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Learn how to plan, acquire, develop, and manage project resources in Waterfall.
Watch PMP Exam Prep video series: https://www.youtube.com/playlist?list=PLaZjaTadwi1sDBAXtUd6JI5_FUsIJjpAT
How do predictive projects ensure the right people and physical resources are available at the right time? In this video, we cover Waterfall Project Resource Management, focusing on how project managers plan resource usage, resolve conflicts, develop teams, and maintain control in structured project environments.
This is the 7th video in our 15-part Waterfall Review & Question series. You’ll learn how tools like the Resource Management Plan, RACI matrix, and resource audits are used, how organizational structures affect authority, and how motivation and conflict resolution theories apply in predictive projects. You’ll then test your understanding with 10 scenario-based practice questions (Questions 61–70) and detailed explanations.
✅ You’ll learn how to:
• Plan and estimate human and physical resource needs
• Use RACI matrices to clarify roles, responsibility, and accountability
• Acquire resources in functional, matrix, and projectized organizations
• Apply team development models such as Tuckman’s Ladder
• Resolve conflict using PMI-preferred techniques like collaboration
• Motivate teams using Maslow, Herzberg, and McGregor theories
• Control physical resources through audits and monitoring
By practicing these questions, you’ll strengthen your ability to manage people, equipment, and materials effectively — a critical knowledge area for the PMP® exam and predictive project success.
Chapters:
0:00 Project Resource Management Overview
3:28 Question 61
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0:00
The topic we'll cover is resource
0:02
management. The processes that ensure
0:04
the project has the right people,
0:06
equipment, and materials available at
0:08
the right time to complete the work
0:10
successfully. In predictive projects,
0:12
resource management begins with plan
0:14
resource management. This process
0:16
defines how resources will be
0:18
identified, acquired, managed, and
0:20
released. The outputs include the
0:22
resource management plan, the team
0:24
charter, and tools such as the
0:26
responsibility assignment matrix, often
0:28
shown as a racy chart, which clarifies
0:30
who is responsible, accountable,
0:32
consulted, and informed for each task.
0:35
Next, you estimate activity resources.
0:38
This step involves quantifying the type
0:40
and amount of labor, equipment,
0:42
materials, and supplies required to
0:44
perform each activity. After estimating,
0:47
you move to acquire resources where you
0:49
secure both human and physical
0:50
resources. This may involve negotiation
0:53
with functional managers, assigning
0:54
available staff, or obtaining resources
0:57
through procurement. Once resources are
0:59
secured, the project manager focuses on
1:01
developing the team. This process builds
1:04
team skills, fosters trust, and improves
1:07
collaboration. The Tuckman ladder
1:09
describes the stages of team
1:10
development: forming, storming, norming,
1:13
performing, and adjourning. The next
1:15
process is manage team which involves
1:18
tracking performance, resolving
1:20
conflicts and giving feedback. The exam
1:23
often tests conflict resolution
1:25
techniques. The options include withdraw
1:28
or avoid which delays dealing with the
1:30
conflict. Smooth or accommodate which
1:33
emphasizes areas of agreement,
1:35
compromise or reconcile, which looks for
1:37
a middle ground, force or direct, which
1:40
is a win-lose approach, and collaborate
1:43
or problem solve, which is PMI's
1:45
preferred method because it seeks a
1:47
win-win outcome.
1:50
In addition to managing people, you must
1:52
also control resources, which is about
1:55
monitoring physical resources such as
1:57
equipment and materials to ensure they
1:59
are used as planned and remain available
2:02
when needed. Understanding
2:04
organizational structures is also
2:06
important for the exam. In a functional
2:08
structure, authority rests with
2:10
department managers and the project
2:12
manager has little influence. In a
2:14
matrix structure, authority is shared
2:16
and can be weak, balanced, or strong
2:18
depending on the organization. In a
2:20
projectized structure, the project
2:22
manager has the highest authority and
2:24
direct control over resources. The exam
2:27
may also test on motivation theories
2:30
that explain how to manage and inspire
2:32
teams. Maslo's hierarchy of needs
2:35
highlights that basic needs must be met
2:38
before higher level motivation occurs.
