Resource constraints tend to impede the success of project completion. Considering the scenario of bridge building over a river gorge, the resource constraints include material requirement, equipment, budget and personnel. Material requirement is a major constraint since specifications of various materials have to meet the bearing capacity for the supporting columns and soil structure. Equipment constraint is expected since it is a bridge and having equipment on both sides of the bridge to enhance work is challenging (Klein, 2000). Budget is another constraint since the estimated bearing capacity of soil strength may differ, which may call for requisition of additional materials beyond the budget. Considering that a bridge is liable to various risks related to physical construction and environment, the allocated budget may exceed when such risks like thunderstorm occur and demolish what has already being constructed. This will result in funding shortages that will affect acquisition of materials, equipment, labor payment, and inventory management.
Personnel constraint is expected because view construction crews have an experience on bridge constructions over rivers (Pinto, 2010). In addition, hiring labor for such a construction is expensive due to the risk that constructors pose on the work. Time factor is also essential in such a construction process. This indicates that time is a potential constraint based on the sequencing, identifying and scheduling of resources in order to ensure that timely completion of the project is achieved.
Situation based factors like power imbalances scientific and technical issues and lack of communication induce another constraint for this project on the category of personnel constraint. Power imbalance, which may develop among stakeholders, is a key threat for effective collaboration and completion of the project. This means that lack of collaboration results in discontinuity in completion of the project since the personnel involved in the construction work cannot make decisions, which are aimed towards the completion of the project. The bridging process will only be successful if there is an effective communication among the parties concerned. This should be characterized of trust among the parties involved in the project (Schwindt, 2005). Therefore, inability of people required in the construction process to communicate and share ideas effectively will impede the attainment of success for this project. Scientific and technical skills are the key factors for attainment of a durable and sustainable bridge. However, cases of differences in how the parties involved in the construction work perceive these issues will result in failure of the project to be completed successfully. This indicates that there is a need to ensure that the personnel involved in the construction process appreciate, trust, and respect each other and they have the ability to brainstorm ideas for the project.
Politics is a social vice found in all communities. This illustrates that differences in political systems between the two areas to be linked by the bridge will be a resource constraint (Nicholas, & Steyn, 2012). This is because it will become difficult to obtain labor from the surrounding communities. On the same note, intergroup attitudes, stereotypes, and cultural norms will form another factor for resource constraint. Such a situation will develop in case the outsourced local labor cannot coordinate activities effectively due to these differences. Political influence may also limit the constructors the room to have a site for material preparation during the construction process. This indicates that land will be a constraint for the bride construction.
References
Klein, R. (2000). Scheduling of Resource-Constrained Projects. United States of America:
Kluwer Academic Publishers.
Nicholas, J, & Steyn, H. (2012). Project Management for Engineering, Business, and
Technology. New York: Routledge.
Pinto, J. (2010). Project Management: Achieving Competitive Advantage and MS Project (2nd
Ed). ISBN 9780136065616. Prentice Hall.
Schwindt, C. (2005). Resource Allocation in Project Management. Heidelberg, Germany:
Springer.
