Resource Allocation In Software Project Management
what is Resource Allocation In Software Project Management
define Resource Allocation In Software Project Management
how to allocate resource in software project management
This document discusses various techniques for evaluating projects, including:
- Strategic assessment to evaluate how projects align with organizational goals and strategies.
- Technical assessment to evaluate functionality against available hardware, software, and solutions.
- Cost-benefit analysis to compare expected project costs and benefits in monetary terms over time.
- Cash flow forecasting to estimate costs and benefits over the project lifecycle.
- Risk evaluation to assess potential risks and their impacts.
Project evaluation is important for determining progress, outcomes, effectiveness, and justification of project inputs and results. The challenges include commitment, establishing baselines, identifying indicators, and allocating time for monitoring and evaluation.
Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
This document discusses activity planning and scheduling for projects. It covers defining activities, identifying activities using different approaches, sequencing activities based on dependencies, and scheduling activities while considering resource availability and allocation. The key steps in developing a project schedule are deciding on activities and their order, creating an ideal activity plan, risk analysis to identify potential issues, and allocating resources which could impact the schedule.
This document discusses various topics related to monitoring and controlling contracts and projects. It describes the monitoring and control cycle including assessing progress, collecting details, and reporting status using methods like RAG reports, Gantt charts, and earned value analysis. It also discusses change control procedures, types of contracts for acquiring software from external suppliers, and the tendering and evaluation process for selecting suppliers.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
Risk management involves identifying potential problems, assessing their likelihood and impacts, and developing strategies to address them. There are two main risk strategies - reactive, which addresses risks after issues arise, and proactive, which plans ahead. Key steps in proactive risk management include identifying risks through checklists, estimating their probability and impacts, developing mitigation plans, monitoring risks and mitigation effectiveness, and adjusting plans as needed. Common risk categories include project risks, technical risks, and business risks.
This document discusses various techniques for evaluating projects, including:
- Strategic assessment to evaluate how projects align with organizational goals and strategies.
- Technical assessment to evaluate functionality against available hardware, software, and solutions.
- Cost-benefit analysis to compare expected project costs and benefits in monetary terms over time.
- Cash flow forecasting to estimate costs and benefits over the project lifecycle.
- Risk evaluation to assess potential risks and their impacts.
Project evaluation is important for determining progress, outcomes, effectiveness, and justification of project inputs and results. The challenges include commitment, establishing baselines, identifying indicators, and allocating time for monitoring and evaluation.
Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
This document discusses activity planning and scheduling for projects. It covers defining activities, identifying activities using different approaches, sequencing activities based on dependencies, and scheduling activities while considering resource availability and allocation. The key steps in developing a project schedule are deciding on activities and their order, creating an ideal activity plan, risk analysis to identify potential issues, and allocating resources which could impact the schedule.
This document discusses various topics related to monitoring and controlling contracts and projects. It describes the monitoring and control cycle including assessing progress, collecting details, and reporting status using methods like RAG reports, Gantt charts, and earned value analysis. It also discusses change control procedures, types of contracts for acquiring software from external suppliers, and the tendering and evaluation process for selecting suppliers.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
Risk management involves identifying potential problems, assessing their likelihood and impacts, and developing strategies to address them. There are two main risk strategies - reactive, which addresses risks after issues arise, and proactive, which plans ahead. Key steps in proactive risk management include identifying risks through checklists, estimating their probability and impacts, developing mitigation plans, monitoring risks and mitigation effectiveness, and adjusting plans as needed. Common risk categories include project risks, technical risks, and business risks.
This document discusses project scheduling for software engineering projects. It covers key topics such as:
- The importance of scheduling for establishing a roadmap and tracking progress on large, complex software projects.
- Basic principles of software project scheduling including compartmentalizing work, indicating interdependencies, allocating time and resources, and assigning responsibilities.
- Methods for defining tasks, networks, and timelines to plan and track schedules.
- Techniques for monitoring schedule performance such as status meetings, milestone tracking, and earned value analysis.
- Factors that influence schedules such as risks, changing requirements, estimates, and technical difficulties.
