Module 11: Estimate Activity Resources
#outcomes
Learning Outcomes
The practice of estimating resources required in the project helps the Project Manager develop the
schedule. Through estimating resources, you are able to pinpoint the type, quantity and characteristics
of resources necessary to complete the activity. This in turn leads to more precise cost and duration
estimates.
At the completion of this module, learners will be able to:

Read, on a responsibility matrix, the resources required for each activity in the project and
identify their role and responsibility.
 Identify the required actions involved in the Estimate Activity Resources process.
/outcomes
Required Readings
Chapter 5, 6, 9
Activities to Supplement/Support Learning
PMBOK® Guide Chapter 6
Estimate Activity Resources – Overview
“Project estimation is indeed a yardstick for project cost control. And if the yardstick is faulty, you
start on the “wrong foot”…we exhort you not to underestimate the estimate.”
(O.P. Kharbanda and J.K. Pinto, What Made Gertie Gallop: Learning from Project Failures, 1996, p.73)
Upon completion of the sequencing of the required project activities, the determination of the
resources required is next. When estimating activity resources, it is the Project Manager’s responsibility
to determine the specific resource required (personnel, equipment, material, or technology), the
quantity of each required resource, and to ascertain the availability of such resources. All this
information facilitates the accurate estimation of project cost and duration, and the coordination of all
the resources mitigates issues relating to lack of resources or resources being unavailable due to
competing priorities.
The following data flow diagram from the PMBOK© illustrates the inputs, tools and techniques and
outputs of this important process.
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caption: ©PMI
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Estimate Activity Resources – Inputs
In order to accurately estimate resources, many documents need to be comprehensively reviewed,
including:
 Schedule Management Plan – this document will dictate the units of measure for the resources
to be estimated
 Activity List – contains all the activities which require resources
 Activity Attributes – provides activity information for using in estimating resources
 Resource Calendars – a document pivotal to the accurate scheduling of resources as it details
the working days/shift that each resource is available to be scheduled. Also included in the
calendar is data about resource experience, skills level, or where the resource is located
 Risk Register – results of risk analysis and response planning
 Activity Cost Estimates – outlines the cost of the required resources as this impacts selection
 Enterprise Environmental Factors – location, availability, and skills of selected resources

Organizational Process Assets – internal policies and procedures related to hiring, acquisition of
supplies/equipment and lessons learned from previous projects
Estimate Activity Resources – Tools and Techniques



Expert Judgment – a tool widely known and utilized in most areas of project management.
Expert Judgment is necessary to evaluate the resource-related inputs and allows the Project
Manager to use the knowledge and experience of an individual who has done similar activities
necessary for execution of the project.
Alternative Analysis – many activities can have alternative methods of completion. Alternative
Analysis involves the evaluation of different options to execute an activity; a technique to get
resources in a variety of ways to carry out the activity.
Published Estimating Data – routine commercially-available publications of production rates,
unit costs of resources etc.
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 Bottom-up Estimating – estimates are more accurate if work is decomposed into smaller-size
work components. This technique involves estimating resources by totaling the estimates of the
lower-level components of the Work Breakdown Structure. These are rolled up into the overall
project estimate. This technique is not only the most accurate, but also requires the most time.
o Effective bottom-up estimating adheres to these steps:
1. Identify the required activities
2. Estimate the activities in the WBS
3. Recognize activity dependencies
4. Determine the required resources for each activity
5. Establish when the required resources should complete each activity

