Managing Resources for Successful Project Delivery Assignment Sample

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Introduction

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In project management, the skill of resourcing and stewardship is what makes the foundation for successful project. Regardless of the size or complexity of a project, a thoughtful strategy to manage resources by procuring, deploying, and managing resources is required. Learning Outcome 10 provides detailed information on the processes of meetings, which help learners to understand the different approaches in line with the project objectives to be met.

Resource management is a broad concept which incorporates different activities from the procurement of materials, human resources, equipment and building organizational and technical systems. The use of resources and tools to undertake a certain project in particular is one of the most essential aspects of project management. For example, computer programming projects necessarily involve using computers, as well as different applications to satisfactory perform the given tasks (Saviom Software, 2021). The toolbox includes all physical assets(machine, plant, equipment, etc.) and intellectual assets (software, process, method and concept).

Section 1: Procurement of Resources (Criterion 10.1a)

1.1 Overview of Resource Procurement

Contract management represents the key concern of project managers, and is usually the critical feature of most projects. Contracts are subjected to the jurisdiction of contract law. It is always advisable for project managers to seek legal advice before signing a contract to ascertain the full impacts of any of the proposed contract provisions (Apm, 2022). Resource acquisition is the core factor in project management that is focused on the strategic implementation of the identification, procurement and management of resources that could be both tangible and intangible (Chofreh et al., 2020). The whole resource procurement comes to success through its capacity to balance cost efficiency with timeliness while it maintains the quality standards, and, therefore, the project's outcomes. Thus, a great deal of critical decisions are needed starting with the matter of internal capabilities versus engaging from external sources, making accurate make-or-buy choice, and selection of providers, whether through a singular source for simplicity and integration, or risk diversification through multiple suppliers (Teece, 2020). Every stage, starting with planning, going through to contracting and ongoing management, is essential, requiring tremendous amount of detail to make sure all resources fit the project in terms of needs, budget, and timeline.

1.2 Small-Scale Project

The process of procuring resources is very different for a smaller scale project, such as organizing community event in the local community, than it is for larger projects as the latter has far greater scope, budget and resource requirements than small-scale project. In this context the major is on cost effectiveness, simplicity and supporting local networks (Milara et al., 2020). Procurement and contract management is an increasingly important aspect to delivering successful projects, programmes and portfolios, especially as outsourcing of complex packages of works is a growing trend (Apm, 2017).

Internal vs. External Resourcing: For such large-scale events, internal resources can be pulled by bringing volunteers from the community or using internal assets such as public spaces which are owned by organizing entity. External influx of resources could be limited to the specific tasks that cannot be internally performed, including hiring a catering service locally (Ghadge et al., 2020).

Make or Buy Decisions: A "make" approach could be more feasible for the majority of components of a small project. Anything that can be created in-house or designed using volunteers or staffers’ skills may cut down on external costs for products and services.

Provider Selection: Using local service providers (catering, sound equipment) can increase the level of coordination or help the local economy to grow. As much as the scale matters the pros of an integrated service can be more than the effectiveness of numerous providers on the cost savings perspective accounting for the logistics and communication simplicity.

1.3 Large-Scale Project

The supply of a large-scale project like building a new corporate headquarters involves a thorough and elaborate approach to resource procurement due to its length, high cost and complicated resource requirements (Larsson and Larsson, 2020). This context is very strategic in terms of quality, scalability, and risk management.

For large-scale projects, external resourcing becomes essential as the specialized equipment, technologies, and skills required often exceed an organization's internal capabilities (Paap, 2020). Project Management Assignment Help Strategic partnerships with key suppliers and subcontractors are critical, as they provide access to vital expertise and resources that ensure project success (Mohamed and Eltohamy, 2022).

Make or Buy Decisions: The complexity and scope of the project may result to a combination of 'make' and 'buy' strategies. While some jobs like project management and architectural design can be done by internal workers, the advanced job like construction, information technology setup and security systems will be done by specialized firms.

