Understand and View Resource Workloads

In this application we are going to look these three things:

• Replacing generic or skill resources

• Viewing resource workloads

• Reassigning resources or modifying activities around resource availability

Review

Review the Content Link above on Resolving Resource Overallocations. (jump to)

Managing Workloads Simulation (30 minutes)

To start this simulation, download the Acquire Team.mpp file by using the icon above and opening it in Microsoft Project. Rename the file to 10 - 2 Acquire Team.mpp. Make sure your global settings in Project Options are correct and that you are using Microsoft Project 2019 or 2021 for best results.

Replace Generic or Skill Resources

The first thing to do is replace the “skill” resources with a team of people. Apply the Resource Sheet view and make these changes:

• Sponsor = Wendy

• PMO Director = Susan

• PM Consultant = Ariel

• PMO Staff = Floyd

Defining an Actual Person’s Availability

After replacing “skill” resources with the actual people doing the work, define each person’s availability. Keep in mind that now you are dealing with resources that have commitments to other projects, line activities, time at the “water cooler,” conferences, training, and life experiences like vacations, maternity leave, and accidents and illnesses. Address resource availability by making the appropriate changes to their: 

• Calendar

• Exceptions to the base calendar

• Max Units

• Contour of availability

Let’s make some adjustments to Wendy’s availability:

• First, Wendy will not be back from the holidays until January 5th, so block off these dates in January (1/3-4/2022).

• Next, Wendy is available full-time for meetings and to kick off the project by spending several days determining the outcomes and scope of the project and aligning those with the business. Still, she isn’t available more than a few hours a week. Leave her Max. Units at 100% against her Standard base calendar but then contour her availability to 25%, beginning 2/1/2022.

Simulation Results

Wendy’s availability should be defined by the Resource Avalability contour below, and the holiday exception in her calendar.

You get a message that the duration of a Fixed Duration task has been changed to accommodate this change. The task was 3.17 days in duration and it has been changed to 5.17 days to accommodate Wendy’s availability.

Warning: Changes to duration have been a significant change, in the last couple of Microsoft Project versions, to Fixed Duration / Not Effort Driven tasks. The duration of these tasks is no longer Fixed. There are circumstances where the software changes the duration when the rule is fixed. This change to duration is a good illustration of the reality of using Microsoft Project; the rules bend and change over time with the release of updates and versions, even when many users would prefer that those rules do not change.

Examine Resource Workloads

The next step is to evaluate resource workloads. Insert the Peak field, and you can see that at some point in time (this could be during a 15 minute period) one of the resources is double-booked, and two resources are triple booked. All of the resources are highlighted in red, indicating the resources are overallocated. The indicators column also displays the overallocation indicator. 

There is no other information related to workloads in the Resource Sheet view. A closer look at resource over allocations must be observed and untangled in different views like the Resource Graph or Resource Usage views. 

Apply the Gantt Chart view. The Gantt Chart view identifies which tasks are associated with over allocations, and the dates of these tasks tell us where to look. 

Wendy needs to be there for this first task, so we have no choice but to delay the project before it even starts. The best way to do that is to change the project start to 1/5/2022. We already know that Wendy isn’t coming back from the holidays until 1/5/2022, so we might as well make that change to the overall schedule. 

Let’s simulate something about general shifts in a schedule first. Before changing the project Start date in Project Information to 1/5/2022, go to Options / Schedule and turn Calculation Off at the bottom. Then enter 1/5/22 in the Start date field in Project Information. Notice the schedule does not shift; the Project Start milestone is still 1/1/22. We know it did not change to 1/5 because we turned off Calculation. 

When a task or tasks do not appear to be scheduled correctly, there are five things to check: 

1. The project or task calendar.

2. Calendar options for the project in Options / Schedule.

3. Timing constraints.

4. Check to see if Resource Leveling is set to Automatic.

5. Make sure Calculation is On in Options / Schedule.

Correct the problem by turning Calculation (a global setting that applies to all open projects) back On, and the Project Start task starts on 1/5. Then change the duration of Determine outcomes & scope that Microsoft Project changed to 5.17 days when Wendy’s availability was adjusted, back to 3.17 days. 

