Page 220 - DCAP304_DCAP515_SOFTWARE_PROJECT_MANAGEMENT

Software Project Management

Notes 11.3 Scheduling Resources

In this unit we will learn about scheduling resources in projects. We will begin by discussing the
nature of resource requirements (both people and machines) and the problems associated with
managing resources in a project environment. Given the finite nature of resource availability, a
project plan may have to be modified so that it is practical. This is the major thrust of resource
planning and management. In this unit, we will examine, at some length, the four major stages
of the resource scheduling process. These stages are resource definition, resource
allocation, resource aggregation, and resource leveling. Resource definition involves identifying
the critical resources that need to be planned and managed for the successful completion of the
project. In a multi-project environment as projects are competing for scarce resources, resource
allocation addresses the problem of the optimum use and timing of the assignment of these
resources to the various project activities. Resource aggregation involves determining the aggregate
resources that will be needed, period by period, to complete all project activities. Having identified
the necessary resource requirements, the last stage in the process is resource leveling. In this stage,
we attempt to ensure that the demand for resources does not exceed availability. Specifically,
demand for resources is smoothed to ensure that the peaks and valleys are reduced. In this
lesson, we will also learn about the “critical chain approach” to tackle resource dependencies
that occur in projects due to reduced slack.

!

Caution This unit is a critical topic in project management as careful planning and management
of resources can prevent cost overruns in the future.

Project Constraints

In this unit, we will discuss the essential features of resource planning and management in
projects. We begin this lesson by first understanding the different kinds of project constraints, in
particular, the types and nature of resource constraints.
The primary impact of project constraints is the likelihood of delaying the completion of the
project. There are three types of project constraints: technological, resource and physical. The
technological constraints relate to the sequence in which individual project activities must be
completed. For example, in constructing a house, pouring the foundation must occur before
building the frame. Resource constraints relate to the lack of adequate resources which may
force parallel activities to be performed in sequence. The consequence of such a change in
network relationships is delay in the completion date of the project. We will examine the nature
of resource constraints in much greater detail in the next section. Physical constraints are caused
by contractual or environmental conditions.

Example: Due to space limitations an activity such as painting a wall may have to be
performed by only one person (Gray and Larson, 2003).
In general, from a scheduling perspective, projects can be classified as either time constrained or
resource constrained. A project is classified as time constrained in situations where the critical path
is delayed and the addition of resources can bring the project back on schedule and the project
completed by the required date. However, the additional resource usage should be no more than
what is absolutely necessary. The primary focus, for purposes of scheduling, in time constrained
projects is resource utilization. On the other hand, a project is resource constrained if the level of
resource availability cannot be exceeded. In those situations where resources are inadequate, project
delay is acceptable, but the delay should be minimal. The focus of scheduling in these situations is to
prioritize and allocate resources in such a manner that there is minimal project delay.

214 LOVELY PROFESSIONAL UNIVERSITY