PMP EXAMINATION PREP CHAPTER 9 RESOURCE MANAGEMENT. PMP Exam Prep

Transcription

1 PMP EXAMINATION PREP CHAPTER 9 RESOURCE MANAGEMENT PMP Exam Prep

2 PROJECT RESOURCE MANAGEMENT Page 363 Resource Management Process : Contains 6 of the 49 total processes Plan Resource Management Estimate Activity Resources Acquire Resources Develop Team Manage Team Control Resources

3 PROJECT RESOURCE MANAGEMENT A reminder on how the processes and groups interrelate

4 PROJECT RESOURCE MANAGEMENT Resource Management: Pages Areas of focus: More than just human includes materials, equipment, supplies, etc. Recognition & rewards systems Raising team competencies Document the PM s formal resource management responsibilities Definition of clear roles & responsibilities Operates largely on the assumption that PM is operating in a matrix environment PM plans team building events Resource management processes are repeated and updated throughout the life of the project Geographically and culturally diverse teams require extra attention PM is responsible for controlling the physical resources assigned to the project. Roles & Responsibilities exercise PP

5 PROJECT RESOURCE MANAGEMENT Resource Management: Key resource responsibilities for the PM: Determine human & physical resource needs Negotiate with resource managers Create a project team directory Clearly define roles & responsibilities on the project Create formal resource management plan Create recognition & rewards systems Use emotional intelligence (EI) Plan/manage communications in virtual team environments Encourage collaboration Use resources efficiently Plan ahead for when resources will be needed Page 369

6 PLAN RESOURCE MANAGEMENT Page 369 Plan Resource Management: Answers questions like: What resources are required? What quantity of each resource is required? When/how long each need resource will be needed? How will they be acquired? Are the resources internal or will they need to be procured externally? What will be the resource cost? How will resources be manage throughout the life of the project?

7 PLAN RESOURCE MANAGEMENT Pages Plan Resource Management: Common project approaches plan driven vs. event driven The following tools/techniques are normally associated with event-driven projects Kaizen Continuous (quality) improvement Just in Time (JIT) physical resources are supplied only as needed Project Charter Documents the high-level requirements of the project Project management plan Elements of this plan (scope baseline, quality management, stakeholder engagement, procurement) have influence on the planning for resources Requirements docs, schedule, risk & stakeholder registers EEF s Company culture, existing systems etc. that the project will leverage OPA s defines responsibilities on projects and existing policies and procedures for resource management.

8 PLAN RESOURCE MANAGEMENT Plan Resource Management Tools & Techniques: Responsibility Assignment Matrix (RAM) Cross references team members with activities/work packages they are to complete RACI (Responsible, Accountable, Consult, Inform) Chart Type of RAM that defines responsibilities of team in more depth. Org. Breakdown Structure Assign project responsibilities to departments or divisions within the organization. Resource Breakdown Structure breaks down work responsibilities by types of resources Work Breakdown Structure (WBS) Makes sure each work package has an owner (resource responsible for the work). Position Description Job description for the project work Organizational theory the study of identifying how organizations solve problems. Pages

9 PLAN RESOURCE MANAGEMENT Plan Resource Management Page 374 Resource Management Plan primary output of the plan resource management process Components Human Resources Requirements Roles & Responsibilities Org charts Process for acquiring human resources Training, development, recognition needs Project team management Compliance Safety Resource release Physical Resources Requirements Processes for acquisition Inventory management Resource release

10 PLAN RESOURCE MANAGEMENT Plan Resource Management Pages Team Charter Describes the approach the team will take regarding communications, decision-making and conflict resolution. Sets ground rules that can eliminate conflict by setting expectations. Conflict resolution Issues with completing activities Meeting rules Purchase authorizations Deciding work assignments Guidelines for providing status updates Methods for changing/coordinating team calendars Project Document updates - Assumptions made in planning regarding resource planning Risk register risks related to resource planning

11 ESTIMATE ACTIVITY RESOURCES Estimate activity resources Pages Determining the type and quantity of all resources needed to complete the project. Inputs Scope baseline Activity list Activity attributes Cost estimates (cost baseline) Resource calendars OPA s (policies for HR management) Estimating techniques (from schedule and cost management Bottom-up Analogous Parametric Alternatives analysis Resource histogram Method to visualize resource requirements and compare needed resources and availability.

12 ACQUIRE RESOURCES Acquire resources Pages Following the resource management plan to secure human and physical resources needed for the project. Confirming pre-assigned project resources and confirming their availability Negotiating for the optimal resources Hiring new employees Contracting/outsourcing needed resources Managing risk if resources become unavailable. Types of Teams: Dedicated Most work full time and exclusively on the project easiest to work with. Part-time Team members only spend a portion of time on the project. Partnership Teams consist of members from several participating organizations Virtual teams geographic locations necessitate the formation of virtual teams.

13 ACQUIRE RESOURCES Acquire resources Pages Methods in which a project manager may acquire/aggregate resources: Pre-assignment Assigned before the project begins, usually documented in the project charter. Negotiation to negotiate for resources: Know the needs of the project and it s priority Advise the resource manager how he/she benefits from provisioning the resource Be able to justify why the quality and quantity of resource is needed Understand what the resource manager needs Build a relationship with the resource manager Work with resource manager to address situations as they come up.

