暨南大学《项目管理》chapter 8 scheduling resources and costs.ppt
《暨南大学《项目管理》chapter 8 scheduling resources and costs.ppt》由会员分享,可在线阅读,更多相关《暨南大学《项目管理》chapter 8 scheduling resources and costs.ppt(73页珍藏版)》请在三一文库上搜索。
1、管理学院 School of Management,佟瑞 Edward Tong, MPM,MBA,2019/7/1,1,Edward TongCopyright reserved Jinan University,83,Where We Are Now,84,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
2、 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.,85,Project Planning Process,FIGURE 8.1,86,The Resource Problem (contd),Resource
3、 Smoothing (or Leveling) Involves attempting to even out varying demands on resources by using slack (delaying noncritical activities) to manage resource utilization when resources are adequate over the life of the project. Resource-Constrained Scheduling The duration of a project may be increased b
4、y delaying the late start of some of its activities if resources are not adequate to meet peak demands.,87,Types of Project Constraints,Technical or Logic Constraints Constraints related to the networked sequence in which project activities must occur. Physical Constraints Activities that cannot occ
5、ur 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,
6、equipment,88,Constraint Examples,FIGURE 8.2,89,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 Must be completed by an imposed date. Time is fixed, resources are flex
7、ible: additional resources are required to ensure project 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.,810,Resource Allocation Methods,Limiting Ass
8、umptions Splitting 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 activi
9、ty (easy, complex) doesnt increase risk.,811,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 activities) to manage re
10、source 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.,812,Botanical Garden,FIGURE 8.3,813,Resource Allocation Methods (contd),Resource Demand Leveling Techniques for Tim
11、e-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.,814,Resource Alloca
12、tion Methods (contd),Resource-Constrained Projects Resources are limited in quantity or availability. Activities are scheduled using heuristics (rules-of-thumb) that focus on: Minimum slack Smallest (least) duration Lowest activity identification number The parallel method is used to apply heuristic
13、s 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.,815,Resource-Constrained Schedule through Period 23,FIGURE 8.4,816,Resource-Constrained Schedule through Period 23,FIGURE 8.4 (contd),81
14、7,Resource-Constrained Schedule through Period 23,FIGURE 8.4 (contd),818,Resource-Constrained Schedule through Period 56,FIGURE 8.5,819,Resource-Constrained Schedule through Period 56,FIGURE 8.5 (contd),820,Resource-Constrained Schedule through Period 56,FIGURE 8.5 (contd),821,Computer Demonstration
15、 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 eight design engineers who can be assigned to the project due to a shortage of design engineers and comm
16、itments to other projects.,822,EMR Project: Network View Schedule before Resources Leveled,FIGURE 8.6,823,EMR Project before Resources Added,FIGURE 8.7,824,EMR ProjectTime Constrained Resource Usage View, January 1523,FIGURE 8.8A,825,Resource Loading Chart for EMR Project, January 1523,FIGURE 8.8B,8
17、26,EMR Project Network View Schedule after Resources Leveled,FIGURE 8.9,827,EMR Project Resources Leveled,FIGURE 8.10,828,The Impacts of Resource-Constrained Scheduling,Reduces delay but reduces flexibility. Increases criticality of events. Increases scheduling complexity. May make the traditional c
18、ritical path no longer meaningful. Can break sequence of events. May cause parallel activities to become sequential and critical activities with slack to become noncritical.,829,Splitting,Splitting A scheduling technique use to get a better project schedule and/or increase resource utilization. Invo
19、lves 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. Is considered the major reason why projects fail to meet schedule.,830,Splitting Activities,FIGURE 8.11,8
20、31,Benefits of Scheduling Resources,Leaves time for consideration of reasonable alternatives: Cost-time tradeoffs Changes in priorities Provides information for time-phased work package budgets to assess: Impact of unforeseen events Amount of flexibility in available resources,832,Multiproject Resou
21、rce Schedules,Multiproject Scheduling Problems Overall project slippage Delay on 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 reso
22、urces required for multiple projects cause delays and schedule extensions.,833,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, fi
23、rst served for resources. Centralize project management: treat all projects as a part of a “megaproject.” Outsource projects to reduce the number of projects handled internally.,834,Direct Labor Budget Rollup ($000),FIGURE 8.12,835,Time-Phased Work Package Budget (Labor Cost Only),FIGURE 8.13,836,Tw
24、o Time-Phased Work Packages (Labor Cost Only),FIGURE 8.14,837,Patient Entry Project Network,FIGURE 8.15,838,Patient Entry Time-Phased Work Packages Assigned,FIGURE 8.16,839,CEBOO Project Monthly Cash Flow Statement,FIGURE 8.17,840,CEBOO Project Weekly Resource Usage Schedule,FIGURE 8.18,841,Key Term
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 项目管理 暨南大学项目管理chapter scheduling resources and costs 暨南大学 项目 管理 chapter
链接地址:https://www.31doc.com/p-3058162.html