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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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This process is where the resources that were assigned to the project in the Resource Management Plan are periodically monitored and, if necessary, controlled or changed to respond to the realities on the project.   This may require changing the Resource Management Plan itself if it proves to be unrealistic.

As with the process 9.3 Acquire Resources, this process deals with both material and human resources.   That is why “Interpersonal and Team Skills” is one of the tools and techniques, because it deals with people.   The other tools and techniques (Data Analysis, Problem Solving, and the Project Management Information System or PMIS) are used with both types of resources.

9.6.2 Control Resources:  Tools and Techniques

9.6.2.1 Data Analysis

Here are the techniques used in this process that deal with data analysis:

• Alternatives analysis–if an activity needs to be done, alternates can be analyzed to decide which resources to use in order get that activity done as a part of process 9.3 Acquire Resources.   In this process, if there is a variance in resource utilization (i.e., if resources get used in different amounts than called for in the plan), then alternatives can be analyzed to figure out to correct that variance.   This may include such measures as paying additional for overtime for additional human resources or late delivery charges for additional physical resources.
• Cost-benefit analysis–if a corrective action is called for in order to correct a variance with regards to resources, then this analysis can determine the best action to take with respect to cost.
• Performance reviews–this is not a review of the performance of team members; this is a review of the performance of the project, in this case how resources are being utilized.
• Trend analysis–as opposed to corrective action, which takes care of problems that currently exist on the project, trend analysis can determine whether preventive action needs to be taken that prevent problems from occurring if current trends prevail.

9.6.2.2 Problem Solving

When it comes to problems with resource utilization, it is important to analyze the cause of the problem, and then data analysis techniques like alternatives analysis can come up with potential solutions.   It is important to use a methodological approach (like Six Sigma, for example) so that you can demonstrate the effectiveness of any solution that is implemented.   If the follow up shows that the problem is not resolved, then you may have to go back to the proverbial drawing board and come up with another solution.  Take a look at p. 356 of the PMBOK Guide to see a complete list of the methodological steps recommended by PMI.

9.6.2.3 Interpersonal and Team Skills

When it comes to utilizing resources, the following interpersonal and team skills are useful in this process:

• Negotiation–if additional physical resources are needed, the project manager may need negotiation skills in order to obtain these resources from the organization.
• Influencing–influencing functional managers and/or stakeholders may be required in order to obtain additional team resources for the project.

9.6.2.4 Project Management Information System (PMIS)

A Project Management Information System or PMIS, such as Microsoft Project, can be used to manage resources in terms of the type and amount of resources and to manage the schedule of when they will be utilized on the project and when, in the case of team resources, when they will be released on the project.

The next post will discuss the outputs of this process.

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The resource management knowledge area covers both physical resources and human resources.   Human resources are covered in the last three processes, 9.3 Acquire Resources, 9.4 Develop Team and 9.5 Manage Team.

In Control Resources, the process makes sure that the resources assigned in the Resource Management Plan are made available to the project at the right time and in the right place and that are released when no longer needed.   The resources can be either physical resources (materials, equipment, locations) or human resources.  The process is performed throughout the project, and any changes needed to either the resources themselves, or to the schedule or cost baselines, are done as a result of this process.

The inputs to this process are as follows.

9.6.1  Control Resources;  Inputs

9.6.1.1 Project Management Plan

The resources management plan gives guidelines regarding all of the resource management processes.  Those that affect this process include

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

9.6.1.2 Project Documents

• Issue log–issues relating to the lack of resources, or delays in procuring them for the project identified as a result of this process are recorded in this document.
• Lessons learned register–lessons learned as a result of this process will be added to this register.
• Physical resource requirements–the output of process 9.3 Acquire Resources.   This gives details on the physical resources that will be controlled during this process.
• Project schedule–this gives information on when the resources are to be used on the project.
• Resource breakdown structure–this gives the type of resources needed on the project.   This provides a reference in any case any resource needed to be replaced or re-acquired during the course of the project as a result of this process.
• Resource requirements–This identifies the quantity of resources needed to carry out the activities of the project.
• Risk register–if any risks related to the availability of resources are identified as a result of this process, they are added to the register.

9.6.1.3 Work Performance Data

Data on the amount and type of resources used to carry out the activities of the project are inputs to this process.

9.6.1.4 Agreements

Agreements with other organizations to supply resources for the project are inputs to this process.

9.6.1.5 Organizational Process Assets

• Organizational policies regarding assignment and control of resources.
• Escalation procedures for dealing with conflicts within an organization regarding resources
• Lessons learned repository from previous similar projects

The next post covers the tools and techniques of this process.

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As a result of doing process 9.5 Manage Team, it may be necessary to make changes in either the way the team is handled in order to conform to the Resource Management Plan, or it may require changes to the Resource Management Plan if the initial plan turns out to be unrealistic based on new information and/or experiences gained during the process.

