DİPLOMATİK YAZIŞMA VE PROTOKOL - Deneme Sınavı - 3

Bottom-up estimating:In this technique, activities are broken into pieces and resource requirements are estimated for these small pieces. These estimates are summed up to find the total estimate of the project. Even though it provides very accurate estimates, it is very time consuming since each activity in the project schedule must be assessed carefully. Therefore, if the project manager
divides project into smaller pieces, it brings more accuracy, but at the same time more cost to the technique.

The third step of resource management is the resource aggregation. In this step, we sum the resources that are required to complete all the activities with respect to the resource allocation step outputs.

After calculating the total resource hours needed for each activity, first step to be applied to level the resources is creating Resource Loading Table.

There are mainly four types of organization charts: functional organization, projectized organization, matrix organization, and composite organization.

In RACI model;
• Responsible (R) refers to the person who does the activity,
• Accountable (A) is the person who is ultimately answerable for the activity.
• Consulted (C) is the adviser for the given activity or the entire project.
• Informed (I) is the person who needs to be notified about the activity or the project.

The last component of the human resources management is the staffing management plan. It is a document that explains when and how people will be
part of and dismissed from a project. It also provides the necessary information about training, reward mechanism, and reassigning process for the resources.

Forecasting: Does it have a resource forecasting tool to predict the upcoming resource requirements of the company? Does it collect data on sales, schedules, activities, progress of the project, and launches? How long does the forecasting tool cover?

Money, material, machine and manpower are the Four M’s, which is a common framework for defining the resources available for a project.

There are mainly three categories in this classification: key resources, secondary resources, and general resources.

First, we start with determining the necessary sources for our project. In the second step, we classify them with respect to the given classes above such as consumable, secondary resources, etc. In the third step, according to the project scheduling, we must estimate the required quantity of each source determined in the previous step for all the activities. Finally, resource aggregation, leveling, and smoothing techniques can be applied, if necessary.

Succsessful resource management applications prevent fatigue, do not cause it.

The first step is the estimation of resources. In this step, the project managers estimate the type and amount of human resources, materials, machines, or any resources needed to accomplish each activity.

it is easier to discover the resource conflicts on a chart created on resource allocation step.

Four steps can be applied after calculating the total resource hours needed for each activity: Ccreating resource loading table, determining activity late finish date, identifying resource overallocation and leveling the resource loading table.

The matrix organization is the third type of organizational structures in project management. In this organization type, team members report more than one project manager.

A wide range of software options, such as Microsoft Project and Hub Planner, are available on the market. But QuarkXPress is not one of them. It is used to create and edit complex page layouts.

Resource management is the pre-planning, scheduling and resource allocation method for maximizing the effectiveness.

The benefits of successful resource management for a company can be summarized as follows:
• Avoids unexpected delays: By developing resource management plans, necessary resources can be predicted, and the unexpected delays may be avoided.
• Prevents overloads and fatigue: Effective resource management allows us to prevent overloads of resources (fatigue for humans) and bottlenecks or roadblocks by using resource allocation, aggregation, and leveling techniques.
• Builds transparency: Resource management provides transparent information about the status and workloads of resources and builds transparency for all the shareholders of the project.
• Measures efficiency: It allows us to measure the efficiency of resources and enable us to work on multi-project environment. It also helps us to calculate the return on investment (ROI) ratio easily.
• Provides a safety net and projection: Resource management lets us know that we did the best with the available resources in hand and it offers the future projection for the upcoming projects.

Bottom-up estimating: In this technique, activities are broken into pieces and resource requirements are estimated for these small pieces. These estimates are summed up to find the total estimate of the project. Even though it provides very accurate estimates, it is very time consuming since each activity in the project schedule must be assessed carefully. Therefore, if the project manager divides the project into smaller pieces, it brings more accuracy, but at the same time more cost to the technique.