Core idea
A project team is made up of individuals with specific roles and responsibilities who work together to achieve project objectives, and the project manager should therefore devote appropriate effort to acquiring, managing, motivating, and enhancing the project team.
The project manager is both the leader and the manager of the project team, and is responsible for building an efficient team.
Planning Resource Management (Planning)
Planning resource management is the process of defining how team and physical resources will be estimated, acquired, managed, and utilized.
The main function of this process is to determine the management method and degree of management applicable to project resources according to the type and complexity of the project.
Responsibility Assignment Matrix
The Responsibility Assignment Matrix shows the assignment of project resources to the various work packages. It shows the project resources assigned to each work package and is used to illustrate the relationship between the work package or activity and the project team members.
The RACI (Acting, Accountable, Consulting, Informed) matrix is particularly useful for clearly delineating roles and responsibilities.
RAM can represent the responsibility for each activity, a structure that links the project Organizational Breakdown Structure to the Work Breakdown Structure, and helps to ensure that each component of the project scope of work is assigned to a person or team.
Output is required at this stage:
1. Resource Management Plan : Provides guidance on how to classify, allocate, manage, and release project resources. Sometimes it is also called: resource plan, which can be divided into team management plan (human resource management plan) and physical resource management plan.
The content of the resource management plan is as follows:
identify resource (method)
Get Resources (Guide)
Roles and Responsibilities
Project Organization Chart (Project Organization Chart graphically shows project team members and their reporting relationships)
Project Team Resource Management (guidance on how to define, staff (assign), manage, and ultimately dismiss project team resources)
Training (training strategy for project members)
Team building (methods for building project teams)
resource control (method)
Recognition Scheme (Recognition and Awards)
Staffing management plan (how and when project team members will be acquired and how long they will be required to work on the project)
2. Team Charter
The team charter establishes clear expectations for acceptable behavior among project team members. Establish a ground rule for the team. Early recognition and adherence to clear rules can help reduce misunderstandings and increase productivity.
By discussing areas such as norms of conduct, communication, decision-making, meeting etiquette, and more, team members can learn about values that are important to each other.
The team charter reads as follows:
team values
communication guide
Decision Criteria and Process
conflict handling process
Conference Guide
Team consensus
3. Project documentation update : including assumption log, risk register, etc.
Estimating Activity Resources (Planning)
Estimating activity resources is the process of estimating the team resources required to execute a project, as well as the types and quantities of materials, equipment, and supplies.
The main benefit of this process is to identify the types, quantities, and characteristics of resources required to complete the project. This process should be performed periodically throughout the project, as needed.
The Estimate Activity Resources process identifies the type and quantity of resources required for each activity in the work package. These resource requirements are then aggregated to arrive at resource estimates for each work package.
Output is required at this stage:
1. Resource Requirements : Having identified the types and quantities of resources required for individual work packages or for each activity within a work package, these requirements can be aggregated to estimate the WBSresources required for each work package, each branch, and for the overall project.
The amount of detail and level of specificity in resource requirements descriptions varies by application domain, and resource requirements documents may also include assumptions made to determine the type, availability, and required quantities of resources to be used.
2. Estimate basis : Supporting documents should clearly and completely explain how the resource estimate was derived.
Supporting information for resource estimates may include:
Estimation method
Resources used for estimation, such as information from past similar projects
Assumptions Relating to Estimates
known constraints
estimated range
Estimated Confidence Level
Documentation on identified risks affecting estimates
3. Resource breakdown structure : In this process, the resource breakdown structure is a complete document used to acquire and monitor resources.
4. Project document update : Contains activity attributes, assumption log, lessons learned register, etc.
get resource(execute)
Acquisition is the process of acquiring team members, facilities, equipment, materials, supplies, and other resources needed for a project.
The main purpose of this process is to outline and guide the selection of resources and their allocation to the appropriate activities, and this process should be performed periodically throughout the project as needed.
