Managing Project Resources 1227191402446602 9

7/30/2019 Managing Project Resources 1227191402446602 9

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MANAGING PROJECT RESOURCES

PRESENTED BY

Toyin Osunlaja

Gozde Kilinc

And

Ercin Sen


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OBJECTIVES

After this presentation you will be able to:

Understand what resources are, and the types

of resources that are typically available

Appreciate the importance of managing

project resources, and their effect on the

project duration

Apply project resource management tools and

techniques for managing project time.


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What are Resources?

Resources are commonly thought of as sources

of supply or support, such as money, people,

materials, technology, and space. For

information system projects, more specific

resources may include system developers,

project managers, system analysts,

stakeholders, development environments andinformation.


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Types of Resources

There are two primary types of resources used

in information system projects namely:

Human Resources

Capital Resources


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Human Resources

Human resources :is personnel pool available to

an organization. The most important

resources in any organization its human

resources. Appropriate human resources

assure an organization that the right number

and kind of people are available at the right

time and place so that organizational needscan be met.


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Human Resources (Cont)

Human Resources include all project

stakeholders, such as customers, project team

members, support staff, project suppliers and

end users. In Information Technology, human

resources consist of :

System Analysts

System Developers

System Programmers..etc.


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Human Resource Management

Human Resource Management: is the

strategic function performed in an

organization that facilitates the most effective

use of people(employees) to achieve

organizational and individual goals.

The person that manages Human resources is

called Human Resource Manager orPersonnel Manager.


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Role of a Human Resource

Manager.

The role of a HRM is:

Acquiring Human Resources

Maintaining Human Resources.

Note: You can find more information about Human resources on

our page!!

Human resources

planning

Recruitment

Selection and

ScreeningOrientation.

Training and

Development

Performance

Appraisal

Rewards andrecognition

Retention and

Replacement.


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Capital Resources

Capital Resources can be defined as the tools

and infrastructure used to produce other

goods and services.

While the range of assets that can be

considered to be a capital resource is very

broad, it is important to note that not all

assets are capital resources. There are a fewbasic qualifications that govern what assets

can properly be referred to as a capital

resource.


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Capital Resources(cont.)

One of the basic criteria for an asset to be

considered a capital resource relates to the

long-term use of the asset in the production

of goods and services. In general a capital

resource will be anticipated to aid in the

creation of products for an extended period of

time.


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Capital Resources (cont.)

The management of capital resources is

particularly important when considering

opportunity costs.

Opportunity costs are a measure of the

alternative opportunities forgone in the chose

of one good or activity over others.


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Managing Resources

Efficient and effective use of resources

can often make or break a project.

Because resources are limited some hard

to be obtain ,expensive or both.

The allocation of resources can have a

major influence on project schedules.

For ex: limited programmers effects time,

cost , quality , risk management.


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Implications of Failure

To correct a delay error, project manager

can assign aditional resources to the task

to get back on schedule this is known as

crashing, but even this helps cost toomuch sometimes.

When planning a project , managers first

decide on the deliverables of the projectand the activities needed to produce them.


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Implications of Failure(cont.)

The next step is to estimate resources

needed. Combination of resource needs

and availability helps to determine the time

needed for entire project.

It should be considered during the

initiation, planning, execution, and close-

out phases of a project.


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Duration vs Effort

Effort is the actual time spend on working

on an activity.

Duration is elapsed time between the start

and finish of an activity.


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Activity Resource Estimating

The goal of activity resource estimating , is

to estimate the resources needed for each

activity so they can be deployed in the

most effective manner.

Activity sequencing

Resource availability

Copmleted project schedule

with durations

Resource needs

Managing resources


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Resource Estimation Techniques

One of the primary tools of pj resourceestimating is expert judgement.

Expert judgement is estimation based on the

experience of one or more experts on theparticular activity or project.

Another source of hard data is publishedestimating datahard data from specific

activities carried out on previous projects thatmay be used to more accurately estimateresource needs.


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Resource Estimation

Techniques(cont.)

When estimating activity resources, it is

often advisable to conduct some form of

alternatives analysis

an estimating technicals in which trade ofs

between the time needed the resources

invested and the desired quality of the final

deliverable are examined.


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Resource Estimation

Techniques(cont.)

Also bottom up estimating is a technique

applied when the resource needs of an

activity can not be easily estimated.

