Estimate Activity Resources

Video Activity

This lesson focuses on estimating activity resources for a project. These can be: Material Personnel Equipment Methods used for estimating can be: - Analogous (top down) Bottom up Parametric Computerized Program Evaluation Review Technique (PERT) toggle_content title="Transcript" The next process is the estimate activity resources. This process f...

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Time
5 hours 14 minutes
Difficulty
Intermediate
CEU/CPE
10
Video Description

This lesson focuses on estimating activity resources for a project. These can be:

  • Material
  • Personnel
  • Equipment

Methods used for estimating can be: - Analogous (top down)

  • Bottom up
  • Parametric
  • Computerized
  • Program Evaluation Review Technique (PERT)

[toggle_content title="Transcript"] The next process is the estimate activity resources. This process focuses on resources for the project such as material, personnel and equipment. This process creates the activity resource requirements and the resource breakdown structure. Key inputs in this process are the schedule management plan, the activity list, resource counters, risk register, activity cost estimates, activity attribute, enterprise environmental factors, and organizational process assets. A project manager will use expert judgement, alternative analysis, publish estimating data, bottom up estimating and project management software to develop the activity resource requirement and resource breakdown structure. When your output is the resource breakdown structure, this is an example of one. To display that breakdown of resource types across the organization. In this example, I am showing project resources so I have people, material, and equipment. Just like in the WBS, I am numbering it the same way. One means the project resources, 1.1 defines the people, 1.2 defines the materials, and 1.3 is the equipment. If I break it down one more level, am now looking at wayward categories for people. So am looking at project managers, engineers, systems analyst, and production. If you notice 1.1 for each one of these different categories which indicates people. Project managers 1.1.1, engineers are 1.1.2, system analysts are 1.1.3 and production is 1.1.4. If I want to only take system analysts and break it down one more level, there are difference skills in there. There is audio visual, radio and IT. Going down one more level, I know it is going to be 1.1.3 and for audio visual its 1.1.3.1, radio is 1.1.3.2 and IT is 1.1.3.3. Your other output is the activity resource requirement. This identifies the resources required for the project based on the activities. Your resources are things that need to be used to accomplish the task. You have personnel, which is commonly referred to as resources; you also have equipment and infrastructure. Looking at the whole process, you have a lot of inputs. You have schedule management plan, which is giving you guidance, you have activity list, which you've created earlier, resource calendars, that's coming out of human resources. That's a calendar letting you know who's going to be available or what equipment or what rooms. It's letting you know what you need, who has it, and when it's available. Conference rooms are big for resource calendars. Risk registers that is out of the risk knowledge area. Activity cost estimates, activity attributes enterprise organizational factors and organizational process assets. Your tools once again you have expert judgement, you have alternative analysis, alternative analysis is trying to determine what is the best resource for that task. You have published estimating data which are standards used in the industry to give you what items will take to get done, who you are going to use, what goals are required. Bottom up estimating, basically you are taking the lowest level of WBS and you are trying to figure out what needs to be done at that level of the WBS and you are rolling up all those hours to figure how long it takes to get a task done. Very time consuming, and you also have project management software, which helps you for determining hours. It is recording as you are entering it into the boxes. Your outputs are the activity resource requirements and resource breakdown structure. Estimating methods, we have analogies, which is top-down. So this is basically comparing...I have done this on a similar project. It requires little time to figure this out. If I know it takes me two weeks to install a general conference room, putting in the projectors, the cables, the boards, I can work on another conference room and say it is going to take me two weeks to do it. Bottom up is just as I explained. You taking the lowest of WBS and you try to figure out how long it takes to do each one of those activities. Then you have parametric, and computerized which is monitoring input back into each one of these. Analogies, using an estimate based on something similar which is what I explained also know as top down. Advantage, as a margin it can be created very quickly, disadvantage lost detail. The other estimating method which is bottom up. This is created from activities. This is looking at the lowest level of WBS and assigning time to it. You are going to sum all those up and that's what is going to come up your total for that project or that task. Advantage, you are going to have a lot of detail, cause you are going from the very bottom. You are looking at every WBS and you are putting all together. I know it is going to take me four hours to hang a projection screen for example. It is going to take me eight hours to put a projector in. Disadvantages, it is very time consuming and if I am the one that's coming up with how long it takes to put up a projector screen or a projector, I like to plan my time. There's a law called [Prakansas law] which is, work is going to expand to the amount of time available. So I might say it will take me a full day to install a projector screen. This way I can relax and not be under stress for putting a projection screen up. Parametric, this is based on existing parameters. Can use industry standards, advantage, can be done quickly and accurate. An example I was giving a long time ago is in road construction. They know how many meters you go and how much it will cost and how much time it will take and what kind of terrain. With this, you already have all the information available, so it is quick and very accurate. And then there is computerized Montecarlo. I was told this was started in casinos. This is where this method came from. It's using a computer that you put a whole bunch of information in there and its spitting out how much time it is going to take, cost, and number of resources needed. The advantage is that it's very accurate, disadvantage is that it can be very time consuming to set up. PERT, stands for Program Evaluation Review Technique. You are going to look at the pessimistic, the optimistic and the most likely estimate. Most likely, you are going to multiply that by four to determine what PERT is. As I mentioned, this projection screen should take me four hours to do. So 4x4 is 16. Where is the pessimistic? Going for my PERT time that can be eight hours. So I am going to take that sixteen and add eight. Optimistic, can probably be done in one hour if everything goes well. So, am going to add up all those numbers and then divided by six and that will give me the PERT answer for that task. [/toggle_content]

