Amacom - Modern Project Management (Ocr) - 2001 ! - (By Laxxuss)

Revised resource sheet view of labor pools envision

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Unformatted text preview: o graders will work on the task for a week, putting in 150% of a manweek between them, and that one paver will work on the task 50% of the time for a week. Notice that this procedure returned the duration to five days, as we would expect. We will not take the time to enter all Figure 7-13. Split screen for specifying man -hours by labor pool. the man-hour budgets for all the tasks into Project. Nor will we use Project to produce a resource leveled schedule for our example project. But from what has been shown, it is clearly possible to produce a resource leveled schedule using Project. There is, however, one more thing we need to cover before we leave this section. Let us return to the Resource Sheet View of the example project, as shown in Figure 7-14. Notice that now the Graders labor pool shows up in red. What does this mean? It means that the Grader resource pool is overallocated . By this we mean that the requirement placed on this resource pool by the Siteprep 1 task is greater than what the resource pool can deliver. The reason for this is that when we defined the Graders resource pool, we left the Max. Units column blank, so Project automatically inserted 100%. What this means is that there is only one person in the Graders resource pool, and hence it is impossible to supply 150% for the five -day duration that we Figure 7-14. Revised resource sheet view of labor pools. envision. To fix this, we assume that there are two graders in the Graders resource pool. Making this change will cause the Graders resource pool to no longer appear in red. 7.3— Pros and Cons of an Automated Interface On a large project, if the scheduling system and the project management system are separate systems, which is often the case, then there can clearly be a significant amount of redundant data entry. It is natural to desire an interface that allows the sharing of data between the two systems. From a technological point of view, this is not a big problem, but from an operational point of view it can often be insurmountable. Many small to medium-size projects circumvent this problem by not using a project management system, getting by with Page 201 only a scheduling system. Many of these projects may not even know they are not using a project management system, thinking that their scheduling system is a project management system. Also, most scheduling systems have incorporated a few project management functions in addition to just scheduling, but usually only in a limited manner. One of the most serious disadvantages of an automated interface between a scheduling system and a project management system is the risk of corruption or even loss of critical project information. The problem is that serious project management systems provide the capability to maintain multiple project budgets, as explained in Chapter 3. These budgets, like the Original Budget, Client Budget, Control Budget, and Forecast maintained by Modern Project all should be time phased by different schedules if they are used for project control or client communication. Yet it is rar...
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