PMP: 8. Project Resource Management

-  Physical resources include equipment, materials, facilities, and infrastructure.
-  Human resources include Team resources or personnel.
-  The project manager is responsible for the team formation as an effective group.
-  The project manager as a leader should be responsible for proactively developing team skills and competencies while retaining and improving team satisfaction and motivation.
-  Modern project resource management approaches seek to optimize resource utilization.
-  Trends in resource management lean management, just in time (JIT), manufacturing, Kaizen, total productive maintenance (TPM), theory of constraints (TOC).
-  Project manager should invest in personal emotional intelligence (EI) by improving inbound (self-management, self-awareness) and outbound (relationship management).
-  Research suggests that project teams that succeed in developing team EI or become an emotionally competent group are more effective. Additionally, there is a reduction in staff turnover
-  Agile approaches have improved self-organizing teams, where the team functions with an absence of centralized control.
-  The globalization of projects has promoted the need for virtual teams that work on the same project, but are not collocated at the same site. The availability of communication technology has made virtual teams feasible
-  Collaboration is intended to boost productivity and facilitate innovative problem solving
-  Projects with high variability benefit from team structures that maximize focus and collaboration
-  Planning for physical and human resources is much less predictable in projects with high variability

Plan Resource Management (Planning Process Group)
Plan Resource Management is the process of defining how to estimate, acquire, manage, and use team and physical resources.
Key benefit of this process is that it establishes the approach and level of management effort needed for managing project resources based on the type and complexity of the project.
-  This process is performed once or at predefined points in the project.
-  Resource planning is used to determine and identify an approach to ensure that sufficient resources are available for the successful completion of the project
-  Project resources include team members, supplies, materials, equipment, services and facilities
-  resources can be obtained from the organization’s internal assets or from outside the organization through a procurement process.
-  Other projects may be competing for the same resources required for the project at the same time and location which may impact project costs, schedules, risk and quality.

Plan Resource Management Inputs:
1- Project Charter
2- Project Management plan
-  Includes (Quality management plan and Scope baseline)
3- Project Documents
-  Includes (Project schedule, Requirements documentation, Risk register and Stakeholder register)
4- Enterprise Environmental Factors
5- Organizational Process Assets

Plan Resource Management Tools & Techniques:
1- Expert Judgment
2- Data Representation
-  Includes Charts (Hierarchical, Matrix and text oriented).
-  The Objective is to ensure that each work package has an unambiguous owner and that all team members have a clear understanding of their roles and responsibilities
-  Hierarchical format may be used to represent high-level roles, while a text-based format may be better suited to document the detailed responsibilities
- Hierarchical charts: The traditional organizational chart structure can be used to show positions and relationships in a graphical, top-down format.
- Work breakdown structure (WBS): designed to show how project deliverables are broken down into work packages and provide a way of showing high-level areas of responsibility.
- Organizational breakdown structure (OBS): is arranged according to an organization’s existing departments, units, or teams, with the project activities or work packages listed under each department. You may see all project responsibilities by looking at OBS
- Resource breakdown structure: hierarchical list of team and physical resources related by category and resource type that is used for planning, managing and controlling project. Each descending (lower) level represents an increasingly detailed description of the resource until the information is small enough to be used in conjunction with the work breakdown structure (WBS) to allow the work to be planned, monitored, and controlled.
- Assignment Matrix:
- Responsibility Assignment Matrix (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 (High and Low)
- High-level RAM can define the responsibilities of a project team, group, or unit within each component of the WBS
- Lower-level RAMs are used within the group to designate roles, responsibilities, and levels of authority for specific activities
- Matrix shows all activities associated with one person and all people associated with one activity. To ensure that there is only one person assigned to one task to avoid confusion

- Example of RAM is a RACI (responsible, accountable, consult and inform) chart

- RACI chart is a useful tool to use to ensure clear assignment of roles and responsibilities when the team consists of internal and external resources
A RACI chart is a matrix of all the activities or decision making authorities undertaken in an organisation set against all the people or roles. At each intersection of activity and role it is possible to assign somebody responsible, accountable, consulted or informed for that activity or decision.

