Flexible resource management and its effect on project cost and duration

Pinha, Denis C.; Ahluwalia, Rohini

doi:10.1007/s40092-018-0277-3

Cited by 12 publications

(4 citation statements)

References 54 publications

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“…However, Elazouni and Gab-Allah (2004) introduced the so-called project-based scheduling, which considers both resources availability and the activities cost in the scheduling process to ensure a workable schedule in terms of both resource leveling and P r e p r i n t funding requirements. Since then, other methods along these lines have been proposed (Alavipour and Arditi, 2019;Pinha and Ahluwalia, 2019;Villafáñez et al, 2020).…”

Section: A)mentioning

confidence: 99%

On the project risk baseline: Integrating aleatory uncertainty into project scheduling

Acebes

Poza

González-Varona

et al. 2021

Computers & Industrial Engineering

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Section: A)mentioning

confidence: 99%

On the project risk baseline: Integrating aleatory uncertainty into project scheduling

Acebes

Poza

González-Varona

et al. 2021

Computers & Industrial Engineering

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“…In practice, inadequate project controls and resource management often result in cost, time and resource overruns [27,28]. From the studied NHs' perspective, flexibility regarding resources and implementation strategy actions allowed NHs to minimise implementation time and costs.…”

Section: Discussionmentioning

confidence: 99%

Health economic evaluation of a nurse-led care model from the nursing home perspective focusing on residents’ hospitalisations

et al. 2022

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Background Health economic evaluations of the implementation of evidence-based interventions (EBIs) into practice provide vital information but are rarely conducted. We evaluated the health economic impact associated with implementation and intervention of the INTERCARE model—an EBI to reduce hospitalisations of nursing home (NH) residents—compared to usual NH care. Methods The INTERCARE model was conducted in 11 NHs in Switzerland. It was implemented as a hybrid type 2 effectiveness-implementation study with a multi-centre non-randomised stepped-wedge design. To isolate the implementation strategies' costs, time and other resources from the NHs’ perspective, we applied time-driven activity-based costing. To define its intervention costs, time and other resources, we considered intervention-relevant expenditures, particularly the work of the INTERCARE nurse—a core INTERCARE element. Further, the costs and revenues from the hotel and nursing services were analysed to calculate the NHs' losses and savings per resident hospitalisation. Finally, alongside our cost-effectiveness analysis (CEA), a sensitivity analysis focused on the intervention's effectiveness—i.e., regarding reduction of the hospitalisation rate—relative to the INTERCARE costs. All economic variables and CEA were assessed from the NHs' perspective. Results Implementation strategy costs and time consumption per bed averaged 685CHF and 9.35 h respectively, with possibilities to adjust material and human resources to each NH’s needs. Average yearly intervention costs for the INTERCARE nurse salary per bed were 939CHF with an average of 1.4 INTERCARE nurses per 100 beds and an average employment rate of 76% of full-time equivalent per nurse. Resident hospitalisation represented a total average loss of 52% of NH revenues, but negligible cost savings. The incremental cost-effectiveness ratio of the INTERCARE model compared to usual care was 22′595CHF per avoided hospitalisation. As expected, the most influential sensitivity analysis variable regarding the CEA was the pre- to post-INTERCARE change in hospitalisation rate. Conclusions As initial health-economic evidence, these results indicate that the INTERCARE model was more costly but also more effective compared to usual care in participating Swiss German NHs. Further implementation and evaluation of this model in randomised controlled studies are planned to build stronger evidential support for its clinical and economic effectiveness. Trial registration clinicaltrials.gov (NCT03590470)

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“…Major road infrastructure works in these counties involve heavy investments in terms of funds, utilizing technology of high quality and they require a model which is more advanced and supple in effectively managing the resources (Pojani& Stead, 2015).This is very crucial given that counties are implementing multiple projects and hence there is competition for limited resources among tasks in different projects. The adoption of advanced resource management methods ensures effective and reasonable allocation of the finite resources and that their ratios of use are increased (Blichfeldt & Eskerod, 2008).According to Pinha and Ahluwalia (2019), poor management of resources result to an overrun of costs and slippage in schedule in most projects of public infrastructure. This is basically defined by criteria of budget, deliverables and time (Thomas & Fernandez, 2008).…”

Section: Introductionmentioning

confidence: 99%

Influence of Resource Management Practices on Timely Completion of Road Projects Implemented by the County Government of Kakamega County, Kenya

KOYI,

MIROGA (PhD),

OTINGA (PhD)

2021

strategicjournals.com

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The aim of this study was the assessment of how practices of managing resources are affecting timely completion of road projects implemented by the County Government of Kakamega County, Kenya. This study determined how planning and scheduling factors affect timely completion road projects in Kakamega County. The study was guided by the theory of planning and resource based view theory. A descriptive survey design was adopted in this research. Selection of the sample was done using stratified random sampling. Structured questionnaires were utilized in gathering of primary data. Analysis of quantitative data was done using descriptive and inferential statistics with use of Statistical Package for Social Sciences. A multiple linear regression model aided in indicating links between practices of managing resources and performance of road projects within the county of Kakamega. Both resource planning and resource scheduling were found to have a positive and significant influence on timely completion of road projects implemented by County Government of Kakamega. This implied project resources management practices are significant predicator of timely completion of road projects. The study concluded that a key benefit to resource planning is that it helps organisations to fulfill task specifications efficiently. Successful resource scheduling allows in different ways to solve problems related to resource availability and job efficiency. The study recommended that project managers should use backward scheduling techniques when the date of delivery is set and the work has to be planned or scheduled to meet the deadline. The study suggested that further studies should be carried out on how project resource management practices affect the performance of road projects in other Counties in Kenya.

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Flexible resource management and its effect on project cost and duration

Cited by 12 publications

References 54 publications

On the project risk baseline: Integrating aleatory uncertainty into project scheduling

On the project risk baseline: Integrating aleatory uncertainty into project scheduling

Health economic evaluation of a nurse-led care model from the nursing home perspective focusing on residents’ hospitalisations

Influence of Resource Management Practices on Timely Completion of Road Projects Implemented by the County Government of Kakamega County, Kenya

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