PRJM 1000 – Collaboration and Project Management

Week 13

ABDUL SHAIKH
Ph.D., PMP®

[email protected]

These slides have been created from Effective Project Management, PMBOK® and pmi.org. en created from PMBOK® and pmi.org.
 Project Resource Management
Project resource Management includes identifying, acquiring, and managing the resources needed for the successful completion
of the project. These processes help ensure that the right resources will be available to the project manager and project team at the
right time and place.
As you might expect, resource management includes the project manager’s responsibilities for planning, acquiring, and managing
the project team only. The term “Resource” encompasses the facilities, equipment, and materials (physical resources) along with
the project team.
To successfully manage a project, the project manager must play both a manager and a leadership role.
In a manager's role, the project manager defines Roles and Responsibilities, Provides feedback to the team members, Resolves
interpersonal conflicts, Focuses on implementing processes, and Controls the working environment that includes their work
assignments, schedules, deliverables, etc. Still, the project manager should not extend favors to any team member.
In a leadership role, the project manager inspires and motivates the team.
The Project manager should also be able to fulfill the role of an integrator because the project manager is responsible for
collective project success.
Note: A project Manager also works as a project expeditor in a weak matrix organization, where a project manager does all the
paperwork for a project.
Project Resource Management Processes
(Sequence of the processes is important)
• Plan Resource Management
• Estimate Activity Resources
• Acquire Team / Acquire Resources
• Develop Team
• Manage Team
• Control Resources
 Plan Resource Management
The Plan Resource Management process and the Resource Management Plan (the main output of this process) encompass the
management of human and physical resources. For both types of resources, the plan must answer questions such as the following:
What resources are required?
What is the quality of each type of resource needed to complete the work of the project?
When and for how long will each resource be needed?
How will the resources be acquired?
Are these resources available internally, or will the procurement department need to be involved?
What will be the cost of these resources?
Is there a limited time during which the resources will be available for the project?
How will resources be managed throughout the project?

Multi-criteria decision-making analysis: Multi-criteria decision-making (MCDM) analysis is a systematic approach to evaluate and
prioritize alternatives based on multiple criteria. It helps decision-makers select the most suitable resource allocation strategy, taking
into account various factors or criteria.

Imagine a company is planning to upgrade its IT infrastructure, and the project manager needs to select a vendor for providing the
required hardware and software solutions. The project manager has identified several vendors and wants to make an informed
decision.

Project Manager can use the various criteria, for example: Cost, Reliability, Technical compatibility, Customer Support etc.
 Plan Resource Management
Resource Management Plan: The Resource Management Plan is a component of the Project Management Plan. It documents
the project’s roles, responsibilities, and other details related to the team's management and physical resources. It is the
document the project manager should review to get information on how physical resources should be utilized.
The documents also contain information such as training plans, certification requirements, and compliance issues. The plan for
rewards and recognition is also part of the Resource Management Plan. It describes how project resources are acquired,
allocated, monitored, and controlled.
The Project Resource Management Plan is a broader document encompassing all project resources, including human resources,
equipment, materials, and financial resources. It outlines how all these resources will be identified, acquired, utilized, and
managed to achieve the project objectives. It considers the holistic resource requirements and allocation, optimizing resource
utilization for project success. For example, in constructing a building project, the Resource Management Plan would detail
the procurement of construction machinery, materials, funding, and the allocation of skilled labor along with their scheduling
and coordination.

Staffing Management Plan: The Staffing Management Plan is a subset of the Project Resource Management Plan, specifically
focusing on human resources. It explores into how the project team will be staffed, organized, developed, and managed
throughout its life cycle. This plan is critical for ensuring that the right people are in the right roles at the right time, and it
includes elements like roles and responsibilities, recruitment strategies, training, and performance assessment.
For instance, in a software development project, the Staffing Management Plan would specify the hiring process for software
developers, the structure of the development team, their training needs, and how their performance will be monitored and
improved.
 Plan Resource Management
Organizational Theory: The concept explains how people, teams, and organizational units behave.

Organizational Breakdown Structure (OBS): An Organizational Breakdown Structure (OBS) is a hierarchical

representation that defines the organizational structure of a project or company, illustrating the relationships and
reporting lines between various individuals or units. It provides a visual framework for understanding the distribution of
responsibilities and authority within an organization.

