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Project Resource Management - Coggle Diagram

- - - - book needed resources
      - vacations
      - working hours
  - - - share same objectives
    - - be sure team members stay for thw whole duration
      - keep them involved
    - - vendor contractual
      - agreements
    - - promoting team development
    - - quality cost
    - - team environment
        
        phisical place where they do the work
        
        virtual team
      - geographical locations
      - communications
        
        monitor infomation channels
      - organizational changes
        
        procedures
        
        leadership
      - politics
        
        internal
        
        external
        
        public projects
        
        regulations
        
        rules
      - cultural issues
  - - - equipment
      - infrastructure
      - consider risks
    - - quality cost
      - could damag the product
        
        quality control
        
        scope validation
    - - high level
        
        higher operation cost
        
        higher damage risk
      - low level
        
        delay
      - schedule upfront
        
        based on
        project phases
- - - - product backlog
      - first available resource do the work
    - - material available only when needed
      - scheduling
      - ordering
    - - prevent equipment break down
      - schedule predicitve maintance
        
        equipments
        
        people
  - - - self-control
      - self-management
    - - relationship management
    - - reduce turnover
      - more effective
  - - - provide environment and
        support
      - trusts the team
    - - not SMEs
      - everyone can contribute to decisions
      - resources are interchangeable
      - facilitate problems solving
  - - - remote expertise
      - work from home offices
      - include people with mobility limitations
    - - no face-to-face
      - feeling of isolation
      - gasp in sharing knowledge
      - tracking progress and productivity
      - geographical aspects
        
        time zones
        
        different cultures
- - - - costs
      - schedule
- - - - resource management plan
        
        creating
        
        identify project team needs
        
        roles needed for the project
        
        identify staff from the resource pool
        
        skill gaps
        
        training
        
        procurement
        
        eef
        
        contractual agreements
        
        constraint on the project
        
        collective bergaining agreements
        
        human and phisical resources
        
        reporting relationships
        
        to build a RACI matrix
        
        assign roles
        
        es. "software developer"
        
        competency
        
        depth of skills
        
        knowledge
        
        experience
        
        junior vs senior
        
        a generic name
        
        acquiring phisical resources
        
        assign responsabilities
        
        authorty
        
        level of decision making
        
        responsability
        
        actions and expectations of
        
        provide resource calendars
        
        project rewards and recognition system
      - team charter
        
        team values
        
        communication guidelines
        
        descision-making process
        
        conflict resolution process
        
        meeting guidelines
        
        team agreements
        
        ground rules
      - project documents updates
        
        assumption log
        
        risk register
    - - project charter
      - pm plan
        
        quality management plan
        
        scope baseline
        
        project documents
        
        project schedule
        
        requriements documentation
        
        risk register
        
        stakeholder register
      - eef
      - opa
    - - expert judgement
      - data representation
        
        hierarchical charts
        
        who reports to whom
        
        Matrix Chart
        
        RACI Chart
        
        Responsible
        
        multiple people
        
        Accountable
        
        only one
        
        Consulted
        
        Informed
        
        Responsability Assigment Matrix (RAM)
        
