TM 665 Project Planning

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TM 665Project Planning Control Dr. Frank
Joseph Matejcik
4th Session 2/09/04 Chapter 9 Resource
Allocation File 2

• South Dakota School of Mines and Technology,
  Rapid City

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MSP Gantt with Resources, Fig. 9-10
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MSP Load Diagram, Showing Resource Conflict,
Figure 9-11
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MSP Load Diagram, Leveled, Figure 9-12
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Network for Resource Load Simulation, Figure 9-13
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Load Chart, Figure 9-14
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Task a Decomposed, Figure9-15
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Hierarchy of Gantt Charts, Figure 9-16
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Sources and Uses of Resources, Figure 9-17
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Project Life Cycles, Figure 9-18
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Flow Diagram for SPAR-1, Fig. 9-19
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Goldratts Critical Chain

• There are systemic problems that plague project
  schedule performance
• These problems are not randomly distributed
• If they were random, there would be as many
  projects finishing early as late

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Some Systemic Causes of Late Projects

• 1. Thoughtless Optimism
• Overpromising at project start
• Success-oriented schedules
• Lack of management reserves
• 2. Setting capacity equal to demand
• Ignoring concepts of resource loadingand leveling

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Some Systemic Causes of Late Projects (contd)

• 3. The Student Syndrome
• Delaying start of non-critical tasks
• Parkinsons Law Work expands to fill the time
  available
• 4. Multitasking to reduce idle time
• Switching back and forth between projects
  creates delays

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Some Systemic Causes of Late Projects (concluded)

• 5. Complexity of schedule drives delay
• Uncertainty and complex paths join to make
  trouble
• 6. People need reason to strive
• Theres often no advantage seen to finishing
  early
• 7. Game playing
• E.g., lower levels pad estimates, senior
  management slashes them
• Both can be equally arbitrary

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Summary

• The critical path method (CPM) is a network
  constructed in the same manner as PERT but
  considers the possibility of adding resources to
  tasks to shorten their duration
• The resource allocation problem is concerned with
  determining the best trade-offs between available
  resources, including time, throughout the
  duration of the project

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Summary

• Resource loading is the process of calculating
  the total load from project tasks on each
  resource for each time period of the projects
  duration
• Resource leveling is concerned with evening out
  the demand for various resources required in a
  project by shifting tasks within their slack
  allowances

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Summary

• There are two basic approaches to addressing the
  constrained resources allocation problem
• Heuristic methods
• Optimizing methods
• For multiproject scheduling, three important
  measures of effectiveness are schedule slippage,
  resource utilization, and level of in-process
  inventory

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Summary

• When a new project is added to a multiproject
  system, the amount of slippage is directly
  related to the average resource load
• Mathematical programming models for multiproject
  scheduling aim to either minimize total
  throughput time for all projects, minimize the
  completion time for all projects, or minimize
  total lateness for all projects