Summary
Summary Chapter 17 'managing resources' Gower Handbook of Project Management, ISBN: 9781472422965
- Course
- Institution
- Book
Chapter 17 Gower Handbook of Project Management, ISBN: 2965
[Show more]
Connected book
Book Title:
Author(s):
- Edition:
- ISBN:
- Edition:
More summaries for
-
Summary of chapter 6 Gower Handbook of Project Management - Agile and Hybrid Project Management
-
Summary of chapter 7 'measuring performance' from the Gower Handbook of project management
-
Summary of the chapter 16 'managing cost and earned value' from Gower Handbook of project management
Seller
Follow
RSCHO
Reviews received
Content preview
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
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller RSCHO. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $3.81. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
75759 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 14 years now