Resource Management Function Model


The "resource management" PMO function model enables the PMO to be involved in project resource management to the extent that the relevant organization requires or allows resources to be managed using a structured, project management-based approach. In some organizations, the PMO will evolve to become recognized as the "manager" of project resources; in others, the PMO simply will influence and monitor how project teams are staffed to achieve project objectives. In this range of roles, one of the most important contributions the PMO will make will be to support project managers in their efforts to acquire competent resources and manage their availability and performance on projects.

The prominent activities of the PMO's "resource management" function model are depicted in Figure 9.1. Each activity is described in the following subsections.

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Figure 9.1: "Resource Management" Function Model

Acquire Project Resources

The PMO will play a vital role in this first activity of resource management — ensuring that qualified people are available for project assignments. Project resource acquisition can either be performed by the PMO or delegated to project managers, depending on the practices within the relevant organization. In either case, the PMO should establish a guiding process for acquiring project resources, and that same process should apply to include situations where the PMO is the resource manager. Development of the resource acquisition process requires close collaboration and coordination with affected resource managers to gain their insight and acceptance of the process. The acquisition process also warrants input or review from the HR department to ensure that the process adheres to all regulated or required personnel management actions and practices.

Advanced-stage PMOs also will establish more intricate ties with the HR department's recruiting and screening activities as a means to influence, if not manage, the process for introducing newly acquired resources into the project management environment.

The PMO should establish a process or otherwise influence the approach used to accomplish the three project resource acquisition steps described below. The PMO may consider facilitating this process with a standard form or template, ideally one that is accessible on-line and that provides the resource request information, specifies the project resource requirements, and documents commitment to fulfill the request. As appropriate, the PMO will either manage the acquisition-request document or be included on information copies as the acquisition process progresses.

Identify Resource Providers

The PMO should ensure that providers of project resources are identified and that these sources know who they are and the nature of their responsibilities to provide resources to project efforts. The four primary providers of project resources are described below:

  • Human resources department: The HR department is the primary source for new personnel. It performs recruiting and hiring of qualified personnel in response to resource needs and requests from resource managers in the relevant organization. It also is positioned to recognize staffing needs through attrition planning and can hire or transfer resources to fill authorized allocations. The PMO can work with the HR department to confirm resource needs for itself and for the project management environment. The advanced PMO will likely analyze project resource allocations and performance, and it can assist the HR department in understanding project resource needs and utilization.

  • Resource managers: The resource manager, by whatever reference name is used in the relevant organization, is the primary provider of project resources in most organizations that follow a matrix management structure for project efforts. Personnel assigned to resource managers may have a split and simultaneous responsibility to both their resource manager and the project manager associated with their project assignments. This condition is compounded when the individual has full-time responsibilities for work assigned by the resource manager and part-time responsibilities assigned by the project manager. The PMO has inherent responsibility to minimize this impact on individuals serving in the project management environment. It can urge implementation of a stronger, project manager-based matrix, as presented in the PMO "organization and structure" function (see Chapter 7), but that normally represents a significant organizational change that must be fully examined and approved at senior management levels. In the interim, the PMO can work with resource managers to define and implement an effective project resource acquisition process that reduces real and perceived adversity for both the resource manager and the project manager. Close collaboration can resolve many of the issues and implications that the PMO may encounter in this effort. Then, resource managers become recipients of project resource requests and are adequately prepared to provide resources based on an understanding of their roles and responsibilities as specified in the established project resource acquisition process.

  • Project management office: The PMO's role as a resource provider is a concept that is just beginning to emerge in some organizations that have a more mature project management environment. This centralized oversight capability optimizes the assignments of available resources and significantly reduces disarray and disjoint responsibilities for individuals. This concept also prompts consideration of full-time resource assignments to individual project managers, where the nature of project work permits such a structure. In either case — with resource alignment focused on either the PMO or the project manager — the PMO retains strong influence to ensure that (a) the right resources are available to support project efforts and (b) the PMO develops the capability to evaluate resource performance over time. If the PMO becomes a recognized resource provider, it can introduce a resource acquisition process that addresses this authority and capability.