6 Steps To Create A RACI Chart
Step 1: Identify Project Roles. 
Step 2: Identify Project Tasks Or Deliverables.
Step 3: Assign The RACI To Each Role And Task. 
Step 4: Agree on This With Your Team. 
Step 5: Agree on This With The Core Project Stakeholders.
Step 6: Make It Useful Throughout The Life Of The Project.

- Text-oriented Formats: Team member responsibilities that require detailed descriptions can be specified in text-oriented formats. Document provides information like responsibilities, authority, competencies, and qualifications. This document may be called (position description and role-responsibility) and it may be used as template for future projects.

3- Organizational theory
-  Provides information regarding the way in which people, teams, and organizational units behave.
-  Effective use of common techniques identified in organizational theory can shorten the amount of time, cost and effort needed to create the Plan Resource Management process outputs and improve planning efficiency
4- Meetings

Plan Resource Management Outputs:

1- Resource Management Plan
-  provides guidance on how project resources should be categorized, allocated, managed, and released. It may be divided between the team management plan and physical resource management plan according to the specifics of the project. This include
-  Resource Identification: Includes methods for identifying and quantifying team and physical resources needed
-  Acquire resources: Includes guidance how to acquire team and physical resources
-  Includes Roles and responsibilities such as
- Role: function assumed by, or assigned to, a person in the project
- Authority: The rights to apply project resources, make decisions, sign approvals, accept deliverables, and influence others to carry out project work
- Responsibility: assigned duties and work that a project team member is expected to perform in order to complete the project’s activities
- Competence: skill and capacity required to complete assigned activities within the project constraints. If project member doesn’t have required competencies, proactive response such as training, hiring, schedule changes, or scope changes are initiated.
-  Project organization charts: graphic display of project team members and their reporting relationships. It can be formal or informal based on the need of the project
-  Project team resource management: Guidance on how project team resources should be defined, staffed, managed, and eventually released
-  Training: Training strategies for team members
-  Team development: Methods for developing the project team.
-  Resource control: Methods for ensuring adequate physical resources are available as needed and that the acquisition of physical resources is optimized for project needs.
-  Recognition plan: Which recognition and rewards will be given to team members and when,

2- Team Charter
-  Document that establishes the team values, agreements, and operating guidelines for the team
-  Includes (Team values, Communication guidelines, Decision-making criteria and process, Conflict resolution process, meeting guidelines and Team agreements)
-  Establishes clear expectations regarding acceptable behavior by project team members (Ground Rules)
-  Early commitment to clear guidelines decreases misunderstandings and increases productivity
-  Team charter works best when the team develops it, or at least has an opportunity to contribute to it
-  Team charter can be reviewed and updated periodically

3- Project Document Updates
-  Includes (Assumption log and Risk register)

Estimate Activity Resources (Planning Process Group)
Estimate Activity Resources is the process of estimating team resources and the type and quantities of materials, equipment, and supplies necessary to perform project work.
Key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the project.
-  This process is performed periodically throughout the project as needed
-  The Estimate Activity Resources process is closely coordinated with other processes, such as the Estimate Costs

Estimate Activity Resources Inputs:
1- Project Management plan
-  Includes (Resource management plan and Scope baseline)
2- Project Documents
-  Includes (Activity attributes, Activity list, Assumption log, Cost estimates, Resource calendars and Risk register)
3- Enterprise Environmental Factors
4- Organizational Process Assets

Estimate Activity Resources Tools & Techniques:
1- Expert Judgment
-  Specialized knowledge or training in team and physical resource planning and estimating
2- Bottom-Up Estimating
-  Team and physical resources are estimated at the activity level and then aggregated to develop the estimates for work packages, control accounts, and summary project levels
3- Analogous Estimating
-  Uses information regarding resources from a previous similar project as the basis for estimating a future projects. It is used as quick estimating method and can be used when the project manager can only identify a few top levels of the WBS
4- Parametric Estimating
-  Uses an algorithm or a statistical relationship between historical data and other variables to calculate resource quantities needed for an activity.
5- Data Analysis
-  Alternative analysis: used to evaluate identified options in order to select the options or approaches to use to execute and perform the work of the project. Alternatives analysis assists in providing the best solution to perform the project activities, within the defined constraints
6- Project Management Information System (PMIS)
-  Includes resource management software that can help plan, organize, and manage resource
7- Meetings
-  The project manager may hold planning meetings with functional managers to estimate the resources needed per activity, level of effort (LoE), skill level of the team resources, and the quantity of the materials needed

