Session 9. Project Resource Management v6.9

V6.
9 © GreyCampus 1
Session overview
Resource management
 Plan resource management
 Estimate activity resources
 Acquire resources
 Development team
 Manage team
 Control resources
V6.9 © GreyCampus 2
Key concepts
• Resources are at risk if not well managed and controlled (timeliness, quality,
inventory)
Trends & emerging practices
• Collaboration rather than command

• Optimized utilization
• Resource management methods like JIT, Kaizen, TPM (total productive
maintenance), TOC (theory of constraints)
• EI (Emotional Intelligence): inbound (self-management, self-awareness) / outbound
(relationship). Team EI important
• Self-organizing teams due to agile, PM gives support and trust.
• The Team has generalized specialists, not SME in order to adapt.
• Virtual/distributed teams
Trends & emerging practices
• JIT – is a manufacturing methodology which involves waste and inventory control,

the Kanban pull system and lead-time reduction (Ex: TPS Toyota Production System
which also applies LEAN)
• Kaizen is a Japanese philosophy of improvement wherein everyone should find ways
to improve with new ideas and measure their impact, make them repeatable,
reduce variations/defects, improve cycle times; individual improvement will
improve products/services; thus TQM, Six-Sigma, PDCA are examples of Kaizen in
execution
• Theory of Constraints (TOC) – identify the most limiting bottleneck towards a goal
and improve it until it is no longer limiting (Ex: critical chain method of scheduling
which addresses the risk of delay due to certain human factors)
• Total Productive Maintenance (TPM) – focuses on equipment conditions in order to
prevent manufacturing delays and increase productivity; employee morale and
processes are also considered
Tailoring considerations
• Diversity
• Location
• Industry-specific resources
• Acquisition of team members
• Team management
• Lifecycle approach
Considerations for agile/adaptive environments
• The Team has generalized specialists not, SMEs in order to adapt

• Collaboration very important
• Agreements for fast supply and lean methods
Project management process group and knowledge area mapping
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth edition, Project
© GreyCampus
V6.9
Management Institute, Inc., , Table 1-4, Page 25. Material from this publication has been reproduced with the permission of PMI
8
Project resource management
Project resource management includes the processes to identify, acquire and manage resources
required for successful project completion
Plan Resource Estimate Activity

Acquire Resources Develop Team Manage Team Control Resources
Management Resources
These processes help ensure the availability of the right resources at the right time and place for the
project manager and team
9.1 Plan resource management
The plan resource management is the process of:

• Defining how to estimate, acquire, manage, and use physical and human
project resources.
The key benefit of this process is that:

• It establishes the approach and level of management effort needed for
managing project resources based on the type and complexity of the project.
Project resource management - inputs Inputs:
1. Project charter
2. Project management
plan
3. Project documents
Tools & Techniques:
1. Expert judgment
2. Data
representation
Project charter Project Project documents 3. Organizational

theory
management plan 4. Meetings
• Quality management plan • Project schedule
• Scope baseline • Requirements documentation
• Risk register Outputs
• Stakeholder register
1. Resource
management plan
2. Team charter
updates
Plan resource management - inputs Inputs:
4. Enterprise
environmental factors
5. Organizational
process assets
Tools & Techniques:
Enterprise environmental factors Organizational process assets 1.

2.
Expert judgment
Data representation
3. Organizational
• Organizational culture and structure • Human resource policies and procedures theory
• Geographic distribution of facilities • Physical resource management policies 4. Meetings
and resources and procedures

• Existing resources competencies and • Safety policies
availability • Security policies
• Marketplace conditions • Templates for the resource management Outputs
plan and
1. Resource management
• Historical information from similar plan
2. Team charter
projects 3. Project documents
updates
Project resource management – tools and techniques
Data Organizational
Expert judgment Meetings
representation theory
• Negotiating for the best
resources within the • Hierarchical charts
organization  Work breakdown Provides information
Resource planning related
• Talent management structures (WBS) regarding the way in which
meetings
• Personal development  Organizational people, teams and
• Estimating lead times breakdown structure organizational units behave
required for acquisition (OBS) Ex:
• Identifying risks associated  Resource breakdown Herzberg’s Theory of
with resource acquisition, structure (RBS) Motivation
retention and release plans • Responsibility Assignment McGregor’s Theory of X and Y
• Managing sellers and Matrix (RAM) Maslow’s Hierarchy of Needs
logistic efforts to ensure • Text-oriented formats
materials and supplies are
available when needed
Data representation
Hierarchical charts
• A traditional organization chart structure that can be used

to show positions and relationships in a graphical, top-
down format
• Work breakdown structure (WBS) provides a way of

showing high-level areas of responsibility
• Organizational breakdown structure (OBS) is arranged

according to an organization’s existing departments, units
or teams
• Resource breakdown structure (RBS) is a hierarchical list

