Project Management: Resource Management in Construction Project

This project management assignment delves into resource management within construction projects, focusing on managing slack time and preventing project delays. The paper explores modern constraint management theory and its application to slack management, examining reasons for project delays despite overestimation of activity durations. It includes the construction of an Activity on Node (AON) network diagram, analysis of slack time, the creation of resource histograms, and smoothed resource histograms. The assignment covers key topics like material handling, productivity issues, and equipment breakdowns. It provides insights into the causes of delays and strategies for effective project scheduling and resource allocation. The paper uses academic sources to support the analysis and provides practical examples of the concepts discussed.

Running head: PROJECT MANAGEMENT
Project management: Resource management in construction project
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Introduction and Background..........................................................................................................2
Question 1........................................................................................................................................3
1.1 Modern theory on constraint management is helpful in solving the management of Slack..3
Question 2........................................................................................................................................6
2.1 Reasons of project behind schedule.......................................................................................6
Question 3......................................................................................................................................12
3.1 AON network activities for the contract..............................................................................12
3.2 Slack time for determining critical path..............................................................................14
3.3 Gantt chart...........................................................................................................................15
3.4 Resource histogram and resource loading...........................................................................18
3.5 Smoothed resource histogram..............................................................................................19
References......................................................................................................................................21

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Introduction and Background
The paper mainly reflects on resource management in construction projects for managing
the slack time. In practice, it is found that the managers generally take the entire responsibility
of that is mainly associated with the various project that are resource limited and additionally
they help in incorporating slack at the execution date of the project. In addition to this, the
managers also take different types of aggressive approach for effectively managing the project
slack within the schedule. They mainly utilize an early start schedule that further prohibits
utilization of slack on any activity as well as work package that is required to be used unless it is
authorized by the managers. Moreover, the progress of the project that is finished as well as
remaining time must be monitored quite effectively. There are a number of activities that
generally beat the estimated completion time which are reported such that the various succeeding
activities can generally start quite earlier and the time does not get wasted. Furthermore, the
entire intent of creating as well as saving the slack as the time buffers for the project completion
quite early by successfully covering the different types of issue that are linked with delay such
that it creep up on various project activities and thus delays the entire project due to which
completion date gets extended.
In this paper proper discussion is done on the modern theory on constraint management
that further helps in solving the slack management. In addition to this, the paper elaborates the
reason behind the problem of delay even though the project managers have a tendency of
overestimating the activity duration. Moreover, the paper construct AON network diagram, slack
time, resource histogram as well as presented smoothed resource histogram.

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Question 1
1.1 Modern theory on constraint management is helpful in solving the management of
Slack
According to Ji and Yao (2017), the modern theory of constraints mainly reflects on the
various factors that generally hinders the speed of the bottleneck. It is found that the throughout
procedure will generally increase when the entire bottleneck can be properly eliminated as well
as reinforced. It is found that the theory constraint mainly comprises of three different
components including an operational strategy that generally focuses on the steps for proper
improvement as well as on the thinking procedure for undertaking investigation. In addition to
this, proper focus on the performance measurement system for successfully assessing the work
as well as performance of the entire system for achieving the goal.
It is stated by Irfan et al. (2019) that most of the continuous improvement techniques are
generally dependent on the premise as well as on the overall performance of the system that is
mainly improved by successfully maximizing the efficiencies of the various system components
as well as processes. The various types of interventions are helpful in properly achieving the
local optima that further helps in affecting the entire performance of the organization. On the
other hand, it is opined by Doi and Shinoda (2018) that the theory of constraint is generally
opposed by the traditional continuous improvement-based technique which is mainly dependent
on the premise such that the performance of the entire system is generally get limited due to the
lowest performing related procedure within the entire system.
It is opined by Tenera and Rosas (2019) that the theory of constraint is mainly helpful in
providing a five-step procedure that is mainly known as the five focussing steps in order to
achieve continuous improvement within the entire performance of the system. It is identified that

