Chapter 9

Resourcing and Accelerating Projects:

Overview of the Book:

1. Abilities Needed When Resourcing Projects

2. Estimate Resource Needs

3. Plan Resource Management

4. Project Team Composition Issues

5. Assign a Resource to Each Activity

6. Dealing with Resource Overloads

7. Compress the Project Schedule

8. Alternative Scheduling Methods

9. PMBOK Guide 7e

10. Agile Project Resourcing

11. Using MS Project for Resource Allocation

12. Summary

Core Objectives:

1 Assign resources on a RACI chart, Gantt chart, and resource histogram.

2 Develop an effective project schedule with resources and resource

constraints.

3 Compress a project schedule using crashing and fast-tracking.

4 Compare various scheduling methods.

 5 Assign resources, pinpoint overloads, and describe methods of dealing with
them using MS Project.

6 Create a human resources management plan and a staffing management

plan.

7 Describe Agile concepts and tools that enable teams to deliver value quickly.

9.1 Abilities Needed When Resourcing Projects

9.1a The Science and Art of Resourcing Projects

9.1b Considerations When Resourcing Projects

9.1c Activity- versus Resource-Dominated Schedules

9.1 Behavioural Skills Needed by a Project Manager

• Selecting people who work well in teams.

• Identifying exactly what each person needs to accomplish (individually and

collectively).

• Ensuring that each person has the desire to improve.

• Dealing with difficult individual work schedules.

• Getting people to work overtime when there are schedule conflicts.

• Making honest and open estimates of the amount of work required.

• Assembling an effective team.

• Dealing with people from diverse backgrounds.

• Deciding where each person will work.

• Deciding how a geographically dispersed team can work virtually and effectively.

9.1a The Science and Art of Resourcing Projects

A resource-based schedule that is technically brilliant but has little acceptance from those
who must do the work has little value.

A motivated team with poor assignments or very challenging assignments is more likely to
be a better option for success.

9.1b Considerations When Resourcing Projects (Simplified Summary)

Projects always have trade-offs among time, cost, quality, and resources.

• Resources are limited, so managers must avoid overpromising.

 • People are usually the largest project cost.

• Managing human resources is often the most challenging part.

• Availability of skilled people is a major constraint.

9.1c Activity vs. Resource-Dominated Schedules (Simplified Summary)

Schedules can be limited by:

• Activities (scope-constrained): Time is based on what must be done.

• Resources (resource-constrained): Time depends on available people or money.

9.2 Estimate Resource Needs (Simplified Summary)

This process identifies all resources (people, materials, tools, equipment) needed for each
task.
Accurate estimation helps avoid delays and overloads later.

9.3 Plan Resource Management (Simplified Summary)

This involves:

1. Identifying potential resources and skills needed.

2. Checking availability and when they can work.

3. Deciding timing for acquiring and assigning resources.

It also includes a Staffing Management Plan — how people will be hired, trained,
and retained.
9.3a Identify Potential Resources (Simplified Summary)

When selecting team members, consider:

• Job roles and skills

• Education and certifications

• Experience and performance

• Location and travel ability

• Cost and contract detail

A Resource Breakdown Structure (RBS) groups all resources by category (e.g.,
people, materials, equipment).
9.3b Determine Resource Availability (Simplified Summary)

Project Managers must ensure the right people are available at the right time, using
schedules and charts to confirm availability before starting work.

9.4 Project Team Composition Issues (Simplified Summary)

Different types of teams affect project performance:

 1. Cross-Functional Teams: Include members from different departments — the
Project Manager acts as a mediator.

2. Co-Located Teams: Work together in one place, improving communication and

collaboration.

3. Virtual Teams: Members are in different locations, using technology to coordinate.

4. Outsourcing: Hiring external experts when skills are not available internally.

9.5 Assign a Resource to Each Activity (Simplified Summary)

Project Managers show who is responsible for each task using tools like:

• RACI Chart: Lists who is Responsible, Accountable, Consulted, and Informed.

 • Gantt Chart: Displays tasks and responsible people over time.

• Resource Histogram: Shows workload by time period, helping spot overloads.

9.6 Dealing with Resource Overloads (Simplified Summary)

Resource overloads occur when someone has too much work at the same time.
To fix this:

• Reorder activities.

• Add or borrow resources.

• Extend the schedule or reduce scope.

• Move tasks to other team members.

