Includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.

The main outputs are a resource management plan, team charter, and project document’s updates.

process of defining how to estimate, acquire, manage, and use team and physical resources.

The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the projec

The main outputs include a list of activity resource requirements, a basis of estimates, a resource breakdown structure, and project documents updates.

Outputs include physical and project team assignments, resource calendars, change requests, and updates to several documen

The main outputs of this process are team performance assessments, change requests, and updates to several documents. Project managers require the skills to identify, build, maintain, motivate, lead, and inspire project teams to achieve high team performance and to meet the project’s objectives

Outputs of this process include change requests, project management plan updates, project documents’ updates, and organizational process assets updates.

The key benefit of this process is that it influences team behavior, manages conflict, and resolves issues.

Key outputs include work performance information, change requests, project management plan updates, and project documents updates.

It is the process of identifying and documenting relationships among the project activities.

The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints. The for types of dependencies. A dependency or relationship pertains to the sequencing of project activities or tasks. There are several types of dependencies among project activities:

It is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Project schedules grow out of the basic documents that initiate a project.

The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project. The schedule management plan may be formal or informal, highly detailed, or broadly framed based on the needs of the project, and includes appropriate control thresholds.

– It the process of identifying and documenting the specific actions to be performed to produce the project deliverables.

The key benefit of this process is that it decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

The activity list

The key benefit of this process is that it decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

provide such as predecessors, successors, logical relationships, leads and lags, and

simply defined, involves the processes required to ensure timely completion of a project. Six main processes are involved in project schedule management:

– involve relationships between project activities that are generally inside the project team's control.

– are inherent in the nature of the work being performed on a project.

– are defined by the project team. External dependencies – involve relationships between project and non-project activities.

– It is the process of estimating the number of work periods needed to complete individual activities with estimated resources.

The key benefit of this process is that it provides the amount of time each activity will take to complete.

uses information from the scope of work, required resource types or skill levels, estimated resource quantities, and resource calendars.

– It is the process of analyzing activity requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling.

The key benefit of this process is that it generates a schedule model with planned dates for completing project activities.

uses the results of all the preceding project schedule management processes to determine the start and end dates of the project and its activities.

– It is the process of monitoring the status of the project to update the project schedule and managing changes to the schedule baseline.

The key benefit of this process is that the schedule baseline is maintained throughout the project.

The goal is to know the status of the schedule, influence the factors that cause schedule changes, determine that the schedule has changed, and manage changes when they occur.

The main inputs are the project management plan, project documents work performance data, and organizational process assets.

The main outputs of schedule control include work performance information, schedule forecasts, change requests, project management plan updates, and project documents’ updates.

Even with a clear vision of what needs to be done at the end of the project, it is extremely important requirements and outcomes. Project managers might make this mistake because they want to get working and because enumerating specific requirements can be difficult to get from customers or from the team. This allows you to make an accurate project plan. However, without specific requirements, it can be difficult to establish a project plan and do proper resource scheduling. Your team may set a path forward that misses a requirement that is especially important to the client. This means, at some point in the process, you will need to go back and revise your work, with the potential that a big part of the project has to be reworked after the initial deadline is met. To avoid this, get specific requirements lists from your customers at the start of the project.

Along with needing a clear set of project requirements, it is important to have a clearly articulated project intent. A common mistake is that the project and its importance are not well defined and communicated to the team. While the project manager may know the importance of the project, this has to reach the team. It is important to have a solid communication plan in place so team members know why the project is important, what the major goals are, and how it will help the company. This should be done before you begin resource scheduling in project management. More specifically, projects should start with the full team together. This will improve satisfaction and on-time performance so your project remains on schedule.

: Time management is a critical part of managing any project. Without it, it doesn’t matter what resource scheduling software you have or what plan you have for the project; the project will fail. One common mistake that arises in time management is that the time estimates are not well-founded. These estimates will be used to schedule resources and set deadlines. If the estimates are not well-founded, then there is a great risk of time and cost overruns. To avoid this problem, a manager should meet with each member of the team to understand how they came up with their time estimates. Project management software can be especially helpful in this case because it can

Continuing with the theme of time estimates, a frequent mistake is to give inaccurate times because of pressure from clients or management. Of course, everyone wants to get their projects done as quickly as possible, but underestimating time in order to offer optimistic estimates to customers will only disrupt your project resource scheduling and end in disappointment. This mistake gets to the issue of risk management in addition to time management. If you promise a deliverable by an unrealistic date, not only will it disrupt your overall project plan but it will also damage relationships and trust with the customer.

: If an organization has a risk management strategy, they are over 50% more likely to have success than when they take an ad hoc approach. Creating a formal plan for handling risk at the beginning of a project is important. Every project has some type of risk. It could be that there is uncertainty about the availability of certain resources, for example. Your resource management will suffer if you do not have any plans in place to manage that risk. Your time estimations should incorporate these risk estimates. Your risk management strategy should also account for other common problems like unrealistic schedules or changes in scope.

This will ensure that you know where issues might arise and that is something you can, in turn, incorporate into your resource scheduling.

We plan for a reason, but inevitably, issues are likely to arise at some point in your project. Having flexibility is important to ensure you can deal with those challenges and still be successful. That flexibility should be present in all parts of the your methodology, team, resources, plan, and software, but allow room to adjust. It could be another scheduling methodology that works better or is more compatible with parts of the project. Resource availability may shift, requiring changes to the plan. You may receive feedback from clients or team members that is somewhat critical. Listen to their suggestions and accept advice as it comes along.

