Control Resources in project Management ( PMP ) is the process of making sure that the physical resources given to the project are available as planned. It also involves keeping an eye on how the resources are being used compared to how they were supposed to be used and making changes as needed. The main benefit of this process is that it makes sure that the project’s resources are available at the right time and in the right place, and that they are released when they are no longer needed. The project as a whole goes through this process. Figure below shows what goes into and comes out of this process.

Control Resources: Inputs

Project Management Plan

The resource management plan is one of the parts of a project management plan, but it’s not the only one. It tells you how to use, manage, and finally give back physical resources in the resource management plan.

Project Documents

It’s possible to use the following project documents as inputs for this process:

• Issue log
• Lessons learned register
• Physical resource assignments
• Project schedule
• Resource breakdown structure
• Resource requirements
• Risk register

Work Performance Data

It includes information about the status of the project, like how many and what kinds of resources have been used.

Agreements

All outside resources should be based on agreements made during the project. These agreements should also spell out what to do when new resources are needed that weren’t planned for or when problems arise with the current resources.

Organizational Process Assets

The following are some examples of Organizational process assets that can have an effect on the Control Resources process:

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

Control Resources: Tools And Techniques

 Data Analysis

In Control Resources in project management ( PMP ) process, you can use data research methods such as, but not limited to:

Alternatives analysis

Different options can be weighed against each other to find the best way to fix differences in how resources are used. If you don’t want to deliver on time or in stages, you can look at other options, like paying more for overtime or adding more team members.

Cost-benefit analysis

This analysis helps figure out the most cost-effective way to fix problems if the project goes off track.

Performance reviews

When you do a performance review, you compare and analyze how planned resource use compared to real resource use. Cost and plan data on work performance can also be looked at to help find problems that might affect how resources are used.

Trend analysis

The project team may use trend analysis to figure out what resources will be needed at later stages of the project based on current success data as the project goes on. A trend study looks at how well a project is doing over time and can tell you if it is getting better or worse.

 Problem Solving

Solving problems might involve using a set of tools that help the project manager handle issues that come up during the process of controlling resources. The issue could be from within the company (machinery or infrastructure used by another department not returned on time, materials damaged by bad storage conditions, etc.) or from outside the company (insolvency of a major supplier or bad weather damaging resources). When fixing a problem, the project manager should follow a set of steps, such as:

• 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.

 Interpersonal And Team Skills

Some people call interpersonal and team skills “soft skills,” and they are personal competencies. Control Resources in project management ( PMP ) process uses the following social and teamwork skills:

• It’s possible that the project manager will have to negotiate for more physical resources, changes to existing physical resources, or the price of the resources.
• The project manager can solve problems and get the tools they need quickly by influencing others.

Project Management Information System (PMIS)

Software for resource management or schedule can be part of project management information systems. This software can be used to keep an eye on how resources are being used and make sure that the right resources are working on the right tasks at the right time and place.

Control Resources: Outputs

Work Performance Information

By comparing resource needs and allocation to resource use across project tasks, work performance information shows how the project work is progressing. When you compare these two things, you can see where resources are lacking and find ways to fix them.

Change Requests

The project manager must send a change request whenever there are calls for changes related to the Control Resources process or whenever suggested, corrective, or preventative actions have an effect on any part of the project management plan or project documents. The Perform Integrated Change Control method takes change requests and reviews and decides what to do with them.

Project Management Plan Updates

People in the company have to fill out a change request for any changes they want to make to the project management plan. The following parts of the project management plan may need a change request:

• The resource management plan has been updated to reflect what has been learned from handling project resources in the real world.
• The way the project’s resources are being handled may mean that the schedule needs to be changed.
• The project cost baseline might need to be changed to represent how the project’s resources are being handled.

Project Documents Updates

Project documents that might be changed as a result of Control Resources in project management ( PMP ) process include, but aren’t limited to:

• Assumption log
• Issue log
• Lessons learned register
• Physical resource assignments
• Resource breakdown structure
• Risk register

References :

• PMBOK^® Guide – Seventh Edition 

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