Project ConstraintsProject ManagementAssignment 4Part one: Resource constraintsTiffany CoopelandProfessor:Course:Date:Resource Constraints in a projectThese include materials and equipment, people as well as project capital, as follows (Resource constraints, 2012);Having an insufficient workforce or having people with inadequate skills, not having the right people where they are needed or even a combination of all or some of these.Failure to identify critical materials or even all the necessary elements in time delayed purchase of the materials, delayed or lack of logistics, site delivery failures, poor scheduling and network plans, etc. Poor equipment type, quantity, size, and even locations, as well as reduced logistics in delivering the equipment to the site. Delayed project cash flow, misappropriation of project funds, impacts from regular payments, an insufficient amount of working capital, problems with financing project activities, etc.Resource-constrained projects suffer from delays, failure to complete specific project tasks, increased criticality of events, increase in schedule complexity, critical paths becomes no longer meaningful, a breakup of the sequence of events, and can at times make parallel events sequential with essential activities with slack becoming noncritical (Egeland, 2014).
What can a project manager do to understand if a potential problem exists?The project manager should stress on a project schedule and compliance to it since it provides a clear way from the start of the project to the end forcing clients and project stakeholders to be specific with their requirements and project activities at various times during the life of a project (Kerzner, 2017). This helps in ensuring that the project remains on track as per the project schedule. The project manager needs to be clear on their role in the project and the amount of freedom they have. In any case, some compensations may be necessary for the life of the project, maybe resulting from project revisions and changes, a clear outline of the number of adjustments to be made should be made where possible, quantifying them with numbers to easily keep track of things as the project progresses.
The developer in the beginning is the real one.
The project manager may feel that only the developer with that title and who is ready-made to deal with this project has the right and authority in the first place, especially if the project manager has not given this to the developer prior to the initial project. However, the project manager is not the only one to feel this way. The project manager needs to know what to do and what not to do (e.g., how many more revisions they will make, how many new elements they will add). They need to be comfortable in what they’re doing, and in that same way they want to be sure as to where they’re going to get most of their work done to ensure that the project has a stable, consistent and sustainable state of mind.
The developer in the beginning is the real one, with the job titles and the task assignments and the tasks and the other people’s tasks. The developer usually is able to answer any and all problems when a project manager is present at the job at all times, or when he or she has been involved with the project at some point. These roles are usually in the “development team” or the “management team” where many are involved. The project manager tends to use the developers time and resources to manage the project well, especially when they are not very involved in helping the new team members get the most out of the project. A lot of these roles are held together by a strong rapport with project lead, in particular “the team lead”. Some people take it to a second level to the projects, and those who do not take to the project lead can get their assignments out in front of the team.
The developer in the beginning has the power to create a project and maintain it. However, in some cases the project manager will need to create and maintain different versions of the project, including more content, new versions of the same things, versions that are not yet published, versions that are published in the “official” version etc. But this is always up to the project manager as to how they will manage all those aspects of this projects and what are the best practices for their team.
When it comes to the developer, it is usually only a matter of time before a project manager is out to change the entire project. For example, if the project manager decides to make changes of other projects, he could change the design of the new project by removing many of the features, etc., that it currently had. However, if a project manager decides to work outside of the typical work schedule, he might be able to work within a shorter time period or not even make sure that he has that flexibility of working with project leaders.
The developer needs to be aware when to use the developers time for the tasks at hand at any given time. In this way, each project can have a different schedule as they decide on what tasks to achieve. At the end of the day, the project manager should be able to ask for the permission from all of his teams to work in any given setting and make changes where they will. As long as the project manager approves their change to, he will be able to work in it.
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