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the five focussing steps that is mainly associated with the theory of constraints are properly
prescribed for the entire improvement procedure. In addition to this, the two different steps are
helpful in defining the system as well as assists in measuring the performance. In addition to this,
the theory of constraint is considered as one of the on-going improvement procedures that
generally starts by properly defining the goal of the system by determining the performance
metric for utilization that further helps in measuring the entire performance of the system that is
relative to its goal. By properly determining the goal of the system as well as the performance
metric that is used, the FFS procedure helps in determining the constraint of the system. It is
stated by Salvatelli, Piazza and Marinoni (2016) that the procedure that focuses on the
improvement of the performance generally determines the constraint. Moreover, proper emphasis
on the significance of organization’s constraint are determined for prioritizing them on the basis
of the impact that is present on the goal of the organization.
On the other hand, it is stated by Leseure and Alexander (2017) that slack is generally
considered as the total time that is needed within the network of the project which can be delayed
further without creating any type of delay for the other subsequent tasks for successful
completion date of the project. In addition to this, slack is considered as one of the hidden parts
of every project plan and therefore the management of slack can generally make a number of
differences so that the project team can be able to execute the plan of the project (White,
Grierson and Wodehouse 2017). The various activities which are situated on the line of the
critical path generally does not have slack and thus any of the task that gets delayed. However,
the tasks that are not present on the critical path can cause delay within the project so that the
final completion date of the project gets extended. The modern theory of constraint management
is generally considered to be helpful in managing the project slack.

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According to Lin et al. (2019), the project managers mainly considers slack as one of the
measures for properly scheduling flexibility with the various activities of the project. It is found
that when the resource-based constraint appears as this information needs to be calculated as well
as analyzed quite properly. It is found that previous studies on the effect of constraints and
slacks are resolved by properly operationalize the resource slack as well as constraint in such a
way that it properly concealed the various types of underlying complexities as well as dynamics.
It is found that proper demonstration of the perceived resource position is helpful in properly
influencing the entrepreneurial decision making as well as creativity by effectively drawing on in
-depth case studies (Soetanto and Jack 2018). The position of the resources is needed to be
perceived, transient as well as multidimension which helps in reflecting the entrepreneur for
experiencing the resource constraint as well as slack quite simultaneously. The influence that is
created on the perceived resource position that it is related with the decision making is dependent
on individual as well as resource position. These types of findings that are mainly achieved
mainly helps in linking the resources with the various ingenuity of the organization in order to
explain the perceived resource-based position that is helpful in influencing the entire decision
making.
It is found that there are a number of ways that can be utilize in order to deal with the
theory of constraint as well as slack. By considering the resource constraint and resource slack, it
is found that then the resource falls short then the entrepreneurs generally need to lower as well
as eliminate the various resource related demand for coping internally and for continuing for
operating under the constrained condition (Amiri et al. 2018). The information that is associated
with internal coping generally implies on the proper selection among the different types of
effects that can be established by proper set of resources whereas the acquisition of the external

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resources mainly depends on the various outside parties for the various types of resources which
are needed. It is necessary to attract the external financial amount for funding the procurement
for the need of additional resources. Other relative methods include reliance on the social capital,
resource coaptation as well as inter-firm joint resource utilization.
On the other hand, it is opined by Kamada and Kojima (2015) that when entrepreneurs
generally believe that they contain slack resources which can be redeployed with the different
types of new uses that depends on a number of types of resources which are present as well as
accessibility as well as recoverability of the project resources. The different types of resource
slack generally include human resource, financial as well as operational and customer relational
slack (Leseure and Alexander 2017). Therefore, the project managers can be able to decide quite
differently as per the resources availability by including different degrees of creativity such that
it is not properly clear about the different types of resource position that generally influence the
decision.
Question 2
2.1 Reasons of project behind schedule
It is found that in spite of the tendency to overestimate the various activity duration for
adding within a safety net at the end of the entire project still many projects come in behind
schedule. According to Kerzner (2017), a properly prepared schedule that is updated regularly
generally allows one to detect early when the entire project is running late. It is found that when
we fall behind the schedule, the normal course related action is generally for the contractor for
placing a greater number of resources on the project or the work that is present in extended hours
in the hope of catching the lost time. Most probably this is not always true and this is because the
slippage of the entire project remains uncovered. In addition to this, adding a greater number of

