Resource management is the process of matching the right capability and quantity to a released work front at the right time.
01
Plan from quantities
Estimate the work quantity, target productivity and duration. Use this to establish crew size, equipment and material demand.
Apply this point using current approved information, clearly assigned responsibility and a realistic date. Where a decision affects design, safety, cost or contract requirements, obtain confirmation from the authorised party before execution.
02
Check supporting resources
Labour cannot progress without access, lifting support, tools, consumables, supervision and inspections. Plan the complete resource package.
Apply this point using current approved information, clearly assigned responsibility and a realistic date. Where a decision affects design, safety, cost or contract requirements, obtain confirmation from the authorised party before execution.
03
Measure productivity
Compare installed quantity against labour hours and planned output. Investigate low productivity through evidence such as waiting time, congestion or rework.
Apply this point using current approved information, clearly assigned responsibility and a realistic date. Where a decision affects design, safety, cost or contract requirements, obtain confirmation from the authorised party before execution.
04
Rebalance early
Shift resources only after confirming the receiving work front is ready. Avoid moving teams from one blocked area into another.
Apply this point using current approved information, clearly assigned responsibility and a realistic date. Where a decision affects design, safety, cost or contract requirements, obtain confirmation from the authorised party before execution.
Practical Example
A simple site application
Assume an upcoming activity is planned to begin next week. The project team confirms the latest drawing revision, predecessor completion, material availability, safe access, inspection requirement and responsible supervisor. Any missing item is entered in a constraint log with an owner and required-by date. The activity starts only when the work front is properly released.
This generic example must be adapted to the actual contract, method statement, risk assessment, programme and responsible professional’s instruction.
Conclusion
Keep the control practical and verifiable.
Effective resource control is based on measurable output and work-front readiness, not headcount alone.
This article provides general professional information and does not replace project-specific advice, approved documents or instructions from qualified consultants and responsible professionals. Do not disclose confidential project information when applying these examples.