9.5.4 Manage Team:  Outputs

9.5.3.1 Change Requests

If in managing the team there are recommendations for corrective or preventive actions, these requests for changes are made and then processed for review in process 4.6 Perform Integrated Change Control.   If these changes include staffing changes, these can create changes in the project management plan (see next paragraph).

9.5.3.2 Project Management Plan Updates

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

• Resource management plan–the experience of this process may require updating the resource management plan
• Schedule baseline–if staffing changes require changes to the schedule, this is updated as a result of this process.
• Cost baseline–if staffing changes require changes to the budget, this is updated as a result of this process.

9.5.3.3 Project Documents Updates

• Issue log–if new issues are raised as a result of this process, they are entered in the issue log
• Lessons learned register–if information or challenges relating to the management of the team are encountered as a result of this process, the lessons learned register is updated so that the approaches that worked well can continue to be utilized during the project, and so that approaches that did not work well can be avoided.
• Project team assignments–if changes to the team are required as a result of this process, then these changes are recorded in the project team assignment documentation.

9.5.3.4 Enterprise Environmental Factors Updates

• Input to organizational performance appraisals
• Updates to personnel skills

The next process is controlling resources, both physical resources and human resources.

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Managing a team is less about technical skills that deal with manipulating objects and more of what are called “soft skills” of dealing with people’s inner workings, which are more complicated.   They require a dialogue on the part of the project manager with each of the team members and this is why the very tool and technique is “interpersonal and team skills.”

9.5.2 Manage Team:  Tools and Techniques

9.5.2.1 Interpersonal and Team Skills

• Conflict management–sources of conflict include scare resources, scheduling priorities, and personal work styles.    The conflict can be reduced by team ground rules (that should be included in the team charter), clear definition of roles and responsibilities, and effective planning of communication.
• Decision making–in the context of this process, this means being able to manage the team members both individually and in their interactions in meetings and ongoing communication so that decision-making is effective.
• Emotional intelligence-knowing the personality types of the team members helps one in guiding communication in such a way that it will be accepted more readily by them.   It also allows one to reduce tension and to increase cooperation among the team members.
• Influencing–Especially in a matrix environment, where team members do not directly report to the project manager, it is important to be able to influence the team members so that the project can succeed.
• Leadership–Leadership is the ability to inspire a team to do well.   It is especially important to communication the vision of the project objectives and inspire the project team to achieve high performance.

9.5.2.2. Project Management Information System (PMIS)

This is the software program, like Microsoft Project, used in managing a project.  It can include software that can manage and coordinate team members across various project activities.

The next post will cover the outputs of this process.

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In the Tuckman ladder, a model of team development, there are five phases a team goes through on a project.   Each phase must be successfully passed through in order to go to the next:

• Forming–team members meet each other and learn about their project and their formal roles and responsibilities.
• Storming–the team addresses the project work, technical decisions on the project, and the project management approach.   This is the point where, if there are differing ideas and perspectives towards these topics, the conflicts must be ironed out in order for the environment to become productive.
• Norming–the team members build trust with each other as they adjust to each other’s work habits and personalities.
• Performing–This is where the team functions as a well-organized unit.
• Adjourning–The team completes the work and moves on.

The process 9.4 Develop Team is really where the first three phases occur of forming, storming, and norming.   The next phase of performing is where the current process 9.4 Manage Team comes in.   (Adjourning is the phase that happens when the project is done.)

Here are the inputs to this process.

9.5.1 Manage Team:  Inputs

9.5.1.1 Project Management Plan

The resource management plan contains guidelines for doing the other processes in the resource management knowledge area.   The ones pertaining to the process 9.5 Manage Team are:

• 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

9.5.1.2 Project Documents

• Issue log–if issues arise in the course of managing the project team, these will be added to the issue log as a result of this process.
• Lessons learned register–if there are lessons learned with regards to the management of the project team, either in terms of what worked well or what did not work well, these will be added to the lessons learned register as a result of the process.
• Project team assignments–this identifies the team member roles and responbilities
• Team charter–this provides guidance on how the team will make decisions, conduct meetings, and resolve conflict.

9.5.1.3 Work Performance Reports

These are reports that contain work performance information regarding schedule control, cost control, quality control, and scope validation.    they are useful for determining future resource requirements, distribution of recognition and awards, and for updating the resource management plan.

9.5.1.4 Team Performance Assessments

The initial team performance assessment is done at the end of the 9.4 Develop Team process.   These assessments are continued during process 9.5 Manage Team.   These assessments are used to

• Resolve issues
• Modify communication
• Address conflicts
• Improve team interaction

9.5.1.5 Enterprise Environmental Factors

• Human resource management policies

9.5.1.6  Organizational Process Assets

• Certificates of appreciation and other forms of recognition/award

Next we will look at the tools and techniques of this process.