  • Vendors and contractors: Vendors and contractors are external resource providers. They are called upon, routinely in some organizations and less frequently in others, to perform work using skills and knowledge that is not available or not a core competency within the relevant organization. It is addressed in more detail in the PMO "vendor/contractor relationships" function (see Chapter 19). It is mentioned here simply to recognize that this resource provider is available within the project management environment. It is not a part of the internal acquisition request process for project resources.

Once the PMO has determined who has assigned and capable resources available and who has the authority to release them to project work efforts, it can construct the project resource request process that will be used by all resource managers.

A final point to make deals with the request and assignment of qualified project managers, who are also project resources. It is suggested that the PMO should distinctly be a participant in identifying and requesting project managers from their resource managers. Ideally, project managers will be assigned or otherwise aligned with the PMO and, therefore, will be available for assignment to projects through the PMO. However, the unique requirements of different types of organizations across industries will determine whether such an alignment structure is needed or warranted.

Establish Resource Requirements

The PMO's representation of the project management environment positions it to be involved in the identification of project resource requirements. At a minimum, the PMO should be included in coordination of project staffing requests and the resulting actions to fulfill resource requirements. Ideally, the PMO will review project resource requirements for accuracy and fulfillment capability within the relevant organization, and it will make decisions regarding the need or requirement to seek external project resources. As well, the PMO can be an interface with resource managers to resolve resource requirement issues and with the HR department to identify resource acquisition needs. In turn, the project manager will routinely prepare resource requirements as a part of the project initiation activities that are included in the project management methodology (see Chapter 1).

The identification of project resource requirements implies that there is a generally accepted capability within the relevant organization to fulfill those requirements. Assurance of this capability is a primary PMO responsibility, with consideration for the specified PMO scope of activities and associated authority. In essence, the PMO should be able to identify all available project resources in the relevant organization. It can then anticipate emerging project resource requirements and contrast current staffing levels against projected resource needs. This activity allows the PMO to take action within its authority to fulfill resource requirements or to advise senior management of necessary resource acquisition actions. PMO staffing requirements are likewise included in the resource requirements of the project management environment.

There are four primary types of project resource requirements that the PMO can identify and manage within the project management environment. The following is an overview of each:

  • Project management staffing requirements: A project manager will be needed for every project conducted within the relevant organization. In some organizations, an individual project manager will be assigned to lead more than one project. This should prompt oversight by the PMO to ensure that qualified project managers adequately cover all projects and that unreasonable project loads are not imposed on individual project managers.

  • Technical discipline staffing requirements: A variety of technical resources may be needed for different projects conducted by the relevant organization. The PMO can work with technical leaders to identify qualified personnel and specify their availability for particular types of project work. The PMO may want to prepare more detailed subcategory references for the types of technical positions normally required on projects conducted within the relevant organization.

  • Adjunct discipline staffing requirements: The introduction of nontechnical staff, those personnel who do not perform work directly related to achieving project objectives, is too often an assumed capability and presumed availability. The PMO can attempt to identify these adjunct project team participants and enable them to be specified in project requirements. This includes such participants as representatives from HR (the project may require a large influx of new recruits), the legal department (the project may have regulatory components that require specialized attention), procurement (the project may have large product or contractor purchasing needs), R&D (the project may necessitate the introduction of new technology), etc. As well, adjunct disciplines include any support personnel that assist the project manager in project coordination and administration activities. The PMO should attempt to have them included in resource requirements specifications.

  • PMO staffing requirements: The PMO is a central participant in the project management environment and needs staffing to accomplish its assigned responsibilities. This presents staffing requirements that must be addressed, even if the PMO is a small two- or three-person operation. Such requirements are not normally aligned with projects but, instead, with PMO responsibilities. To that end, key PMO staff positions are usually full-time positions, although some part-time PMO assignments could be pursued in conjunction with requests to resource managers. PMO staff assignments must be identified as requirements within the project environment.

A more detailed examination of the types of project resources to be considered is presented in the PMO "organization and structure" function (see Chapter 7).

The purpose of this activity (establish resource requirements) is to prompt the PMO to develop procedures for identifying project resource requirements as a component of the project resource acquisition process.

