9.6 Control Resources

Description: 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. The process is concerned with physical resources but the Manage Team is concerned with people. The process does:

• Monitoring resource expenditures,
• Identifying and dealing with resource shortage/surplus in a timely manner,
• Ensuring that resources are used and released according to the plan and project needs,
• Informing appropriate stakeholders if any issues arise with relevant resources,
• Influencing the factors that can create resources utilization change, and
• Managing the actual changes as they occur.

Key benefit: ensuring that the assigned resources are available for the project at the right time in the right place and released when no longer needed.

Frequency: throughout the project. Continuously in all phases and throughout the project life cycle.

Process / Asset Group	Input	The Process	Output	Process / Asset Group
Project Management Plan	Resource management plan	9.6 Control Resources	Work performance information	4.5 Monitor and Control Project Work
Project Documents	Issue log		Change requests	4.6 Perform Integrated Change Control
	Lesson learned register		Resource Management Plan	Project Management Plan
	Physical resource assignments		Schedule baseline
	Project schedule		Cost baseline
	Resource breakdown structure		Assumption log	Project Documents
	Resource requirements		Issue log
	Risk register		Lesson learned register
4.3 Direct and Manage Project Work	Work performance data		Physical Resource Assignments
12.2 Conduct Procurements	Agreements		Resource breakdown structure
Enterprise / Organization	Organizational process assets		Risk register

9.6.1 Inputs

9.6.1.1 Project Management Plan

Resource management plan - provides guidance on how physical resources should be used, controlled, and eventually released.

9.6.1.2 Project Documents

• Issue log. Used to identify issues such as lack of resources, delays in raw material supplies, or low grades of raw material.
• Lessons learned register.
• Physical resource assignments. Describe the expected resource utilization along with details such as type, amount, location, and whether the resource is internal to the organization or outsourced.
• Project schedule. The project schedule shows the resources that are needed, when they are needed, and the location where they are needed.
• Resource breakdown structure. Provides a reference in case any resource needs to be replaced or reacquired during the course of the project.
• Resource requirements. Identify the needed material, equipment, supplies, and other resources.
• Risk register. Identifies individual risks that can impact equipment, materials, or supplies.

9.6.1.3 Work Performance Data

Contains data on project status such as the number and type of resources that have been used.

9.6.1.5 Organizational Process Assets

• Policies regarding resource control and assignment,
• Escalation procedures for handling issues within the performing organization, and
• Lessons learned repository from previous similar projects.

9.6.2 Tools and Techniques

9.6.2.1 Data Analysis

• Alternatives analysis. Alternatives can be analyzed to select the best resolution for correcting variances in resource utilization. Alternatives such as paying additional for overtime or additional team resources can be weighed against a late delivery or phased deliveries. (Team control is in Team management chapter, isn't it?)

• Cost-benefit analysis. This 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.

9.6.2.2 Problem Solving

• Identify the problem. Specify the problem.
• Define the problem. Break it into smaller, manageable problems.
• Investigate. Collect data.
• Analyze. Find the root cause of the problem.
• Solve. Choose the suitable solution from a variety of available ones.
• Check the solution. Determine if the problem has been fixed.

9.6.2.3 Interpersonal and Team Skills.

"Soft skills".

• Negotiation. for additional physical resources, changes in physical resources, or costs associated with the resources.
• Influencing.

9.6.2.4 Project Management Information System (PMIS)

9.6.3 Outputs

9.6.3.1 Work Performance Information

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.

9.6.3.2 Change Requests

9.6.3.3 Project Management Plan Updates

• Resource management plan. To reflect actual experience in managing project resources.
• Schedule baseline. To reflect the way project resources are being managed.
• Cost baseline. To reflect the way project resources are being managed.

9.6.3.4 Project Documents Updates

• Assumption log. New assumptions regarding equipment, materials, supplies, and other physical resources.
• Issue log.
• Lessons learned register. With techniques that were effective in managing resource logistics, scrap, utilization variances, and corrective actions.
• Physical resource assignments. Are dynamic.
• Resource breakdown structure. To reflect the way project resources are being used.
• Risk register. Any new risks associated with resource availability, utilization, or other physical resource risks.