Selection of an appropriate project approachtumetr1
This document discusses different approaches for software project management. It describes the waterfall model, prototyping, incremental delivery, and agile methods like Dynamic System Development Method (DSDM) and Extreme Programming (XP). The key factors in selecting an approach are the level of uncertainty in requirements and technologies, the type of application being developed, and project constraints. Evolutionary or incremental approaches are best suited to higher uncertainty, while waterfall can be used for well-defined projects with tight schedules. Agile methods emphasize frequent delivery, collaboration, and responding to changing requirements.
The document discusses concepts related to software project scheduling, including:
- Software project scheduling involves distributing estimated effort across the planned project duration by allocating effort to specific tasks.
- There are two perspectives on software scheduling - either working within a prescribed end date or setting the end date based on the software team's estimates.
- Basic principles of software scheduling include compartmentalizing tasks, determining dependencies, allocating time estimates, validating effort, and defining responsibilities, outcomes, and milestones.
- Tracking project schedules involves comparing actual progress to planned schedules through status meetings, reviews, and milestone completions.
Estimating involves forecasting the time and cost to complete project deliverables. There are two main types of estimates: bottom-up estimates require more effort but rely on those familiar with the work, while top-down estimates can be made by managers without direct experience. Software cost and effort estimation is not an exact science due to many variable factors. Key parameters that affect estimates include resources, time, human skills, and cost. Common software estimation techniques include top-down and bottom-up methods such as the three-point estimation technique.
This Presentation will describe you,
01. What is software project management
02. The Role of Software Project Manager
03. Risk Management
04. People Management
not only these point you will have with example.
This document discusses different software estimation techniques. It describes what software estimation is, why it is needed, and some common difficulties in estimation. It then outlines factors to consider like product objectives, corporate assets, and project constraints. It discusses methods for estimating lines of code or function points. Function point analysis and the unadjusted and value adjustment components are explained. Models for calculating effort and cost using lines of code and function points are provided, including the COCOMO model and its organic, semi-detached, and embedded project types.
The document discusses organization and team structures for software development organizations. It explains the differences between functional and project formats. The functional format divides teams by development phase (e.g. requirements, design), while the project format assigns teams to a single project. The document notes advantages of the functional format include specialization, documentation, and handling staff turnover. However, it is not suitable for small organizations with few projects. The document also describes common team structures like chief programmer, democratic, and mixed control models.
This document discusses software project management. It outlines software processes, common problems, and methods for improving processes. Software processes involve many elements and sub-processes. Common problems include cost overruns, schedule delays, low productivity, and poor quality. There are three methods for improving processes: meta processes focus on organizational strategies and profitability, macro processes produce software within constraints for a project, and micro processes focus on iterations and risk resolution for a project team. The objective of process improvement is to maximize resources for productive activities and minimize overhead impacts on resources like personnel and schedule to ultimately enhance product quality.
Software Project Management: Risk ManagementMinhas Kamal
Software Project Management: ResearchColab- Risk Management (Document-7)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
This document outlines the 10 step process for software project planning. It begins with selecting the project and identifying its scope and objectives. It then covers identifying the project infrastructure, analyzing project characteristics, and identifying products and activities. Steps also include estimating effort for each activity, identifying risks, allocating resources, and reviewing/publicizing the plan. Execution then involves lower level planning. The document also discusses software effort estimation techniques such as algorithmic models, expert judgment, analogy, and top-down and bottom-up approaches.
This document introduces earned value analysis (EVA), a project management technique that integrates scope, schedule, and cost to measure performance. It defines key EVA terms like budgeted cost of work performed, actual cost, earned value, and planned value. Metrics like cost variance, schedule variance, cost performance index, and estimate at completion are also explained. An example project is used to demonstrate how to calculate these metrics. The document proposes implementing EVA for ATCO projects by developing a module in their EIS system to track EVA parameters and metrics on a monthly basis. A plan is outlined to get feedback, train users, and start the new EVA process.
The document discusses project planning in software engineering. It defines project planning and its importance. It describes the project manager's responsibilities which include project planning, reporting, risk management, and people management. It discusses challenges in software project planning. The RUP process for project planning is then outlined which involves creating artifacts like the business case and software development plan. Risk management is also a key part of project planning.