of resources related by category and resource type
Data representation
Responsibility Assignment Matrix (RAM)
• 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
• Ensures that there is only one person accountable for any one task to avoid confusion of responsibility
• Example of a RAM is a RACI (responsible, accountable, consult, and inform) chart
• Responsible – A person to whom the work is assigned
• Accountable – A person who can make final decision or who

has ultimate ownership
• Consulted – A person to be consulted before taking a

decision
• Informed – A person to whom the decision taken is to be

informed
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth edition, Project
© GreyCampus
V6.9
Management Institute, Inc., 2017, Figure 9-4, Page 317, Material from this publication has been reproduced with the permission of PMI
16
Data representation
Text-oriented formats
• Team member responsibilities that require detailed

descriptions can be specified in a text-oriented formats
• The documents provide information such as responsibilities,

authority, competencies, and qualifications.
• The documents are known by various names including

position descriptions and role-responsibility-authority forms
Organizational theories
Contingency theory – is based on the relationship between leadership style and the situation.
Situations have 3 dimensions:

1. Leader-member relationship
2. Degree of task structure
3. Leader’s positional power
4. Presented by Fred Fiedler
Presented by Fred Fiedler
Organizational theories
Situational Leadership Theory

• The leader’s positional power is obtained through formal SUPPORTIVE/
FACILITATIVE
authority, which is the third most important dimension of the

situation, plus the environmental factors in a workplace
• There is no single “best” style of leadership. A PM must lead
based on the situations that are presented
• Developed by Ken Blanchard and Paul Hersey
Task vs Relationship Orientation

• In stressful and demanding times, a task oriented leader will be more effective Developed by Ken Blanchard & Paul Hersey
• In calm and peaceful times, a relationship oriented leader will be more
effective
Plan resource management - outputs Inputs:
Resource • Identification of resources 1.

2.
Project charter
Project management
Management • Acquiring resources plan
Plan 3. Project documents
• Roles and responsibilities 4. Enterprise
• Project organization charts 5. Organizational process
assets
• Project team resource
management
• Training Tools & Techniques:
• Team development
• Resource control 1. Expert judgment
2. Data representation
• Recognition plan 3. Organizational
theory
4. Meetings
Team charter
Outputs
1. Resource
Project • Assumption log management plan
documents 2. Team charter
updates
• Risk register 3. Project documents
updates
Resource management plan
• Identification of resources
• Acquiring resources
• Roles and responsibilities
• Project organization charts
• Project team resource management
• Training
• Team development
• Resource control
• Recognition plan
Resource management plan
• Role - The function assumed by or assigned to a person in the project.
• Authority - The right to apply project resources, make decisions, sign approvals, accept deliverables, and
influence others to carry out the work of the project. Team members operate best when their individual
levels of authority match their individual responsibilities.
• Responsibility - The assigned duties and work that a project team member is expected to perform in
order to complete the project’s activities.
• Competency - The skill and capacity the required to complete assigned activities within the project
constraints. If project team members do not possess the required competencies, performance can be
jeopardized. When such mismatches are identified, proactive responses such as training, hiring,
schedule changes, or scope changes are initiated.
Team Charter
Team charter
 The team charter is a document that establishes the team values, agreements, and Resources Vision and
Values
operating guidelines for the team and includes:
 Team values Authority and
Team Results Team Processes
Accountability
 Communication guidelines
 Decision-making criteria and process
Communication
 Conflict resolution process and Coordination
Goals
 Meeting guidelines
 Team agreements
 It establishes clear expectations regarding acceptable behavior by project team members
Ground Rules
 An Early commitment to clear guidelines decreases misunderstandings and increases • Listen to understand first
• Let people finish their thoughts
productivity • Be pithy, succinct. Share the airtime
• Encourage everyone to participate
 Discussing areas such as codes of conduct, communication, decision making, and meeting • Stay on topic & on time
• Turn off or mute devices
etiquette allows team members to discover the values that are important to one another • Start & end on time
 Team charter works best when the team develops or at least contributes to it
9.2 Estimate activity resources
Estimate activity resources are the process of:

• Estimating team resources and the type and quantities of material, equipment,
and supplies necessary to perform project work.
The key benefit of this process is that it:

• Identifies the type, quantity, and characteristics of resources required to
complete the project.
Estimate activity resources - inputs Inputs:
1. Project
management plan
Tools & Techniques:

1. Expert judgment
2. Bottom-up estimating
Project management plan Project documents

3.
4.
Analogous estimating
Parametric estimating
5. Data analysis
• Resource management plan • Activity attributes information system
• Scope baseline • Activity list 7. Meetings
• Assumption log
• Cost estimates Outputs
• Resource calendars
1. Resource requirements
• Risk register 2. Basis of estimates
3. Resource breakdown
structure
updates
Estimate activity resources - inputs Inputs:
3. Enterprise
environmental
factors
4. Organizational
process assets
Tools & Techniques:

