introduction
Obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work.
Negotiations
Project Manager Should negotiate with :
- functional manager to confirm availability of resources at required time
- other project management team in performing organization to hire qualified resources
- external : like vendor and contractors to hire qualified resources
Selecting Team Criteria
Selecting Team Criteria :
- availability
- cost
- experience
- ability
- knowledge
- attitude
- skills
- interpersonal factors
Type of Teams
Type of Teams :
- dedicated full time
- part time
- partnership: joint venture from multi organization
- virtual team : through conference
acquire resources inputs - techniques - outputs
Inputs
- Resource management plan
- Procurement management plan
- Enterprise environmental factors
- Organizational process assets
Tools & Techniques
- Decision making
- Interpersonal and team skills
- Pre-assignment
- Virtual teams
Outputs
- Physical resource assignments
- Project team assignments
- Resource calendars
- Change requests
- Project management plan updates
- Project documents updates
- Enterprise environmental factors updates
- Organizational process assets updates
Acquire Resources Inputs
Acquire Resources Inputs include the following :
Project Management Plan
The components of the project management plan that are inputs to this process include the following:
- Resource management plan–the output of process 9.1 Plan Resource Management, it includes guidance on how to acquire team and physical resources for the project.
- Procurement management plan–if there are procurements from other companies which are used as resources on the project, this plan includes information how procurements will be integrated with other project work and stakeholders involved in procuring resources.
- Cost baseline–this gives the overall budget for the project activities.
Project Documents
- Project schedule–the project schedule shows the activities with their planned start and end dates which helps determine when the resources need to be available and accepted.
- Resources calendars–these document the time periods each resource needed for the project is available for the project. This schedule depends on having a good understanding of each resource’s availability and schedule constraints (like vacation time).
- Resource requirements–these identify the types and the quantities of resources that need to be acquired.
- Stakeholder register–this may give information on the stakeholders’ needs and/or expectations for specific resources to be used on the project.
Enterprise Environmental Factors
- Existing information on organizational resources including availability, competence levels, and prior experience for team resources.
- Marketplace conditions
- Organizational structure (affects the negotiations you may need to do in order to acquire resources)
Organizational Process Assets
- Policies, procedures and guidelines for acquiring resource to the project (should be contained in the resource management plan)
- Historical information and lessons learned repository from previous similar projects
techniques
techniques for process Acquire Resources include the following :
Decision Making
- The tool used in deciding which resources to use on the project is multicriteria decision analysis, which means creating a list of selection criteria to rate or score potential resource,
Interpersonal and Team Skills
- The tool used in acquiring resources is negotiation.
- The project manager may negotiate with functional managers, project managers of other teams within the organization, or from external organizations and suppliers.
Pre-Assignment
- One of the overlooked functions of the Project Charter is the opportunity the project sponsor has to pre-assign specific resources that the sponsor would like to see working on specific roles within the project.
- This makes the negotiating process easier for the project manager because the project sponsor is stating preference for certain resources and therefore the request to the functional manager or other project manage
Virtual Teams
- In organizations that are spread out in a number of locations, including possibly different countries, virtual teams are an important tool.
- However, the reliance on communication technology as opposed to face-to-face meetings means that communication planning becomes increasingly important.
- You need to set clear expectations, develop protocols for resolving conflict, understand cultural differences, and share credit in successes.
outputs
Acquire Resources Outputs include :
Physical Resource Assignments
- Documentation of the physical resource assignments that will be used during the project.
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
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.
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.
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.
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.
Enterprise Environmental Factor Updates
- Resource availability within the organization will be affected by their utilization as resources on this project.
Organizational Process Assets Updates
- Documentation related to acquiring, assigning and allocating resources