When there are not enough people to complete the project, more resources should be obtained, whether internal negotiation or external recruitment.
Interpersonal and Team Skills - Negotiation
Many projects need to negotiate the required resources, and the project management team needs to negotiate with the following parties:
functional manager
Other project management teams in the executive organization (reasonably negotiated allocation of scarce or special resources)
External Organizations and Suppliers
The project management team's ability to influence others is as important in resource allocation negotiations as it is in organizational politics.
pre-allocated
Pre-assignment refers to the prior determination of physical or team resources for a project and can occur when:
Committing to assign specific personnel to work on the project during the bidding process
Projects depend on the know-how of specific people
The project charter process or other process has assigned work assignments to certain team members prior to the completion of the previous work on the resource management plan
virtual team
A group of people who share a common goal and have little or no time to work face-to-face in the course of completing a role.
Advantages: break through the limitations of geographic location, time, and mobility, and reduce travel expenses.
Cons: Potential for misunderstandings, isolation, difficulty sharing knowledge and experience.
Precautions:
Communication Planning in Virtual Teams Becomes More Important
Respect differences in time difference, culture, language, etc.
Be proactive and learn to adapt
resource calendar
The resource calendar identifies the weekdays, shifts, normal business hours, weekends, and public holidays when each specific resource is available.
During planning activities, potentially available resource information such as team resources, equipment, and materials is used to estimate resource availability.
Resource calendars specify when and for how long identified team and physical resources are available during a project, and this information can be established at the activity or project level, taking into account attributes such as resource experience and skill levels as well as different geographic locations.
The resource calendar is also a part of the project calendar. In the project calendar of a project, each day records what work is planned for that day and what resources are needed.
Output is required at this stage:
1. In-kind resource allocation sheet
2. Project team dispatch work order
3. Resource Calendar
4. Change Requests
5. Project management plan update : including resource management plan, cost baseline, etc.
6. Update project documents : lessons learned register, project schedule, resource breakdown structure, resource requirements, risk register, stakeholder register, etc.
7. Update of business environment factors
8. Organizational Process Asset Updates
Building Teams (Execution)
Team building is the process of improving working ability, promoting team member interaction, improving the overall atmosphere of the team, and improving project performance.
The key benefits of this process are to improve teamwork, enhance interpersonal skills, motivate team members, reduce turnover, and improve overall project performance.
encouragement - advance
Ex-ante facilitation encourages behavior, motivation provides a reason for someone to take action, improves the team's ability to participate in decision-making and encourages them to work independently.
For example, special treatment: special rewards for certain employees, such as fixed parking spaces, offices by the window, meals with the general manager, etc.
Avoid the halo effect: the tendency to assume that someone is good or bad at everything because they are good or bad at something.
Team building - work in progress
Team building is to organize various activities to strengthen the social relationship of the team and create a positive and cooperative working environment. The goal is to help team members work together more effectively.
A team-building event can range from a five-minute agenda at a status review meeting to a dedicated non-workplace professional enhancement event designed to improve relationships.
Effective team-building strategies are especially needed when team members work far apart from each other, making face-to-face contact impossible.
Informal communications and events help build trust and a good working relationship.
Changes in the project environment are inevitable, and responding effectively to these changes requires continuous team building.
Recognition & Rewards - After the fact
Affirmative behavior after the event, in the process of building the project team, it is necessary to give recognition and rewards to the excellent behavior of the members.
The original reward plan is formulated during the planning resource management process, and only the reward that meets an important need of the rewardee is an effective reward. Reward decisions can be made formally or informally in the process of managing a project team, but cultural differences should be considered when deciding on recognition and rewards.
When people feel their value in the organization and can cash out this value through rewards, they will feel motivated. In addition to tangible rewards, there are also various nonsexual rewards that are equally effective or more effective. Wherever possible, project managers should give recognition throughout the project lifecycle, not at project completion.
