Concept 1) The typical resource managed in most projects is people’s time. Addit

Question

Concept 1) The typical resource managed in most projects is people’s time. Additional resources that may need to be considered are: •Machine time/capacity – Does the project require time on a specific machine, particularly one that is a scarce resource? •Facility availability – Are facilities physically large enough to serve the needs of the project? In labor-intensive projects this could be the facility of office space including desks, chairs, phones, and computers. •Transportation – Some projects, such as a major demolition or a large convention, may put unusual strains on the transportation capacity of an area.

Concept 2 ) Resource loading is the level of demand placed upon individual resources during a specific time interval in a project schedule.

Concept 3) Resource leveling seeks to minimize fluctuations in the resource demand created by a project.

Concept 4) The activity slope, associated with “crashing” a project, identifies the trade-off between time and money when duration is reduced to expedite a project. Generally, the cost to perform an activity goes up as its duration is reduced.

Why is it important for a project manager to resource load their project schedule? What problems may arise if a project manager does not resource load their project schedule?

Explanation / Answer

We all know that in the real world project managers are given the finish date of the project before we even have a chance to plan for it. This is a good enough reason why we need to get better at scheduling our projects and levelling our finite resources. It is must to use powerful project management software and tools to resource load project schedule in order to – tracking projects, managing resources, scheduling tasks, assigning dependencies, calculating earned value, and using our project scheduling tools for project budget management.

The problems which may arise if a project manager does not resource load their project schedule are

Not Assigning the Right Person to Manage the Project.

Failing to Get Everyone on the Team Behind the Project

Not Getting Executive Buy-in.

Putting Too Many Projects into Production at Once.

Staying on schedule and meeting the deadline

Poor scope control

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