A comprehensive view on resource overload ( PM Course discussion)

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

A comprehensive view on resource overload ( PM Course discussion)

1,604 thoughts on “A comprehensive view on resource overload ( PM Course discussion)

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  2. Getting it face, like a human being would should
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  3. Looking at MTD’s Glasgow event, I think implementing a resource leveling approach could be feasible, but it would require careful balancing. Since event projects are usually time-bound and tied to fixed dates, resources can’t simply be delayed without affecting delivery. However, leveling could help by redistributing workloads, avoiding burnout, and ensuring that no single resource is overcommitted. The trade-off is that while it may reduce stress on the team and improve quality, it could also limit flexibility and increase the risk of schedule slippage. For MTD, a partial or hybrid use of resource leveling—where non-critical tasks are adjusted but key deadline-driven activities remain fixed—might be the most practical solution.

  4. Both resource smoothing and resource leveling are valuable techniques for managing project resources, but they differ in their objectives and flexibility:

    Resource smoothing focuses on keeping the original project deadlines intact by optimizing resource usage. It avoids altering the critical path but may increase costs, such as by bringing in extra resources or paying for overtime.

    Resource leveling prioritizes aligning work with available resource capacity, even if it means rescheduling tasks and potentially extending project timelines.

    In the case of MTD and the Glasgow event, applying resource leveling would be challenging because events are time-sensitive:

    The event date is fixed, meaning extending deadlines to match resource capacity isn’t an option.

    Event setup tasks (like water installations) are tightly scheduled, and delays could disrupt the entire event’s success.

    Instead, smoothing would likely be the preferred approach: bringing in additional resources, outsourcing, or working overtime to ensure deadlines are met.

    That said, if MTD’s internal resource capacity is stretched beyond what is feasible, they might need to revisit project planning at a higher level, potentially adjusting scope or negotiating with stakeholders. This is similar to how large-scale projects, like rail infrastructure, undergo scope reevaluation when costs and constraints become unmanageable.

    So, while resource leveling offers a methodical approach to managing workloads, it’s not very practical in a fixed-date, event-based project like Glasgow’s, where timing is non-negotiable.

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  6. Given the nature of MTD’s event management projects, particularly the Glasgow event, resource leveling might be feasible if the goal is to optimize resource utilization without increasing capacity. By rescheduling tasks and adjusting timelines, MTD can potentially manage resources more efficiently, even if it means slightly delaying certain aspects of the project.

    However, considering the tight deadlines and specific requirements often associated with events, resource leveling’s potential impact on project deadlines would need careful evaluation. If time is of the essence and delays are unacceptable, resource smoothing might be more suitable, despite potential increased costs.

    The choice between resource leveling and smoothing would ultimately depend on MTD’s priorities, the event’s specific constraints, and stakeholder expectations.

  7. In this context,I will consider resources smoothing though there are addition of new resources and overtime but preserves deadlines and it ends up reassuring with the project quality.

  8. No, I don’t think that, in that scenario, it would be feasible to implement a resource leveling approach. They are restricted by the event’s date, which is fixed.

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