Fulfill Resource Requests

The final step in acquiring resources is that of obtaining them from the resource managers. The PMO should develop a process that can be used by project managers seeking project resources from resource managers within the relevant organization. The process should address the following fundamental steps, which are normally incorporated into the project management methodology:

  • Submit project resource request: Forward the prepared project resource request to the PMO for record and to the resource manager having the appropriate resources that are needed for the project effort. The PMO may serve as clearinghouse for such requests to identify the resource manager and forward the request.

  • Conduct project resource request review: The resource manager may independently review the request for content — type and number of personnel needed, period of project assignment, and any other relevant information needed to understand the project resource requirements. If desired, the resource manager can meet with the project manager or the PMO to clarify project resource requirements and to negotiate the conditions of the pending commitment of resources.

  • Obtain resource manager commitment: Project resource fulfillment is achieved at the point when the resource manager signs off on the project resource request, indicating a commitment to provide the specified resources as specified in the request (or subsequent modifications to the request). This step should be performed even when the PMO is the resource manager. It allows all involved parties to track and manage resource commitments.

The PMO may have direct or indirect involvement in performing this process. It should be included in distribution of the resource commitment document. This type of documentation is essential to effective resource acquisition, and it is particularly needed in organizations that use a weak matrix project structure, where the signed resource commitment is the basis for the project manager to advance with planning resource utilization.

The result of this process is the commitment of required project resources that are now allocated and available to work on the specified project at times agreed to by the resource manager.

Assign Project Resources

The second activity of resource management follows closely behind the resource commitment received in the resource acquisition step. The PMO should establish the resource assignment process, again usually as a component of the project management methodology, for use by project managers and individuals assigned to the project management environment.

The process contains the preferred steps for performing notification and introduction of the resource to the project. It should address the needs of the relevant organization and contain the following elements:

  • Prepare resource assignment notifications: This provides a formal notification of project assignment that is presented to the selected resources. Ideally, it will specify as much information about the project and the individual's associated responsibilities as is available at the time of preparation. In particular, it provides the assignment period and identifies key dates for resource participation, with a focus on initial meetings and activities. This notification enables the individual to schedule and plan for participation, which is particularly important if the resource has concurrent commitments to other project work or business activities.

  • Obtain individual resource commitments: The assignment notification document should provide a means for the individual to acknowledge receipt and essentially accept the project assignment. This step often may warrant a personal meeting between the individual selected and the project manager to clarify the level of participation needed, establish performance expectations, and elicit personal commitment to the project effort. The selected individual will then sign off on the notification to complete this step.

  • Introduce resources to the project team: The resource assignment process is finished when the individual is first introduced to the project at a kickoff meeting or other mid-project team event. The project kickoff meeting serves as an introduction for all initial project team members. If the resource is being introduced to the project at an advanced project stage, then an individual introduction to project team members should be accomplished. Resource introductions should include identifying the individual's role and responsibilities on the project. In conducting group introductions, team building exercises may be appropriate to enable participants to become a more cohesive team. The resource introduction step validates individual participation on the project team and reinforces individual commitment to the project effort.

The project manager can use assignment notification documents to prepare for and conduct more-detailed project planning in terms of resource utilization.

Deploy Project Resources

Project resources assigned to specific project efforts make their way to the location where the project is to be conducted. This could simply be a trip down the hall, a short drive to a nearby facility, or sometimes cross-country or cross-continental travel. The PMO can monitor the recurring needs to deploy project resources and establish processes to make deployment activities more efficient.

Project resource deployment means getting the project team member to the work location fully prepared to begin the work effort. It is important to distinguish between simple deployment and global deployment. The smaller, internal project doesn't normally require much effort to deploy resources. If an assigned resource on an internal project "moves" from a permanent workstation, it is probably just to attend a meeting down the hall. Conversely, if a resource is assigned to a project effort that requires frequent travel or semipermanent relocation, perhaps to global locations, there will be considerably more logistical and preparation activities to consider. Traditionally, these activities have been performed by services available within the relevant organization. However, such services are often delivered without the central oversight that is needed (a) to bring the service results together at one point in time for the individuals involved or (b) for project managers to have confidence in deployment success.

