pm chapter 9 presentation

8/4/2019 PM Chapter 9 Presentation

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CHAPTER # 9


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Allocation of physical resources

Directly relates to scheduling

Goal of Resource Allocation is to Optimize Use ofLimited Supply

Requires making trade-offs time constrained

resource constrained


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Normal: Most likely task duration, like m inChapter 8

Crash: Expedite an activity, by applyingadditional resources

Specialized or additional equipment

More people (e.g., borrowed staff, temps) More hours (e.g., overtime, weekends)


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Crashing buys time, but nothing comes free Potential cost areas Additional equipment/material

Extra labor Negative effects on other projects

Reduced morale, from excessive hours/shifts

Lower quality, from the pressure of time, inexperienced

and tired staff If you want it bad, youll get it bad . . .


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Two basic principles

1. Generally, focus on the critical path

Usually not helpful to shorten non-critical activities Exception: When a scarce resource is needed elsewhere,

e.g., in another project

2. When shortening project duration, choose least

expensive way to do it


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Compute cost/time slope for eachexpeditable activity

Slope = crash cost normal costcrash time normal time


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Activity Predecessor Days(normal, crash)

Cost(normal, crash)

a - 3, 2 $40, 80

b a 2, 1 20, 80

c a 2, 2 20, 20

d* a 4, 1 30, 120

e** b 3, 1 10, 80

* Partial crashing allowed** Partial crashing not allowed


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12/579-12


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Different terms for similar concept

Fast-tracking (construction), Concurrentengineering (manufacturing)

Both refer to overlapping project phases

E.g., design/build, or build/test


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Pros:

Can shorten project duration

Can reduce product development cycles Can help meet clients demands

Cons:

Can increase cost through redesigns, excessivechanges, rework, out-of-sequence installation,and more


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9-15


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Assuming fixed performance specifications,tradeoff areas must be in time or cost

Time-limited or resource-limited

If all three dimensions are fixed, the system is

overdetermined Normally, no tradeoffs are possible

But, something has to give . . .


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9-17


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Resource loading: types and quantities ofresources, spread by schedule across specific

time periods One project, or many

Identifies and reduces excess demands on a firmsresources


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9-19


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9-23


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Resource leveling minimizes period-by-periodvariations in resource loading, by shifting taskswithin their slack allowances

Advantages Less day-to-day resource manipulation needed

Better morale, fewer HR problems/costs

Leveling resources also levels costs, simplifies budgetingand funding


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CONSTRAINED RESOURCESCHEDULING (CRS)


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Major Resource Constraints:

Failure of a supplier to produce

Failure of a supplier to deliver the assignment

Loss of a resource

Theft of a resource


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Approaches to CRS

Heuristic Method

Optimization Model


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Heuristic Methods

PERT/CPM

Analyze

resource usage

Identifypriority rule

Allocate thescarceresource

Results are good enough for manypurposes

Used for large, non linear, complexproblems


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As soon as possible As late as possible Shortest task first Most Resources first

Most critical followers Most Successors Arbitrary

CommonPriority

Rules

MinimumSchedule slippageBest utilizationof facilities

Minimumsystem occupancytime

Minimum slack first


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Optimizing Method

Mathematical Programming

Enumeration

MULTI PROJECT


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MULTI-PROJECTSCHEDULING AND

RESOURCE ALLOCATION


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Criterias of Project Scheduling

Schedule Slippage Most Important

Time past a Projects due date

Penalty costs

Loss of goodwill of producer

Resource Utilization

Smoothes peaks and valleys of resourse usage

Eliminate the concept of WAIT

In-Process Inventory

Amount of work waiting due to shortage of resources

Requires trade off between cost of inprocess inventoryand cost of resources


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Heuristic Techniques

1. Resource Scheduling Method dij= increase in duration resulting when activity j follows activity i

=Max [0;EFi-LSj] EFi= early finish of activityi; LSj= latest start of activityj

2. Minimum Late Finish Time3. Greatest Resource Demand

Priority= djrij dj= duration of activity rij=per period requirement of resource iby activityj

4. Greatest Resource Utilization

5. Most Possible Jobs


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A Multi-Project Sceduling Heuristic

A project plan is a nested set of plans, composed

of a set of generalized tasks, each of which is

decomposed further.


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The Problem: The amount of resources is limited in

successive scheduling periods

The Solution:

Find a schedule best satisfyingsequence and resource constraints

A schedule minimizing overallduration of entire network


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Before allocation of resources, consider the quantity ofresources available

Weists heuristic allocates resources to activities in orderof their early start times

Depletion of resources before completing task listsresults in delay of remaining task

We mayborrowresources or deschedule currently activenoncritical task


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GOLDRATTS CRITICAL

CHAIN


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The Problems

Thoughtless optimismo PMs dont accept lateness to be their fault

o Ignore risk management

Capacity should be set to equal demand

o Dont consider projects to be assembly lines

o Deny that capacity is needed to exceed demand for projects

The Student syndrome

o Students always want more time to complete a projecto Given more time they delay near deadline


