Project Resource Planning in Project Management

Running head: PROJECT MANAGEMENT 1
Project Management
Institution Affiliation

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Project Resource Planning
Project resource planning offers a variety of scheduling tools which comprises an
easy-to-use worktable for developing as well as modification of plan online. Therefore, it is
important to optimize a project’s capacities with a date synchronization, sophisticated
simulation, as well as impact analysis aspects which will guarantee on-time and on objective
projects. Consequently, project resource planning consists of some components:
Progressive service planning: project resource planning offers a complex set of
planning tools designed for service-plus material, material-driven, in addition to service only
projects. Thus, project resource planning makes plans, synchronise dates, re-plans activities,
conducts impact analysis as well as a simulation to make improvement and ensure on-time
completion (Wanjari, & Tawalare, 2016). Accordingly, with the help of project management
interface application, project resource planning is able to access Microsoft Project to improve
scheduling, networking abilities and graphics displays. Through connecting bills and routings
of material with service items, project resource planning makes sure that both resources and
materials arrive at the desired place at the precise time.
“What ifs” Analysis: Project resource planning provides a range of tools for the
development of “what is” scenarios together with analyzing their effect. On the same note,
simulation enables the project manager to see the expected variations to planned projects. In
this case, multi-level fixing offers complete perceptibility to all items in a bill of resources
(Kerzner, 2017). Certainly, impact scrutiny helps to demonstrate the crashed, multi-level
impact that could lead to delays. In this sense, project resource planning plays part in
reconciling dates between projects, contracts as well as display discrepancies. Thereafter, it
can be possible to synchronize dates in accordance with multiple choices to conclude the best
plan to project necessities.

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Workbench Effectiveness: a workbench gives a sole entry point for developing as
well as revising plans in addition to access to the necessary data files (Larson, & Gray, 2015).
Indeed, this enables an individual to make ideal usage of the resources by responding swiftly
and properly to modifications in scheduling.
Lot-for-lot vs SEIBAN: In order to ensure a cost-effective buying and production,
project resource planning enables one to select a consolidated or lot-for-lot planning. When it
comes to lot-for-lot planning the supply order quantities are coordinated to demand quantities
with variables like scrap aspect put into consideration. Subsequently, this structure allows
multi-level pegging and it is particularly significant for make-to-order as well as engineer-to-
order items (Tasevska, Damij, & Damij, 2014). On the other hand, consolidated planning in
project resource planning is addressed through the SEIBAN functionality. The use of
SEIBAN involves the assigning of a unique number to an assembly item, then all components
items. In this essence, the cost can be assigned to every component item and then rolled out
with the help of SEIBAN costing.
Workbench Actions: Some of the actions that can be performed on items include:
 Dates reconciling
 Impact analysis performance
 Establishing SEIBAN
 Establishing initial dates
 Supply order generation
 Carrying out simulations
 Dates re-planning
Workbench Display: In project resource planning the workbench will only display the
followings items:

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 Critical items only
 Exceptions alone
 Single level
 Multi-level
 Multi-level status by customer
 Multi-level status by individual demand such as contract
 Workbench by date range, customer or SEIBAN.
Dates Planning: project resource planning can be set to use the following dates for
planning:
 Contract material line components such as planned material expected date; simulated
material expected date, planned start date, planned end date, simulated start date,
simulated end date, task dates referenced to supply orders; simulated material
expected date; and planned material expected date (Larson, & Gray, 2015).
 Contract service line components like planned start date, planned end date, simulated
start date and simulated end date.
Options for date reconciliation: At the time of reconciliation, project resource planning
will have to synchronize dates in accordance with one of the following options:
 Dates can be reconciled to become suitable to the contract item dates
 Contract item dates should be reconciled to be in line with the task dates
 Task dates can be reconciled to match those of the supply orders
 Material line items can be reconciled to be in line with the delivery line item dates
Certainly, project planning, as well as scheduling of resources, play a significant role
in project management, which aids to recognize the scope of the project before the actual
period in addition to managing and assigning of resources in an organized manner (Meredith,