PP.SP 2.4 Plan the Project’s Resources

Defining project resources (e.g., labor, equipment, materials, methods) and quantities needed to perform project activities builds on initial estimates and provides additional information that can be applied to expand the WBS used to manage the project.

The top-level WBS developed earlier as an estimation mechanism is typically expanded by decomposing these top levels into work packages that represent single work units that can be separately assigned, performed, and tracked. This subdivision is done to distribute management responsibility and provide better management control.

Each work package in the WBS should be assigned a unique identifier (e.g., number) to permit tracking. A WBS can be based on requirements, activities, work products, services, or a combination of these items. A dictionary that describes the work for each work package in the WBS should accompany the work breakdown structure.

Example Work Products

1. Work packages
2. WBS task dictionary
3. Staffing requirements based on project size and scope
4. Critical facilities and equipment list
5. Process and workflow definitions and diagrams
6. Project administration requirements list
7. Status reports

Subpractices

1. Determine process requirements.

The processes used to manage a project are identified, defined, and coordinated with all relevant stakeholders to ensure efficient operations during project execution.

2. Determine communication requirements.

These requirements address the kinds of mechanisms to be used for communicating with customers, end users, project staff, and other relevant stakeholders.

3. Determine staffing requirements.

The staffing of a project depends on the decomposition of project requirements into tasks, roles, and responsibilities for accomplishing project requirements as laid out in the work packages of the WBS.

Staffing requirements should consider the knowledge and skills required for each identified position as defined in the Plan Needed Knowledge and Skills specific practice.

4. Determine facility, equipment, and component requirements.

Most projects are unique in some way and require a set of unique assets to accomplish project objectives. The determination and acquisition of these assets in a timely manner are crucial to project success.

It is best to identify lead-time items early to determine how they will be addressed. Even when required assets are not unique, compiling a list of all facilities, equipment, and parts (e.g., number of computers for the staff working on the project, software applications, office space) provides insight into aspects of the scope of an effort that are often overlooked.

5. Determine other continuing resource requirements.

Beyond determining processes, reporting templates, staffing, facilities, and equipment, there may be a continuing need for other types of resources to effectively carry out project activities, including the following:

• Consumables (e.g., electricity, office supplies)
• Access to intellectual property
• Access to transportation (for people and equipment)

The requirements for such resources are derived from the requirements found in (existing and future) agreements (e.g., customer agreements, service agreements, supplier agreements), the project’s strategic approach, and the need to manage and maintain the project’s operations for a period of time.