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people as well as resources within the entire project generally causes congestion by making the
entire issue much worse (Harrison and Lock 2017). It is found that usually the longer the
problem is the worse the schedule slippage will be for taking less time in order to effectively
catch up the lost time.
There are a number of reasons due to which the project remains behind schedule. It is
stated by Joslin and Muller (2015) that due to improper material handling on the site of the
project can generally cause delay. If the materials which are needed for the project are not
present then it is very much difficult for successfully executing the project activities on time. The
projects that often underestimate for the different number of cranes that are needed and thus
these factors create delay in the project. Moreover, congested project site is one of the significant
problems that generally delay the deliveries as well as blocking the access routes. On the other
hand, it is stated by Todorovic et al. (2015) that poor productivity is a reason behind the project
delay. However, it is found that throwing more resources within the project generally helps in
yielding the desired results such that it becomes quite expensive. It is considered to be more
effective for uncovering low productivity for properly rectifying the issue.
It is opined by Badewi (2016), that breakdown of various types of key items of
equipment including cranes, excavators as well as concrete mixing which can cause different
types of disruption to the project. After properly suffering innumerable delay within the project
due to proper breakdown of the crane. Unfortunately, it is identified that after proper studying
the schedule, it is needed to appreciate the procedure in which the disruptive equipment is
generally broken. Moreover, hiring better as well as replacement-based items generally changes
the mood as well as productivity of the project. According to Svejvig and Andersen 92015),
shortage of materials is generally caused by the team for not ordering sufficient materials for not

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allowing the lead time fabrication. However, it is found that the suppliers generally have their
own issue that needs to be resolved by successfully another manufacturer. It is found that even
the issue that have indifferent delivery of the trucks then it generally helps in disrupting the
supplies that could be easily helpful in fixing by properly brining other transport companies.
It is stated by change of scope in the project is one of the major reasons of delay in the
project. It is found that with the help of proper planning, it is generally not possible to determine
the scope of the project to the last detail. However, even if it is managed for more detailed
breakout then also different types of changes are mainly needed within the schedule of the
project (Papke-Shields and Boyer-Wright 2017). Scope is generally defined as one of the
important terms that help in defining the deliverables of the project that is mainly expected at the
end of the project. Thus, logically it can be said that all the different types of project plan,
schedule as well as estimation should be designed as a base for the scope and thus changes in
scope during project execution generals means that the initial plan of the project changes
(Sanchez 2015). This further reflects that more times as well as resources are generally required
for the initial baseline. With the scope changes, the resources of the project are required to be
diverted to various activities which are identified within the scope of the project that further
leads to pressure on the project budget and schedule. The changes within the scope could mainly
because of inaccurate initial definition of the risk, inherent uncertainties, changes within funding
as well as sudden change within the project interest.
Another important reason that not only keep the project behind the schedule but also
causes cost overrun within the project is due to inappropriate management of project
procurement. It is needed to read each of the aspect of the project including the business
correlation for different types of payment terms, service levels as well as pricing. This further

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causes delay in the project and also causes cost overrun. Furthermore, contractual ambiguous
agreement with different types of clauses can cause dispute that further generates delay as well
as cost overrun within the entire project (Kivila et al. 2017). Similarly, the delay as well as cost
overrun can cause improper contractor selection as well as different types of unethical behaviour.
It is very much important to properly note the entire procedure of procurement is generally
considered to be critical for the execution of the project. In order to properly resolve this issue, it
is necessary to determine the most qualified contractor with the help of ethical tender system as
well as draft which are considered to be very much suitable for the different conditions of the
project such that it explicitly helps in defining the different terms as well as conditions that
generally helps in governing the contract in clear clause (Serra and Kunc 2015). These types of
clauses must spell different penalties which must be related with the delays as well as cost
overruns.
According to Kaiser et al. (2015) the complexity of the project can be determined as one
of the important factors that generally contribute to the project delay as well as cost overrun. It is
found that the complexity must be properly defined in terms of size such that the entire project
generally have long implementation period that is further supplemented for successfully
finishing the project. The results generally because cost overrun as well as delay in the project
and thus the project remains behind the schedule though the project manager have the tendency
of overestimate the duration of the schedule (Ramazani and Jergeas 2015). Thus, it is identified
that proper integration of the interest can cause a lot of time as well as resources which are
generally overlooked such that they cause conflicts as well as dispute therefore the project causes
delay as well as cost overrun. In order to effectively eliminate or properly reduce the delay as
well as cost overrun due to the problem of project complexity then it is quite necessary to