Team Charter and Ground rule: A team Charter is an OUTPUT of Plan Resource Management that documents the values,
vision, expectations (e.g., ground rules), guidelines, decision-making criteria, processes, etc.
Ground rules establish how meetings will be run, how team members are expected to interact, and what behaviors are
acceptable & unacceptable. Establishing ground rules is a proven technique to promote acceptable behaviors by minimizing
confusion and misunderstandings. All the project team members are responsible for enforcing these ground rules.
So, a project manager can use the ground rules documented in the team charter to inform his team what behavior is acceptable
and what is not.
 RACI
RACI Chart or RACI Matrix: RACI (RACEY) is a popular type of RAM (Responsibility Assignment Matrix) that defines
project individuals/stakeholders as Responsible, Accountable, Consult and Inform statuses for different project activities. Project
Managers use the RACI matrix to keep track of deliverables. A RACI matrix is a specific tool of the Plan Resource Management
process. Any number of people can be responsive, consult, or be informed, but only one person can be “Accountable” for a
particular deliverable. This chart is a type of responsibilities assignment matrix that defines role assignment more clearly than the
RAM.
Responsible — those who carry out the work to achieve the task objectives.
Accountable — the one individual ultimately accountable for a task’s success (or failure) and will approve the
work created by those Responsible. There is only one Accountable for a specific task.
Consulted — those with opinions that need to be sought/weighted because of their expertise
or some other reason their opinion keeps the importance for the task/deliverable (two-way communication).

Informed — those
Task
needing to be Project
updatedManager
on the task progress (one-way communication).
Architect Contractor Electrician Client
Design the Layout A R C R I

Obtaining Permits I R A R C

Develop Construction Plan C A R R C

Lay Foundation A C R R C

Instal Plumbing A I R R C

Instal Electrical Wiring I I A R C

 Resource Break Down Structure
RBS: A project's Resource Breakdown Structure (RBS) should be considered like a Work Breakdown Structure, but the RBS
focuses on the resources needed to deliver the project.
A Resource Breakdown Structure (RBS) is a hierarchical representation of project resources that are needed to complete
specific project activities. It provides a structured overview of the resources required for a project, such as personnel,
equipment, materials, facilities, or any other type of resource. The RBS helps project managers to identify, organize, and
allocate resources efficiently.

Consider a construction project for building a house. The Resource Breakdown Structure for this project might look as
follows:

1. Personnel: Project Manager, Technical Experts, Support Staff

2. Equipment: Computers, Printers, Network Equipment
3. Materials: Construction Supplies, Electrical Supplies, Furniture
4. Services: Consulting, Advertising, Accounting
5. Other: Insurance, Legal Fees, Travel Expenses
 Plan Resource Management
Input Tools & Techniques Output
Project Management Plan RAM Resource Management Plan
The Project Charter RACI Team charter
Project Documents Expert Judgment Project Documents Update
EEFs Meetings Project organizational charts
OPAs Networking Process for acquiring physical resources
Organizational Theory Training goals
RBS Work Performance Information
 Estimate Activity Resources
In the estimated activity resources process, the project manager and team determine the type and quantity of resources needed
to complete project work. This includes human resources to perform the work packages created in the WBS and broken
down in the activity list. It also includes any equipment or materials needed, space to meet and perform project work, and
anything needed to fulfill the project's requirements.
Alternative analysis: Alternative analysis in project resource management refers to the process of evaluating and comparing
different options or alternatives for allocating and utilizing resources within a project. This analysis is crucial for making
informed decisions about how to best allocate resources such as manpower, budget, equipment, and time to meet project
objectives. For example; Let's consider a hypothetical project scenario for a software development project. The project manager
needs to decide on the allocation of resources, specifically whether to hire additional developers or to invest in training the
existing team to acquire new skills.