Estimate Activity Resources Outputs:
1- Resources Requirements
-  Identify the types and quantities of resources required for each work package or activity
-  can be aggregated to determine the estimated resources for each work package, each WBS branch, and the project as a whole.
2- Basis of Estimates
-  The amount and type of additional details supporting the resource estimate vary by application area
-  It provides a clear and complete understanding of how the resource estimate was derived.
3- Resource Breakdown Structure
-  Hierarchical representation of resources by category and type
-  Categories include labor, material, equipment, and supplies.
-  Resource types may include the skill level, grade level, required certifications
-  It is used to guide the categorization for the project. In this process it is a completed document that will be used to acquire and monitor resources.
4- Project Documents Updates
-  Includes (Activity attributes, Assumption log and Lessons learned register)

Acquire Resources (Executing Process Group)
Acquire Resources is the process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work
Key benefit of this process is that it outlines and guides the selection of resources and assigns them to their respective activities.
-  This process is performed periodically throughout the project as needed
-  Resources can be internal or external
-  Internal resources are acquired (assigned) from functional or resource managers
-  External resources are acquired through the procurement processes.
-  The project management team may or may not have direct control over resource
-  The project manager or project team should effectively negotiate and influence others who are in a position to provide the required team and physical resources for the project.
-  Failure to acquire the necessary resources for the project affect project schedules, budgets, customer satisfaction, and risks and it decreases the probability of success or result in cancellation
-  If the team resources are not available due to constraints such as economic factors or assignment to other projects, the project manager or team may be required to assign alternative resources, perhaps with different competencies or costs. Alternative resources are allowed provided there is no violation of legal, regulatory, mandatory, or other specific criteria
-  These factors should be considered and accounted for in the planning stages of the project

Acquire Resources Inputs:
1- Project Management Plan
-  Includes (Resource management plan, Procurement management plan and Cost baseline)
2- Project Documents
-  Includes (Project schedule, Resource calendars, Resource requirements and Stakeholder register)
3- Enterprise Environmental Factors
4- Organizational Process Assets

Acquire Resources Tools & Techniques:
1- Decision Making
-  Multicriteria decision: criteria are developed and used to rate or score potential resources. The criteria are weighted according to their relative importance and values can be changed for different types of resources.
Examples of selection criteria for resources includes (Availability, Cost, Team ability, Experience, Knowledge, Skills, Attitude and international factors).
2- Interpersonal and Team Skills
-  Negotiation: Many projects need to negotiate for required resources. The team ability to influence others is an important role in negotiating resource allocation. The project management team may need to negotiate with
- Functional Manager: Ensure that the project receives the best resources possible in the required timeframe and until their responsibilities are complete
- Other project management teams within the performing organization
- External organizations and suppliers: Provide appropriate, scarce, specialized, qualified, certified, or other specific team or physical resources.
3- Pre-Assignment
-  When physical or team resources are determined in advance, they are considered pre-assigned
-  This occur if the project is the result of specific resources being identified as part of a competitive proposal or if the project is dependent upon the expertise of particular persons
-  Pre-assignment might also include the team members who have already been assigned in Develop Project Charter Process or other processes before the initial Resource Plan has been completed
4- Virtual Teams
-  The use of virtual teams creates new possibilities when acquiring project team members
-  Virtual teams are defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face
-  The availability of communication technology has made virtual teams feasible
-  Communication planning becomes increasingly important in a virtual team environment

