---
skill_id: SKL-05-08
name: Control Resources
pack: 05 — Monitoring and Controlling
version: 1.1.0
status: Active · Tested
source_type: PMI-derived
authority: PMI-derived
pmbok8_anchor: Process-Groups §7.8 · Figure 7-15 · Figure 7-16
performance_domains:
- Delivery
- Measurement
focus_area: Monitoring and Controlling
primary_artifact: A17 — Work Performance Information (resource section)
artifacts_updated:
- A12 — Change Requests
- A18 — Issue Log
- A19 — Risk Register
- A21 — Lessons Learned Register
upstream_prerequisites:
- SKL-04-03
downstream_skills:
- SKL-05-02
file_path: skills/05-monitoring-controlling/SKL-05-08-control-resources.md
tests: 5
last_updated: '2026-06-03'
lifecycle_applicability:
- predictive
- adaptive
- hybrid
lifecycle_notes: Universal process applicable across all lifecycle models with appropriate
  tailoring.
---

# SKL-05-08 — Control Resources

**Skill ID:** SKL-05-08  
**Canonical Title:** Control Resources  
**Pack:** 05 — Monitoring and Controlling  
**Version:** 1.1.0  
**Status:** Active · Tested  
**Source Type:** PMI-derived  
**File Path:** `skills/05-monitoring-controlling/SKL-05-08-control-resources.md`  
**Authority:** Process Groups: A Practice Guide §7.8 · Figure 7-15 · Figure 7-16  
**Last Updated:** 2026-06-03

---

## 1. Purpose

Control Resources is the process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual utilization of resources and taking corrective action as necessary. Its key benefit is ensuring that the assigned resources are available to the project at the right time, in the right place, and are released when no longer needed. This process is performed throughout the project.

Control Resources focuses exclusively on **physical resources** — equipment, materials, facilities, and infrastructure. Team members are addressed in the Manage Team process (SKL-04-05). The process must be performed continuously in all project phases to prevent resource-driven schedule and cost impacts.

---

## 2. Scope

This skill covers:
- Monitoring resource expenditures against the resource management plan
- Identifying and addressing resource shortages or surpluses in a timely manner
- Ensuring resources are used and released according to plan and project needs
- Informing appropriate stakeholders of resource-related issues
- Influencing the factors that create resource utilization changes
- Managing actual resource changes as they occur
- Performing alternatives analysis and cost-benefit analysis on resource options
- Applying negotiation and influencing to resolve resource availability issues
- Raising change requests for resource-driven baseline impacts
- Updating resource documents and logs

This skill does **not** cover:
- Team member management — that is SKL-04-05
- Acquiring physical resources — that is SKL-04-03
- Planning resource requirements — that is SKL-03-15 through SKL-03-16
- Approving resource-driven baseline changes — that is SKL-05-02

---

## 3. PMBOK Anchor

| Field | Value |
|-------|-------|
| **Process** | Control Resources |
| **Guide Section** | Process Groups §7.8 |
| **Figure** | Figure 7-15 — I/T/O · Figure 7-16 — Data Flow Diagram |
| **Performance Domain** | Delivery · Measurement |
| **Focus Area** | Monitoring and Controlling |
| **Primary Outcome** | Work performance information · Change requests · Updated resource documents |

**PMI definition (paraphrased):** Control Resources ensures physical resources are available as planned and monitors planned vs. actual utilization, taking corrective action as necessary. The process concerns equipment, materials, facilities, and infrastructure — not team members.

---

## 4. What Control Resources Is Concerned With

Process Groups §7.8 states that Control Resources is concerned with:
- Monitoring resource expenditures
- Identifying and dealing with resource shortage/surplus in a timely manner
- Ensuring that resources are used and released according to plan and project needs
- Informing appropriate stakeholders if any issues arise with relevant resources
- Influencing the factors that can create resource utilization changes
- Managing the actual changes as they occur

> Any changes needed to the schedule or cost baselines can be approved only through the Perform Integrated Change Control process (SKL-05-02).

