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This is the last post for this knowledge area, because it discusses the outputs for the last process in resource management covered by

Remember that a control process is actually a “monitor and control” process, with the monitor part looking at the actual performance on the project and comparing it to what was in the plan.   In this case, it is monitoring the resources actually utilized in getting the activities of the project done and comparing it do the resources that were planned to be used according to the Resource Management Plan.   If a variance between these is discovered as part of the tool of Work Performance Information (see paragraph 9.6.3.1 below) then you switch over to the controlling part of the process, where you find the source of the variance and suggest a change request (see paragraph 9.6.3.2 below) in order to correct it.   If the changes are accepted as part of process 4.6 Perform Integrated Change Control, then updates to either the project documents (see paragraph 9.6.3.4 below) or even to the resource management plan itself (see paragraph 9.6.3.3 below) may be required.

9.6.2 Control Resources:  Outputs

9.6.3.1 Work Performance Information

Work performance data on how the resources were actually utilized is compared to the resource requirements as sort forth in the Resource Management Plan.    This comparison is Work Performance Information, and it is used to see if there is a variance between the actual resources used vs. the resources that were planned to be used.

9.6.3.2 Change Request

If as a result of the work performance information (see paragraph 9.6.3.1 above), a variance is discovered between the resources actually used and the resources that were planned to be used, then the project manager needs to decide whether a corrective action needs to be taken.   Such action is a change request that is then an input to process 4.6 Perform Integrated Change Control.   If the changes are accepted, then these changes are made, either whether they are updates to the project documents (if the work is going to be changed to fit the plan) or to the project management documents (if the plan turned out to be realistic and the plan is going to be changed to fit the work).    For both of these changes, see the next two paragraphs.

9.6.3.3 Project Management Plan Updates

The components of the project management plan that may be updated as a result of this process are as follows:

• Resource management plan–if the result of this process is that the original plan for utilizing resources is seen to be unrealistic to meet the demands of the actual work involved on the project, then the resource management plan may be updated to reflect the additional or alternate resources used.
• Schedule baseline/cost baseline–if additional resources are identified as being needed as a result of this process, then the cost of those resources may be added to the cost baseline, and the schedule baseline may be updated to reflect when these resources are added to the project.

9.6.3.4 Project Management Updates

• Assumption logs–if new assumptions regarding physical resources need to be added, or the old assumptions already in the log need to be changed as a result of the actual experience in managing project resources as a result of this process, then these changes are made to the assumption log.
• Issue log–if performing the process uncovers issues that need to be resolved, these are added to the issue log.
• Lessons learned register–as with a lot of other processes, if in doing this process techniques were found that were effective in managing resource logistics, managing variances in resource utilization, and/or corrective actions recommended to respond to those variances, these are added to the lessons learned register to improve the process throughout the rest of the project.
• Physical resource assignments–an output of process 9.3 Acquire Resources, this document may need to be updated if the quantity or type of physical resources used on the project are changed as a result of this process.
• Resource breakdown structure–an output of process 9.2 Estimate Activity Resource, this document doesn’t give the quantity of resources, but merely breaks down the types of resources used on the project.   It may need to be updated if additional resources are added as a result of this process that were not in the original resource breakdown structure.
• Risk register–if as a result of this process new risks are uncovered that are associated with resource availability or utilization, then these risks are added to the risk register.

That’s it!   This finishes my review of the entries for Chapter 9 of the PMBOK® Guide relating to the project resource management knowledge area.

The next post will start the next chapter, Chapter 10, which covers Project Communications Management.

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