Provider Selection: The option of whether to be one, an integrated entity or more than one provider is something to be carefully weighed. For very specialized needs, the option of selecting several providers enable the companies to diversify risk and enjoy competitive prices (Zhu, Chou and Tsai, 2020). Nevertheless, as long as such services have an advantage to function seamlessly then the integration of service providers who present a complete package of solutions can make the process more efficient and accountable.

Section 2: Establishment of Organisational and Technical Infrastructures (Criterion 10.1b)

2.1 Overview of Organisational and Technical Infrastructures

The infrastructural setup, both organizational and technological, is the backbone of project management, which in turn contributes towards the success of both small and large-scale projects (Geels, Sovacool and Iskandarova, 2023). Organizational structure involves setting up a well-defined framework for the whole project that consists of the project governance, skillful roles and duties assignments as well as better channels for communication that are intended to allow a team to work together, to reach a consensus and to do the tasks in a way that is effective. On the other side, the managerial infrastructure customarily uses the technical tools such as project management software, collaboration platforms, and data security and management systems, to support the operational needs of the project. These infrastructures constitute base supports (Gondia, Ezzeldin and El-Dakhakhni, 2022). They work as a platform for developmental actions and a foundation where efficiency, cooperation, and security become a point of convergence for the progress of the project. This dual way enables projects to be not only nicely coordinates and governance conforming; it also provides enterprises with the capability to manage complicated ties of modern project execution, thus improving overall performance and outcome.

2.2 Small-Scale Project

Within a small-scale project, such as creating an agenda for a workshop in the local community, the setting of both organizational and technical infrastructures has to be adapted in order to focus on the three B’s i.e. simplicity, flexibility and cost efficiency (Duxbury et al., 2020). The key to success is therefore the organizational infrastructure, so that it would lean towards a less formal setup with fewer layers of hierarchy and a flexible and adaptable structure of roles and responsibilities. This ensures faster and more powerful decisions and also promotes collaboration with members of the team wearing many hats augmenting their individual roles across various project aspects.

Organizational Infrastructure: Small projects can rely on an agile organizational structure, which is an environment of direct communication, and the ability of the decisions taken to be quickly implemented (Žužek et al., 2020). For example, the flatter hierarchy that keeps project manager at the centre and the team members executing their tasks under her can cut down all bureaucratic delays. Defined roles and tasks in a simple and understandable way, the team members will not need to go through complex documents to find out what their roles are and which tasks they are responsible for.

Technical Infrastructure: Small projects in the technical sense generally make use of simple tools that are easy to use and do not require huge cash investment (Barasa Kabeyi and Olanrewaju, 2022). For instance, utilising free or cheap project management tools that integrate task scheduling, file sharing and communication is a sufficiently good fit. In the same line, the use of existing technologies including the utilization of spreadsheets for budget management can prove to be both cost-effective and efficient.

2.3 Large-Scale Project

In large-scale projects such as the construction of a new corporate headquarters building or in the case of the implementation of a national-wide IT system, the establishment of organizational and technical infrastructures is seen to be far more complex and critical to the overall success of the project (Kendziorra et al., 2023). They require the development of intricate syndicates that can perform fine-grained planning, coordination of large teams, and the placement of huge amounts of resources and information.

Organizational Infrastructure: Large-scale projects require a complex organizational structure that has lots of layers of governance, separate specialized teams, and clear role division (Russo, 2021). The structure of this framework is crucial to managing the geometric nature of the project, engaging in specialized roles and assigning accountability for different phases of the project. The project governance framework that is well-defined serves the purpose of coordinating projects helping them align with business objectives, to manage risks and also to ensure compliance with regulations (Musawir, Abd-Karim and Mohd-Danuri, 2020).

Technical Infrastructure: Complexities of large projects require implementing the latest project management tools and systems having capabilities like online collaboration, advanced resource management, and complete reporting among others if they are to succeed. (Alzoubi, 2022) Technology integration in these systems like ERP (Enterprise Resource Planning), advanced security standards to protect data as well as cloud-based collaboration platforms is really needed to handle the magnitude and complexity of the tasks.

