Project constraints are never welcome, particularly
when staff resources are the source of the limitation. Staffing constraints can have a serious impact on
the project schedule, and must be addressed to prevent permanent
damage (from which there may be no recovery).  Resource
leveling is a management technique used to overcome staff level
constraints.  Read on to learn how it works.

In the case of project scheduling, the key challenge is to maintain
schedule optimization in the face of resource dependencies and constraints.
Resource leveling is an approach to project scheduling whereby task
start and end dates are determined by the availability of internal and
external resources. There are two sides to this process. The technical
side of resource leveling is the formulaic manipulation of the project
schedule to avoid resource over-allocation. Over-allocation occurs when
one or more resources are assigned to more work than they can complete
in their available work hours. Resource leveling will resolve over-allocations
by moving task start and end dates, or extending task durations in order
to suit resource availability.

Project constraints are a management challenge that must be
addressed if projects are to be finished on time, on budget and on
plan.

Making the Most of Available Resources

Except for the simplest projects, resource leveling is far too complicated
for manual processing, and is best aided by computer software. Leveling
formulas must be able to examine the entire schedule from multiple perspectives,
considering task relationships and dependencies, dynamically setting
start and end dates according to identified resource levels. 
But that is only a partial picture.

Resource leveling goes beyond numbers and calculations, beginning before the first task is even
‘put to paper’. In the technical sense, resource leveling is a tool,
working the numbers to physically create a realistic, workable schedule.
But, there has to be a strategic basis for these scheduling decisions.

Resource Leveling Strategies and Project Initiation Planning

In all likelihood, the basis for resource leveling will be set during
the project initiation phase, when key project variables are defined,
and project management strategies are established. At this point, you
will have to answer the following questions:

• What types of resources will be needed to complete this project?
• Will you have unlimited access to these required resources (in
  terms of numbers, hours and skill sets)?
• If your access is not unlimited, how will you manage the project
  schedule considering these resource limitations and constraints?

Negotiation is the key element of this process. In most cases, resource
leveling will extend the duration of your project. If you have to extend
the project schedule, you must have the support of your project sponsors
and customers. As you approach your negotiations for resources, you
need to communicate the consequences of resource constraints. If the
project completion date is fixed in stone, you will need to negotiate
for additional resources, or make your case to modify the project in
some way to enable completion with available resources.

Planning Steps: Resource Leveling in Action

Unless you are very, very lucky, project resources are rarely unlimited.
In most cases, project managers have to compete for resources, and eventually
compromise on one or more project elements in response to resource constraints.
The question is how? And, as usual, you will be in a stronger position
if you lay the proper strategic foundation during the project initiation
phase. Left unmanaged, resource constraints can threaten project success.
You have to plan appropriately to ensure that constraints are properly
defined, communicated and mitigated. Above all, you have to have stakeholder
buy-in to any mitigating solutions. This planning process can be summed
up in four steps:

1. Create a realistic estimate of your project resource needs. Project
   resource needs are defined by several factors. How many resources will
   you need to complete this project by the requested due date? How many
   work hours will be required? What types of skills are required? How
   will these resources be acquired? What will they cost and can you afford
   them?
2. Identify your project resource gap (the variance between required
   resources vs. available resources) according to resource numbers, skills
   and work hours.
3. Consider the possibilities for managing the resource gap. Depending
   upon individual circumstances, you can take one or more approaches to
   resource gap management, including adding more resources, changing the
   project or elongating the schedule.
4. Negotiate for your best position. In order to negotiate, you must
   have a firm grasp on internal project and organizational dynamics. How
   important is this project to your organization? How does your project
   rank in value compared to other projects? What are your scheduling flexibilities
   and how will you convince stakeholders that any resource related scheduling
   adjustments will not diminish overall project value?

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Resource Leveling Brings Scheduling Flexibilities

Assuming resource leveling is required, you will also need to identify
your scheduling flexibilities. This is the point at which the strategic
and technical elements of resource leveling come together. Resource
leveling is a complex process, even with the aid of software tools.
Most software packages provide for varied settings for resource leveling,
to allow customized leveling parameters based on individual project
needs. Before you level resources, you need to have a full understanding
of how your software works, and how individualized settings will influence
leveling results. And you must select and apply those settings in light
of project goals, scheduling needs and related resource constraints.
You have to make it work.

In order to properly manage project resource gaps, you must get an
early start, long before project work begins. This will give you a tremendous
advantage, as you will be able to fully consider, vet and communicate
all viable alternatives. And, when the time comes to prepare your schedule,
and to make the tough decisions, you will be armed with the information
you need, ready to use the tools you have.

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• How to use strategic fast tracking to negotiate with stakeholders and build shared expectations.

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