- Category:Engineering and Construction
- Document type:Research Paper
RESOURCE MANAGEMENT SYSTEM
DEVELOPING A RESOURCE MANAGEMENT SYSTEM FOR A SUCCESSFUL PROJECT MANAGEMENT
Developing a Resource Management System for a Successful Project Management
Background of Research
Resource management involves acquiring and allocating external and internal resources needed for a certain project. Project managers always meet new challenges, which normally interfere with the workflow of various projects. Without a doubt, resources are believed to be scarce; for that reason, there is a need to allocate them carefully so as to achieve the desired results. However, there is no specific tool that can be utilised to support efficiency, automation and structure of the project management processes. For successful project management, there must be a real-life business process capable of delivering different results based on the allocated resources.
Given that project management is resource-driven, the task of managing the resource is exceedingly challenging. The project manager has to come up with an action plan that directs and controls resources in a timely and coordinated manner so that the project could be delivered within the budget and time frame. Therefore, the use of resources in project management has to be addressed adequately. The resource requirements have to be examined, projected and controlled efficiently. Currently, the environment wherein business enterprises operate is complex. Therefore, managers must have a clear focus, make quick decisions and ensure scarce resources are efficiently allocated. The need for an information system that could help organisations effectively manage resources is increasing, especially in companies that manage many projects.
Presently, project managers are facing challenges in resource monitoring, prioritisation and planning. Evidently, poor balancing of resources can lead to more pressure on the firm, which results in poor information quality. Most project managers are normally overwhelmed by their decision making responsibility owing to a large amount of information available; therefore, identifying information inaccuracy is very challenging. Generally, poor information quality results in poor decisions. In view of this, adopting the resource management system (RMS) will be beneficial to project managers since it will enable them to make timelier decisions and would bring about project success (Raymond & Bergeron, 2008).
Competitive pressures facing engineering firms have been exacerbated by the internationalisation of markets as well as globalisation. As a result, companies have started engaging in projects which can improve their overall performance and ensure continued survival. Such projects according to Raymond and Bergeron (2008, p.213) need to be managed effectively to become successful. Success in project management depends on the company ability to manage resources effectively, deliver projects punctually and meet the requirement. Although resources are crucial to designing as well as selecting projects, Raymond and Bergeron (2008, p.213) posit that managing the projects adequately is crucial for organisations seeking to realise the set performance objectives. The project management literature has continually highlighted the benefits of the information system to project managers in tasks such as controlling, organising, planning, organising, and making decisions.
The empirical foundation of the theories associated with multi-project settings is very limited. The existing contributions are sourced either from an industry’s research findings or the author’s practical experience. Therefore, there is little information about the factors that are universal and context-specific. In Engwall and Jerbrant (2003, p.408) study, they established that in a multi-project management, resource allocation syndrome is not a major issue; instead, it is a manifestation of the other organisational problems. Presently, numerous applications that can be used by project managers to plan and monitor the project management processes. One of this application according to Kostalova et al. (2015, p.96) is the Project Management Information System, which facilitates information sharing about the projects and supports the management of the project. Besides that, Enterprise Resource Planning (ERP) system has been implemented widely, and the system enables the firm to become competitive through saving resources. Basically, ERP is currently used by project managers to improve performance through information coordination, which eventually results in brand equity as well as customer satisfaction.
Many companies as observed by Forcht et al. (2007, p.425) are implementing the ERP systems with the objective of achieving the strategic position. Normally, poor resources management and planning result in project crisis. However, the definitive objective of project’s success can be realised by using the allocated resources efficiently. As mentioned by Nagaraju et al. (2012, p.662) implementing a project successfully does not depend on the quantity of work and quality, instead, it largely depends on resources availability. Evidently, every project activity needs a particular amount of time and resources; therefore, cost and time rely directly on the availability of resources. Importantly, the best resources combination to utilise for a specific project activity is anchored on the ability of the project manager to determine the interdependencies of different resources (Nagaraju et al., 2012, p.661).
To develop a resource management system that can bring about success in project management
project with constrained durations.To test the effectiveness of the system in the fast-tracking
To empirically examine the extent to which information overload and project overload influences the system’s information quality.
To determine how the system can contribute to project success and timelier decision making
Research methodology can be defined as the process of collecting date and information with the objective of making a decision or solving a certain problem. Research methodology normally involves surveys, interviews, publication research, and other research methods. A survey involving 40 project management consultants and project managers will be carried out so as to determine how effective the resource management system will be in ensuring the success of project management. Importantly, the questionnaire will be sent via e-mail so as to facilitate more transmission of information and improve the information quality. The electronic survey will reduce research costs and ensure a faster response cycle.
Questionnaires will be utilised to gather factual and straightforward information about the impact of the information system on project management, and also to determine the viability of the resource management system. Therefore, questionnaires will facilitate the collection of the ‘baseline’ information that can be tracked for some time with the purpose of examining changes. Data from the questionnaires will be coded and analysed by the computer-based SPSS version 14 so as to ensure the results are accurate.
Engwall, M. & Jerbrant, A., 2003. The resource allocation syndrome: the prime challenge of multi-project management? International Journal of Project Management, vol. 21, pp.403–09.
Forcht, K.A., Kieschnick, E., Aldridge, A. & Shorter, J.D., 2007. Implementing Enterprise Resource Planning (Erp) For Strategic Competitive Advantage. Issues in Information Systems, vol. 8, no. 2, pp.425-29.
Kostalova, J., Libena, T. & Svedik, J., 2015. Support of Project Management Methods by Project Management Information System. Procedia — Social and Behavioral Sciences, vol. 210, pp.96 – 104.
Nagaraju, S., Reddy, B.S. & Chaudhuri, A.R., 2012. Resource Management in Construction Projects – a case study. Engineering Science and Technology: An International Journal, vol. 2, no. 4, pp.660-65.
Raymond, L. & Bergeron, F., 2008. Project management information systems: An empirical study of their impact on project managers and project success. International Journal of Project Management, vol. 26, pp.213–20.