The primary output of the activity resource

estimating process is a detailed listing of

the resource requirements.


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Resource Estimation Outputs

Activity resource requiements is a very

detailed listing of the resource

requirements for the individual activities.

Resource breakdown structure is a

hierarchical ,graphical representation of all

needed resources ordered by type or

category.


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Resource Estimation

Outputs(cont.)

Resource calender is a specific type of

project calender that is used to track the

hours when certain resources are

available.

Activity duration estimation is the process

of estimating the duration of the project

activities using both project scope andresource information.


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Duration Estimating Techniques

Analogous estimating is the estimation of

activities durations based upon the duration of

similar activities.

Parametric estimating is the estimation ofactivities durations using some type of

mathematical process.

Three- point estimates- are the estimation of

activities durations by averaging the

optimistic,pessimistic and most likely estimates .


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Reserve Analysis

Reserve analysis technique used to

establish contingency reserves during a

project to guard against potential risk.


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Schedule development:

Schedule development : is an iterative process

designed to determine start and finish dates

for project activities.

During the process of schedule development

activity duration estimates combination with

the activity sequences are used to establish

the final project schedule.


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Input Schedule Development

Input Schedule Development includes:

-organizational process assets

-project scope statement - Activity list (which also includes activity)

- Activity attributes

-Project network diagrams - Resource requirements

- Resource calendars

- Activity duration estimates and Risk Register


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Organizational Process Assets

Organizational process assets can be as

simple as a project calendar and easily

calculate working and non working days.

Example: in holidays, personal time off,overtime or standard working time..

For this often developed using Microsoft

project or collaboration tools ex: outlook orshare point such as Microsoft project can be

used to record and display resource.


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Risk Register

Risk register specifies how control measures

will be implemented to identify potential risks

to project schedule. For example ,if the risk is

high that a new mainframe computer will notbe installed on time.


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Schedule development techniques

The Schedules Developments Techniques

includes:

network analysis

critical path analysis

schedule compression

what-if scenario analyze critical chain method.


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Schedule network analysis

Schedule network analysis: aids to managers in

determining when activities can be performed

given resources and constraints so network

diagrams have to be analyze for any errors innetwork.


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Critical Path Analysis

-Critical path analysis: critical path is to

established have quickly a project can be

completed given the tasks, durations and

dependencies in network diagram.


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Critical Path (cont.)

critical path method uses the 2 concepts

Free float: the time an activity can be delayed

without affecting the immediately following

activity

Total float: the time an activity can be delayed

without affecting the overall completion of

project


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Schedule Compression

Schedule compression: in schedule

compression use mathematical techniques to

shorten project`s duration

These techniques are known as

Crashing: dedicated extra resources to

particular activity.

Fast-tracking: This looks at possibility of

performing activities.


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What-if Analyses

What-if analyses: This method is a process of

evaluating alternative strategies by observing

how changes to selected factors affect other

factors so take advantage of logic network byscenarios.


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Critical Chain Method

Critical chain method: the longest path

through a network diagram, considering both

task dependencies and resource dependencies

and when using the critical chain method, thecritical path is first identifies, independent of

resource availability.

When using any of these techniques, aproject manager should always monitor

project and resource calendars (times)


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Schedule Development Outputs

Outputs include updates to resources

requirements, project calendar, or the project

management plan and schedule management

plan, supporting details and resourcerequirements updates.


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The schedule development outputs

process include:

A preliminary project schedule: Show the

start and finish dates for each activity so it

contains schedule network diagrams.

Schedule model data: Provide managers with

additional information about resource

requirements and alternative schedules.

Schedule baseline: Once the schedule hasbeen finalized and approved, it becomes the

schedule baseline. This baseline, which shows

the set of original start and finish dates.


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Schedule Control

The last process within the Project Time

Management knowledge area is schedule

control. In schedule control, the process of

putting rules in place for controlling changesto the project schedules and schedule control

process include updates to the schedule

model data, schedule baseline , the activity listor project management plan.


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Conclusion

We have discussed the fundamentals,

characteristics challenges, related to allocating

resources, estimating activity, and project

durations and developing the schedule withstart and end dates.

In addition, we also identified types of

resources and how they influence theestimation of task durations

Documents

Managing Project Resources 1227191402446602 9