1. Expert judgment
3. Analogous estimating
Enterprise environmental factors Organizational process assets 4. Parametric estimating
5. Data analysis
• Resource location and availability • Policies and procedures regarding staffing, information system
7. Meetings
• Team resource skills relating to supplies and equipment
• Organizational culture • Historical information regarding types of
• Published estimating data and resources used for similar work on previous Outputs
projects
• Marketplace conditions
2. Basis of estimates
structure
updates
Estimate activity resources – tools and techniques Inputs:
plan
3. Enterprise
4. Organizational process
assets
Tools & Techniques:
Expert judgment Bottom-up estimating 1. Expert judgment

2. Bottom-up
estimating
3. Analogous
estimating
4. Parametric
estimating
Outputs
Analogous estimating Parametric estimating 4.
structure
Project documents
updates
Estimate activity resources – tools and techniques Inputs:
plan
3. Enterprise
assets
Tools & Techniques:
5. Data analysis
6. Project
management
information
system
Project management 7. Meetings
Data analysis information system Meetings
• Alternative analysis (PMIS)
Outputs
structure
updates
Estimate activity resources - outputs Inputs:
plan
Resource requirements 3. Enterprise

• Identify the types and quantities of resources required for assets
each work package or activity in work package

• Aggregated to determine estimated resources for each Tools & Techniques:
work package, each WBS branch and project as a whole 1. Expert judgment
Basis of estimates 4.
5.
Parametric estimating
Data analysis
• The Method used to develop the estimate 7.
information system
Meetings
• Resources used to develop the estimate (from past projects)
• Assumptions, known constraints Outputs
• Range of estimates
• The confidence level of the estimate 1. Resource
requirements
• List of identified risks which influence the estimate 2. Basis of estimates
Estimate activity resources - outputs Inputs:
plan
3. Enterprise
assets
Tools & Techniques:

1. Expert judgment
Resource breakdown structure Project documents updates 4. Parametric estimating
5. Data analysis
• A hierarchical representation of resources by • Activity attributes 6. Project management
information system
category and type • Activity list
7. Meetings
• Resource categories may include labor, • Lessons learned register

material, equipment, and supplies Outputs
• Resource types may include the skill level, 3. Resource

grade level, required certifications etc. breakdown
structure
• Used to monitor and acquire resources 4. Project documents
updates
9.3 Acquire resources
Acquire resources is the process of:

• Obtaining team members, facilities, equipment, materials, supplies, and other
resources necessary to complete project work.

• Outlines and guides the selection of resources and assigns them to their
respective activities.
Acquire resources - inputs Inputs:
plan
3. Enterprise
Environmental Factors
4. Organizational
Process Assets
Tools & Techniques:
Project management plan Project documents 1. Decision making

2. Interpersonal and
team skills
3. Pre-assignment
4. Virtual teams
Outputs
1. Physical resource assignments
2. Project team assignments
3. Resource calendars
4. Change requests
5. Project management plan
updates
6. Project documents updates
Enterprise environmental factors Organizational process assets 7. Enterprise environmental

factors updates
8. Organizational process assets
updates
Acquire resources - tools and techniques Inputs:
plan
Decision making – multi-criteria decision analysis 3. Enterprise
• The following criterion may be used to rate or score potential assets
resources:
1. Availability 2. Cost 3. Ability 4. Experience 5. Knowledge
6. Skills 7. Attitude 8. International factors Tools & Techniques:
1. Decision making
Interpersonal and team skills - negotiation 2. Interpersonal
and team skills
• Negotiate with functional managers to ensure that the project
receives the best resources possible in the required time frame
Pre-assignment
• Negotiate with other project management teams within the
performing organization for sharing scarce or specialized Outputs
resources 1.
2.
Physical resource assignments
Project team assignments
• Negotiate with external organizations, and suppliers for

4. Change requests
appropriate, scarce, specialized, qualified, certified, or other updates
specific team or physical resources 7. Enterprise environmental

factors updates
updates
Acquire resources - tools and techniques Inputs:
Decision making 1. Project management

plan
3. Enterprise
assets
Tools & Techniques:
Pre-assignment Virtual teams

• Make it possible to form teams of people from the same 3. Pre-assignment
• Resources determined in 4. Virtual teams
organization who live in widespread geographic areas
advance
• Add special expertise to a project team even though the
• Used for competitive expert is not in the same geographic area
proposals and special • Incorporate employees who work from home offices
expertise needs
• Form teams of people who work different shifts, hours, or Outputs
• May be assigned during days 1. Physical resource assignments
2. Project team assignments
project charter or early in
• Include people with mobility limitations or disabilities
4. Change requests
the project 5. Project management plan
• Move forward with projects that would have been held or updates
cancelled due to travel expenses 7. Enterprise environmental
factors updates
• Save the expense of offices and all physical equipment 8. Organizational process assets
updates
needed for employees

