Duration is the expected timeframe needed to complete the task while taking into consideration the skill level and general availability of the resource. Duration should account for reality. If the activity 'identification of focus group targets' (WBSID 1.1.1.1) is expected to take two weeks, but historically, employees are only available 70% of the time due to general meetings, holidays, vacations, etc., then planning for a duration of three weeks would be more reasonable.
The resource types used in your organization may be different than what is depicted in this chart. Utilize the resources types that exist in your own organization. The objective here is to associate a responsible party with the appropriate skill set to each of the tasks.
The work package 'project management' has been identified as a level of effort (LOE) activity. This means that the individual(s) assigned to that activity will perform various activities during the full duration of the project. Level of effort is best used when individuals are 100% allocated to the project.
Resource Planning Activity List
There are two types of resource plans. One is hypothetical, based on resource type set without any resource constraints. Resource type refers to the skill set that a task requires for completion. The other is an actual resource plan, based on actual resource availability. A hypothetical schedule based only on the resource types needed produces a hypothetical resource plan.
In our example activity list, the resource types were identified and duration was converted into a network schedule and Gantt chart. When a schedule is created in Project Insight, project management software, or imported from MS Project, Project Insight automatically creates a Gantt chart.
Project Insight, project management software, permits the project manager to run 'what-if' scenarios on projects in planning phase. Project managers or project schedulers may set up schedules with tasks related to the resource type or skill set required to accomplish that task. Then assignments may be made to team members.

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In any organization, only two aspects of work exist—on-going operations and projects. Projects are defined as unique, temporary endeavors with a specific beginning and end. Operations constitute an organization's on-going, repetitive activities, such as accounting or production. Since all work and/or efforts performed within an organization are characterized as either operations or projects, all of the costs of an organization must be distributed to either operations or projects. Projects are initiated by organizations for a variety of reasons, such as to meet a business need, attain a strategic objective or meet a market demand. The only way organizations can accomplish any of these goals is by expending resources of the organization over time, for a cost. Project Insight,   project management software , empowers teams to track project time and expenses, and/or non-project time.
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A cost baseline is an approved time phased plan. Once a detailed budget is developed and approved, the project manager should publish this baseline and set it as a point of comparison for actual performance progress. One of the biggest challenges a project manager faces is determining when to set the baseline for the budget. A baseline is an approved time phased plan. Creating a baseline should not be a 'scary' thing. It is just a starting point from what to measure performance against. There will always be unknowns in the project, especially early on. Accept that projects will always experience changes and evolve in order to ensure delivery of the scope defined. The baseline budget is the tool for measuring how project changes affect our schedule and budget. When to Add a New Baseline Ideally, new baselines should only be added when there is a change in scope. If the scope stays the same, then there is not a need to add a new baseline. Again, the baseline is a ben
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Project budgets, similar to resource plans, are a reflection of project work and the timing of that work. A comprehensive budget provides management with an understanding of how funds will be utilized and expended over time for projects or operations. The S-Curve displayed below shows the estimated cumulative expenditures of the project over time. In general, a project expends resources slowly, ramps up rather quickly as more resources are utilized and then tapers off as the project comes to completion. Most project expenditures follow this pattern, resulting in a graphical representation that resembles an "S". Knowing the timing of expenditures on a project will assist management in planning appropriately. High-level estimates, provided by management in advance of a project's start, are not budgets. In Project Insight, these high-level estimates are named 'target budgets.' A comprehensive budget can only be developed as a result of the  project schedule
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