Resource Calendars: These describe all human, equipment, and material potentially available for planned activities during the
project. It describes when and how these resources will be available during the project.
A project manager needs to know when each resource is available. This gives the project manager enough information to adjust
assignments on the project. A resource calendar identifies the working days, shifts, start and end of normal business hours,
weekends, and public holidays when each specific resource is available.
For example, A resource may be assigned to the project for one week in May, but the same resource might also be available in
June for one week if needed. A resource calendar is used for resource utilization. It is also a Project Document.
 Estimate Activity Resources
Resource Histogram: A resource histogram is a
graphical representation of a project’s resource
allocation over time.
It is a bar chart that displays the number of
resources required daily. It helps to illustrate the
total resources needed, how they are distributed
over a given period of time, and where greater or
lesser resource needs exist.
For example, if a project requires five people over a
month, a resource histogram would show the
number of people needed each day.
It would also show the total number of people
required for the project duration. The resource
histogram could also compare resource
requirements for different projects.
Note: When determining each person’s role in the
project team, a project manager must address Role,
Responsibility, and Competency.
 Estimate Activity Resources

Input Tools & Techniques Output

Resource Management Plan Expert judgment Activity Resource Requirements
The scope baseline alternative analysis RBS updates
Activity list Project Documents Update
OPAs Resource requirements documentation
EEFs
 Acquire Team / Acquire Resources
The Acquire Resources process mainly involves obtaining materials, facilities, project team members, and equipment.

Sources of Acquiring Team

As project managers, we have three sources for acquiring a project team.

Internal (already working for the company):
Advantages: Already familiar with the company (and possibly the project). Knowledge and expertise gained during the project
stay with the organization.
Disadvantages: Limited number of them. - May not have the necessary skills
External (hiring from outside the company):
Advantages: New skills may be brought in. Knowledge and expertise gained during the project stay with the organization.
Greater pool of potential resources
Disadvantages: The long lead time required to hire a new employee. May be unfamiliar with the organization.
Contract:
Advantages: New skills may be brought in.- A greater pool of potential resources. May be acquired more quickly (than new
hires).
Disadvantages: May be unfamiliar with the organization. Knowledge and expertise gained leave the organization.
 Acquire Team / Acquire Resources
There are two famous theories/principles to deal with the team;
Expectancy Theory: Vroom’s Expectancy Theory states that individuals will select their behaviors based on the outcomes they
expect due to those behaviors. Expectancy theory separates; effort, performance, and outcomes.
Expectancy theory can help managers understand how people behave and their choices when alternatives are available. Managers
can understand people’s expectations of desired performance and tie specific rewards to outcomes to motivate them.
Peter Principle (The Halo Effect): The Peter Principle (also known as Halo Effect) states, "In a hierarchy, every employee tends to
rise to his/her level of incompetence." Most project team members are motivated by an opportunity to grow, accomplish, and apply
their professional skills to meet new challenges. Their achievements continuously promote them within an organization to a certain
level until they cannot perform.
This happens because employees are promoted based on their performance in their current job rather than the skills, aptitude, or
competencies required for the higher role.
 Acquire Team / Acquire Resources
Input Tools & Techniques Output
EEFs Negotiation Physical resource assignments
OPAs Pre-assignment Project Staff/team assignments
Project Management Plan Virtual teams Resource calendars
Project Documents Decision Making Project Management Plan updates
Change requests
Project Document /EEF/OPA Updates