Video Transcription
00:04
the next process is the estimate activity. Resource is so this process focuses on resource is for the project
00:10
such as material, personnel and equipment.
00:15
Um, this process creates the activity resource requirements and the resource breakdown structure
00:21
he inputs. This process is a schedule man with a plan
00:24
activity list
00:26
resource calendars, risk register,
00:29
um
00:31
activity, cost estimates, activity attributes,
00:34
enterprise, environmental factors and organizational process assets.
00:39
A project manager, we use expert judgment
00:41
Alternative Analysis,
00:43
published, estimating data bottle up estimating and project management software to develop the activity, resource requirements and resource breakdown structure.
00:55
So one of your outputs is a resource breakdown structure. This is an example of one.
01:00
So it's a display that breaks down the resource types
01:03
across the organization.
01:04
So in this example, I am so showing
01:08
project resources. So I have people, material and equipment. So just like in the W. B s, I'm numbering at the same way.
01:17
One means it's that project resource is one. That one is referring to people. One not too is referring to material and 1.3 is equipment.
01:29
So if I break it down one more level, I'm now looking at
01:33
waiver categories for people. So I'm looking at project managers,
01:37
engineers, systems analyst and production.
01:40
So if you notice one, not one,
01:42
I have one, not one for each one of these labor categories.
01:47
What's indicates? The people,
01:48
um so project managers one that one. That one engineers are 1.1 dot two. Systems analysts are one that 1.3 and production is 1.1 done for.
02:00
If I wanted to let take systems analysts and break it down one more level,
02:05
there's different skills in there. So there's audio visual radio and I t
02:09
so going down one more level. I know it's going to be one that 1.3,
02:15
and for audio visual, it's 1.1 dot 321
02:19
radios 1.1 dot 3.2,
02:22
and I t is 1.1 dot 3.3.
02:25
Your other output is activity resource requirements.
02:29
This identifies the resource is required for the project based on the activities.
02:34
Um,
02:35
so you're re sources are
02:38
things that need to be
02:40
resource is are things that need to be used to accomplish the task. So you have personnel which is commonly refer to as resource is you also have equipment and infrastructure.
02:53
Looking at the whole process,
02:54
you have a lot of inputs. You have, ah, schedule management plan. What is given you? Guidance.
03:00
You have activity list. What you've created earlier
03:02
resource calendars that's coming out of human resource is that's a calendar of letting you know who's gonna be available or what equipment or what rooms. It's letting you know
03:14
what you need,
03:15
who has it and when it's available.
03:17
Conference rooms are really big for resource calendars.
03:22
Uh, risk registers. That's out of the risk knowledge area
03:27
activity, cost estimates,
03:30
activity attributes,
03:32
enterprising very much of factors and organizational process. *** is
03:38
your tools. Once again, you have expert judgment.
03:40
You have, ah, alternative analysis.
03:44
Alternative analysis is trying to determine what is the best resource for that task.
03:51
You have published estimating data
03:53
which our standards
03:55
used in industry too. Give you how
04:00
ah one
04:00
items will take to get done. Who you're gonna use.
04:04
Um, what skills are required?
04:09
Bottom of estimating. So basically, you're taking the lowest level of the W. B. S.
04:13
And you're trying to figure out
04:15
what
04:16
needs to be done
04:17
that level the W. B. S and you're rolling up all those hours to figure out how long it takes to get a task done
04:25
very time consuming.
04:27
And you also have Project Man's Been software. What's helps you
04:30
for determining hours. It's recording it as here,
