《暨南大学项目管理chapter8schedulingresourcesand课件.ppt》由会员分享，可在线阅读，更多相关《暨南大学项目管理chapter8schedulingresourcesand课件.ppt（73页珍藏版）》请在三一文库上搜索。
1、暨南大学项目管理chapter8schedulingresourcesand,管理学院 School of Management,佟瑞 Edward Tong， MPM，MBA,暨南大学项目管理chapter8schedulingresourcesand,3,Where We Are Now,暨南大学项目管理chapter8schedulingresourcesand,4,The Resource Problem,Resources and Priorities Project network times are not a schedule until resources have been
2、 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.,暨南大学项目管理chapter8schedu
3、lingresourcesand,5,Project Planning Process,FIGURE 8.1,暨南大学项目管理chapter8schedulingresourcesand,6,The Resource Problem (contd),Resource Smoothing (or Leveling) Involves attempting to even out varying demands on resources by using slack (delaying noncritical activities) to manage resource utilization w
4、hen resources are adequate over the life of the project. Resource-Constrained Scheduling The duration of a project may be increased by delaying the late start of some of its activities if resources are not adequate to meet peak demands.,暨南大学项目管理chapter8schedulingresourcesand,7,Types of Project Const
5、raints,Technical or Logic Constraints Constraints related to the networked sequence in which project activities must occur. Physical Constraints Activities that cannot occur in parallel or are affected by contractual or environmental conditions. Resource Constraints The absence, shortage, or unique
6、interrelationship and interaction characteristics of resources that require a particular sequencing of project activities Kinds of Resource Constraints People, materials, equipment,暨南大学项目管理chapter8schedulingresourcesand,8,Constraint Examples,FIGURE 8.2,暨南大学项目管理chapter8schedulingresourcesand,9,Classi
7、fication 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 Must be completed by an imposed date. Time is fixed, resources are flexible: additional resources are required to ensure pro
8、ject meets schedule. Resource-Constrained Project Is one in which the level of resources available cannot be exceeded. Resources are fixed, time is flexible: inadequate resources will delay the project.,暨南大学项目管理chapter8schedulingresourcesand,10,Resource Allocation Methods,Limiting Assumptions Splitt
9、ing 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, compl
10、ex) doesnt increase risk.,暨南大学项目管理chapter8schedulingresourcesand,11,Resource Allocation Methods (contd),Time-Constrained Projects Must be completed by an imposed date. Require use of leveling techniques that focus on balancing or smoothing resource demands. Use positive slack (delaying noncritical a
11、ctivities) 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.,暨南大学项目管理chapter8schedulingresourcesand,12,Botanical Garden,FIGURE 8.3,暨南大学项目管理chapter8schedu
12、lingresourcesand,13,Resource Allocation Methods (contd),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 t
13、hat occurs from reducing slack. Increases in the criticality of all activities.,暨南大学项目管理chapter8schedulingresourcesand,14,Resource Allocation Methods (contd),Resource-Constrained Projects Resources are limited in quantity or availability. Activities are scheduled using heuristics (rules-of-thumb) th
14、at focus on: Minimum slack Smallest (least) duration Lowest activity identification number The parallel method is used to apply heuristics An iterative process starting at the first time period of the project and scheduling period-by-period the start of any activities using the three priority rules.
15、,暨南大学项目管理chapter8schedulingresourcesand,15,Resource-Constrained Schedule through Period 23,FIGURE 8.4,暨南大学项目管理chapter8schedulingresourcesand,16,Resource-Constrained Schedule through Period 23,FIGURE 8.4 (contd),暨南大学项目管理chapter8schedulingresourcesand,17,Resource-Constrained Schedule through Period 23
16、,FIGURE 8.4 (contd),暨南大学项目管理chapter8schedulingresourcesand,18,Resource-Constrained Schedule through Period 56,FIGURE 8.5,暨南大学项目管理chapter8schedulingresourcesand,19,Resource-Constrained Schedule through Period 56,FIGURE 8.5 (contd),暨南大学项目管理chapter8schedulingresourcesand,20,Resource-Constrained Schedul
17、e through Period 56,FIGURE 8.5 (contd),暨南大学项目管理chapter8schedulingresourcesand,21,Computer Demonstration of Resource-Constrained Scheduling,EMR Project The development of a handheld electronic medical reference guide to be used by emergency medical technicians and paramedics. Problem There are only e
18、ight design engineers who can be assigned to the project due to a shortage of design engineers and commitments to other projects.,暨南大学项目管理chapter8schedulingresourcesand,22,EMR Project: Network View Schedule before Resources Leveled,FIGURE 8.6,暨南大学项目管理chapter8schedulingresourcesand,23,EMR Project bef