Acquire Resources Outputs:
1- Physical Resources Assignments
-  Documentation of the physical resource assignments records the material, equipment, supplies, locations, and other physical resources that will be used during the project.
2- Project Team Assignments
-  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
3- Resource Calendars
-  Identifies the working days, shifts, start and end of normal business hours, weekends, and public holidays when each specific resource is available
-  Information on which resour ces are potentially available during a planned activity period is used for estimating resource utilization
-  Resource calendars also specify when and for how long identified team and physical resources will be available during the project
-  The information may be at the activity or project level
4- Change Requests
5- Project Management Plan Updates
-  Includes (Resource management plan, Cost baseline)
6- Project Documents Updates
-  Includes (Lessons learned register, Project schedule, Resource breakdown structure, Resource requirements, Risk register and Stakeholder register)
7- Enterprise Environmental Factors Updates
-  Includes (Resource availability and Amount of the organization’s consumable resources used)
8- Organizational Process Assets Updates
-  Includes (documentation related to acquiring, assigning and allocating resources)

Develop Team (Executing Process Group)
Develop Team is the process of improving competencies, team member interaction, and the overall team environment to enhance project performance
Key benefit of this process is that it results in improved teamwork, enhanced interpersonal skills and competencies, motivated employees, reduced attrition, and improved overall project performance.
-  This process is performed throughout the project
-  Project managers require skills to identify, build, maintain, motivate, lead, and inspire project teams to achieve high team performance and meet the project’s objectives
-  Teamwork is a critical factor for project success, and developing and effective team is the project manager’s responsibility
-  In a climate of mutual trust. Developing the project team improves the people skills, technical competencies, and overall team environment and project performance
-  Objective of developing a project team include (Improve the team knowledge and skill to achieve project’s objective and lower cost and reduce time, improve trust among the team to raise morale and lower conflict, create dynamic collaborative team to improve productivity and allow cross-training to share knowledge and expertise and empower decision making)
-  One of the models to describe team development is “Tuckman ladder” which includes five stages of development the team may go through. Projects with team members who worked together in the past may skip a stage
- Forming: a phase where the team members meet and learn about the project and their formal roles. Team members tend to be independent and not as open in this phase
- Storming: the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative or open to differing ideas and perspectives, the environment can become counterproductive
- Norming: team members begin to work together and adjust their work habits and behaviors to support the team. The team members learn to trust each other
- Performing: Teams that reach the performing stage function as a well-organized unit. They are interdependent and work through issues smoothly and effectively
- Adjourning: the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of the Close Project or Phase process
-  The duration of a particular stage depends upon team dynamics, team size, and team leadership

Develop Team Inputs:
1- Project Management Plan
-  Includes (Resource management plan)
2- Project Documents
-  Includes (Lessons learned register, Project schedule, Project team assignments, Resource calendars and Team charter)
3- Enterprise Environmental Factors
4- Organizational Process Assets

Develop Team Tools & Techniques:
1- Colocation
-  Colocation involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team
-  Colocation can be temporary or can continue for the entire project
-  Colocation strategies can include a team meeting room or common places to post schedules
2- Virtual Teams
-  Virtual teams can bring benefits such as the use of more skilled resources, reduced costs, less travel and relocation expenses
3- Communication Technology
-  Address team development issues in collocated and virtual teams and help in building harmonious environment for the collocated team and a better understanding for the virtual team
-  Examples of communication technology (Shared portal (shared repository like websites or intranet which is effective for virtual teams), Video conferencing, Audio conferencing and Email/Chat.
4- Interpersonal and Team Skills
-  Conflict management: The project manager needs to resolve conflicts in a timely manner and in a constructive way in order to achieve a high-performing team
-  Influencing: An influencing skill used in this process is gathering relevant and critical information to address important issues and reach agreements while maintaining mutual trust.
-  Motivation: Providing a reason for someone to act. Teams are motivated by empowering them to participate in decision making and encouraging them to work independently
-  Negotiation: Negotiation among team members is used to reach consensus on project needs. Negotiation can build trust and harmony among the team members
-  Team Building
- Team building is conducting activities that enhance the team’s social relations and build collaborative approach and cooperative working environment
- Team building activities can vary from a 5-minute agenda item in a status review meeting to an offsite, professionally facilitated event
- Objective of team-building activities is to help individual team members work together effectively.
- While team building is essential during the initial stages of a project, it should be a continuous process. Changes in a project environment are inevitable, and to manage them effectively, a continuous or renewed team-building effort may be applied
- The project manager should continually monitor team functionality and performance to determine if any actions are needed to prevent or correct various team problems
5- Recognition and Rewards
-  Part of the team development process involves recognizing and rewarding desirable behavior
-  The original plan for rewarding people is developed during the Plan Resource Management process
-  Reward decisions are made, formally or informally during the process of managing the project team
-  Money is viewed as a tangible aspect of any reward system, but intangible rewards could be equally or even more effective
-  Good strategy for project managers is to give the team recognition throughout the life cycle
6- Training
-  Training includes all activities designed to enhance the competencies of the project team members
-  Examples of training include classroom, online, computer-based, training from another project team
-  Scheduled training takes place as stated in the resource management plan
-  Unplanned training takes place as a result of observation, conversation, and project performance
-  Training costs could be included in the project budget or supported by the performing organization if the added skills may be useful for future projects
-  It may be performed by in-house or by external trainers.
7- Individual and Team Assessments
-  Gives the project manager and the project team insight into areas of strengths and weaknesses
-  Helps project managers assess team members’ preferences, aspirations and how they process
-  Various tools can be used such as attitudinal surveys, specific assessments, structured interviews, ability tests, and focus groups
8- Meetings
-  Example: project orientation meetings, team-building meetings and team developments meetings