Also, notice the timing constraint on PMO complete. There is a Must Finish On constraint of 5/3/22. If you insert the Total Slack field, you will note that the schedule has several days of negative slack, so let’s make that correction by delaying the finish date. For the PMO complete task, go to Task Information / Advanced tab, and change the MFO date to 5/5/2022. 

From the Gantt Chart view, we can see the tasks involved in the over allocations and we get a pretty good sense of the general time period, in this example last part of February and the first part of March, we need to look at closely to resolve these resource conflicts.

Apply the Resource Usage view. Adjust the time scale to week periods, because let’s say, that is the unit you are concerned about regarding over allocations. Then scroll to 1/30/2022 and make some of your observations and perhaps decisions. 

Add these details and color the backgrounds so that the rows are distinctive and shown in the figure below: 

• Work

• Work Avail.

• Rem. Avail.

• Overalloc.

• Unit Avail.

For example, you might make these observations: 

• As you already know, the resources are overbooked in February.

• Wendy is overallocated during the first part of February, and her over allocations are minimal, so we will not worry about it. We already rescheduled the project around her availability by delaying the project start date and changing the constraint date for the last task.

• Susan and Ariel are significantly overallocated during 1/30 and slightly overallocated during 2/6.

• Ariel is significantly overallocated during 1/30 and then not used at all beginning 2/20.

• Susan and Floyd are seriously overallocated during 2/27.

Select Wendy and then Apply the Resource Graph view. Zoom the Entire Project, set the timescale to weekly, and then scroll through the resources. 

Susan has the clear-cut case of the bottlenecks. There is a two-week period that it is not humanly possible to complete her assignments.  

Split the window and apply the Gantt Chart on the bottom view. Then scroll to 1/30. 

• It is clear which assignments contribute to Susan’s overallocation, as shown in the following screen.

Let’s start addressing some of these more severe resource conflicts. Susan is assigned to ID #6 and #7. These tasks overlap. 

Please take a minute to look at her assignments for both tasks. 

We will have to change the schedule, adjust her assignments, or a combination of both. Let’s say the best solution is to get rid of the overlap. Double click on #7 to open task information and remove the lead for Determine process & procedures by entering 0 in the lag field under the Predecessors tab. 

The scheduling message below appears. This message is poorly written but still lovely to get. This message would have told you where to look for the problem in previous versions of MS Project. For now, remember the scheduling message associated and remember to look at the schedule to determine what has happened. 

Before looking for the scheduling problem, notice that you have resolved the overallocation for Susan during this period.

As is almost always the case, when you address an issue, such as timing, cost, resources, or scope, you create another issue that you have to address. Poor project managers spend much of their time putting out fires. It could be because they lack skills or are working for an organization that poorly plans or executes. Good project managers problem solve. They realize there are constant changes, disasters, challenges, and obstacles.

Project Example

I was living in Atlanta during the 1996 Summer Olympics. A few months before the Olympics, it appeared as if many of the venues would not be finished in time. I remember watching the lead program manager interviewed by a room full of press. The press asked several pointed questions about completing on schedule. He calmly answered each question with, “We have looked closely at that. We have planned, and we are prepared. Even though it might not appear as though we will not be ready, we will finish on time.”

Note: This is what we want; we want to see how changing one aspect of the project’s “Triple Constraints” impacts the other elements of the project’s “Triple Constraints.” Observing how one change impacts other constraints is the primary reason for managing the “Triple Constraints” in project management software. If we are only managing schedule, as do most Microsoft Project users, we do not immediately see the full impact. To fully use Microsoft Project to maximize your effectiveness in managing a project, manage all of the project constraints of time, resources, cost, and scope in the software. Even if, for instance, the actual “budget” is handled elsewhere.

The best view to apply is the Gantt Chart view to address scheduling problems. #6 and #7 are no longer overlapped in the Gantt Chart view, but what was the scheduling message trying to tell us? Look at the last task, and remember the constraint on that task. Then insert the Total Slack, and the problem is more apparent; there are 4.45 working days of negative slack on the last task created by the slip in the schedule. The project needs to be brought in to resolve this scheduling problem. 

Typically, when you adjust one project constraint, such as getting your budget trimmed or losing a valuable resource, you have to compensate somewhere else. 

In this case, look at the lag between Establish performance metrics and Obtain feedback. Perhaps the initial thinking was to put that much lag there to increase the quality of input obtained. Reducing that lag would reduce the scope or quality of the project if it hinges on the quality of the feedback, but it seems to be the best way to address this scheduling problem. But how much do you reduce this lag? Well, the Total Slack field tells you 4.5 days. 