---

## 5. Roles

### 5.1 Project Manager
Owns resource control. Reviews actual vs. planned resource utilization at each cycle. Decides corrective actions. Raises change requests when resource issues affect schedule or cost baselines.

### 5.2 Resource Manager or Procurement Lead
Monitors physical resource availability, delivery schedules, and utilization rates. Coordinates with suppliers and vendors. Reports resource variances to the project manager.

### 5.3 Work Package Owners
Report actual resource consumption against their work packages. Flag shortages, surplus, and delivery delays early.

### 5.4 Contracts/Procurement Team
Manages vendor and supplier agreements related to physical resources. Escalates contract performance issues that affect resource availability.

### 5.5 Sponsor
Receives escalated resource exception reports when resource constraints cannot be resolved within the project manager's authority.

---

## 6. Inputs

Process Groups Figure 7-15 identifies:

| Input | Artifact | Role in This Skill |
|-------|----------|--------------------|
| **Resource management plan** | A25 / A14-linked | Defines resource control procedures, utilization thresholds, and reporting requirements |
| **Issue log** | A18 | Existing resource-related issues requiring monitoring and resolution |
| **Lessons learned register** | A21 | Historical resource performance patterns informing current control decisions |
| **Physical resource assignments** | A25 resource records | Identifies which physical resources are assigned to which activities |
| **Project schedule** | A15 | Provides timing of when resources are needed; basis for planned vs. actual comparison |
| **Resource breakdown structure** | A25 / A14-linked | Hierarchical breakdown of resource categories for monitoring and reporting |
| **Resource requirements** | A25 / planning outputs | The original resource demand that actual utilization is compared against |
| **Risk register** | A19 | Resource-related risks that may affect availability or utilization |
| **Work performance data** | Executing outputs | Actual resource usage data collected during execution |
| **Agreements** | Procurement records | Supplier and vendor contracts that define resource delivery commitments |
| **Organizational process assets** | OPA / A05 | Resource control templates, historical utilization data, procurement procedures |

---

## 7. Tools and Techniques

Process Groups Figure 7-15 names:

### 7.1 Data Analysis

**Alternatives analysis:**  
Evaluates different options for resolving resource shortages or optimizing utilization — e.g., substitute materials, alternative suppliers, different equipment specifications, internal vs. external sourcing.

**Cost-benefit analysis:**  
Evaluates the financial tradeoffs between resource alternatives — e.g., cost of expedited delivery vs. cost of schedule delay; cost of substitution vs. original specification.

**Performance reviews:**  
Compares actual resource utilization to the resource management plan. Identifies over-allocation, under-utilization, delivery delays, and quality issues with received materials.

**Trend analysis:**  
Examines resource utilization trends over time to project future availability and demand patterns.

### 7.2 Problem Solving
A structured approach to diagnosing the root cause of resource issues and identifying sustainable solutions — as opposed to applying quick fixes that may recur.

### 7.3 Interpersonal and Team Skills

**Negotiation:**  
Used to resolve resource conflicts between the project and functional managers, competing projects, or suppliers — particularly when resources are scarce or shared.

**Influencing:**  
Used to obtain resource commitments or cooperation from parties over whom the project manager has no direct authority.

### 7.4 Project Management Information System (PMIS)
Used to track actual resource utilization against plan, generate resource performance reports, and support resource allocation decisions.

---

## 8. Resource Control Rules

### Rule 1 — Physical resources only; team members are addressed separately
Control Resources governs equipment, materials, facilities, and infrastructure. Do not conflate this with team performance monitoring, which belongs to SKL-04-05.

### Rule 2 — Resources must be assigned and released at the right time
Early acquisition consumes cost and storage. Late acquisition delays schedule. Both are waste. The control objective is precision: right resource, right place, right time.

### Rule 3 — Shortages and surpluses require timely action
A resource shortage left unaddressed becomes a schedule delay. A persistent surplus consumes budget. Both must be identified and acted on at the earliest possible cycle.

