Multi-project scheduling and resource allocation

Introduction

The resource of the project is the essential and necessary elements for success, and it is the key elements of construction for the projects, a project cannot be successful without resource. Therefore, the resource allocation and project scheduling, especially during a multi-project, is critically important. In the complexity of business environments and the specific experts required for a unique project, the resource becomes scarce and expensive required engaging.

Commonly used heuristics

According to Meredith and Mantel (2012, pp.409-412) listed the most common priority rules for the most heuristic solution, these rules and methods are: 1 ) As soon as possible; 2) As late as possible; 3) Shortest task first; 4) Shortest task first; 5) Most Resource first; 6) Minimum slack first; 7) Most critical follower; 8) Most successors; 9) Arbitrary. The project managers work with the colleagues in the PMO consider the schedule of the project refer to these elements, the same purpose is to focus on guarantee the plan work effectively and the best performance in using the resource. As Meredith and mantel (2012, p.409) stated that ‘technological necessities always take precedence’, the technology is the core challenge to a successful solution, it could directly influence the affection on how to do, and how many resources would be required. Those all factors above are following the key iron triangle with time, scope and cost, so that required to consider more possibility for the balancing. In addition, based on the actual situation while drawing the PERT/CPM, multi-project is facing more challenges and complexity for the implementation in the risk monitor and control processing.

The scheduling and resource allocate in Multi-project

In order to address the conflict on the consideration priority for multi-project about the scheduling and resource, Yang and Fu (2014, p.167) proposed two axioms as following in the R&D process, 1) “The multi-project resources scheduling should be oriented to tasks rather than projects…” A phased target is divided by several tasks, and each of task is assigned its priority and sequence, all of them influence the general priority; and 2) “Unit resource cannot be split”. The unit task is the minimum of the task. In the multi-project, there are many resources would be shared with various projects at the same period, so that, it is better for scheduling and management with such resource in multiple tasks in different projects at the same period. For an organisational conflict question, Laslo and Goldberg (2008) identified three policies with 1) Profit and cost decision; 2) Comprehensive allocation planning policy; 3) Directed priorities policy. Comparing the first one of the factors in project portfolio success with the study of Heising (2012, p.586), economic success is a key measure. Therefore, the profit and cost are considered firstly, it influences the following scheduling and resource allocated.

Conclusion

All in all. The project resource was considered with quality (responsibility and professional), available (project schedule, time usage), and useful or performance (project portfolio management). Many projects are starting the consideration on not only the business profit and cost balancing, plus the current challenging marketing environment, but also, they are forced to implement more effective but less cost approached project management.

References

Heising, W., 2012. The integration of ideation and project portfolio management—A key factor for sustainable success. International Journal of Project Management, 30(5), pp. 582-595.

Laslo, Z. & Goldberg, A. I., 2008. Resource allocation under uncertainty in a multi-project matrix environment: Is organizational conflict inevitable?. International Journal of Project Management, 26(8), pp. 773-788.

Meredith, J. R. & Mantel, JR, S. J., 2012. Project management: a managerial approach. 8 ed. s.l.:Hoboken, NJ: John Wiley & Sons, Inc.

Yang, S. & Fu, L., 2014. Critical chain and evidence reasoning applied to multi-project resource schedule in automobile R&D process. International Journal of Project Management, 32(1), pp. 166-177.