Resourcing projects

Resourcing projects

1. Abilities needed when resourcing projects

   • Technical
     • can be used 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 in time, schedule a project with limited numbers of key people and other resources, and compress (speed up) a project schedule.
   • Behavioral
     • • Selecting the right people • Identifying exactly what each person needs to accomplish • Ensuring each person either has the capability needed or developing that person to be capable • Dealing with difficult individual work schedules
   • Considerations when resourcing projects
     • If key people dont have the skills to participate, managers should help them develop those skills
     • Projects always have tradeoffs
     • Project managers need to understand resource limitations to prevent over-promising.
     • People are often a large portion of total project cost.

2. Estimate Resource Needs

   • starting point in resourcing a project is to estimate how many resources of each type and skill or knowledge level are needed.
   • “the process of estimating the types and quantities of material, human resources, equipment, or supplies required to perform each activity.
   • the team needs to make sure they have considered support needs as well such as information systems and human resources.
   • it is wise to include time to communicate between activities as well as time to perform activities.

3. Plan Human Resource Management

   • The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.
   • A staffing management plan is “ a component of the human resource plan that describes when and how project team members will be acquired and how long they will be needed.

4. Project Team Composition Issues

   • Project teams are often composed of people from many sources—both within and out side a parent company
   • Cross Functional teams
     • Projects often require cross-functional teams since the work of many projects requires input from multiple disciplines.
   • Co-Located Teams
     • Teams are co-located if the members are assigned work spaces near each other.
     • Co-location helps to create these opportunities for easy communications.
   • Virtual teams
     • Members of virtual teams do not meet face to face very often.
   • Outsourcing
     • project managers often need to hire expertise from one or more other organizations because of not finding the necessary talent within their organization

5. Assign a Resource to Each Activity

   • Show Resource Responsabilities on RACI Chart
     • A responsibility assignment matrix (RAM) is “a grid that shows the project resources assigned to each work package.
     • RACI is “a common type of responsibility assign ment matrix that uses responsible, accountable, consult, and inform to define involvement of stakeholders in project activities.
   • Show Resource Assignments on Gantt Chart
     • Once it has been decided who will perform each activity, it is an easy matter to show the assignments on a project schedule.
   • Summarize Resource Responsabilities by Time Period with Histogram
     • Once it is clear who is responsible for each activity, it is time to understand how the multiple demands add up on each worker.
     • the demands for each worker at each time period should be added.

6. Dealing with Resource Overloads

   • Methods of resolving resource overloads
     • Assign certain activities to other workers
     • Activity can be split into two activities
     • Reorder activities

7. Compress the project Schdule

   • If the expected time is too long, he will need to reduce the critical path (remember that because the critical path is the longest, it dictates the total project duration).
   • Actions to reduce critical path
     • Reduce the project scope and/or quality. • Overlap sequential activities using finish-to-finish (FF), start-to-start (SS), or startto- finish (SF) relationships
   • Crashing
     • Crashing is “ a technique used to shorten the schedule duration for the least incremental cost by adding resources
     • When crashing a project schedule, certain activities are performed at a faster than- normal pace.
   • Fast tracking
     • Fast tracking is “a schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.

8. Alternative Scheduling Methods

   • Critical Chain Project Management
     • “a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.
   • Reverse Phase Schedules
     • Using this method, the team systematically thinks from the end of the project toward the beginning.
   • Rolling wave planning
     • is to plan the first part of the project in as much detail as needed and to plan later portions only at a high level.

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