04:34
entering into the
04:36
boxes.
04:38
Your outputs are the activity resource requirements and resource breakdown structure
04:43
estimating methods. You have an allergist,
04:46
which is top down.
04:48
So
04:49
this is basically comparing.
04:53
I've done this and a similar project. It requires a little time to figure these out.
04:59
Um,
05:00
if I know
05:01
it takes me two weeks to install a general conference room
05:05
putting in the projectors, the cables,
05:09
boards,
05:12
I can look at another conference room and say It's gonna take me two weeks to do that.
05:17
Bottom up
05:18
is just as I explained, you're taken
05:21
the very lowest level of the W. B. S.
05:25
You're tryingto figure out how long it takes to do those each one of those activities.
05:31
Then you have parametric
05:33
and
05:35
computerized. What's this Monte Carlo
05:38
on Pert? I'm about to go over each one of these
05:42
So analogue monologist,
05:44
Um,
05:45
easily an estimate based on something similar, which is what I explained.
05:48
Also known as top down
05:51
advantages. As I mentioned it could be very Could be created quickly.
05:56
Disadvantage
05:58
lacks detail.
06:00
Um,
06:01
the other estimating method.
06:03
What's his bottom up?
06:04
Ah, this is created from activities. So this is looking at the lowest level of the W B s
06:10
and assigning time to it.
06:13
So you gonna some all those up. And that's what's
06:15
gonna come up with your total for that
06:17
project or that task,
06:20
Um,
06:21
advantages.
06:24
You're gonna have a lot of detail because you're going from the very bottom. You're looking at every W. B. S and you're putting it all together. I know it's gonna take me
06:32
four hours to hang a projection screen. For example, it's gonna take me eight hours to put a projector in.
06:39
I
06:40
disadvantages. Isaac can tell it's very time consuming. And if I'm the one that's coming up, how long it takes? Thio Put a projector screen up or a projector.
06:49
I like patting my time.
06:51
Um,
06:53
there's ah Law called Parkinson's Law, which is
06:57
work is gonna expand to the amount of time available. So I might say
07:00
it will take me a full day to install projection screen. This way, I can
07:06
relax and not be under stress for
07:10
putting that projection screen up.
07:15
Parametric. This is based on existing perimeters. Um,
07:19
can use industry standards. Advantage could be done quickly. Inaccurate
07:24
example. I was given a long time ago is in road construction. They know
07:29
how many meters you go, how much it will cost and how much time it will take and what kind of terrain.
07:34
So
07:35
with this, you already have all the information
07:38
available, so it's quick and it's very accurate.
07:43
And then there's computerized Monte Carlo.
07:46
I was told this was started in casinos. Uh, this is where this method came from,
07:50
but it's using ah, computer
07:55
that
07:57
you put a whole bunch information in there and spitting out
08:00
how much time it's gonna take. Cost and number of resource is needed.
08:05
Um,
08:05
the advance is it's very accurate.
08:09
Disadvantages it's could be very time consuming to settle
08:13
hurt.
08:15
Heard stands for program evaluation review technique.
08:20
Um, so basically, you're gonna look at the pessimistic, the optimistic and the most likely estimate.
08:26
So most likely you're gonna multiply that by four to determine what hurt is.
08:33
So
08:33
as I mentioned, this projection screen
08:35
should take me four hours to d'oh.
08:39
So
08:39
four times four is 16.
08:43
Well, what is the pessimistic? Well, going from my padded time,
08:48
that could be eight hours.
08:50
So I'm gonna take that 16 and add eight. And then optimistic,
08:56
uh, could probably be done in one hour. If everything goes well, something that add up all those numbers and then divide by six and that will give me
09:03
the perch. Answer for that task.
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