How do resource smoothing and resource leveling differ from each other?
Resource smoothing aims to maintain original project deadlines while increasing project costs. On the other hand, resource leveling does not alter the existing resource capacity but instead emphasizes rescheduling, which may have an impact on project deadlines.
The accompanying diagram, sourced from the APM Body of Knowledge, provides a comparison between the two approaches.
Resource levelling and smoothing options (APM, 2019, p. 179)
© Association for Project Management (APM) (2019) APM Body of Knowledge (7th edn), Princes Risborough: APM.
At a more significant level of impact, certain projects undergo more than just rescheduling or resource allocation adjustments. They may undergo a reevaluation of their project scope by the project sponsor. This involves a broader analysis of the entire project and requires reconsideration of how time, cost, and quality interact within the project.
A prime example is the review of large-scale infrastructure projects like railways. Such projects often undergo rescaling due to increased costs, resulting in significant deviations from the original plans. The consequences of these revisions can affect the client and a wider range of stakeholders and may even result in the loss of subsequent work opportunities (Kerzner, 2009, p. 529).
Now, let’s consider MTD, the water installation events company, and the Glasgow event that you have been following in the course videos thus far. When examining the provided figure, do you think it would be feasible to implement a resource leveling approach in this scenario?
Share your thoughts and join the discussion below.
© The Open University
As far I am concerned it is not feasible to implement the leveling approach in the context of MTD and the Glasgow event scenarios. That is simply because time is not a flexible constraint in these projects, a,d applying this approach would impact the duration of the procts completion and deadline. The smoothing approach however would be appropriate for these two projects to maintain the balance among the project constraints.
For me, I don’t think resource levelling will be the best approach at MTD and Glasgow company because of the nature of the project. These are projects that are time bound and any further extension in the deadline of the project might affect the output of the delivery.
Considering the MTD water installation event company and Gaslow event the resource levelling implementation would not be feasible in this scenario because it will affect the deadline of the project. This project is limited. The resource levelling focuses on reschuduling and any reschuduling done will automatically affect the project deadline which in turn affect the planned quality of what they are supposed to deliver.
Resource smoothing should be a better option because it focuses on preserving planned deadlines but it will increase the project cost which could be discussed with the client
No. Embarking on resource levelling would be a bad idea for MTD company. This is because, the planned project (event) can not be postponed or shifted simply because an invite had been sent to the people already, it would be disappointing or difficult to tell them not to come again.
Resource leveling is impossible because the event already has a fixed start date. Thus, resource smoothing, even with the effect of an increase in project cost, will be a preferable option.
Resource levelling will unlikely be feasible because it will have a great impact on the deadline of the project; ideally, resource smoothing will be effective when compared to resource levelling as it enables the a PM to still maintain the plan towards the project deadline.
Applying a resource leveling for MTD could lead to effective management of resources, improved efficiency, reduced cots, and enhance overall project quality. The key would be to analyze the specific resource requirements for each event and craft a flexible, yet structured approach that accommodates varying demands.
Sholanke Olamide
Cohort 19,team 9
David Akintade Cohort 19 Team 3
In evaluating whether MTD can implement resource levelling for the Glasgow event, several key considerations must be addressed:
1. Resource Availability: The first step is to assess current resource levels. If MTD has an excess of personnel or equipment in certain areas, these can be reallocated to critical tasks that are lagging. This approach ensures the workload is balanced without unnecessarily extending the project timeline.
2. Project Timeline: The effectiveness of resource levelling hinges on the project’s schedule flexibility. If deadlines are inflexible, redistributing resources may cause delays. However, if there is some flexibility, adjusting tasks based on resource availability could enhance overall efficiency.
3. Stakeholder Impact: Changes in resource allocation and timelines should be communicated transparently with all stakeholders. Involving clients and team members in the decision-making process can minimize any negative effects and encourage collective problem-solving.
4. Risk Management: Resource levelling introduces potential risks, such as delays in interconnected tasks. Identifying these risks early and developing contingency plans is crucial to ensure the project stays on track.
In conclusion, adopting a resource levelling approach for MTD is viable, provided the project timeline allows for some flexibility and a strong communication plan is in place. This method can optimize resources utilization while maintaining project quality.
Resource smoothing would be a bad idea for MTD, as it will tamper with planned deadlines.
while
Resource smoothing certainly is the best approach for MTD, as it helps them maintain a planned deadline even though its at an increased cost.
Njoku, Chidinma
Cohort 19 team 7
The best approach for MTD and Glasgow event is the Resource Smoothing, simply because it focuses on preserving planned deadline, work overtime, and increase the overall project cost.