Acquire Resources - outputs Inputs:
plan
3. Enterprise
Physical resource assignments – Documenting the physical environmental factors
resources (material, equipment, supplies, locations and other 4. Organizational process

assets
physical resources) that will be used for the project
Tools & Techniques:

Project team assignments – Documenting the team members and
their roles and responsibilities for the project 1. Decision making
team skills
3. Pre-assignment
4. Virtual teams
Resource Calendars
• Identifies the working days, shifts, start and end

of business hours, weekends and public holidays Outputs
1. Physical resource
when each specific resource is available assignments
• Also specify when and for how long identified 2. Project team
assignments
team and physical resources will be available 3. Resource
during the project calendars
Acquire Resources - Outputs Inputs:
plan
3. Enterprise
assets
Tools & Techniques:
1. Decision making
team skills
Change requests Project management Project documents 3.
4.
Pre-assignment
Virtual teams
plan updates updates
• Resource management plan • Lessons learned register
• Cost baseline • Project schedule
Outputs
• Resource breakdown structure 4. Change requests
• Resource requirements 5. Project
• Risk register management
plan updates
• Stakeholder register 6. Project
documents
updates
Acquire Resources - Outputs Inputs:
plan
3. Enterprise
assets
Tools & Techniques:
1. Decision making
Enterprise environmental Organizational process 3.
team skills
Pre-assignment
factors Updates assets Updates 4. Virtual teams
• Resource availability within the organization • Updates to the documents related to

• Amount of the organization’s consumable acquiring, assigning, and allocating
resources that have been used resources Outputs
6. Enterprise
environmental
factors updates
7. Organizational
process assets
updates
9.4 Develop Team
Developing a team is the process of:

• Improving competencies, team member interaction and the overall team
environment to enhance project performance.

• Results in improved teamwork, enhanced interpersonal skills and competencies,
motivated employees, reduced attrition, and improved overall project
performance.
Team-building activities
• The objective of team building activities is to help
individual team members work together effectively (Adjourning)
• Team completes the work and moves on from the project
• These are particularly valuable when team • This typically occurs when staff is released from the
project as deliverables are completed or as part of the
close project or phase process
members operate from remote locations
• Forming, Storming, Norming, Performing, (Performing)
• Teams function as a well-organized unit
and Adjourning • They are interdependent and work through issues
smoothly and effectively
(Norming)
• 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
(Storming)
• Team begins to address the project work, technical
decisions
• If team members are not collaborative and open, the
environment can become counterproductive
(Forming)
• The team meets and learns about the project and
their roles and responsibilities
• Team members tend to be independent and not as Stages of “Tuckman’s Ladder” in Team Building
open
Develop Team - inputs Inputs:
1. Project
management plan
3. Enterprise
environmental
factors
4. Organizational
Project Management Enterprise process assets
Plan environmental factors
Tools & Techniques:
1. Colocation
2. Virtual teams
3. Communication technology
4. Interpersonal and team
skills
5. Recognition and rewards
6. Training
7. Individual and team
assessments
8. Meetings
Project documents Organizational process

assets
Outputs
1. Team performance
assessments
2. Change requests
updates
5. Enterprise environmental
factors updates
updates
Develop team - Tools and techniques Inputs:
1. Project
management plan
3. Enterprise
environmental
factors
Colocation Virtual teams 4. Organizational
process assets
Tools & Techniques:

• Key members in one location
1. Colocation
• May also be temporary 2. Virtual teams
• Improves communication and community 3. Communication
technology
Interpersonal and 4. Interpersonal and
team skills
team Skills
Communication • Conflict management
technology
• Shared portal • Influencing – critical Outputs
information gathering is 1. Team performance
• Video/audio conferencing
assessments
key, mutual trust 2.
3.
Change requests
Project management plan
• Email/chat • Motivation 4.
updates
Project documents updates
• Negotiation 6.
factors updates
Organizational process assets
updates
• Team building
Develop team - Tools and techniques Inputs:
1. Project
management plan
3. Enterprise
environmental
factors
4. Organizational
process assets
Tools & Techniques:

Recognition and rewards Training Individual and
5. Recognition and
• Classroom team assessments rewards
• Tangible, eg: money 6. Training
• Online • Of strengths, 7. Individual and team
• Intangible, eg: weaknesses,
assessments
8. Meetings
appreciation • Computer-based aspirations,
• On the job training preferences, abilities,
• Mentoring interactions Outputs
1. Team performance
Meetings • Via surveys, assessments
• Coaching 2. Change requests
assessments, 3. Project management plan

updates
interviews, tests, focus 5. Enterprise environmental
factors updates
• Team building/development/orientation groups 6. Organizational process assets
updates
related
Develop team - outputs Inputs:
1. Project
management plan
Team performance assessments 3. Enterprise
environmental
• Improvements in skills that allow individuals to perform assignments more 4.
factors
Organizational
effectively process assets
• Improvements in competencies that help the team perform better as a team

