Project Resource Management
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Important: Sexism,
racism or other discrimination should never be tolerated, no matter what the
circumstances. You must separate your team from discriminatory practices, even
if those practices are normal in the country where you’re working <= This is
required for the PMI and PMP® Exam
Plan
Resource Management
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Inputs: Project
Charter, Project Management Plan, Project Documents, EEF, OPA
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Tools & Techniques: Expert
Judgement, Data Representation, Organization Theory, Meetings
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Outputs: Resource
Management Plan, Team Charter, Project Documents Update
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The Human Resource Management Plan is to organize
and lead the project team as well as other resources
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include roles and responsibilities (identify
resources that can take up the responsibilities) as documented (ownership of
deliverables) in RAM in the form of RACI chart (matrix) or
in a chart/text form, org charts – an
organizational breakdown structure (OBS) and staffing management plan –
staff acquisition, release, resource calendar, resource histogram, training,
rewards, compliance & safety requirements
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networking is useful in understanding skills of
individuals and the political and interpersonal factors within the organization
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Data Representation techniques:
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Hierarchical-type charts
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Work breakdown structures (WBS)
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Organizational breakdown structure (OBS) — the OBS
displays organizational relationships and then uses them for assigning work to
resources in a project (WBS); the org chart also indicates the reporting
structure of the project
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Resource breakdown structure (RBS)
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RACI chart
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Assignment matrix
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Text-oriented formats
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The Team Charter is
the document documenting team values, agreements and operating guidelines to
create a favourable culture for the project team members.
What
is a RACI chart / RACI matrix or RACI graph?
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The four letters of RACI stands
for:
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Responsible –
Which project member is responsible for
carrying out the execution of the task?
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Accountable –
The Project member who is held accountable for
the tasks and be given the authority to make decisions? In general, there
should only be 1 member accountable for the project task.
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Consulted –
The stakeholders that should be consulted for
the work or be included in the decision making (to be engaged in two-way
communication).
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Informed –
Who should be informed of the decisions or
progress of the work by means of email updates, progress reports, etc. (one-way
communication)?
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The RACI chart is a tool for tracking
the tools for tracking the roles and responsibilities of project members
for specific project tasks during project execution.
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While there can be an unlimited number of members
responsible for the execution of a project task, there should only be one member accountable for the same task. Fixing
the accountability to a single person will allow the project team members to
know which person to go to should they need to know the progress or details of
the task. This can also avoid the false assumption that the other person (if
there are more than one accountable) accountable for the task has taken care of
the task but in the end, no one has looked after the task.
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The member responsible and accountable can be the
same for small tasks.
Estimate
Activity Resources (former in Project Time Management knowledge area)
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Inputs: Project
Management Plan, Project Documents, EEF, OPA
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Tools & Techniques: Expert
Judgement, Bottom-up Estimating, Analogous Estimating, Parametric Estimating,
Data Analysis, Project Management Information System, Meetings
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Outputs: Resource
Requirements, Basics of Estimates, Resource Breakdown Structure (RBS), Project
Documents Update
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as a planning process
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closely related to Estimate Cost Process (in
Project Cost Management knowledge area)
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Data Analysis includes:
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Various levels of resource capability or skills
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Different sizes or types of machines
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Different tools (manual versus automated)
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Make-rent-or-buy decisions
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resource calendar spells out the availability of
resources (internal/external) during the project period
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matches human resources to activities (as human
resources will affect duration)
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effort (man
day, work week, etc.) vs duration vs time lapsed (total
time needed, including holidays, time off)
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“alternative analysis” includes make-or-buy
decisions, different tools, different skills, etc.
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Resource Requirements (formerly Activity Resource
Requirements) details the types and amounts of resources required for each
activity in a work package.
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The basis of estimates include methods,
assumptions, constraints, the range of estimates, confidence levels, risks,
etc.
Acquire
Resources (formerly Acquire Project Team)
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Inputs: Project
Management Plan, Project Documents, EEF, OPA
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Tools & Techniques: Decision
Making, Interpersonal and Team Skills, Pre-assignment, Virtual Teams
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Outputs: Physical
Resource Assignments, Project Team Assignments, Resource Calendars, Change Requests,
Project Management Plan Updates, Project Documents Updates, EEF Updates,
OPA Updates
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to acquire team
members/facilities/equipment/materials and other resources necessary to
complete the project work
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pre-assignment is the selection of certain team
members/resources in advance
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halo effect: a
cognitive bias (if he is good at one thing, he will be good at everything)
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Physical Resource Assignments
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documents the physical resource assignments
including material, equipment, supplies, locations, and other physical
resources that will be used during the project
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Project Team Assignments
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documents team assignments including who the team
members are and their roles and responsibilities
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Resource Calendars
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identifies the working days/shifts/holidays for
each resource included in the assignment
Develop
Team (formerly Develop Project Team)
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Inputs: Project
Management Plan, Project Documents, EEF, OPA
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Tools & Techniques: Colocation,
Virtual Teams, Communication Technology, Interpersonal and Team Skills,
Recognition and Rewards, Training, Individual and Team Assessments, Meetings
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Outputs: Team
Performance Assessments, Change Requests, Project Management
Plan Updates, Project Documents Updates, EEF Updates, OPA Updates
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enhancing and improving overall team performance
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offer feedback, support, engage team members,
manage conflicts, facilitate cooperation
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Colocation is considered the most effective and
productive, should be arranged if allowed
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training cost can be set within the project budget
or supported by the organization
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Communication Technology includes:
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Shared portal
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Video conferencing
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Audio conferencing
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Email/chat
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Individual and Team Assessment includes:
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Attitudinal surveys
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Specific assessments
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Structured interviews
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Ability tests
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Focus groups
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PM Authority: legitimate (assigned in project
charter), reward, penalty, expert (need to
be earned), referent (charisma and likeable, with people with higher power),
representative (elected as representative)
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Expert > Reward are
best forms of power. Penalty is worst.