The COCOMO model is a widely used software cost estimation model that predicts development effort and schedule based on project attributes. It includes basic, intermediate, and detailed models of increasing complexity. The intermediate model estimates effort as a function of source lines of code and cost drivers. The detailed model further incorporates the impact of cost drivers on development phases. COCOMO 2 expands on this with application composition, early design, reuse, and post-architecture models for different project stages.
The document discusses four main concerns in managing people in software environments: staff selection, staff development, staff motivation, and staff well-being. It covers approaches to understanding human behavior like positivism and interpretivism. Additionally, it examines theories around motivation and leadership styles that are important to consider when managing teams in software projects.
The document discusses software requirements and requirements engineering. It introduces concepts like user requirements, system requirements, functional requirements, and non-functional requirements. It explains how requirements can be organized in a requirements document and the different types of stakeholders who read requirements. The document also discusses challenges in writing requirements precisely and provides examples of requirements specification for a library system called LIBSYS.
This document outlines a 10-step process called Step Wise for project planning. It involves selecting the project, identifying objectives and scope, analyzing project characteristics, identifying products and activities, estimating effort, identifying risks, allocating resources, reviewing and publishing the plan, and executing the plan through lower levels of detailed planning. Project planning establishes objectives, analyzes the project, and identifies an infrastructure, products, activities, resources, and quality controls to guide successful execution.
This document discusses activity planning for projects. It explains that a detailed project plan should include a schedule showing the start and finish times of each activity. This is important to ensure resources are available when needed, avoid conflicts over shared resources, monitor progress against milestones, and manage cash flow. The document outlines different approaches to identifying activities, including activity-based, product-based, and hybrid structures. It also discusses sequencing activities and using precedence requirements in scheduling.
This document discusses various techniques for estimating effort for software projects. It describes common challenges with software estimation like subjective nature and changing requirements. It then explains different estimation techniques like algorithmic models, expert judgment, analogy, top-down and bottom-up approaches. Specifically, it outlines the function point analysis technique and COCOMO model for estimating effort based on source lines of code and complexity factors. Finally, it lists some typical rules of thumb for software estimation from Capers Jones.
Resource management involves the efficient allocation of resources such as people, materials, equipment, and funding to projects. A resource manager is responsible for identifying all resource needs, obtaining the required resources, and ensuring they are used effectively. There are three main types of resources: people, financial capital, and materials/goods. Effective resource management requires resource planning and estimation, developing a resource plan, scheduling resources, avoiding overallocation, and negotiating for resources when needed from the organization.
The document discusses resource allocation in project management. It defines resources as anything required to accomplish an activity or undertake an enterprise. The basic resources are land, labor, and capital. Resource allocation involves assigning available resources in an economic way and scheduling activities and their resource needs based on both resource availability and project time. Techniques to avoid over-allocating resources include resource leveling, prioritizing projects, linking tasks, leaving breathing room in schedules, and avoiding an approach where teams constantly put out fires.
This document discusses project scheduling for software engineering projects. It covers key topics such as:
- The importance of scheduling for establishing a roadmap and tracking progress on large, complex software projects.
- Basic principles of software project scheduling including compartmentalizing work, indicating interdependencies, allocating time and resources, and assigning responsibilities.
- Methods for defining tasks, networks, and timelines to plan and track schedules.
- Techniques for monitoring schedule performance such as status meetings, milestone tracking, and earned value analysis.
- Factors that influence schedules such as risks, changing requirements, estimates, and technical difficulties.
Selection of an appropriate project approachtumetr1
This document discusses different approaches for software project management. It describes the waterfall model, prototyping, incremental delivery, and agile methods like Dynamic System Development Method (DSDM) and Extreme Programming (XP). The key factors in selecting an approach are the level of uncertainty in requirements and technologies, the type of application being developed, and project constraints. Evolutionary or incremental approaches are best suited to higher uncertainty, while waterfall can be used for well-defined projects with tight schedules. Agile methods emphasize frequent delivery, collaboration, and responding to changing requirements.