Note: Negotiation is a technique used to assess the availability and capability of internal and external
resources. It involves discussions to reach an agreement on resource allocation, roles, and responsibilities.
 Develop Team
The develop team process is done as part of project execution. The primary purpose of effective team development is to
enhance project performance. This process includes improving the knowledge and skills of team members and enhancing
teamwork and team-member interactions.
Project Team and Project Management Team:
The difference between the project team and the project management team is all in the word “management” — the project
management team is limited to those involved in the management activities. In contrast, the project team is anyone who
works on the project.
Project Team: A project team is a group of individuals who are brought together to work on a specific task or project. It is
often composed of people from different departments with the skills and knowledge needed to carry out the project.
Examples of project teams include software development teams, engineering teams, and marketing teams.
Project Management Team: A project management team is a group of individuals responsible for managing a project's
various aspects. They are responsible for planning, executing, and controlling the project, monitoring its progress, and
making necessary adjustments.
Examples of project management teams include project management offices, project steering committees, and project
management boards.
 Develop Team
Team Building: The Tuckman Ladder Model is a popular team development model developed by Dr. Bruce Tuckman. It is based on the
premise that teams go through four stages of development: forming, storming, norming, and performing.
1. Forming: This is the first stage characterized by team members getting to know each other, establishing boundaries, and determining
how they’ll work together. During this stage, team members are unsure of their roles and may hesitate to take on tasks. Example: A
group of coworkers comes together to form a new project team. They first introduce themselves and discuss their individual roles and
responsibilities.
2. Storming: This is the second stage, where team members challenge each other’s ideas and positions. This is often seen as a negative
stage, but it’s an important part of team development as it allows team members to explore different perspectives, find common ground,
and build trust. Example: The project team has disagreements about implementing the project. They discuss the pros and cons of
various approaches and eventually reach a consensus.
3. Norming: This is the third stage, where team members understand each other better and trust each other more. They are more
comfortable with their roles and responsibilities and can start to collaborate more effectively. Example: The project team has been
working together for a while and has established a set of norms and expectations. They start to work more closely together and share
ideas and resources.
4. Performing: This is the fourth and final stage, where team members work at their highest potential. They are comfortable with each
other and understand their roles and responsibilities. They work together efficiently, use their strengths to solve problems, and can
adapt quickly to changing circumstances. Example: The project team works harmoniously and meets their deadlines. They can adjust
quickly to any changes and come up with creative solutions to challenging problems.
5. Adjourning (or Mourning): The adjourning stage, sometimes called the "mourning" stage, refers to disbanding the team once the
project or goal has been completed. This stage involves acknowledging the team's accomplishments and reflecting on the overall
experience. Team members may experience a mix of emotions, including satisfaction, nostalgia, and sadness, as they say goodbye to
their colleagues and move on to new projects.
 Develop Team
Input Tools & Techniques Output
Project Management Plan Collocation Team Performance Assessment
Project Documents Virtual teams Project Documents Update
EEFs Communications technology
OPAs Training
Project Staff/Team assignments Negotiations
Resource Management Plan Recognition and Rewards
Resource Calendars Team Building
Personal Assessment Tools Ground Rules
Recognition and Awards , Training
 Manage Team
Manage team process done in project execution. The Develop team and Manage team processes are performed simultaneously
throughout the project. The Manage team process involves all day-to-day management activities that a project manager will
likely do during a project. In this process, the project manager should perform some of the following activities to help
challenge team members to be part of a high-performance team.
Tracking and evaluating team performance; providing leadership; dealing with team issues; Facilitating conflict resolution;
negotiating and influencing; using an issue log to track resolution; Project performance appraisal is also done in this process.

Emotional Intelligence: Emotional intelligence (EI) is the ability to recognize, understand, and manage one’s emotions and
those around one. This includes being aware of the emotions of stakeholders, team members, and other project participants
and using that knowledge to manage the project better.
Examples of EI include
1. Recognizing when a team member or stakeholder is feeling overwhelmed or frustrated and taking steps to improve
communication and collaboration.
2. Understanding how different team members respond to pressure and being able to adjust the project timeline or workload
accordingly.
3. Showing empathy towards stakeholders, team members, and other project participants and being able to adjust the project
plan to meet their needs.
4. Being able to identify and address potential conflicts that arise on the project.
5. Recognizing when team members are struggling and providing support accordingly.
 Manage Team
Conflict Management: First, let’s think about conflict. Is it bad? No. conflict is not inherently bad. But it is important to identify and
deal with the root cause of conflict. Conflict should be resolved by those involved, possibly assisted by the project manager. Although
we often think of conflict as a bad thing, it presents an opportunity for improvement. Conflict is resolved through openness,
identifying the causes, and problem-solving by the people involved and their immediate managers.
There are seven sources of conflict.
1. Scope Creep: When stakeholders or team members request additional features or tasks that weren’t part of the project’s original
scope. Example: A client requests extra design work after signing off on the project
2. Resource Constraints: When the team is under-resourced or over-tasked. Example: A project manager is assigned 5 tasks but
only has the resources to complete 4.
3. Unclear Goals: When project goals need to be clearly defined or communicated. Example: A project manager is still determining
what the team should work towards and what success looks like.
4. Poor Communication: Team members need to communicate more effectively with each other. Example: A developer must
consult with the rest of the team before working on a task.
5. Different Perspectives: When team members have different opinions on how the project should be completed. Example: Two
team members have differing views on the best approach for a certain task.
6. Unreasonable Deadlines: When deadlines are too short or unrealistic. Example: The team is asked to complete a project in one
week when it normally takes two weeks.
7. Lack of Trust: When team members don’t trust each other or have doubts about the project. Example: A team member is
constantly questioning the project manager’s decisions.
 Manage Team
The main conflict resolution techniques are
Collaborating / Confronting (Problem-solving); With this technique, the parties openly discuss differences and try to
incorporate multiple viewpoints to arrive at a consensus. It is one of the effective solutions to manage conflict.
Collaboration leads to a Win-Win situation.
Compromising (reconciling); This technique involves finding solutions that satisfy both parties. This is a lose-lose
situation.
Withdrawal (avoidance); With this technique, the parties retreat and or postpone a decision on a problem.

