Learning Objectives (1 of 2)

Chapter 9: • Explain the importance of good resource management on projects,

including the current state of the global IT workforce and future
Project Resource implications for IT
• Define project resource management and understand its processes
Management • Summarize key concepts for managing people by understanding
theories of motivation, influence, and power; how people and teams
Information Technology Project Management, Ninth Edition can become more effective; emotional intelligence; and leadership
Note: See the text itself for full citations
• Discuss resource management planning and be able to create a human
resource plan, project organizational chart, responsibility assignment
matrix, and resource histogram
• Describe the process of estimating activity resources

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Learning Objectives (2 of 2) The Importance of Resource Management

• Discuss issues that are typically involved in resource acquisition, • People determine the success and failure of organizations and projects
particularly as they involve resource assignments, resource loading, • Most project managers agree that managing human resources effectively is
and resource leveling one of the toughest challenges they face
• Assist in team development with training, team-building activities, and • Managing people is a vital component of project resource management
reward systems
• Explain and apply several tools and techniques to help manage a
project team and summarize general advice on managing teams
• Summarize the process of controlling resources
• Describe how project management software can assist in project
resource management
• Discuss considerations for agile/adaptive environments

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

The Global IT Workforce

• Although there have been ups and downs in the IT labor market, there
will always be a need for good IT workers
• By June of 2017, there were almost 4.3 billion mobile-broadband subscriptions
• By 2020, ICT spending is projected to grow to nearly $5.5 trillion
• Jobs available to IT professionals are expected to increase by 12 percent by
2024
• Project management is number three on Computerworld’s hottest tech list

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
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Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Implications for the Future of IT Human Resource

Management

• Proactive organizations are addressing human resource needs

• Improving benefits
• Redefining work hours and incentives
• Finding future workers

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Global Issues What Went Wrong?

• In 2013, Yahoo’s CEO issued a memo stating that employees could no • CompTIA found a gap between skills that employers wanted and what
longer work from home, causing quite a stir throughout the world they actually found in the IT workforce
• Diebold’s CEO took the opposite approach and started recruiting • 68 percent of IT firms report having a very challenging time finding new staff
employees who wanted to work from home, luring the best and • 52 percent of organizations report having job openings, and 33 percent say
brightest workers from Yahoo and other companies cutting back on they are understaffed, while 42 percent say they are fully staffed but want to
telecommuting hire more people in order to expand
• 58 percent of businesses are concerned about the quality and quantity of IT
• The Huffington Post believes that telecommuting has won, and even talent available for hire
Yahoo has softened its stance • Top technology priorities in this survey included security, data storage, and
network infrastructure
• The number one strategy to handle understaffing is requiring workers to put in
more hours
• 94 percent of IT professionals plan to pursue more training

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
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What is Project Resource Management? (1 of 2) What is Project Resource Management? (2 of 2)

• Making the most effective use of the human and physical resources
involved with a project
• Planning resource management
• Estimating activity resources
• Acquiring resources
• Developing the project team
• Managing the project team
• Controlling resources

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Keys to Managing and Leading People Motivation Theories

• Psychologists and management theorists have devoted much research • Intrinsic motivation causes people to participate in an activity for their
and thought to the field leading people at work own enjoyment
• Motivation theories • Example: some people love to read, write, or play an instrument because it
• Influence and power makes them feel good
• Effectiveness • Extrinsic motivation causes people to do something for a reward or to
• Emotional intelligence avoid a penalty
• Leadership • Example: some young children would prefer not to play an instrument, but
they do because they receive a reward or avoid a punishment for doing so

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Maslow’s Hierarchy of Needs (1 of 2) Maslow’s Hierarchy of Needs (2 of 2)

• Abraham Maslow argued that humans possess unique qualities that

enable them to make independent choices, thus giving them control of
their destiny
• Developed a hierarchy of needs; states that people’s behaviors are guided or
motivated by a sequence of needs

