management Plan
A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled. 3 main parts: 1. I.d. of resources (ppl and physical) 2. Acquiring resources 3. Staffing roles and responsibilities Resource histogram - hows resource usage for a given period of time Timeline for staffing needs Release plan
Plan Resource Management - Outputs: Plan Team Charter
A document that explains expected behaviors of team members, the issues the team was initiated to address, describes the team's goal or vision, and lists the initial members of the team and their respective departments Should be written early by team members
Control Resources - Tools: Data Analysis
Alternatives Analysis is first, and this involves exploring options to bring the results back in line with the plan. Should we try a new resource approach to this activity that's running behind schedule? Should we look for another means of accomplishing a task? Can we skip that task altogether? What are the risks if we do? These are questions the team asks when performing alternatives analysis. Cost-Benefit Analysis is next. If the team identifies deviations in the plan, the team analyzes the options and the costs to implement those corrective actions. Performance Reviews is next. With this form of data analysis, the team measures, compares, and investigates the variances in planned versus actual performance and resource utilization. Trend Analysis is the fourth technique. Trend analysis expands on the performance review to forecast or determine the amount of resources that will be needed at future points in the project.
Estimate Activity Resources - Tools: Data Analysis
Alternatives Analysis, which we talked about in the process of Define Scope. The idea with alternatives analysis is to be sure the team is considering all the options to complete the activity. So again, the question before the project team is "What are the approaches that we can take to get this done?" or "How else can we complete this?"
Sometimes a project role just screams out the name of the best person for the assignment. As PM, what technique might need to be employed to have the person's functional manager agree to the assignment? A. Pre-assignment B. Negotiation C. Multicriteria decision making D. Flexing the project charter authority
B. Negotiation is the technique prescribed under the tool group of Interpersonal & Team Skills for just such a situation.
Which of the following is NOT true of team building? A. Team agreement should be obtained on all major actions. B. Team building requires role modeling on the part of the project manager. C. Team building becomes less important as the project progresses. D. Teamwork cannot be forced.
C. Successful team building begins early in project development, but it is a continuous process throughout the life of the project. This question is tricky. Answer A does not imply unanimous decision-making, just buy-in for major decisions.
The project organization chart should include which of the following: A. The performing organization's organizational structure B. A representation of all identified stakeholders C. The reporting structure for the project D. The organizational structure for all entities related to the project
C. The project organization chart, a component of the Resource Management Plan, shows the reporting structure for the project. It depicts the project team members and their reporting relationships.
Develop Team - Tools: Interpersonal and Team Skills: Team Building: Tuckman Ladder
Forming, Storming, Norming, Performing, and Adjourning.
Control Resources - Tools: Problem Solving
Identify the problem.Be specific. Define the problem. Decompose it into related, smaller problems that are easier to manage. Gather data. Analyze to isolate the root cause. Develop options. Choose the best solution. Verify that the solution worked and the problem is solved
Acquire Resources - Tools: Pre Assignment
In most projects, you define the roles first then assemble the team to fill those roles. In some cases, specific resources will be pre-assigned to fill a role.
Acquire Resources - Tools: Decision Making
Multi-Criteria Decision Analysis. Define criteria for the resource and determine the relative importance of each element. For labor resources, examples of selection criteria include an applicant's availability, experience, cost, competency, skills, and attitude. For materials or equipment, examples of criteria include grade, availability, suitability, and cost.
Plan Resource Management - Tools: Data Representation
Objectives: all team members have a clear understanding of roles and responsibilities. The second goal is that one owner is assigned to each work package. *Hierarchical Charts - standard org chart but focuses solely on the project team ex) WBS, OBS, Resource breakdown structure *Assignment Matrix. A RAM or Responsibility Assignment Matrix is simply a table that shows the work package and the person or role responsible for the work. This matrix is useful - you can quickly identify all those resources that will work on a particular work package. Or, you can scan down the chart to see the different deliverables an individual or team might be responsible for. The RACI chart is a type of RAM. RACI stands for the different types of involvement that a resource may have with a specific work package: Responsible, Accountable, Consult, and Inform. The idea is that only 1 person will be Accountable for each work package or activity, but that others may have roles related to that same work package. RACI charts are particularly useful when the team is made up of internal and external resources - it brings clarity to the responsibilities. *Text-Oriented format: These are usually in outline form and are also referred to as position descriptions or role-responsibility-authority forms. They detail what each position on the project will involve. This tool is particularly useful in recruiting team members.
