PMGT3623 Scheduling Lecture Plan (Week 09) PDF

PMGT3623 Scheduling Week 09: Simple Task Allocation Approach Dr Shahadat Uddin The University of Sydney Page 1 Acknowledgement of Country I would like to acknowledge the Traditional Owners of Australia and recognise their continuing connection to land, water and culture. I am cu...

PMGT3623 Scheduling Week 09: Simple Task Allocation Approach Dr Shahadat Uddin The University of Sydney Page 1 Acknowledgement of Country I would like to acknowledge the Traditional Owners of Australia and recognise their continuing connection to land, water and culture. I am currently on the land of the Gadigal people of the Eora Nation and pay my respects to their Elders, past, present and emerging. PMGT3623 Scheduling 2 PMGT3623 Overview Week Topic Week 01 Introduction to Scheduling, Course Resources and Assessment Components Week 02 Define and Sequence Project Tasks Week 03 Project Network Diagram (Discrete Approach) Week 04 Probabilistic Approach to Project Network Diagram – Part I Week 05 Probabilistic Approach to Project Network Diagram – Part II Week 06 Confidence Analysis of Project Network Diagram Week 07 Knowledge Test Week 08 Implementation of Project Network Diagram using Microsoft Project Week 09 Simple Task Allocation Approach Mid-Semester Break Week 10 Complex Task Allocation Approach Week 11 Progress Reporting and Earned Value Analysis Week 12 Group Assignment Presentation Week 13 Review PMGT3623: Scheduling 3 PMGT3623 Assessments No Assessment Name Weight Due date Comment 1 Weekly Participation 10% W2-W6; W9-W10 Best 6 (out of 7) 2 Knowledge Test 20% W7 3 Group Assignment Presentation (Part A) 10% W12 and W13 4 Group Assignment Report Submission (Part B) 20% Friday of W13 By 11:59 pm 5 Final Exam 40% Exam Week PMGT3623 Scheduling 4 Week 09: Simple Task Allocation Approach Topics Covered - What is Task Allocation? - Different task allocation approaches o Resource-Centric Approaches o Task-Centric Approaches o Methodology-Centric Approaches - Demonstration of task allocation using the Microsoft Project (second half) 5 What is Task Allocation? ❖ Task allocation in project management refers to the process of assigning specific tasks or responsibilities to team members. ❖ Effective task allocation ensures that the right people are working on the right tasks, leveraging their skills and expertise for optimal performance. Key components of Task Allocation o Understanding project requirements o Identifying skills and expertise of team members o Resource availability (consider the availability of teams and their workloads) o Task prioritisation o Setting clear expectations for each task o Monitoring and Adjustment (continuously monitor task progress and team performance, flexible to reallocate tasks if needed) 6 Resource-Centric Approaches o Availability-based Allocation o Experience-based Allocation o Interest-based Allocation o Skills-based Allocation o Resource Levelling o Resource Smoothing PMGT3623 Scheduling 7 Resource-Centric Approaches (cont.…) Resource-centric Principle for Research Allocation Key characteristics approaches Resource Levelling We will cover this approach in more details Resource We will cover this approach in more details Smoothing PMGT3623 Scheduling 8 Resource Levelling ❖ According to the PMBOK, resource leveling is a resource-centric project management technique to help you better accommodate resource constraints by adjusting the start and finish dates of a project. ❖ This technique is used to address the problem of resource over-allocation by adjusting the project schedule. ❖ The goal of resource leveling is to ensure that resources are used efficiently without overloading team members and to create a more balanced distribution of workload. ❖ This often involves extending the project duration to achieve a feasible schedule where resources are not over-allocated at any point in time. PMGT3623 Scheduling 9 Resource Levelling (cont.…) Advantages ❖ Improve resource utilisation ❖ Feasible schedule ❖ Reduces stress and burnout due to the balanced workloads for team members ❖ Improves project quality since team members are not overburdened ❖ Better risk management by preventing resource overuse ❖ Enhance team morale since a balanced workload leads to job satisfaction and motivation Drawbacks ❖ May extend the project duration ❖ Complexity in implementation ❖ May create a new critical path, requiring further management attention PMGT3623 Scheduling 10 Resource Levelling (cont.…) You are managing a small project to develop a mobile application. The project consists of the following tasks, each with a defined duration and required resources: Task ID Task Name Duration (days) Resource Required Predecessor(s) A Requirement Analysis 3 Analyst (A) --- B UI/UX Design 5 Designer (D) A C Backend Development 10 Developer (Dev) A D Frontend Development 7 Developer (Dev) B E Database Design 5 DBA (DB) A F Integration 4 Developer (Dev) C, D, E G Testing 5 Tester (T) F Development and H Deployment 3 G Operations (DO) I Documentation 4 Analyst (A) G Resource available: Each of the six (A, D, Dev, DB, T and DO) is one PMGT3623 Scheduling 11 Resource Levelling (cont.…) You are managing a small project to develop a mobile application. The project consists of the following tasks, each with a defined duration and required resources: Resource available: Each of the six (A, D, Dev, DB, T and DO) is one S7 → Slack of 7 days 3 8 E (5): S7 24 27 10 15 H (3) S1 0 3 3 13 15 19 19 24 25 28 A (3) S0 C (10) S2 F (4) S0 G (5) S0 0 3 5 15 15 19 19 24 24 28 3 8 8 15 I (4) S0 B (5) S0 D (7) S0 24 28 3 8 8 15 PMGT3623 Scheduling 12 Resource Levelling (cont.