Develop Team Outputs:
1- Team Performance Assessments
-  As project team development efforts such as training, team building, and colocation are implemented, the project management team makes formal or informal assessments of the project team’s effectiveness.
-  Effective team development strategies are expected to increase the team’s performance, which increases the likelihood of meeting the project objectives.
-  As a result of conducting evaluation of the team’s overall performance, the project team can identify the specific training, coaching or changes required to improve the team performance
2- Change Requests
3- Project Management Plan Updates
-  Includes (resource management plan)
4- Project Document Updates
-  Includes (Lessons learned register, Project schedule, Project team assignments, Resource calendars and Team charter)
5- Enterprise Environmental Factors Updates
-  Includes (Employee development plan record and skill assessments)
6- Organizational Process Assets Updates
-  Includes (Training requirements and Personnel assessment)

Manage Team (Executing Process Group)
Manage Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance
Key benefit of this process is that it influences team behavior, manages conflict, and resolves issues.
-  This process is performed throughout the project
-  Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership
-  Project managers should provide challenging assignments to team members and provide recognition for high performance
-  The project manager needs to be sensitive to both the willingness and the ability of team members to perform their work and adjust their management and leadership styles accordingly

Manage Team Inputs:
1- Project Management Plan
-  Includes (Resource management plan)
2- Project Documents
-  Includes (Issue log, Lessons learned register, Project team assignments and Team charter)
3- Work Performance Reports
-  Physical or electronic representation of work performance information intended to generate decisions, actions, or awareness.
-  Project reports that can help with team management include results from (Schedule control, Cost control, Quality control and scope validation)
-  The information in the reports assists in determining future team resource requirements, recognition and rewards and update the resource management plan
4- Team Performance Assessments
-  Formal or informal assessments of the project team performance. Which helps in resolving issues, modify communication address conflict and improve the team interaction
5- Enterprise Environmental Factors
6- Organizational Process Assets

Manage Team Tools & Techniques:

1- Interpersonal and Team Skills
-  Conflict management
- Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles
- Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict
- Successful conflict management results in greater productivity and positive working relationships. When managed, differences of opinion can lead to increased creativity and better decision making
- Conflict should be addressed early and usually in private, using a direct, collaborative approach. If disruptive conflict continues, formal procedures may be used, including disciplinary actions

- There are five general techniques in resolving the conflict:
- Withdraw/avoid: Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others
- Smooth/accommodate Emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others to maintain harmony and relationships.
- Compromise/reconcile: Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This approach occasionally results in a lose-lose situation.
- Force/direct: Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. This approach often results to a win-lose situation
- Collaborate/problem solve: Incorporating multiple viewpoints and insights from differing perspectives, requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win-win situation.
-  Decision making: Ability to negotiate and influence the organization and the project management team, rather than the set of tools described in the decision making tool set
-  Emotional Intelligence: Ability to identify, assess, and manage the personal emotions of oneself and other people. The team may use it to reduce tension and increase cooperation by identifying, assessing, and controlling the sentiments of project team members and follow up on their issues.
-  Influencing: Because project managers often have little or no direct authority over team members in a matrix environment, their ability to influence stakeholders on a timely basis is critical to project success. Key skills include (Ability to be persuasive, Articulate points and positions, Effective listening skills, Awareness in any situation and Gather information to address issues)
-  Leadership: Successful projects require leaders with strong leadership skills. Leadership is the ability to lead a team and inspire them to do their jobs well. It encompasses a wide range of skills, abilities and actions. Leadership is important through all phases of the project life cycle.

