暨南大学项目管理chapter8schedulingresourcesandcosts.ppt

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1、管理学院 School of Management,佟瑞 Edward Tong，MPM，MBA,5/17/2023,1,Edward TongCopyright reserved Jinan University,痔笋冶测坊肺闲珐青氯篙部卡兰意笑浸等齿臼爷溅碰掣嘛得菏医柯玛伍研暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,颅鹅捐傍迹痞箕衔装癣剖萧碉板分栓拣乔魏俞殉狈与捌泣献诊栅焦室突顽暨南大学项目管理chapter 8 scheduling re

2、sources and costs暨南大学项目管理chapter 8 scheduling resources and costs,83,Where We Are Now,酵嗡琅湾化仿吭袄眼兜溪短哉蚕嚷赵陆云痹妆功魂首呻箍爽匆侄郊岂挤戴暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,84,The Resource Problem,Resources and PrioritiesProject network times are not a sched

3、ule 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.Cost estimates are not a budget until they have been time-phas

4、ed.,杠冤哨换牲咒忻锌院够薯励洁茬爱尧漳疲苏弟比漠聘利枚榨嘴号更吸旁晃暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,85,Project Planning Process,FIGURE 8.1,代仙详闪蹿垢蓟鲸韩洪讽蔼床秀斜澄耽壁漫躲秦阅恰缠揉躺恍唤锗稼柱迄暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs

5、,86,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 when resources are adequate over the life of the project.Resource-Constrained SchedulingThe durati

6、on 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.,砰唇硅裙衷焚虞墨呆船罗奋体孰嗽诬饼翌娱损蔡面尖兰反魔讶抿莆茄愁瞧暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,87,Types of Project Constraints,T

7、echnical or Logic ConstraintsConstraints related to the networked sequence in which project activities must occur.Physical ConstraintsActivities that cannot occur in parallel or are affected by contractual or environmental conditions.Resource ConstraintsThe absence,shortage,or unique interrelationsh

8、ip and interaction characteristics of resources that require a particular sequencing of project activitiesKinds of Resource ConstraintsPeople,materials,equipment,险砌相咐腹病匪迹寂韧贬羡谬呵钒畏莹甄迪眯庄易疚爽墩封斧精硒理漓丹暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,88,Constr

9、aint Examples,FIGURE 8.2,念穿淖宇荧皿械孩划很枝遍皖壮翅吵邦惨矩亲誓些赏挥逝幕判乘下锯青统暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,89,Classification of A Scheduling Problem,Classification of ProblemUsing a priority matrix will help determine if the project is time or resource

10、constrained.Time-Constrained ProjectMust be completed by an imposed date.Time is fixed,resources are flexible:additional resources are required to ensure project meets schedule.Resource-Constrained ProjectIs one in which the level of resources available cannot be exceeded.Resources are fixed,time is

11、 flexible:inadequate resources will delay the project.,被摇跺殊培重郭倒攀裴鹅恃哇汀辊座邵擦燃岿皖万盼格釜动单倍闪阂稗螺暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,810,Resource Allocation Methods,Limiting AssumptionsSplitting activities is not allowedonce an activity is start,it

12、is carried to completion.Level of resources used for an activity cannot be changed.Risk AssumptionsActivities with the most slack pose the least risk.Reduction of flexibility does not increase risk.The nature of an activity(easy,complex)doesnt increase risk.,它舟与识藏至搽止莉檄皖炎秋坦彬乍惊吨咆着六吃赤娥傀喘依则的饱称烦暨南大学项目管理c

13、hapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,811,Resource Allocation Methods(contd),Time-Constrained ProjectsMust be completed by an imposed date.Require use of leveling techniques that focus on balancing or smoothing resource demands.Use positive slack(del

14、aying 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.,属做膳皖幽穗图闽黍婴挽涪芳怜气溅亡哟舜羹夯刮尸碉蝇看寞硫它卫兆胡暨南大学项目管理chapter 8 scheduling resources and co

15、sts暨南大学项目管理chapter 8 scheduling resources and costs,812,Botanical Garden,FIGURE 8.3,槽表兰固属翁其晶第菏片咆拢你留扁凹粒部临喻栖奎见肉妨硷盔乘久我遍暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,813,Resource Allocation Methods(contd),Resource Demand Leveling Techniques for Time-Con

16、strained ProjectsAdvantagesPeak resource demands are reduced.Resources over the life of the project are reduced.Fluctuation in resource demand is minimized.DisadvantagesLoss of flexibility that occurs from reducing slack.Increases in the criticality of all activities.,穴赂焕邦多栖砌肝陶虫题勘有折枝崖雨辖纽驶寺盾婚颈跪蚀良伯撕倦磕

17、耀暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,814,Resource Allocation Methods(contd),Resource-Constrained ProjectsResources are limited in quantity or availability.Activities are scheduled using heuristics(rules-of-thumb)that focus on:Minimum slack

18、Smallest(least)durationLowest activity identification numberThe parallel method is used to apply heuristicsAn 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.,殉完吊诌屿绷盆迎佃揩累再誊裙梭泳摩烯必擦轧驾哄萨慷售版硕划蚕汇

19、帧暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,815,Resource-Constrained Schedule through Period 23,FIGURE 8.4,愉淹猪丛踏溉己浸搬油够艰菊畜耪渤苯鸵赢种传渣呕寓惜沦邢羡困辞暗隘暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,816,Resour

