The document provides information on project resources for a group project presented to Sir Abrar. It discusses identifying resources, allocating resources, resource leveling, and managing resources. The key points are: 1) Identifying resources requires knowing the project scope, planning in advance, confirming availability, and checking skills and equipment needs. 2) Allocating resources involves knowing the scope, identifying available resources, tracking time using tools, considering dependencies, and using reports to balance resources. 3) Leveling resources reduces waste through techniques like fast tracking, crashing, and assigning additional resources to complete work faster. 4) Managing resources effectively is important for finances, staffing, physical space, equipment, and

1. Presentation on
Project Resources
GROUP MEMBERS:
ARSLAN KHALIQ (1582)
MOHSIN IQBAL (1596)
SAEED UR REHMAN (1607)
PRESENTED TO:
SIR ABRAR

2. 1. RESOURCE IDENTIFICATION
• Identify resources for software project is a difficult task. To identify resources a
project manager must have to follow some steps. These steps are written as
follow:
i. Know what work is required
ii. Plan in advance
iii. Confirm resource availability
iv. Check their skills
v. Remember to book equipment

3. 1. RESOURCE IDENTIFICATION
i. Know what work is required:
• Make sure that you have a clear idea before the project starts.
• You should understand what was part of the proposal.
• You and the client should have a common understanding of what is included
in the project.
• Confirm the scope with whoever needs to approve the work going ahead.
• When you know what are the requirements of project, you can start to look
at the resources required.

4. 1. RESOURCE IDENTIFICATION
ii. Plan in advance
• It’s better to plan your resource needs in advance.
• There is too much risk involved with waiting until you need a particular
resource and then trying to book them. That person or equipment might be
already fully committed on another project.
• Booking resources in advance is part of capacity planning.
• Capacity planning means that your resources have enough to do at all times. .

5. 1. RESOURCE IDENTIFICATION
iii. Confirm resource availability
• Possibly someone is available to your project 50% of the time.
• Check how much you can expect from resources – especially those who are
only contributing to the project in a part-time capacity.
• In smaller project teams, you might be able to talk to the individual and book
them directly.
• In larger organizations, it might be careful to go via your resource manager or
their team leader. Check, you know the process for accessing people’s time
before you allocate them to any work.

6. 1. RESOURCE IDENTIFICATION
iv. Check their skills
• Identify that the people you want on the project still have up-to-date skills in
the appropriate areas.
• Check your organization’s skills catalogue and make sure:
• It would be embarrassing to book a colleague on to a project and then find out
that the last time he used those skills was on another project with you three years
ago.
• Other people in the team might have got more relevant or updated skills, and they
might be more appropriate for this client engagement.
• If no one is available with the skills you need, it’s time to think about training.

7. 1. RESOURCE IDENTIFICATION
v. Remember to book equipment
• We tend to focus on resources as being the human kind, but here are other
types of resource that are important for projects:
• If you are working with a client in a consulting capacity, for example, you might
not need any kit beyond your own personal computer.
• But if you are designing software for a client, you might need access to your
company’s test lab or test equipment.
• Schedule what you need so that it is available for you when you need it.

8. 2. RESOURCE ALLOCATION
• Resource allocation is just a upmarket term for a plan that you develop for using
the available resources to complete a project. This is mostly a short-term plan set
in place to achieve goals. Following are key consideration in resource allocation:
i. Know Your Scope
ii. Identify Resources
iii. Don’t Delay
iv. Think Holistically
v. Track Time
vi. Know Your Resource Dependencies
vii. Use Tools
viii.Don’t Over-allocate
ix. Be Realistic
x. Use Resource Reports

9. 2. RESOURCE ALLOCATION
i. Know Your Scope
• Before you can allocate your resources or manage them, you have to determine the
scope of the project. Is it a large or small project, long or short?
• Once you have those questions answered, then you can make the right decision on what
resources you’ll need and how many of them are necessary to complete the project.
ii. Identify Resources
• You don’t have an unlimited pool from which to pull from. You have to see who’s
currently available, what equipment you’re going to need or purchase and where are
you going to perform the tasks for this project, and is that space available.

10. 2. RESOURCE ALLOCATION
iii. Don’t Delay
• It’s expected that resources will need reallocation. There will be a plan to tackle these
kind of situation.
• Therefore, in the planning process you should take some time to research where and
when you might have a blocked team member or task dependencies.
iv. Think Holistically
• It’s a problem when you’re so focused on process that you neglect to lift your head up
from the project plan to note what is actually happening.
• This isn’t merely checking your estimates against actual progress in the project, though
that is important, too.

11. 2. RESOURCE ALLOCATION
v. Track Time
• You must keep track of your team’s workload. That requires the right tools to give you
real-time data collected on one page where you can both see and schedule ahead when
needed.
vi. Know Your Resource Dependencies
• By planning in advance you can avoid blockages that trap your resources when you
need them most in the course of the project execution. Planning also helps you keep
your resources from falling short.

12. 2. RESOURCE ALLOCATION
vii. Use Tools
• Project management software, like ProjectManager.com, is a great asset to managing
your resources more productively. With an online tool, you get project data instantly
updated.
• You can see where your resources are allocated across a calendar.
viii. Don’t Over-Allocate
• Many managers over-allocate, whether because of poor planning or an incapability to
say no, which doesn’t help. Instead of bringing in the project on time and within
budget, over-allocation threatens team burnout.

13. 2. RESOURCE ALLOCATION
ix. Be Realistic
• While it’s good practice to be prepared for issues that might arise in your project, you
don’t have to keep resources by adding too many people or days to your schedule.
• It may affect your whole project.
x. Use Resource Report
• You can generate all sorts of reports to give you a full picture of the project and how
it’s progressing, which helps you balance your resources.

14. 3. RESOURCE LEVELING
• Critical path is a common type of technique used by project managers when it
comes to resource leveling. The critical path represents for both the longest and
shortest time duration paths in the network diagram to complete the project.
• However, apart from the widely used critical path concept, project managers use
some other techniques if things get out of hand:
Fast Tracking
Crashing

15. 3. RESOURCE LEVELING
Fast tracking:
• This performs critical path tasks. This buys time. The prominent feature of this technique
is that although the work is completed for the moment, possibility of rework is higher.
Crashing:
• This refers to assigning resources in addition to existing resources to get work done
faster, associated with additional cost such as labor, equipment, etc.
Leveling Resources
Resource leveling helps an organization to make use of the available resources to the
maximum. The idea behind resource leveling is to reduce wastage of resources.

16. 4. RESOURCE MANAGEMENT
• Resource management is the process by which businesses manage their various
resources effectively. Those resources can be intangible (people and time) and
tangible (equipment, materials, and finances).
• It involves planning so that the right resources are assigned to the right tasks.
Managing resources involves schedules and budgets for people, projects,
equipment, and supplies.

17. 4. RESOURCE MANAGEMENT
• While it is often used in reference to project management, it applies to many
other areas of business management. A small business, in particular, will pay
attention to resource management in a number of areas, including:
Finances:
Can it meet current expenses or afford to invest in new equipment or staff
training?
Staffing:
Does it have the right people for the work at hand? Will it need to hire if it
gets that new client and if so, what skills will those people need to have?

18. 4. RESOURCE MANAGEMENT
Physical space:
Is the company’s office or manufacturing space configured so that other
resources can be managed for maximum efficiency?
Equipment:
Does it have the tools needed to do what’s required?
Technology:
What does the business need to succeed and should financial resources be
reallocated to fund what’s missing?

19. THANKS…!!!