A key to resource scheduling in project management is knowing what resources you have access to at specific times. There are always unknowns about which resources you will have access to and what their availability is, but accounting for what is known is important. A common mistake managers make when making a plan is improperly tracking time off. This applies mostly to people working on the project but can also be applied to machinery, computing resources, or physical spaces. Accounting for when a resource has time off is important as you move the project forward.

: Knowing which resources you need at which time is a fundamental element of making a plan for a project. However, it is a separate step to reserve them. Failure to make those reservations is a resource scheduling mistake that can lead to delays and frustration. To support this, it is important that your organization have resource scheduling tools in place.

This may be part of your desktop project management software or an online resource scheduling system. These tools make it easy to reserve resources, whether they are rooms, equipment, or people, and to know when others have them reserved to avoid conflicts.

Having accurate estimates of how long each part of a project will take is critical for resource planning and resource scheduling. After a while, though, people may begin estimating times for a part of the project they are not working on. Even with good intent and background knowledge, this can lead to poor estimates that will throw off your schedule. To avoid this, you want to get estimates from the implementer as much as you can. They have the fullest sense of how they will execute their work and what the complexities are. It can be tempting in large projects with many implementers to defer to a person who is responsible for many estimates.

A manager may recognize the dependencies that exist within a project, but it is important to define and articulate all of them. Without well-defined dependencies, schedule planning can be difficult and produce errors like the one in the scenario above. If the All Hands meeting must occur first, so everyone knows about the project and what is required, it is critical to be explicit about the dependency that the other two meetings have on the first one. A scheduler should provide a list of all dependencies along with their resource requirements and timeline.

– This helps you uncover the longest possible timeline for the project, as well as the shortest one. Changes in the latter’s delivery won’t affect the schedule.

helps to visualize the project flow and calculate its duration when all dependencies and deliverables are known.

a way to visualize tasks’ flow in the project and estimate the timeline based on their illustrates dependencies between tasks. uses weighted average duration rather than estimates to calculate possible timeframe

technique that you use a different set of activities to calculate possible durations of the project. It’s especially handy when there are many uncertainties and variables.

– It helps you to find tasks that could be done simultaneously or be partially overlapped to speed up the project’s delivery.

: Another compression technique in which is about adding extra resources to finish the project on time. It is a tricky one though, as you need to have spare resources you can use.

is adjusting a schedule and resources to cut the time of delivery or to avoid underutilization or overutilization of resources. You can use it to adjust a single activity in a project.

The use of this technique is vastly debated in the project management community, as it may increase the project’s cost and time. If you want to apply this technique, you should take the downsides of it into consideration.

– It is also known as work resources; these are the most important because they are the ones who do the work. No matter the size and complexity of the project, in order for the project tasks to be performed effectively, human resources are essential. They contribute to carrying out the tasks necessary for the project.

considered to have the most complex requirements than the other two types of project resources. Therefore, project managers should plan in advance and identify potential people to become part of the project team by making sure they are available and skilled for the project in question. They can be recruited internally or externally and can work on the entire duration of the individual

it is also called financial resources that correspond to the project budgets. as you know, all projects, regardless of their type, scale, or complexity, need money.

one important aspect of this type of resource is for the project manager to talk to its project sponsors about their expectations for the money that is planned to be spent. it’s important that project sponsors have a realistic idea about how much the project will cost, and as a project manager, you can help them do that once you have undertaken some of the planning.

– it includes raw materials, tools, equipment, supplies, software, premises, and/or items that are part of the project. they include both resources that the company already possesses and those that it purchases or leases to carry out the project. they can be goods that are temporarily made available for the project, which can be used again later, but also consumables that can be used in a given quantity and that have a unit cost.

this type of resource is particularly important to o be planned in advance because otherwise, you can encounter huge problems for your project. for example, if for certain tasks you will be in need of particular software elements and you don’t manage to acquire them on time, they could take weeks to ship from the manufacturer and add considerable delay to your project.

– It is the process of assigning and the most effective and economical way possible. Projects will always need resources but they can often be scarce. The task, therefore, lies with the project manager to determine the proper timing and allocation of those resources within the project schedule. To get a clear view of allocation, project managers will often use resource allocation reports. These can give anywhere from a high-level view to a detailed rundown of resource availability – helping you avoid schedule delays and going over budget. The better the reporting capabilities at your disposal, the more transparency and efficiency you will have over your projects.

– It is the act of adjusting the start and/or end dates of an initiative based on resource constraints with the goal of balancing the demand for resources against available supply. This inefficiently used resources within the organization and work them to your advantage.

– It is defined as a technique that adjusts the activities of a schedule model so that all requirements for the resources do not go beyond the resource limits already pre-defined during the planning.

is one of the techniques used to reconcile the limited resources and time but a different approach than resource leveling. It is used when the time constraint takes important priority in project planning. The objective is to complete the work by the required date while avoiding peaks and troughs of resource demand.

– It is the identification and coordination of the resources, and is perhaps the most important aspect of the scheduling of start and end dates for each task in the project based on the resources needed and their availability. Balancing the availability of resources with the work capacity of teams is how to keep a project on schedule.

– It allows you to predict your future resource requirements before a project begins. During the initiation and planning stages

can help determine the project’s scope, possible constraints, unforeseen costs, and potential risks. To make these predictions, project managers must be extremely familiar with the project lifecycle and objectives and have an overview of available resources within the organization. Project management software provides this level of visibility, as well as easy access to your projects and resources all in one place. It will help you better manage your team’s time, budget correctly and ensure quality outcomes and healthy profits.