Project Management Software – this software enables the Project Manager to plan, organize,
and manage resources and develop estimates. Software, such as MS Project ®, has features to
allow Project Managers to estimate resource needs and constraints in order to come up with
the most efficient assignment of resources
Assign Activity Resources
The assignment of activity resources is required for all tasks on the Work Breakdown Structure; effective
assignment should minimize the use of additional resources. A commonly used tool that is used in
Project Management is Matrix-based charts.
Responsibility Assignment Matrix (RAM)
One such tool used to Assign Activity Resources is the Responsibility Assignment Matrix (RAM); this
illustrative grid cross-references team members with the work packages they are to accomplish or are
responsible for. The key purpose of the RAM is to ensure that there is accountability for any activity in
the project.
The following figure is an example of a RAM. Notice all activities or tasks are listed and it clearly outlines
the responsible team member, as well as the team member(s) able to support or assist, thus
establishing accountability.
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Another example of a RAM has delineated the role or responsibility in the following categories:
 Responsible
 Support
 Consult
 Notification
 Approval
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RACI Chart
Project Managers often utilize RACI charts to depict the work to be done, the assigned resources, and
their applicable role designations. A RACI chart is an effective tool to employ when the team is
comprised of internal and external resources, so that there is a well-defined description of roles and
expectations.
The following RACI chart shows the description of the activity, the roles and the expectation of each
resource:
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Key Responsibility Roles in the RACI Chart are defined by Wikipedia as…
Responsible
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The member of the Project Team who does the work to achieve the activity or task
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Accountable
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The one ultimately responsible for the correct and thorough completion of the deliverable or task, and
the one who delegates the work to those responsible
NOTE: There must be only one “accountable” specified for each activity or task
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Consult
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Those whose opinions are sought, typically Subject Matter Experts, and with whom there is two-way
communication
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Inform
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Those individuals who are kept up-to-date on progress, often only on completion of deliverable or task;
and with whom there is just one-way communication
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MS Excel ® templates for RACI Charts can be found at the following link:
http://templatelab.com/raci-chart/#
The following are screen shots of the types of templates available for use. Notice how they clearly
details the role:
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#activity
Test Your Understanding
View the RACI chart below and answer the following questions:
1.
2.
3.
4.
5.
Who delegates the task of analyzing current ordering process?
From which individuals are opinions sought after regarding the training process of participants?
Which activities does the System Administrator have work to perform?
The Process Analyst does work; which tasks must he or she achieve?
What is the role of the Help Desk in reference to the tasks: Define Problem and Install New
Ordering System?
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Which activities does the System Administrator have work to perform?
The Process Analyst does work; which tasks must he achieve?
Responsible - The member of the Project Team who does the work to achieve the activity or task.
#reveal
System Administrator has to complete the task “Install New Ordering System”
The Process Analyst is responsible for the work related to the following tasks: “Define Problem”,
“Analyze Current Ordering Process”, and “Design New Customer Ordering Process”
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Who delegates the task of analyzing current ordering process?
Accountable - The one ultimately responsible for the correct and thorough completion of the
deliverable or task, and the one who delegates the work to those responsible.
#reveal
The Project Manager
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From which individuals are opinions are sought after regarding the training process of participants?
Consult - Those whose opinions are sought, typically Subject Matter Experts, and with whom there is
two-way communication.
#reveal
Process Analysts
Subject Matter Expert
User
/reveal
What the role of the Help Desk in reference to the tasks: Define Problem and Install New Ordering
System?
Inform - Those individuals who are kept up-to-date on progress, often only on completion of deliverable
or task; and with whom there is just one-way communication.
#reveal
Help Desk has the role to “Inform” team members
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/activity
Estimate Activity Resources – Outputs
The following are outputs to Estimate Activity Resources:

Activity Resource Requirements – involves the identification of the types and quantities of
resources required for each activity in a work package. These requirements can vary in level of
detail and level of specificity. An example of an Activity Resource Requirement is:
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 Resource Breakdown Structure (RBS) – the hierarchical representation of the required resources
into function and type used to facilitate planning and controlling schedule.
An example of a RBS is as follows:
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The following MS Word ® document is an example of a RBS that can be used as a template:
RESOURCE_BREAKDO
WN_STRUCTURE.docx

Project Document Updates – this is a frequent output to many project management processes.
Why?
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Project Document Updates are used to reflect adjustments, actions or changes. The updates ensure
that all those involved in the project have a shared understanding of the project as it evolves and
the Project Manager can dependably use the documentation to measure and control the project.
/reveal
Project Documents include, but are not limited to:
 Requirements Traceability Matrix
 Stakeholder Register
 Activity List
 Resource Calendar
#quiz
Test Your Understanding
Indicate which of the following actions are involved in the Estimate Activity Resources process:
Review Schedule Management Plan
#reveal
YES - this is an INPUT to Estimate Activity Resources
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Create Milestones
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NO – the milestone list is an OUTPUT to Define Activities
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Develop Schedule
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NO – this process occurs after Estimate Activity Resources and Estimate Activity Durations
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Create a company calendar identifying working and nonworking days
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YES – this INPUT is a document that details the working days/shift that each resource is available to be
scheduled
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Solicit expert judgment on what resources are needed and available
#reveal
YES - Expert Judgment is necessary to evaluate the resource-related inputs
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Show network dependencies per activity
#reveal
NO – this action occurs in Sequence Activities not Estimate Activity Resources
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Review historical information about the use of resources on similar projects
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YES – Organizational Process Assets supply this information to the Project Manager
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Break the activity down further if the activity is too complex in order to estimate resources
#reveal
YES – this is referred to Bottom-Up Estimating and is a Tool and Technique of Estimate Activity
Resources
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Summary
In order to achieve accurate estimates, Project Managers employ many tools and techniques to
determine the type, quantity and characteristics of resources necessary to complete the activity. These
estimations will enable the Project Manager to commence Estimate Activity Duration. All the actions in
Estimate Activity Resources are reflected in the documentation necessary for managing and controlling
the schedule.
#discussion
If you find you have any questions about any of this, pose your question on the “Questions about Course
Content” discussion forum. Read the forum regularly; you may be able to answer someone else’s
question. Your instructor will also watch the forum and answer your questions there, so everyone can
see the response.
/discussion