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Project Scheduling and
Resource Management
Presentation by:
Dinesh K. C.III semester, MBA
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In this Presentation
What is scheduling?
Project Scheduling.
Importance of Project Scheduling.Methods of Scheduling
Resource
Resource ManagementImportance of resource management
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Introduction
A project is a collection of tasks that mustbe completed in minimum time or at
minimal cost.
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Project Schedule
Split project into tasks and estimate timeand resources required to complete eachtask
Organize tasks concurrently to makeoptimal use of workforce
Minimize task dependencies to avoid
delays caused by one task waiting foranother to complete
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Contd..
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Contd..
Objectives of Project Scheduling
Completing the project as early as possible by
determining the earliest start and finish of
each activity.
Calculating the likelihood a project will be
completed within a certain time period.
Finding the minimum cost schedule needed tocomplete the project by a certain date.
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Scheduling problems
Estimating the difficulty of problems and hence the
cost of developing a solution is hard
Common myth: If we fall behind schedule, we can
always add more programmers and catch up later in
the project Productivity is not proportional to the number of people
working on a task
Adding people to a late project makes it later because of
communication overheads
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OBJECTIVES FOR SCHEDULING
EFFECTIVE TIME MANAGEMENT
OPTIMZE SEQUENCE OF EVENTS
DEFINE NECESSARY RESOURCES
MONITOR PROJECT PROGRESS
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PRIMARY COMPONENTS IN A
PROJECT SCHEDULE
ACTIVITIES
SPECIFIC FUNCTION
FINITE DURATION
DETERMINE LINKAGE SPECIFY RESOURCE REQUIREMENTS
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The PERT/CPM Approach for
Project Scheduling
The PERT/CPM approach to project
scheduling uses network presentation of
the project to
Reflect activity precedence relations
Activity completion time
PERT/CPM is used for scheduling
activities such that the projects completiontime is minimized.
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Gantt Charts
Gantt charts are used as a tool to monitor andcontrol the project progress.
A Gantt Chart is a graphical presentation that
displays activities as follows: Time is measured on the horizontal axis. A horizontal
bar is drawn proportionately to an activity s expectedcompletion time.
Each activity is listed on the vertical axis.
In an earliest time Gantt chart each bar beginsand ends at the earliest start/finish the activitycan take place.
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Gantt Charts-
Monitoring Project Progress
Graphical notations used to illustrate theproject schedule
Show project breakdown into tasks. Tasks
should not be too small. They should takeabout a week or two
Activity charts show task dependencies
and the critical path Activity Bar charts show schedule against
calendar time
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Gantt Charts
Advantages and DisadvantagesAdvantages. Easy to construct
Gives earliest completion date.
Provides a schedule of earliest possible start and finishtimes of activities.
Disadvantages Gives only one possible schedule (earliest).
Does not show whether the project is behind schedule.
Does not demonstrate the effects of delays in any oneactivity on the
start of another activity, thus on the project completion
time.
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Contd..
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Benefits of Resource Scheduling
If project delay is unacceptable, it allowssufficient time for considering alternativessuch as cost-time trade-offs and changing
of priorities.Provides information to prepare time-phased work package budgets with dates
Enables project managers to determinethe amount of flexibility they have overcertain resources.
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Resource Allocation Problem
A shortcoming of most scheduling
procedures is that they do not address the
issues of resource utilization and
availability.
Scheduling procedures tend to focus on
time rather than physical resources.
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Resource Allocation Problem
Schedules should be evaluated not merelyin terms of meeting project milestones, butalso in terms of the timing and use ofscarce resources.
A fundamental measure of the projectmanagers success in project
management is the skill with which thetrade-offs among performance, time, andcost are managed.
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Resource Management in Projects
Resource management is one of the keycorner stones of project management. If aproject manager excels in resource
management, then he has 50% of projectmanagement challenges solved, and theproject manager needs to concentrate on theremaining 50% to get the project completed
on time & on budget.
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Importance of resource
managementResources cost money, and not having the rightresources at the right time upsets the schedule.
In complex projects - especially non-IT projects, thereare several types of resources that needs to bemanaged: Equipment, supplies, machinery, people,land, clearances etc. These resources cost money toprocure.
If the lead times are too short, it costs more money toget the resources. So it pays to look ahead in the project
planning stage and make proper plans to procure therequired resources in a timely manner for the lowestcost.
