The rapid development of information technology (IT) had made it easier for employees, users, suppliers and partners to interact and improve their business regarding the development of new products, marketing, distribution and customer services (Asosheh et al., 2010). According to these authors, IT not only supports operations efficiently, but also helps in effective decision-making mechanisms and changes the way companies achieve a competitive advantage and organizational innovation. When it comes to labor in the execution of a project, one is dealing with human resources that make up the project team. The structure of the team, defining the respective roles, the identification of skills and the association of those responsible for the activities in work packages are necessary, so that each work package is linked to a responsible person (Carvalho and Rabechini Jr, 2011). Skilled staff is one of the ten most important critical success factors in the famous CHAOS report (Hastle and Wojewoda, 2015), which analyzes 50,000 software projects in the world. Cost, time and scope are often used as measures of success in IT software development projects (De Bakker et al., 2010). Much research recognizes that human resources play a critical role in the success or failure of an IT project (André et al., 2011). A project in which the original budget is not adhered to by the parties involved as a result of a change will most likely invalidate the decision that led to its approval, i.e. it should not have been approved and carried out (Albertin, 2001). The choice of how to manage the project is important so as to satisfy all stakeholders. Nowadays, the literature is showing the growth of agile methods of project management (PM) and their suitability for reducing uncertainty in projects (Serrador Pinto, 2015). However, they are riskier compared to traditional methods (Fernandez and Fernandez, 2008). The traditional method is more appropriate for projects where requirements, functionalities and features are well defined (Fernandez and Fernandez, 2008). This research will focus on this method that many organizations continue to adopt. According to the PMI (2013), in a traditional method, the distribution process of the resources required for each activity is called resource allocation. This should be estimated within each period, as should the assumptions that determined the types of resources, their availability and quantities. The allocation should consider all the activities in the project work packages. Documentation of resource requirements must contain a level of detail that specifies the roles and responsibilities that may vary according the different application areas. Another relevant aspect refers to the leveling of resources that are allocated to tasks, respecting the constraints of time and cost. The resources need to be allocated within legal labor standards, leveled as much as possible to have the lowest cost for a project, reducing idleness or the payment of unnecessary overtime (Huang et al., 2011).