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
Considering the MTD water company and the Glasgow event, resource smoothing,which focuses on preserving deadlines can be applicable considering the fixed time of the event.
Your point of view caught my eye and was very interesting. Thanks. I have a question for you.
I think soo. Winifred Onyembi
With MTD would be a fixed deadline for completing the project prior to the Glasgow event, hence, deadlines can’t be altered. Rather, the resources would best be levelled to spread the workload over the available time period or float to meet the deadlines within the available cost. However, this Resource Levelling is quite difficult, Smoothing is much more feasible to apply because the timeline would be relatively limited. Working overtime or resource outsourcing or addition won’t have as many risks to both the team and the project itself.
Events can be spontaneous and unpredictable, you never can tell what will happen in the next minute. For MTD, resource leveling may not be the best option for them because they might have to react to last minute changes, un-planned emergency and all and at this point, they have to resort to resource smoothing.
David, Joel Olamide
Cohort 27 Team 3
When considering MTD’s temporary water installation project for the Glasgow event, implementing a full resource leveling approach would be highly challenging, though not entirely impossible. Resource leveling seeks to balance workloads by adjusting task schedules so that resource demand does not exceed availability. However, in event-based projects like this one, deadlines and milestones are immovable — the event date cannot be shifted to accommodate resource constraints. This makes strict resource leveling impractical.
For example, if skilled labor or equipment is limited, delaying tasks to match resource availability could cause critical path activities to slip, which is unacceptable in a fixed-date event. In such cases, project managers cannot rely solely on leveling by extending deadlines. Instead, they may need to use alternatives such as resource smoothing (redistributing resources within available float), outsourcing specific tasks, hiring temporary staff, or securing additional contractor support.
That said, partial resource leveling can still be applied to non-critical tasks with scheduling flexibility. Preparatory or administrative activities not directly tied to event delivery could be rescheduled to balance workloads. For core installation tasks linked to the event’s timeline, however, approaches such as resource reallocation, fast-tracking, or crashing are more realistic solutions.
In summary, while pure resource leveling is not feasible in MTD’s scenario due to the fixed nature of the Glasgow event, a hybrid strategy — combining smoothing with selective leveling and complementary scheduling techniques — offers a practical way to manage resource challenges without jeopardizing project delivery.
TEAM 1. CH27
CHIDINMA DORISMARIS CHUKWU
When considering MTD, the water installing event company and the Glasgow event, it wouldn’t be feasible to implement a resource leveling approach. This is because they’re working under a strict deadline and fixed milestones. if the project owners, sponsors, and the stakeholders involved are willing to consider resource smoothing, then they should be willing to outsource some tasks to other people.
Chukwuma Favour Nmesoma
Cohort 27, Team 3
When looking at MTD’s temporary water installation project for the Glasgow event, implementing a resource leveling approach would be challenging but not entirely impossible. Resource leveling aims to balance workload by adjusting task schedules so that demand for resources does not exceed availability. However, in the case of event-based projects like MTD’s, there are **strict deadlines and fixed milestones** — the event date cannot be shifted to accommodate resource limitations. This makes full resource leveling less feasible.
For example, if there is a shortage of skilled labor or equipment, delaying tasks to match resource availability could cause critical path activities to slip, which is unacceptable for an event that must go live on a specific date. In such situations, the project manager cannot simply “level” resources by moving deadlines. Instead, they might need to consider alternatives such as resource smoothing (redistributing resources within available float), outsourcing certain tasks, hiring temporary staff, or negotiating additional support from contractors.
That said, partial resource leveling may still be applied in non-critical tasks where flexibility exists. For instance, preparatory or administrative work that does not directly impact the event day could be rescheduled to balance workload. But for core installations tied to the event timeline, other solutions like resource reallocation, fast-tracking, or crashing would be more practical.
In conclusion, while pure resource leveling may not be entirely feasible in MTD’s scenario due to the immovable deadline of the Glasgow event, a hybrid approach — combining smoothing with selective leveling — could help manage resource shortfalls without compromising delivery.
In managing projects, I believe it is wiser to pace resources in a way that aligns with their capacity, even if that means extending the schedule. Forcing the team to rely on overtime or stretch beyond limits might seem like a quick fix, but it usually leads to exhaustion, mistakes, and higher costs later on. Adjusting timelines allows the team to stay focused, maintain quality, and deliver results that are both sustainable and reliable. To me, protecting people and ensuring a solid outcome is far more important than rushing to meet an unrealistic deadline.
When considering MTD, the water installing event company and the Glasgow event, it wouldn’t be feasible to implement a resource leveling approach. This is because they’re working under a strict deadline and fixed milestones. if the project owners, sponsors, and the stakeholders involved are willing to consider resource smoothing, then they should be willing to outsource some tasks to other people
I second Ene John’s opinion…
“Resource leveling may extend deadlines, but it helps control costs and protects team well-being, unlike resource smoothing which relies on overtime and risks errors. As a project manager, I’d prefer rescheduling deadlines to maintain quality and avoid burnout, since delivering a solid outcome matters more than rushing timelines.”