PMBOK Resource Management

Project Management PMBOK Resources Team RACI

Overview

The PMBOK Resource Management skill supports the elaboration of documents for the Resource Management knowledge area — identifying, acquiring, and managing the resources needed for successful project completion, including team members, physical resources, equipment, and materials. It covers resource management plans with team acquisition and development strategies, team charters establishing working agreements, RACI matrices ensuring clear accountability, resource requirements linked to WBS work packages, resource breakdown structures, resource calendars with availability windows, team performance assessments, and resource optimization reports using leveling and smoothing techniques.

Getting Started

Upload your WBS, organizational chart, or resource pool information to the workspace and activate the PMBOK Resource Management skill. The agent will ask about the organizational structure (functional, matrix, projectized), resource constraints, and whether physical resources are in scope alongside human resources. It then produces documents ensuring every work package has assigned resources and no single resource is over-allocated beyond their calendar availability.

Example Conversation

Below is an example of a typical session creating a RACI matrix for a product launch project. The agent maps deliverables to roles and flags accountability gaps.

You: I need a RACI matrix for our new product launch. The key deliverables are: market research report, product requirements document, engineering prototype, regulatory submission, packaging design, marketing campaign, sales training, and launch event. The roles involved are: Product Manager, Engineering Lead, Regulatory Affairs, Marketing Director, Sales Director, and the VP of Product (sponsor).
Agent: I’ll build the RACI matrix. Before I assign responsibilities, let me confirm a few things:
Who is Accountable for the engineering prototype — the Engineering Lead or the Product Manager?
Does Regulatory Affairs own the regulatory submission end-to-end, or does someone else approve?
Is the VP of Product Accountable for the overall launch, or Consulted on key decisions?
You: Engineering Lead is Accountable for the prototype. Regulatory Affairs owns the submission but the VP of Product must approve it. VP of Product is Accountable for the overall launch — she’s the final decision-maker.
Agent: Here’s the RACI matrix. Key observations:
Every deliverable has exactly one A (Accountable) — validated
The Product Manager is Responsible for 4 deliverables and Consulted on 3 — heaviest load on the team. Consider whether this is realistic given the timeline
The VP of Product is Accountable for the launch event and Consulted on 5 other deliverables — significant time commitment flagged
Sales Director is only Informed on 3 deliverables and Responsible for 1 (sales training). Consider whether earlier involvement (Consulted) on product requirements and marketing campaign would improve alignment
I’ve added a “Notes” column capturing the rationale for key assignments. The matrix is saved in output/raci_matrix.md.

Document Excerpt

Below is a representative excerpt from a RACI matrix drafted with the skill.

RACI Matrix — Excerpt

Project: Nova Smart Thermostat — Product Launch Version: 1.0 | Date: 2027-02-20

Legend: R = Responsible (does the work) | A = Accountable (approves, one per row) | C = Consulted (provides input) | I = Informed (kept updated)

Deliverable	Product Manager	Engineering Lead	Regulatory Affairs	Marketing Director	Sales Director	VP of Product
Market Research Report	R	I	I	C	C	A
Product Requirements Document	R	C	C	C	I	A
Engineering Prototype	C	R	I	I	I	A
Regulatory Submission	C	C	R	I	I	A
Packaging Design	R	I	C	R	I	A
Marketing Campaign	C	I	I	R	C	A
Sales Training	I	C	I	C	R	A
Launch Event	R	I	I	R	C	A

Observations & Recommendations

#	Observation	Recommendation
1	Product Manager is Responsible for 4 of 8 deliverables	Verify capacity; consider delegating packaging design to Marketing Director with PM as Consulted
2	Sales Director is Informed-only on Product Requirements and Marketing Campaign	Elevate to Consulted on both — early sales input improves market fit and campaign alignment
3	VP of Product is Accountable for all 8 deliverables	Appropriate for sponsor role, but ensure delegation of day-to-day decisions to respective R owners to avoid bottleneck
4	Packaging Design has dual R (Product Manager and Marketing Director)	Clarify split: Product Manager owns functional/regulatory requirements; Marketing Director owns visual design and brand compliance

This excerpt is illustrative. Final content must reflect the specific project’s roles, deliverables, and organizational structure.