        like RACI
        
        custom implementation
        not just R A C I
        
        your own legenda
        
        Roles and Responsabilities
        
        use role instead of
        member name on columns
        
        activities assigned to groups
        
        shows intersection of activities and roles
        
        Text-orieted formats
      - organizational theory
        
        masow's hierarchy of needs
        
        5 needs
        
        self actualization
        
        esteem needs
        
        social needs
        
        safety needs
        
        physiological needs
        
        food and water
        
        drive our reason to work
        
        satisfy first needs below
        
        herzberg's theory of motivation
        
        demotivators
        
        negative things
        
        performance suffer
        
        poor pay
        
        pressure
        
        hygene agents
        
        things that are just the norm
        
        employee reationship
        
        with peers
        
        with manager
        
        paycheck
        
        safe working environment
        
        satisfy these agents to go over demotivators
        
        satisfy higene agents don't motivate
        
        motivators
        
        recognition
        
        sense of achievement
        
        challeges
        
        variety of work
        
        promoting agents
        
        these are motivators agents
        
        need to satisfy hygene agents first
        
        mcgregor's X and Y
        
        X people
        
        negative people
        
        lazy
        
        avoid work
        
        no trust
        
        micromanagement
        
        need to be managed
        
        Y people
        
        positive people
        
        self-led
        
        motivated
        
        capable
        
        manage both X and Y
        
        mcclelland's thoery of needs
        
        individual's needs changes over time
        
        needs shaped by life experience
        
        achievement
        
        seek of excel
        
        set goals
        
        needs are abitious driven
        
        affiliation
        
        just wont armonious relations
        
        acceptance among other people
        
        peers
        
        power
        
        personal power
        
        institutional power
        
        as manager should understand which
        needs are moving the each team member
        
        ouchi's theory Z
        
        japanese management style
        
        familiar syle
        
        participatory
        
        vroom's expectancy theory
        
        people behave base on what they
        believe their behavoir will bring them
        
        es. change behavoir depending
        on manager
        
        expect a reward
        
        Halo Effect
        
        one positive attribute of a person
        influences a decision based solely
        on perception
        
        a good techic could not be a good pm
      - meetings
  - - - law of dimishing return
      - effort can affect completion date
    - - pm plan
        
        resource management plan
        
        scope baseline
      - project documents
        
        activity attributes
        
        activity list
        
        assumption log
        
        cost estimates
        
        resource calendars
        
        risk register
      - eef
      - opa
    - - expert judgment
      - estimating
        
        bootom-up
        
        analogue
        
        parametric
      - data analysis
        
        alternative analysis
      - pmis
      - meetings
    - - resource requirements
      - basisi of estimates
      - Resource Breakdown Structure
        
        utilization of resources
        
        expose resource constraints
        
        one resource may be used
        in multiple places
        
        identify resource needs
      - project documents updates
        
        activity attributes
        
        assumption log
        
        lessons learned register
    - - calendar
      - negotiate
        
        where resources are
        available for many projects
      - corrective actions
        
        move related activities
        
        depends on activity network floats
        
        delay the activity or project
        
        find alternative resources
- - - - pm plan
        
        resource management plan
        
        procurement management plan
        
        cost baseline
      - project documents
        
        project schedule
        
        resource calendars
        
        resource requirements
        
        stakeholder register
      - eef
      - opa
    - - decision making
        
        multicriteria decision analyisis
        
        criteria for teams
        
        availability
        
        costs
        
        experience
        
        ability
        
        knowledge
        
        skills
        
        attitude
        
        international factors
      - interpersonal and team skills
        
        negotiation
        
        availability
        
        costs
        
        direct
        
        indirect
        
        ability
        
        experience
        
        knowledge
        
        tacit
        
        explicit
        
        attitude
        
        interest in
        working on this
        project
        
        international
        
        countries
        
        languages
        
        time zones
        
        challenges
        
        orgazitational structure
        
        matrix
        
        individual may be on serveral
        prjects at once
        
        functional management
        
        authority
        
        operational schedules
        
        regular daily work
        
        availability
        
        schedule
        
        unnecessary project
        team roles
        
        other project managers
        
        coordinate common resources
      - pre-assigment
        
        during planning
        
        project charter
        
        planning porcesses
        
        complete on-the-job training
      - virtual teams
    - - phisical resource assigments
      - project team assigments
      - resource calendars
      - change requests
      - pm plan updates
        
        resource management plan
        
        cost baseline
      - project documents updates
        
        lessons learned register
        
        project schedule
        
        resource breakdown structure
        
        resource requirements
        
        risk register
        
        stakeholder register
      - eef updates
      - opa updates
  - - - pm plan
        
        resource management plan
      - project documents
        
        lessones learned register
        
        project schedule
        
        project team assigments
        
        resource calendar
        
        team charter
      - eef
      - opa
    - - colocation
      - virtual teams
      - communication technology
      - interpersonal and team skills
        