• Use resource levelling to adjust workloads without affecting deadlines too much.
•

9.6a Methods of Resolving Resource Overloads

• Reorder activities.
• Acquire or borrow additional resources.
• Reduce project scope or extend project schedule. Inform sponsor of severe
overloads.
• Resource-level the overloaded person’s schedule. Assign certain activities to
other workers.
• Split an activity into two activities:

Perform first part as scheduled.

Delay second part of activity.

Resource Levelling:

Is a project execution technique of adjusting the use of resources based on availability

and the amount of float on activities to accomplish work as soon as possible, given the
limited resource availability.

Resource levelling often reduces an overload, but it does not always eliminate it entirely.

If the non-critical activities must be completed at the rate of effort shown in the original
schedule, some of them may need to be assigned to another worker.

Resource levelling can be as much art as science.

Actions to Reduce the Critical

• Partially overlap sequential activities. Increase number of work hours/days.

Schedule activities at same time.
• Shorten activities by assigning more resources. Shorten activities that cost least
to speed up.
• Reduce project scope
• Overlap sequential activities.

9.7 Compress the Project Schedule (Simplified Summary)

Sometimes the schedule must be shortened. Two main methods are:

• Crashing: Add more resources or work longer hours.

• Fast Tracking: Do activities at the same time instead of one after another.
In Agile, this is called swarming, where everyone helps to solve a problem quickly.
Fast tracking occurs when activities that are normally performed in series (one after the
other) are performed at the same time.

9.8 Alternative Scheduling Methods (Simplified Summary)

Different methods to manage project time:

1. Critical Chain Project Management (CCPM): Adds time buffers for uncertainties.

2. Reverse Phase Scheduling: Start planning from the project’s end goal backward.

3. Rolling Wave Planning: Plan early phases in detail and later ones at a high level.

4. Auto/Manual Scheduling: Allows flexibility in setting or adjusting activity dates.

9.9 PMBOK Guide 7e (Simplified Summary)

The PMBOK 7th Edition focuses on:

• Teams: Shared responsibility and leadership skills for all members.

• Development Approach: Recognize and reward contributions; motivate the team.

• Project Work: The life cycle determines how and when resources are used.

9.10 Agile Project Resourcing (Simplified Summary)

Plan-driven projects follow fixed schedules and roles.

Agile projects are flexible and change-driven, focusing on:

• Team collaboration over strict roles.

 • Delivering small results quickly (MVPs).

• Managing pace through velocity, cadence, and cycle time.

9.11 Using MS Project for Resource Allocation (Simplified Summary)

Steps include:

1. Define Resources: Enter names, rates, and availability.

2. Set Up Resource Calendar: Include holidays and non-working days.

3. Assign Resources: Allocate people and tools to each task.

4. Find Overallocated Resources: Identify overloads using charts.

5. Fix Overallocations: Replace, reduce work, or delay tasks.

 6. Crash Critical Activities: Add resources to shorten key tasks.

9.11c Step 3: Assigning Resources

 1. Click the Task Tab>>View Group>>Gantt Chart.

2. Right-click in the Start column header >>Insert Column>> type Work>> press
Enter to add the Work column.

3. Click the View Tab>>Split View Group>> click Details>> choose Task Form in the
drop-down list.

4. Right-click the form in the lower pane and select Resources and Predecessors.

5. In the upper pane, click the task row needing a resource assignment.

6. Click the first blank row in the Resource Name column in the lower pane’s form.

7. Choose the resource name from the drop-down list.

8. Repeat Steps 6 and 7 to add additional resources to the assignment list.

9. Enter a Units value if the Max Units value is not correct for any assignment: (If the
Max Units entered in the Resource Sheet is correct, you can leave this blank, and
it will autofill)

10. Click the OK button (no assignment is made until the OK button is clicked).

11. Note that Work is calculated, and the activity duration value did not change.

9.11c Step 3: Assigning Resources

Duration is the number of time units between the activity start and end (the default display
value is in days spanning eight work hours). Units represent the availability of a resource for
work each day.

Work (hours assignment) is calculated by multiplying the Duration value (converted to

hours) by the Units value.

Task type determines which of three values (duration, units, and work) changes when one
of the other two is modified (choices are Fixed Units, Fixed Duration, and Fixed Work).
9.11c Basic Assignment Calculation with Fixed Units Selected (Default)

• Activity with no prior resource assignments—Uses Duration and Units values and
sums into Work field.
• Activity with one or more resources already assigned MS PROJECT holds Duration
value constant and adjusts activity Work value.
• Removal of resources works in reverse.