### Rule 4 — Any baseline changes require formal approval
Resource-driven changes to the schedule or cost baseline cannot be applied informally. All such changes must go through A12 and SKL-05-02.

### Rule 5 — Supplier performance must be monitored against agreements
Vendor and supplier contracts define delivery commitments. Non-performance must be identified early, addressed through the contract terms, and logged in A18 and A19.

---

## 9. Step-by-Step Instructions

### Step 1 — Collect Actual Resource Utilization Data
Gather actual resource usage data from work package owners, site supervisors, procurement records, and inventory systems. Compare actual consumption to the planned resource requirements and schedule.

### Step 2 — Identify Variances
For each resource category, identify:
- Is actual utilization above or below plan?
- Are delivery schedules being met?
- Are there quality issues with received materials or equipment?
- Are any resources at risk of not being available when needed?

### Step 3 — Perform Performance Reviews
Conduct structured reviews comparing actual vs. planned utilization by work package, resource category, and time period. Calculate utilization rates and variance percentages.

### Step 4 — Perform Trend Analysis
Review utilization trends across multiple cycles. Identify patterns that predict future shortages, surpluses, or delivery risks before they become critical.

### Step 5 — Evaluate Corrective Options
For identified variances, evaluate:
- Can shortages be addressed through alternative suppliers or substitute materials?
- Can surpluses be released early or redirected to other work packages?
- Is rescheduling or re-sequencing feasible to align with resource availability?
- Do agreements need to be invoked or renegotiated?

### Step 6 — Apply Negotiation and Influencing
Where resources are constrained by organizational or supplier factors, negotiate for priority access or additional allocation. Use influencing with resource owners and functional managers as needed.

### Step 7 — Update Documents
Update physical resource assignments, resource breakdown structure, issue log, lessons learned, and risk register to reflect current resource status and any new resource-related risks.

### Step 8 — Raise Change Requests
For any corrective action that affects the schedule baseline, cost baseline, or resource management plan, raise A12 and route to SKL-05-02. Do not apply baseline changes without approval.

### Step 9 — Report Resource Performance
Include planned vs. actual utilization by key resource category, variance summary, corrective actions in progress, and supplier performance status in A17.

---

## 10. Outputs

Process Groups Figure 7-15 identifies:

| Output | Artifact | Content |
|--------|----------|---------|
| **Work performance information** | A17 | Actual vs. planned utilization, shortage/surplus flags, supplier performance, corrective actions |
| **Change requests** | A12 | Corrective actions requiring schedule baseline, cost baseline, or resource management plan updates |
| **Project management plan updates** | Resource management plan · Schedule baseline · Cost baseline | Updated when approved resource changes affect these components |
| **Project document updates** | Assumption log · A18 issue log · A21 lessons learned · Physical resource assignments · Resource breakdown structure · A19 risk register | Reflect current resource status, new issues, and learning |

---

## 11. Decision Logic

| Condition | Action |
|-----------|--------|
| Utilization within tolerance, no delivery issues | Update records, report status, continue monitoring |
| Minor shortage, alternative available | Evaluate alternatives analysis; apply corrective action within authority; update A18 |
| Major shortage, no alternative, schedule impact | Raise A12 for schedule and/or cost baseline change; escalate to sponsor |
| Surplus resource | Evaluate early release; update physical resource assignments; assess cost recovery |
| Supplier delivery missed | Invoke contract terms; log in A18; assess schedule impact; raise A12 if baseline affected; update A19 |
| Quality issue with received material | Raise A18 issue; evaluate substitution options; raise A12 if baseline affected |

---

## 12. Tailoring Guidance

| Context | Guidance |
|---------|----------|
| **Small project** | Informal resource tracking; utilization reviewed at status meetings; simplified resource log |
| **Construction or engineering project** | Formal material delivery tracking; milestone-based resource release; site utilization reports |
| **IT or software project** | Physical resources typically limited to infrastructure and equipment; focus on hardware delivery and environment readiness |
| **Adaptive project** | Physical resource needs assessed each iteration; sprint planning drives short-cycle resource demand forecasting |

