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Summary Chapter 17 'managing resources' Gower Handbook of Project Management, ISBN: 9781472422965
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Chapter 17 Gower Handbook of Project Management, ISBN: 2965
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Summary of the hand of project management | Remco van der Schoot2. Determine the level of reliability of the estimated planned durations
3. Develop the schedule with the planned durations
a. Establish the project’s baseline schedule and minimum total project duration
4. If a distribution for a task duration is available shorten it to the left of the planned duration. If the
distribution is not available, estimate the size of the maximum error as a single point estimate or assume
a distribution for it.
5. If the task error distributions are available or assumed a distribution of project completion times can be
generated. Use the distribution of the project duration of the project as a buffer
6. If the task error distributions are not available and calculate it. A = 1,2*n*p+3,5
a. A = used a contingency buffer for the schedule
b. P= 1-relaibility
c. N= number of activities on the critical path
7. As the project continues the number of remaining tasks decreases and so the buffer will change.
2.3.4. SOME RECOMMENDATIONS
1. Define your objectives and give them priorities:
2. Focus on collecting planning and scheduling data:
o The scope of the project should be defined as accurately as possible
▪ Including the WBS, WP’s, network diagram & milestone plan
3. Implement the schedule but be ready for change:
4. Use a systemic approach to develop the schedule:
5. Input the planning data into project management software of your choice:
6. Perform schedule risk analysis:
2.3.5. CONCLUDING REMARKS
Two major causes of scheduling failure are:
1. Overemphasis on shorter project duration as a prima scheduling objective
2. Lack of proper emphasis on scheduling risks and unreliability
Choose a suitable objective and develop a flexible and dynamic schedule; USM approach.
2.4. HOOFDSTUK 17 – MANAGING RESOURCES (P.263-281)
Resources = anything that will cost money to obtain and is necessary for the completion of a work.
- Includes labor, equipment, licenses, taxes and so forth (excluding money because it’s the primary means
of getting resources)
2.4.1. THE RESOURCE MANAGEMENT PROCESS
RESOURCE CONSTRAINTS
Constraints for projects: human resources, physical constraints and limitations, environmental issues, contractual
terms and conditions, materials availability of required quality and quantity, technical limitations and budget
limitations.
All in-house resources required for a project should be identified and assigned in a resource breakdown structure
(RBS).
RESOURCE BREAKDOWN STRUCTURE (RBS)
resource breakdown structure (RBS) = classifies and catalogues the resources needed to accomplish project
objectives.
- For dividing the resources into smaller units for planning, estimating and managing
P a g i n a 19 | 35
, Summary of the hand of project management | Remco van der Schoot
Resource types can be classified as:
- People, and van be divided into:
o Skill, professional discipline, work functions, location, equipment, supplies, tools and materials,
size, function and technical area.
- Materials and equipment
- Tools and machinery
- Fees and licenses
o Including software
RBS contains units of measurement.
- There can be only one type of time measuring unit for time
- FPS and SI measuring units should not be mixed with units in the same RBS.
P a g i n a 20 | 35
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