1. Resource Management
Chapter 12

2. Learning Goals
Recognize the variety of constraints that can affect a project, making scheduling and planning difficult.
Understand how to apply resource-loading techniques to project schedules to identify potential resource over-allocation situations.
Apply resource-leveling procedures to project activities over the baseline schedule using appropriate prioritization heuristics.
Follow the correct steps necessary to effectively smooth resource requirements across the project life cycle.
Apply resource management within a multi-project environment.

3. Resource Management
Resource management is an iterative process scheduling activity of balancing the activity network and overall schedule against the available resources.
Project scheduling is a two step process
Construct the network
Check the network against resource availability
Resource availability always has a direct bearing on the duration of project activities.

4. Types of Constraints
A restriction or limitation, either internal or external to the project, that will affect the performance of the project or process.
Technical
Physical
Time
Mixed
Resource
People
Materials
Money
Equipment

5. Resource Constraint Example
How do we handle this constraint?

6. Resource Loading Table With Over Allocation
Jeff is over allocated
(unless we can work him 16 hours a day)
Need to use a resource loading chart

7. Resource Loading
The amount of individual resources that a schedule requires during specific time periods
Resource loading attempts to assign the appropriate resource for the appropriate amount to each project activity
Resource Loading Chart
Added “Bob” as a resource

8. Resource Constraint Example
Bob is added

9. Resource Leveling (Smoothing)
The process that addresses the complex challenges of project constraints
Objectives
To determine the resource requirements so they will be available at the right time
To allow each activity to be scheduled with the smoothest possible transition across resource usage levels

10. Prioritization Rules for Leveling
Simple leveling heuristics (rules of thumb) for prioritizing resource allocation include applying resources to:
Task with the smallest amount of slack  
Task with the smallest duration
Task that start earliest in the WBS
Task with the most successor tasks
Task requiring the most resources
The implication of how resources are prioritized is significant, as it has a “ripple” effect throughout the remainder of the activity network

11. General Procedure for Leveling
First create a project activity network diagram (slide 13/14)
Create a table showing the resources required Resource Loading Table (slide 15/16/17)
Determine resources needed, the activity early starts and late finish dates (slide 18)
Identify resource conflicts and “smooth” over allocation with Leveling Heuristics (slide 10/19)
Repeat step 4 until resources are level

12. Example: Sample Project Data
Develop the project
Determine the WBS
Determine timing
Activity
Duration
Pred ES EF LS LF
Slack A 5 - -- B 4 9 6 10 1 C D 11 8 14 3 E 15 16 F G 18 H 7
E,F 23 I 20 J K
H,I,J 28

13. Example: Sample Project Network
Create a network diagram
Slack 1 3 5
CP = A-C-F-H-K

14. Example: Sample Project Gantt Chart
Create a Gantt Chart as a visual representation of the WBS

15. Example: Sample Project Slack and Resource Needs
Determine the resources needed to complete the WBS task
Use to develop the resource loading table
Activity
label
Duration
Slack
time
Resource Hours Needed Per Week
Total Resources
Required A 5 6 30 B 4 1 2 8 C 20 D 3 18 E F 12 G 16 H 7 21 I J K 25
Total
194
Step 1
Develop Table

16. Example: Sample Project Resource Loading Table Graph Style
Graphically display the resource needs
or…..

17. Example: Sample Project Resource Loading Table

18. Example: Sample Project Resource Loading Table with Slack Included
Step 2 Find LF
Dates
3 days slack
0 days slack - on CP
Step 3 Find Over Allocation
Let’s say we only have 9 resources available per day.
What about?

19. Example: Sample Project - Resource Leveling the Network
Use Leveling Heuristics (slide 10)
Step 4 Level the resources X 3 X 2 7 11 9 9

20. Creating Resource Loading Charts
Displays the amount of resources required as a function of time
Another way to create a graphic of the resource management process
0 A 4 Res = 6
4 B 5 Res = 2
5 D 9 Res = 7
9 E 11 Res = 3
4 C 7 Res = 2
11 F 12 Res = 6
Start with a network diagram
Sample Network

21. Sample Network Data Table
Activity
Resource
Duration ES
Slack LF
Order A 6 4 B 2 1 5 C 3 11 D 7 9 E F 12
Project ends Day 12
Produce a table that shows the duration, early start, late finish, slack, and resource(s) required for each activity.
List in order of increasing slack, then latest finish time for activities with the same slack

22. Sample Project Resource Load Chart
Draw an initial loading chart with each activity duration scheduled at its ES. 8 D 6 A F
Resource imbalance 8 Hours Available
Resources 4 B E 2 C
Notice: Day 14 Not 12 2 4 6 8 10 12 14
Project Days

23. Creating Resource Loading Charts
Rearrange activities within their slack to create a more level profile. Splitting C creates a more level project. C has 4 days of slack available. A 2 4 6 8 12 10 14 C B D E F
Project Days
Resources
Notice: Day 12

24. Key Parameters in Multi-Project Environments
Eventually you will be confronted with dealing with resource allocation across multiple projects
Allocations made in one project are likely to effect other projects
This leads to
Inefficient use of resources
Bottlenecks
Ripple effects
Heightened pressure on personnel to multitask

25. Key Parameters in Multi-Project Environments
Need to minimize the negative effects
Schedule slippage
Resource utilization
In-process inventory A 2 4 6 8 12 10 14 C B D E F
Project Days
Resources

26. Prioritizing Resource Allocations in Multi-Project Environments
Each have their advantages and disadvantages
First come first served (Lean Push)
Greatest resource demand (TOC)
Greatest resource utilization (Time Management)
Minimum late finish time (CPM)
Mathematical programming (Optimization)

27. Discussion Questions
Consider a project to build a bridge over a river gorge. What are some of the resource constraints that would make this project challenging?
For many projects, the key resources to be managed are the project team personnel. Explain in what sense and how project team personnel are often the project critical resource.
What is the philosophy underlying resource loading? What does it do for our project? Why is it a critical element in effectively managing the project plan?
It has been argued that a project schedule which has not been resource leveled is useless. Do you agree or disagree with this statement? Why or why not?
Discuss the nature of “time/cost tradeoffs” on projects. What does this concept imply for our project management practices?

28. Discussion Questions
When resource leveling a project, there are a number of heuristics that can help us prioritize those activities that receive resources first. Explain how each of the following heuristics works and give an example:
a. Activities with the smallest slack:
b. Activities with the smallest duration:
c. Activities with the lowest identification number:
d. Activities with the most successor tasks:
e. Activities with requiring the most resources:
Multi-tasking can have an important negative impact on your ability to resource level a project. When your team members are involved in multiple additional commitments, we must be careful not to assign their time too optimistically. In fact, it has been said: “Remember, 40 hours is not the same as one week’s work.” Comment on this idea. How does multi-tasking make it difficult to accurately resource level a project?
Why is resource management significantly more difficult in a multi- project environment? What are some rules of thumb to help project managers better control resources across several simultaneous projects?