It is important to recognize that project resource deployment is more than just travel arrangements. It means ensuring that the individual is personally and professionally prepared to take on the project assignment and that the project is ready to accommodate the resource through adequate setup of required facilities and equipment — down the hall or across the globe.

The PMO can develop procedures to facilitate needs for both simple and global deployment activities. Project resource deployment activities can be incorporated into the project management methodology. Simple deployments are covered by a relatively quick examination of deployment needs and a brief check to ensure that required actions are being accomplished. More-complex global deployments can also be addressed for those organizations that have a broader deployment perspective. Of course, there are deployments that fall in between these two extremes, and the PMO should develop project resource deployment practices that satisfy the standard types of projects encountered within the relevant organization.

There are three recommended project resource deployment activities for the PMO to consider. Each is described in the following subsections.

Perform Deployment Administration

The PMO should define considerations that will be addressed on every project to ensure that the individual is ready to perform project assignments at the specified project work location. This includes a project-by-project examination of the items and issues highlighted below:

  • Project work space: If the assigned individual is not working from a permanent location, a project work space should be assigned. This may be a work space belonging to the relevant organization or one arranged at or near customer facilities. The PMO "facilities and equipment support" function model (see Chapter 8) addresses overall planning in this regard, and this activity implements those arrangements at the individual project team member level. If the assigned individual can perform project assignments from a permanent office workstation, then there are no particular requirements for this deployment element.

  • Standard and special equipment: The assigned individual may require certain equipment to perform required project or project management tasks. This element ensures that all necessary equipment is provided. Again, The PMO "facilities and equipment support" function model (see Chapter 8) addresses overall requirements for standard and special equipment used in conducting specific project efforts. This activity ensures that individuals have the equipment they need, either through advance issuance or by having it on site for use at the specified project location.

  • Project and customer special requirements: This element of deployment deals with conveying information about the project and the customer's environment that are unique or warrant reminders as a matter of good business practices. Normally, project resources will obtain all the information needed about the work they are about to perform in project kickoff meetings, planning sessions, and technical requirements reviews. This element of deployment extends into consideration and dissemination of special information or awareness needed by project team members. The PMO should survey managers in the project management environment to help identify what items will be examined and accomplished to address project and customer special requirements for each project. This may deal with such matters as:

    • Customs, cultures, and conditions associated with travel to foreign locations

    • Customer facility and equipment utilization guidance

    • Project and customer communication protocols

    • Impacts on project work of time-zone differential at different customer facilities and project locations

    • Special time-accounting and reporting practices for project work

    • Special vendor/contractor sourcing requirements for the project

    • Medical and immunization requirements for overseas customer and project locations

    • Handling and protection of technology and business confidential information

    • Project deliverable review and authorization authorities

    • Group travel arrangements

  • Regulatory requirements: The concept of regulatory requirements in the context of this model refers to the influence or guidance asserted by governmental authority. This administrative process should ensure that appropriate project team members are cognizant of regulatory requirements applicable to project performance and deliverables. It could prompt a review of relevant "regulations" at junctures in the project effort. It may also warrant the introduction of special team members, such as legal advisors or examiners, to ensure that regulatory requirements are being properly addressed. However, consideration of this administrative element is primarily used to inform project participants of applicable regulatory conditions and laws, particularly when traveling to foreign countries.

  • Security requirements: As may be required by the nature of project work, administrative activities can include considerations related to handling and use of government- or business-classified information and material. It could provide for acquisition or confirmation of individual security clearances as well as review of security practices and procedures applicable to the project effort.

The specification of deployment administration activities will prompt PMO consideration of how these actions are currently performed in the relevant organization and help identify areas where they can be made more efficient.

Identify and Arrange Relevant Training

The second element of project resource deployment is focused on ensuring that each project member completes any required training prior to beginning the assignment or, as needed, during the project effort. The PMO should establish the process for identifying individual requirements for training and then develop the means to arrange, conduct, and complete training within the schedule of project activities.

The introduction of a standard training curriculum for project participants is discussed in the PMO "training and education" function (see Chapter 10). That training is pursued as a matter of routine individual qualification. The training addressed for deployment is that immediately needed to perform the work at hand. It may include programs from the established curriculum, or it may include special internal or external training programs associated with achieving project objectives and meeting project requirements.

