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Substitute ResourcesoWhen faced with a resource constraint, sometimes using a different type of resource than the one originally planned will help.
Best Used WhenThe resource to be substituted will work with little to no set up or modification required.HowBefore substituting, evaluate the impact of not using the originally planned resource.If the benefits outweigh the risks, it is likely safe to proceed.Reduce ScopeoOther times, simply reducing the scope of the program will help tremendously in offsetting resource constraints.Best Used WhenThe resource shortage is reduced or eliminated as a result of reducing the scope.HowSimilar to remedying time constraints, you must consider the impact of the reduced scope on the overall project and its deliverables.If the benefits outweigh the risks, it is likely safe to proceed.Adjust ScheduleoRecall that some tasks will have slack time associated with them; further, tasks on the critical path will not have any slack.oAs such, adjusting the schedule may be the best route forhandling a resource-constrained schedule.Best Used WhenResource shortages exist because there are concurrent tasks which require the same kind of resources.Some of the aforementioned tasks have slack or float.HowIf the conditions above are met, it may be possible to move some of the tasks so as toeliminate the conflict entirely.Lesson 4.7 – Schedule AnalysisoSchedule Risks and DelaysSchedule RiskSchedule riskinvolves the uncertainty associated with the schedule.
Often, that uncertainty equates to potential schedule delays.Schedule DelayA schedule delay is a typeof schedule risk.Potential CausesThere are a number of potential causes for schedule delays, some of the more common being:oUncertainty in task duration estimatesoIncorrect schedule relationships or logicoUnrealistic or overly optimistic milestones or deadlinesoCause 1: Uncertainty in Task Duration EstimatesSchedules are often built on uncertain estimates.In many cases, they’re built on the assumption that some of the tasks will be completed sooner than estimates, some about the same time asestimated, and some later than estimated.In reality, not many tasks finish sooner than estimated, while quite a few finish later than estimated.There are several reasons for this, including:Parkinson’s Law – Work expands to fit the time allotted. For example, if workers have 20 days to complete a task, they are likely to use all the time allotted.“Student Syndrome” – Basically, procrastination. This is a phenomenon where workers wait to fully apply themselves to a task as they get closer to the end date, which is sometimes compounded by demanded from other tasks they may be involved with.