Change the lag to 25.5 days. Notice the Total Slack is now zero, and the scheduling problem was corrected. 

Go back to the Resource Usage view, with the Gantt Chart view on the bottom of a split window. Select Susan, and we can see that the next problem we need to address is her assignment to three tasks coinciding. In addition, notice that Floyd is assigned to these three overlapping tasks, too, and Ariel is available during this period. 

So let’s do these three things: 

1) First, let’s remove the overlap between ID #12 and #13. It would be nice to do these together; we can’t staff the tasks with the same people. 

Insert the Total Slack field, and #13 has 0 days slack, so we know that changing/delaying that task will delay the project. But go ahead, double click #13 and change the type of dependency from a Start to Start to a Finish to Start.  

2) Then, with the Gantt Chart view selected below, open the Assign Resources floating dialog box (Resource tab / Assign Resources command) and do the following: 

Replace Susan on #10 and #13 with Ariel. Susan’s overallocation is resolved. Ariel now has a heavy work week on 3/6, but it is low enough for her to level. The following week she has a low assignment, and then she is open.  

3) Select Floyd. He is overallocated the weeks of 3/6-3/13. Suppose both Susan and Floyd had wanted to work on Establish monitoring criteria, but now it doesn’t seem practical given the over allocations. Let’s let Susan do the bulk of the work. Reduce Floyd’s assignment on #12 and #13 to 10%. That keeps him involved but doesn’t require a lot of work. That brings down his overallocation to something he can manage. 

In this simulation, we have resolved (to our satisfaction) the resource conflicts, and we have addressed some of Ariel’s underutilization. Let’s take a final look at the schedule by applying the Gantt Chart view. There are still over three days of negative slack. Shorten the lag of Obtain feedback to 22 days. 

Now the schedule looks good. 

In summary, we resolved the serious over allocations in the schedule. The project is only finishing a couple of days later (5/5 vs. 5/3) than when we started trying to schedule the actual people doing the work. We have a small amount of Total Slack built into the schedule, but we can redefine Critical Path in Options / Advanced to 1 days. This is done on the Tasks are critical if slacks is less than or equal to: selection at the bottom of that dialog box. Change the definition of the critical path, and then show Critical Task (Format tab / Bar Styles group / Critical Tasks checkbox command) and notice there is now a clean Critical Path flowing through the project. 

Save the project. 

Simulation Results

Your simulation project should look like the one in the following figure. The project is 87 days, starts on 1/5, and finishes on 5/5. The critical path is redefined, although the software still shows resources as overallocated. However, none of those over allocations are viewed, hypothetically, by the project manager as serious.  

Journal

The first question is about this idea of resource-leveling. In manufacturing, where a product line cannot be overallocated is one reason for leveling. But often, the other reason is protecting the manufacturing line from overuse. American management history reminds us that plant managers ruined multi-million-dollar facilities with overuse and neglect. Today, resource leveling is also about preserving those valuable machines. They go down for scheduled maintenance; maintenance has a higher priority than production. What is the general idea of resource management or resource leveling?

Regarding leveling in Microsoft Project, what are the key ideas you need to understand?

1. Can you define these terms?

Resource Availability

Resource Availability contour

Base Availability

Base Calendar

Resource Calendar

2. Can you explain the type of data in these fields?

Work

Max Units

Overalloc.

Peak Unites

Rem. Avail.

3. Which views focus `primarily or solely on viewing and managing resource workloads?:

4. If you need to address an overallocated resource, what are your options?

Best Practice

Think of resource leveling as playing a strategic game like chess. There are many moves you can make to accomplish your goal. Some sequences of moves are certainly better than others. In games like chess, you need to see the board in your head, and you need to be able to think ahead. It is the same in Microsoft Project. You have to see what is happening in the schedule as you make your moves, even though all of the data may not be available in the current view. The more you practice leveling resources, the better you will get.

Make notes of each move with a pen and pad as you make your moves to adjust the project to resolve resource workload issues.

If you are working with a coach, save and email them this file (10 - 2 Acquire Team.mpp should look like Figure 19).

If you are not working with a coach and you are planning to apply to either MS Master Class certificate, archive this completed simulation file so that you can submit it for review.

