Our contribution focuses on how a resource-constrained and schedule-constrained project management policy can meet the planned project performance. Two strategies, static and dynamic, have been applied for resource allocation and compared project performance during this work. This resource allocation process can be elevated through the estimation of required resources by assessing different strategies. Generally, project-based organizations share resources to regulate and plan the project portfolio. These effects compounded cause delays in all the subsequent projects, irremediably degrading the organization's capability to deliver projects on time reliably.Ī challenge in project management in a multi-project environment concerns sharing human resources across projects. Further, the workforce's productivity gradually deteriorates as the frequency with which staff switches back and forth between projects increases. Whilst capturing resources can ensure that a tardy but ‘business-critical’ project is delivered on time, if the organization has no free resource capacity and is also not recruiting more staff, this practice harms the schedule performance of the projects deprived from resources. Our central contribution is to illuminate how a schedule-driven project management policy can lead to a vicious cycle that degrades the organization's capability to meet the planned project milestones in the long-term. We simulate the effects of capturing resources allocated originally to one project so as to speed up another product development project that started late. ![]() To probe into this problem, we use a system dynamics simulation grounded on in-depth fieldwork with a high-performance truck developer. ![]() A challenge in these settings pertains to the need to share skilled resources across concurrent projects when project management is schedule-driven and resource capacity is fully committed. Prior work has affirmed the importance of studying project management in multi-project environments.
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