9.11c Modifying an Assignment

• MS Project maintains relationship among the Duration, Units, and Work values.
• If you don’t like MS Project adjusting Duration automatically based on resources,
switch “Task type” to “Fixed Work.”

9.11d Step 4: Finding Overallocated Resources

1. Click the Task Tab>>View Group>>Gantt Chart drop-down menu >>click More
Views…

2. On the More Views dialog>> scroll to Resource Allocation>> click Edit.

3. On the View Definition dialog>> click Details Pane drop-down >> choose Detail
Gantt.

4. Click the Show in menu checkbox.

5. Click OK>> click Apply.

6. In the upper pane, right-click the Work column header>>Insert Column.

7. Enter Max Units>> click Enter.

8. In the lower pane, right-click the Levelling Delay column header>>Insert Column.

9. Enter Work>> click Enter.

10. In the upper pane, click the empty box to the left of the indicators icon to select all
rows.

11. Click the View Tab>>Data Group>>Outline>> click Hide Subtasks

To analyse overallocated resources in Resource Allocation View:

1. Set timescale to the start of the schedule.

2. Slowly scroll timescale toward the end of the schedule.

3. Analyse each instance of cell values displayed in red for cause and severity.

9.11e Step 5: Dealing with

Reduce the Units assignment, extending the activity duration (this could affect the finish date
of the project).
Lessen the scope of one or more activities.

Ignore the overload if the resource impact is temporary.

Try Resource Tab>>Level Group>>Level Resource or Level All and see what happens to
your timeline (remember, the Undo command is Ctrl-Z).

9.11f Step 6: Crashing a Critical Path Activity

1. Click the View Tab>>Split View>> uncheck Details.

2. Click the View Tab>>Resource Sheet

3. In the next available row, type “Plumbers” in the Resource Name column.

4. In the Initials cell, enter the initials of the resource (if different from the auto-
generated).

5. Click the Max Units cell and enter the resource’s maximum availability as 300
percent. (This means the project has three plumbers who can work 100 percent of
the time on the project.)

6. Your Resource Sheet should now look like Exhibit 9.22.

7. Click the View Tab>>Task Views>>Gantt Chart. (Readjust timescale and column
views as needed; ensure you can see the Start and Finish columns.)

8. Double-click the Plumbing task>> Resources Tab.

9. In the first row of the Resource Name column, drop-down menu and choose
Plumbers>>

10. This assigns one plumber to work on this task

11. You will notice work hours are added, but neither the critical path nor project’s
duration has changed.

12. Now assume that the Project Manager decides the Plumbing task needs to be
completed more quickly, and the decision to crash that task is made.

13. Double-click on the Plumbing task >>Resources Tab again.

14. Change the Units from 100% to 300%. (This will assign three plumbers to the
task.)

15. Click OK. (See Exhibit 9.21.)

16. You will now see that the critical path Gantt bar has shortened, the duration of the
task has shortened, and the overall project finish date has shifted back
(because Plumbing was a critical path activity).
 Key Points / Summary (Simplified Summary)

• Assign resources clearly using RACI, Gantt, and histograms.

• Use resource levelling to fix overloads.

• Use crashing and fast tracking to shorten the project duration.

• Try alternative methods like CCPM or Agile planning.

• MS Project helps visualize and manage resources efficiently.

 Chapter 9 – Review Questions and Answers (Simplified Answers)

1. In addition to technical skills, what other skills must a project manager look
for to successfully resource a project?

Project managers must also look for people skills, such as teamwork, motivation,
communication, leadership, and conflict resolution. This help ensure good
collaboration and performance.

2. Why is it important to involve workers in the planning phase of a project

when possible?

Involving workers early makes them feel valued and committed, improves
accuracy of estimates, and helps identify realistic timelines and resource needs.

3. What does a staffing management plan address?

It describes how people will be acquired, trained, managed, and released from
the project. It also outlines roles, responsibilities, and timing for team involvement.

4. What are the three “R” activities that take place near the end of a project,
regarding team members and timing issues?

The three “R” activities are:

• Reassignment – moving people to new projects.

• Release – formally ending their involvement.

• Recognition – acknowledging and rewarding performance.

