Sharing Resources Across Multiple Projects

Sharing resources across multiple projects in Microsoft Project 2007/2010 adds additional challenges to building credible, achievable schedules. This paper defines techniques for balancing the work of shared resources. It is part 5 of a 6-part series entitled Getting More Value from MS Project 2007/2010. Part 1: Part 2: Part 3: Part 4: Part 5: Part 6: Foundational Microsoft Project Scheduling Concepts Resource Balancing in Microsoft Project - Building Achievable Project Plans Resource Leveling Using MS Project to Track Progress and Forecast Future Schedule Sharing Resources Across Multiple Projects Integrating Outlook with Project Server

In Part 2 of this series we discussed methods for creating achievable project plans. The primary aspect of an achievable schedule is workload (typically expressed in hours per day or week) spread over sufficient time. In Part 2 we assumed that a resource was assigned full-time to a specific project. But we often see the following: A resource is available part-time to a project. For example, a software programmer has only 20 hours per week available to Project A, and the remaining 20 hours to Project B. A resource is available for a limited time window. For example, a network engineer needs to install hardware (a two week task) on a long running project. He/she is required full-time for that two (2) week window, but not other times.

Accommodating Part-Time Resources on Your Project Plan

An over-allocation condition occurs when workload exceeds a resources capacity to do the work. There are two basic methods for resource balancing workload across multiple projects. Limiting the workload within parallel projects by adjusting assignment units on tasks. First determine how much time a resource can spend on a given project (in percent), and then have the project manager adjust assignment units in that project so they dont exceed the project limit. Use the Resource Leveling features of MS Project 2010. The result of resource leveling would be to re-schedule and delay work so that it is done sequentially, and over a longer duration.

Load balancing resources on multiple projects is best handled by adjusting Assignment Units for resources within each project. But instead of dealing with a maximum daily allocation of 100% (8 hour day), we use a smaller value that number driven by the percentage of time the resource can dedicate to the project. For example, our resource Bob is available to work Project A half-time (20 hours per week). We dont want Project A to draw more than 4 hours of Bobs time on any given day. This is accomplished by adjusting assignment units on parallel tasks as shown below. Total additive assignment units on parallel tasks (within the project) should not exceed 50%. Figure 1. Adjusting Assignment Units on a Shared Resource

Figure 2 displays Bobs workload in a Resource Usage view. Parallel tasks (highlighted yellow) are identified by inspecting the righthand side of the view which shows the time-phased workload. Daily workload on parallel tasks is additive, so we simply adjust assignment units up or down until we get at or within our daily four-hour per day allocation. Note that adjusting Assignment Units downward increases duration of the task. In our second example we examine a similar situation in more detail. Our resource, Barry Johnson has been assigned to two (2) projects. Barry has been limited to 4 hours per day per project. Figure 2 below shows a resource usage view with both projects open. Figure 2. Project 1 and Project 2 are Open Workload for Both Projects Shown

Assignment units are additive on any given day. When we open both projects and display a resource usage view we see the following: Parallel tasks within each project. We know two or more tasks are parallel when we see workload for each task on the same day. For example, the Conduct Proof of Concepts task in Project 1 is parallel to the three tasks below it. The Attend Team Meetings task is parallel to all tasks in Project 1. Parallel tasks across open projects. We see that Barry has parallel work on Project 2. The Build Test Harness and Attend Team Meetings tasks are parallel within Project 2 and also parallel with tasks on Project 1.

With both Project 1 and Project 2 open, we can adjust assignment units so that parallel tasks on parallel projects to not draw more time than capacity. Barry Johnson has a four-hour per day capacity on both projects. Therefore we adjust assignment units on the five parallel tasks of project 1 so that the total does not exceed 50 percent. On Project 2, we have only 2 parallel tasks to adjust (Build Test Harnesses and Attend Team Meetings).

Opening two or more projects simultaneously and load balancing by adjusting Assignment Units should not be attempted unless you are the project manager on each of the projects.