• Reduced staff turnover rate Tools & Techniques:
1. Colocation
• Increased team cohesiveness where team members share information and 2.
3.
Virtual teams
Communication technology
experiences openly and help each other to improve the overall project 4. Interpersonal and team
skills
performance 5.
6.
Recognition and rewards
Training
7. Individual and team
assessments
8. Meetings
Outputs
1. Team performance
assessments
2. Change requests
Change requests Project management plan updates plan updates
Develop Team - outputs Inputs:
1. Project
management plan
3. Enterprise
environmental
factors
4. Organizational
process assets
Tools & Techniques:

1. Colocation
2. Virtual teams
3. Communication technology
4. Interpersonal and team
skills
5. Recognition and rewards
Project documents Enterprise environmental Organizational process

6.
7.
Training
Individual and team
updates factors updates assets updates 8.

assessments
Meetings
Outputs
updates
5. Enterprise
updates
6. Organizational
process assets
updates
9.5 Manage team
Manage team is the process of:

• Tracking team member performance, providing feedback, resolving issues, and
managing team changes to optimize project performance.

• Influences team behavior, manages conflict, resolves issues.
Manage Team - Inputs Inputs:
plan
3. Work performance
reports
Tools & Techniques:
Project management plan Project documents team skills
2. Project
management
information
system
Issue Log
Outputs
Work performance reports
1. Change requests
• These reports help to determine future team 2. Project management
plan updates
resource requirements, recognitions and rewards 3. Project documents
updates
4. Enterprise
updates
Manage Team - Inputs Inputs:
4. Team performance
assessments
5. Enterprise
environmental
Team performance assessments factors
6. Organizational
• Can be formal or informal process assets
• By continually assessing the team’s performance actions
can be taken to resolve issues, modify communication,
address conflict, and improve team interaction Tools & Techniques:
team skills
Enterprise environmental factors 2. Project

management
information system
• Human resource management policies
Outputs
Organizational process assets
1. Change requests
• Certificates of appreciation 2. Project management
plan updates
• Corporate apparel 3. Project documents

updates
• Other organizational perquisites 4. Enterprise

updates
Manage Team - Tools and techniques Inputs:
3. Work performance
reports
4. Team performance
assessments
factors
assets
Tools & Techniques:
Interpersonal and team skills Project Management 1. Interpersonal

Information System and team skills
• Conflict management (PMIS) 2. Project
management
• Decision making – based on goal focus, a certain information
process for it, environment, available system
information, creativity, and risks

• Emotional intelligence Outputs
• Influencing – persuasion, clear articulation, 1. Change requests

active listening, considering perspectives, plan updates
information gathering, mutual trust 3. Project documents

updates
4. Enterprise
• Leadership environmental factors
updates
Conflict management
Causes How to
for • Scarce resources reduce • Team ground rules
conflict • Scheduling priorities amount of • Group norms
• Personal work styles conflict • Communication planning
• Role definition
Techniques • Withdraw/Avoid - retreating from an actual or potential conflict situation; postponing the issue to be
for better prepared or to be resolved by others.
resolving • Smooth/Accommodate - emphasizing areas of agreement rather than areas of difference; conceding
conflict 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.
• 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.
• 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.
Techniques for resolving conflict
(No Win – No Lose)
Manage team - outputs Inputs:
3. Work performance
reports
4. Team performance
assessments
factors
assets
Tools & Techniques:
team skills
2. Project
management
information
Change requests Project management system
plan updates
Outputs
1. Change requests
2. Project
management plan
updates
Manage team - outputs Inputs:
3. Work performance
reports
4. Team performance
assessments
factors
assets
Tools & Techniques:
team skills
2. Project
management
information system
Project Documents Updates Enterprise environmental
factors updates
Outputs
updates
4. Enterprise
environmental
factors updates
Motivational theories
McGregor’s Theory of X and Y
• Theory X – people needs to be watched every minute
• Theory Y – people are willing to work without supervision

Self-actualization
Maslow’s Hierarchy of Needs
• Biological and physiological need - air, food, drink, shelter, warmth, sex, sleep Esteem
• Safety needs – health, security - personal and financial, order, law, limits, stability Social
• Social needs - work group, family, friendship, affection, relationships Safety