2:40
Hersburgg's two-factor theory
2:42
distinguishes between hygiene factors
2:44
that prevent dissatisfaction and
2:46
motivators that truly drive
2:48
satisfaction. McGregor's theory X and
2:50
theory Y contrasts a view of workers as
2:53
inherently unmotivated and needing
2:55
direction versus workers as
2:57
self-motivated and seeking
2:58
responsibility.
3:00
So, predictive resource management is
3:02
about planning how resources will be
3:04
managed, estimating and acquiring them,
3:06
developing and managing the team,
3:08
monitoring resource use, and applying
3:10
organizational and motivational theories
3:12
to support project success. Now, we'll
3:15
go through practice questions to test
3:16
your knowledge of resource management
3:18
planning, conflict resolution
3:20
techniques, team development models, and
3:22
motivation theories in predictive
3:24
environments. Let's get into our first
3:26
question on this topic. Question 61. A
3:30
predictive software project is in the
3:32
early planning phase. The project
3:34
manager is preparing a resource
3:35
management plan and wants to ensure role
3:37
clarity and accountability across
3:39
departments. Which of the following
3:41
tools would be most effective for
3:43
achieving this? A organizational
3:46
breakdown structure OBS. B
3:49
responsibility assignment matrix RECI
3:52
C resource histogram. D staffing
3:56
management plan. You can pause the video
3:59
here if you need more time to work on
4:01
the question. The correct answer is B.
4:04
This question tests your knowledge of
4:06
resource management tools, particularly
4:08
how to promote clarity in roles and
4:10
responsibilities within a predictive
4:12
project environment. Choice B is the
4:15
best option because the responsibility
4:17
assignment matrix clearly defines who is
4:19
responsible, accountable, consulted, and
4:22
informed for each task or deliverable.
4:24
It's especially helpful in crossf
4:26
functional environments to reduce
4:28
ambiguity and improve coordination.
4:31
Choice A is incorrect. The
4:33
organizational breakdown structure shows
4:35
departments or units and their
4:37
connection to project work, but it
4:39
doesn't explicitly define individual
4:41
roles or accountability. Choice C is
4:44
incorrect. A resource histogram displays
4:47
resource usage over time. Useful for
4:49
capacity planning, not defining roles or
4:52
responsibilities.
4:54
Choice D is incorrect. The staffing
4:56
management plan outlines how resources
4:58
will be acquired, developed, and
5:00
released, but it lacks the visual
5:02
clarity of responsibility assignments
5:04
like a racy matrix. Let's move on to the
5:06
next question if you're ready. Question
5:09
62. A project manager is preparing the
5:12
schedule for a predictive product
5:14
launch. During planning, the team
5:16
identifies a complex work package that
5:18
requires specialized testing, but there
5:20
is uncertainty about the exact resource
5:23
needs. What should the project manager
5:25
do to estimate the activity resources?
5:28
A. Consult historical data from previous
5:31
projects and apply expert judgment to
5:33
forecast resource needs. B. Engage with
5:37
functional managers to assign available
5:39
resources and monitor utilization during
5:41
execution. C. Use analogous estimating
5:45
base on a similar project and update the
5:48
estimates once more details are known.
5:50
D. Apply resource smoothing techniques
5:52
to reduce the resource variability
5:54
across the project phases. You can pause
5:57
the video here if you need more time to
5:59
work on the question. The correct answer
6:02
is a. This question tests your
6:04
understanding of how to estimate
6:06
activity resources in predicted
6:08
projects, especially when uncertainty
6:10
exists during the planning phase. It
6:12
focuses on selecting the most effective
6:13
approach to forecasting resource needs
6:16
using available data and tools. Choice A
6:19
is the best option because using
6:21
historical data and expert judgment is a
6:23
recommended practice when estimating
6:25
resources in predictive environments.
