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Key Takeaways

  • The RACI matrix defines four roles: Responsible (does the work), Accountable (approves the work), Consulted (provides input), and Informed (receives updates)
  • Each task in a RACI matrix must have exactly one Accountable person, while there may be multiple Responsible, Consulted, or Informed parties
  • Resource leveling adjusts the schedule based on resource constraints and may extend the project duration, while resource smoothing works within float and does not extend duration
  • Team acquisition techniques include pre-assignment, negotiation, acquisition (hiring/contracting), and virtual teams
  • Project resources include both team resources (human) and physical resources (equipment, materials, facilities)
Last updated: January 2026

Planning & Managing Resources

Resource management ensures the right people, equipment, and materials are available when needed. It encompasses planning, acquiring, developing, managing, and releasing both team and physical resources.

Resource Management Processes

ProcessPurposeKey Output
Plan Resource ManagementDefine how to estimate, acquire, manage resourcesResource Management Plan
Estimate Activity ResourcesEstimate type and quantities of resourcesResource Requirements
Acquire ResourcesObtain team members and physical resourcesProject Team Assignments
Develop TeamImprove team competencies and interactionTeam Performance Assessments
Manage TeamTrack performance, resolve issues, manage changesChange Requests
Control ResourcesEnsure physical resources are available as plannedWork Performance Information

Types of Project Resources

Resource TypeDescriptionExamples
Team ResourcesHuman resourcesProject manager, developers, analysts
Physical ResourcesMaterials and equipmentComputers, machinery, raw materials
FacilitiesWork locationsOffice space, data centers
InfrastructureSupporting systemsNetworks, servers, tools

RACI Matrix (Responsibility Assignment Matrix)

The RACI Matrix defines roles and responsibilities for project activities:

RACI Definitions

RoleDescriptionRule
R = ResponsibleDoes the work to complete the taskCan have multiple
A = AccountableUltimately answerable for completionMust have exactly ONE
C = ConsultedProvides input before work or decisionsCan have multiple
I = InformedNotified after work or decisionsCan have multiple

RACI Matrix Example

ActivityPMDeveloperTesterSponsorBusiness Analyst
Requirements GatheringACICR
System DesignARCIC
DevelopmentIR, ACII
TestingCCR, AIC
User AcceptanceCICAR
DeploymentARRII

RACI Rules

  1. Every task must have exactly one A (Accountable)
  2. Every task should have at least one R (Responsible)
  3. Minimize Cs and Is to avoid communication overload
  4. A person can be both R and A for the same task
  5. Review with stakeholders to confirm understanding

Common RACI Issues

IssueProblemSolution
No A assignedNo one accountableAssign single accountable person
Multiple AsConfusion over accountabilityKeep exactly one A per task
Too many RsUnclear who does whatClarify specific responsibilities
All CsDecision paralysisLimit consultations to necessary

Resource Estimation

Techniques for Estimating Resources

TechniqueDescriptionUse When
Expert JudgmentSubject matter expert inputComplex or unique tasks
Analogous EstimatingBased on similar projectsLimited information available
Parametric EstimatingStatistical relationshipsHistorical data exists
Bottom-Up EstimatingDetailed work package estimatesWBS is complete

Resource Requirements Documentation

ElementDescription
Resource TypeSkill set or equipment type needed
QuantityNumber of resources required
DurationHow long resources are needed
TimingWhen resources are needed
Skill LevelExperience or capability required

Team Acquisition

Acquisition Techniques

TechniqueDescriptionWhen to Use
Pre-AssignmentResources committed before project startKey resources already identified
NegotiationWorking with functional managersMatrix organization
AcquisitionHiring or contracting external resourcesSkills not available internally
Virtual TeamsGeographically distributed team membersGlobal projects, remote work

Pre-Assignment

Resources are committed to the project before it officially starts:

  • Named in project charter
  • Specialized skills required
  • Key subject matter experts

Negotiation

In matrix organizations, PMs must negotiate for resources:

Negotiating WithFocus On
Functional ManagersResource availability, skills, duration
Other Project ManagersResource sharing, priorities
External OrganizationsContract terms, expertise

Virtual Teams

Teams working across different locations:

AdvantageChallenge
Access to global talentCommunication difficulties
Reduced travel costsTime zone coordination
Flexible work arrangementsBuilding team cohesion
24-hour productivityCultural differences

Resource Optimization Techniques

Resource Leveling

Adjusts the schedule based on resource constraints:

CharacteristicDescription
PurposeResolve resource over-allocation
MethodAdjust activity start/finish dates
ImpactMay extend project duration
Changes Critical Path?Yes, can change critical path

Example: If two activities need the same resource simultaneously, one is delayed until the resource is available.

Resource Smoothing

Adjusts activities within their float to reduce resource peaks:

CharacteristicDescription
PurposeReduce resource demand fluctuations
MethodUse activity float to shift work
ImpactDoes NOT extend project duration
Changes Critical Path?No, works within float

Comparison

FactorResource LevelingResource Smoothing
Duration ImpactMay extendNever extends
Float UsageUses all availableOnly uses existing float
ConstraintResource availabilityFixed project end date
Use WhenResources limitedEnd date fixed

Team Development

Team Development Stages (Tuckman Model)

StageDescriptionPM Role
FormingTeam comes togetherProvide direction, clarify goals
StormingConflicts emergeFacilitate resolution, maintain focus
NormingTeam develops processesSupport collaboration
PerformingTeam works effectivelyDelegate, empower
AdjourningProject endsRecognize, transition

Team Development Techniques

TechniquePurpose
TrainingDevelop skills and competencies
Team BuildingImprove collaboration and trust
Co-locationPhysical proximity for better communication
RecognitionAcknowledge contributions and achievements
Ground RulesEstablish acceptable behavior

Resource Management Plan

The Resource Management Plan documents how resources will be managed:

ComponentDescription
Resource IdentificationHow resources will be identified
Acquiring ResourcesHow resources will be obtained
Roles and ResponsibilitiesRACI matrix, role descriptions
Organization ChartsProject organization structure
Resource CalendarWhen resources are available
Training NeedsRequired skills development
Recognition PlanHow to reward team members
Release PlanHow resources will be transitioned

Key Takeaways

  • RACI matrix clarifies roles: Responsible, Accountable, Consulted, Informed
  • Each task must have exactly one Accountable person
  • Resource leveling may extend duration; resource smoothing works within float
  • Team acquisition includes pre-assignment, negotiation, acquisition, virtual teams
  • Teams progress through Forming, Storming, Norming, Performing, Adjourning
  • Resources include both team members and physical resources
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RACI Matrix Roles and Rules
Test Your Knowledge

In a RACI matrix, what is the key rule regarding the "Accountable" role?

A
B
C
D
Test Your Knowledge

A project has limited resources and two activities scheduled at the same time require the same person. The project manager adjusts the schedule to resolve this conflict, which extends the project end date. This technique is called:

A
B
C
D
Test Your Knowledge

According to Tuckman's model, during which stage do team conflicts typically emerge as members push against boundaries?

A
B
C
D
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4.8 Planning & Managing Procurement

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