Analysis of project management resource scheduling methods

¶ … resource allocation and reviews the benefits and challenges of resource scheduling.

The project manager is responsible for systematically taking action to facilitate a successful project outcome. The benefits of effective project management include identifying functional responsibilities and time limits for scheduling as well as early detection of problems (Murphy & Ledwith, 2007). To help accomplish these tasks, the project manager uses resource scheduling.

The process of resource scheduling is necessary to provide insight into how a project should be managed. Peak demand for resources can exceed availability or there can be a mismatch between resource availability and the project schedule. When these conditions occur, resource scheduling can help to resolve constraint issues. Resource scheduling provides a means of smoothing demand for resources as well as staying within given limits. Depending on the project, resource scheduling may be achieved without putting the project completion date in jeopardy; in other cases, resource scheduling does require moving the end date (Project Management Consulting, 2006).

There are benefits and challenges associated with resource scheduling. One of the most significant benefits of resource scheduling is that the process identifies scheduling problems. By using resource scheduling before the project begins, the project manager has sufficient time to consider alternatives such as rearranging priorities or cost-time trade-offs. Resource scheduling allows the project manager to assess the degree of flexibility associated with certain resources. Still another benefit of resource schedules is that they provide information required for preparing time-phased work package budgets with dates (Larson & Gray, 2011).

Resource scheduling also helps to ensure the proper allocation of labor, raw materials and information. Scheduling also contributes to the optimal utilization of knowledge and skills, along with ensuring that the appropriate personnel are available to perform the required tasks. Scheduling assures that assets are not wasted or underutilized (Tradenet Services, 2007).

One of the challenges of resource scheduling is gaining consensus that it is required. According to Hendrickson and Au, some project owners "are willing to forego thorough planning and feasibility so as to proceed on a project with inadequate definition of scope. Invariably, subsequent changes in project scope will increase…costs" (1989, para. 2.3).

Other challenges with scheduling occur because it is not an exact process given that it attempts to predict the future. Also, the project manager must allow for transitions between activities. Delays can also arise because other organizations or resources beyond the project manager's control may lack the same sense of scheduling urgency; as a result their tasks may take longer to complete. Also, the project manager is well advised to exercise caution in scheduling that involves external dependency relationships. Where there is uncertainty regarding resources such as talent, equipment or data, the likely result will be an extended project schedule (Chapman, 1997).

Project activities typically take longer than expected, and reducing slack during the planning phase can result in a highly stressed project effort. Experience has shown that people are optimistic when it comes to estimating schedules, and frequently, their estimates account for only 80% of the demand for a resource (Chapman, 1997).

Resource allocation is typically determined by whether a project is time-constrained or resource constrained. A time-constrained project requires completion by a specific date. If necessary, additional resources may be added to enable on-time project completion. An example of a time-constrained project would be completing a presentation in time for a client meeting. A resource-constrained project is limited by the level of resources available. If necessary, project completion may be delayed to accommodate the demand for resources. An example of a resource-constrained project would be having limited staff or equipment due to other projects within a company.

To determine which allocation method is appropriate, the project manager can use a simple test, asking the question "If the critical path is delayed, will resources be added to get back on schedule?" A yes answer indicates that the project is time-constrained, while a no indicates the project is resource-constrained (Larson & Gray, 2011).

The goal of scheduling for time-constrained projects is to level demand for a resource. Leveling techniques involve delaying noncritical activities by using positive slack to reduce peak demand for resources. Reducing peak requirements for a resource also increases its utilization. However, there is a risk that occurs with leveling resulting from reducing slack. Leveling also introduces the possibility of delay due to having created more critical activities. A perfectly level resource profile is an indication of leveling taken too far (Larson & Gray, 2011).