Project Management
The objective of the study is to carry out the analysis on chapter 8 and 9 of the book titled "Project Management, the Managerial Process." (Larson, & Gray, 2010 p.iv). The chapter 8 of the book discusses the strategy the project manager could schedule resources and costs. On the other hand, the chapter 9 carries out analysis on the strategy to reduce project duration.
Larson, & Gray, (2010) discusses in their book that the project manager often faces challenges in developing an appropriate project scheduling and the chapter discusses the strategy that the project manager could employ to develop a project's resource schedule. Within an organization, there are often more projects than available resources, thus, the priority is to select projects that could contribute to organizational efficiencies. Faced with the project's constraints, it is critical to schedule resources to make a realistic judgment from the available resources and tight project durations.
Larson, & Gray, (2010) identify type of resources constraints as:
Technical constraints which are the "constraints related to the networked sequence in which project activities must occur." (Larson, & Gray, 2010, p 255) .
Physical constraints are related to the environmental conditions, and Resource constraints are related to shortage of resources used to sequence project activities. Resources constraints include materials, people, and equipment.
Larson, et al. (2010) classify people as human resources who bring skills to the success of a project and the human resources include mechanical engineer, programmers, inspector and welder. The combination of the skills of human resources could add to the complexity of project's scheduling. Materials and equipment are also resources that need to be used to complete a project and shortage of these resources may delay a timely completion of a project. Most mistakes those stakeholders make is to assume that resources will be adequate for the project, however, recognition of these constraints before starting a project can assist the project manager to avoid a costly delay.
Larson & Gray (2010) classify scheduling problems as:
"Time-constrained project" (p 257) imposed to ensure that projects...
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