…) Problem Statement ❖ Activities C and D require a Developer (Dev), and they are parallel activities (D8-D13). ❖ However, the project has only one Developer. ❖ That means, the developer has been over-allocated per the network diagram. ❖ This is the problem – we cannot execute the project per the network diagram. ❖ We need to find a way to resolve this issue. PMGT3623 Scheduling 13 Resource Levelling (cont.…) Problem Statement ❖ One solution is to start task D after task C is complete. ❖ In that case, both tasks (C and D) will have the Developer (resource) free. ❖ There could be other solutions. PMGT3623 Scheduling 14 Resource Levelling (cont.…) ❖ However, it will extend the project duration, changing it from 28 days to 33 days. ❖ The critical path has also been changed. ❖ Resource Levelling could sometimes cost additional time. PMGT3623 Scheduling 15 1. Exercise on ‘Resource Levelling’ Activities C and D require a Developer (Dev), and they are parallel activities. However, the project has only one Developer. In the previous slide, we noticed that one solution is to start task D after task C is complete. Are there other solution(s)? If yes, are those solutions feasible compared with the given one (i.e., start task D after task C is complete)? Explain Solution: 16 1. Exercise on ‘Resource Levelling’ (cont.…) Solution: 3 8 E (5): S12 29 32 15 20 H (3) S1 0 3 15 20 20 24 24 29 30 33 A (3) S0 C (5) S7 F (4) S0 G (5) S0 0 3 15 20 20 24 24 29 29 33 3 8 8 15 I (4) S0 B (5) S0 D (7) S0 29 33 3 8 8 15 Project duration will remain the same (33 days). Only one issue will raise – there will be one more task (task B) on the critical path. From the management perspective, it will require an additional attention compared with the previous solution. 17 Resource Smoothing ❖ Resource Smoothing is a resource-centric PM technique used to optimise the allocation and utilisation of the available resources. ❖ Its primary aims are – o Even resource usage over time o Avoid periods of high demand (peaks) and low demand (troughs) o Help manage workloads effectively o Prevent over-allocation and under-utilisation of resources ❖ The key characteristics of resource smoothing are – o Attempting to even distribution of available resources across the project timeline o No change in project duration o Adjustments are made within the available slack times for tasks PMGT3623 Scheduling 18 Resource Smoothing (cont.…) Before Smoothing After Smoothing - Uneven resource distribution - More even resource distribution - Presence of peaks (red bars) - No peaks PMGT3623 Scheduling 19 Resource Smoothing (cont.…) Advantages (similar to Resource Levelling) ❖ Ensure optimal resource utilisation ❖ Reduces stress and burnout due to the balanced workloads for team members ❖ Prevents missed deadlines since you can adjust the project schedule without changing the project timeline ❖ Improves project quality since team members are not overburdened ❖ Better risk management by avoiding peaks and troughs. ❖ Enhance team morale since a balanced workload leads to a more positive and sustainable work environment Drawbacks ❖ Limited flexibility (tasks are only adjusted within their available slacks) ❖ Complex in implementation ❖ Ensure optimal resource utilisation, especially for large-scale and complex projects ❖ May create additional critical paths, require extra management attention PMGT3623 Scheduling 20 Resource Smoothing (cont.…) 3 8 E (5): S7 24 27 10 15 H (3) S1 0 3 3 6 15 19 19 24 25 28 A (3) S0 C (3) S9 F (4) S0 G (5) S0 0 3 12 15 15 19 19 24 24 28 3 8 8 15 I (4) S0 B (5) S0 D (7) S0 24 28 3 8 8 15 Problem statement ❖ If we consider the ES as the task starting time, during Day3- Day6, the project requires three different resources (Designer, Software Architect and DBA) simultaneously. ❖ Software Architect has to start on Day3 for task C and then wait for another 9 days (15 – 6) to start task F on Day15. ❖ Too much high demand period (Day3 to Day6 – requiring three different resources) ❖ At the same time, too much idle period for the Software Architect Availability of each resource is 1 PMGT3623 Scheduling 21 Resource Smoothing (cont.…) Smoothing Resolution ❖ Chane the ES time for task C (Day12). ❖ It will ensure the optimal usage of the Software Architect (no waiting time in between tasks C and F) ❖ There is no high demand period (i.e., requiring three different resources) now. Previously, it was Day3- Day6, requiring three different resources) ❖ At the same time, it does not impact the project completion time. ❖ We also have a new critical path (A-C-F-G-I) PMGT3623 Scheduling 22 Resource Levelling versus Resource Smoothing Item Resource Levelling Resource Smoothing Why to apply When project is constrained by resources When project is constrained by time When to apply It is applied when schedule is created It is applied after the resource levelling Project duration May extend the project duration Does not extend the project duration Critical path May lead to a new critical path The original critical remain unchanged, may create additional (parallel) one Complexity More complex since the critical path may Less complex since it does not alter the change critical path Task adjustment Tasks are delayed or extended to fit within Adjusts task start and end dates within the resource limits their available slacks to smooth resource usage. PMGT3623 Scheduling 23 Task-Centric Approaches o Priority-based Allocation o Rotational Allocation o First-Come First-Served o Round Robin o Shortest Job Next PMGT3623 Scheduling 24 Task-Centric Approaches (cont.