6:27
This ensures a datainformed and
6:29
experience-based forecast which is
6:31
critical when specialized tasks are
6:33
involved. Choice B is incorrect. While
6:36
involving functional managers is
6:38
appropriate for acquiring resources,
6:40
assigning and monitoring during
6:41
execution does not address the need for
6:43
estimating during planning. Choice C is
6:46
incorrect. Analogous estimating may
6:49
work, but deferring updates until later
6:51
phases creates risk. Predictive planning
6:54
emphasizes upfront accuracy. Choice D is
6:57
incorrect. Resource smoothing is a
6:59
schedule optimization technique, not a
7:01
resource estimation tool. It's used
7:03
after estimates have been created, not
7:05
as a method for developing them. Let's
7:08
move on to the next question if you're
7:09
ready. Question 63. A predictive
7:13
engineering project is in the initiation
7:16
phase. The project manager is developing
7:18
the resource management plan, but learns
7:20
that several key technical experts are
7:22
assigned to other high priority
7:24
initiatives. What should the project
7:26
manager do to acquire the necessary
7:28
resources? A. Meet with the project
7:31
sponsor to elevate the resource
7:33
constraints and seek prioritization.
7:35
B. Collaborate with functional managers
7:38
to clarify availability and agree on
7:40
resource commitments. C. Adjust the
7:43
resource plan to focus on currently
7:45
available personnel to avoid delays. D.
7:48
Submit a formal staffing request to the
7:51
PMO for assistance in resolving the
7:53
conflict. You can pause the video here
7:55
if you need more time to work on the
7:57
question. The correct answer is B. This
8:01
question tests your ability to navigate
8:03
resource conflicts in a predictive
8:06
project operating in a matrix
8:08
environment, a common situation on the
8:10
PMP exam. It evaluates how well you
8:13
engage the right stakeholders while
8:15
maintaining project performance. Choice
8:18
B is the best option because in a matrix
8:20
structure, the project manager does not
8:22
directly control resources.
8:24
Collaborating with functional managers
8:26
ensures the project stays aligned with
8:28
staffing realities while maintaining
8:30
professional relationships.
8:32
Choice A is incorrect. While escalation
8:35
might work eventually, it's premature.
8:38
PMI encourages resolving conflicts at
8:41
the lowest level through collaboration
8:43
first. Choice C is incorrect. While this
8:46
may help maintain momentum, it risks
8:48
misalignment between resources and the
8:50
scope that actually needs expert input.
8:53
Choice D is incorrect. Although
8:56
submitting a request through the PMO
8:58
sounds process compliant, it lacks the
9:01
stakeholder engagement necessary for
9:02
effective resolution in a matrix
9:04
environment. Let's move on to the next
9:07
question if you're ready. Question 64. A
9:10
predictive government project is in the
9:12
early execution phase. Team members are
9:15
debating how to approach technical
9:16
decisions, voicing frustration about
9:18
unclear processes, and occasionally
9:20
questioning each other's roles. The
9:22
project manager observes tension and
9:24
reduce collaboration. Which stage of
9:27
team development does this most likely
9:29
represent and what should the project
9:30
manager do? A storming support open
9:34
discussion and help the team clarify
9:36
roles and processes. B forming delegate
9:39
tasks quickly to accelerate team
9:41
performance.
9:43
C norming encourage the team to resolve
9:45
issues independently to build trust. D
9:48
performing shift focus toward continuous
9:51
improvement and self-management. You can
9:53
pause the video here if you need more
9:56
time to work on the question. The
9:58
correct answer is A. This question tests
10:01
your understanding of Tuckman's ladder
10:03
of team development, a key team
10:05
development model often applied in
10:07
predictive projects. It also evaluates
10:09
your ability to recognize behavioral
10:11
cues and take the right leadership
10:13
approach during early execution. Choice
10:16
A is the best option because the
10:18
symptoms tension, confusion, push back,
10:21
and lack of alignment are classic
10:23
indicators of the storming stage. During
10:25
this phase, the project manager should
10:27
promote open discussion, clarify
10:29
expectations, and guide the team toward
10:32
shared understanding. Choice B is
10:34
incorrect. Delegating quickly in the
10:37
forming stage may backfire if the team
10:39
hasn't yet built trust or clarified
10:42
roles. Choice C is incorrect. In the
10:44
norming stage, teams begin to
10:46
self-organize, but the question
10:48
indicates that trust and role clarity
10:50
haven't yet been achieved. Choice D is
10:52
incorrect. Performing teams are high
10:55
functioning with minimal conflict and
10:57
strong autonomy, not the case described
11:00
here. Let's move on to the next question
11:03
if you're ready. Question 65.