14 ACQUIRE RESOURCES Acquire resources (outputs) Pages Physical resource assignments Work assignments Resource calendars Some considerations: Changes made to this process will require changes to the appropriate management plans and should be treated as change requests within integrated change control. Resource management plan may change over time as the project experience changes Project schedule may need to be adjusted to accommodate the availability of resources with specific subject matter expertise. Project documents will be updated to reflect resourcing changes during the course of the project As risks are identified related to human and physical resources, they are added to the risk register.

15 Develop team Ongoing throughout the project. Should result in decreased turnover, enhances knowledge and skills, and improved teamwork. Interpersonal/Team Skills/Tools: Motivation theory to gain cooperation, PM must understand what motivates team members MacGregors Theory of X and Y X people are incapable by nature and avoid responsibility and work. Y people are willing to work without supervision and want to achieve Maslow s hierarchy of needs Ultimately, people are most motivated to use their skills to the utmost self actualization McClellands Theory of Needs People are most motivated by one of three needs Achievement (recognition) Affiliation (approval/cooperation) Power (influence) DEVELOP TEAM Pages

16 DEVELOP TEAM Develop team Pages Interpersonal/Team Skills/Tools(continued): Herzberg s Two-Factor Theory of Motivation Hygiene Factors Working Conditions Salary Personal Life Work Relationships Security Status Motivating agents Responsibility Self-actualization Professional Growth Recognition Team Building The Tuckman Ladder Forming (bring together) Storming (working through disagreements) Norming (working relationships form) Performing (team works effectively together) Adjourning (project ends)

17 Develop team Interpersonal/Team Skills/Tools (continued): Negotiation working to build consensus on project decisions Conflict Management PM has responsibility to address conflict and facilitate resolution Influencing Starts with active listening, using communication and persuasive skills to develop mutual trust and agreement. Assessments Individual Learn more about individuals by understanding their decision-making, interaction with others, and information processing. Team Evaluate and enhance the effectiveness of the team, also identify needed support or intervention by the PM. DEVELOP TEAM Page 388

18 Develop team Interpersonal/Team Skills/Tools (continued): Training Used to ensure performance on the project and/or augment individual skills. Project Performance Appraisals Evaluation of individual team member performance. Colocation arrange for the entire team in a locale to have offices together to improve cohesiveness/productivity. Virtual teams Geographically dispersed teams Communications Technology Shared Portals/Websites Video/audio conferencing /text Recognition/Rewards Provide appropriate R&R in response to the work of the team DEVELOP TEAM Page

19 MANAGE TEAM Page Manage team Activities performed by the PM: Track & Evaluate team performance Provide leadership Deal with team issues Facilitate conflict resolution Negotiate/influence Adjust plans based upon performance Manage Risks Observe Monitor/log issues

20 MANAGE TEAM Page 393 Manage team Primary Leadership Styles: Directing guide on what to do Facilitating Enable communication Coaching Advises/makes recommendations Supporting Encouragement/provide assistance Influencing Emphasizes team collaboration Delegating Empowers the team with authority to get the work done Consultative Considers other opinions and acts as servant-leader Consensus Encourage problem solving and decisions based upon group agreement Democratic Encourage team members to participate in the decision-making process Bureaucratic Focus on following procedures exactly Analytical May make technical decisions on the project

21 MANAGE TEAM Pages Manage team Styles that create challenges: Charismatic energize and encourage teams to do project work Autocratic Top-down, everyone does what the project manager tells them to do. Consultative-autocratic solicits input but retains all decision-making authority Laissez-Faire leave alone manages and consults as necessary Driver competitive, constantly giving directions

22 MANAGE TEAM Page 394 Manage team Project Manager Powers: Formal (legitimate) power of position Reward ability to give rewards Penalty (coercive) ability to penalize Expert technical expertise Referent Power comes from those who like, respect or want to be like you

23 MANAGE TEAM Manage team Conflict Management: Page 396 Attributes Inevitable consequence of interactions Can be beneficial Resolved by openness on behalf of the ones involved in the conflict. Resolution techniques that can be used- Collaborating openly discuss differences and incorporate multiple viewpoints to gain consensus Compromising (reconciling) finding solutions that bring satisfaction to both parties win/win Withdrawal (avoidance) parties retreat or postpone on reaching a solution Smoothing (accommodating) make concessions and emphasize agreement not differences of opinion Forcing (directing) pushing one viewpoint at the expense of the other

24 MANAGE TEAM Page Manage team Emotional Intelligence: The ability to recognize and express one s emotions appropriately and perceive and manage the emotions being expressed by others using observations, communication and interpersonal skills. Outputs from the Manage Team process Team member release plans Change requests Updated issue log Updated lessons learned

25 Page Control Resources Relates to the physical resources being utilized on the project. Ensuring the resources are available in the right place at the right time. Project manager monitors the amount, costs and quality of the resources. Project documents used for control: Issues log Lessons Learned Register Resource Assignments Project Schedule Resource Breakdown Structure Resource Requirements Risk Register Agreements/Contracts Work Performance Data CONTROL RESOURCES

26 CONTROL RESOURCES Page Control Resources Tools & Techniques used for control: Performance reviews analyze actual vs. planned resource usage Trend analysis compare measurements throughout the process to assess resource usage to extrapolate future usage Alternatives analysis options for dealing with variances can be evaluated to determine the most effective way to optimize resource utilization. PMIS track, access and analyze data on the use of resources

27 QUESTIONS/COMMENTS?