Acquire Resources Process – Tools & Techniques

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Decision Making
(Multicriteria Decision
Analysis

Acquire Interpersonal &

Virtual Teams Team team Skills
(Negotiation)
T&T

Pre-assignment
 Acquire Resources Process – Tools & Techniques
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Negotiation process involves in dealing with another person or party to
settle a matter.

In successful negotiation, Objective should be agreement

everyone wins not victory

Settlement of issue for benefit of Two essential things for negotiation.

all parties Influence & Confidence

Negotiation Process (3Fs)

Fair, Fast and Firm

The project management team’s ability to influence others, plays an important role in negotiating
resource allocation, as does the politics of the organizations involved.

For example, convincing a functional manager about the high visibility of the project may
influence him or her to assign the best resources to the project
 Acquire Resources Process – Tools & Techniques
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During Negotiation;
 Be firm yet polite when making a stand.
 Emphasize advantages & disadvantages of your approach.
 Put ego aside and concentrate on the matter at hand.
 Aim for solutions that are interest based and not based only on what any individual
desires.
 Value time, schedules and deadlines. Try not to waste time, but be sensitive to the other
party’s needs to discuss
 Acquire Resources Process – Tools & Techniques
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Concepts of Negotiation

➢ ZOPA(Zone of Possible Agreement)

➢ Distributive/Confrontational (Win-Lose) Negotiation
➢ Integrative (Win-Win) Negotiation
➢ BATNA(Best Alternative to a negotiated Agreement)
➢ Negotiation style is your approach to negotiation
 ZOPA (Zone of Possible Agreement)
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 Acquire Resources Process – Tools & Techniques
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For negotiations of resources, PM should do the following:

 Know the project needs and priority
 How resource manager will benefit
 Understand the functional manager has his operational work to be done
 Prove why the project needs the quantity & quality of resources (using PM
tools)
 Build a relationship with the functional manager
 Keep professional and social responsibility in view all the time
 Procurement negotiation policies & procedures for acquisition of resources
from external vendors/suppliers/contractors
 Detailed Discussion:
8 Acquire Resources Process – Tools & Techniques

Pre-Assignment
 Team members pre-assigned (selected in advance)to the project

 May occur when specific people are identified in case of the project is
dependent upon the expertise of particular persons

 Project’s success is dependent on expertise of specific people

 Staff is pre-assigned as a part of project charter

 Detailed Discussion:
Acquire Resources Process – Tools & Techniques
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Virtual Teams
 Geographically widespread team members
 Requirement of expertise
 Work-from-home employees
 People with mobility limitations or disability
 Form teams of people who work different shifts, hours, or days
 Move forward with projects that would have been held or
canceled due to travel expenses
 Save the expense of offices and all physical equipment needed
for employees
 Detailed Discussion:
Acquire Resources Process – Tools & Techniques
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Virtual Teams
Challenges managing Virtual Team

➢ Cost of technology
➢ Misunderstandings, communication gaps, cultural differences, language
barriers
➢ Feeling of isolation.
➢ Difficulties in sharing knowledge and experience between team members.
➢ Appropriate technology.
 Detailed Discussion:
Acquire Resources Process – Tools & Techniques (Cont’d…)
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Challenges managing Virtual Team

– Developing trust
• Set clear roles for each team member.

– Developing effective patterns of communication.

• Include face-to-face if at all possible.
• Keep team members informed on how the overall project is going.
• Establish a code of conduct to avoid delays.
• Establish clear norms and protocols for surfacing assumptions and
conflicts.
→ Additional time for conflict resolution, decision making, cultural
differences, sharing of success credit.
 Detailed Discussion:
12 Acquire Resources Process – Outputs

 Physical Resource Assignment:

 Documentation of Physical Resource Assignments records the material,
Equipment, Supplies, locations and other physical resources that will be used
during the project

 Project Team Assignments:

 Documentation of team Assignments records the team Members and their
respective roles and Responsibilities
 Include Project Team Directory and name inserted in PMP such as
Organizational Charts and Schedules
 Detailed Discussion:
Acquire Resources Process – Outputs
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 Resource Calendars:
 Time period during which each project team member is available to
work on the project
 Essential for creating an accurate schedule
 Change Requests:
 When Changes occurring as a result of carrying out acquire Resources
Process or when recommended corrective and preventive action
impact any component of PMP or PD
 PM needs to initiate change Request the same is reviewed and
disposition by PICC Process
 Detailed Discussion:
Acquire Resources Process – Outputs