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Multitasking to reduce time

o Ignoring that switching back and forth between tasks is not

an efficient and effective way

Complexity of network makes no difference

o Complexity, uncertainity and merging paths all join to maketrouble

People need a reason to work hard

o Project workers keep a lot of slack time

o Cut back on time allowances

Game playingo Workers add extra time, resource and budget to

their portion of work

o Blaming each other


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EXAMPLEThe Inefficient Way

A1 10

A2 30

A3 50

B1 20

B2 40

B3 60

EXAMPLE


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EXAMPLEThe Right Way

A1 10

A2 20

A3 30

B1 40

B2 50

B3 60


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The Critical Chain

Scheduling on

the basis ofavailability ofscarce

resources

Addition oftime buffers

Durationshould be

decreasedenough toavoid thestudent

syndrome

Activities to

be carried outin parallel arenot

independent


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Activities can be ordered according to:

Resource dependencies Technological requirements

The longest of the paths is the Critical Path

Two sources of delay:

Delay in one or more critical activities

Delay in one more activities in feeder chain


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THE END OF CHAPTER 9


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QUALITY ASSURANCE

AGENCY


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ADRESSING A PROBLEM

The present status of Quality in higher learning

institutions of Pakistan is quite questionable.

Pakistani Universities are not capable of meeting the

international standards of higher education.

Goal of International compatibility and competitiveness

is not achieved.


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Mission:

To integrate the concept of quality assurance in higherlearning with enhanced levels of international

compatibility through capacity building.

Vision Statement: Developing a viable and sustainable mechanism of quality

assurance in higher learning sector to meet the rising

challenges of transforming the country into a knowledge

economy.


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GOALS

Policy making anddeveloping practicalguidelines of

quality assurance incross cutting areasof higher learning.

Developing

guidelines forestablishing ofQuality

Enhancement Cellsand Monitoring &

Evaluation of theseQECs.

Capacity building toenhance thestandards of qualityassurance in higher

education atnational level.


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Authorities Responsible for: Sponsoring:Higher Education Commission

Execution:Higher Education Commission

Operation and Maintenance:Concerned University/Institution

Time required for completion of project:

18 months (6 months for preparatory work)


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LocationofProject: HEC (Main

campus)

Areatob

eserved:

Pakistan as awhole.

People of allage groups

and incomelevels.

CostE

stimates: Total annual

recurring budgetRs.19,700,000

Break down of

10,000,000 forQECs @1,000,000 perQEC and9,700,000 forQAA.


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Functions of QAA

Developing practical guidelines and policies forestablishing QECs at public sector universities.

Monitoring& Evaluation of all QECs.

Evaluation of the activities and uniformity of pace andstandards across country.

Capacity building of all professional staff of Quality

Enhancement Cells. Providing Foreign trained personnel as

Master Trainers to the staff.


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GUIDELINES FO DEVELOPMENT OF QEC

The Quality Enhancement Cell (QEC) will be established in each

University/degree awarding institute.

Promoting public confidence.

Review of quality standards by auditing academic standards and the quality of

teaching, learning and management.

Review of academic affiliations with other institutions. Defining clear and explicit standards as points of reference to the reviews to

be carried out.

Developing qualifications framework.

Developing program specifications.

Develop quality assurance processes and methods of evaluation.

Capacity building training from HEC.


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Sr # Item Estimated cost Financial allocation

1 Capital cost 3,660,000 HEC and 10 relevantpublic universities

2 Annual recurringcost of QAA duringexecution

9,400,000 HEC

3 Annual Recurringcost for 10 QECs@one million per QEC

10,000,000 10 Relevant publicUniversities

4 Total 23,060,000


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Sr# Items Quantity for

(QECs)

Estimated cost in

Pak-Rs(i)

Quantity for

QAA

Estimated cost

Pak-Rs(ii)

1 Computers 20@ 2/QEC 1,000,000 3 150,000

2 Laptops 1 140,000

3 Telephone/fax/mail Included in recurringcost

Will be shared by therelevant University

@25,000 permonth

300,000

4 Printers 10@ 1/QEC 100,000 1 150,000

5 Scanner As per requirement 1 20,000

6 Furniture As per requirement 200,000 As perrequirement

200,000

7 Papers/catridges 200,000 Cartridges forProfessionalColour printer

200,000

8 Motor vehicle for MD 1 1,000,000

9 Total of (i) & (ii)=3,660,000

1,500,000 2,160,000


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Sr# Title Number Salary

1 Managing Director 01 80,000

2 ProgrammeCoordinator

01 30,000

3 Training Coordinator 01 25,000

4 Data Analyst 01 10,000

5 P.A/Stenographer 01 8,000

6 Naib-Qasid 01 3,0000

7 Driver 01 4,000

8 Total salaries permonth

160,000

9 Total salaries perannum

1,920,,000


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18 months (6 months for preparatory work)


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Quality Assurance Agency (QAA) is engaged in systematic implementation ofquality enhancement procedures/criteria to attain improved levels of internationalcompatibility and competitiveness at institutional and program level.

Established in 2005, QAA is engaged in developing a viable and sustainablemechanism of quality assurance in the higher learning sector in order to meetthe rising challenges of transforming the country into a knowledge economy.

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