---

## 13. Failure Cases

| Failure Mode | Consequence | Prevention |
|-------------|-------------|-----------|
| Shortage identified too late | Schedule delay already locked in by the time corrective action is possible | Rule 3: Early identification — review every cycle |
| Team performance conflated with physical resource control | Confusion between SKL-04-05 and SKL-05-08 responsibilities | Rule 1: Physical resources only in this skill |
| Supplier non-performance not logged in A18/A19 | Pattern goes untracked; contract remedies not invoked timely | Rule 5: Supplier performance monitored against agreements |
| Baseline changed without A12 | Unauthorized revision; governance failure | Rule 4: All baseline changes require formal approval |

---

## 14. Tests

| Test | Assertion | Pass | Fail |
|------|-----------|------|------|
| T-1 | Actual vs. planned utilization reviewed this cycle | Performance review documented with comparison data | No utilization review evidence |
| T-2 | Shortages or surpluses identified and actioned | A18 or corrective action log shows resource issue response | Variances noted but no action recorded |
| T-3 | Supplier delivery performance assessed against agreements | Delivery status vs. contract milestones documented | No supplier performance review |
| T-4 | Change requests raised for resource-driven baseline changes | A12 shows CR for any schedule or cost baseline impact | Baseline changed without A12 record |
| T-5 | Resource documents updated this cycle | Physical resource assignments and RBS reflect current status | Resource documents unchanged from prior cycle |

---

## 15. Dependency Chain

```text
UPSTREAM
SKL-03-15 through SKL-03-16 — Plan and Estimate Resources
SKL-04-03 — Acquire Resources (physical resources are being used)
A25 — Resource management plan and physical resource assignments
A15 — Project schedule (resource timing)
A16 — Cost baseline (resource cost tracking)

CURRENT SKILL
SKL-05-08 — Control Resources

DOWNSTREAM
A17 — Work performance information (resource section)
A12 — Change requests for resource-driven corrective actions
SKL-05-02 — Perform Integrated Change Control
A18 — Issue log updated with resource issues
A19 — Risk register updated with resource-related risks
A21 — Lessons learned updated
```

---

## 16. Examples

### Example A — Material Delivery Delay
At week 7, the structural steel delivery for a construction project is delayed by 12 days due to a supplier production issue. Performance review shows this activity is on the critical path with zero float. The project manager evaluates two alternatives: expedited delivery from the original supplier (+$8,200) vs. partial delivery from an alternate local supplier at a higher unit cost (+$11,400). The expedited delivery option is selected. A12 is raised for the cost impact, and A19 is updated with a residual risk for a second potential delay in the secondary delivery.

### Example B — Equipment Over-Utilization
At month 3 of a facilities project, trend analysis shows that the primary excavator has been operating at 112% of planned utilization for three consecutive weeks. Root cause analysis identifies that two work packages have overlapping equipment demands that were not flagged in the resource management plan. The project manager negotiates a one-week loan of an excavator from a parallel project. The resource plan is updated and A12 is raised for the associated rental cost.

---

## 17. Primary References

| Reference | Alias | Section | Purpose |
|-----------|-------|---------|---------|
| Process Groups: A Practice Guide | Process-Groups | §7.8, Figure 7-15, Figure 7-16 | Core process definition, I/T/O, data flow, scope of physical resources |
| PMBOK Guide, Eighth Edition | PMBOK8 | Delivery domain · Measurement domain | Resource control principles, tailoring |

---

## Change Log

| Version | Date | Author | Change Description |
|---|---|---|---|
| 1.0.0 | 2026-05-30 | PMO Repository | Initial build |
| 1.1.0 | 2026-06-03 | Wave 1 QA | Added GOV YAML front-matter; updated Last Updated date |

---

*Authority: Process-Groups §7.8 · PMBOK8*  
*Owner: Project Manager / Resource Manager*  
*Upstream: A25 resource plan · A15 schedule · SKL-04-03*  
*Downstream: A17 resource information · A12 change requests · SKL-05-02*
