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8/8/2019 8. Resourcing Projects
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Resourcing Projects
PROJECT MANAGEMENT
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THE RESOURCE PROBLEM
Resources and Priorities
Project network times are not a schedule until resources havebeen assigned.
The implicit assumption is that resources will be availablein the required amounts when needed.
Adding new projects requires making realistic judgmentsof resource availability and project durations.
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SCHEDULING CONSTRAINTS
Technical or Logic Constraints
Constraints related to the networked sequence in whichproject activities must occur.
Physical ConstraintsActivities that cannot occur in parallel or are affected bycontractual or environmental conditions.
Resource Constraints
The absence, shortage, or unique interrelationship andinteraction characteristics of resources that require aparticular sequencing of project activities.
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PROJECT MANAGER RESOURCINGREQUIREMENTS
Technical skills necessary to:
estimate resource demands
create a staffing management plan
assign one or more persons to each activity
identify when a person is assigned too much work at a point intime
schedule a project with limited numbers of key people andother resources
compress (speed up) a project schedule.
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PROJECT MANAGER RESOURCINGREQUIREMENTS
B ehavioral skills necessary to:
Select the right people
Identify exactly what each needs to accomplish
Ensure performance capabilityDeal with difficult individual work schedules
Schedule overtime when there are conflicts
Estimate the amount of work required to complete an activity
Assemble an effective team
Deal with people from diverse backgrounds
Decide where each person will work
Establish effective virtual relationship
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K EY RESOURCING CONSIDERATIONS
H elp key people develop necessary skills.
Consider project tradeoffs and precedences - time vs.human resources vs. other costs vs. scope.
Understand resource limitations to prevent overpromising.
Keep in mind that people are often a very large portionof total project cost.
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K EY RESOURCING CONSIDERATIONS
actors to Consider in Assigning Work:
Don t always pick the same people for the toughestassignments.
Choose people with an eye to fostering their developmentthrough participation on the project.
Pick people with compatible work habits and personalities butwho complement each other.
Team-up veterans with new hires to share experience andsocialize newcomers into the organization.
Select people who may need to learn work together on laterstages of the project or other projects.
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ESTIMATE RESOURCE NEEDS
H ow many resources of each type and skill orknowledge level are needed.
Consider support needs such as information systemsand human resources
Consider constraints placed upon how people are hired,scheduled, and released
Activity resource estimating the process of estimating the types and quantities of resourcesrequired to perform each scheduled activity. PMBOKGuide
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CREATE A STAFFING MANAGEMENTPLAN
H ow to identify potential internal and/or externalhuman resources for the project
Determination of availability of human resources
Determine how to handle timing issues with regard tobuilding up, developing, rewarding and releasing theproject team.
Staffing management plan the document thatdescribes when and how human resource requirementswill be met. PMBOK Guide
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IDENTIFY POTENTIAL RESOURCES
N ecessary information (work functions, professionaldiscipline, skill level, physical location,organizational/administrative unit)
Compare available people to estimated resource needs
Identify gaps in specific skills
Identify gaps in numbers of people available vs peopleneeded
Continue identification of potential resources until anadequate number and mix of people are identified
Identify the core team for participation in charteringthe project
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DETERMINE RESOURCE AVAILABILITY
Identify availability of people
Secure commitment
Full and part time resources
Internal vs external resources
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RACI CHART
A responsibility matrix
RACI Responsible, Approve, Consult, Inform
Only one person should have primary responsibility for
any activityUse to assign activities to project core team members,subject matter experts, and the project manager
Useful in managing project communications
Identify every project activity and exact involvement of each stakeholder
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RACI CHART
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RESOURCE ASSIGNMENTS
Person responsible for each activity is listed next to theactivity in the Gantt Chart Schedule
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DEALING WITH RESOURCE OVERLOADS
Identify which activities are involved
Compare resource histogram to the Gantt ChartSchedule
Project scheduling software pinpoints when overloadsoccur for each worker
Management decisions required to solve the problem
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DEALING WITH RESOURCE OVERLOADS
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DEALING WITH RESOURCE OVERLOADS
Assign certain activities to other workers
Split an activity into two activities
Perform 1st part as scheduled
Delay 2nd part of activity
Reorder the activities
Acquire or borrow additional resources
Reduce project scope or extend project scheduleInform the sponsor of severe overloads
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RESOURCE LEVELING
Most common form delay activities so the persondoesn t perform as many activities at the same time
Delay non-critical activities by an amount no more thantheir slack
Allow the project to slip reduces peak demand andsmoothes the period to period resource usage
Resource Leveling any form of schedule network
analysis in which scheduling decisions are driven byresource constraints. PMBOK Guide
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RESOURCE LEVELING
If non-critical activities must be completed at the rateof effort in the original schedule, reassign activities toanother worker
Resource leveling is a combination of art and science
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RESOURCE LEVELING
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RESOURCE-CONSTRAINEDPROJECTS
Projects that involve resources that are limited inquantity or by their availability.
