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Risk register.
Described in Section 11.2.3.1. The risk register describes the individual risks that can impact
resource selection and availability.
9.2.1.3 ENTERPRISE ENVIRONMENTAL FACTORS
The enterprise environmental factors that can influence the Estimate Activity Resources process include but are not
limited to:
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Resource location,
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Resource availability,
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Team resource skills,
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Organizational culture,
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Published estimating data, and
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Marketplace conditions.
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9.2.1.4 ORGANIZATIONAL PROCESS ASSETS
The organizational process assets that can influence the Estimate Activity Resources process include but are not
limited to:
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Policies and procedures regarding staffing,
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Policies and procedures relating to supplies and equipment, and
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Historical information regarding types of resources used for similar work on previous projects.
9.2.2 ESTIMATE ACTIVITY RESOURCES: TOOLS AND TECHNIQUES
9.2.2.1 EXPERT JUDGMENT
Described in Section 4.1.2.1. Expertise should be considered from individuals or groups with specialized knowledge
or training in team and physical resource planning and estimating.
9.2.2.2 BOTTOM-UP ESTIMATING
Described in Section 6.4.2.5. Team and physical resources are estimated at the activity level and then aggregated to
develop the estimates for work packages, control accounts, and summary project levels.
9.2.2.3 ANALOGOUS ESTIMATING
Described in Section 6.4.2.2. Analogous estimating uses information regarding resources from a previous similar
project as the basis for estimating a future project. It is used as quick estimating method and can be used when the
project manager can only identify a few top levels of the WBS.
9.2.2.4 PARAMETRIC ESTIMATING
Described in Section 6.4.2.3. Parametric estimating uses an algorithm or a statistical relationship between historical
data and other variables to calculate resource quantities needed for an activity, based on historical data and project
parameters. For example, if an activity needs 4,000 hours of coding and it needs to finish it in 1 year, it will require two
people to code (each doing 2,000 hours a year). This technique can produce higher levels of accuracy depending on the
sophistication and underlying data built into the model.
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9.2.2.5 DATA ANALYSIS
A data analysis technique used in this process includes but is not limited to alternatives analysis. Alternatives analysis
is used to evaluate identified options in order to select the options or approaches to use to execute and perform the work
of the project. Many activities have multiple options for accomplishment. They include using various levels of resource
capability or skills, different sizes or types of machines, different tools (manual versus automated), and make-rent-or-
buy decisions regarding the resources. Alternatives analysis assists in providing the best solution to perform the project
activities, within the defined constraints.
9.2.2.6 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
Described in Section 4.3.2.2. Project management information systems can include resource management software
that can help plan, organize, and manage resource pools and develop resource estimates. Depending on the sophistication
of the software, resource breakdown structures, resource availability, resource rates, and various resource calendars
can be defined to assist in optimizing resource utilization.
9.2.2.7 MEETINGS
The project manager may hold planning meetings with functional managers to estimate the resources needed per
activity, level of effort (LoE), skill level of the team resources, and the quantity of the materials needed. Participants
at these meetings may include the project manager, the project sponsor, selected project team members, selected
stakeholders, and others as needed.
9.2.3 ESTIMATE ACTIVITY RESOURCES: OUTPUTS
9.2.3.1 RESOURCE REQUIREMENTS
Resource requirements identify the types and quantities of resources required for each work package or activity in a
work package and can be aggregated to determine the estimated resources for each work package, each WBS branch,
and the project as a whole. The amount of detail and the level of specificity of the resource requirement descriptions
can vary by application area. The resource requirements’ documentation can include assumptions that were made in
determining which types of resources are applied, their availability, and what quantities are needed.
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9.2.3.2 BASIS OF ESTIMATES
Described in Section 6.4.3.2. The amount and type of additional details supporting the resource estimate vary by
application area. Regardless of the level of detail, the supporting documentation should provide a clear and complete
understanding of how the resource estimate was derived.
Supporting detail for resource estimates may include:
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Method used to develop the estimate,
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Resources used to develop the estimate (such as information from previous similar projects),
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Assumptions associated with the estimate,
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Known constraints,
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Range of estimates,
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Confidence level of the estimate, and
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Documentation of identified risks influencing the estimate.
9.2.3.3 RESOURCE BREAKDOWN STRUCTURE
The resource breakdown structure is a hierarchical representation of resources by category and type (see Figure 9-7
for example). Examples of resource categories include but are not limited to labor, material, equipment, and supplies.
Resource types may include the skill level, grade level, required certifications, or other information as appropriate to the
project. In Plan Resource Management, the resource breakdown structure was used to guide the categorization for the
project. In this process it is a completed document that will be used to acquire and monitor resources.
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