A Guide to Project Management

Or analysis of alternative schedules 4 project

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Unformatted text preview: ere as distinct processes because the tools and techniques for each are different. The ability to influence cost is greatest at the early stages of the project, and this is why early scope definition is critical, as well as thorough requirements identification and execution of a sound plan. 7.1 RESOURCE PLANNING A Guide to the A Guide to the Resource planning involves determining what physical resources (people, equipment, materials) and what quantities of each should be used and when they would be needed to perform project activities. It must be closely coordinated with cost estimating (described in Section 7.2). For example: A construction project team will need to be familiar with local building codes. Such knowledge is often readily available from local sellers. However, if the local labor pool lacks experience with unusual or specialized construction techniques, the additional cost for a consultant might be the most effective way to secure knowledge of the local building codes. An automotive design team should be familiar with the latest in automated assembly techniques. The requisite knowledge might be obtained by hiring a consultant, by sending a designer to a seminar on robotics, or by including someone from manufacturing as a member of the team. Inputs .1 .2 .3 .4 .5 .6 Work breakdown structure Historical information Scope statement Resource pool description Organizational policies Activity duration estimates Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S Tools & Techniques .1 Expert judgment .2 Alternatives identification .3 Project management software Outputs .1 Resource requirements 7.1.1 Inputs to Resource Planning .1 Work breakdown structure. The work breakdown structure (WBS, described in Section 5.3.3.1) identifies the project deliverables and processes that will need resources, and thus is the primary input to resource planning. Any relevant outputs from other planning processes should be provided through the WBS to ensure proper control. .2 Historical information. Historical information regarding what types of resources were required for similar work on previous projects should be used if available. A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 85 ACROYMNS LIST Chapter 7--Project Cost Management 7.1.1.3 | 7.2.1.8 .3 Scope statement. The scope statement (described in Section 5.2.3.1) contains the project justification and the project objectives, both of which should be considered explicitly during resource planning. .4 Resource pool description. Knowledge of what resources (people, equipment, material) are potentially available is necessary for resource planning. The amount of detail and the level of specificity of the resource pool description will vary. For example, during the early phases of an engineering design p...
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This document was uploaded on 09/27/2013.

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