11:06
Two experienced team members on a
11:08
predictive project are in conflict over
11:10
how to implement a key requirement. The
11:13
disagreement is causing tension during
11:14
meetings and slowing progress. As the
11:17
project manager, what should you do? A,
11:20
meet with each individual privately to
11:22
understand their perspectives and reduce
11:23
friction. B, pause the discussion and
11:26
ask both team members to submit written
11:29
proposals for review. C, facilitate a
11:32
structured discussion to reach a
11:34
mutually beneficial solution. D. Refer
11:37
the issue to the functional manager
11:39
since both team members report to them.
11:42
You can pause the video here if you need
11:44
more time to work on the question. The
11:46
correct answer is C. This question tests
11:50
your understanding of conflict
11:51
resolution strategies in a predictive
11:53
environment, especially when managing
11:56
interpersonal disagreements between
11:58
skilled team members. PMI strongly
12:01
favors the collaborate/prosolve
12:04
approach because it aims for consensus
12:06
and long-term resolution rather than
12:09
short-term fixes or avoidance. Choice C
12:12
is the best option because it reflects
12:13
the collaborate problem solving
12:15
technique. A structured, inclusive
12:17
approach that leads to commitment and
12:19
shared ownership. It's especially
12:21
important in predictive projects where
12:23
trust and clarity among team members
12:25
drive execution quality. Choice A is
12:28
incorrect. While understanding
12:30
perspectives is useful, handling the
12:33
conflict privately may delay resolution
12:36
and limit transparency. This is closer
12:38
to smooth or accommodate, which doesn't
12:41
address root causes. Choice B is
12:44
incorrect. Asking for written proposals
12:46
delays conflict resolution and may
12:49
escalate tensions. It leans toward
12:51
avoidance and reduces face-to-face
12:53
collaboration.
12:54
Choice D is incorrect. In predictive
12:57
environments, especially when the
12:58
project manager has formal authority,
13:00
escalating to functional management
13:02
should be a last resort. It avoids
13:04
responsibility and can damage team
13:06
dynamics. Let's move on to the next
13:08
question if you're ready. Question 66.
13:12
Midway through a predictive construction
13:14
project, the project manager learns that
13:16
several critical pieces of equipment
13:18
reserved for an upcoming phase are no
13:20
longer available due to internal
13:22
reallocation by another department. What
13:25
should the project manager do first? A.
13:28
Initiate a negotiation with a department
13:30
that reassigned the equipment to recover
13:32
what was lost.
13:33
B. Conduct a physical resource audit and
13:36
compare availability to the resource
13:38
management plan. C. Submit a change
13:41
request to extend the schedule based on
13:43
the anticipated delay. D. Contact
13:46
procurement to immediately source
13:47
replacement equipment from external
13:49
vendors. You can pause the video here if
13:52
you need more time to work on the
13:54
question. The correct answer is B. This
13:57
question tests your understanding of
13:59
resource control in predictive project
14:01
environments. specifically the need to
14:04
monitor actual usage of physical
14:06
resources against the resource
14:08
management plan. Choice B is the best
14:10
option because conducting a resource
14:12
audit ensures the project manager first
14:15
verifies what is truly available and
14:17
compares it against what was planned.
14:19
This is essential before taking
14:21
corrective actions. In PMI's approach,
14:24
monitoring precedes escalation or
14:27
change. Choice A is incorrect.
14:30
Negotiating may ultimately be needed,
14:32
but acting before confirming the current
14:34
resource status could lead to
14:36
misalignment or wasted effort. It's a
14:39
reactive step without baseline
14:41
verification. Choice C is incorrect.
14:45
Submitting a change request at this
14:47
stage is premature. Change control is
14:49
necessary only after confirming a
14:52
variance exists and understanding its
14:54
impact on the schedule or scope. Choice
14:57
D is incorrect. Going to procurement
15:00
immediately assumes replacement is
15:02
needed without validation. This risks
15:04
unnecessary spending and may not be
15:06
aligned with the original plan. Let's
15:09
move on to the next question if you're
15:10
ready. Question 67. During a status
15:14
review meeting on a predictive project,
15:16
two team members both claim they were
15:18
responsible for a failed deliverable,
15:21
but neither is clear who is ultimately
15:23
accountable. The client is dissatisfied
15:25
and the team's trust has been impacted.