Consider a third scenario where a resource is identified to work multiple projects. This can produce a situation where the resource might have short windows where the resource has some spare capacity to do project work. If our resource Bob was assigned to Projects 1, 2 and 3, he is available to work Project 2 full time until the start of Project 1, and Full time on Project 1 until the start of Project 3. One possibility is to assign Bob full time to Project 2 tasks until Project 1 starts. This is done by opening each of the projects simultaneously and adjusting assignment units (up to 100 percent) on the tasks that occur early in the project. Figure 2a. Sharing a Resource Across Three Projects
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10

Be very careful if you plan on optimizing project workload in this fashion. Projects and their workload tend to shift particularly if you are using MS Project to capture actual progress and forecast dates. An inescapable reality on project work is that tasks tend to take longer than estimates. It should be the goal of every organization to produce highly credible schedules. Spare Capacity for key resources is an essential aspect of ahieving that goal.

Projects tend to be underestimated despite best efforts of team members to estimate and perform the work. Projects should be planned with Spare Capacity. Avoid the temptation to achieve optimal utilization of 40 hours of planned work per resource per week particularly for distant future tasks.

Resource Leveling Across Multiple Projects

It is best to do resource leveling within a single project. Even then, Resource Leveling should be done with caution and with a full understanding of how the leveling engine works. The resource leveling engine WILL NOT adjust assignment units on tasks it can only delay tasks and reschedule them sequentially. MS Project 2007/2010 does indeed provide tools to do Resource Leveling across multiple projects. In practice this should be done with extreme caution (and arguably should be avoided). To perform resource leveling across multiple projects, perform the following steps: Open each of the projects inside MS Project Professional (requires Project Manager privileges on each projects) Open a Resource Usage View Select the most overloaded resource Verify the Clear Leveling Values Checkbox is not checked on the Resource Leveling Options dialog. In MS Project 2010 this is found .. In MS Project 2007 this is found when selecting Tools > Resource Leveling Level the Selected Resource. To clear leveling, switch back to a Gantt View and pick the Clear Leveling button. In MS Project 2007 pick Tools > Resource Leveling > Clear Leveling

Again, using the Resource Leveling feature is NOT recommended for balancing workload across multiple projects. Limiting Assignment Units within each overlapping project is a better solution and produces better results.

Determining the Percentage of Time Resources can Dedicate to a Project

How does one determine the amount of time any given resource can dedicate to a given project? Among the best methods is to open a Project from MS Project Professional making sure that the Load Summary Resource Assignments checkbox is checked. Note that you will not see this dialog box unless you specify to Choose and Account when Starting MS Project Professional. This option is part of setting up MS Project Professional 2007/2010 for the first time.

Figure 3. Make Sure the Load Summary Resource Assignments Checkbox is Checked

Checking the box enables you to view workload across all projects without needing to open each project separately. Figure 4. Opening a Project Shows Workload on all Other Projects at a Summary Level

From this graphic we determine Adam Barr has been assigned almost half time (45%) to the open project from Dec 19 through the week of March 27 (the Build Report Timesheet Integration tasks). During this same period, Adam has been assigned to tasks on the Sales Data Mart and Buyer Reports projects at a full-time (100%) across the displayed time-frame and full-time on the Buyer Reports project from the week of Jan 9 through the week of Jan 30. This translates to an over-allocation. To resolve, we must reduce Adams workload on at least two of the projects. For example, we could resolve the over-allocation by reducing Adams allocation on both the Sales Data Mart and Buyer Reports projects to 25% each. This would fix the specific timeframe that we are inspecting. Of course, reducing Assignment units stretches duration and could cause conflict further upstream in the work profile. After some experimenting, a resource manager can make a determination as the best way to allocate Adams time among competing projects. Determining the time a given resource can dedicate to a project is an iterative process and there are not any shortcuts for finding the best mix.

There are no magic bullets for determining the best way to allocate resources to projects. It is an iterative process that requires practice.