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Here are the outputs for the process 9.4 Develop Team.

9.4.3 Develop Team:  Outputs

9.4.3.1 Team Performance Assessments

The project management team needs to assess the performance of the team at the outset and during the course of the project (in the next process 9.5 Manage Team).   The initial assessment will indicate whether there is a need for

• Improvements in technical skills that help individuals work better to perform their assignments
• Improvements in competencies that help team members perform better as a team (for example, during meetings)
• Increased team cohesiveness through sharing of information and experiences

As a result of this assessment, changes may be identified for specific training or resources needed to implement the recommended improvements.  (See change requests paragraph below.)

9.4.3.2  Change Requests

If, as a result of the team performance assessment (see previous paragraph), changes are recommended for training or additional resources, then the change request is made and processed in process 4.6 Perform Integrated Change Control.

9.4.3.3 Project Management Plan Updates

As a result of the team performance assessment, changes may be made not just for additional training or resources, but to the resource management plan itself.

9.4.3.4 Project Documents Updates

• Lessons learned register–if there are challenges encountered during the process of developing the team, then these lessons learned are added to the register so that approaches that worked well can be continued throughout the project, whereas approaches that did not work well can be avoided.
• Project schedule–if additional training is indicated as a result of reviewing the team performance assessment (see paragraph 9.4.3.1), then the activities for that additional training are added to the project schedule.
• Project team assignments–if as a result of reviewing the team performance assessment, some adjustments are made to the agreed-upon assignments (including changes to people’s roles and responsibilities), then these changes are made in the project team assignment documentation.
• Resource calendars–if additional resources are identified as needed as a result of the team performance assessment, the schedule of availability for these additional resources is updated to the resource calendar.
• Team charter–if there are operating guidelines that are identified as being needed to be changed as a result of the team performance assessment, then the team charter may be updated to reflect these changes.

9.4.3.5 Enterprise Environmental Factors Updates

• Skill assessments
• Employee development plan reports (for inclusion in human resource records)

9.4.3.6 Organizational Process Assets Updates

• Personnel assessment
• Training requirements.

Now that the team has been sufficiently developed to work together effectively, now comes the process of tracking their performance during the course of the project work.  This is the work done in the next process 9.5 Manage Team, which will be the subject of the next post.

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One of the processes that makes projects work is that of developing a team:   how you take a group of individuals and turn them from a group that works together for a common purpose.

This post discusses the tools and techniques used to develop your project team.

9.4.2 Develop Team:   Tools and Techniques

9.4.2.1 Colocation

Co-location means placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team.   It can be temporary, for example when having a project kickoff meeting or doing planning meetings, or it can be throughout the project.   It’s not just a shared meeting room, but often times places in that room to post schedules and other ways of communicating in order to create a sense of community.

9.4.2.2 Virtual Teams

Whereas co-location depends on face-to-face interaction, virtual teams by necessity depend on virtual interaction in order to communicate.   Co-location and virtual teams are not mutually exclusive; you can have co-location of your main project team with virtual teams consisting of the “satellite” offices that participate in your project.   Because virtual interaction creates challenges, it is important to use communication technology to address issues of team development when using virtual teams (see next paragraph).

9.4.2.3 Communications Technology

It is important to address team development issues in co-located and virtual teams by using communication technology effectively.   This means having clear rules for meetings, being aware of cultural differences, and creating mechanisms to follow up on action items that require coordination of virtual teams.

A shared portal for information sharing, video conferencing, audio conferencing, and e-mail/chat are examples of communications technology that can be used to help develop the team.

9.4.2.4 Interpersonal and Team Skills

The interpersonal and team skills that a project manager needs to develop a project team include the following:

• Conflict management–it is important to resolve conflicts in a timely manner and in a constructive way that is perceived to be fair in order to achieve a high-performing team.
• Influencing–if you need to gather relevant and critical information to address important issues and teach agreements, it is important to first create a relationship of trust with others on the team so that they will be forthcoming with that information.
• Motivation–knowing what motivates team members will empower them to work independently yet also be willing to participate in group decision-making
• Negotiation–in many cases, making a decision will require consensus-building, and negotiating this requires building trust among the team members.
• Team building–this consists of conducting activities that enhance the team’s social relations and build an environment where team members can collaborate and cooperate.

9.4.2.5 Recognition and Rewars

Although it is important to create a plan for rewarding team members who exhibit desirable behavior on a project, rewards are effective when they satisfy a need that is valued by that individual.   The differences between individuals should be considered when determining recognition and rewards.    It is not just tangible awards like money that motivate people, but intangible rewards such as recognition that helps to build confidence and self-esteem.

9.4.2.6  Training

Training includes all activities designed to enhance the competencies of the project team members.   Scheduling for training needs to be considered in the overall project schedule, and the costs for training need to be included in the project budget.

