~Text Q 6 CH 7 Resource Utilization PDF

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A required assignment....

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ETI2441Pr oj ectManagement

#6

Name:Dal l asRosent hal

1. Give at least 10 examples of resources. 1.Time 2.Money 3.Manpower 4.Effort 5.Bandwidth 6.Energy 7.Transportation 8.Facilities 9.Materials 10. Tools 2. Think about a project that you are currently working on or have worked on. List four of the resources used in this project. Currently, I could classify all of my classwork as a project. I am taking 5 classes right now and the biggest drain on my resources is seen in Time, Effort, Bandwidth, and Energy. It is a lot of work to maintain this schedule, but I trust I will find it worth it in the end. 3. Discuss why resources need to be considered when developing a schedule. Resources are part of the requirements needed to complete a project and a schedule cannot be created accurately if the resources are not available. It is necessary to estimate the types and quantities of resources required to perform each activity. 4. Describe how resources can be considered when creating a network diagram. One way to consider resources is to take them into account when establishing the dependent relationships among activities in the network diagram. At a minimum, network diagrams illustrate the technical constraints among activities. The consideration of resources adds another dimension to planning and scheduling. A resource requirements plan illustrates the expected utilization of resources by time period during the time span of the project. 5. What are technical constraints? Give some examples. Technical restraints are activities that are in a serial relationship and must be performed in that sequence. You cannot tie your shoes until you put on your socks and then shoes. In order to ride a horse, you must first groom and then tack it up in that order. Activities that must be performed in technical sequence are technical restraints.

6.

What are resource constraints?

Resource constraints are activities that must take into account the availability of a limited quantity of resources. For example, you might be able to unload the dishes and mop without having to wait for each task to be done, but if there is only one person, you cannot do both concurrently. 7. Describe what is meant by resource leveling or smoothing. Why is it used? Resource leveling, or smoothing, is a method for developing a schedule that attempts to minimize the fluctuations in requirements for resources. This method levels the resources so that they are applied as uniformly as possible without extending the project schedule beyond its required completion time. It is a trial-and-error method in which the start of noncritical activities are delayed beyond their earliest start times to maintain a uniform level of required resources. 8.

Does resource leveling keep a project on schedule? If so, how? Resource leveling attempts to establish a schedule in which resource utilization is made as level as possible without extending the project beyond its required completion time. Activities can be delayed only to the point where all their positive slack is used up, as any further delays would cause the project to extend beyond the project required completion time.

9. Describe what is meant by resource-limited scheduling. Why is it used? When is it used? Resource-limited scheduling is a method for developing the shortest schedule when the quantity of available resources is fixed. This method is appropriate when the resources available for the project are limited and these resource limits cannot be exceeded. This method will extend the project completion time, if necessary, to keep within the resource limits. It is an iterative method in which resources are allocated to activities based on the least slack. When several activities need the same limited resource at the same time, the activities with the least slack have first priority. 10. Does resource-limited scheduling keep a project on schedule? If so, how? This method will extend the project completion time, if necessary, to keep within the resource limits. Source: Gido, Jack; Clements, Jim. Successful Project Management (Page 222). Cengage Learning. Kindle Edition....