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Tuckman Model: Forming – Storming – Norming –
Performing – Adjourning
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the cultural difference should be considered when
determining award and recognition
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recognition should focus on the win-win reward for
the team (NOT competitive-based)
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team building is important throughout the whole
project period
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Motivational Theories
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Maslow’s Hierarchy of Needs –
personal needs (Physiological > Security > Social > Esteem > Self
Actualization)
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Herzberg’s Hygiene Theory –
satisfaction (motivators) vs dissatisfaction (hygiene factors to avoid
dissatisfaction but do not provide satisfaction, also called KITA factors e.g.
incentives/punishments), hygiene factors include good working conditions,
a satisfying personal life, and good relations with the boss and coworkers
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Expectancy Theory – Expectancy (extra work will be rewarded) Instrumentality (good results will be
rewarded) Valence (the individual’s
expected reward), for a person to be motivated, efforts/performance/outcome
must be matched – will only work hard for achievable goals
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Achievement Theory –
three motivation needs: achievement (nAch), power (nPow), affiliation (nAff),
best is a balanced style for the PM
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Contingency Theory –
task-oriented/relationship-oriented with stress level (high stress ->
task-oriented better)
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Leadership Theory
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including analytical (with expertise), autocratic
(with power), bureaucratic, charismatic, consultative, driver
(micromanagement), influencing, laissez-faire (stay out)
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Theory X –
assumes employees are lazy and avoid work, need incentive/threats/close
supervising
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Theory Y –
assumes employees may be ambitious and self-motivated, will perform given the
right conditions
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Theory Z –
(Japanese) increasing loyalty by providing job for life with focus on
well-being of employee (on and off job), produces high productivity and morale
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Situational Continuum Leadership –
directing/telling > coaching/selling (manager define the work) >
supporting/participating (subordinate define the work) > delegating
according to maturity/capability of the subordinate
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Team Performance Assessments:
assess team performance as a whole vs project
performance appraisals: individual performance
Manage
Team
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Inputs: Project
Management Plan, Project Documents, Work Performance Reports, Team Performance
Assessments, EEF, OPA
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Tools & Techniques: Interpersonal
and Team Skills, Project Management Information System
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Outputs: Change
Requests, Project Management Plan Updates, Project Documents Updates, EEF
Updates
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in the executing process group
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track team member performance, provide feedback,
resolve issues and manage team changes
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when managed properly, differences of opinion can
lead to increased creativity and better decision making
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Project Documents Input
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issue log is fed
from Manage Stakeholder Engagement – used to understand who is responsible for
resolving specific issues
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Lessons learned register
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Project team assignments
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Team charter
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conflicts:
schedule, project priority, resources, technical opinions, administrative
overhead (too much administration work), cost, personality
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Interpersonal and Team Skills
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conflict management:
conflicts force a search for alternatives, need openness, not personal, focus
on present and future
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conflict resolution
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collaborate/problem
solve[confrontation of problem] (best)
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compromise/reconcile
(give-and-take, temporary/partially resolve)
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force/direct (worst/short-lived)
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smooth/accommodate
(emphasis common grounds and avoid/touch lightly
the disagreements for harmony/relationship)
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withdraw/avoid (other leads to lose-lose)
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compromise is lose-lose
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Forcing would
only provide a temporary solution
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Award decisions are made during the process of
project performance appraisals
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Decision making
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Emotional intelligence
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Influencing
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Leadership
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monitoring and controlling of the performance of
the staff assigned is typically performed by functional managers/HR for
functional org
Control
Resources
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Inputs: Project
Management Plan, Project Documents, Work Performance Reports, Agreements, EEF
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Tools & Techniques: Data
Analysis, Problem Solving, Interpersonal and Team Skills, Project Management
Information System
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Outputs: Work
Performance Information, Change Requests, Project Management Plan
Updates, Project Documents Updates
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in the monitoring and controlling
process group
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ensure that the physical resources assigned to the
project are available as planned
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monitor the planned versus actual utilization of
resources and take corrective action with changes requests (if
needed)
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Data Analysis
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Alternatives analysis
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Cost-benefit analysis
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Performance reviews
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Trend analysis
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Problem-solving steps:
1.
Identify the problem
2.
Define the problem
3.
Investigate
4.
Analyze
5.
Solve
6.
Check the solution
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