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
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Herzberg’s Motivational-Hygiene Theory (1 of 2) Herzberg’s Motivational-Hygiene Theory (2 of 2)

• Frederick Herzberg distinguished between motivational factors and Hygiene Factors Motivators
hygiene factors
Larger salaries Achievement
• Motivational factors: factors that cause job satisfaction
• Hygiene factors: could cause job dissatisfaction More supervision Recognition

More attractive work environment Work itself

Computer or other required equipment Responsibility

Health benefits Advancement

Training Growth

Table 9-1 Examples of Herzberg’s hygiene factors and

motivators

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Media Snapshot McClelland’s Acquired-Needs Theory

• RSA Animate used a whiteboard drawing technique to summarize key • Specific needs are acquired or learned over time and shaped by life
points from Pink’s book in a YouTube video called “Drive: The experiences
surprising truth about what motivates us” • Achievement (nAch): achievers like challenging projects with achievable goals
• Pink suggests that managers focus on motivators and regular feedback
• Autonomy • Affiliation (nAff): people with high nAff desire harmonious relationships and
• Mastery need to feel accepted by others, so managers should try to create a
• Purpose cooperative work environment for them
• Power: (nPow): people with a need for power desire either personal power
(not good) or institutional power (good for the organization)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

McGregor’s Theory X and Y Influence and Power (1 of 3)

• Douglas McGregor popularized the human relations approach to • Thamhain and Wilemon: ways to have influence on projects
management in the 1960s • Authority: legitimate hierarchical right to issue orders
• Theory X: assumes workers dislike and avoid work, so managers must use • Assignment: ability to influence a worker's later work assignments
coercion, threats and various control schemes to get workers to meet • Budget: ability to authorize others' use of discretionary funds
objectives
• Promotion: ability to improve a worker's position
• Theory Y: assumes individuals consider work as natural as play or rest and • Money: ability to increase a worker's pay and benefits
enjoy the satisfaction of esteem and self-actualization needs
• Penalty: ability to cause punishment
• Theory Z: introduced in 1981 by William Ouchi and is based on the Japanese
approach to motivating workers, emphasizing trust, quality, collective decision • Work challenge: ability to assign work that capitalizes on a worker's enjoyment
making, and cultural values of doing a particular task
• Expertise: perceived special knowledge that others deem important
• Friendship: ability to establish friendly personal relationships between the
project manager and others

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
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Influence and Power (2 of 3) Influence and Power (3 of 3)

• Ways to influence • Power is the potential ability to influence behavior to get people to do
• Project managers who use work challenges and expertise to influence people things they would not otherwise do
projects are more likely to succeed • Power is much stronger than influence, because it is often used to force people
• Projects are more likely to fail when project managers rely too heavily on to change their behavior
authority, money, or penalty
• Types of power
• Coercive
• Legitimate
• Expert
• Reward
• Referent

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Covey and Improving Effectiveness (1 of 2) Covey and Improving Effectiveness (2 of 2)

• Project managers can apply Covey’s seven habits to improve • Good project managers are empathic listeners
effectiveness on projects • They listen with the intent to understand
• Be proactive • Before you can communicate with others, you have to have rapport
• Begin with the end in mind • Relation of harmony, conformity, accord, or affinity
• Put first things first
• Think win/win • Mirroring is the matching of certain behaviors of the other person
• Seek first to understand, then to be understood • A technique to help establish rapport
• Synergize • IT professionals need to develop empathic listening and other people
• Sharpen the saw skills to improve relationships with users and other stakeholders

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Advice for Young Professionals Emotional Intelligence

• Start using empathy more effectively • Howard Gardner’s book Frames of Mind: The Theory of Multiple
• Put aside your viewpoint Intelligences introduced the concept of using more than one way to
• Validate the other person’s perspective think of and measure human intelligence
• Examine your attitude • Gardner suggested the need to develop both interpersonal intelligence
• Listen to the entire message that the other person is trying to communicate (capacity to understand the motivations, intentions, and desires of others) and
• Ask what the other person would do intrapersonal intelligence (capacity to understand oneself, one’s feelings, and
motivations)
• Emotional intelligence (EI) is knowing and managing one’s own emotions and
understanding the emotions of others for improved performance

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
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Leadership What Went Right?