        conflict management
        
        influencing
        
        motivation
        
        negotiation
        
        team building
        
        facilitated events
        
        off_site activities
        
        training
        
        involvement during
        planning processes
        
        handling disagreements
        
        define rules
        
        naturally developing
        project teams
        
        forming
        
        team comes together
        
        high-level formation
        
        quick poilite meetings
        
        storming
        
        challenge ideas
        
        hostility toward the project leader
        
        norming
        
        rules acceptance
        
        project begins to prduce work
        
        performing
        
        acts cohesively and perform well
        
        team follow the leaders
        
        adjourning
        
        team is disbanded
      - recognition and rewards
        
        establish requirements for reward
        
        requirements for reward should be achievable
        
        reward only good work
        
        work done but poor quality
        
        tangible reward
        
        money
        
        intangible reward
        
        oppotunity to grow
        
        could be more effective than tangible
      - training
      - individual and team assesments
        
        team needs feedback
        
        mandatory
        
        opa
        
        labor contracting requirements
        
        360-degree feedback approach
        
        appraisals from
        
        pm
        
        peers
        
        supervisors
        
        managers
        
        subordinates
        
        goals
        
        improvements in skills
        
        reduce staff turnover rate
        
        increase team choesiveness
      - meetings
    - - team performance assesments
      - change requests
      - pm plan updates
        
        resource management plan
      - project documents updates
        
        lessons learned register
        
        project schedule
        
        project team assnments
        
        resource calendars
        
        team charter
      - eaf updates
      - opa updates
  - - - tracking team members performances
      - offering feedback
      - managing team changes
      - influencing team behavior
      - resolving conflcts
    - - pm plan
        
        resource management plan
      - project documents
        
        issue log
        
        lessones learned register
        
        project team assigments
        
        team charter
      - work performance reports
      - team performance assesments
      - eef
      - opa
    - - interpersonal and team skills
        
        conflict management
        
        may not be a pm issue
        to resolve conflicts
        
        escalation
        
        focus on
        
        issues
        
        not personalitis
        
        present
        
        not past
        
        consider how
        influence the project
        
        relative importance
        
        time pressure
        
        short-termi
        
        quick resolution
        
        long-term
        
        root cause
        
        deep understanding
        
        people involved
        
        es. junior vs senior
        
        problem solving
        
        collaborative
        
        common decision
        
        don't mind who is right
        
        forcing
        
        directing
        
        compromising
        
        reconcile
        
        loose loose
        
        everyone decide to loose something
        
        withdrawal
        
        avoiding
        
        "up to you"
        
        smoothing
        
        accomodating
        
        trying to reduce
        problem
        
        decision making
        
        focus on project goals
        
        follow a decision-making process
        
        stimulate team creativity
        
        brainstorming
        
        styles
        
        autocratic
        
        democratic
        
        laissez faire
        
        exceptional
        
        manage by exception
        
        emotional intelligence
        
        leadership
        
        pm powers
        
        expert
        
        experienced
        
        technical knowledge
        
        reward
        
        formal
        
        position
        
        role
        
        new pm
        
        coercive
        
        punish
        
        referent
        
        refer to somone else authority
      - pmis
    - - change requests
      - pm plan updates
        
        resource management plan
        
        schedule baseline
        
        cost baseline
      - project documents updates
        
        issue log
        
        lessons learned register
      - efa updates
- - - - phisical resoruces
        
        allocation
        
        shortages
        
        surplus
        
        defects
        
        manage
        
        return to vendor
        
        repair
        
        delayed
      - manage resource changes
    - - pm plan
        
        resource management plan
      - project documents
        
        issue log
        
        lessons learned register
        
        physical resource assigments
        
        project schedule
        
        resource breakdown structure
        
        risk register
      - work performance data
      - agreements
      - opa
    - - data analysis
        
        alternatives analysis
        
        performance reviews
        
        trend analysis
      - problem solving
        
        resource management
        
        identify
        
        specify the problem
        
        Define
        
        breakdown into manageable problems
        
        Investigate
        
        gather data
        
        Analyze
        
        root cause analysis
        
        Solve
        
        choose a solution
        
        Check
      - interpersonal and team skills
        
        negotiation
        
        influencing
      - pmis
    - - work performance infromation
      - change requests
      - pm plan updates
        
        resource management plan
        
        schedule baseline
        
        cost baseline
      - project documents updates
        
        assumption log
        
        issue log
        
        lessons learned register
        
        physical resource assigments
        
        resource breakdown structure
        
        risk register