1.
Project Resource
Management
Knowledge Area

2.
Resource Management
Knowledge Area is
concerned with all the
processes that organize
and manage the project
team and associated
resources

3.
Project
9.1 Plan
Resource
Management
9.2 Estimate
Activity
Resources
9.3 Acquire
Resources
9.4 Develop
Team
9.5 Manage
Team
9.6 Control
Resources

4.
Roles
The Resources on a Project
Team

5.
 Has control over departmental resources and may direct the
functional work of those resources
 Conflicts may arise between a functional manager and a
project manager due to resource availability
 They may assign resources to projects
 May need to be consulted on the project schedule and the project
management plan in order to provide resources to the project
 Manages operational work, or day to day work, or resources
within their functional control

6.
 A stakeholder is anyone who
is impacted by a project or can
influence a project
 May fill roles on the project

7.
 The people that will do the work towards the project’s goal
 Assists with breaking the work down into the WBS and
activities
 Provide estimations for cost, time, and schedule
 Collecting, identifying, and documenting requirements
 Identify constraints, assumptions, and activity dependencies
 Requesting changes and/or working to implement approved
changes

8.
 The Project Initiator
 Responsible for providing the financing to complete the project
 Defines the high-level requirements and the Statement of Work
 May provide prioritization requirements that can include
conflicting needs, project resources, or constraints
 Gives the Project Manager authority through the use of the
Project Charter
 Grants approval or denial of the Project Management Plan and
the final acceptance of the overall project
 Monitors the progress of the project
 Serves as a face or representative of the project within the
organization
 My serve as part of the Change Control Board (CCB)

9.
Project Manager
• Handles management
activities of the project in
order to meet the project
goals
Program Manager
• Overseas a collection of
related projects
• Supports each Project
Manager in their role of
managing a project
Portfolio Manager
• Executive governance
over a portfolio – a
collection of projects
and/or programs
• Provides support for
projects and guidance on
the strategic objectives
of the projects or
programs

10.
Resource
Part of the Planning Process Group

11.
 Part of the Planning Process
Group
 Process involved with
identifying the required roles on
the project, the responsibilities
of the roles, and the skills
needed.
 It builds the project roles and
responsibilities
 Identifies any training that may
be needed
 Outputs
 Resource Management Plan
 Staffing Management Plan

12.
Major output of the Plan Resource Management Process and
is part of the Project Management Plan
Provides instructions on defining project resources
Includes the projects roles and responsibilities
Instructs on the needed skills to fill a role

13.
Matrix charts show responsibility for an activity
 Responsible, Accountable, Consulted, Informed Matrix (RACI)
 Responsibility Assignment Matrix (RAM)
Hierarchical charts show positions and relationships in a
top-down structure
 Organizational Breakdown Structure
 Resource Breakdown Structure
Textual formats are more detailed descriptions of
responsibilities

14.
Defines how staff will be brought into the project
Handles resource availability and release of staff resources
The Staffing Management Plan is part of the Resource
Management Plan
Should include any needed or anticipated training for the
project staff
Laws, local regulations, and company policies should be
researched and noted in the Staffing Management Plan

15.
Charts the required
hours from each
staffing resource
Part of the Staffing
Management Plan

16.
Resources
Part of the Planning Process Group

17.
 Part of the Planning Process Group
 An estimate of all the resources (human,
materials, supplies) needed to perform each
activity
 Requires identifying and ensuring that resources
are available to fill needed roles or plans for
bringing those resources onboard
 Understanding organizational processes on
requesting resources and policies on their
proper usage
 Create the Resource Breakdown Structure
(RBS)

18.
Acquire
Part of the Executing Process Group

19.
 Part of the Executing Process Group
 The process of bringing on the project team who will
perform the project work
 Relies on the Resource Management Plan, Enterprise
Environmental Factors, and Organizational Process
Assets
 May involve hiring new employees or bringing in
temporary workers if required skills are not present
within the organization
 Manages the risks if resources are not available

20.
Pre-Assignment
Project team are
selected in advance
and assigned to the
project ahead of time
Negotiation
May require
negotiating with
functional managers,
other project
managers, or external
suppliers and
contractors
Acquisition
If a resource is not
present in the
organization, it is
acquired from the
outside by way of
purchase or
outsourcing work to
external
consultants/contractors

21.
Halo Effect
Promoting a human resource
to a position that they are not
qualified for
 Can cause issues with
schedule, cost, or quality
problems

