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.

The resource plan should include planning for staff with appropriate training and experience to evaluate supplier proposals and participate in negotiations with suppliers. The resource plan identifies the project resources expected from the supplier, including critical facilities or equipment needed to support the work. The resource plan can be revised based on the supplier agreement or changes in conditions during project execution.

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.

The acquirer determines how its processes interact with supplier processes to enable seamless execution of the project and successful acquirer-supplier relationships. Considerations include the use of a common process across multiple suppliers and the acquirer or the use of unique but compatible processes. At least, processes should be compatible across interfaces.

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.

The acquirer determines its staffing requirements, including staffing for solicitation and supplier agreement management activities and staffing expected by the supplier to complete its portion of the work as defined in the WBS.

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.

The acquirer considers what it may need to provide for acceptance of supplier deliverables and for transition and support of the acquired product.

The acquirer should also identify and ensure that facilities or equipment to be provided to the supplier for project work are accounted for in the project plan.

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:

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

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.