Resource management (Silicon Valley is under construction control) - Team
Article Directory
planning resource management
1. Memorize formulas :
"Requirements, progress, and relationship registration are the basis of input resource management. With
RAM and OBS in hand, resource allocation is no longer troublesome.
Resource planning and team charter are issued, and planning resources are moving steadily."
2. Memory story :
In a place called "Resource Valley," leaders are planning resource management for a large agricultural project. First, they collected requirements documents to understand what resources are needed for the project; reviewed the project schedule to understand when resources will be required; and checked the stakeholder register to understand the roles and responsibilities of each person.
Next, they used a special tool called the "Responsibility Assignment Matrix RAM" or "Organizational Breakdown Structure OBS." These tools help them clarify everyone's responsibilities and allocate resources.
Finally, they developed a resource management plan and team charter. A resource management plan guides how resources are allocated and managed, while a team charter defines the team's goals and rules. These two outputs are the outcome of their planned resource management and are key to the success of the project.
3. Input, tool technology, and output selection reasons :
- Input : The requirements document can provide information about the resources required for the project, the project schedule can provide the resource demand time, and the stakeholder register can provide information on the roles and responsibilities of each person. These inputs are the basis for planning resource management.
- Tool technology : Responsibility Allocation Matrix RAM or Organizational Breakdown Structure OBS is a tool for allocating resources, which can help managers clarify the responsibilities of each person and the allocation of resources.
- Outputs : The resource management plan and team charter are outputs of the planned resource management. The resource management plan guides how resources are allocated and managed, and the team charter defines the team's goals and rules.
Estimating Activity Resources
1. Memorize formulas :
"Activity list, cost estimation, resource calendar, the basis of input resource estimation.
Analogy, parameter, bottom-up, alternative solution analysis, tool technology estimation is correct.
Resource requirements, resource decomposition structure, and resource estimation activities are steady. Steady go."
2. Memory story :
In a place called "Resource Estimation City," a group of architects is estimating the resources for activities to build a bridge. First, they made a checklist of activities identifying all the activities that would need to be completed to build the bridge; then they looked at cost estimates to see how much each activity would cost; available time.
Next, they used several special tools and techniques to estimate resources. They used analogous estimating, referring to past resource consumption on similar projects; parametric estimating, estimating resources based on the nature and size of activities; bottom-up estimating, starting with each specific activity and working their way up to the project as a whole; and finally , they conducted an alternative analysis, considering different resource allocation options.
Finally, they derived resource requirements and a resource breakdown structure. Resource requirements tell them how many resources are required for each activity, while the resource breakdown structure clearly shows the allocation and use of resources. These two outputs are the result of estimating active resources and are key to building the bridge.
3. Input, tool technology, and output selection reasons :
- Inputs : Activity lists, cost estimates, and resource calendars are the basic data for estimating activity resources. The activity checklist provides all the activities that need to be done, the cost estimate provides the estimated cost of each activity, and the resource calendar provides the availability of each resource.
- Tool techniques : Analogous estimation, parametric estimation, bottom-up estimation, and analysis of alternatives are the main methods for estimating resources. They can estimate resources from different perspectives and levels, improving the accuracy of estimation.
- Output : Resource Requirements and Resource Breakdown Structure are the results of estimating activity resources. Resource requirements specify how many resources are required for each activity, while the resource breakdown structure clearly shows the allocation and use of resources.
Access to resources
1. Memorize formulas :
"Resource management plans, procurement management plans, requirements, cost benchmarks must not be forgotten,
project schedules, resource calendars, the basis for input and acquisition of resources.
Pre-assignment, negotiation, virtual teams, multi-criteria decision analysis, technical tools in hand, acquisition of resources is not easy. No more troubles.
The team sends work orders, allocates material resources, updates resource calendars, outputs the results of resource acquisition, and the project progresses steadily.”
2. Memory story :
In a place called "Resource Nation," a group of project managers is acquiring the resources needed to build a new park. First, they reviewed the resource management plan and the procurement management plan to learn how to acquire and manage resources. They also looked at resource requirements to see what resources were needed; cost baselines to see how resources were budgeted; and project schedules and resource calendars to see when resources were needed.
Next, they used several tools and techniques to obtain resources. They pre-allocated some resources and arranged the use of resources in advance; they negotiated and obtained some external resources; they formed a virtual team and used network technology to obtain remote resources; they also conducted multi-criteria decision analysis, according to Several factors select the optimal resource.
In the end, they produced project team assignment sheets, material resource assignment sheets, and updated resource calendars. These outputs tell them which team members are responsible for which tasks, which material resources are assigned to which activities, and when the resources are used. These outputs are the result of obtaining resources and are the key to the success of the project.
3. Input, tool technology, and output selection reasons :
- Input : Resource Management Plan, Procurement Management Plan, Resource Requirements, Cost Baseline, Project Schedule and Resource Calendar are the basis for obtaining resources. They provide detailed information about resources, including which resources are needed, their budget, when they will be required, and so on.
- Tools and techniques : Pre-assignment, negotiation, virtual teams and multi-criteria decision analysis are the main methods of obtaining resources. They can help project managers obtain resources effectively, including pre-allocating resources, obtaining external resources, using network technology to obtain remote resources, and selecting optimal resources, etc.