MS Project Server Resource Planning Tools

The Resource Planning function of MS Project Server 2007/2010 provides an additional tool for resource managers to plan for resource allocation to projects. That feature allows resource managers to add placeholder workload for resources without impacting schedules. Not widely used in the community, this feature CAN help but has several user experience drawbacks the biggest is that placeholder workload must be created on a project- by-project basis, rather than on a resource-by-resource basis. For example, if a manager wants to create placeholder workload for a single resource on three (3) projects, he/she must go to the resource plan for each of those projects individually, find the resource, and update the workload. Needless to say this method does not work for most organizations. Creating placeholder workload is arguably better done with more flexible tools like MS Excel.

Implementing Shared Resource is a Matter of Adjusting Units within a Single Project

Once the project allocation is determined, the best way to implement these cross project allocations is to inform the project managers of the limitations they should impose within their projects. For example, lets say that Adam Barrs manager specifies that

Adam can dedicate only 25% of his time to the Sales Data Mart project. It is up to the Sales Data Mart project manager to implement that requirement by capping the total assignment units to 25% for parallel tasks within their project. If you are the Project Manager on each project a part-time resource is assigned, you can perform load balancing in the following fashion: Open each project simultaneously Open a Resource Usage View (this will reveal all tasks across each open project) Add the Assignment Units field on the Resource Usage View Adjust Assignment Units up or down starting with your most critical resource.

Example 1: How to Implement a Part-Time Resource on a Project

Your resources manager has told you that you must limit your resource Bob to half time (50%) on your project. Currently, you have him assigned to your requirements gathering phase estimated at 40 days. Bobs tasks and workload is shown below. You see from the work profile that Bob is already overloaded even at full-time. But now you must dial back his participation on your project even more. The goal now is to assure that Bobs hours on any given day dont exceed 4 hours. Figure 5. Load Balancing Technique via Assignment Units

Step 0: Make sure your tasks are of type Fixed Units Step 1: Open a Resource Usage View, and add the work and Assignment Units fields to the view. Step 2: Look at the first group of parallel tasks (Collection Assumptions, Interview Customers, and Document Requirements). Also note there is a long running task Attend Team Meetings that draws 10 percent of Bobs daily capacity. Step 3: Make the following adjustments to the Assignment Units field: Collection Assumptions: Change 100% to 10% Interview Customers: Change 100% to 15% Document Requirements: Change 100% to 15%

The result This first group of parallel tasks now draw only 4 hours per day of Bobs time. Assignment units for the same period add to 50 percent Step 4: Repeat the same procedure for the next set of parallel tasks. Make the following adjustments to the Assignment Units field: Evaluate solutions: Change 100% to 20% Build Mockups: Change 100% to 20%

The Approve Requirements, Document Design and Approve Design tasks are in parallel with the Attend Team Meetings Task. Limit their Assignment Units to 40%. The result This second group of parallel tasks now draw only 4 hours per day of Bobs time. Assignment units across the project add to 50 percent or less. Your project now complies with the half-time limitation for Bobs time. Total duration has tripled from 40 days to over 120 days.

When Balancing Workload, tolerate underuse in the resulting workload profile (where the resource is not at his/her project limit for the day/week/month). Spare capacity is an attribute of achievable schedules.

Summary
Building achievable schedules that use shared or part-time resources is a common scenario that introduces additional scheduling challenges for resource managers and Project Managers. From the Resource Managers perspective, the primary task is to determine the best way to allocate a persons time to a given project . The challenge for the Project Manager is to assure that his/her project does not draw more of the resources time than is permissible. Determining the best way to allocate a resources time for project work is iterative and requires some practice. Opening a project in MS Project Professional and checking the Load Summary Resource Assignments provides a quick way for the resource manager to view upcoming workload across multiple project plans. The Project Managers key task is to assure his/her project does not draw more time than is allowable. This is best done by adjusting assignment units on parallel tasks and assuring the totals dont exceed the maximum daily project capacity of the resource that number provided by resource manager or other authorized person.