• Esteem needs - self-esteem, achievement, mastery, independence, status,
Physiological
dominance, prestige, managerial responsibility, etc.
Maslow’s Hierarchy of Needs
• Self-actualization needs - realizing personal potential, self-fulfillment, seeking
personal growth and peak experiences.
Motivational theories
Herzberg’s Theory of Motivation
• Salaries, wages and • Sense of personal

other benefits achievement
• Company policy and • Status
Administration • Recognition
• Good inter-personal • Challenging/stimulating work
relationships
• Responsibility
• Quality of supervision
• Opportunity for advancement
• Job security
• Promotion
• Working conditions
• Growth
• Work/life balance
Hygiene factors Motivator factors

When in place, these When in place, these
factors result in… factors result in…
 General satisfaction  High motivation

 Prevention of dissatisfaction  High satisfaction
 Strong commitment
9.6 Control resources
Control resources is 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 use of resources, and performing the corrective action
as necessary.
The key benefit of this process is ensuring that the:

• Assigned physical resources are available to the project at the right time and in the right
place and are released when no longer needed.
Control resources - inputs Inputs:
1. Project
management plan
2. Project
documents
Tools & Techniques:
1. Data analysis
2. Problem solving
team skills
information system
Project management plan Project documents

Outputs
1. Work performance
information
2. Change requests
plan updates
updates
Control resources - inputs Inputs:
3. Work
performance data
4. Agreements
Work performance data 5. Organizational
process assets
• Contains data on project status such as the number
and type of resources that have been used
Tools & Techniques:
Agreements 1. Data analysis

2. Problem solving
• Agreements given to sellers 3. Interpersonal and
• Should define procedures when new, unplanned team skills

resources are needed or when issues arise with information system
the current resources

Outputs
1. Work performance
Organizational process assets 2.

information
Change requests
plan updates
updates
Control Resources - Tools and techniques Inputs:
plan
3. Work performance
data
4. Agreements
assets
Tools & Techniques:
Data analysis Problem solving

1. Data analysis
• Alternative analysis – for • The problem from inside the organization (machine or 2. Problem solving
resolving utilization infrastructure used by another department is not released
variances in time, materials are damaged because of unsuitable
• Cost-benefit analysis – for conditions)
corrective actions • The problem from outside the organization (supplier has Outputs
• Performance reviews – of gone bankrupt, bad weather damaged resources) 1. Work performance
utilization information
• Steps to be used by the project manager to deal with the 2. Change requests
• Trend analysis – for future 3. Project management
problem:
resource needs based on 4.
plan updates
Project documents
current performance Identify, define, investigate, analyze, solve and check the updates
solution, whether the problem has been fixed
Control Resources - Tools and techniques Inputs:
plan
3. Work performance
data
4. Agreements
assets
Tools & Techniques:
team skills
4. Project
management
information
system
Interpersonal Project Management
and team skills Information System
(PMIS)
• Negotiation Outputs
• Influencing 1. Work performance

information
2. Change requests
plan updates
updates
Control resources - outputs Inputs:
plan
3. Work performance
data
4. Agreements
assets
Tools & Techniques:
1. Data analysis
2. Problem solving
team skills
information system
Work performance information Change requests
Outputs
1. Work
performance
information
2. Change requests
Control resources - outputs Inputs:
plan
3. Work performance
data
4. Agreements
assets
Tools & Techniques:
1. Data analysis
2. Problem solving
team skills
information system
Project management plan updates Project documents updates
Outputs
3. Project
management plan
updates
updates
1. Which of the following are tools and techniques used in Acquire Resources?
A. Advertise, offer, and hire

B. Beg, borrow and steal
C. Pre-assignment, acquisition, collocation, negotiation
D. Multi criteria decision analysis, negotiation, pre-assignment, virtual teams
1. Which of the following are tools and techniques used in Acquire Resources?
A. Advertise, offer, and hire

B. Beg, borrow and steal
C. Pre-assignment, acquisition, collocation, negotiation
D. Multi criteria decision analysis, negotiation, pre-assignment, virtual teams
Answer: See PMBOK Figure 9-8, page 328
2. Which of the following is the most accurate description of multi-criteria decision analysis?
A. This is an interpretation tool used in intelligence gathering activities

B. This is a tool or technique used in plan resource management, used to help determine which
personality types will work best given the organization's structure and culture, and project nature
C. This is a personality assessment tool developed by Herzberg and used in manage team
D. This is a tool or technique used in acquire resources
2. Which of the following is the most accurate description of multi-criteria decision

analysis?
A. This is an interpretation tool used in intelligence gathering activities

B. This is a tool or technique used in plan resource management, used to help determine which
personality types will work best given the organization's structure and culture, and project nature
C. This is a personality assessment tool developed by Herzberg and used in manage team
D. This is a tool or technique used in acquire resources
Explanation: Choice D is correct. PMBOK section 9.3.2.1
3. Which of the following is true of change requests?
A. They are an output of manage team

B. They are a tool or technique within develop team
C. They are an output of plan resource management
D. They are an input to develop team
3. Which of the following is true of change requests?
A. They are an output of manage team

B. They are a tool or technique within develop team
C. They are an output of plan resource management
D. They are an input to develop team
Answer: Change requests are output from the process manage team. PMBOK Section 9.5.3.1,
page 350.
4. Which about the Tuckman ladder are true?
A. A model that describes stages of team development.