The PMO should consider the following types of training for possible inclusion in deployment preparation activities:

  • Project management training: Identifies training associated with project management activities. This type of training could be needed by individuals who are taking on new project management responsibilities, such as serving as a task leader, or by experienced project managers who need training in new project management practices and processes required by the customer or the relevant organization for the current project.

  • Technical skill training: Identifies training needed by project team members to expand their technical skill and knowledge for the current project effort. This could include the need to attend a training program offered by the customer in order to gain relevant information that will be applied in the course of project work. This type of training also could be used to provide or enhance critical skills of project participants who are assigned to the project on short notice. As well, unique project activities may warrant special project team training that provides the ability to understand new technical concepts, use special equipment, or otherwise qualify for project assignment.

  • New technology training: Identifies training associated with use or implementation of new technology concepts, tools, and equipment. This may be a standard preproject training event in some organizations where new products are routinely manufactured. In particular, the project teams associated with implementation of new products require ongoing training to ensure their knowledge and understanding of the product and its capabilities or application in the customer environment. In a related sense, this type of training also could apply to tools and equipment the project team uses in conjunction with normal project work efforts, and it also addresses technology updates or replacements that might require additional training for project team members.

In conjunction with facilitating the "just-in-time" training described here, the PMO may also be able to assist in forecasting training needs based on anticipated project work.

Monitor Travel Arrangements

A project management environment that deals with extensive travel requirements may warrant the PMO to establish a moderate oversight capability regarding travel associated with project work. This in no way implies that the PMO should become a "travel service." Rather, the PMO should monitor issues and matters of project-related travel to determine efficiency and to ensure that project resources are where they should be in a timely manner. In particular, the PMO can establish procedures that facilitate:

  • Confirming individual travel plans associated with acceptance of project assignments

  • Coordinating group travel arrangements

  • Monitoring vendor/contractor travel plans and expenses

This project-resource-deployment element should not overburden the PMO, but it can be applied to contribute to the overall effort of ensuring cost-efficient operations within the project management environment.

Manage Resource Performance

The PMO should play a lead role in developing a standard approach to managing project resource performance. This is an approach that should be agreed to and implemented by project managers and resource managers alike, and one that is fully understood by individuals assigned to every project effort. The PMO will guide and assist project managers in their efforts to manage resource performance. In its oversight capacity, it also will monitor project resource performance results and indicators provided by project managers and take or recommend actions to improve individual and overall resource performance. The prescribed involvement of the PMO in resource performance management is described in the following two subsections.

Develop Performance Management Guidance

The PMO should be instrumental in collaborating the approach that project managers will take in managing project resources assigned to their projects. To that end, the PMO will work with project managers and resource managers to identify the performance management responsibilities of each. Then the PMO can develop the guidance needed by project managers to manage the performance of project resources.

The elements of performance guidance that the PMO can consider developing to support project managers include the following:

  • Planning: This element provides guidance to the project manager regarding how to prepare for managing resource management, including individual and team performance-planning activities. Per the nature of project work and the length of individual assignments, the PMO will be able to construct recommendations regarding the type of performance planning that the project manager should pursue.

  • Monitoring: This element gives the project manager insight as to the frequency and types of performance observations that should be accomplished. This may include a range of approaches from very general observations to stricter monitoring required to ensure quality, achieve standards, or comply with contractual or regulatory obligations.

  • Mentoring: This element provides tools and guidance for project managers to use in managing the performance of project team members. It includes such activities as listening, facilitating, guiding, illustrating, etc., and it provides recommended means to optimize the performance of project team members. As well, it could also include guidance for calling upon PMO-based mentors, as described in the PMO "mentoring" function model (see Chapter 13).

  • Assessing: This element guides the frequency and types of performance evaluations for which the project manager will have responsibility. It will also prescribe actions to be taken in situations of weak performance and participation. This is one particular area in which collaboration with resource managers is essential. A standard approach to assessing, reporting, and responding to individual performance should be established and then confirmed with each resource manager as project resources are released for use in the project management environment.