22.
Team
Part of the Executing Process Group

23.
 Part of the Executing Process Group
 The process of working to improve the overall
performance of the team by enhancing skills,
team collaboration, and team environment
 Requires many soft skills such as coaching,
mentoring, and servant-leadership
 Collaborate with the team, have open
communication, and provide an encouraging
and trustful environment

24.
Working to create a more
cohesive team that will
enhance the overall
performance of the project
team

25.
1. Forming
• Initial stage of team creation
when the team is first
brought together
2. Storming
• Team may have conflicts
and disagreements as they
learn about each other and
develop their relationships
3. Norming
• Team dynamics have
settled down and the
relationships have
normalized
4. Performing
• Team performance rises as
the group becomes a
cohesive unit
5. Adjourning
• The project has ended and
the team is dispersed

26.
 Training
 Team training exercises aimed at enhancing the teams skills
 Ground Rules
 Established rules to provide resource expectations in project work, behavior, or
team interactions
 Rewards and Recognition
 Planned into the project and given to team members who excel in their role
 Team Performance Assessments
 Examine the performance of the team

27.
9.5
Part of the Executing Process Group

28.
 Part of the Executing Process
Group
 This process is concerned with
every day management of the team
in the project
 Lead the team and keep an eye out
for conflicts
 ensure conflicts get resolved to the
satisfaction of those involved

29.
 Observation and Conversation
 Keep informed on the status of the work of each team resource and their attitudes,
impediments, and successes
 Engage in regular conversation with team members
 Project Performance Appraisals
 A method of evaluating a project resource
 Issue Logs
 Keep track of issues that need to be resolved and track them to completion

30.
Understanding

31.
 Projects may have conflicting
requirements
 Project Managers may have limited
power
 Project have competing needs with
functional managers
 Team member conflicts when it
comes to group interactions or
disagreements

32.
Be transparent in project
activities, requirements, project
constraints, and processes
Follow good planning practices
Inform stakeholders of key
changes, decisions, and any
potential conflicting requirements

33.
Schedules
Project
Priorities
Resources
Technical
Opinions
Administrative
Procedures
Costs
Personality
Differences

34.
Arbitration  A neutral viewpoint is brought in to help
resolve conflicts

35.
Withdraw or
Avoidance
• Withdraw
from
conflict to
deal with
later or let
other
resolve the
conflict
Smoothing
• Find
common
ground
between
conflicting
parties or
views
Compromise
• Each side
gives up
something,
each side
gets
something
Force a
Resolution
• Decide on
the conflict
and push
one view
point
through
Collaborate
• Include
more
viewpoints
than just
the
conflicting
sides

36.
Concepts

37.
Expectancy
Theory
 An employee believes they will be
rewarded for superior performance and
this provides motivation to try and deliver
the superior results

38.
 The theory that all employees fit
into one of two personality
groups
 Theory X
 These employees require close
supervision and possibly
authoritarian leadership
 They will avoid responsibility and
need to be pushed into
performing
 Theory Y
 These are self-motivated
individuals that seek more
responsibility
 They drive themselves to deliver
and derive fulfillment from work

39.
 At some point, more money will not motivate
employees
 Their highest motivation is derived from using their
skills to the highest degree of their ability
 People cannot ascent to the next level without
meeting basic requirements in the previous level
 Physiological Needs
 Food, water, basic needs
 Safety and Security
 Need to feel safe
 Love and Belonging
 The need for relationships
 Self-Esteem
 The feeling of accomplishment and worth
 Self-Actualization
 Achieving one’s full potential and creativity

40.
People are
motivated by:
Achievement
Affiliation
Power
People in each group need to
be managed differently

41.
 Hygiene Factors (Dissatisfiers)
 Factors, that if not present, will
create dissatisfied employees
 Their presence will not cause
satisfied or motivated employees
 These include job security, working
conditions, and quality of leadership
 Motivating Factors (Satisfiers)
 These factors include achievement,
autonomy, responsibility, and
personal growth
 The factors in the work itself creates
motivation

42.
Control
Part of the Monitoring & Controlling Process Group

43.
 Part of the Monitoring & Controlling
Process Group
 Verify that the planned resources
needed and/or allocated are still
available to work
 Monitoring the utilization of
resources and comparing the
planned utilization to the actual
utilization

44.
 A Guide to the Project
Management Body of Knowledge –
PMBOK 6th Edition
 https://www.pmi.org/
Joshua Render
https://agile-mercurial.com