2- Project Management Information System (PMIS)
-  Includes (resource management scheduling software that can be used to managing and coordinating team members across the project activities)

Manage Team Outputs:
1- Change Requests
-  Example (Staffing changes whether made by choice or by uncontrollable events, can disrupt the project team. This disruption can cause the schedule to slip or the budget to be exceeded. Staffing changes include moving people to different assignments, outsourcing some of the work, or replacing team members who leave)
2- Project Management Plan Updates
-  Includes (Resource management plan, Schedule baseline, Cost baseline)
3- Project Documents Updates
-  Includes (Issue log, Lessons learned register and Project team assignments)
4- Enterprise Environmental Factors Updates
-  Includes (Input to organizational performance appraisals and Personnel skill)

Control Resources (Monitor & Controlling Process Group)
Control Resources is the process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual utilization of resources and taking corrective action as necessary
Key benefit of this process is ensuring that the assigned resources are available to the project at the right time and in the right place and are released when no longer needed
-  Control Resources process should be performed continuously in all project phases and throughout the project life cycle
-  The resources needed for the project should be assigned and released at the right time, right place, and right amount for the project to continue without delays
-  The Control Resources process is concerned with physical resources such as equipment, materials and facilities. Team members are addressed in the Manage Team process.
-  Updating resource allocation requires knowing what actual resources have been used to date and what is still needed

Control Resources Inputs:
1- Project Management Plan
-  Includes (Resource management plan)
2- Project Documents
-  Includes (Issue log, Lessons learned register and physical resource assignments, Project schedule, Resource breakdown structure, Resource requirements and Risk register)
3- Work Performance Data
-  Contains data on project status such as the number and type of resources that have been used
4- Agreements
-  Agreements made within the context of the project are the basis for all resources external to the organization and should define procedures when new, unplanned resources are needed or when issues arise with the current resources
5- Organizational Process Assets

Control Resources Tools & Techniques:
1- Data Analysis
-  Alternative analysis: Alternatives can be analyzed to select the best resolution for correcting variances in resource utilization
-  Cost-benefit analysis: helps to determine the best corrective action in terms of cost in case of project deviations
-  Performance reviews: Performance reviews measure, compare, and analyze planned resource utilization to actual resource utilization. Cost and schedule work performance information can also be analyzed to help pinpoint issues that can influence resource utilization
-  Trend Analysis: As the project progresses, the project team may use trend analysis, based on current performance information, to determine the resources needed at upcoming stages of the project. Trend analysis examines project performance over time and can be used to determine whether performance is improving or deteriorating.
2- Problem Solving
-  Set of tools that helps the project manager to solve problems during the control resource process
-  The problem can be inside or outside the organization
-  The methodical steps to deal with a problem include (Identify the problem, Define the problem, Investigate, Analyze, Solve and Check the solution)
3- Interpersonal and Team Skills (Soft Skills)
-  Negotiation: Project manager may need to negotiate for additional physical resources, changes in physical resources, or costs associated with the resources.
-  Influencing: Influencing can help the project manager solve problems and obtain the resources needed in a timely manner
4- Project Management Information System (PMIS)
-  Includes resource management scheduling software that can be used to monitor resource utilization

Control Resources Outputs:
1- Work Performance Information
-  includes information on how the project work is progressing by comparing resource requirements and resource allocation to resource utilization across the project activities.
-  This comparison can show gaps in resource availability that need to be addressed
2- Change Requests
3- Project Management Plan Updates
-  Includes (Resource management plan, Scheduling baseline and Cost baseline)
4- Project Documents Updates
-  Includes (Assumption log, Issue log, Lessons learned register, Physical resource assignments, Resource breakdown structure and Risk register)