Project Resource as the new name for this knowledge area compared to Human Resource refers to both people and material.
Thus it’s not so clear what you mean by (I don’t use the word “resource” to describe people). This is for both people and material.
I appreciate the fact that there is a lot of iterations. Example Team Charter is created during planning resources and then iterated during both develop team and manage team.
Also there is tailoring that can make you not necessarily conform to PMBOK to the letter but there will still be conformance to the spirit and general guidance of the Guide.
However there will always be some fundamentals that is inherently very difficult to circumvent. Like building the superstructure of a building before the substructure. Whereas if the phase is design the process is the opposite. Normally the superstructure is designed first before the sub-structure with iterations to optimize both.
Again quoting page 311 of PMBOK 6ed.
uuProject organization charts. A project organization chart is a graphic display of project team members and their reporting relationships. It can be formal or informal, highly detailed or broadly framed, based on the needs of the project. For example, the project organization chart for a 3,000-person disaster response team will have greater detail than a project organization chart for an internal, 20-person project.
How will you know you need 3000 people or 20 people if you haven’t yet estimated the numbers with one of the Tools and Techniques listed under estimate resources?
• Expert Judgement . - Analogous estimating. (which is itself a form of expert judgement and most often top-down. But can also be bottom-up)
• Bottom-Up Estimating . - Parametric Estimating (which is itself a form of bottom-up estimating).
Then there are the secondary tools Data Analysis, PMIS, Meetings.
What I meant by not calling people "resources" is exactly that. People are people, resources are fungible commodities.
Getting details on the number/volume of people, equipment or materials occurs once you have done a certain amount of planning, but especially with people, you could have pre-assignment well before scope has been nailed down.
Kiron
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1 reply by Richard Darko
Feb 12, 2020 4:24 PM
Richard Darko
...
Hello Kutin?
Noted. PMBOK however refres to resources to not only physical resources, but also team resources (people).
Agree. Pre-assignment can be made in the Project charter.
What I meant by not calling people "resources" is exactly that. People are people, resources are fungible commodities.
Getting details on the number/volume of people, equipment or materials occurs once you have done a certain amount of planning, but especially with people, you could have pre-assignment well before scope has been nailed down.
Kiron
Hello Kutin?
Noted. PMBOK however refres to resources to not only physical resources, but also team resources (people).
Agree. Pre-assignment can be made in the Project charter. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Hi Richard,
- the process 9.1 is called plan resource management, not plan resources.
- The quantity of resources is not known before any planning process, but determined in 9.2 estimate resources.
- Resources are not assigned during planning process group, but in 9.3. acquire resources.
...
1 reply by Richard Darko
Feb 13, 2020 8:14 AM
Richard Darko
...
Hello Thomas,
Unfortunately thats not what PMBOK seems to portray.
PLAN RESOURCE MANAGEMENT
Page 317 uuAssignment Matrix. A RAM shows the project resources ASSIGNED to each work package. It is used to illustrate the connections between work packages, or activities, and project team members. On larger projects, RAMs can be developed at various levels
Page 319 nuResponsibility. The assigned duties and work that a project team member is expected to perform in order to complete the project’s activities.
uuProject organization charts. A project organization chart is a graphic display of project team members and their reporting relationships. It can be formal or informal, highly detailed or broadly framed, based on the needs of the project. For example, the project ORGANIZATIONAL CHART for a 3,000-person disaster response team will have greater detail than a project organization chart for an internal, 20-person project.
_The question was how do you know the people resource types and quantities of if you have yet estimated resources?_
Under ESTIMATE RESOURCES you don’t only have Resource Requirements (numbers) but also RBS as output.
RBS is a superset of Organisational Chart.
Then under AQUIRE RESOURCES you again have assignments
Page 334 Documentation of team assignments records the team members and their roles and responsibilities for the project. Documentation can include a project team directory and names inserted into the project management plan, such as the project organization charts and schedules.
I have copy pasted relevant text from referenced pages.
In a nut shell, resource requiremts is not an input to plan resource management (PRM). Yet assignments are analyzed and organisarioal chart is generated.
- the process 9.1 is called plan resource management, not plan resources.
- The quantity of resources is not known before any planning process, but determined in 9.2 estimate resources.
- Resources are not assigned during planning process group, but in 9.3. acquire resources.
Hello Thomas,
Unfortunately thats not what PMBOK seems to portray.
PLAN RESOURCE MANAGEMENT
Page 317 uuAssignment Matrix. A RAM shows the project resources ASSIGNED to each work package. It is used to illustrate the connections between work packages, or activities, and project team members. On larger projects, RAMs can be developed at various levels
Page 319 nuResponsibility. The assigned duties and work that a project team member is expected to perform in order to complete the project’s activities.
uuProject organization charts. A project organization chart is a graphic display of project team members and their reporting relationships. It can be formal or informal, highly detailed or broadly framed, based on the needs of the project. For example, the project ORGANIZATIONAL CHART for a 3,000-person disaster response team will have greater detail than a project organization chart for an internal, 20-person project.
_The question was how do you know the people resource types and quantities of if you have yet estimated resources?_
Under ESTIMATE RESOURCES you don’t only have Resource Requirements (numbers) but also RBS as output.
RBS is a superset of Organisational Chart.
Then under AQUIRE RESOURCES you again have assignments
Page 334 Documentation of team assignments records the team members and their roles and responsibilities for the project. Documentation can include a project team directory and names inserted into the project management plan, such as the project organization charts and schedules.
I have copy pasted relevant text from referenced pages.
In a nut shell, resource requiremts is not an input to plan resource management (PRM). Yet assignments are analyzed and organisarioal chart is generated. Saving Changes...
