4.7 Planning & Managing Resources
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
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
| Process | Purpose | Key Output |
|---|---|---|
| Plan Resource Management | Define how to estimate, acquire, manage resources | Resource Management Plan |
| Estimate Activity Resources | Estimate type and quantities of resources | Resource Requirements |
| Acquire Resources | Obtain team members and physical resources | Project Team Assignments |
| Develop Team | Improve team competencies and interaction | Team Performance Assessments |
| Manage Team | Track performance, resolve issues, manage changes | Change Requests |
| Control Resources | Ensure physical resources are available as planned | Work Performance Information |
Types of Project Resources
| Resource Type | Description | Examples |
|---|---|---|
| Team Resources | Human resources | Project manager, developers, analysts |
| Physical Resources | Materials and equipment | Computers, machinery, raw materials |
| Facilities | Work locations | Office space, data centers |
| Infrastructure | Supporting systems | Networks, servers, tools |
RACI Matrix (Responsibility Assignment Matrix)
The RACI Matrix defines roles and responsibilities for project activities:
RACI Definitions
| Role | Description | Rule |
|---|---|---|
| R = Responsible | Does the work to complete the task | Can have multiple |
| A = Accountable | Ultimately answerable for completion | Must have exactly ONE |
| C = Consulted | Provides input before work or decisions | Can have multiple |
| I = Informed | Notified after work or decisions | Can have multiple |
RACI Matrix Example
| Activity | PM | Developer | Tester | Sponsor | Business Analyst |
|---|---|---|---|---|---|
| Requirements Gathering | A | C | I | C | R |
| System Design | A | R | C | I | C |
| Development | I | R, A | C | I | I |
| Testing | C | C | R, A | I | C |
| User Acceptance | C | I | C | A | R |
| Deployment | A | R | R | I | I |
RACI Rules
- Every task must have exactly one A (Accountable)
- Every task should have at least one R (Responsible)
- Minimize Cs and Is to avoid communication overload
- A person can be both R and A for the same task
- Review with stakeholders to confirm understanding
Common RACI Issues
| Issue | Problem | Solution |
|---|---|---|
| No A assigned | No one accountable | Assign single accountable person |
| Multiple As | Confusion over accountability | Keep exactly one A per task |
| Too many Rs | Unclear who does what | Clarify specific responsibilities |
| All Cs | Decision paralysis | Limit consultations to necessary |
Resource Estimation
Techniques for Estimating Resources
| Technique | Description | Use When |
|---|---|---|
| Expert Judgment | Subject matter expert input | Complex or unique tasks |
| Analogous Estimating | Based on similar projects | Limited information available |
| Parametric Estimating | Statistical relationships | Historical data exists |
| Bottom-Up Estimating | Detailed work package estimates | WBS is complete |
Resource Requirements Documentation
| Element | Description |
|---|---|
| Resource Type | Skill set or equipment type needed |
| Quantity | Number of resources required |
| Duration | How long resources are needed |
| Timing | When resources are needed |
| Skill Level | Experience or capability required |
Team Acquisition
Acquisition Techniques
| Technique | Description | When to Use |
|---|---|---|
| Pre-Assignment | Resources committed before project start | Key resources already identified |
| Negotiation | Working with functional managers | Matrix organization |
| Acquisition | Hiring or contracting external resources | Skills not available internally |
| Virtual Teams | Geographically distributed team members | Global 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 With | Focus On |
|---|---|
| Functional Managers | Resource availability, skills, duration |
| Other Project Managers | Resource sharing, priorities |
| External Organizations | Contract terms, expertise |
Virtual Teams
Teams working across different locations:
| Advantage | Challenge |
|---|---|
| Access to global talent | Communication difficulties |
| Reduced travel costs | Time zone coordination |
| Flexible work arrangements | Building team cohesion |
| 24-hour productivity | Cultural differences |
Resource Optimization Techniques
Resource Leveling
Adjusts the schedule based on resource constraints:
| Characteristic | Description |
|---|---|
| Purpose | Resolve resource over-allocation |
| Method | Adjust activity start/finish dates |
| Impact | May 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:
| Characteristic | Description |
|---|---|
| Purpose | Reduce resource demand fluctuations |
| Method | Use activity float to shift work |
| Impact | Does NOT extend project duration |
| Changes Critical Path? | No, works within float |
Comparison
| Factor | Resource Leveling | Resource Smoothing |
|---|---|---|
| Duration Impact | May extend | Never extends |
| Float Usage | Uses all available | Only uses existing float |
| Constraint | Resource availability | Fixed project end date |
| Use When | Resources limited | End date fixed |
Team Development
Team Development Stages (Tuckman Model)
| Stage | Description | PM Role |
|---|---|---|
| Forming | Team comes together | Provide direction, clarify goals |
| Storming | Conflicts emerge | Facilitate resolution, maintain focus |
| Norming | Team develops processes | Support collaboration |
| Performing | Team works effectively | Delegate, empower |
| Adjourning | Project ends | Recognize, transition |
Team Development Techniques
| Technique | Purpose |
|---|---|
| Training | Develop skills and competencies |
| Team Building | Improve collaboration and trust |
| Co-location | Physical proximity for better communication |
| Recognition | Acknowledge contributions and achievements |
| Ground Rules | Establish acceptable behavior |
Resource Management Plan
The Resource Management Plan documents how resources will be managed:
| Component | Description |
|---|---|
| Resource Identification | How resources will be identified |
| Acquiring Resources | How resources will be obtained |
| Roles and Responsibilities | RACI matrix, role descriptions |
| Organization Charts | Project organization structure |
| Resource Calendar | When resources are available |
| Training Needs | Required skills development |
| Recognition Plan | How to reward team members |
| Release Plan | How 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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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