  • Rewarding: This element recommends ways to recognize the participation of project team members. In particular, it prescribes what can be done to reward individuals who have contributed to project success through innovation, demonstrated commitment, and performance excellence.

The PMO can also be available to assist project managers in their resource performance management activities.

Monitor Performance

The PMO, having either general or specific oversight responsibility for performance results in the project management environment, should collaborate with project managers to obtain necessary performance reports and indicators to provide timely advice and guidance as well as to review other factors within its purview in order to maximize performance excellence.

The PMO will normally be a recipient of project management performance reports, and that should include access to individual performance reports. It should establish a recurring examination of project resource performance results by applying the following three monitoring steps:

  • Reviews: Regular reviews of project performance are conducted from the perspective of identifying individual performance strengths and weakness, and individual contributions to the project effort. They can be accomplished through examination of specified elements in project reports, discussions with project managers, and PMO observations of individuals' project activities.

  • Analysis: Performance indicators are examined to identify individual and project team trends. Trend analyses can be examined for individual performance across projects as a general indicator of demonstrated competency. Analyses also can be done to compare individual performance within a project team. Performance analysis should be conducted within the norms of the relevant organization and in conjunction with HR department guidelines for monitoring and managing individual performance.

  • Improvement: The PMO can provide significant contribution to the project management effort in collaborating with project managers and resource managers to prescribe performance improvement remedies.

Performance monitoring can be delegated to project managers, with exception reporting of critical indicators provided to the PMO as they are identified.

Close Out Project Resource Assignments

The PMO ensures that necessary and appropriate actions are taken to close out individual assignments to projects. This is important because it specifies a point in time when the assigned resource is no longer responsible for project work. This importance is compounded for individuals who must manage participation in multiple projects. Closing out the assignment not only relieves individuals of project responsibility, but also makes them available for consideration as resources in a subsequent project assignment. To that end, the PMO is concerned with establishing the capability to determine an individual's current project workload and period of availability for the next project assignment. This can be accomplished in conjunction with assisting or guiding the project manager in managing the disposition of assigned project resources.

There are three primary types of project resource close out actions that the PMO should address:

  • Coordinate extensions: This action is a response to the established project resource close out date, ideally in advance, and provides for extending the individual's continuing participation in the project past the original performance end date. This action could be expedited by developing a process for coordinating the extension with any involved resource manager and, possibly, with another project manager who will be affected by delays in the individual's current assignment. This is a process that must be used sparingly and controlled to address only the most extenuating circumstances, particularly when a specified team member is needed for immediate assignment to a subsequent project effort. The PMO can build the authorization criteria for this action into the assignment extension process it creates.

  • Facilitate transfers and reassignments: This action represents the routine response to project resource departures from the project team. Here the PMO prepares the process for releasing resources from current project responsibilities in order for the individual to return to the operational environment or for assignment to another project. This process should address the individuals leaving a project at various junctures in the project life cycle as well as those groups of individuals who close out the project as a cohesive project team upon completion of project objectives. The PMO can play an important role in assisting the project manager to identify, confirm, and announce subsequent project team member assignments as a matter of reducing individual concerns about their next role in the relevant organization. This concern may not be as much of a factor for individuals who simultaneously hold operational positions. It can be a primary concern for individuals who rely on project assignments to maintain their tenure within the relevant organization.

  • Manage terminations: This action represents the release of a project team member from the project and from the relevant organization. There are three primary reasons for project resource terminations: (1) a business decision has been made to discontinue the individual's position; (2) there is no follow-on project assignment currently available for the individual; and (3) a decision has been made in conjunction with HR department guidance to release the individual based on inability to achieve performance standards or other personnel-based action. The PMO should define the process needed by project managers to handle termination of project team members, including the involvement of the HR department and resource managers, and the specification of PMO responsibilities in such matters.

The close out actions enable the PMO to gain insight into project resource utilization and to help in the overall planning for project resources and resource strength requirements.




The Complete Project Management Office Handbook
The Complete Project Management Office Handbook, Second Edition (ESI International Project Management Series)
ISBN: 1420046802
EAN: 2147483647
Year: 2005
Pages: 158

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