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
Based on the series of videos incorporated into the course, I think MTD can apply resource levelling approach if they, at the outset, were able to secure from the clients, reasonable floats that allow shifting the scheduling of project activities within the secured floats. In the event where the planned deadlines must be preserved, resource smoothing will be more appropriate while taking advantage of its incorporated contingency into the planning process that aligns the client toward bearing directly, the associated costs.
Considering the MTD project , resource smoothing will work better because it involves maintaining deadline with increase in cost. If they don’t meet up with the dead line and reschedule, they disappoint and dis organise the events
I feel the best way for MTD to apply in this situation is Resource smoothing since this strategy focuses on preserving planned deadlines although their project costs will increase.
However the sporting event for which their projects is based is a fixed event with date already fixed. Too many people are involved and participating in the event: athletes and their supporting staff, media, spectators, vendors etc, all probably coming to the event from different locations. So in this case using the strategy of resource levelling would not work as this strategy would require changing the project deadlines and rescheduling, and the project owner would not permit this as MTD is just one of the service provider that has been hired to provide a product (water) for their event.
Considering the MTD water project scenario, I will suggest using resource levelling to meet up with the project deadline. This will help to manage their resources and time to complete the project
If we are to consider the MTD water scheme, which demand is high to ensure water float for consumer usage, Resource levelling will create an uncertain impediment in the project plan.
I will suggest Resource smoothing. Why? It is because the project plan deadline can be effective thus enabling the project manager, teams, clients and stakeholders to move forward into other projects. Although, this choice is costly…the cost effect can be managed than having to reschedule an ongoing project which may lead to failure at the end.
Resource smoothing is advisable for MTD water project.
Concerning the MTD, I’ll suggest resource smoothly since they want to beat up the delay. Though its going to demands for extra cost but that’s the best way to handle the project so that the manager won’t be put under pressure.
For MTD dates, it’s concerning water distribution for consumers as early as possible. So if no enough floats on the schedule then smoothing will be the best option. But if there are enough floats on the schedule then levelling is best so as to maintain duration amd cost. There for a change in cost does not matter so far deadline is met.
Considering the MTD water project scenario, I will suggest using resource levelling to meet up with the project deadline. This will help to manage their resources and time to complete the project.
According to MTD, they deal with an essential commodity for everyday use which cannot to subjected to rescheduling, resource smoothing will be the best approach for MTD.
Considering the MTD water project, I would advise that the MTD project should consider to follow the Resource Smoothing approach because this will help them to meet up with their planned deadlines.
I think resource smoothing is best for MTD water project though it will increase the cost but it will not tamper with the deadline.
EXPERIENCE OF SCHEDULING RESOURCES ASSIGNMENT:
Meredith and Mantel (2012) identified several problems that can affect scheduling resources in project management. Let’s examine how each of these might relate to the banking sector and how they could impact your projects:
Thoughtless Optimism:
This problem refers to being overly optimistic about project timelines without considering potential risks or uncertainties. In the banking sector, this could manifest if project planners underestimate the time required for regulatory approvals, software implementations, or other complex tasks.
Demand Equal to Resource Capacity:
If the demand for resources in a project equals the available capacity, it may lead to resource bottlenecks and delays. In banking, this could occur if there is a high demand for specific expertise or if the team is stretched thin across multiple projects.
The ‘Student Syndrome’:
This refers to procrastination and delaying tasks until the last possible moment. In banking projects, this might occur if certain tasks, such as compliance reviews or data gathering, are postponed until they become urgent, potentially causing delays.
Multitasking to Reduce Idle Time:
While multitasking might seem like a way to improve efficiency, it can lead to decreased productivity and quality of work. In banking projects, multitasking might occur if team members are spread thin across various tasks, impacting the overall project timeline.
Complex Schedules:
Projects with intricate and detailed schedules can be more prone to delays due to the complexity of coordinating various tasks and resources. In banking, this could be relevant in large-scale projects involving system upgrades, mergers, or new product launches.
Motivation:
Lack of motivation among team members can hinder project progress. In the banking sector, motivation might be affected by factors such as unclear project goals, inadequate recognition, or a lack of alignment between individual and project objectives.
Game-Playing:
Game-playing refers to individuals manipulating the system to their advantage, which can disrupt the project schedule. In banking, this might manifest as team members prioritizing tasks that benefit them personally rather than the project as a whole.
Most Likely to Affect Banking Projects:
In the banking sector, the problems most likely to affect projects could include “Demand Equal to Resource Capacity” due to the often high demand for specialized skills, and “Complex Schedules” in the case of intricate projects involving regulatory compliance, technology upgrades, or major organizational changes.
“Motivation” could also be a significant factor, especially if team members are not adequately motivated or engaged in the project, leading to potential delays and reduced productivity.
Additionally, “Thoughtless Optimism” could be relevant, especially if there’s a tendency to underestimate the time required for specific banking tasks, such as regulatory approvals or system implementations.
Understanding and mitigating these challenges can contribute to more effective resource scheduling and successful project outcomes in the banking sector.
Resource leveling is typically applicable in situations where resources are overallocated or unevenly distributed throughout a project schedule. It involves adjusting the timing of activities to balance resource demand with resource availability without changing the project scope.
To determine whether a resource leveling approach is possible for MTD and the Glasgow event, consider the following factors:
Identifying Resource Constraints:
Evaluate whether there are specific resources (e.g., personnel, equipment) that are overallocated or in short supply during certain phases of the project.
Flexibility in Task Timing:
Assess whether there is flexibility in the start and finish dates of certain tasks. Resource leveling requires some degree of maneuverability in the project schedule to be effective.
Project Scope and Dependencies:
Consider the dependencies between tasks and the overall project scope. Resource leveling should not compromise the logical sequence of tasks or violate project constraints.
Project Deadlines:
Understand the criticality of project deadlines. Resource leveling might impact project timelines, and it’s crucial to determine if any adjustments to deadlines are acceptable.
Stakeholder Communication:
Assess the willingness and ability of stakeholders, including the project team and the client, to accommodate potential changes in the project schedule.
Utilization of Project Management Tools:
If available, utilize project management tools to analyze the resource allocation and identify areas where leveling could be applied without compromising project objectives.
Balancing Trade-offs:
Consider the trade-offs between smoothing resource utilization and potential delays in project completion. It’s essential to strike a balance that aligns with project goals and constraints.
Continuous Monitoring and Adaptation:
Implement a system for continuous monitoring of resource allocation and project progress. Be prepared to adapt the resource leveling strategy as the project evolves.
Without specific details about the project schedule, resource allocations, and dependencies, it’s challenging to provide a definitive answer. However, if there are identified resource constraints or uneven resource distribution, and if there is flexibility in task timing, it’s possible that a resource leveling approach could be considered for MTD and the Glasgow event. The key lies in carefully assessing the specific context and needs of the project.
I would advise that the MTD project should consider to follow the Resource Smoothing approach because this will help them to meet up with their planned deadlines,because it is a timely project. It may increasethe project costs but better than going for a Resource Levelling approach which will increase the project’s costs but will also change the entire project plan causing more delay and the stipulated time would end up failing.