Return to the Master Class Book and review the next section for this Activity.

(jump to top of page)

Automatically Level Resources

Although rarely used successfully, expectations for automatic resource leveling are typically disappointing. However, we believe that under a specific set of conditions, automatic leveling can be very successful, and a hybrid approach could be effectively used by almost anyone.

Review

Review the Content Link above on Resource Leveling. (jump to)

Level Resources Simulation (20 minutes)

To start this simulation, download the Resource Leveling.mpp file by using the icon above and opening it in Microsoft Project. Rename the file to 10 - 3 Resource Leveling.mpp. Ensure your global settings in Project Options are correct and that you are using Microsoft Project 2019, 2021, or Microsoft 365 updated for best results.

This 10 - 3 Resource Leveling.mpp is a project almost exactly like the project we were working with above before we manually leveled resources after you did the following: 

• Replaced the skill resources and defined Wendy’s availability.

• Changed the start date to 1/5/22 and changed the duration of the tasks are rounded.

We already know there is not a lot of slack in the schedule, so the Must Finish On constraint has been removed on the last task because we know leveling is likely going to push out the project end date. Automatic resource leveling will delay the project and may only be an appropriate feature to try if the finish date can be reasonably extended. 

A hybrid approach is the best one to take when using automatic resource-leveling. First, if you have available resources, replace overallocated resources and then try automatic leveling. Make a few adjustments, level, remove leveling, make a few more adjustments, level again. Try a couple of iterations of this. 

Note: We can do most of our work just in a Gantt Chart view. We can see the two areas where we have conflicts by looking closely at our schedule. Once we become familiar with Microsoft Project and see the board in our heads without looking at it (like in chess), we don’t have to hop around as much.

Open the Assign Resources floating dialog box and select tasks #6 and #7. 

• Reduce Susan and Ariel’s assignment to each task to 50%. We know Wendy is only available at 25%, and she really should be assigned to both tasks, so assign her at 12%.

• Floyd is available, so assign him to both tasks at 50%.

That resolves the conflicts on these two tasks. Notice the overallocation indicators are gone. 

Next, since we are attempting to utilize resources better, let’s use this opportunity to shorten the schedule a bit. First, overlap the last two detail tasks by making the dependency an 15FS-4 days. Wendy should be assigned to #15 and #16 at 12%. Assign Ariel to both tasks at 50% and reduce the assignments of Susan and Floyd to 50%.

These steps shortens the schedule by several days, and the assignments are improved. In addition, when thinking about it, it would be good for the entire team and the customer to be involved in these last two tasks so an assumption might be that performance has increased.

Select #12 and #13 and assign Wendy at 10%, Assign Ariel at 50% and change the assignments of Floyd and Susan to 50%.

Then automatically level the remaining overallocations.

First, add the Leveling Delay and Total Slack columns.

Notice the three tasks under Implement PMO shown below that have resource overallocations. One task has 22 days of Total Slack, but two tasks have zero slack so leveling could delay the project.

Click the Leveling Options command on the Resource tab and make the selections in Resource Leveling dialog box in the figure below.

Clicking the OK button will save your selections in this dialog box. In this case, select Level All to level.

All of the schedule changes made by resource leveling are temporarily highlighted in blue. The Leveling Delay field show how much as task has been delayed by automatic resource leveling.

All resources are now leveled.

Format the Critical Tasks and save the project. 

Simulation Results

For the 10 - 3 Resource Leveling.mpp file the project no longer has any overallocation. Perhaps, because of the version of Microsoft Project that you are using the steps you followed, your timing may be slightly different than those in the figure below.

Journal

Under what circumstances might you see yourself using the resource leveling functionality?

1. Although rare, some people swear by automatic leveling. Can you think of any reason why someone would find it so valuable?

2. What are the primary features of automatic resource leveling?

3. What are some of the primary leveling options?

Best Practice

If you consider using automatic Resource Leveling, consider a hybrid approach, which involves manual adjustment to workloads and automatic Resource Leveling.

If you are working with a coach, save and email them this file (10 - 3 Resource Leveling.mpp should look like Figure 26).

If are planning to apply to either MS Master Class certificate, archive this completed simulation file so that you can submit it for review.

Return to the Master Class Book and review the next section for this Activity.

(jump to top of page)