Resource Management Knowledge Area Deep Dive

Managing People and Physical Resources

Resource management covers both human resources (the project team) and physical resources (materials, equipment, facilities). For the PMP exam, the people side of resource management generates far more questions than the physical side. Team dynamics, leadership styles, conflict resolution, and motivation theories are all fair game.

The Six Resource Management Processes

Plan Resource Management

Identifies and documents project roles, responsibilities, required skills, and reporting relationships. Key outputs include the resource management plan and team charter. The team charter establishes team values, agreements, and operating guidelines.

Estimate Activity Resources

Determines the type and quantity of resources needed for each activity. This process produces a resource breakdown structure (RBS), which is a hierarchical representation of resources by category and type.

Acquire Resources

Obtains team members and physical resources. Techniques include negotiation (with functional managers for internal resources), pre-assignment, and virtual teams. The output is the project team assignments and the physical resource assignments.

Develop Team

Improves competencies, team member interaction, and overall team environment. This process is closely linked to the Tuckman model of team development:

1. Forming: Team members meet and learn about the project. They are polite but guarded.
2. Storming: Conflicts emerge as team members push boundaries and compete for position.
3. Norming: The team establishes working norms and begins to collaborate effectively.
4. Performing: The team functions as a well-organized unit and works through problems smoothly.
5. Adjourning: The team completes work and disbands.

For the exam, recognize which stage a team is in based on described behaviors, and know that the project manager's role changes at each stage — from directing in forming, to coaching in storming, to supporting in norming, to delegating in performing.

Manage Team

Tracks team member performance, provides feedback, resolves issues, and manages changes. This is where conflict management plays a major role.

Control Resources

Ensures physical resources are available as planned and monitors planned versus actual resource utilization.

Motivation Theories on the PMP Exam

Several motivation theories appear frequently:

• Maslow's Hierarchy of Needs: Five levels from physiological needs to self-actualization. People must satisfy lower-level needs before pursuing higher ones.
• Herzberg's Two-Factor Theory: Hygiene factors (salary, working conditions) prevent dissatisfaction but do not motivate. Motivators (achievement, recognition, responsibility) drive performance.
• McGregor's Theory X and Y: Theory X assumes workers are lazy and need control. Theory Y assumes workers are self-motivated and seek responsibility. PMI favors Theory Y.
• McClelland's Achievement Theory: People are driven by achievement, affiliation, or power. Understanding which drive motivates each team member helps the project manager tailor their approach.

Power Types and Leadership

The exam tests five types of power a project manager may use:

• Legitimate (formal): Based on position or title
• Reward: Based on the ability to give rewards
• Expert: Based on knowledge and skill. PMI's preferred power source.
• Referent: Based on personal characteristics and respect. Also highly valued by PMI.
• Coercive (punishment): Based on fear of consequences. PMI's least preferred approach.

Resource management questions are among the most scenario-heavy on the PMP exam. Prepare with realistic situations using our practice question bank.