1. How does resource scheduling tie to project priority?
a. Resource scheduling is directly tied to the project priority when the priority system selects projects that best contribute to the organizations objectives, within the constraints of the resources available. “If all projects and their respective resources are computer scheduled, the feasibility and impact of adding a new project to those in process can be quickly assessed. With this information the project priority team will add a new project only if resources are available to be formally committed to that specific project” (pg 251). It is paramount that scheduling resources are realistic judgments of resources availability and project durations. For example at my current job, the committee and I are planning a big event that’s sponsored by Macy’s. Before we can go to Macy’s with the project priority, as a committee we had to do the resource schedule such as the cost of everything we wanted to do and our project budget.
Reference
Larson, E. W., & Gray, C. F. (2014). Project management (6th ed.). Retrieved from The University of Phoenix eBook Collection database

2. How does resource scheduling reduce flexibility in managing projects?
For resource-constrained projects, resource scheduling (leveling) reduces flexibility because (after leveling) slack is reduced and the amount of critical/near-critical activities increases; therefore, the number of CP’s may also increase. Further, scheduling complexity increases due to the fact that resource constraints are ADDED to technical constraints. The original CP concept can lose its meaning because the sequence of activities can become unclear. Activities with slack on a time-constrained network can change from critical to noncritical on a resource-constrained network; conversely, some previous critical activities can become noncritical with slack. For example