Project planning resource allocation

The Project Team Manager and members having been assigned to the project, their first task is to carry out a complete definition of the project. The team will know the overall goal of the project but its purpose and objectives will need to be clarified and redefined in more specific terms of defiverables, assumptions and constraints. Project definition enables all the stakeholders, both internal and external, to understand and agree upon the goals, responsibilities, assumptions and success criteria to be used. The planning of the project and the allocation of resources should only start once this has been done. 

The best coordination of a project is achieved by a good project plan. The plan delegates the project tasks and links the activities and project team members. It allocates all resources including money and contains all necessary elements to measure and control time, cost and success. Finally, a project plan is a very effective means of communication On the one hand it serves to explain the project to those who pay for it. (After that stage many project plans unfortunately tend to disappear and are forgotten.) More importantly, the project plan tells and continually reminds the members of the project team of the purpose of the whole project, what their roles and tasks are and what exactly they have to provide at what time in order to make the project a success. 

Project planning Project scheduling Team management Resource allocation Decision-making... 

The results of an economic evaluation are reviewed together with other relevant aspects, such as, competition and likely product life in arriving at project investment decisions. The decisions are essential in order to both plan and allocate the long-term use of available resources. The objectives of an economic appraisal are ... 

The simulation model described here consists of five constituent models. It allows project planners to study and optimize the structure of design and development projects and to allocate human resources effectively. The approach allows to apply simulation studies for planning design and development projects both before project start and during the projects. 

The client has specific duties under the CDM Regulations, one of which is to appoint a planning supervisor and a principal contractor. The client must be reasonably satisfied with the competence of these appointees and with the adequacy of resources allocated by the appointees to perform their duties. The client must provide health and safety information about the project, not permit construction work to start until an adequate construction health and safety plan is available, and hold the health and safety file and make it available to others. The client must also issue a notification of the project using Form FIO. 

Because commissioning comes at the back end of the project there is a danger that the work may be under-resourced, because the funds have been pilfered to pay for budget overruns. It is essential to comprehend the scope and length of commissioning activities and include them in the initial project plan and budget allocations, and ensure that this commitment is maintained. 

Additionally, as indicated by Varma et al. (2007) there is a need to model financial planning decisions, R D resource allocation, as well as capacity expansion decisions within an integrated model, so that capital and capacity allocation can be performed simultaneously with R D projects selection and prioritization in order to enhance value generation. Certainly, R D decisions necessarily impact the design and the regular activities of the entire SC. Thus, such operational impact should be considered and assessed at the time R D and SC decisions are taken. 

A small but diverse team of personnel is typically involved in the activities of the Project Identification and Definition Stage (refer to Figure 2.1). Representatives from groups such as process analytics, process control, project management, central engineering and production operations should populate the team in the first stage. The size and diversity of the team should grow from the identification step to the definition step as resources are allocated and plans developed. 

Reflection suggests that some of the sulfur allocated to district I might be reapportioned to district III. However, the major increase is found in district IV. This is based on a projection of production from the Overthrust Belt. The evidence for this is currently very scanty. Proved reserves have been estimated at. 4.5 TCF with ultimate resources at 100 TCF but drilling costs are high (23) The H2S content appears to run from 10 percent to 18 percent (24, 25). One processing plant with a sulfur capacity of 1200 T/d is already planned (26) Eight such plants would fulfill the 1990 estimate. By 1990, however, development of western tight sands and imports of Alaskan and/or Canadian gas could reduce the competitive position of the Belt. 

Finally, the individual elements of the plan are put together and the strategic plan is readjusted to a more exact time schedule. The revised strategic plan which summarizes the major project parts can now serve as a useful master plan and project overview to present and justify the project in general. Reference to the sub-plans should be made to allocate the resources and for progress monitoring purposes. 

As a project progresses through the various stages of the innovation process, the required level of detail of the business plan or deliverables becomes greater and more focused. This ensures that the allocation of resources to a project is in line with the degree of certainty of success. 

When the decision has been made about the need for a system validation, sufQcient resources should be allocated. For larger projects, the recommendation is to form a validation team consisting of Quality Assurance personnel and technical experts. All validation activities at the user s site should follow a Validation Plan. 

The planning supervisor is responsible for ensuring that the pre-tender stage health and safety plan is prepared so that prospective principal contractors can be fully aware of the project s health, safety and welfare requirements. It also helps the client to assess the resources being allocated to health and safety and the competence of the prospective principal contractor. 

The relevant EDP-programs are used for setting up time schedules. (e.g. Microsoft Project), and the planning of resources can also be carried out. Staff and time required for the completion of the work can be allocated to individual activities. Thus, the software can determine the capacity of the project staff. 

Nevertheless, different stakeholders of architectural company need to be identified and aU of them of course only want to see the view of the architecture that interests them. Therefore, if we send the carpenter the plan for the inside doors he will be interested in knowing the height of the floor fill but not the allocation of door lintels and how much iron was used for which ultimate load. Actually, here we would need to consider the perspective of the finance controller and the project manager since the resources used already determine the safety sufficiency. 

Before work begins it will be necessary to make a preliminary risk assessment of the work to be carried out, in orderto draw up a pre-construction phase safety plan to comply with CDM and best practice. The project risk assessment is an evaluation of the principal hazards believed likely to be present during the construction phase of the work, allowing due importance to be placed on them and the allocation of necessary resources and planning to reduce the risk of injury to an appropriate and acceptable level. The project risk assessment should take place at an early stage, and its completion is intended to provide sufficient information for the writing or reviewing of the site s safety plan. 

Test Management is mentioned neither in ISO 12207 nor in ISO/IEC 15504, but is of crucial importance for large and complex projects. The test plan that includes the test strategy, test schedule and the allocated resources should already be developed during the concept confirmation phase. For small projects the test plan can be part of the overall project management plan for large projects the test plan should be a dedicated document which must be synchronised with the overall project management plan. 

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