Upload
zainab-ali
View
220
Download
0
Embed Size (px)
Citation preview
8/4/2019 PM Chapter 9 Presentation
1/57
CHAPTER # 9
8/4/2019 PM Chapter 9 Presentation
2/57
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
8/4/2019 PM Chapter 9 Presentation
3/57
8/4/2019 PM Chapter 9 Presentation
4/57
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)
8/4/2019 PM Chapter 9 Presentation
5/57
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 . . .
8/4/2019 PM Chapter 9 Presentation
6/57
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
8/4/2019 PM Chapter 9 Presentation
7/57
Compute cost/time slope for eachexpeditable activity
Slope = crash cost normal costcrash time normal time
8/4/2019 PM Chapter 9 Presentation
8/57
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
8/4/2019 PM Chapter 9 Presentation
9/57
8/4/2019 PM Chapter 9 Presentation
10/57
8/4/2019 PM Chapter 9 Presentation
11/57
8/4/2019 PM Chapter 9 Presentation
12/579-12
8/4/2019 PM Chapter 9 Presentation
13/57
Different terms for similar concept
Fast-tracking (construction), Concurrentengineering (manufacturing)
Both refer to overlapping project phases
E.g., design/build, or build/test
8/4/2019 PM Chapter 9 Presentation
14/57
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
8/4/2019 PM Chapter 9 Presentation
15/57
9-15
8/4/2019 PM Chapter 9 Presentation
16/57
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 . . .
8/4/2019 PM Chapter 9 Presentation
17/57
9-17
8/4/2019 PM Chapter 9 Presentation
18/57
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
8/4/2019 PM Chapter 9 Presentation
19/57
9-19
8/4/2019 PM Chapter 9 Presentation
20/57
8/4/2019 PM Chapter 9 Presentation
21/57
8/4/2019 PM Chapter 9 Presentation
22/57
8/4/2019 PM Chapter 9 Presentation
23/57
9-23
8/4/2019 PM Chapter 9 Presentation
24/57
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
8/4/2019 PM Chapter 9 Presentation
25/57
CONSTRAINED RESOURCESCHEDULING (CRS)
8/4/2019 PM Chapter 9 Presentation
26/57
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
8/4/2019 PM Chapter 9 Presentation
27/57
Approaches to CRS
Heuristic Method
Optimization Model
8/4/2019 PM Chapter 9 Presentation
28/57
Heuristic Methods
PERT/CPM
Analyze
resource usage
Identifypriority rule
Allocate thescarceresource
Results are good enough for manypurposes
Used for large, non linear, complexproblems
8/4/2019 PM Chapter 9 Presentation
29/57
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
8/4/2019 PM Chapter 9 Presentation
30/57
Optimizing Method
Mathematical Programming
Enumeration
MULTI PROJECT
8/4/2019 PM Chapter 9 Presentation
31/57
MULTI-PROJECTSCHEDULING AND
RESOURCE ALLOCATION
8/4/2019 PM Chapter 9 Presentation
32/57
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
8/4/2019 PM Chapter 9 Presentation
33/57
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
8/4/2019 PM Chapter 9 Presentation
34/57
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.
8/4/2019 PM Chapter 9 Presentation
35/57
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
8/4/2019 PM Chapter 9 Presentation
36/57
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
8/4/2019 PM Chapter 9 Presentation
37/57
GOLDRATTS CRITICAL
CHAIN
8/4/2019 PM Chapter 9 Presentation
38/57
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
8/4/2019 PM Chapter 9 Presentation
39/57
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
8/4/2019 PM Chapter 9 Presentation
40/57
EXAMPLEThe Inefficient Way
A1 10
A2 30
A3 50
B1 20
B2 40
B3 60
EXAMPLE
8/4/2019 PM Chapter 9 Presentation
41/57
EXAMPLEThe Right Way
A1 10
A2 20
A3 30
B1 40
B2 50
B3 60
8/4/2019 PM Chapter 9 Presentation
42/57
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
8/4/2019 PM Chapter 9 Presentation
43/57
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
8/4/2019 PM Chapter 9 Presentation
44/57
THE END OF CHAPTER 9
8/4/2019 PM Chapter 9 Presentation
45/57
QUALITY ASSURANCE
AGENCY
8/4/2019 PM Chapter 9 Presentation
46/57
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.
8/4/2019 PM Chapter 9 Presentation
47/57
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.
8/4/2019 PM Chapter 9 Presentation
48/57
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.
8/4/2019 PM Chapter 9 Presentation
49/57
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)
8/4/2019 PM Chapter 9 Presentation
50/57
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.
8/4/2019 PM Chapter 9 Presentation
51/57
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.
8/4/2019 PM Chapter 9 Presentation
52/57
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.
8/4/2019 PM Chapter 9 Presentation
53/57
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
8/4/2019 PM Chapter 9 Presentation
54/57
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
8/4/2019 PM Chapter 9 Presentation
55/57
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
8/4/2019 PM Chapter 9 Presentation
56/57
18 months (6 months for preparatory work)
8/4/2019 PM Chapter 9 Presentation
57/57
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.