5. What does RAM stand for, and what is its purpose?

RAM stands for Responsibility Assignment Matrix.

Its purpose is to show who is responsible for each task or deliverable in a
project.

6. What does each column of a RACI chart depict?

Each column represents a specific task or activity, showing who is:

• R – Responsible (does the work)

• A – Accountable (owns the outcome)

• C – Consulted (provides input)

• I – Informed (kept updated)

7. Why is it necessary to have only one person assigned primary accountability

for an activity?

Because having one accountable person ensures clear ownership and decision-
making.
If multiple people are accountable, confusion and blame-shifting can occur.

8. What can a project manager use to help determine if workers are

overloaded?

A project manager can use a Resource Histogram to see how much work each
person has over time and identify any overloads.

9. Whom should the project manager consult when performing resource

levelling?

They should consult team members and functional managers to adjust schedules
and redistribute workload without affecting quality or deadlines.

10. What will happen to a project’s schedule if an activity on the critical path is
delayed? If an activity is not on the critical path?

• If a critical path activity is delayed, the whole project will be delayed.

• If it’s not on the critical path, the delay may not affect the final completion date (as
long as it stays within float/slack time).

11. Regarding resource levelling, why are non-critical path activities generally
the first to be delayed?

Because non-critical activities have float (extra time), delaying them won’t affect
the overall project deadline.

12. What are the two techniques used to compress a project schedule?

The two techniques are:

• Crashing: Add more resources to speed up work.

• Fast Tracking: Do tasks in parallel instead of sequentially.

 13. When crashing a project, what two criteria are considered when deciding
which activities to speed up?

The two criteria are:

• Cost – choose the cheapest way to speed up work.

• Impact on schedule – choose activities that shorten the timeline the most.

14. In addition to the predecessor–successor relationships, what does Critical

Chain Project Management (CCPM) factor into its scheduling?

CCPM also includes resource availability and time buffers to protect the schedule
from delays and uncertainties.

15. Who develops the schedule when using Reverse Phase Scheduling?

In Reverse Phase Scheduling, the project team develops the schedule by starting
from the end goal and planning backward to determine what must happen and
when.

PMP Exam Study Questions – Chapter 9

Crashing the following activity chains would save time and cost extra money as
follows:

AGJQ—2 days $300

CDIL—3 days $400

Which sequence of activities would you, as a project manager, choose to crash?

a. AGJQ
b. CDIL

c. neither AGJQ nor CDIL

d. depends on which, if either, is on the critical path

2. A addresses when and how project team members will be acquired and how long
they will be needed.

a. resource histogram

b. staffing management plan

c. project organization chart

d. responsibility matrix

3. The process “Estimate Activity Resources” involves identification of the and of

resources required for each activity within a work package.
a. types; quantities

b. costs; quantities

c. names; locations

d. types; costs
4. A schedule in which activities have a firm, fixed order of completion is most likely:
a. resource-constrained

b. cost-constrained
c. scope-constrained

d. none of the above

5. A “schedule compression technique in which activities or phases normally done in

sequence are performed in parallel for at least a portion of their duration” is referred
to as .
a. critical path

b. critical chain

c. crashing

d. fast tracking

6. In RACI chart, the single individual who will have to provide an explanation if
something goes wrong is indicated with a(n)

a. R—Responsible

b. A—Accountable

c. C—Consult
d. I—Inform

7. The “process of identifying and documenting project roles, responsibilities,

required skills, reporting relationships, and creating a staffing management plan” is
called .

a. Identify Stakeholders
b. Create Stakeholder Management Strategy

c. Plan Resource Management

d. Acquire Project Team

8. After creating a Staffing Management Plan, the project manager and team might
create a chart that provides a visual representation of project resource needs by type
of resource and time period (weeks, months, etc.) This chart is called a(n) .
a. project Gantt chart

b. resource histogram

c. network diagram
d. organization chart

9. An iterative planning technique where “the work to be accomplished in the near

term is planned in detail, while the work in the future is planned at a higher level” is
referred to as .

a. three-point estimating
b. rolling wave planning

c. parametric estimating

d. analogous estimating

10. When the demand for resources is greater than the available supply, the project
manager can use a scheduling method that adjusts the start and finish dates of
activities to address resource limits or constraints. This technique is called .

a. fast tracking

b. crashing

c. resource leveling

d. critical path method