Risk Severity Matrix 7-7. Risk EventResponse Contingency Plan Trigger Who is Responsibl e.

Risk Severity Matrix 7-7

Risk Event Response

Contingency Plan Trigger

Who is

Responsible

CH

AP

TE

R E

IGH

T

Scheduling Resources

• Project human resource management:– Includes the processes required to make the

most effective use of the people invovled with the project.

• Individual contributors• Etc.

PMBOK – Resource Management

• Major Processes– Organizational Planning– Staff acquisition



• Organizational Planning– Involves identifying, documenting and assigning

project roles, responsibilities, and reporting relationships to either individuals or groups.

– Reviewed/revised regularly throughout project

– Tightly linked to communications planning


Inputs Process Output

Project Interfaces

Staffing Requirements

constraints

Role and responsibility assignments

Staffing management plan

Organization chart

Supporting detail

Organizational Planning


• Staff Acquisition

– Involves getting the human resources needed (individuals or groups) assigned to and working on the project.




Staffing pool description

Recruitment practices

Project Staff Assigned

Project team directory

Staff Acquisition


• Team development

– Includes both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team.

– Complicated by two bosses.



Project staff

Project plan


Performance resports

External feedback

Team Building activities

General management skills

Reward recognition systems

Collocation

Training

Team Development

Types of Project Constraints

• Technical Constraints

• Physical Constraints

• Resource Constraints

Constraint Examples

8-1

Technical Constraints

• Also called logic constraints

• Sequence of events for project activities

• CPM addresses these– X-Planes

Physical Constraints

• Contractual

• Environmental

• Handled similar to resource constraints– X-Planes

Resource Constraints

• Parallel activities hold conflict for resources

• Wedding example– One person, many tasks

• X-Planes

Types of Resource Constraints

• People– Most Important

• Materials– Exotic

• Equipment– Type Size Quantity

• Working Capital– My Driveway

Classification of Scheduling

• Time Constrained

• Resource constrained

Time

Project Manager

Resources

Customer

Project Priority Matrix

Constrain: The original parameter is fixed. The project must meet the completion date, specs. And scope of the project, or budget

Enhance: Given the scope of the project, which criterion should be optimized?

Accept: For which criterion is it tolerable not to meet the original parameters?

Constrain

Enhance

Accept

Time Performance Cost

Time Constrained

• Resource Utilization focus

• Level within Slack

Botanical Garden 8-4

Botanical Garden 8-4

Results:Reduced resourcesRequired by 25%(from 4 to 3)

Did not affect Schedule

Why:Some Equipment Not Easily moved.

Negatives:Loss of Slack

Resource Constrained Projects

• Difficult to manage

• No good math models for:

• Rules (Heuristics)– Allocation of resources to

activities to minimize project delays

Heuristics Rules that Seem to Work

• Follow in order: Assign resources according to activities with:

1. Minimum slack

Then if tie:

2. Smallest Duration

Then if still a tie:

3. Lowest Activity Identification Number

Resource-Constrained Schedule Through Period 0-1

8-7


8-7

Resource-Constrained Schedule Through Period 2-3 Continued

Next least slack

Least Slack

Most Slack

AssignLeast SlackFirst


xNothing to do hereCan’t assign activityB, its too large (2+2=4>3So, must leave C and D alone

0


xNothing to do hereCan’t assign activityB, its too large (2+2=4>3So, must leave C and D alone

x-1


x x xNothing to do hereCan’t assign activityB, its too large (2+2=4>3So, must leave C and D alone

-2


x x xNow, we assign activity with least Slack, that is activity B with –2 periods ofSlack. Next activity F has least slack soassign

-22

1

3

1

x

x



-22

1

3

2

1

3

x x

xx

0



-22

1

3

2

1

3

2xx

-11

xx x



-22

1

3

2

1

3

2

x

x

-21

xx x

1

3

2


x x x

Now, we assign activity with least Slack, that is activity B with –2 periods ofSlack. Next activity E has least slack soassign

-22

1

3

2

1

3

2

x

x

-21

xx x

1

3

2

1

2

x3

-1


x x x

Now, we assign activity with least Slack, that is activity B with –2 periods ofSlack. Next activity E has least slack soassign

-22

1

3

2

1

3

2

x

2-2

1

xx x

1

3

2

1

2

x3

-2

1

2

x3

2 s s


8-9

EMR Project Network View—Schedule Before Resources

Leveled

8-11

EMR Project Before Resources Added

8-12

EMR Project—Time Constrained Resource Usage Viewand Resource Loading Chart

8-13

EMR Project Network ViewSchedule After Resource Leveled

8-14

EMR Project Resources Leveled8-15

Risk Severity Matrix 7-7. Risk EventResponse Contingency Plan Trigger Who is Responsibl e.

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