19、ore Resources Added,FIGURE 8.7,暨南大学项目管理chapter8schedulingresourcesand,24,EMR ProjectTime Constrained Resource Usage View, January 1523,FIGURE 8.8A,暨南大学项目管理chapter8schedulingresourcesand,25,Resource Loading Chart for EMR Project, January 1523,FIGURE 8.8B,暨南大学项目管理chapter8schedulingresourcesand,26,EMR
20、Project Network View Schedule after Resources Leveled,FIGURE 8.9,暨南大学项目管理chapter8schedulingresourcesand,27,EMR Project Resources Leveled,FIGURE 8.10,暨南大学项目管理chapter8schedulingresourcesand,28,The Impacts of Resource-Constrained Scheduling,Reduces delay but reduces flexibility. Increases criticality o
21、f events. Increases scheduling complexity. May make the traditional critical path no longer meaningful. Can break sequence of events. May cause parallel activities to become sequential and critical activities with slack to become noncritical.,暨南大学项目管理chapter8schedulingresourcesand,29,Splitting,Split
22、ting 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, then returning the resource to finish the interrupted work. Is feasible when startup and shutdown costs are low
23、. Is considered the major reason why projects fail to meet schedule.,暨南大学项目管理chapter8schedulingresourcesand,30,Splitting Activities,FIGURE 8.11,暨南大学项目管理chapter8schedulingresourcesand,31,Benefits of Scheduling Resources,Leaves time for consideration of reasonable alternatives: Cost-time tradeoffs Cha
24、nges in priorities Provides information for time-phased work package budgets to assess: Impact of unforeseen events Amount of flexibility in available resources,暨南大学项目管理chapter8schedulingresourcesand,32,Multiproject Resource Schedules,Multiproject Scheduling Problems Overall project slippage Delay o
25、n one project create delays for other projects Inefficient resource application The peaks and valleys of resource demands create scheduling problems and delays for projects. Resource bottlenecks Shortages of critical resources required for multiple projects cause delays and schedule extensions.,暨南大学
26、项目管理chapter8schedulingresourcesand,33,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 proj
27、ect management: treat all projects as a part of a “megaproject.” Outsource projects to reduce the number of projects handled internally.,暨南大学项目管理chapter8schedulingresourcesand,34,Direct Labor Budget Rollup ($000),FIGURE 8.12,暨南大学项目管理chapter8schedulingresourcesand,35,Time-Phased Work Package Budget (
28、Labor Cost Only),FIGURE 8.13,暨南大学项目管理chapter8schedulingresourcesand,36,Two Time-Phased Work Packages (Labor Cost Only),FIGURE 8.14,暨南大学项目管理chapter8schedulingresourcesand,37,Patient Entry Project Network,FIGURE 8.15,暨南大学项目管理chapter8schedulingresourcesand,38,Patient Entry Time-Phased Work Packages Ass
29、igned,FIGURE 8.16,暨南大学项目管理chapter8schedulingresourcesand,39,CEBOO Project Monthly Cash Flow Statement,FIGURE 8.17,暨南大学项目管理chapter8schedulingresourcesand,40,CEBOO Project Weekly Resource Usage Schedule,FIGURE 8.18,暨南大学项目管理chapter8schedulingresourcesand,41,Key Terms,Heuristic Planned value (PV) Resour
30、ce-constrained projects Smoothing Splitting Time-constrained projects Time-phased budget baseline,暨南大学项目管理chapter8schedulingresourcesand,1,Delaying noncritical activities to lower peak demand on resources is known as resourceA.ShiftingB.EffectivenessC.ManipulatingD.Resource smoothingE.Allocation,暨南大
31、学项目管理chapter8schedulingresourcesand,2.,If resources are not adequate to meet peak demands, the resulting reschedule is termedA.Resource-constrained schedulingB.Time-constrained schedulingC.Mandatory levelingD.Project resource adjustmentE.Allocation,暨南大学项目管理chapter8schedulingresourcesand,3.,Which of
32、the following is a potential consequence of failing to schedule limited resources?A.Costly activity delaysB.Costly project delaysC.Difficulty in taking quick corrective actionD.Both A and B are correctE.A, B, and C are all correct,暨南大学项目管理chapter8schedulingresourcesand,4.,When developing a new softw
33、are package, the software must be designed, the code must be written, and the code must be tested. This is an example of a _ constraint.A.PhysicalB.TechnicalC.ResourceD.ScheduleE.Time,暨南大学项目管理chapter8schedulingresourcesand,5,Which of the following is not one of the types of project constraints?A.Phy
34、sicalB.TechnicalC.ResourceD.TimeE.All of these are types of project constraints,暨南大学项目管理chapter8schedulingresourcesand,6.,Sam the project engineer has been scheduled to run the product system test at the same time he is to build a marketing prototype. This is an example of a _ constraint.A.PhysicalB