B. Stages include: forming, storming, norming, performing, adjourning
C. Team members who worked together in the past might skip steps.
D. All of the above
4. Which about the Tuckman ladder are true?
A. A model that describes stages of team development.

B. Stages include: forming, storming, norming, performing, adjourning
C. Team members who worked together in the past might skip steps.
D. All of the above
Answer: Page 338, PMBOK v6
5. When a project team member is selected in advance, she is considered what?
A. Holder of the short straw

B. Pre-assigned
C. A weak player
D. "Sponsor's Pet”
5. When a project team member is selected in advance, she is considered what
A. Holder of the short straw

B. Pre-assigned
C. A weak player
D. "Sponsor's Pet”
Answer: Figure 9-8, Page 328, 333, PMBOK v6
Situational Q&A
These questions are a bit harder, but more
like the test !!
1. During a competitive bidding meeting, it appears to you as the seller’s project manager that the buyer has some
preference to a seller who can ready people quickly as soon as the contract is signed. In fact, it is even likely that any
seller who could raise the buyer’s confidence with respect to people availability for specialized skills might win the bid.
What can you propose to the buyer to make your position stronger in such a case?
A. Inform the buyer that your resources will work from different locations wherever they are hired from and this
would allow project execution to begin sooner
B. Inform the buyer that all your resources will be hired from a single location so that they can work from an office in
the same location without having to make arrangements for remote connections
C. Inform the buyer that you will pre-assign people
D. None of the above
1. During a competitive bidding meeting, it appears to you as the seller’s project manager that the buyer has some
preference to a seller who can ready people quickly as soon as the contract is signed. In fact, it is even likely that any
seller who could raise the buyer’s confidence with respect to people availability for specialized skills might win the bid.
What can you propose to the buyer to make your position stronger in such a case?
A. Inform the buyer that your resources will work from different locations wherever they are hired from and this
would allow project execution to begin sooner
B. Inform the buyer that all your resources will be hired from a single location so that they can work from an office
in the same location without having to make arrangements for remote connections
C. Inform the buyer that you will pre-assign people
D. None of the above
Explanation: Pre-assignment is a technique in the Acquire Resources process to confirm people resources in advance, particularly when
specialized skills are required or during competitive proposals.
2. You are estimating resources for your project. Which of the below will be most important for you to refer for this
purpose?
A. Stakeholder register, to understand what are stakeholder preferences for estimation techniques
B. Cost estimates for the project activities
C. Schedule estimates for the project activities
D. Communications requirements, to understand how these will impact material resource estimates
2. You are estimating resources for your project. Which of the below will be most important for you to refer for this
purpose?
A. Stakeholder register, to understand what are stakeholder preferences for estimation techniques
B. Cost estimates for the project activities
C. Schedule estimates for the project activities
D. Communications requirements, to understand how these will impact material resource estimates
Explanation: Activity cost estimates, if available, will influence the number of resources to be used. Other options are not the most
important though communications requirements will impact resource estimates for communications. Schedule estimates will depend on
resource estimates.
3. Which of the below statements is correct about people resources in a project?
A. In virtual teams, only few team members do not see each other face to face
B. Virtual teams and colocation mean the same
C. In colocation, team members work together in one location promoting direct interaction
D. In virtual teams, people working in different shifts or with disabilities or working from home are not considered
3. Which of the below statements is correct about people resources in a project?
A. In virtual teams, only few team members do not see each other face to face
B. Virtual teams and colocation mean the same
C. In colocation, team members work together in one location promoting direct interaction
D. In virtual teams, people working in different shifts or with disabilities or working from home are not considered
Explanation: All options other than this are incorrect.
4. You are assigned to a project which is at execution stage, since the previous project manager has left the organization.
You are trying to trace out who is responsible for executing the tasks. Which plan / document provide this information ?
A. Resource Management Plan

B. Resource histograms
C. Responsibility assignment matrix
D. Talk to the team and find out who is responsible for executing each task
4. You are assigned to a project which is at execution stage, since the previous project manager has left the organization.
You are trying to trace out who is responsible for executing the tasks. Which plan / document provide this information ?
A. Resource Management Plan