Scheduling of activities requires the use of heuristics(rules-of-thumb) that focus on:
1. Minimum slack
2. Smallest (least) duration
3. Lowest activity identification number
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RESOURCE-CONSTRAINEDPROBLEM
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RESOURCE-CONSTRAINEDPROBLEM
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RESOURCE-CONSTRAINEDPROBLEM
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TRADITIONAL CRITICAL PATH SCHEDULINGPROBLEMS
People make conservative duration estimates
There is a great deal of variation in durations of someactivities
Project workers tend to use all of the time available tothem
Workers are asked to multi-task to keep multipleprojects moving
Critical Chain Project Management (CCPM) addressesthese problems
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CRITICAL CHAIN PROJECT MANAGEMENT(CCPM)
AKA critical chain method
Incorporates calculations on resource availability intopredecessor-successor relationships
The resource most in demand is identified
Efforts are made to keep that resource appropriatelybusy on critical chain activities
Critical chain method a schedule network analysistechnique that modifies the project schedule toaccount for limited resources. The critical chainmethod mixes deterministic and probabilisticapproaches to schedule network analysis. PMBOK Guide
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CCPM COMPONENTS
Avoid multi-tasking
Estimate how quickly each activity can be completed
Put a feeding buffer of time directly in front of critical
chain activities to ensure they will not be delayed
Put the time normally reserved for the uncertainty ineach individual activity at the end of the project as atotal project buffer that the project manager can use as
needed, and
Finish activities early if possible and pass the work onto the next worker.
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COMPRESS THE PROJECT SCHEDULE
Customer requirements and contract commitments
Time-to-market pressures
Incentive contracts (bonuses for early completion)
Unforeseen delays
Overhead and goodwill costs
Pressure to move resources to other projects
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COMPRESS THE PROJECT SCHEDULE
Reduce the project scope and/or quality
Shorten the duration of critical activities
Shorten activities that cost the least to speed up
Adding Resources
Outsourcing Project Work
Scheduling Overtime
Establishing a Core Project Team
Fast-Tracking
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COMPRESS THE PROJECT SCHEDULE
Crashing may cost more money to speed up the schedule
Fast tracking may increase the risk to speed up theschedule
Crashing a specific type of project schedulecompression technique performed by taking action todecrease the total project duration after analyzing anumber of alternatives to determine how to get themaximum schedule duration for the least additionalcost. PMBOK Guide
Fast Tracking a specific project schedule compressiontechnique that changes network logic to performschedule activities in parallel. PMBOK Guide
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PROJECT COSTD URATION GRAPH
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Commonly Used Options for Cutting Costs
Reduce project scope
H ave owner take on more responsibility
Outsourcing project activities or even the entire project
B rainstorming cost savings options
WHAT IF COST, N OT TIME IS THE ISSUE?
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Managing Multi-project Scheduling
Create project offices or departments to oversee thescheduling of resources across projects.
Use a project priority queuing system: first come, first servedfor resources.
Centralize project management: treat all projects as a part of a megaproject.
Outsource projects to reduce the number of projects handledinternally.
MULTI- PROJECT RESOURCE SCHEDULES
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Q&A
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