The document discusses concepts related to software project scheduling, including:
- Software project scheduling involves distributing estimated effort across the planned project duration by allocating effort to specific tasks.
- There are two perspectives on software scheduling - either working within a prescribed end date or setting the end date based on the software team's estimates.
- Basic principles of software scheduling include compartmentalizing tasks, determining dependencies, allocating time estimates, validating effort, and defining responsibilities, outcomes, and milestones.
- Tracking project schedules involves comparing actual progress to planned schedules through status meetings, reviews, and milestone completions.
Estimating involves forecasting the time and cost to complete project deliverables. There are two main types of estimates: bottom-up estimates require more effort but rely on those familiar with the work, while top-down estimates can be made by managers without direct experience. Software cost and effort estimation is not an exact science due to many variable factors. Key parameters that affect estimates include resources, time, human skills, and cost. Common software estimation techniques include top-down and bottom-up methods such as the three-point estimation technique.
This Presentation will describe you,
01. What is software project management
02. The Role of Software Project Manager
03. Risk Management
04. People Management
not only these point you will have with example.
This document discusses different software estimation techniques. It describes what software estimation is, why it is needed, and some common difficulties in estimation. It then outlines factors to consider like product objectives, corporate assets, and project constraints. It discusses methods for estimating lines of code or function points. Function point analysis and the unadjusted and value adjustment components are explained. Models for calculating effort and cost using lines of code and function points are provided, including the COCOMO model and its organic, semi-detached, and embedded project types.
The document discusses organization and team structures for software development organizations. It explains the differences between functional and project formats. The functional format divides teams by development phase (e.g. requirements, design), while the project format assigns teams to a single project. The document notes advantages of the functional format include specialization, documentation, and handling staff turnover. However, it is not suitable for small organizations with few projects. The document also describes common team structures like chief programmer, democratic, and mixed control models.
This document discusses software project management. It outlines software processes, common problems, and methods for improving processes. Software processes involve many elements and sub-processes. Common problems include cost overruns, schedule delays, low productivity, and poor quality. There are three methods for improving processes: meta processes focus on organizational strategies and profitability, macro processes produce software within constraints for a project, and micro processes focus on iterations and risk resolution for a project team. The objective of process improvement is to maximize resources for productive activities and minimize overhead impacts on resources like personnel and schedule to ultimately enhance product quality.
Software Project Management: Risk ManagementMinhas Kamal
Software Project Management: ResearchColab- Risk Management (Document-7)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
This document outlines the 10 step process for software project planning. It begins with selecting the project and identifying its scope and objectives. It then covers identifying the project infrastructure, analyzing project characteristics, and identifying products and activities. Steps also include estimating effort for each activity, identifying risks, allocating resources, and reviewing/publicizing the plan. Execution then involves lower level planning. The document also discusses software effort estimation techniques such as algorithmic models, expert judgment, analogy, and top-down and bottom-up approaches.
This document introduces earned value analysis (EVA), a project management technique that integrates scope, schedule, and cost to measure performance. It defines key EVA terms like budgeted cost of work performed, actual cost, earned value, and planned value. Metrics like cost variance, schedule variance, cost performance index, and estimate at completion are also explained. An example project is used to demonstrate how to calculate these metrics. The document proposes implementing EVA for ATCO projects by developing a module in their EIS system to track EVA parameters and metrics on a monthly basis. A plan is outlined to get feedback, train users, and start the new EVA process.
The document discusses project planning in software engineering. It defines project planning and its importance. It describes the project manager's responsibilities which include project planning, reporting, risk management, and people management. It discusses challenges in software project planning. The RUP process for project planning is then outlined which involves creating artifacts like the business case and software development plan. Risk management is also a key part of project planning.
The COCOMO model is a widely used software cost estimation model that predicts development effort and schedule based on project attributes. It includes basic, intermediate, and detailed models of increasing complexity. The intermediate model estimates effort as a function of source lines of code and cost drivers. The detailed model further incorporates the impact of cost drivers on development phases. COCOMO 2 expands on this with application composition, early design, reuse, and post-architecture models for different project stages.
