Resource Scheduling and Evaluating Various Methods Used

¶ … resource scheduling and evaluating various methods used to schedule resources in project management.

Resource scheduling involves implementing and planning a way of scheduling one's resources. It involves ascertaining that the necessary resources for perpetrating the task are there; that the right resource/s are used; that timing or resource is correct and that there is optimum use of this resource; and that the aggregation of resources is appropriate.

Resource scheduling is important in order to prevent project constraint (problems with competing project). Its benefits are three-fold:

When project delay is unacceptable, resource scheduling allows sufficient time for considering alternatives such as cost-time trade-offs and changing of priorities.

Resource scheduling matches budget with dates so that deadlines are met

Resource scheduling shows project managers amount of flexibility they have with certain resources and how far they can therefore go with their ideas and plans.

There are 3 different types of project constraint:

1. Technological, - the sequence in which individual projects must be completed with each occurring in stages. Example: in building construction, foundation must be poured in before the frame is put up

2. resource - lack of adequate resources for completing a specific stage sometimes forcing simultaneous stages to be completed in tandem

3. Physical. Contractual or environmental conditions that cause difficulty in completing task by deadline such as space limitations may force only one person to paint an entire wall (Gray and Larson, 2003).

Projects are either time constrained or resource constrained. They are the latter when the availability of resources is depleted / inadequate for completing the task.

This is where resource scheduling comes in.

The process of resource scheduling therefore depends on the particular project.

There are four different ways of doing resource scheduling:

1. resource definition, - identifying the critical resource that needs to be used for this project

2. Resource allocation, - optimum use and timing of specific resources. Particularly important when different resources are competing with each other

3. Resource aggregation, - determining the aggregate resources that will be needed and used period by period for completing project.

4. Resource leveling. -- The available resources are there in order to cover the peaks and slums. Just enough resources are available, not too many or too little.

We will just concentrate on the first two:

1. Resource definition, - identifying the critical resource that needs to be used for this project.

The first step -- or approach - may be the most important where one actually decides and clearly delineates the resource that is needed and amount / quantity of these resources as well as all pertinent details e.g. When it is needed, who supplier will be, who will perform reosurces, buy them,, where stored etc. All details involving this resource are accurately and thoroughly laid out. In the case of HR, the details of the advert / way of procuring necessary labor may also be stepped into. Sometimes the number of units are specified e.g., 5 welders or 3 computer programmers. Other times, resources may be defined in terms of the amount of time needed for using them e.g., 40 welder hours or 24 computer programmer days. The definition used is important since tasks vary, and definition has to match need of task.

Resource definition may also include profile of resource -- its precise nature in order to fit the precise task. This may be difficult to do when multi-tasking; when same resource is needed for various tasks.

2. Resource leveling. -- The available resources are there in order to cover the peaks and slums. Just enough resources are available, not too many or too little. The ideal situation is when supply meets demand. If demand is higher than supply, organization faces a problem.

Ideally what organization tries to do is accumulate a storehouse of resources at beginning of project so that it tapers to reduction at end. When doing so, one needs to consider whether resources are limited to just one project or intended to be distributed amongst various and whether all resources need to be utilized. Problems also can come in later with possibility of delaying or extending certain tasks making resource allocation difficult to plan.

Resource leveling is easier to accomplish if plans are made in context of time (i.e. In terms of hours or days required.) In this way, organization can determine if activity should be rushed with many resources at disposal, or should be extended with fewer resources.