Scheduling Resources Budgeting Unit 3 Db

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Scheduling, Resources, and Budgeting

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Scheduling Resources Budgeting Unit 3 Db

  1. 1. Scheduling, Resources, and Budgeting<br />Carla J. McCoy<br />Unit 3 Discussion Board – MGT110<br />April 9th, 2009<br />American InterContinental University<br />Two Reasons on Scheduling Resources<br />With all the various schedules that are associated with any project one must keep in mind that the schedule must relate to the complexity of the implementation. Any time you have a complex project that is large you want to use a PERT chart which is also known as an activity network. These types of charts will depict interdependencies and associations in order to allow planning to include these relationships. Any time you have a smaller project you want to use a Gantt chart which is also known as a bar graph. With the task interrelationships not easily being shown this is considered to be a weak planning tool. These type of charts are mostly used in reporting status and defining schedule for small, simple projects that have few interrelationships. (Project Management Methodology, 1997)<br />Resources can consist of both machines and people so the finite nature of resource availability may mean that modifications might have to be made to a project plan in order for it to be practical. There are four major stages of resource scheduling which are resource allocations, resource aggregation, resource definition, and resource leveling. Resource Scheduling will allow sufficient time to change priorities or cost-time-trade-off alternatives. Information is provided in preparing a time phased work package budget which included dates. Project Managers can easily figure out the amount of flexibility they each have over particular resources. (The Pennsylvania State University, 2005) <br />Decisions have to be made that pertain to the resources being assigned to each task which is where the availability of resources corresponds with those tasks. The availability of each employee will not refer to the resource start and end dates alone, but will also refer to the devotion to the project and the amount of time each employee can devote. This should include the fact that availability can change at any given point. (Treasury of the Republic Procurement Directorate, 2007) If you are up to date on project management software then you know that one major improvement is how it can prioritize resource allocation to the specific projects needed. Resources that need to be highest on the priority list can be done by Prioritizing projects which override scheduling. Identifying resource bottlenecks that conceal or hide the progress on projects then become easier. The impact of the bottlenecks can then be documented and used to delay the project, justify acquiring additional equipment, or recruiting critical personnel once this is identified. (Gray & Larson, 2002)<br />Outsourcing project work<br />Outsourcing is mainly used for handling or dealing with allocation problems. Outsourcing project work can help alleviate problems such as deficiencies and scheduling. Core projects and noncritical projects can be created by outsourcing to consulting firms or contractors which will reduce the number of projects managed internally. They may also contract project work when insufficient internal resources are able to meet the demands of the project. Companies will hire workers to begin working on activities that have fallen behind schedule as well. The major driving force behind outsourcing would be the ability to efficiently manage the ebbs and flows of project work. (Clifford & Lawson, 2002) <br />References<br />AIU E-book:<br />Gido, Clements. Successful Project Management. (3rd Ed.) Published by: Thompson retrieved on<br /> April 10th, 2009 from: https://mycampus.aiu-online.com <br />Online Book:<br />Gray, C., & Larson, E., (2002) Project Management (Edition 2) (p. 264 & 265) Published by<br /> McGraw Hill Professional in 2002, ISBN: 0072833483, 9780072833485 (574 pages) retrieved on April 9th, 2009 from: http://books.google.com/books?id=FG-t1ZukGgQC&pg=PA265&lpg=PA265&dq=outsourcing+project+work+can+help+alleviate+some+of+the+common+problems+associated+with+multiproject+resource+scheduling.&source=bl&ots=sfah9dvtUO&sig=S898axUeTYF5pv3ilStK2UIM56s&hl=en&ei=a8reScy6GYvCsQPqqdHdCQ&sa=X&oi=book_result&ct=result&resnum=3#PPA264,M1<br />Online PDF Article:<br />Project Management Methodology, (1997) Project Management Planning Development of a<br /> Project Schedule Initial Release 1.0 on January 1997 retrieved on April 9th, 2009 from: http://www.cio.ca.gov/Government/IT_Policy/pdf/PM3.4_Planning_Project_Schedule.pdf<br />Online Public Procurement Directorate:<br />Treasury of the Republic, Public Procurement Directorate, (2007) 7.4.2.3 Assignment of<br /> Resources to project activities/tasks retrieved on April 9th, 2009 from: http://www.publicprocurementguides.treasury.gov.cy/OHS-EN/HTML/index.html?7_4_2_2_schedule_development_of_.htm<br />World Campus Courses:<br />The Pennsylvania State University, (2005) Lesson 8: Scheduling Resources MANGT 520,<br />Planning and Resource Management (p. 1 & 12) retrieved from: https://courses.worldcampus.psu.edu/welcome/pmangt/samplecontent/520lesson08/lesson08_01.html<br />

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