• There is no one best way to be a leader • PMI introduced the PMI Talent Triangle® in 2015 to emphasize the need
• Most experts agree that the best leaders are able to adapt their style to needs for more than technical skills for project managers
of the situation • The Talent Triangle® includes:
• It is important to understand and pay attention to concepts of motivation, • Technical project management
influence, power, effectiveness, emotional intelligence, and leadership in all • Strategic and business management
project processes • Leadership

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Developing the Resource Management Plan Developing the Resource Management Plan
and Team Charter (1 of 6) and Team Charter (2 of 6)

• Involves identifying and documenting project resources, roles,

responsibilities, skills, and reporting relationships
• Can be separated into a human resource management plan and a physical
resource management plan
• Contents include:
• Project organizational charts
• Responsibility assignment matrixes
• Staffing management plan and resource histograms
• Team charters

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Developing the Resource Management Plan Developing the Resource Management Plan
and Team Charter (3 of 6) and Team Charter (4 of 6)

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6
Developing the Resource Management Plan Developing the Resource Management Plan
and Team Charter (5 of 6) and Team Charter (6 of 6)

Car Owner Shop Owner Mechanic Parts Supplier

Pay for parts and A, R C

services
Determine parts C A, R C
and services
needed
Supply parts C C A, R

Install parts I A R

Table 9-2 Sample RACI chart

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in
part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website
for classroom use. for classroom use.

Estimating Activity Resources Acquiring Resources

• Tools that can assist in resource estimating • During the late 1990s, the IT job market became extremely competitive
• Expert judgment • Today, many organizations again face a shortage of IT staff
• Various estimating approaches • Regardless of the current job market, acquiring qualified IT
• Data analysis professionals is critical
• Project management software
• Meetings

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Resource Assignment Best Practice

• After developing resource requirements, project managers must work • Best practices can be applied to include the best places for people to
with other people in their organizations to assign them to their work
projects or to acquire additional human or physical resources needed • Fortune Magazine lists the “100 Best Companies to Work For” in the United
for the project States every year, with Google taking the honors for the eighth time in 2017
• Organizations that do a good job of staff acquisition have good staffing plans • Working Mothers Magazine lists the best companies in the U.S. for women
• It is very important to consider the needs of individuals and the organization based on benefits for working families
when making recruiting and retention decisions • The Times online provides the Sunday Times list of the “100 Best Companies to
Work For,” a key benchmark against which U.K. companies can judge their
performance as employers

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
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Resource Loading (1 of 2) Resource Loading (2 of 2)

• Resource loading refers to the amount of individual resources an

existing schedule requires during specific time periods
• Helps project managers develop a general understanding of the demands a
project will make on the organization’s resources and individual people’s
schedules
• Overallocation means more resources than available are assigned to
perform work at a given time

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Resource Leveling (1 of 2) Resource Leveling (2 of 2)

• Resource leveling is a technique for resolving resource conflicts by

delaying tasks
• Main purpose is to create a smoother distribution of resource usage
• Benefits of resource leveling
• When resources are used on a more constant basis, they require less
management
• May enable project managers to use a just-in-time inventory type of policy for
using subcontractors or other expensive resources
• Results in fewer problems for project personnel and accounting department
• Often improves morale

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Developing the Project Team (1 of 2) Developing the Project Team (2 of 2)

• The main goal of team development is to help people work together • Training
more effectively to improve project performance • Project managers often recommend that people take specific training courses
• It takes teamwork to successfully complete most projects to improve individual and team development
• Tuckman model describes five stages of team development • Team-building activities
• Forming • Physical challenges
• Storming • Psychological preference indicator tools
• Norming
• Performing
• Adjourning