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vigorously plan for the project must be created by effectively incorporating different aspect
including scope, milestone WBS as well as stakeholders. It is found that the management of the
project that is complex generally requires proper experience as well as expertise such that the
goals of the project must be defined properly. This is helpful for keeping the entire project on
track for making sure that the entire job is intended. In addition to this, it is analyzed that it is
very much important build a good team with appropriate success interest.
It is opined by Martens and Carvalho (2017) that the closure phase of the project
generally contains a number of factors that further can cause delay within the project. Slow
procedure of closeout needs to be ignored by the various organization within the multi project
related environment. In addition to this this procedure generally helps in dragging different
hardware related activities for resolving conflicts that are mainly linked with the acceptance of
the client. Moreover, if the entire team of the project is not properly decommissioned on proper
time then the work that is associated with the project needs to be completed that properly exists a
tendency of properly running the entire team which further incur extra expenses (Ramazani and
Jergeas 2015). In addition to this, it is found that delay in payment of the suppliers as well as
contractors after the completion of the project can further cause dispute as well as delay that
further signs the certificate for effectively finishing the project. Furthermore, the delay during the
slow closeout of the entire project needs to be properly avoided such that the closure phase gets
implemented as per the planning.
According to Papke-Shields and Boyer-Wright (2017), poor initial estimation of the
project before the project kick off phase can also be considered as one of the important reasons
behind the schedule of the project. Before kicking off the entire project, it is necessary to conduct
proper meeting with the different project team. However, if the information that is gathered

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about the project on the basis of meeting is not sufficient then the entire project can get delayed
due to lack of proper information as the team struggles to properly understand the entire scope of
the project. Another common mistake that generally occurs when the designers as well as
developers who properly perform the work are generally excluded from the estimating
procedure. On the other hand, it is opined by Badewi (2016) that improper tracking of the project
as well as management can cause a lot of delay in the project. It is found that if there is proper
project plan that effectively covers all the project risks but the delays within the schedule of the
project must be minimum. The Gantt charts helps in elaborating the plan of the project, the
roadmaps for effectively mitigating the delays within the project. It is found that proper issue
tracking tools that helps in forcing the entire team needs to be much more organized for
resolving the risks very much effectively. Improper vision of the project causes vagueness about
the project. It is one of the major challenges that are considered to be extremely dangerous with
the progress of the entire project (Serra and Kunc 2015). Furthermore, it is necessary for the
project team to properly understand the various core details for properly executing quality
project on time. This later can be one of the major causes for the delay of the project that further
can enhance the budget of the project. This is generally created by lack of proper formality
within the scope definition by the various members who understands about the proper project
planning.
Project management is considered as one of the delicate procedures and therefore of the
project managers generally lacks proper organizational as well as interpersonal skills then it can
further result to the inability to take proper ownership of the project resolving the hands-on issue
that occurs. These types of traits are generally helpful in making it hard for brining the people
quite together. In addition to this, lack of proper experience can generally lead to the selection of

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wrong resources for a particular role in the project (Harrison and Lock 2017). It is found that
some of the project managers faces a lot of difficulty in properly determining the right level of
oversight where they generally start for properly micromanaging the entire project or mainly
fails to keep track on the things quite sufficiently that further causes delay in the project. On the
other hand, it is stated by Badewi (2016) that other causes including improper skills within the
employees can also a cause. If the employees who are mainly engaged within the entire project
generally do not have proper experience then they faces a lot of issues as well as problems in
properly progressing within the entire project. Moreover, having too many resources for a
specific trade is also one of the major reasons. If the project has insufficient scaffolders then it is
going to reject as well as scaffolding fast enough. Moreover, poor quality of work within the
project generally needs to be demolished as well as rebuilt that is one of the major causes.
Question 3
3.1 AON network activities for the contract
The AON diagram that is required to be created as per the information of the contract
that is mainly provided in the below table.
Activity Immediate
predecessor
Duration Labour
available/day
A ----- 2 2
B ----- 4 5
C ----- 2 3
D ----- 5 2
E A, B 2 4

