Project Management & Resource Constraints
Must be original work, using of citations and references. Due Tuesday 03/08/2016. Four questions, One strong paragraph per question
1. You mentioned how given a yearlong project time, one may need to slow down to find a less expensive resource. However, if the year time frame was known from the beginning why wouldn’t it have been taken into consideration then before the project started and time needed to be added to the completion date?
2. What if adding time would actually cost the organization more money because processes were down longer than expected? What would you do then?
3. How do you think you would keep the project going even with the time issues? Would you tell leadership first or would you revise the plan and then tell leadership?
4. You mentioned time and budget constraints, but how could a budget restraint effect a project when the price of energy increases unexpectedly? What if it decreases?
What happens when people power is the issue? How can a PM recover from employees calling off from the job for one reason or another?
Original discussion question
Resource constraints can be a huge burden on a project, sometimes causing project issues and/or project failures. Discuss some of the impacts of resource constrained projects and what the project manager can do to understand if there is a potential problem. What can a company and/or a project manager do to help alleviate this problem? Justify your responses.
My original feedback to discussion question below
For every project management, there are mutually related constraints that project managers deal with. They include resources, scope, and time (Haugan, 2012). The three are interrelated because when one is affected the other two are also affected in some way. Of the three constraints, resource constraints play a pivotal role in project management because it is the basis of the success of any projects. Therefore, when a project experiences resource constraints, there is a possibility that the project may experience hitches and possible failures. In essence, budget constraints create undesirable impacts on the success of the project. As such, the project manager should understand the impacts associated with the cost constraints of a project and the ways to avoid such undesirable impacts to the project (Haugan, 2012).
One of the impacts of a resource constrained project is a corresponding effect on the scope. The scope of a project essentially implies its quality based on the functions, content, and data. Suffice to say when a project experiences a constrained budget the quality of the project is compromised. Additionally, it is common knowledge that a fixed budget for a project leaves the project with no additional resources for some important items that could add value to the project. Therefore, a constrained cost of a project has an adverse impact on the quality of the project (Haugan, 2012). Hence, there is a possibility that a prolonged and extreme budget constrain may lead to the failure of a project.
With reference to the triple constraint of a project, a constrained budget consequently impacts the time needed for the project. If, for instance, there is a resource constraint for a project that would be completed in one year, the only remedy to keep up with the current resources is to slow down the project so as to look for cheaper inputs. Therefore, a constrained budget is likely to extend the time needed to complete the project (Haugan, 2012). For projects that should be completed in a restricted time frame, it becomes difficult for the project manager to complete the project within the stipulated time frame with the constrained resources. Therefore, the delays can cause failure of the project.
Every efficient project manager needs to understand at some point of the project is is inevitable to avoid resource constraints. Therefore, the only way to complete a project successfully amid the constraint is to stay on top of these attributes. A project manager should access the project frequently to check and foresee whether the available resources can push the project to its completion. Also, there is a need to communicate with the client and other stakeholders of the project to get surety that there will be no resource constraints. If a resource constraint is communicated to the manager in time, there will be enough time to adjust the plan of the project so as to fit the available resources. Furthermore, the project manager should induce evaluation to the project to detect any loopholes that might lead to budget constraints. Primarily additional expenses in the course of the project implementation that were not factored during the planning stage lead to resource constraints (Haugan, 2012). Therefore, if the project manager detects these on time, there is an allowance to adjust the implementation stage to avoid resource constraints.
The company or the project manager can perform project sequencing in a bid to deal with resource constraints. Undoubtedly, constraints in resources affect the progress of the project. Therefore, to avoid failures due to this constraint, it is pivotal for the project manager to have a breakdown of the activities that need to be adjusted. Sequencing involves ensuring that the breakdown of the activities matches the resources (Haugan, 2012). Therefore, in case of a resource constraint, a thorough breakdown would save the project from breakdown or a complete failure.