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The Meyers-Briggs Type Indicator The Social Styles Profile

• Popular tool for determining personality preferences and helping • People are perceived as
teammates understand each other behaving primarily in one of
• Four dimensions four zones, based on their
• Extrovert/Introvert (E/I) assertiveness and
• Sensation/Intuition (S/N) responsiveness
• Thinking/Feeling (T/F) • Drivers
• Judgment/Perception (J/P) • Expressives
• Analyticals
• Intuitive/Thinking types (i.e., NTs or rationals) are attracted to • Amiables
technology fields

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

DISC Profile Reward and Recognition Systems

• Four-dimensional • Team-based reward and recognition systems can promote teamwork

model of normal • Focus on rewarding teams for achieving specific goals
behavior • If management rewards teamwork, they will promote or reinforce the philosophy that
people work more effectively in teams
• Dominance
• Influence • Project managers must continually assess their team’s performance
• Steadiness • When they find areas in which individuals or the entire team can improve, it’s
• Compliance their job to find the best way to develop their people and improve
performance

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Managing the Project Team Tools and Techniques for Managing Project Teams (1 of 4)

• Project managers must lead their teams in performing various project • Several tools and techniques are available to assist in managing project
activities teams
• After assessing team performance and related information, the project • Interpersonal and team skills
manager must make several decisions • Project management information systems
• Changes to be requested • Conflict management
• Corrective or preventive actions
• Updates needed

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
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Tools and Techniques for Managing Project Teams (2 of 4) Tools and Techniques for Managing Project Teams (3 of 4)

• Conflict handling modes

• Confrontation: directly face a conflict using a problem-solving approach
• Compromise: use a give-and-take approach
• Smoothing: de-emphasize areas of difference and emphasize areas of
agreement
• Forcing: win-lose approach
• Withdrawal: retreat or withdraw from an actual or potential disagreement
• Collaborating: decision makers incorporate different viewpoints and insights to
develop consensus and commitment

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Tools and Techniques for Managing Project Teams (4 of 4) General Advice on Managing Teams (1 of 2)

• Conflict can be good • Five dysfunctions of teams

• Conflict often produces important results, such as new ideas, better • Absence of trust
alternatives, and motivation to work harder and more collaboratively • Fear of conflict
• Groupthink: conformance to the values or ethical standards of a group; can • Lack of commitment
develop if there are no conflicting viewpoints • Avoidance of accountability
• Research suggests that task-related conflict often improves team performance, • Inattention to results
but emotional conflict often depresses team performance

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

General Advice on Managing Teams (2 of 2) Controlling Resources

• General advice • Ensuring physical resources assigned to the project are available as
• Be patient and kind with your team planned
• Fix the problem instead of blaming people • Also involves monitoring the planned versus actual resources utilization and
• Establish regular, effective meetings taking corrective actions as needed
• Allow time for teams to go through the basic team-building stages
• Limit the size of work teams to three to seven members
• Plan some social activities to help project team members and other
stakeholders get to know each other better
• Stress team identity
• Nurture team members and encourage them to help each other
• Acknowledge individual and group accomplishments
• Take additional actions to work with virtual team members

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10
Using Software to Assist in Resource Management Considerations for Agile/Adaptive Environments

• Software can help in producing a simple responsibility assignment • Teams are important on all types of projects, as is collaboration,
matrix or resource histograms problem solving, and knowledge sharing
• Software includes several features related to human resource • On agile projects, team members are usually fully dedicated to a single team
management • Relationships are based on trust, and collaboration is continuously improved using regular
feedback
• Assigning and tracking resources
• Leveling resources
• Resource usage reports
• Overallocated resource reports
• To-do lists

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Chapter Summary

• Project resource management includes the processes required to make

the most effective use of the people involved with a project
• Planning resources
• Estimating activity resources
• Acquiring resources
• Developing the team
• Managing the team
• Controlling resources

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

11