the resource problem
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The Resource Problem. Resources and Priorities Project 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. - PowerPoint PPT PresentationTRANSCRIPT
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1ISE 491 - Ch. 8
The Resource Problem
Resources and Priorities Project 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.
Resource-Constrained Scheduling Resource leveling (or smoothing) involves attempting
to even out demands on resources by using slack (delaying noncritical activities) to manage resource utilization.
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2ISE 491 - Ch. 8
Types of Project Constraints Technical or Logic Constraints
Constraints related to the networked sequence in which project activities must occur
Resource Constraints The absence, shortage, or unique interrelationship
and interaction characteristics of resources that require a particular sequencing of project activities
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3ISE 491 - Ch. 8
Constraint Examples
FIGURE 8.2
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4ISE 491 - Ch. 8
A third constraint: Physical
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5ISE 491 - Ch. 8
Kinds of resource constraints
People
skills, availability, priorities
Materials
availability, delivery schedule
Equipment
capability, availability, scheduling
Working Capital
availability, reliability, timing
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6ISE 491 - Ch. 8
Classification of a scheduling problem
Classification of Problem Using a priority matrix will help determine if the project is
time or resource constrained
Time Constrained Project A project that must be completed by an imposed date
Time is fixed, resources are flexible: additional resources are required to ensure project meets schedule.
Resource Constrained Project A project in which the level of resources available cannot
be exceeded Resources are fixed, time is flexible: inadequate resources will
delay the project.
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7ISE 491 - Ch. 8
Resource allocation methods
Limiting Assumptions Splitting activities is not allowed—once an activity is
start, it is carried to completion. Level of resource used for an activity cannot be
changed. Activities with the most slack pose the least risk. Reduction of flexibility does not increase risk. The nature of an activity (easy, complex) doesn’t
increase risk.
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8ISE 491 - Ch. 8
Resource allocation methods (cont’d)
Time-Constrained Projects
Projects that must be completed by an imposed date
Require the use of leveling techniques that focus on balancing or smoothing resource demands by using positive slack (delaying noncritical activities) to manage resource utilization over the duration of the project
Peak resource demands are reduced.
Resources over the life of the project are reduced.
Fluctuation in resource demand is minimized.
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9ISE 491 - Ch. 8
Example: Botanical Garden project
Resource: backhoe costs associated with use competition for the resource
FIGURE 8.3
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10ISE 491 - Ch. 8
Botanical Garden (cont’d)
FIGURE 8.3 (cont’d)
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11ISE 491 - Ch. 8
Resource allocation methods (cont’d)
Resource demand leveling techniques for 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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12ISE 491 - Ch. 8
Resource allocation methods (cont’d)
Resource-constrained projects Projects that involve resources that are limited in
quantity or by their availability Scheduling of activities requires the use of 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 that starts at the first time period of the
project and schedules period-by-period any activities scheduled to start using the three priority rules
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13ISE 491 - Ch. 8
Example: Resource-constrained schedule Resource constraint: 3 programmers
FIGURE 8.4
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14ISE 491 - Ch. 8
Resource-constrained schedule Resource load chart (no constraints showing)
FIGURE 8.4 (cont’d)
ES resource load chartES resource load chartES resource load chartES resource load chart
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15ISE 491 - Ch. 8
Resource-constrained schedule (cont.)
Going from period to period, schedule activities according to the rules (see pg. 241)
FIGURE 8.4 (cont’d)
Resource-constrained schedule through period 2–3Resource-constrained schedule through period 2–3Resource-constrained schedule through period 2–3Resource-constrained schedule through period 2–3
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16ISE 491 - Ch. 8
Resource-constrained schedule (cont.)
FIGURE 8.5
Resource-constrained schedule through period 5–6Resource-constrained schedule through period 5–6Resource-constrained schedule through period 5–6Resource-constrained schedule through period 5–6
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17ISE 491 - Ch. 8
Resource-constrained schedule (cont.)
Final schedule shows delay in project completion and loss of flexibility
FIGURE 8.5 (cont’d)
Final resource-constrained scheduleFinal resource-constrained scheduleFinal resource-constrained scheduleFinal resource-constrained schedule
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18ISE 491 - Ch. 8
Resource-constrained schedule (cont.)
FIGURE 8.5 (cont’d)New, resource-constrained networkNew, resource-constrained networkNew, resource-constrained networkNew, resource-constrained network