Which of the following is a root cause of 'resource allocation syndrome'?

'Resource allocation syndrome' describes a common dysfunction in multi-project environments where an organization has too many active projects relative to its available resources. The root cause is this fundamental imbalance, which forces key resources to be spread thinly across multiple projects. This leads to constant multitasking, priority shifts, and delays as projects compete for the same limited pool of people, equipment, or facilities. Consequently, no single project receives the focused attention required for efficient completion, resulting in overall organizational inefficiency and project gridlock.

B. resources are underused

This is the opposite of the condition. The syndrome is characterized by the over-commitment and contention for resources, not their under-utilisation.

C. team members do not wish to finish projects

This describes a motivational or behavioural issue. The syndrome is a systemic problem rooted in organisational planning and portfolio management, not individual willingness.

D. lack of funding for projects

While funding secures resources, the syndrome is about the mismanagement of available resources across too many concurrent projects, not necessarily a lack of money.

1. Engwall, M., & Jerbrant, A. (2003). The resource allocation syndrome: the prime challenge of multi-project management? International Journal of Project Management, 21(6), pp. 403-409. The paper defines the syndrome as "a situation where there is an imbalance between the number of projects in a firm and its available resources to perform these projects." (Abstract, p. 403). DOI: https://doi.org/10.1016/S0263-7863(02)00113-800113-8)

2. Goldratt, E. M. (1997). Critical Chain. The North River Press. This foundational text explains the negative effects of multitasking in multi-project environments, which is a primary symptom of the resource allocation syndrome. It argues that attempting to advance all projects simultaneously with limited resources is a core cause of project delays (Chapters 1-4).

3. Meredith, J. R., Shafer, S. M., Mantel Jr, S. J., & Sutton, M. M. (2017). Project Management: A Managerial Approach. 10th ed. John Wiley & Sons. Chapter 7, "Resource Allocation," discusses the problems of resource loading and leveling, highlighting that when resource demands from multiple projects exceed availability, conflicts and delays are inevitable.