35、.TechnicalC.ResourceD.SchedulingE.Time,暨南大学项目管理chapter8schedulingresourcesand,7.,Susan is to conduct environmental testing but the chamber cannot hold all the equipment that she wants to test. This is an example of a _ constraint.A.PhysicalB.TechnicalC.ResourceD.SchedulingE.Time,暨南大学项目管理chapter8sche
36、dulingresourcesand,8.,All of the following are kinds of resource constraints exceptA.MaterialsB.PeopleC.EquipmentD.InformationE.All of the above are resource constraints,暨南大学项目管理chapter8schedulingresourcesand,9.,Sam is trying to order the concrete needed to continue his project. However, the supplie
37、r wont be able to deliver it until next week. This is an example of a _ constraint.A.Working capitalB.PeopleC.EquipmentD.InformationE.Materials,暨南大学项目管理chapter8schedulingresourcesand,10,A special truck that George needs on his project has been scheduled on another project. This is a _ constraint.A.W
38、orking capitalB.PeopleC.EquipmentD.InformationE.Materials,暨南大学项目管理chapter8schedulingresourcesand,11,Most of the scheduling methods available today require the project manager to classify the project as either _ constrained or _ constrained.A.Time, qualityB.Quality, resourceC.Cost, timeD.Quality, cos
39、tE.Time, resource,暨南大学项目管理chapter8schedulingresourcesand,12,Reginas boss has told her that her project is very important. If the critical path is delayed, she will be given whatever she needs to get it back on schedule. Her project is _ constrained.A.TimeB.QualityC.CostD.PerformanceE.Resource,暨南大学项目
40、管理chapter8schedulingresourcesand,13.,In reviewing the status of her project with top management, Shirley was told that there only were two programmers that she could use for her project. Her project is _ constrained.A.TimeB.QualityC.CostD.PerformanceE.Resource,暨南大学项目管理chapter8schedulingresourcesand,
41、14,All resource leveling techniques involveA.Delaying noncritical activitiesB.Delaying critical activitiesC.Using negative slackD.Both A and C are correctE.A, B, and C are all correct,暨南大学项目管理chapter8schedulingresourcesand,15.,Scheduling time-constrained projects focuses on resourceA.DemandsB.Increa
42、sesC.AssumptionsD.UtilizationE.All are correct,暨南大学项目管理chapter8schedulingresourcesand,16.,The most widely used approach to apply heuristics, which have been found to consistently minimize project delay over a large variety of projects is theA.Parallel methodB.Resource methodC.MaterialsD.Both A and C
43、 are correctE.A, B, and C are all correct,暨南大学项目管理chapter8schedulingresourcesand,17,Resource leveling can provideA.Lower peak demandB.Reduced resource need over the life of the projectC.Reduced fluctuations in resource demandD.Both A and B are correctE.A, B, and C are all correct,暨南大学项目管理chapter8sch
44、edulingresourcesand,18,Jan is trying to reallocate resources in a time-constrained project to create smoother resource utilization with a low level of risk. She should move to activities with theA.Smallest durationB.Least slackC.Most slackD.Lowest identification numberE.Highest cost,暨南大学项目管理chapter8
45、schedulingresourcesand,19,In a resource-constrained project, which of the following is most likely to be changed?A.The completion dateB.The budgetC.Project qualityD.Both A and B are equally likelyE.A, B, and C are all equally likely,暨南大学项目管理chapter8schedulingresourcesand,20.,In a resource-constraine
46、d project, the first priority in assigning resources is usually given to activities with theA.Smallest durationB.Least slackC.Most slackD.Lowest identification numberE.Highest cost,暨南大学项目管理chapter8schedulingresourcesand,21,In a resource-constrained project the second priority in assigning resources
47、is usually given to activities with theA.Smallest durationB.Least slackC.Most slackD.Lowest identification numberE.Highest cost,暨南大学项目管理chapter8schedulingresourcesand,22.,The word Heuristics meansA.Resource constraintsB.FlexibilityC.The critical path changedD.Parallel activities become sequentialE.R
48、ule of thumb,暨南大学项目管理chapter8schedulingresourcesand,23.,Splitting an activity creates the following situation:A.More people working on the same activityB.There are possible startup and shutdown costsC.A resource may be moved from one activity to another and then backD.Both B and C are correctE.A, B,
49、 and C are all correct,暨南大学项目管理chapter8schedulingresourcesand,24.,The U.S. Forest Service snapshot from practice illustrated the importance ofA.Time constraintsB.Resource constraintsC.Cost constraintsD.Both B and C are correctE.A, B, and C are all correct,暨南大学项目管理chapter8schedulingresourcesand,25.,More common problems associated with managing multiproject resources include all of the following exceptA.Inefficient resource utilizationB.Delays in one project cause delays in other projectsC.Reducing downtime created by lack of tasks to perfo