Task Scheduling Case Study

3) The project manager could perform resource leveling to solve the overallocations, for example, by shifting some tasks within their slack allowances.

With an addition pre-deadline of Thursdays prior to 10:30am, allowing for editing window of 11:00am -2:30pm. Following that is the final pre-deadline, which individuals/group work has been reviewed for any additional edits to be made by individuals/group and re-submitted for final edits by 7:00pm. At which point the team leader, Gilbert, will be responsible for final edits of the groups with result in the submission of the project no later than 9:00 am Fridays. In case of technical error, computer crash, internet issues, personal complaining reason of a family matter, and anything deemed fit by the group the backup submitter(s) will by Marcus or Andrew or Jesus.

One of the main concerns during the meeting was the impact of cost and time constraints on networking techniques and project schedules. Under the ideal situation, the project start and end dates are fixed. Adding resources is not usually feasible as it increases cost. There should be a balance between time and cost constraints as it avoids wasting of resources. Also most people are willing to accept that costs could exceed expectations, and might even take a perverse delight in recounting past examples, the same is not true for time constraints. This is probably due to the fact that cost over runs are resolved in-house, while schedule issues are open and visible to the customer. A company has a lot of useful, desirable work that could be done, but has limited and finite resources available with which to do that work. Choices have to be made about which work to do and how to allocate resources. This leads to constraints especially, the time constraint and the cost constraint. Time, in project management, is analyzed down to its smallest detail. Each and every component of the project is analyzed with respect to the time required for completion. After completion of this analysis these components are broken down even further into the time required to do each task.

Two months later, in November, the special project teams were working especially hard. Sandy noticed that the teams with the highest hourly wages were also the ones that were cutting corners the most. Sandy ran a spot inspection and found major quality problems with the products, as well as pollution problems. Additionally, she learned that several teams had “procured” software from the competition to reduce their

3.1.2  Develop a schedule that meets the time and resource allocation constraints. [You cannot go back and re-level resources. These new resources are only available for the stated specific tasks according to the schedule created at the end of Part 2.]

More software projects have gone awry for lack of calendar time than for all other causes combined (Brooks, 1995). Why is this cause of disaster so common? Statistics show that schedule delays occur in about 70% of software projects, cost overruns are above 90%, and the time scheduled for large-scale development projects is exceeded by an average of between 20% and 50%. Lastly, the larger the project, the more likely it is that its budget will exceed what was originally planned (Junguang, Ruixia, & Estrella, 2015). On completion of any project, a risk section should be provided for the Project Lessons Learned Report, detailing risks that might affect other similar projects, together with responses that have been found

One critical aspect of a successful project is that of resource scheduling. Resources, such as people, materials, and equipment need to be available at the scheduled task start date otherwise the project may be delayed resulting in costly repercussions. According to Gray and Larson (2014), it is important to consider resource constraints before the project begins in order to reduce the likelihood of project failure or expensive delays. There are two types of resource constraints projects experience; time constrained and resource constrained. A time-constrained project is one that is pressed to deliver a project by a set deadline, and a resource-constrained project is one where the resource itself may be unavailable at

The duties of a project manager are made of many important tasks that guarantee the completion of a project on time. One of the most important obligations in project management is the resource scheduling and management duty. Due to economic principles and the theories on the demand and supply of goods and services, managers seek to efficiently utilize the resources available to the project (Sprecher, 2000). After reading many different articles on resource scheduling, I came to the conclusion that the person who is in charge of scheduling resources is the most critic player in the business project. Resource scheduling is a way of determining when activities should be performed (Larson & Gray, 2010). To smooth out the demand on the available resources, the manager decides how the resources are use and as such this prevents him from exceeding the given limits or availability of these resources (Lever, 2009). Adequate resource leveling is undertaken so that the project can be delivered on the planned due date. However, managers are faced with different constrains that delay project completion.

For example, according to Love (2002b), when project duration is compressed, the degree of parallelism increases. And there is a limit to the maximum number of activities that can be undertaken concurrently (Hoedemaker et al., 1999, cited in Love, 2002b). Beyond this limit, there is a probability of rework occurrence. Predominately this arises due by the complexities of communication of a great deal of tasks undertaken in a concurrent manner (Love et al., 2000a, cited in Love, 2002b).

Resource Scheduling is a process of selecting goal completion dates for sub-system programs based on not exceeding the mandate for resources in a pre-arranged style for an overall delivered solution. Project managers use this tool to properly arrange goals based on time constraints given in a set of demands. There are numerous methods to determine resource scheduling, benefits and challenges to using (or not using) resource scheduling, and provided will be an example of how resource scheduling was used by my college research team to develop and select an expansion of business in the role of project manager with the use of resource scheduling.

Schedule delays are always a possibility regardless of the size, scope or complexity of the project . The two most common reasons for schedule delays are level of efforts of the resources and uncertainties associated with the project. However, the manner in which the delays are handled is what makes a project a success or a failure. In this particular case study, Sarah was able to competently anticipate the possible risks with this project. But there was a lack of proper planning to handle these risks. Few questions come to mind while looking at this case study.

The particular task can give big impact to the total time of project and enable to project managers manage a schedule for each task to effectively plan and specified the deadline to the project (Snavely K. 2015).

One assistant would accompany us to the field while the other would remain in the office. They alternated in their task of accompanying us to the field. Below the assistants were nine employees organized into subgroups of three. The accomplishment of goals in the subgroups had a high degree of goal interdependence but the entire research team was high on task interdependence.

Organizations of all types and sizes engage in project planning, scheduling and budgeting to achieve their goals, but information technology projects have some special qualities that make these processes more challenging. Project managers must take a wide range of factors into account in formulating their approaches to software development, including the fact that current processing speeds will likely be twice as fast as when the project is completed compared to when it was started due to Moore's Law continuing to hold true and Parkinson's Law that work expands to fill the available time. In this environment, identifying those processes that are involved in effectively planning, scheduling and budgeting information technology projects has assumed new relevance and importance. To this end, this paper provides a review of the relevant peer-reviewed and scholarly literature concerning planning, scheduling and budgeting for information technology projects, followed by a summary of the research and important findings in the conclusion.

Time Management- There will be set up the timing for the completion of each task because the success can only be gained by scheduled work.