Project Resource Allocation
- 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…!!!