The five stages of the Tuckerman model:
Forming
Shock (Storming)
Norm
Execution / Performance / Maturity (Performing)
Adjustment/dissolution (Adjourning)
Output is required at this stage:
1. Team performance evaluation
2. Change Requests
3. Project Management Plan Update : Contains resource management plan updates.
4. Project document update : including lessons learned register, project schedule, project team assignment order, resource calendar, team charter, etc.
5. Business environment factors
6. Organizational Process Assets
Management Team (Executive)
Managing a team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
The main differences between building a team and managing a team are:
The team building process is about taking actions that "drive" the team based on what behaviors lead to good team performance predictions.
The process of managing a team is to take complementary actions to "pull" the team's development based on a review of actual behavior and its effects. Managing a team is more of a monitoring process.
Conflict Management - Resolution Sequence
If differences of opinion become a negative factor, they should first be resolved informally by project team members themselves.
If the conflict escalates, the project manager should provide assistance to facilitate a satisfactory resolution, and should adopt a direct and cooperative approach, dealing with the conflict early and often in private, and negotiating and resolving the project manager in an informal setting.
If the destructive conflict continues to exist without success, the project manager will use formal procedures, convene formal meetings, etc., to resolve openly according to the team charter, company policies, etc., including taking disciplinary measures.
None of the above is valid and will be resolved dictatorially by the project manager.
Interpersonal and Team Skills - Conflict Management
1. Withdrawal/Avoidance : Withdrawing from an actual or potential conflict, postponing an issue until it is fully prepared, or retiring it to someone else for resolution. The most helpless way is to not solve the interpersonal relationship and problems, but to temporarily prevent the situation from getting worse.
2. Détente/Inclusion : Emphasize consistency over difference, step back to maintain a harmonious relationship, and consider the needs of the other party. Focus on solving interpersonal relationships, the problem is not solved.
3. Compromise/Mediation : To temporarily or partially resolve a conflict, seek a solution that satisfies all parties to some degree, but this approach sometimes leads to a "lose-lose" situation. Both interpersonal relationships and problems are partly solved, and the most common solution is commonly known as "harmony".
4. Coercion/Commandation : Pushing one side's point of view at the expense of others, offering only win-lose solutions, often using power to force solutions to urgent issues, this approach often results in a "win-lose" situation. Disregarding interpersonal relationships and focusing on problem solving, suitable for authoritarian leadership styles.
5. Collaboration/Problem Solving : Taking different perspectives and opinions into consideration, using a cooperative attitude and open dialogue to lead to consensus and commitment among all parties can lead to a win-win situation. Optimal solution, but often unreachable.
Interpersonal & Team Skills - Emotional Intelligence
Emotional intelligence refers to the ability to identify, evaluate and manage personal emotions, the emotions of others and the emotions of the group, including the ability to control one's own emotions.
The project management team can use emotional intelligence to understand, evaluate and control the emotions of project team members, predict the behavior of team members, confirm the concerns of team members and track the problems of team members, so as to reduce stress and strengthen cooperation.
A good project manager must be a person with high emotional intelligence.
Output is required at this stage:
1. Change Requests
2. Project management plan update : including resource management plan, schedule baseline, cost baseline, etc.
3. Project file update : including problem log, lessons learned register, project team assignment list, etc.
4. Update of business environment factors
Controlling Resources (Monitoring)
Controlling resources is the process of ensuring that physical resources are allocated to a project as planned, monitoring actual resource usage against resource usage plans, and taking necessary corrective actions.
The main purpose of this process is to ensure that allocated resources are available to the project at the right time and place and are released when no longer needed.
The Controlling Resources process focuses on physical resources such as equipment, materials, facilities, and infrastructure. The Manage Team process focuses on team members.
Output is required at this stage:
1. Job performance information
2. Change Requests
3. Project management plan update : including resource management plan, schedule baseline, cost baseline, etc.
4. Project document update : including assumption log, problem log, lessons learned register, physical resource allocation sheet, resource breakdown structure, risk register, etc.
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