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Agenda of the Lecture
1. Overview of the Resource Scheduling Problem
2. Types of Resource Constraints
3. Classification of a Scheduling Problem
4. Resource Allocation MethodsA. Assumptions
B. Time-Constrained Projects: Smoothing Resource Demand
C. Resource-Constrained Projects
5. Computer Demonstration of Resource-Constrained Scheduling
A. The Impacts of Resource-Constrained Scheduling
6. Splitting Activities
7. Benefits of Scheduling Resources
8. Assigning Project Work9. Multi project Resource Schedules
10. Using the Resource Schedule to Develop a Project Cost Baseline
A. Why a Time-Phased Budget Baseline Is Needed
B. Creating a Time-Phased Budget
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Overview of the Resource Scheduling Problem
Resources and PrioritiesProject network times are not a schedule
until resources have been assigned.
The implicit assumption is that resources will be available in
the required amounts when needed.Adding new projects requires making realistic judgments of
resource availability and project durations.
Cost estimates are not a budget
until they have been time-phased.
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Project Planning Process
FIGURE 8.1
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Overview of the Resource Scheduling Problem
.
Resource Smoothing (or Leveling)
Involves attempting to even out varying demandson resources by using slack (delaying noncriticalactivities) to manage resource utilization whenresources are adequate over the life of the project.
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Types of Project Constraints
Technical or Logic Constraints Constraints related to the networked sequencein which project activities must occur.
Physical ConstraintsActivities that cannot occur in parallel or are affected by
contractual or environmental conditions.
Resource Constraints The absence, shortage, or unique interrelationship and
interaction characteristics of resources that require a particular
sequencing of project activities Kinds of Resource Constraints
People, materials, equipment
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Constraint Examples
FIGURE 8.2
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Classification of A Scheduling Problem
Classification of ProblemUsing a priority matrix will help determine if
the project is time or resource constrained.
1.Time-Constrained Project
Must be completed by an imposed date. Time is fixed, resources are flexible: additional resources
are required to ensure project meets schedule.
2.Resource-Constrained Project
Is one in which the level of resources availablecannot be exceeded.
Resources are fixed, time is flexible: inadequateresourceswill delay the project.
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Resource Allocation Methods
Limiting AssumptionsSplitting activities is not allowedonce an
activity is start, it is carried to completion.
Level of resources used for an activity cannot
be changed.
Risk Assumptions
Activities with the most slack pose the least risk.
Reduction of flexibility does not increase risk.The nature of an activity (easy, complex)
doesnt increase risk.
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Resource Allocation Methods (contd)
Time-Constrained ProjectsMust be completed by an imposed date.
Require use of leveling techniques that focuson balancing or smoothing resource demands.
Use positive slack (delaying noncritical activities)to manage resource utilization over the durationof the project.
1. Peak resource demands are reduced.2. Resources over the life of the project are
reduced.
3. Fluctuation in resource demand is minimized.
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Resource Allocation Methods (contd)
Resource Demand Leveling Techniquesfor Time-Constrained Projects
Advantages
Peak resource demands are reduced.
Resources over the life of the project are reduced.
Fluctuation in resource demand is minimized.
Disadvantages
Loss of flexibility that occurs from reducing slack.
Increases in the criticality of all activities.
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Resource Allocation Methods (contd)
Resource-Constrained Projects Resources are limited in quantity or availability.
Activities are scheduled using heuristics(rules-of-thumb) that focus on:
1. Minimum slack
2. Smallest (least) duration
3. Lowest activity identification number
The parallel method is used to apply heuristics
An iterative process starting at the first time periodof the project and scheduling period-by-period the startof any activities using the three priority rules.
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Resource-Constrained Schedule through Period 23
FIGURE 8.4
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Resource-Constrained Schedule through Period 23
FIGURE 8.4 (contd)
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Resource-Constrained Schedule through Period 23
FIGURE 8.4 (contd)
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Resource-Constrained Schedule through Period 56
FIGURE 8.5
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Resource-Constrained Schedule through Period 56
FIGURE 8.5 (contd)
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Resource-Constrained Schedule through Period 56
FIGURE 8.5 (contd)
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Computer Demonstration of Resource-Constrained Scheduling
EMR Project
The development of a handheld Electronic MedicalReference guide to be used by emergency medical
technicians and paramedics. Problem
There are only eight design engineers who can beassigned to the project due to a shortage of design
engineers and commitments to other projects.
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EMR Project:
Network ViewSchedule before
Resources Leveled
FIGURE 8.6
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EMR Project before Resources Added
FIGURE 8.7
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EMR ProjectTime Constrained Resource Usage View,January 1523
FIGURE 8.8A
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Resources Calculations
Project requires 21 design engineers on Jan 18thand 19th (168 hrs/8 hrs per engineer = 21
engineers)
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FIGURE 8.8A
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Resource Loading Chart for EMR Project, January 1523
FIGURE 8.8B
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EMR ProjectNetwork View
Schedule
after ResourcesLeveled
FIGURE 8.9
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EMR Project Resources Leveled
FIGURE 8.10
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The Impacts of Resource-ConstrainedScheduling
Reduces delay but reduces flexibility.
Increases criticality of events.
Increases scheduling complexity. May make the traditional critical path
no longer meaningful.
Can break sequence of events.
May cause parallel activities to becomesequential and critical activities with slackto become noncritical.
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Splitting
Splitting A scheduling technique use to get a better project
schedule and/or increase resource utilization.
Involves interrupting work on an activity to
employ the resource on another activity, thenreturning the resource to finish the interruptedwork.
Is feasible when startup and shutdown costs are
low.
Is considered the major reason why projects failto meet schedule.
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Splitting Activities
FIGURE 8.11
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Benefits of Scheduling Resources
Leaves time for considerationof reasonable alternatives:
Cost-time tradeoffs
Changes in priorities
Provides information for time-phasedwork package budgets to assess:
Impact of unforeseen events
Amount of flexibility in available resources
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Multiproject Resource Schedules
Multiproject Scheduling Problems1. Overall project slippage
Delay on one project create delays for other projects
2. Inefficient resource application
The peaks and valleys of resource demands createscheduling problems and delays for projects.
3. Resource bottlenecks
Shortages of critical resources required for multipleprojects cause delays and schedule extensions.
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Multiproject Resource Schedules (contd)
Managing Multiproject Scheduling:Create project offices or departments to oversee
the scheduling of resources across projects.
Use a project priority queuing system: first come,
first served for resources.
Centralize project management: treat all projectsas a part of a megaproject.
Outsource projects to reduce the numberof projects handled internally.
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Direct Labor BudgetRollup ($000)
FIGURE 8.12
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Time-Phased Work Package Budget (Labor Cost Only)
FIGURE 8.13
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Two Time-Phased Work Packages (Labor Cost Only)
FIGURE 8.14
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Patient Entry Project Network
FIGURE 8.15
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Patient Entry Time-Phased Work Packages Assigned
FIGURE 8.16
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CEBOO Project Monthly Cash Flow Statement
FIGURE 8.17
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CEBOO Project Weekly Resource Usage Schedule
FIGURE 8.18
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Key Terms
Heuristic
Planned value (PV)
Resource-constrained projects
Smoothing
Splitting
Time-constrained projects
Time-phased budget baseline
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The End
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