Alexis Holmes

Dr. Wilhelmsen
OGL324: Resources Project Management
April 20, 2022
OGL 324 Course Overview
Have you ever wondered what resource project management entails? Northeastern University
states, “All project managers share responsibilities across what’s commonly referred to as the
“project life cycle”, which consists of five phases that include initiating, planning, executing,
monitoring and controlling, and closing” (Miller, 2021). These phases are the basic
understanding of project management yet how to deal with resources in a project requires a
new area of understanding. Some key principles in the understanding of resource project
management includes acquiring resources, developing and managing teams, and control
resources, which are all topics of discussion today.
Acquiring resources is the process of obtaining team members, facilities, equipment, materials,
supplies, and other resources necessary to complete project work. The benefit of this process is
that it outlines and guides the selection of resources and assigns them to their respective
activities. Acquiring resources is constantly changing to the project needs. There are three
phases indicated for acquiring resources, which include inputs, tools and techniques, and
outputs. All these phases have different requirements to them to produce a smooth transition
of acquiring the right resources for a project.
The PMBOK states, “The resources needed for a project can be internal or external to the
project-performing organization. Internal resources are acquired from functional or resource
managers. External resources are acquired through the procurement process. The project
management team may or may not have direct control over resource selection because of
collective bargaining agreements, use of subcontractor personnel, a matrix project
environment, internal or external reporting relationships, or other reasons. It is important that
the following factors are considered during the process of acquiring the project resources”
(Synder, 2013). After all things considered, there can be hiccups to requiring resources. It’s the
project managers job to be aware of any obstacles that could stand in the way from acquiring
these resources and completing the project on time and within budget.
Now, project managers must investigate the idea of developing and managing a team. Without
a team there would be no project to act upon. Developing a team is the process of improving
competencies, team member interaction, and the overall team environment to enhance project
performance. The key benefit of this process is that it results in improved teamwork, enhanced
interpersonal skills and competencies, motivated employees, reduced attrition, and improved
overall project performance. This process is always changing and rearranging throughout the
project’s life cycle.
Conducting a high team performance environment, a project manager can employ behaviors
like open and effective communication, creating team-building opportunities, developing trust
among team members, managing conflicts, encouraging collaborative problem solving, and
encouraging collaborative decision making. All these behaviors can change to different work
environments, especially when operating in a global environment with cultural diversity. Team
members can have diverse industry experience, communicate in multiple languages, and
sometimes work with a “team language” or cultural norm that may be different from their
native one. With this being said, a project manager must understand how to operate a team
around cultural diversity. PMBOK states, “The project management team should capitalize on
cultural differences, focus on developing and sustaining the project team throughout the life
cycle, and promote working together independently in a climate of mutual trust” (Synder,
2013). There’s a model used to describe team development, the Tuckman ladder, which
includes five stages of development that teams may go through. The first stage is forming
where the team members meet and learn about the project and their formal roles and
responsibilities. Team members could potentially be unopen during this process. The second
stage is storming, this is where the team begins to address the project work, technical
decisions, and the project management approach. This environment can be counterproductive
if team members aren’t open to collaboration. The third phase is norming where team
members begin to work together and adjust their work habits and behaviors to support the
team. Trust is built in during this phase. The third phase is performing where the team reaches
the performing stage function as a well-organized unit, and team members are independent
and work through issues. The last and final phase is adjourning, this phase is where the team
completes the work and moves on from the project. This occurs when staff is released from the
project as deliverables are completed or as a part of the close project phase. Overall, project
managers have a lot of different tools and techniques they are capable of using when
developing a team.
Project managers need to know how to acquire resources and develop a team, they also must
understand how to control resources. Control resources is a 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 taking corrective action as
necessary. Controlling these resources can come with needing to have problem solving skills.
The PMBOK states, “Problem solving may use a set of tools that helps the project manager to
solve problems that arise during the control resource process. The problem can come from
inside the organization or from outside the organization. The project manager should use
methodical steps to deal with problem solving, which can include identifying the problem,
defining the problem, investigating, analyzing, solving, and checking the solution” (Synder,
2013). Using these steps can help develop clean solutions when dealing with conflicts in the
mishaps of controlling resources.
Looking over the concepts we have learned throughout this course has given a realization on all
the new concepts I’ve learned as well. One of the major concepts I’ve learned in this course was
about data analysis in controlling resources. Data analysis techniques that can be used in this
process include alternative analysis, cost-benefit analysis, performance reviews, and trend
analysis. Alternative analysis can be analyzed to select the best resolution for correcting
variances in resource utilization. Examples of this could be paying additional overtime or
additional resources are weighed against late or phased deliveries. Cost-benefit analysis helps
determine the best corrective action in terms of cost in case of project deviations. Performance
reviews measure, compare, and analyze planned resource utilization to actual resource
utilization. Trend analysis is based on current performance information to determine the
resources needed at upcoming stages of the project. It’s an analysis that examines project
performance over time. These new concepts in the tools and techniques sector of control
resources have given a better perspective on how to analyze resources in a project.
Learning these new ideas has affected the preconceptions or misconceptions I had when I
entered this course. I believed project management was simple, when in reality project
management has many layers. There are many different types of tools and techniques for each
concept that we have learned in this course. For example, the types of different data analysis in
controlling resources. As well as the different types of interpersonal and team skills, decision
making skills, and virtual team skills that are involved in acquiring resources and developing a
team.
Bringing these new learning concepts into the world and the universe is a task for any project
manager. Project managers must be patient and act accordingly for the good of the project.
These concepts are easier said than done, and projects will never go as planned. So,
understanding what the world has in store for any project will better your future in becoming a
great project manager. With that being said, it’s a reminder to what project managers are
doing now on an everyday basis to make sure projects, teams, and stakeholders are successful.
Gives a sense of respect to what they go through when managing a project.
Overall, resources in project management are layered with many inputs, outputs, and tools and
techniques to ensure quality control in resources with projects. Acquiring resources, developing
and managing teams, and controlling resources give a better understanding on the key
principles that project managers deal with.
References

Snyder, C. (2013). A project manager's Book of forms: A companion to the Pmbok Guide, Fifth
Edition. Wiley.

Miller, K. (2021, August 6). What does a project manager do? Northeastern University Graduate
Programs. Retrieved April 22, 2022, from
https://www.northeastern.edu/graduate/blog/project-manager-responsibilities/