Organizational Resource Management Trends in Project Management

PMBOK v8 Definition

Organizational resource management trends refer to the adoption of resource-related methods, tools, and techniques by the performing organization that the project manager must identify and adapt to the project. Due to the scarce nature of critical resources, several industry trends have become popular, including lean management, just-in-time manufacturing, Kaizen, total productive maintenance, and theory of constraints. A project manager should determine if the performing organization has adopted one or more of these methods and adapt them to the project accordingly.

Why It Matters for the Exam

This concept appears frequently in PMI exam questions about tailoring project processes and adapting to organizational environments. Questions typically present scenarios where the project manager must recognize which resource management philosophy the organization uses and apply it correctly to project planning and execution decisions.

Key Points to Remember (for the exam)

• Industry Context Driver: The scarce nature of critical resources is the primary reason organizations adopt these resource management trends
• Key Methods to Recognize: Lean management, just-in-time manufacturing, Kaizen, total productive maintenance (TPM), and theory of constraints (TOC)
• Project Manager Action: Determine if the performing organization has adopted these methods → adapt them to the project
• Common Application: Lean methods are used to control costs and meet schedule demands (tested in scenario questions)
• Organizational Influence: Organizational governance structures and leadership style must be recognized and reflected in the team's leadership
• Process Tailoring: Too few processes = ineffective management; too many processes = costly and wasteful
• Resource Strategy: Plan Sourcing Strategy considers organizational culture, specialized skills, resource capacity, risk, and value proposition

Typical PMI Exam Example

A project manager joins a manufacturing company that uses just-in-time inventory management. The project requires specialized components. What should the project manager do first? → Determine if the organization's just-in-time methods should be adapted to the project's resource acquisition approach, considering the scarce nature of critical resources and the need to control costs while meeting schedule demands.

PMI Exam Traps

• Trap: Confusing "lean management" with "reducing project scope"

  • Reality: Lean management focuses on eliminating waste in resource utilization, not reducing project deliverables

• Trap: Assuming all organizations use the same resource management methods

  • Reality: The project manager must first determine which methods the performing organization has adopted before adapting them

• Trap: Thinking resource management trends apply only to manufacturing projects

  • Reality: These methods apply across industries where resources are scarce, including service and technology projects

• Trap: Confusing "tailoring" with "ignoring organizational methods"

  • Reality: The project manager adapts organizational methods to the project, not abandons them

Important PMI Connections

Quick Review Questions

1. A project manager discovers the performing organization uses Kaizen methods. What should the project manager do with this information?

2. What is the primary driver that leads organizations to adopt lean management, just-in-time manufacturing, or theory of constraints?

3. During which process does the project manager decide whether to use internal or external resources, considering organizational culture and specialized skills?

4. What are three potential consequences of failing to acquire necessary resources for a project?

5. How does the number of project team members affect the rigor and number of processes required?

PMBOK v8 Reference

Section 2.6 - Organizational Governance Structures and Industry Context (Resource Management Trends)