…) Task-centric Principle for Research Key characteristics approaches Allocation PMGT3623 Scheduling 25 Rotational Allocation ❖ Rotational resource allocation is a task-centric strategy where resources (such as personnel or equipment) are allocated to tasks or projects in a rotating manner. ❖ This allocation approach prevents resource overuse in one area while neglecting others. ❖ Allocation follows a regular predefined cycle or rotation schedule (e.g., daily, weekly, or monthly), depending on the nature of the tasks and projects. ❖ Since the allocation follows a set rotation, it is predictable, allowing project managers to plan their work schedules accordingly. ❖ Fixed rotation schedules are not flexible, making it challenging to respond to urgent situations. ❖ Requires careful coordination and communication to ensure smooth transitions between resources. PMGT3623 Scheduling 26 Rotational Allocation (cont.…) An example You are the managing director of a marketing company with the following three ongoing campaigns. Campaigns o Campaign A: Social media marketing o Campaign B: Content marketing o Campaign C: Email marketing Resources o Marketing Specialist (MS) o Graphic Designer (GD) o Content Writer (CW) Allocation Week Campaign A Campaign B Campaign C 1 MS GD CW 2 CW ? MS GD 3 GD CW MS 4 MS GD CW PMGT3623 Scheduling 27 Rotational Allocation versus Round Robin Project: Development of multiple features (Feature A, Feature B and Feature C) in a Software application with three Developers (D1, D2 and D3). Round Robin Each developer will be assigned to a feature in a Rotational Allocation cyclic order. MS has been rotating to different campaigns in multiple weeks. The same is true for CW and GD Cycle 1: Cycle 2: - D1 works on Feature A - D1 works on Feature B - D2 works on Feature B - D2 works on Feature C - D3 works on Feature C - D3 works on Feature A PMGT3623 Scheduling 28 2. Exercise on ‘Rotational Allocation versus Round Robin’ Project: Development of multiple features (Feature A, Feature B and Feature C) in a Software application with three Developers (D1, D2 and D3). Round Robin Each developer will be assigned to a feature in a cyclic order. Cycle 1: Cycle 2: - D1 works on Feature A - D1 works on Feature B - D2 works on Feature B - D2 works on Feature C - D3 works on Feature C - D3 works on Feature A Solution: (a) Which developer will work on Feature A in the third cycle? (a) D2 (b) Which developer will work on Feature B in the third cycle? (b) D3 (c) D1 (c) Which developer will work on Feature C in the third cycle? PMGT3623 Scheduling 29 Methodology-Centric Approaches o Auction-based Allocation o Market-based Allocation o Centralised Allocation o Decentralised Allocation o Agile Resource Allocation PMGT3623 Scheduling 30 Methodology-Centric Approaches (cont.…) Methodology- Principle for Research Key characteristics centric approaches Allocation PMGT3623 Scheduling 31 Market-based Allocation ❖ Market-based resource allocation is a methodology-centric strategy where resources are distributed through market mechanisms, such as supply and demand, pricing, and competitive bidding. ❖ This approach leverages market principles to achieve efficient allocation and optimal use of resources across projects within an organisation. ❖ Individual project managers or departments make their own resource allocation decisions based on their budget and needs. ❖ More transparent since prices and budgets are expensed at the market rate. ❖ More challenging to plan and budget accurately since prices or rates could fluctuate in the market based on the supply and demand. ❖ The project budget and market price for resources will determine the number of team members the project manager can hire for the project under consideration. PMGT3623 Scheduling 32 Market-based Allocation (cont.…) An example You are the managing director of a technology company with the following three ongoing projects. Project details o Project A: Budget of $50,000, needs developers and designers. o Project B: Budget of $30,000, needs developers and testers. o Project C: Budget of $20,000, needs designers and testers. Resource Prices o Developer: $10,000 per month o Designer: $9,000 per month o Tester: $5,000 per month Allocation Resource Type Project A Project B Project C Total Allocated Developer 3 months 2 months 0 5 months Designer 2 months 0 1 month 3 months Tester 0 2 months 2 months 4 months PMGT3623 Scheduling 33 Review Questions a) What is resource allocation? Why is it so crucial for project scheduling? b) Explain the differences between resource levelling and resource smoothing approach c) What are the advantages and limitations of the resource levelling allocation approach d) What is the key principle for allocating resources of various task-centric approaches? e) What is the key principle for allocating resources of various methodology-centric approaches? f) What is the key principle for allocating resources of various resource-centric approaches? g) What are the differences between the Rotational and Round Robin approaches? h) What are the critical differences between centralised and decentralised resource allocation approaches? 34