The document discusses four main concerns in managing people in software environments: staff selection, staff development, staff motivation, and staff well-being. It covers approaches to understanding human behavior like positivism and interpretivism. Additionally, it examines theories around motivation and leadership styles that are important to consider when managing teams in software projects.
The document discusses software requirements and requirements engineering. It introduces concepts like user requirements, system requirements, functional requirements, and non-functional requirements. It explains how requirements can be organized in a requirements document and the different types of stakeholders who read requirements. The document also discusses challenges in writing requirements precisely and provides examples of requirements specification for a library system called LIBSYS.
This document outlines a 10-step process called Step Wise for project planning. It involves selecting the project, identifying objectives and scope, analyzing project characteristics, identifying products and activities, estimating effort, identifying risks, allocating resources, reviewing and publishing the plan, and executing the plan through lower levels of detailed planning. Project planning establishes objectives, analyzes the project, and identifies an infrastructure, products, activities, resources, and quality controls to guide successful execution.
This document discusses activity planning for projects. It explains that a detailed project plan should include a schedule showing the start and finish times of each activity. This is important to ensure resources are available when needed, avoid conflicts over shared resources, monitor progress against milestones, and manage cash flow. The document outlines different approaches to identifying activities, including activity-based, product-based, and hybrid structures. It also discusses sequencing activities and using precedence requirements in scheduling.
This document discusses various techniques for estimating effort for software projects. It describes common challenges with software estimation like subjective nature and changing requirements. It then explains different estimation techniques like algorithmic models, expert judgment, analogy, top-down and bottom-up approaches. Specifically, it outlines the function point analysis technique and COCOMO model for estimating effort based on source lines of code and complexity factors. Finally, it lists some typical rules of thumb for software estimation from Capers Jones.
Resource management involves the efficient allocation of resources such as people, materials, equipment, and funding to projects. A resource manager is responsible for identifying all resource needs, obtaining the required resources, and ensuring they are used effectively. There are three main types of resources: people, financial capital, and materials/goods. Effective resource management requires resource planning and estimation, developing a resource plan, scheduling resources, avoiding overallocation, and negotiating for resources when needed from the organization.
The document discusses resource allocation in project management. It defines resources as anything required to accomplish an activity or undertake an enterprise. The basic resources are land, labor, and capital. Resource allocation involves assigning available resources in an economic way and scheduling activities and their resource needs based on both resource availability and project time. Techniques to avoid over-allocating resources include resource leveling, prioritizing projects, linking tasks, leaving breathing room in schedules, and avoiding an approach where teams constantly put out fires.
The Ultimate Guide To Project Resources ManagementOrangescrum
Project Resource Management is the process of effectively planning, allocating, and managing the resources needed to complete a project. Read more: https://www.orangescrum.com/blog/ultimate-guide-to-project-resources-management.html
This document discusses resource management for construction projects. It defines resources as things like labor, equipment, materials, and money needed to complete work. The key aspects of resource management are:
1) Defining the important resources to manage and classify them as key, secondary, or general.
2) Determining if a project is time-constrained, where duration cannot increase but additional resources can be used, or resource-constrained, where resources cannot exceed availability even if it increases duration.
3) Allocating resources to each activity, then aggregating total resource needs over time to create resource load charts to understand fluctuations and identify places to level resources for better utilization.
The document discusses project resource management. It defines resource management as identifying, acquiring, and managing the resources needed to successfully complete a project. Resources can include people's skills, software, materials, and more. Effective resource management provides benefits like avoiding issues, preventing burnout, establishing transparency, and measuring efficiency. Key resource management techniques include resource allocation, leveling, and forecasting to optimize use of people, materials, and budgets. The document also outlines the main processes involved in project resource management: plan resource management, estimate activity resources, acquire resources, develop the team, manage the team, and control resources.
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
This document discusses resource management for software development projects. It defines different types of resources like human, computer, time and money resources. It also categorizes resources based on availability, place, elasticity and whether they are shared or dedicated. The document outlines skill sets needed for human resources and key resource management activities like planning, utilization and deallocation. It describes resource leveling techniques to efficiently allocate limited resources across multiple projects.