Changes to the cost of the resources has a big impacton the viability of the project, therefore resource
management also impacts cost management.
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Components of Resource
management
1. Effort Estimation
2. Resource Identification
3. Lead time to get required resources4. Resource Utilization
5. Resource Tracking
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Effort Estimation
Effort Estimation is the first step in projectplanning. Essentially the project has to be broken
into smallest possible work packages and a project
plan is made based to meet the delivery date.Project manager needs to know the type of efforts
involved & the resources needed for that to start
the estimation process. Next step is to prepare the
estimates. The best way to get the estimate is to
talk to the actual persons who will be doing the
work. Talk to the people and ask for three
estimates: average, pessimistic & optimistic.
To Summarize the exercise of
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To Summarize the exercise of
resource estimation is as
follows:1. Break the project down into smallest possible setof tasks - also called work packages.
2. Talk to the persons who will be doing the work to
get a range of estimates3. Validate the estimate with experts & historical data
4. Determine the way the estimates are recordedand presented to customers & stake holders
5. Roll up all the estimates and present thepessimistic estimate to customers
6. Hammer all the caveats and assumptions into
customer's mind along with the estimates
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Resource Identification
Every single work package in the project
should have resources identified with. In
the initial stage of the project, if resources
for each work package is not identified andassigned for that, then that's a major gap
in project planning, and the project plan is
not complete nor it should be sharedoutside to customers.
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Contd..
It is the role of the project manager to work
with the stake holders to get resources for
each work package. In most cases, not all
the resources are identified and allocatedat the start of project, so from planning
perspective this denotes a risk & hence a
contingency resource identification mustalso be done during the planning stage.
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Lead Time for Resources
Resources are always scarce and must be
carefully used. In most cases, resources
will be committed to the project at the
beginning of the project, but it is the dutyof the project manager to know the lead
time needed to get the required resources
and plan things accordingly.
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The resource schedule should
list the following:
1. Resources needed
2. Duration of the need
3. Lead time for procuring/booking the
resources
4. Remainders/reconfirmations schedule forensuring that resources to be made available.
5. Cost of resources & cost variations ofresources.
6. Ramp-up time for the resources - i.e, time
needed for the resource to be fully effective
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Resource Utilization
Resource utilization refers to the plan on how the
allocated/available resources are utilized in the
project. Often times people succumb to the
pressure and get into over utilization of resources:i.e., make people work overtime to complete the
tasks, overload/overuse machinery etc.
Over utilization of a given resource is not astandard plan. No project manger should plan for
overloading of resources in the initial project plan.
The project plan must account for normal usage of
the resource.
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Resource Tracking
Once the resource planning, resource schedule is doneand the project is under way, the project manager musttrack the actual usage/consumption of the resources andcompare against the plan. The actual usage must be
captured into the system and this helps in refinement offuture project plans.
During the project estimation time, people have a
tendency to tell things which their managers like to hear- thus giving an overtly aggressive estimate or aconservative estimate. But when the actual efforts aretracked against the initial estimate and the variances arediscussed openly in the project meetings, people tend to
become more realistic in the future projects.
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Contingency Planning
Resources are always scarce & hence there isalways a possibility of required resources not beingavailable to the project. It is therefore a goodpractice to add resource contingency into the
resource estimates to guard against resourcescarcity.
Resource contingency is something that's added tothe initial estimates to guard against things
requiring more work than expected or simply toreflect the fact that the estimate is not reliable. It isgood practice to add contingency to individual workpackages. In some cases, contingency is added enbloc in form of additional work packages.
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Toconclude
Project managers are measured primarily on
the delivery of projects. To deliver projects on
time and on budget, one needs to have a very
tight control on the resources and time scales.Resource management is the key for
successful projects delivery and resource
utilization tracking is a key metric in measuringthe quality of the project plan, monitoring the
project status and this helps in taking any
corrective steps.
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References
John M. Nicholas, Project Management for
Business and Technology, II ed., Pearson
Education, New Delhi, 2002.
Prasanna Chandra, Projects, V ed.,
McGraw Hill, New Delhi, 2004.
http://en.wikipedia.org/wiki/Schedule_proje
ct_management
http://mba.tuck.dartmouth.edu
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