B. Resource histograms
C. Responsibility assignment matrix
D. Talk to the team and find out who is responsible for executing each task
Explanation: Role responsibility authority forms (RACI charts) help in identifying team members responsibilities. See PMBOK section
9.1.2.2
5. A discussion between two of your team members ends in a conflict. All of the below are ineffective ways of resolving
this conflict except:
A. One of them conceding to the others demands so that there are no arguments further
B. One of them not willing to discuss it further so that the other person wins
C. You can a manager can decide who is right
D. Allow them to lay out all issues on the table and solve the problem
5. A discussion between two of your team members ends in a conflict. All of the below are ineffective ways of resolving
this conflict except:
A. One of them conceding to the other’s demands so that there are no further arguments
B. One of them not willing to discuss it further so that the other person wins
C. You as a manager can decide who is right
D. Allow them to lay out all issues on the table and solve the problem
Explanation: This is a collaboration approach which is usually the best approach to resolve a conflict. All other options are
accommodating, avoiding or forcing.
6. Which of the following is the correct list and sequence of Maslow's Hierarchy of Needs?
A. Physiological, safety, belonging, esteem, self-actualization

B. Safety, physical, belonging, self-actualization, esteem
C. Psychosomatic, safety, belonging, esteem, self-actualization
D. Physiological, safety, Belonging, self-actualization, esteem
6. Which of the following is the correct list and sequence of Maslow's Hierarchy of Needs?
A. Physiological, safety, belonging, esteem, self-actualization

B. Safety, physical, belonging, self-actualization, esteem
C. Psychosomatic, safety, belonging, esteem, self-actualization
D. Physiological, safety, Belonging, self-actualization, esteem
Explanation: Choice A contains the correct list of Maslow's hierarchy of needs, in the correct sequence, from most basic to the very
highest level, Self-actualization. While not covered in the PMBOK, you may very well see this on the exam. For additional reading,
Wikipedia has a good article on this.
7. What are five general techniques for resolving conflict?
A. Avoid, capitulate, compromise, force, direct

B. Withdraw, accommodate, compromise, direct, collaborate
C. Withdraw, smooth, reconcile, direct, force
D. Avoid, Accommodate, compromise, collaborate, problem solve
7. What are five general techniques for resolving conflict?
A. Avoid, capitulate, compromise, force, direct

B. Withdraw, accommodate, compromise, direct, collaborate
C. Withdraw, smooth, reconcile, direct, force
D. Avoid, Accommodate, compromise, collaborate, problem solve
Explanation: PMBOK Section 9.5.2.1 lists the following five general techniques:
Withdraw / avoid
Smooth / accommodate
Compromise / reconcile
Force / direct
Collaborate/problem solve

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V6.

• Collaboration rather than command

• JIT – is a manufacturing methodology which involves waste and inventory control,

• The Team has generalized specialists not, SMEs in order to adapt

Plan Resource Estimate Activity

The plan resource management is the process of:

The key benefit of this process is that:

Tools & Techniques:

Project charter Project Project documents 3. Organizational

Tools & Techniques:

Enterprise environmental factors Organizational process assets 1.

and resources and procedures

• A traditional organization chart structure that can be used

• Work breakdown structure (WBS) provides a way of

• Organizational breakdown structure (OBS) is arranged

• Resource breakdown structure (RBS) is a hierarchical list

Responsibility Assignment Matrix (RAM)

• RAM shows the project resources assigned to each work package.

• Example of a RAM is a RACI (responsible, accountable, consult, and inform) chart

• Responsible – A person to whom the work is assigned

• Accountable – A person who can make final decision or who

• Consulted – A person to be consulted before taking a

• Informed – A person to whom the decision taken is to be

• Team member responsibilities that require detailed

• The documents provide information such as responsibilities,

• The documents are known by various names including

Situations have 3 dimensions:

Presented by Fred Fiedler

Situational Leadership Theory

authority, which is the third most important dimension of the

Task vs Relationship Orientation

Resource • Identification of resources 1.

• Role - The function assumed by or assigned to a person in the project.

Estimate activity resources are the process of:

The key benefit of this process is that it:

Tools & Techniques:

Project management plan Project documents

Tools & Techniques:

Tools & Techniques:

Expert judgment Bottom-up estimating 1. Expert judgment

Tools & Techniques:

Resource requirements 3. Enterprise

each work package or activity in work package

Tools & Techniques:

• Resource categories may include labor, • Lessons learned register

• Resource types may include the skill level, 3. Resource

Acquire resources is the process of:

The key benefit of this process is that it:

Tools & Techniques:

Project management plan Project documents 1. Decision making

Enterprise environmental factors Organizational process assets 7. Enterprise environmental

• Negotiate with external organizations, and suppliers for

specific team or physical resources 7. Enterprise environmental

Decision making 1. Project management

Tools & Techniques:

Pre-assignment Virtual teams

needed for employees

resources (material, equipment, supplies, locations and other 4. Organizational process

Tools & Techniques:

• Identifies the working days, shifts, start and end