This presentation discusses managing project resources. It defines resources as sources of supply or support, including human and capital resources. Human resources include project team members and stakeholders. Capital resources are tools and infrastructure used to produce goods and services. The presentation covers estimating and managing resource needs, and techniques for developing project schedules based on resource availability like critical path analysis and schedule compression. The goal is to understand resource types, their importance, and how to apply tools to effectively manage resources and project time.
The document discusses project resource management. It covers optimizing allocation of resources to projects both short and long term. Good resource management can deliver more projects with fewer resources and increase utilization. The document outlines strategic and tactical planning, scenario planning, assessing availability and capabilities, skills matching, assigning resources, tracking time and costs, and managing availability. It provides an example of a software tool, SmartCore, that supports these resource management functions.
The document discusses various project management methodologies including Waterfall, Agile, Scrum, Kanban, and Critical Path Method (CPM). It provides descriptions of how each methodology works, when it should be used, advantages and disadvantages. The Critical Path Method in particular aims to identify the longest sequence of dependent tasks in a project in order to minimize the overall project duration.
Project scheduling and resource levelling_Construction Management A Makwana
At the time of preparing the network of any project, usually it is assumed that all resources needed for its execution are available in plenty and no consideration of resource constraints is taken into account.
In such situations the duration of the project may increase escalating the cost of the project.
This document provides an overview of key concepts in project management including:
- Defining a project and the goals of project management to complete tasks on time and within budget.
- Common causes of project failure such as lack of commitment and poor planning.
- Tools used in project management including PERT charts, Gantt charts, and joint project planning.
- The six main activities in project management: defining scope, identifying tasks, estimating durations, specifying dependencies, assigning resources, and monitoring progress.
The document discusses key concepts for project management including work breakdown structures (WBS), organizational breakdown structures (OBS), responsibility assignment matrices (RAM), project schedules, critical paths, variance tracking, and earned value management. It provides examples and explanations of how these tools are used to plan, organize, assign responsibilities, track progress, and measure performance for software projects.
The document discusses resource scheduling and management for projects. It describes how resource constraints can impact project scheduling by potentially increasing project duration if resources are not adequate to meet peak demands. It also outlines different resource allocation methods for time-constrained versus resource-constrained projects, including leveling techniques to smooth resource utilization for the former and priority rules for scheduling activities for the latter.
Savvy PMOs Guide to Resource Planning EB945LTREN.pdfAlisa Smith
The document discusses effective resource capacity planning and management. It notes that only 20% of executives are confident in their resource allocations for implementing strategy. A lack of agility and prioritization in resource management can lead to lower productivity and higher costs. The document provides guidelines for resource planning including: expressing demand in hours or headcount depending on what is most meaningful; allowing flexibility in high-level or bottom-up planning depending on the project; and choosing direct staffing by project managers or a formal approval process depending on the resource and project. Following these guidelines can help PMOs enhance resource planning to accelerate business growth.
This document discusses resource allocation, which involves deciding how to distribute scarce resources like time, people, and tools across tasks in a project to meet deadlines. Effective resource allocation improves visibility of resource usage, avoids under and over utilization, and makes bookings and negotiations more accurate. Key considerations for resource allocation plans include funding choices and levels, contingency mechanisms if funds change, and factors like client changes, availability, dependencies, uncertainties, and company priorities. The document outlines techniques for resource allocation including resource leveling for time-constrained projects, prioritizing projects for resource-constrained ones, linking related tasks, leaving breathing room between tasks, and avoiding constantly putting out fires to stay focused on the project.
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This document discusses various techniques for process synchronization. It begins by defining process synchronization as coordinating access to shared resources between processes to maintain data consistency. It then discusses critical sections, where shared data is accessed, and solutions like Peterson's algorithm and semaphores to ensure only one process accesses the critical section at a time. Semaphores use wait and signal operations on a shared integer variable to synchronize processes. The document covers binary and counting semaphores and provides an example of their use.
