Using and Managing Contingency: Part 3--Resource and Scope ContingencyContingency planning is essential for establishing attainable and manageable schedule and cost targets. However, contingency can be applied to resources and work scope, as well. Because resource and scope contingency are rarely addressed in project management circles, well touch on them briefly here.
It has been my experience that attention to resource contingency is rare. For some reason, project managers even those who allow for contingency in their schedules and budgets do not see the need for similar practices when it comes to planning and managing resource loads. In fact, we often see the opposite: resources assigned to work using an overload model. That is, workers are assumed to be available at a level that is a bit greater than full time.
I can understand the rationale for such a seemingly irrational approach. First of all, many automatic resource leveling processes look for periods of time when the assigned resources can be applied to a task without interruption, and so tend to leave gaps showing periods of unassigned resources when there is actually work waiting for those resources.
Too, people are often seen as more flexible than time or budgets. The theory is that we can always squeeze a little extra out of a resource if the pressure is on.
But perhaps the real reason that resource contingency is
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