Every project boils down to money. If you had a bigger
budget, you could probably get more people to do your project more quickly and
deliver more. That’s why no project plan is complete until you come up with a
budget. But no matter whether your project is big or small, and no matter how
many resources and activities are in it, the process for figuring out the
bottom line is always the same.
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Project constraints
are never welcome, particularly when staff resources are the source of the
limitation. Resource constraints refer to the limitations on staffing,
equipment and other resources that are necessary to complete
a project. Examples of resource constraints include limited
staff and equipment availability because of other ongoing projects in a
company. The negative effects of resource constraints can be detrimental
to a project. It can cause project delays, rushed projects with elevated
amounts of errors, high stress levels and even the loss of good employees. It
is important to take a step back and understand, of all the current activities
your resources are working on, which activities should be focused on.
Solving the resource scheduling problem for optimal solutions is extremely complex, particularly for large project networks with many different resource types. There are ways to allocate resources to activities to minimise project delay based on certain priority rules. The parallel method is one way minimise project disruption. In the parallel method resources are allocated on a period by period basis rather than each activity. In this method only those activities whose preceding activities have been completed will be considered. If two or more activities compete for the same resources, then allocation of resources is based on certain prescribed priority rules. Compared to the serial method, the parallel method has been the most widely used heuristic. The following priority rules, in the order presented, have been found to be the most effective in minimising project delay. Minimum slack smallest duration lowest activity identification number Regardless of the scheduling heuristic used, the primary impact of resource constrained scheduling is the loss of flexibility due to the reduction in slack. Furthermore, the reduction in slack also increases the number of critical or near-critical activities. The resource levelling is the technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Project resources are rarely unlimited. In most cases, project managers have to compete for resources, and eventually compromise on one or more project elements in response to resource constraints. Assuming resource levelling is required, you will also need to identify your scheduling flexibility. This is the point at which the strategic and technical elements of resource levelling come together.
Project planning resource levelling is the process of resolving these conflicts. It can also be used to balance the workload of primary resources over the course of the project[s], usually at the expense of one of the traditional triple constraints; time, cost and scope. In order to properly manage project resource gaps, you must get an early start, long before project work begins. This will give you a tremendous advantage, as you will be able to fully consider, vet and communicate all viable alternatives