 Project Management Plan Updates:

Any change to PMP goes through Perform Integrated Change Control
Process
Components of PMP may be updated as result of carrying out this
process:

 Resource Management Plan:

Resource Management Plan may be updated to reflect actual
experience in acquiring resources including lessons learned in
acquiring resources early in the project that will impact acquiring
resource at later stage

 Cost Baseline:
Cost baseline may change as a result of acquisition of resources
 Detailed Discussion:
Acquire Resources Process – Outputs

 Project Documents Updates:

 Certain Project Documents may be updated as a result of carrying out this
process:

Lesson Learned Register:

Lessons Learned Register is updated on challenges encountered and how
they could be avoided
What approach work well in acquiring resources

 Project Schedule:
Changes in schedule may results from availability of required resources
 Detailed Discussion:
Acquire Resources Process – Outputs

Resource Breakdown Structure:

Resources required during the process are recorded in the RBS
Resource Requirements:
 It is updated to reflect resources required for the project
Risk Register:
New Risks identified during the process are recorded in the risk Register and
managed in accordance with Risk Management Processes
Stakeholders Register:
It is updated with any new stakeholder or any new information about existing
stakeholders that has gained as a result of this process
 EEF Updates
 OPA Updates
Interpersonal Skills Conflict Management

Divergence of opinion lead to conflicts

• Problem Solving Approach

Conflict • Use Patience & Respect
Management • Negotiation
• Mediation
Interpersonal Skills (Cont’d…)

Tools and Techniques: Conflict

Management
19 Answer these Questions
 ls it bad?
 Should we spend time preventing the root causes of
Conflict?
 Who should resolve the conflict?

 No, conflict is not inherently bad.

 Yes, it is important to identify and deal with the root causes
of conflict.
 Conflict should be resolved by those who are involved,
possibly assisted by the project manager
Conflict is inevitable

Because of the following factors:

 The nature of projects, which attempt to address the needs and requirements of
many stakeholders
 Organizational limitations on the power of the project manager
 The necessity of obtaining resources from functional (resource) managers
21 How to resolve Conflicts among Team members

➢ Initially, team members have to resolve their conflicts themselves in case

not resolved, project manager may be assisted

➢ Conflicts should be resolved early, in private or directly depending upon

situation. If still continues, disciplinary action may be taken

➢ Ground rules, norms, and project management practices help reduce

conflicts
22 How to resolve Conflicts among Team members (Cont’d)

PM has a responsibility to attempt to avoid conflict, by:

• Keeping the team informed

(project direction, constraints, decisions, changes)

• Clear work assignments

• Making work assignments interesting and challenging

• Following good project management practices

 Withdraw/Avoid

Collaboration
/Problem Solving Smooth
/Accommodate

Conflict Management

Compromise
Force/Direct /Reconcile
 Conflict Management
(Thamos Kilmann model)

(Directing) ( Confronting)
Best option

(Reconciling)
 Categories of Conflict Resolution

S.No Explanation/ Group Dynamics Method

Method
1. Withdraw/ Postponing the issue to be better prepared or Neutral
Avoid to be resolved by others

2. Smooth/ Emphasizing areas of agreement; surrendering Lose/Win

Accommodate one’s position to the needs of others

3. Compromise/ Searching for solutions that bring partial Lose/Lose

Reconcile satisfaction to all parties

4. Force/ Pushing one’s viewpoint at the expense of Win/Lose

Direct others
5. Collaborate/ Incorporating multiple viewpoints and insights Win/Win
Problem Solve from different perspectives

Note; Above methods have alternate names, which are necessary to know
 (Thamos Kilmann model)
How to create conflict?
 Conflict Management

Recap…
 Withdrawal – Retreat or withdraw from actual or potential disagreement and conflict. (NEUTRAL)

 Accommodating – De-emphasize differences (avoiding areas of differences) and emphasize (focus on)
commonalties over issues, trying to smooth the situation (LOSE/WIN)

 Compromising – Bargaining (trade) and searching for solutions which attempt to bring some degree of
satisfactions to the conflicting parties in a dispute. Characterized by a “give and take”
attitude.(LOSE/LOSE)

 Forcing – Exerting one’s point of view at the expense of another party. (WIN-LOSE ) solution to a conflict

 Confrontation – Facing the conflict directly; address the disagreement and utilize a problem solving
approach whereby parties work through their disagreements (WIN/WIN)