Smoothing (accommodating); It is a strategy of conflict management. This technique includes making some concessions; It
emphasizes the areas of agreement rather than the areas of differences. It does not result in a permanent or complete
resolution of the conflict.
Forcing (directing); This technique involves pushing one viewpoint at the expense of another. It is a win-lose situation.
Note: Collaboration or problem-solving choices are generally the best for most situations. Forcing is usually the worst. But in
the exam, the answer depends on the situation described in the question. There could be situations in which withdrawal is
the best option.
 Manage Team
Input Tools & Techniques Output
Resource Mgmt. Plan Conflict management Change requests
Issue Log Project Performance Appraisals Project documents update
RACI Chart Emotional Intelligence Project Mgmt. plan update
Team Charter Interpersonal and team skills EEFs update
OPAs (Influencing, effective decision making) OPAs update
EEFs
Project Staffing/team assignments
 Control Resources
While Develop team and manage team processes involved human resources, the control resources process related to the physical
resources used on the project. To control the physical resources assigned to the project, the project manager must ensure they
are available at the right place and in the right quantity.
In this process, the project manager also monitors the quantity, costs, and quality of resources being used and compares that to
what was planned. Corrective action may be necessary if there are any discrepancies between the planned versus actual
utilization of resources.
Ensure the availability of resource functions of the Control Resources process.
Control Resources ensures that the physical resources assigned and allocated to the project are available as planned, monitoring
the planned versus actual utilization of resources and performing corrective action as necessary.
 Control Resources
Input Tools & Techniques Output
Issue log Interpersonal & Team skills Work performance information
Work performance data Problem solving Change Request
Resource management plan Data analysis Project management plan update
OPAs Project documents update
EEFs
RBS
 Motivational Theories
Herzberg's Hygiene Factors or Motivation-Hygiene Theory or the dual-factor theory:
Herzberg’s Hygiene Factors Theory is a psychological theory developed by Frederick Herzberg in the 1950s. It states that job
satisfaction is based on two factors: hygiene and motivators.
Hygiene factors, also known as maintenance factors, are extrinsic items that must be present to prevent dissatisfaction, such as
salary, job security, working conditions, and supervision.
Motivators, also known as growth factors, are intrinsic items that attract the employee and provide job satisfaction, such as
achievement, recognition, and responsibility.
In project management, Herzberg’s Hygiene Factors Theory can be applied by ensuring that the project manager creates an
environment in which the team members feel comfortable and secure. Hygiene factors such as competitive salary, job security,
safe working conditions, and adequate supervision should be provided. Additionally, motivators such as recognition,
challenging work, and responsibility should be part of the project manager’s strategy to create a positive work environment.
By combining hygiene and motivator factors, project managers can ensure that team members are satisfied and motivated to do
their best work.
 Motivational Theories
Maslow’s Hierarchy of Needs
Maslow's Hierarchy of Needs Theory is a psychological theory developed by Abraham
Maslow in 1943. It is a system of understanding human motivation based on the idea that
people have basic needs that must be met to be motivated and productive.
Maslow's hierarchy of needs theory is often represented in the form of a pyramid with five
levels:
1. Physiological Needs: These are the basic needs for survival, such as food, water,
shelter, and safety. Examples of project management activities that address these needs
are providing team members with a comfortable work environment, providing
sufficient resources such as computers, and ensuring that the project is completed
safely.
2. Safety Needs: These needs refer to security and stability. Examples of project
management activities that address these needs are ensuring team members are aware
of potential risks or providing team members with a sense of job security.
3. Social Needs: These needs refer to the need for acceptance and belonging. Examples
of project management activities that address these needs are creating a team
environment that is comfortable and supportive and making sure team members can
communicate effectively with each other.
 Motivational Theories
Maslow’s Hierarchy of Needs
4. Esteem Needs: These needs refer to the need for respect and recognition. Examples of
project management activities that address these needs are rewarding team members for
their hard work or offering them opportunities to develop their skills.
5. Self-Actualization Needs: These needs refer to reaching one's full potential. Examples
of project management activities that address these needs are providing team members with
opportunities to take on challenges or giving them the freedom to express their creativity.
Overall, Maslow's Hierarchy of Needs Theory is useful for motivating team members and
ensuring they have the resources they need to reach their full potential.
 Motivational Theories
Douglas McGregor, a famous management professor in the field of personal development and motivation, is best known for his
development of Theory X and Theory Y. Douglas McGregor has defined two models of worker behavior.
Theory X: Theory X states that a manager sees his employees as fundamentally lazy and that they always are on the lookout to
escape work. This belief tends to cause managers to micromanage their employees, resulting in mistrust and restrictive supervision.
Theory X manager tends to blame others for everything.
Theory Y: Theory Y type of manager believes that every employee is self-motivated and can be trusted. And that they can think for
themselves, accept responsibility, and, given the right conditions, perform well. This type of thinking builds a positive work
environment. There will be open communication, lesser hierarchy, and collaborative decision-making in such an environment.
Ouchi's theory of management can add a little more humanity to leadership. The management theory of William Ouchi often called
the Japanese method of management, adds an extra component to the X and Y Theories of Douglas McGregor. Dubbed "Theory Z"
because of this relationship, Ouchi's management model goes further than McGregor's Y Theory.
Theory Z states that Workers are motivated by commitment, opportunity, and advancement.
NOTE: Theory Y, Expectancy, and Herzberg's Hygiene Factors are finding widespread acceptance in today's business environment.
Project Managers use these theories to successfully motivate a team in today's high tech - high demand environment.
 Powers of Project Manager
The different types of power for the project managers include

