Acquire Resources

 

Acquire Resources (with Examples)

1. Introduction to Acquiring Resources

• One of the first steps in project execution.
• A project cannot start without the necessary resources.
• Two types of resources:
  1. Team Resources (People, staffing)
  2. Physical Resources (Equipment, materials, facilities)
• Example:
  • If you're building a house, you need workers (team resources) and cement, bricks, and tools (physical resources) before construction begins.

2. Why This Process is Continuous

• Resources come and go throughout a project.
• Example:
  • In a software development project:
    • Developers come in first to write code.
    • Testers join later to check the code.
    • Support teams get involved in the deployment phase.

3. Key Activities in Acquire Resources

• Hiring or selecting team members (internal staff, contractors).
• Procuring physical resources (e.g., renting machinery, purchasing supplies).
• Managing resource allocation (ensuring resources are available when needed).
• Example:
  • In a painting project, the IT team removes computers first, then furniture movers clear the space, then painters start their work.

4. Key Tools Used in Acquiring Resources

1) Multi-Criteria Decision Analysis

• Used to select resources based on specific criteria.
• Example:
  • Hiring a consultant might depend on:
    • Availability (Can they start immediately?)
    • Cost (Do they fit the budget?)
    • Experience (Do they have relevant expertise?)
    • Certifications & References (Are they qualified?)

2) Negotiation

• Used when acquiring team members, vendors, and materials.
• Example:
  • Negotiating salaries with new hires or getting discounts on bulk material purchases.

3) Pre-Assignment

• Some team members are assigned before the project starts.
• Example:
  • The CEO assigns a senior engineer to the project before the project charter is even approved.

4) Virtual Teams

• Remote teams working across different locations.
• Advantages:
  • 24-hour project cycle (One team works while another team sleeps).
  • Access to global talent.
• Challenges:
  • Technology issues (Connectivity problems).
  • Time zone differences (Meetings at odd hours).
  • Cultural barriers (Communication misunderstandings).

5. Outputs of Acquire Resources

1) Team Assignments

• Assigning people to specific tasks.
• Example:
  • Bob is assigned to paint the walls, while Mary is assigned to remove old flooring.

2) Physical Resource Assignments

• Assigning equipment and materials.
• Example:
  • Bob is given 2 gallons of paint, a brush, and a roller, while Mary gets a carpet remover and glue.

3) Resource Calendar

• Shows when resources are available or booked.
• Example:
  • Checking if a bulldozer is available for Tuesday's excavation work.
  • Checking if a developer is free to start coding next month.

6. Why This Process is Critical

• A project cannot proceed without resources.
• Ensures the right people and materials are available at the right time.
• Managing resources is ongoing—team members and materials are constantly coming and going.
• Example:
  • A construction project has different specialists (painters, electricians, plumbers). They come at different phases and leave when their work is done.

Key Takeaway: Acquiring Resources is a Continuous Process

• No resources = No work.
• Resources are allocated, used, and released throughout execution.
• Effective resource management ensures projects run smoothly and stay on schedule.