9.4.2.7  Individual and Team Assessments

Assessment tools for individuals and the entire project team help the project manager gain insight into their areas of strengths and weaknesses, so that those strengths can be recognized and enhanced, while weaknesses are dealt with in the context of feedback, not of failure.   Some assessments can also help identify personality types, which assists a project manager in developing skillful means of communicating with people and motivating them to work together on the project.

9.4.2.8 Meetings

Yes, this is a generic tool and technique for many  project management processes, but meetings are especially important in the team-building process because that is where the “culture” of a project is created and maintained.

The next post covers the outputs of this process.

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In the last process, 9.3 Acquire Resources, the word “resources” covered both the physical resources required to complete the work of the project as well as the human resources, i.e., people, needed to do the work.

I really found it disconcerting to find “human resources” management, as it was described in the 5th Edition of the PMBOK® Guide, to be now referred to as simply “resources” in the 6th Edition.   I hoped this was for sake of efficiency, but was concerned that the elimination of the word “human” was perhaps treating people on the same level as commodities.    Then I realized with this process that people are NOT commodities, because the process of developing a team requires you take people’s interiors–their personalities, as well as their skills–into account.   And that takes a whole set of skills that are different than dealing with the manipulation of objects, which is a lot of what getting a project done entails.   So, even in the 2100, when PMI starts referring to people as “carbon-based production units”, you’ll still need to manage them to get the project done!

Okay, enough of my little mini-rant, and on with the discussion of the inputs for this process!

9.4.1 Develop Team:  Inputs

9.4.1.1 Project Management Plan

• Resource management plan–the output of process 9.1 Plan Resource Management, this is where the procedures and guidelines are for doing all of the other processes in the resource management knowledge area.   Here are the procedures you need to have in place as inputs to this process of developing the 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

9.4.1.2 Project Documents

These are the project documents that will be inputs for this process and will be updated as a result of the process.

• Lessons learned register–lessons learned with regard to developing the team will be put in this process for use in later phases of the project in order to improve team performance
• Project schedule–there will need to be definitions of how and when to provide training to the project team added to the project schedule.
• Project team assignments–this will identify the team roles and member responsibilities for all members of the project team.
• Resource calendars–normally used to identify availability of team members during the course of the entire project, this process will also add the times when project team members can participate in team development activities.
• Team charter–the project sponsor can document any team operating guidelines that describes how the team should operate together.

9.4.1.3 Enterprise Environmental Factors

• Human resource management policies (based on regulations or laws)

9.4.1.4 Organizational Process Assets

• Lessons learned repository and historical information from previous similar projects.

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This post covers the outputs for the process 9.3 Acquire Resources.   Remember that in the 6th Edition of the PMBOK® Guide, “resources” now covers two categories:  both physical resources (material, equipment, supplies, locations) and human resources.

9.3.3 Acquire Resources:  Outputs

9.3.3.1 Physical Resource Assignments

Documentation of the physical resource assignments that will be used during the project.

9.3.3.2 Project Team Assignments

Documentation of team assignments which records the project team members and their roles and responsibilities for the project.   Such documentation may include

• Project team directory
• Project organization chart

9.3.3.3 Resource Calendar

A resource calendar identifies the times when each specific resource is available, taking into account the normal business hours for the organization as a whole and the specific schedule of each resource (accounting for vacation days, etc.).   In this way, the project manager will know when and for how long identified resources will be available during the project.

9.3.3.4 Change Requests

If the Acquire Resources process results in a change such as an impact on the schedule, the project manager needs to submit a change request which is then handled in the process 4.6 Perform Integrated Change Control.    If there are changes to the Resource Management Plan that are needed, then this will also require a change request.

9.3.3.5 Project Management Plan Updates

• Resource Management plan–any changes to the resource management plan resulting from this process will cause the plan to be updated.
• Cost baseline–the acquisition of resources for the project may affect the cost baseline.

9.3.3.6 Project Documents Updates

• Lessons learned register–the lessons learned register during the process of acquiring resources for the project may be updated to reflect experience which may impact how resources are acquired later in the project.
• Project schedule–the availability of resources (see Resource Calendar) may affect changes to the timing of some of the activities in the project schedule.
• Resource breakdown structure–any resources acquired during this process will be recorded in the RBS.
• Resource requirements–this is updated to reflect resources acquired for the project.
• Risk register–new risks identified during this process relating to the acquisition of resources are recorded in the risk register and managed using the risk management processes.
• Stakeholder register–this is updated with information on existing stakeholders that may have been gained as a result of this process.

9.3.3.7 Enterprise Environmental Factor Updates

• Resource availability within the organization will be affected by their utilization as resources on this project.

9.3.3.8 Organizational Process Assets Updates

• Documentation related to acquiring, assigning and allocating resources.

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