15:28
What should the project manager do next?
15:32
A. Clarify who is accountable for the
15:34
deliverable and ensure the team aligns
15:36
on roles. B. Schedule a lessons learned
15:39
session to prevent similar issues in
15:41
future phases. C. Update the project
15:44
schedule to reflect the delay caused by
15:46
the confusion. D. Review the documented
15:50
role definitions in the resource
15:52
management plan for needed adjustments.
15:54
You can pause the video here if you need
15:56
more time to work on the question. The
15:58
correct answer is A. This question tests
16:02
your ability to interpret and act on
16:04
responsibility assignment issues using a
16:06
racy matrix in a predictive environment.
16:09
When confusion exists over who is
16:10
responsible versus accountable, the
16:13
project manager must immediately clarify
16:15
ownership to avoid further breakdowns.
16:18
Choice A is the best option because it
16:20
addresses the core problem, unclear
16:22
accountability. In a racy matrix, each
16:24
task or deliverable must have a single
16:27
accountable party. Clarifying this
16:29
ensures future alignment and restores
16:31
confidence in team roles. Choice B is
16:34
incorrect. While a lessons learned
16:36
session is valuable, it happens later in
16:39
the project and doesn't resolve the
16:41
immediate role confusion. It's a
16:43
reactive measure, not a corrective
16:45
action. Choice C is incorrect. Updating
16:48
the schedule only records the impact of
16:51
the issue. It doesn't resolve the root
16:53
cause. The confusion over accountability
16:55
must be clarified first before adjusting
16:58
project timelines. Choice D is
17:00
incorrect. Reviewing documented roles
17:02
may be useful as a follow-up, but it
17:05
does not directly resolve who is
17:07
currently accountable for the failed
17:08
deliverable. The project manager needs
17:11
to take immediate action with the team.
17:13
Let's move on to the next question if
17:15
you're ready. Question 68. A project
17:19
manager is leading a predictive project
17:21
within a functional organization. One
17:24
team member has been reassigned to a
17:26
different initiative without consulting
17:28
the project manager affecting the
17:30
project schedule. What should the
17:32
project manager do next? A. Notify the
17:35
project sponsor to ensure support for
17:38
resource recovery. B. Reassign tasks
17:41
among remaining team members to maintain
17:44
delivery timelines.
17:46
C. Submit a formal change request to
17:48
document the reduction in available
17:50
resources. D. Consult the functional
17:53
manager to assign resources based on
17:55
departmental availability. You can pause
17:57
the video here if you need more time to
17:59
work on the question. The correct answer
18:02
is D. This question tests your
18:05
understanding of authority and
18:06
decision-making roles in a functional
18:09
organizational structure. In predictive
18:11
projects run under functional reporting
18:13
lines, project managers have limited
18:15
authority over staff. Resource
18:17
assignments typically fall under the
18:20
control of functional managers. Choice D
18:23
is the best option because in a
18:25
functional organization, the project
18:26
manager must work through the functional
18:29
manager to assign or recover team
18:31
resources. This aligns with PMI's
18:33
expectations for resource coordination
18:35
in predictive environments. Choice A is
18:39
incorrect. While sponsor support may
18:41
help if resource conflicts persist,
18:43
escalating immediately bypasses the
18:46
functional manager and skips proper
18:48
channels. Choice B is incorrect.
18:51
Reassigning tasks without addressing the
18:53
root cause of the resource loss could
18:55
lead to further imbalance or overloading
18:57
the team. Choice C is incorrect. A
19:00
change request may be appropriate if the
19:03
issue cannot be resolved, but first the
19:05
project manager should follow internal
19:07
processes to try and recover the
19:10
resource through the functional manager.
19:12
Let's move on to the next question if
19:14
you're ready. Question 69. A project
19:17
manager notices that team members are
19:19
increasingly disengaged despite the
19:21
project staying on schedule. Exit
19:23
interviews reveal no major conflicts or
19:25
pay issues, but employees report feeling
19:28
that their work lacks purpose and
19:30
recognition. Based on Hzburg's
19:32
motivation theory, what should the
19:34
project manager do? A. Emphasize job
19:37
security and salary stability to improve
19:40
morale. B. Address underlying work
19:42
conditions to remove dissatisfaction and
19:45
enable motivators.