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The document discusses the GRASP (General Responsibility Assignment Software Principles) patterns and principles for assigning responsibilities in object-oriented design. It defines GRASP as helping to clearly outline which objects are responsible for which actions. There are nine GRASP principles covered: Creator, Controller, Information Expert, Low Coupling, High Cohesion, Indirection, Polymorphism, Protected Variations, and Pure Fabrication. These principles provide guidelines for assigning responsibilities to classes to achieve well-structured and maintainable code. The document then explains each principle in more detail using a chess game as an example domain.
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An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
4. Introduction
> Resource allocation is the process of assigning
and scheduling resources to project tasks.
> Resources are the life blood of project
management.
> Resources are used to carry out the project, and
are returned to their owners if not consumed by
the project.
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8. Resource histogram
Resource histogram is specifically a bar chart that is used for
the purposes of displaying the specific amounts of time that a
particular resource is scheduled to be worked on over a
predetermined and specific time period.
they allow a quick and easy single page view of exactly what
resources are available, what resources are being utilized at the
present time (or at whatever time the project management team
is seeking information on), and how long those resources are
expected to be tied up.
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11. Resources Over-Allocation
> Resource over-allocation happens when assignments
of more tasks than your resources can handle or
reasonably complete within a standard eight hour
workweek are assigned.
> When a company has many projects, resource over-
allocation is a risk, especially if your resources are
small and involved in multiple tasks.
> When this happens, your projects may stall, come to
a complete stop or fail.
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13. Techniques In Project Management
There are 6 Techniques to performing a proper resource
allocation and avoid Resource over-Allocation:
> Divide the Project into Tasks
> Assign the Resources
> Determine resource attributes
> Resource Leveling
> Re-allocate as necessary
> Track resource utilization
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14. 1. Divide the Project into Tasks
In project management, the project is divided into tasks and
managed on a task, rather than a project, level. Resource
allocation is an integral component of this process because
each task is assigned the necessary resources, and
the resources are managed by task.
Once the project is successfully divided into tasks, the resources
can be assigned.
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15. 2.Assign the Resources
Each task requires resources in order to be successfully performed. As a minimum,
most tasks require a human resource to carry out some actions. Usually, the person
starts with some input materials which are used to produce an output.
Generally, there are five types of resources:
1. Labor
2. Equipment
3. Materials
4. Facilities
5. Miscellaneous
he resources are assigned to each task, so that the table looks like this:
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16. 3. Determine Resource Attributes
Each resource comes with attributes (project manager lingo) which must
be sufficient to carry out the project work.
These attributes include:
1. Grade
2. Skill
3. Quality
4. Availability
5. Resource-Specific Attribute
1. Size
2. Shape
3. Color
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17. 4.Resource Leveling
Resource leveling is a technique in project management
that overlooks resource allocation and resolves possible
conflict arising from over-allocation.
When project managers undertake a project, they need
to plan their resources accordingly.
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19. 5.Re-allocate as Necessary
Resources are scarce. They sometimes do not
show up on time, are needed by other projects, or
lose their usefulness over time.
Many things can happen that require a shift of
resources from one task to another, or a change in
the project schedule or budget.
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20. 6.Track Utilization Rates
> It is a surprisingly common occurrence that a
resource arrives at a project and sits idle for a long
period of time.
> It is equally common that project managers have no
idea that the resource is being paid for but not being
used.
> A simple solution is to track resource
utilization rates. The utilization rate is simply the
percentage of billable time
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21. 6.Track Utilization Rates
Utilization Rate = Number of Billable Hours /
Number of Total Hours
For example,
if Bill worked 4 hours out of a possible 40 hours for
the week, his utilization rate is
4 / 40 = 10%.
Clearly this would suggest corrective action is
warranted on the part of the project manager.
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23. Why We Need Effective Resource Allocation
• Maintain accurate time log
• Save money
• Boost productivity
• Improve time management
• Improve staff morale
• Predict the future project plan
• Manage team workload
• Strategic planning
• Eliminate risk
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24. References
> Hughes. B and Cotterell. M, Software Project
Management, 2nd Edition, McGraw Hill 1999.
> https://www.brighthubpm.com/resource-
management/11638-resource-allocation-do-you-
overwork-your-resources/
> https://www.projectengineer.net/the-6-steps-of-
resource-allocation/
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