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F C, D 3 2
G D 6 2
H C, E 3 3
I F, G, H 5 2
J E, H 9 4
AON diagram is defined as one of the precedence diagramming method that generally
utilizes boxes for denoting the various schedule activities of the project. The different types of
boxes as well as nodes are generally connected from the starting to the end with the arrows for
depicting the logical progression on the dependencies that generally exists between the various
schedule activities (Morgan et al. 2016). Moreover, each of the nodes is generally coded with a
letter that is generally related with the activity of the project schedule. The AON diagram for the
information that is provided in the above table is generally provided below:
Figure 1: AON diagram

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(Source: Created by Author)
3.2 Slack time for determining critical path
It is found that the slack helps in denoting the time which generally gets delayed without
causing violation to the entire project duration. The slack that is mainly present on an activity
can generally be calculated with the help of the different that is mainly present between the
earliest start and the latest start time. It is found that slack for each of the project activity that is
given in the contract is calculated within the below table.
Task Name Duration Predecessors Total Slack
A 2 days 2 days
B 4 days 0 days
C 2 days 4 days
D 5 days 2 days
E 2 days 1,2 0 days
F 3 days 3,4 5 days
G 6 days 4 2 days
H 3 days 3,5 0 days
I 5 days 6,7,8 2 days
J 9 days 5,8 0 days
The different paths of the project include
1st path- B>E>H>J= 18 days

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2nd path- A>E>H>J= 16 days
Therefore, the critical path of the project is B>E>H>J
3.3 Gantt chart
The Gantt chart is defined as one of the bar charts that helps in illustrating the project
schedule. It is found that the chart generally helps in listing the various tasks that is needed to be
performed effectively on the vertical axis (Ong, Wang and Zainon 2016). The entire schedule for
the project is provided below by considering 1st November as the commencement date of the
project.
WBS Task Name Duration Start Finish Predecessors Total Slack
0
Building
construction
project
18 days Fri 01-11-19
Tue 26-
11-19
0 days
1 A 2 days Fri 01-11-19
Mon 04-
11-19
2 days
2 B 4 days Fri 01-11-19
Wed 06-
11-19
0 days
3 C 2 days Fri 01-11-19
Mon 04-
11-19
4 days
4 D 5 days Fri 01-11-19
Thu 07-
11-19
2 days
5 E 2 days Thu 07-11-19
Fri 08-11-
19
1,2 0 days

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6 F 3 days Fri 08-11-19
Tue 12-
11-19
3,4 5 days
7 G 6 days Fri 08-11-19
Fri 15-11-
19
4 2 days
8 H 3 days
Mon 11-11-
19
Wed 13-
11-19
3,5 0 days
9 I 5 days
Mon 18-11-
19
Fri 22-11-
19
6,7,8 2 days
10 J 9 days Thu 14-11-19
Tue 26-
11-19
5,8 0 days
Figure 2: Schedule of the project
(Source: Created by Author)

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3.4 Resource histogram and resource loading
According to Budiman et al. (2018) resource histogram is one of the tool that is mainly
utilized by the team of project management in order to give a proper visual representation to the
entire team of the project. The resource histogram that will be provided below helps in reflecting
the resources that is required on a daily basis for the project. On the other hand, resource loading
is considered as the involvement of the manpower or the employees. It is found that in resource
loading, each of the worker was assigned more work as per their capability which is a considered
as one of the major issues in properly finishing the work. The figure that is providing below will
also showcase the problem of resource overloading.
Resources
14
13
12
11
10
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Days
Figure 3: Resources histogram
(Source: Created by Author)

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It is found that as only 8 resources are available on each day therefore the resource
loading is reflected in the below image.
Figure 4: Resource loading
(Source: Created by Author)
3.5 Smoothed resource histogram
It is found that resource smoothing is one of the tools of project management that is
mainly utilized for the purpose of resource optimization technique. It is also considered as one of
the technique that is useful for adjusting the various activities of the schedule model such that all
the project requirements does not generally go beyond the resource limits that is mainly pre-
defined during the planning period (Kaiafa and Chassiakos 2015). It is found that the resource
which is smoothened in order to avoid the issues that occurs due to resource overloading is
mainly showcased with the figure that is mainly provided below.

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Resources
14
13
12
11
10
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Days
Figure 5: Resource smoothing
(Source: Created by Author)

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