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Software Project Management: Muneer Ahmed Shaikh

This document discusses resource allocation and scheduling for software projects. It defines resource allocation as assigning available resources to identified tasks in the most effective way. The project manager is responsible for determining proper timing and allocation of resources. Key aspects of resource allocation and scheduling include identifying resource requirements, scheduling resources to balance workload, creating resource histograms to identify problem areas, and accounting for costs and issues that may arise. The overall goal is to complete the project in the shortest time with minimum resources.

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Madan Lal
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80 views23 pages

Software Project Management: Muneer Ahmed Shaikh

This document discusses resource allocation and scheduling for software projects. It defines resource allocation as assigning available resources to identified tasks in the most effective way. The project manager is responsible for determining proper timing and allocation of resources. Key aspects of resource allocation and scheduling include identifying resource requirements, scheduling resources to balance workload, creating resource histograms to identify problem areas, and accounting for costs and issues that may arise. The overall goal is to complete the project in the shortest time with minimum resources.

Uploaded by

Madan Lal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Software Project Management

Lecture 10
Muneer Ahmed Shaikh
Topics
• Resource Allocation
• Resource Scheduling

2
Resource Allocation
What is Resource Allocation
• Projects will always need resources and resources are scarce.
After the activities have been identified using various
techniques and tabulated into a Work-Break-Down, the
resources are to be allocated to complete the identified tasks.
This process is considered resource allocation.

• Resource allocation is the process of assigning and scheduling


available resources in the most effective and economical way
possible. The task, therefore, lies with the project manager to
determine the proper timing and allocation of
those resources within the project schedule.

• Mainly, resource allocation concerns how we allocate specific,


limited resources to specific activities (or projects) when there
are competing demands for the same limited resources.

4
Who allocates resources?
• Project Manager.
– Concentrate on resources where there is a
possibility that, without planning, they might not
be sufficiently available when required.
– Senior Software Developers are the hardest to
find – these need to be very carefully planned for
in advance.
– Developers do not like to wait for work, they
prefer to be busy with activities and tasks that
show clear progress.

5
Result of Resource Allocation
• Reflected in many schedules,
– Activity Schedule.
– Resource Schedule.
– Cost Schedule.
• Changes to these schedules are very much
interrelated and require domain experience to
“get it right”.

6
Resource Categories

• Labour (Even the project manager).


• Equipment (Computers / Machines).
• Materials (Consumed items – CDs).
• Space (Rooms, Cubicles).
• Services (Telecomm, Cleaning services).
• Time (The most rigid item of all).
• Money (Secondary resource).
Note: These are broad categories only.
7
Resource Organisation

• A program organization chart is essential to


allocate staff effectively,
– Develop the hierarchical program organization.
– Identify Roles and Responsibilities.
– Plan for number of staff in each role (at a high
level).
– Establish Teams.

8
Resource Requirement Identification
Resource Requirement Identification – 1
• For each activity identify,
– Work amount required (in work units)
– Basic skill or experience level required (to even
undertake the task)
– Complexity of the task (this will help to determine
the experience required)
– Task Category (Unskilled, skilled, leadership,
expert, management)

10
Resource Requirement Identification – 2

• Example.
– Activity – Install Network Hardware for
20 computers.
– Work units - 20.
– Basic Skill – Bachelors Degree in related
field.
– Task Complexity: 5.
– Task Category: Skilled (other categories may be
Management, Leadership, Expert)
11
Resource Scheduling
Resource Scheduling

• After all the required resources have been


identified, they need to be scheduled
effectively.
• The earliest start dates, last start dates will
need to be taken into account to schedule
resources efficiently.
• Resources should be balanced throughout the
project.

13
Resource Scheduling – 2

• Human resource scheduling issues,


– Planned Leave, Public Holidays.
– Possible sick leave (random, subjective at best and
hard to predict).
– General motivation and enthusiasm for the task
allocated (If they dislike the task, it will flow
through into the output).
– Work load and stress in project.
– Stress outside work.

14
Resource Histograms

• Commonly used during planning to indicate


possible problem areas,
– People (by category) Vs Week Number
– For each individual – estimated number of
tasks (including complexity) over weeks
• This helps in reducing work load some times to help
the individual recover from any heavy load.
– Category Vs Week

15
External Dependencies

• When planning any resources that rely on


external factors, these need to be planned
with the associated risks involved.

16
Parallel, Sequential Tasks

• Tasks run both in parallel and sequentially.


• Depending on the activity network and critical
path, resource allocation needs to be planned
effectively.
• Competing tasks need to be prioritised with
risk before resource allocation.

17
Critical Paths

• Resource scheduling will almost always change


the activity network.
• The changes often result in changes to the
critical path.
– Delaying an activity due to lack of correct resources
will cause that activity to become critical after it uses
up all its slack time.
• These changes are often experienced after the
project has started which will require adapting
during the project (this is normally much harder
in practice).
18
Cost of Resources

• All projects concentrate on completion in the


shortest time span with minimum resources
(in planning stage).
• However, once the project starts – all un-
planned for issues and any risks will cause
some strain on the cost.

19
Resource Allocation Issues

• Availability
• Criticality
• Risk
• Training
• Team Building

20
Cost Scheduling

• Broad Categories
– Staff.
– Overheads (Office Space, Interest charges, Travel
Costs, Insurance and so on).
– Usage charges (for external resources or
contractors, leased/rental equipment).

21
Scheduling in Practice

• It should always be in the project planner’s mind,


right from the start of the project.
• During the resource scheduling and allocation phase
of the planning activity a lot of the plan will change.
• Most of the issues with respect to resource
allocation and scheduling arise after the project
starts (normally after about 30% of the activities are
complete).

22
Summary

• Identify all resources required.


• Arrange activity start/end dates to minimise
variations in resource levels over the duration
of the project.
• Allocate resources to competing activities in a
rational order of priority.
• Critical/High-Risk activities should be backed
up by experienced staff.

23

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