Formal (legitimate): This power is based on the position of the project manager. Team members will obey orders from you because
they know that you have the authority to issue orders
Reward: Reward power is attached to the formal power of the project manager. Rewards may be monetary (salary increase, bonus,
promotion, etc.) or non-monetary (recognition, professional development, appreciation letter, day off, etc.).

Penalty (Coercive): This power comes from the ability to penalize team members. Usually, you will use this power when a team
member is not performing well or is creating problems.
Expert: This power comes from being the technical expert or even the project management expert.
Referent: Referent is the power of charisma and fame. If you have connections with some influential people in the organization, you
are said to possess referent power. Since you relate to influential people, your team members want to connect with you as well.
These powers are grouped into two categories:
Positional powers and personal power. Formal, Reward, and Penalty powers are examples of positional power because you get this
power just by being a project manager.
Expert and Referent powers are examples of personal power.
 Practice Questions

During the execution phase of a project, you realize that one of your key team members has been assigned to another critical
project without your knowledge. This team member possesses unique skills required for your project. What is the most
appropriate course of action?

A. Immediately inform the team member's current project manager about the situation.
B. Request a meeting with the other project manager to discuss the resource conflict.
C. Document the issue but continue with the current team composition.
D. Escalate the matter to the project sponsor for resolution.
 Practice Questions

During the execution phase of a project, you realize that one of your key team members has been assigned to another critical
project without your knowledge. This team member possesses unique skills required for your project. What is the most
appropriate course of action?

A. Immediately inform the team member's current project manager about the situation.
B. Request a meeting with the other project manager to discuss the resource conflict.
C. Document the issue but continue with the current team composition.
D. Escalate the matter to the project sponsor for resolution.

In this situation, the most appropriate course of action is to proactively address the resource conflict by initiating a discussion
with the other project manager. Open communication and collaboration between project managers can help find a solution
that meets the needs of both projects.
 Practice Questions

Your project is falling behind schedule due to unexpected delays in the delivery of critical resources. The project sponsor is
concerned about the impact on the project timeline. What is the best way to address this issue?

