第九章 项目资源管理 Chapter 9 - Project Resource Management
9.0 Processes 6大过程
9.1 Plan Resource Mgmt. (P) - Documenting how to estimate, acquire, and manage project resources.
9.1 规划资源管理 - 定义如何估算、获取、管理项目资源。
9.2 Estimate Activity Resources (P) - Estimating the labor/materials needed to complete the project.
9.2 估算活动资源 - 估算成功完成项目所需的人力/实物资源。
9.3 Acquire Resources (E) - Obtaining the labor/materials to complete the project.
9.3 获取资源 - 获得人力/实物资源来完成项目
9.4 Develop Team (E) - Improving team skills and relations to enhance project performance.
9.4 建设团队 - 提高团队技能，改善团队关系以提高项目绩效。
9.5 Manage Team (E) - Tracking team member performance, providing feedback, and resolving issues.
9.5 管理团队 - 跟踪团队成员工作表现，提供反馈并解决问题。
9.6 Control Resources (M) - Monitoring planned versus actual resource usage.
9.6 控制资源 - 对照资源计划监督资源实际使用情况。
"Plan Resource Management" - Key Tools 9.1 规划资源管理 主要工具
Organizaitonal Theory - Explains how people, teams, and organizational units behave.
组织理论 - 阐述个人、团队和组织部门如何运作。
Data Representation Techniques 数据表现技术
- Organization Chart (Hierarchical) - Shows positions graphically; sometimes called OBS or RBS
- 组织图（层级型）- 图形化表示组织架构；又被称为OBS组织分解结构、RBS资源分解结构
- Responsibility Chart (matrix) - Shows resources assigned to work packages (e.g. RACI)
- 责任图（矩阵型）- 显示了分配给每个工作包的资源（如：RACI责任分配矩阵，R-负责，A-问责，C-咨询，I-通知）
- Role Description (text) - Detailed role descriptions (qualifications, responsibilities, authority...)
- 职责说明（文本型）- 详细描述的成员职责（资质、责任、权限等）
"Plan Resource Management" - Key Outputs 9.1 规划资源管理 主要输出
Resource Management Plan - Describes how you to manage human resources/physical resources.
资源管理计划 - 说明如何管理人力资源/实物资源。
- Outlines how you identify, acquire, assign, train, develop, reward, and control those resources.
- 说明如何识别、获取、分配、培训、发展、奖励及控制这些资源。
Team Charter - Outlines the team's values, communication guidelines, decision process, etc.
团队章程 - 说明团队价值观、团队沟通指南、决策过程等等。
"Estimate Activity Resources" - Key Outputs 9.2 估算活动资源 主要输出
Resource Requirements - The types/quantities of resources required for each activity.
资源需求 - 每个活动完成所需要的资源类型/数量。
Resource Breakdown Structure (RBS) - A hierarchical view of resources by category/type.
资源分解结构RBS - 按分类或类型对资源进行层级化展示。
Basis of Estimates - Details supporting the resource estimates. (e.g. method, assumptions, etc.)
估算依据 - 资源估算的详细说明（如：估算方法、假设条件等）。
"Acquire Resources" - Key Tools 9.3 获取资源 主要工具
Pre-Assignment - When physical resources or team members are selected in advance.
预分派 - 事先确定项目的实物或团队资源。
Virtual Teams - Teams with little or no face-to-face interaction.
虚拟团队 - 几乎没有面对面互动的团队
Multi-Criteria Decision Analysis - Ranking potential team members (e.g. by cost, experience, etc.)
多标准决策分析 - 给未来的项目团队成员进行排序的方法（如：通过成本、经验等）
Negotiation - Negotiations with managers (and external teams and organizations) for resources.
谈判 - 与职能经理、外部团队或组织谈判来获取资源
"Acquire Resources" - Key Outputs 9.3 获取资源 主要输出
Physical Resource Assignments - Describes material, equipment, and supplies that will be needed.
物质资源分配单 - 说明项目所需的材料、设备和供给等。
Project Team Assignments - Outlines who will do what on the project.
项目团队派工单 - 列出项目中由谁来做什么工作。
Resource Calendar - Shows the working days and shifts on which each specific resource is available.
资源日历 - 展示每种资源可用的日期。
"Develop Team" - Key Tools 9.4 建设团队 主要工具
Co-Location - Team positioned close to each other to improve communication and productivity.
集中办公 - 团队成员的位置彼此接近，加强交流提升效率。
Virtual Teams - Teams with little or no face-to-face interaction; can help cut costs (e.g. for travel).
虚拟团队 - 几乎没有面对面互动沟通的团队；可以降低成本（如：出行成本）。
Communication Technology - Could include video conferencing, e-mail, shared repositories, etc.
沟通技术 - 可包括视频会议、电子邮件、共享文件等的。
Interpersonal Skills - Could include conflict management, influencing, motivation, negotiation, etc.
人际关系与团队技能 - 可包括冲突管理，影响力，激励，谈判等。
Recognition & Rewards - Motivating team members to achieve desired behavior.
认可与奖励 - 鼓励团队成员达成期望的行为。
Training - Activities to improve the skills of the team (e.g. classroom training, informal coaching.)
培训 - 增强团队技能的活动（如：培训课程、非正式指导等）。
Individual & Team Assessments - Assesses the teams strengths and weaknesses.
个人和团队评估 - 评估团队的优点和弱点。
Stages of Team Development - "Tuckman Ladder" 塔克曼阶梯理论 团队发展的5个阶段
Forming - Team members are introduced to the project and their roles and responsibilities.
形成阶段 - 团队成员进入项目组，了解自己的职责。
Storming - Team members begin to encounter potential conflict.
震荡阶段 - 团队成员开始发生冲突。
Norming - The team begins to work together and trust each other.
规范阶段 - 团队开始协同工作，互相信任。
Performing - The team is functioning at a high level and working collaboratively to address issues.
成熟阶段 - 团队效能达到最高，可以共同解决问题。
Adjourning - The team finishes the current project and moves onto another.
解散阶段 - 团队完成当前项目并进入其他项目。
Conflict Resolution Techniques 冲突解决方法
Withdraw/Avoid - Evade or delay the conflict in order to be better prepared to address it.
撤退/回避 - 规避或推迟冲突，以便之后更好地解决。
Smooth/Accomodate - Focus on areas of agreement or yielding to others to maintain harmony.
缓和/包容 - 强调一致意见或双方退让来保持和睦。
Compromise/Reconcile - Seek a solution that only partially satisfies all parties.
妥协/调解 - 寻找一个方案让双方在一定程度上满意。
Force/Direct - Push a viewpoint on another - typically by using a position of power.
强迫/命令 - 牺牲一方接受另一方的观点，通常通过使用职位权力。
Collaborate/Problem Solve - Work together constructively to incorporate multiple viewpoints.
合作/解决问题 - 双方建设性的一起努力达到双赢的局面。
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