6th Edition PMBOK® Guide–Process 9.1 Plan Resource Management: Outputs


The Plan Resource Management has its main output the Resource Management Plan, following the pattern of all other knowledge areas.   The contents of the Resource Management Plan are guidelines and procedures for doing all of the other processes in the resource management knowledge area.

 

9.1.3 Plan Resource Management:  Outputs

9.1.3.1 Resource Management Plan

The PMBOK® Guide simply lists all of the elements of the Resource Management Plan in alphabetical order.   Here I will list them based on the process of resource management that they support.

Process 9.2 Estimate Activity Resources

  • Identification of resources–methods for identifying and quantifying team and physical resources needed on the project

Process 9.3 Acquire Resources

  • Acquiring resources–guidance on how to acquire team and physical resources for the project.

Process 9.4 Develop Team

  • Roles and responsibilities–listing the roles, authority levels, responsibilities, and competencies of various members of the project team
  • Project organizational charts–this graphically displays the reporting relationships among project team members
  • Training–training strategies for team members
  • Team development–methods for developing the project team from a collection of individuals into a cohesive group working towards the same objectives

Process 9.5 Manage Team

  • Project team resource management–guidance on how project team members should be defined, staffed, managed, and eventually released
  • Recognition plan–which recognition and rewards will be given to team members, and when they will be given

Process 9.6 Control Resources

  • Methods for ensuring adequate physical resources are available as needed.  Includes management of inventory, equipment, and supplies throughout the project life cycle.

9.1.3.2 Team Charter

A charter is a document that establishes the team values, agreements, and operating guidelines for the team.   In my humble opinion, I think the term “charter” is a misnomer, because it implies that a higher authority is granting permission, like the case of the project charter, where the project sponsor is giving authority to the project manager to carry out the project.

The team charter is more like a “covenant” or agreement between members of the team.  For one, it is best when the team itself develops it, or has an opportunity to contribute to its development.  The project team members share responsibility for ensuring the rules documented in the team charter, and by signing on to the charter, they agree to abide by those rules.

The team charter therefore establishes clear expectations regarding acceptable behavior by project team members, either in individual communications or in group settings like meetings, stand-ups, etc.

9.1.3.3 Project Documents Updates

  • Assumption log–this is updated with any assumptions regarding the availability of physical resources and any logistics requirements for getting them to the project at the right time.
  • Risk register–this is updated with risks associated with availability of team and physical resources.

The next post will cover the second planning process for resource management, that of 9.2 Estimate Activity Resources.

 

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