A. Revise the project schedule to accommodate the delays and communicate the updated timeline to the project sponsor.
B. Request additional resources to compensate for the delays and expedite the project.
C. Identify alternative resource options and present them to the project sponsor for consideration.
D. Downplay the impact of the delays to avoid causing unnecessary concern.
 Practice Questions

Your project is falling behind schedule due to unexpected delays in the delivery of critical resources. The project sponsor is
concerned about the impact on the project timeline. What is the best way to address this issue?

A. Revise the project schedule to accommodate the delays and communicate the updated timeline to the project sponsor.
B. Request additional resources to compensate for the delays and expedite the project.
C. Identify alternative resource options and present them to the project sponsor for consideration.
D. Downplay the impact of the delays to avoid causing unnecessary concern.

In this situation, it's crucial to proactively address the resource delays by exploring alternative options. Presenting alternative
resource strategies to the project sponsor allows for informed decision-making and helps mitigate the impact on the project
timeline.
 Practice Questions

A team member is consistently exceeding their allocated hours for a particular task, putting the project budget at risk. How
should you handle this situation?

A. Immediately confront the team member about the excess hours and ask for an explanation.
B. Analyze the reasons behind the excess hours, discuss them with the team member, and adjust the project plan if necessary.
C. Document the excess hours but wait until the project is completed to address the issue.
D. Inform the project sponsor about the budgetary concerns caused by the team member's actions.
 Practice Questions

A team member is consistently exceeding their allocated hours for a particular task, putting the project budget at risk. How
should you handle this situation?

A. Immediately confront the team member about the excess hours and ask for an explanation.
B. Analyze the reasons behind the excess hours, discuss them with the team member, and adjust the project plan if necessary.
C. Document the excess hours but wait until the project is completed to address the issue.
D. Inform the project sponsor about the budgetary concerns caused by the team member's actions.

In this situation, it's important to approach the issue collaboratively. Understanding the reasons behind the excess hours and
discussing them with the team member allows for a more informed decision-making process. Adjusting the project plan as
needed helps in managing the project budget effectively.
 Practice Questions

You discover that a critical project resource is dissatisfied with its current role and is considering leaving the project. How
should you address this potential risk to the project's success?

A. Immediately replace the dissatisfied team member to prevent disruptions.

B. Ignore the situation, as team members' personal issues should not impact the project.
C. Schedule a one-on-one meeting with the team member to understand their concerns and explore potential solutions.
D. Inform the project sponsor about the potential departure and seek guidance.
 Practice Questions

You discover that a critical project resource is dissatisfied with its current role and is considering leaving the project. How
should you address this potential risk to the project's success?

A. Immediately replace the dissatisfied team member to prevent disruptions.

B. Ignore the situation, as team members' personal issues should not impact the project.
C. Schedule a one-on-one meeting with the team member to understand their concerns and explore potential solutions.
D. Inform the project sponsor about the potential departure and seek guidance.

In this situation, it's important to address the team member's concerns directly. A one-on-one meeting provides an
opportunity to understand the underlying issues and explore potential solutions, which may include role adjustments or
addressing specific concerns to retain the team member.
 Practice Questions

Your project is approaching a critical phase, and there is a sudden increase in the demand for specific skills that are not currently
available within the project team. What is the most appropriate action to take?

A. Immediately hire external resources with the required skills to meet the demand.
B. Reallocate existing team members to acquire the necessary skills through training.
C. Inform the project stakeholders about the skills gap and delay the critical phase until the resources are available.
D. Implement a risk response plan that was prepared earlier to address such skill shortages.
 Practice Questions

Your project is approaching a critical phase, and there is a sudden increase in the demand for specific skills that are not currently
available within the project team. What is the most appropriate action to take?

A. Immediately hire external resources with the required skills to meet the demand.
B. Reallocate existing team members to acquire the necessary skills through training.
C. Inform the project stakeholders about the skills gap and delay the critical phase until the resources are available.
D. Implement a risk response plan that was prepared earlier to address such skill shortages.

In this situation, the most appropriate action is to refer to the risk management plan and implement the pre-defined risk
response for skill shortages. This demonstrates proactive risk management and ensures that the project team is prepared for
unforeseen challenges.
THANK YOU