- Outputs : Project team assignment orders, material resource assignment orders, and updated resource calendars are the results of capturing resources. They clarify the allocation and use of resources, including which team members are responsible for which tasks, which material resources are allocated to which activities, and when resources are used.
building team
1. Memorize formulas :
"Resource management plans, team charters, dispatch orders, resource calendars, input the foundation of building teams.
Centralized office, team building, recognition rewards, training evaluation, tools and technology are the magic weapon for team building.
Team performance evaluation shows that building a team is steady Steady go."
2. Memory story :
In a place called Team City, a group of project managers are building a new project team. First, they reviewed the resource management plan and team charter to learn how to manage the team and the team's code of conduct. They also looked at the project team assignment tickets to understand the tasks of team members; looked at the resource calendar to understand the allocation and usage time of resources.
Next, they used several tools and techniques to build the team. They implemented a centralized office, which enhanced the communication and collaboration of team members; they carried out team building activities, which enhanced the cohesion of the team; they implemented a recognition and reward system, which stimulated the enthusiasm of team members; The competency of the team members; they conducted individual and team assessments and learned about the team's strengths and areas for improvement.
Finally, they came up with a team performance rating. This output tells them how the team is performing, what is doing well, and what needs to be improved. This output is the result of building the team and is key to the success of the project.
3. Input, tool technology, and output selection reasons :
- Input : Resource management plans, team charters, project team assignments, and resource calendars are the foundation of building a team. They provide detailed information about the team, including how the team is managed, behavioral norms, task assignments, resource usage time, and more.
- Tool technology : Centralized office, team building, recognition and rewards, training, individual and team evaluation are the main methods of building team. They can help project managers effectively build teams, including enhancing team communication and collaboration, cohesion, motivation, competence, and understanding team strengths and areas for improvement.
- Output : Team performance evaluation is the result of building the team. It identifies the team's performance, including the team's strengths and areas for improvement. This output can help the project manager to better manage and improve the team.
management team
1. Memorize formulas :
"Issue log, team charter, dispatch order, team performance, input the cornerstone of the management team.
Conflict management, high emotional intelligence, and the guarantee of harmony in the tool technology team.
Change requests are issued, and the management team moves forward step by step."
2. Memory story :
In a place called "Team Island", a group of project managers are managing a new project team. First, they looked at the issue log and team charter to learn about the issues the team was facing and the team's code of conduct. They also checked the project team assignment list to understand the tasks of team members; checked the team performance evaluation to understand the team's performance.
Next, they used two tools and techniques, conflict management and emotional intelligence, to manage the team. They resolved the contradictions and conflicts within the team through conflict management and maintained the harmony of the team; they enhanced the cohesion and cooperation spirit of the team through communication and interaction with high emotional intelligence.
In the end, they came up with a change request. This output tells them what changes the team needs to make to improve the team's performance and efficiency. This output is the result of the management team and is the key to the success of the project.
3. Input, tool technology, and output selection reasons :
- Input : Issue logs, team charters, project team assignments, and team performance reviews are fundamental to managing teams. They provide detailed information about the team, including the problems the team is facing, behavioral norms, task assignments, team performance, and more.
- Tools of technology : Conflict management and emotional intelligence are the main ways to manage a team. They can help project managers manage teams effectively, including resolving contradictions and conflicts within the team, and enhancing team cohesion and cooperation.
- Output : The change request is the result of the management team. It clarifies what changes the team needs to make to improve the team's performance and efficiency. This output can help the project manager to better manage and improve the team.
control resources
1. Memorize formulas :
"Work performance data, resource planning, material distribution list, input direction of control resources.
Performance review, trend analysis, tools and techniques for resource control.
Work performance information, change requests, and control resources move forward steadily."
2. Memory story :
In a place called "Resource Valley", a group of project managers are controlling the project's resources. First, they looked at the work performance data to understand the progress and efficiency of the project; they looked at the resource management plan to understand the allocation and use of resources; they looked at the material resource allocation list to understand the allocation of material resources.
Next, they used two tools and techniques, performance review and trend analysis, to control resources. Through performance review, they learned about the actual performance of the project and compared the difference between plan and reality; they predicted the future development of the project through trend analysis, which provided a basis for resource control.
Finally, they derived job performance information and change requests. These two outputs tell them the actual performance of the project and what needs to be changed, providing feedback and guidance for resource control. These two outputs are the result of controlling resources and are key to the success of the project.
3. Input, tool technology, and output selection reasons :
- Input : work performance data, resource management plan, and material resource allocation list are the basis for controlling resources. They provide detailed information about the project, including the progress and efficiency of the project, the allocation and use of resources, the allocation of material resources, etc.
- Tool technology : Performance review and trend analysis are the main methods of controlling resources. They can help project managers effectively control resources, including understanding the actual performance of the project, comparing planned and actual differences, and predicting the future development of the project.
- Outputs : Work performance information and change requests are the results of controlling resources. They identify how the project is actually performing and what needs to be changed, and provide feedback and guidance for resource control. These two outputs can help project managers to have better control and improvement of resources.
