GANTT CHART AND RESOURCE SCHEDULING

It is the process of determining the amount of resources (man hours) required at any given time
over the project duration. It helps to smooth the distribution of the resources available over the
whole period of the project.

Resource balancing
This represents an attempt to have a more efficient usage of resources. If the project has to be
completed within critical path duration, then only activities which are not critical can be
rescheduled to achieve some level of balancing. Activities are rescheduled with the help of total
floats of the activities.

QUESTION SEVEN
Clifford is the project manager of Tumaini Construction Company. The Company is bidding on a
contract to build a go down for Unity importer ltd. It has identified the following activities along with
their predecessor restrictions expected times and worker requirements:

Activity Predecessors Duration Weeks Crew Size

Workers
A - 4 4
B - 7 2
C A 3 2
D A 3 4
E B 2 6
F B 2 3
G D, E 2 3
H F, G 3 4

Clifford has agreed with the client that the project should be completed in the shortest duration.
Required:
a. Draw a network for the project.
b. Determine the critical path and the shortest project duration
c. Clifford will assign a fixed number of workers to the project for its entire duration and so he
would like to ensure the minimum number of workers. Draw a Gantt chart showing how the
project will be completed within the shortest project duration.

C=3
4/6 14/14

A=4 D=3
9/9
H=3
0/0
G=2
E=2

B=7
7/7 F=2
11/11
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Page 2 of 7
 H=4
G=3

F=3

E=6
D=4
C=2
B=2
A=4

PROJECT ORGANIZATION
Organizing is the function of dividing and grouping the activities of the organization and
establishing the authority/responsibility relationship between them.
Organizational structure is concerned with the allocation of task and establishing of authority
relationship between the members of the organization.

Project Structures
There are three generic ways that organizations structure themselves to manage projects. They
are:
1. Projectised
2. Functional
3. Matrix
No one form is inherently "right". Each has its advantages and disadvantages and each are more
suitable for certain project environments than others. Organizations tend to move from one to
another as situations change.

Projectised Organization
In many ways the simplest and most obvious organisational form for managing projects is the
Projectised organization. In this, each project becomes a self-contained organization with all
resources and functions within the project divisions. Top management see their role as that of a
"holding company" managing a portfolio of project businesses.

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This form is often used by organizations carrying out major projects. Thus British Aerospace
uses this structure - project A might be the new Airbus, project B might be the Harrier
replacement etc.
The project is often initiated by top management and central support, then a project division is

formed with its own director. Each project is largely self-contained with its own budget, support
operations, staff, and facilities. Some major charities adopt this form - thus project A might be a
famine project in Ethiopia.
Advantages
i. It is simple and easily understood,
ii. focus and responsibilities are very clear,
iii. each project has its own dedicated resources, and
iv. Each project can build its own organizational ethos and identity.

Disadvantages
i. It can be expensive due to duplication of functions e.g. finance for each project.
ii. The project divisions can become overly competitive.
iii. The overall corporate identity can be lost. Project Divisions can go their own way -
developing their own practices and systems.
iv. It can be inflexible - setting up a new project is a significant act, in theory needing a new
division.
v. It is often best suited to large, long-lasting, and stable projects.

For projects to be managed effectively:

 The central operations need to be very capable both strategically at identifying new
projects, and from a control and support point of view - a good balance of "tight-loose".
 The Project Managers need sufficient delegation and empowerment.

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Functional Organization
In this, the most common form of organizational structure in general use, staff are grouped into
teams or sections or divisions according to some particular basic function.
Most common ones are:
 Business function/skill (as in the chart below)
 Product/service (an electronics company organized by TV, Radio, Computers, etc)
 Geographic (in the UK organized by North, South, Midlands, etc)

In the functional organization most projects are initiated by the top and divisional management,
and a project manager is then appointed who must form a team from people in the various
sections. The people are only on the project on a part-time basis and the project may not have a
dedicated budget.
Advantages
i. It is cost effective since there is little duplication compared to the Projectised form.
ii. It can be flexible - setting up a new project is simple.
iii. Expertise is kept together in groups.
iv. Corporate identity can be maintained, and there can be standard systems across
organization.

Disadvantages
i. Projects can be very difficult to manage.
ii. It is often very difficult for project managers to gain commitment from the people
selected - they have no dedicated resources.
iii. Project funding can be difficult - budgets usually lie with the functions rather than the
projects. Often project sponsorship is unclear or even absent.
iv. Projects can get lost or disappear from view.
v. There can be conflicts between project team member's own day to day work and their
project work.

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For projects to be managed effectively:
 The management needs to identify projects effectively and then select capable project
managers.
 Project managers need to be capable at gaining the commitment of their team members.
 There needs to be a climate of co-operation in the organization.
 Someone in senior management must take on and fulfil the role of Project Sponsor well
for each project.

Matrix Organization
The matrix organization attempts to combine the advantages of the Functional organization (cost
effectiveness and specialist groupings) with the advantages of the Projectised organization (focus
and clear responsibilities and delivery)
It is often used where people need to be grouped into specialisms for management purposes, but
brought together on particular projects of multi-disciplined teams.
Staff are organized into functional groupings (specialisms, geography, and business) and then
brought into projects to work on them when needed. Each project would have a project manager
leading a team of seconded specialists. In some organizations, the project managers would be full
time professionals located in a separate group under a Director of Projects. Hi-tech companies
like Microsoft and Hewlett Packard use this, as does the BBC (a new TV programme).

GM/
CEO

Manager Manager Manager Manager Manager

Finance Production HR Marketing R&D

Project
Manager
A
Project
Responsibility
Project
Manager Authority
B

Project
Manager
C

Advantages
i. It maintains cost effectiveness and specialised groupings of the Functional organisation
but introduces a stronger project chain of command as per the Projectised organisation

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 ii. Post of Director of Projects ensures that sponsorship of projects exists at senior level and
can ensure management of the project portfolio.
iii. Very flexible - projects can be started and stopped quite quickly.
iv. Project managers become skilled and experienced at managing projects.
v. Projects often have dedicated budgets.

Disadvantages
i. Often requires a lot of communication, negotiation, and meetings.
ii. There can be some competition between projects - particularly if they need the same
people as team members. It can become complicated. For example, the person in
Finance might be working on three projects - who decides their priorities?
Performance appraisal needs to take account of project work - who should be
involved in the annual appraisal?
iii. There may be dual reporting since personal are under the dual control of project
manager & functional manager.
iv. There are chances of duplication of efforts since every project operates
independently.
v. Managers and employees are made more susceptible to role ambiguity hence more
discussions than actions.
vi. it is an expensive form of organization since many people have to be employed

For projects to be managed effectively:

 The Director of Projects needs to be very able
 The project managers need to be capable and seen by others as so.
 Projects require their own budgets.
 There needs to be a climate of co-operation in the organisation.

Lecturer: Mr. JM. Kimani (CPA)

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