19:47
C. Rotate team members across different
19:49
tasks to create variety and reduce
19:51
boredom.
19:52
D. Provide mandatory professional
19:55
development courses to improve skill
19:57
alignment. You can pause the video here
20:00
if you need more time to work on the
20:02
question. The correct answer is B. This
20:05
question tests your knowledge of
20:06
Hersburgg's two-factor theory, which
20:08
separates factors that eliminate
20:10
dissatisfaction, hygiene factors, from
20:12
those that truly motivate motivators.
20:15
Just removing problems doesn't increase
20:18
satisfaction. You need to add elements
20:20
that create meaning, recognition, and
20:23
growth. Choice B is the best option
20:25
because it reflects Herzburg's dual
20:27
approach. Fix the environment if needed,
20:30
but also create purpose and recognition
20:32
to spark intrinsic motivation. The key
20:35
is enabling motivators like achievement,
20:37
responsibility, and growth. Choice A is
20:40
incorrect. Salary and job security are
20:43
hygiene factors. Improving them may
20:45
reduce complaints but won't create
20:47
engagement or satisfaction.
20:50
Choice C is incorrect. Task rotation may
20:53
address boredom, but it's not tied
20:54
directly to Herzburg's motivators unless
20:57
it includes meaningful work or
20:59
ownership. Choice D is incorrect.
21:02
Mandatory development may not address
21:04
the core issue. Training should be
21:06
aligned with personal growth and
21:08
autonomy to act as a true motivator.
21:12
Let's move on to the next question. If
21:13
you're ready. Question 70. A project
21:17
manager is leading a predictive project
21:20
with team members distributed across
21:22
multiple time zones. Recently, the team
21:24
has encountered missed handoffs and
21:26
inconsistent understanding of
21:28
requirements. What is the most
21:30
appropriate action the project manager
21:33
should take? A. Establish clear
21:35
communication protocols and ensure
21:37
access to project documentation. B.
21:40
implement overlapping work hours and
21:43
require all team members to attend
21:44
scheduled meetings. C. Assign regional
21:48
leads to manage communication within
21:50
their zones and report updates to the
21:52
project manager. D. Increase the use of
21:55
instant messaging and informal chats to
21:57
improve responsiveness. You can pause
22:00
the video here if you need more time to
22:02
work on the question. The correct answer
22:04
is A. This question tests how to manage
22:07
virtual teams in a predictive project
22:09
where structure, documentation, and
22:11
formal communication are key. Unlike
22:14
agile environments that favor
22:15
flexibility, predictive projects require
22:17
predefined plans and controlled flows of
22:20
information. Choice A is the best option
22:22
because it reflects PMI's best
22:24
practices, establishing formal
22:26
communication expectations, setting
22:28
protocols for asynchronous
22:29
collaboration, and ensuring team members
22:32
have access to accurate and up-to-date
22:33
project documentation. Choice B is
22:36
incorrect. Forcing all team members into
22:39
overlapping hours may lead to burnout,
22:41
particularly in global teams. It's not
22:44
always feasible and doesn't address the
22:46
root cause, which are unclear processes
22:49
and documentation gaps. Choice C is
22:52
incorrect. While regional leads may
22:54
sound helpful, this creates unnecessary
22:56
hierarchy and risks filtering or
22:59
misinterpreting communication. It adds
23:01
complexity and undermines centralized
23:03
control in predictive environments.
23:06
Choice D is incorrect. Informal chats
23:08
can help with quick clarifications, but
23:10
relying on them for critical handoffs
23:12
and requirements introduces
23:14
inconsistency and reduces traceability,
23:17
something predictive projects depend on.
23:20
Awesome work completing all 10 questions
23:22
on resource management in waterfall
23:24
projects. This brings you to 70 PMP
23:27
questions mastered so far. Every
23:29
question you tackle brings you one step
23:31
closer to exam success. If you found
23:33
this helpful, be sure to like the video
23:35
and subscribe to PM Aspirant for more
23:37
PMP prep content. When you're ready,
23:40
I'll see you in the next topic.