Chapter 9: Resource Management

Overview

Resource management in the project management environment takes on as many different configurations and approaches as there are organizations and PMOs. Mostly, project resources are introduced to projects through matrix management, where a resource manager in the relevant organization "lends" individual resources to project managers for specific project efforts. In some organizations, resources are assigned directly to the project manager, who then serves as the resource manager. To a lesser extent, a few organizations have all project resources assigned to the PMO.

Regardless of the approach used across industries and organizations, there are two fairly common and generally accepted views about project resource management. First, the human resources (HR) department serving the relevant organization has ultimate responsibility and overriding authority for resource management, and it directs, guides, or otherwise facilitates the resource manager in managing and supervising organizational resources. Second, the PMO must be able to influence the quality and availability of resources used on projects, and it should be able to oversee or at least monitor resource assignments and performance in the project environment. These two premises will be applied to this PMO "resource management" function model.

The "resource management" function enables the PMO to:

• Assist the HR department and resource managers in acquiring and qualifying resources

• Develop guidance for managing project resource assignments and performance

• Evaluate overall effectiveness of project resource performance

The PMO will accomplish these activities through close coordination and collaboration with the HR department and relevant resource managers.