Develop Team - Tools: Recognition and Rewards - Recognition and Rewards
Part of the team development process involves recognizing and rewarding desirable behavior Theories of Motivation -Tuckman's Ladder: Forming, Storming, Norming, Performing, Adjourning -Maslows Hierarchy of Need: Physiological, Security, Acceptance, Esteem, Self actualization -Expectancy Theory -team members will only work hard toward a goal is they believe its achievable -McGregors Theory X and Y --Theory X- team members interested in selfish goals, constant supervision --Theory Y- people are naturally motivated to do good work, little external motivation -Contingency Theory: leader's effectiveness contingent upon 2 factors - whether the leader is task oriented or relationship oriented, environmental factors in work place -Herzbergs Motivation Hygiene: presence of certain factors does not make someone satisfied but their absence can dissatisfy -McClellands Theory of Needs: Achievement, Power, Affiliation
Interpersonal and Team Skills
Skills used to effectively lead and interact with team members and other stakeholders. Conflict resolution: -problem solving - best one -collaboration -compromise -forcing -smoothing -withdrawal Decision Making Emotional Intelligence Influencing Leadership: directing, coaching, facilitating, supporting
Plan Resource Management
The process of defining how to estimate, acquire, manage, and utilize physical and team resources. (Planning) Inputs: Project charter, PM Plan, Project docs, EEFs, OPAs Tools: Expert judgement, *Data rep (Hierarchical Charts, Responsibility Assignment Matrix (RACI Chart), Text oriented formats, *Organizational Theory, meetings Outputs: *Resource Management Plan, *Team charter, project document updates
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 utilization of resources and performing corrective action as necessary. (Monitoring and Controlling) Inputs: pm plan, project docs, work performance data, agreements, OPAs Tools: *Data analysis, *Problem solving, interpersonal and team skills, PMIS Outputs: WPI, change requests, PM plan updates, project doc updates Includes: Monitoring resource usage and expenses; Comparing actual consumption to the plan; Analyzing variances to understand the root cause; Identifying a resource surplus or shortage and managing either accordingly; Communicating any issues with resources to appropriate stakeholders; Influencing factors that lead to change in the type, cost, or quality of resources used;
Estimate Activity Resources
The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity. (Planning) Performed after Define Activities and before Develop Schedule The key benefit of this process is it guides the acquisition of resources and assigns those resources to the proper activities. Inputs: Project management plan, Project docs, EEFs, OPAs Tools: Expert judgement, *Bottom up estimating, *Analogous estimating, *Parametric estimating, *Data analysis, PMIS, Meetings Outputs: *Resource requirements, basis of estimates, *Resource breakdown structure, project document updates
Develop Team
The process of improving competences, team member interaction, and overall team environment to enhance project performance. (Executing) Inputs: pm plan, project docs, EEFs, OPAs Tools: *Colocation, *Virtual teams, communication technology, *Interpersonal and team skills, (*Recognition and rewards, *Forms of power), *Training, *Individual and Team Assessments, meetings Outputs: *Team performance assessments, change requests, PM plan updates, project docs updates, EEFs, OPAs
Acquire Resources
The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work. (Executing) Inputs: Pm plan, project docs, EEFs, OPAs Tools: *Decision making, interpersonal and team skills, *Pre-assignment, *virtual teams Outputs: *physical resource assignments, *project team assignments, *resource calendars, change requests, PM plan updates, project docs updates, EEFs, OPAs
Manage Team
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. (Executing) Inputs: PM plan, project docs, *Work performance reports, *Team Performance Assessments, EEFs, OPAs Tools: *Interpersonal and Team Skills, PMIS Outputs: Change requests, PM plan updates, Project docs updates, EEFs updates
Plan Resource Management - Tools: Organizational Theory
The study of how organizations function and how they affect and are affected by the environment in which they operate
Estimate Activity Resources - Tools: Bottom Up Estimating
The team may develop resource estimates for each activity. With those estimates in hand, the team can sum from the bottom back up to the work package level...further to the control accounts... and finally to the summary project level
Estimate Activity Resources - Tools: Analogous Estimating
This method is the opposite of bottom-up - this estimating techniques takes a top-down approach. It's a means of forming a quick estimate and may prove useful if only a few top-levels of the work breakdown structure are known and defined.
Estimate Activity Resources - Tools: Parametric Estimating
With parametric estimating, the team members use an algorithm or a proven statistical relationship to estimate the number of resources needed. For instance, if a crew of two can paint and carpet 4 standard hotel rooms in a day, we may use that data to estimate the number of resources needed to remodel the entire hotel. Parametric estimating requires reliable historical data.
Estimate Activity Resources - Outputs: Resource Requirements
addresses the questions of "what" and "how much" Each resource requirement should be documented with sufficient detail to explain the decision making process used to arrive at these estimates
Resource Management
strategic decision making about who should extract resources and in what ways, so that resources are used wisely and not wasted. Processes: 1. Plan Resource Management (Planning): Resource Mgmt plan, Team charter 2.Estimate Activity Resources (Planning): Resource requirements, Resource breakdown structure 3. Acquire Resources (Executing): Physical resource assignments, Project team assignments, Resource calendars 4. Develop Team (Executing): Team performance assessment 5. Manage Team (Executing): Change requests 6. Control Resources (Monitoring and Controlling): WPI