Section 3: Resource Management Policies and Procedures (Criterion 10.2)

3.1 Overview of Resource Management Policies

Resource Acquisition

Resource management policies, in general, contemplate the ways of acquisition of resources in terms of human, financial or material (Apascaritei and Elvira, 2021). It is stipulated in the policy framework that it should include procedures & processes such as budgeting, procurement, hiring, and sourcing external suppliers. Regulations ensure the acquisition of the resources in a timely fashion, at the right price, and under the desired quality standards. For instance, policies can define the approving authorities of budget allocation and ensure criteria for selecting vendors or subcontractors (Onikki, 2021).

Resource Deployment

Actions then take place only after the resources are acquired. Policies are the governing tools deployed to determine how the resources are allocated to project activities based on priority, schedule, and availability (Chowdhury et al., 2023). This involves the distribution of workers to tasks, allocation of money to project components, and issuing materials and equipment to those who need them. Resource policies are the policy instruments that ensure optimal use of resources to attain high productivity and minimal waste.

Quality Control and Assurance

Resource management policies equally involve quality control and assurance activities to ascertain that resources satisfy project requirements delivering outcomes of good quality (Leygonie, Motamedi and Iordanova, 2022). This involves tracking and assessing resource program effectiveness, implementing corrective actions where possible, and carrying out regular audits to ensure compliance.

3.2 Application in Projects

Resource Acquisition

Resource management (policies) determines the process of gathering resources whether they are human, financial, or materials (Sharma, 2023). This will involve guidelines for the creation of this budget, for procurement, recruitment, and sourcing external suppliers. Good guidelines help in acquiring resources at a reasonable price, in time and meeting the standard of quality. For example, policies may include the procedure for budgeting approval and the conditions of choosing contracts within the scope of the project (Heydari, Lai and Xiaohu, 2020).

Resource Deployment

When the resources have been acquired, management methods specify the way the resources are deployed to the projects according to their priority, schedule, and availability (Dasovi?, Gali? and Klanšek, 2020). This refers to delegating human personnel to specific tasks, channelling resources to the project components and disseminating materials and equipment whenever necessary. Governance of natural resources guarantees that resources are used in an efficient manner so as to increase productivity and reduce wastage.

Quality Control and Assurance

The management area of resources implements policies in terms of quality control and assurance aimed at protecting resource quality at the project level and making outputs of the right quality (Javaid et al., 2021). This includes the management of resources, deciding the right action at the right time, and periodic audits to ensure compliance. The establishment of policies will be critical to defining the standards for measuring the resource efficiency of firms by setting productivity, defects and other parameters as well as developing regulations for addressing deviations.

Risk Management

The policy framework consists of risk management methods to identify and lessen the risks that can result in the shortage of resources or their misuse (Heydari, Lai and Xiaohu, 2020). Team heads in charge of project implementations apply these policies to study and appraise risks; as well as to formulate risk management measures and contingency plans to solve unexpected emergencies. Such as for example in an infrastructure project, the policy would have clauses which provide for other sourcing options or risk reserves to mitigate the impacts of disruptions or natural disasters like COVID-19 and climate change that may affect the supply chain (Heydari, Lai et al., 2020).

Continuous Improvement

This type of cultural policy is results-oriented and ensures continuous improvement through feedback, learning and innovation (Heydari et al., 2020). Within the framework of such policies, managers can assess the impacts of the practices, get the support of stakeholders and implement changes improving the way of management operation. In a technology project, the policies could include performance assessments, stakeholder feedback, and knowledge-sharing practices to support learning and adaptation.

Conclusion

At the project governance, resource management policies and procedures, which are the basic components of the guiding framework for the project, are the key elements of resource acquisition, deployment and management over the entire lifecycle of a project. The policies can be integrated into the projects for effective implementation of the project which will also serve the purpose of using resources efficiently and in line with the quality requirements, which ultimately create the success of the project. Furthermore, companies have to concentrate more on having the required corporate resource management policies and procedures that are involved in the projects as they become complex and agile.

References

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