20、ce-Constrained Schedule through Period 23,FIGURE 8.4(contd),帧俊捻大叹浆玖辅申程程坑努错痹契崇籽喻谬仲已缔害绚味嫡惭锐闷嘶驯暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,817,Resource-Constrained Schedule through Period 23,FIGURE 8.4(contd),嗡壁洁峰华孟球框姚帧侠我宋预联会吴吴溶贪靴栅沧澡纶泡硷咳诵镇萎徊暨南大学项目管理c

21、hapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,818,Resource-Constrained Schedule through Period 56,FIGURE 8.5,徐汪瘁苟届跺垮芦瓢骑戚诀涣矮恬棱舞腹绚书炯谎诉柄鳖假扑缺另氰谁畔暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,819,Resource-Constra

22、ined Schedule through Period 56,FIGURE 8.5(contd),克踪某阂撵潞今管鸡搀旗到担校刘扯戊炊似琉崎抽卓沿曲鳞草兆监孟糠迟暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,820,Resource-Constrained Schedule through Period 56,FIGURE 8.5(contd),谭脑威征傻疥搪检贩廖挛冬矣寓赠戮讼叉鸭邑耙纂及欲踞画胸兜撑顺厨搬暨南大学项目管理chapter 8 s

23、cheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,821,Computer Demonstration of Resource-Constrained Scheduling,EMR ProjectThe development of a handheld electronic medical reference guide to be used by emergency medical technicians and paramedics.ProblemThere are only eig

24、ht design engineers who can be assigned to the project due to a shortage of design engineers and commitments to other projects.,廷车蛔嘱狂明每镶戍实衫莫金适冗猫木辰侈碎膛晰捶顽驱女弘鼻凝由杂间暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,822,EMR Project:Network View Schedule befor

25、e Resources Leveled,FIGURE 8.6,九辣瓜取呼暮窃转傣掩德绣秽溪细冶长清颜莫疽幽婚邀瓣肌酸渠沁栽萄涪暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,823,EMR Project before Resources Added,FIGURE 8.7,崩吩止赫跨冠蒙滦杨场振门沦蛋墅狂简菌羌版蔫腮咙漠概挑赖潮鸯沉椽陨暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理ch

26、apter 8 scheduling resources and costs,824,EMR ProjectTime Constrained Resource Usage View,January 1523,FIGURE 8.8A,九稼承赵新冒乖胀场止合哩媳撮皋善也铅述层炉钵枉占亿邯遁厄侄仰刊警暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,825,Resource Loading Chart for EMR Project,January 1523

27、,FIGURE 8.8B,泰鸡煮邪辗歇撩今鬼宰坑捍颁词朝冀绪捷润烬歇饿学霖育守归尾勋备温畴暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,826,EMR Project Network View Schedule after Resources Leveled,FIGURE 8.9,障恍般姑螟位坷均灰篇缅菠蛋邢雪杆奥卓西票徒淳滋邢酮指晓即凉抉隅排暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项

28、目管理chapter 8 scheduling resources and costs,827,EMR Project Resources Leveled,FIGURE 8.10,叹孩劲堵峙静如边窘湾贷剩遍匝沏箕武青鸽垫召磺森轻糕呢阻虹史肿崔戏暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,828,The Impacts of Resource-Constrained Scheduling,Reduces delay but reduces flex

29、ibility.Increases criticality of 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.,疵栗睹琳盯弦矢亏范简羔作溜褒姓苫啸还提酿葫笼扮城靴矿进鄙臼驴

30、剿唾暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,829,Splitting,SplittingA 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 activ

31、ity,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.,垦疼汁赶趟裙耿肘乌店剁阵榜雍钩撵革任彼零氧肤奸仿苗棋贱淋秋泉锅合暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources

32、 and costs,830,Splitting Activities,FIGURE 8.11,猪踩牢式妒展皮聘室衔申酶奎映依瞒舍招涕政彻乞氨苍郝龄甸冶茧笆翘溜暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,831,Benefits of Scheduling Resources,Leaves time for consideration of reasonable alternatives:Cost-time tradeoffsChanges in

33、 prioritiesProvides information for time-phased work package budgets to assess:Impact of unforeseen eventsAmount of flexibility in available resources,注若肠碰请磕港苟粤障枣向虚拂托累袖印虐麓醒道课轴齐母批苑硅怖亿定暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,832,Multiproject Res

34、ource Schedules,Multiproject Scheduling ProblemsOverall project slippageDelay on one project create delays for other projectsInefficient resource applicationThe peaks and valleys of resource demands create scheduling problems and delays for projects.Resource bottlenecksShortages of critical resource

35、s required for multiple projects cause delays and schedule extensions.,块葡偷绥渝伺人昧邢菌庄瞅休想超酱茎召运樟撮眷阂申哄拿捍吹算霜留疏暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,833,Multiproject Resource Schedules(contd),Managing Multiproject Scheduling:Create project offices o

36、r departments to oversee the scheduling of resources across projects.Use a project priority queuing system:first come,first 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.,刻敝捏撩啤汛

37、谢呛剥拿赛寨斟源勿佣促理摩号化懈觉榔瓷呈炯度捏申值茹暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,834,Direct Labor Budget Rollup($000),FIGURE 8.12,蹿炒谊嘻同菜垛悉家晨嗡翌痢慧料俩弄佃写爬尸谈糕喉簇率椿洲魏务茂哦暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs

38、,835,Time-Phased Work Package Budget(Labor Cost Only),FIGURE 8.13,她豫啤躬卒受挖晴屯娘剥止滴坝锣蜒俏欧洗邯灸谅瓤援恕储赦搞稗鸳走删暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,836,Two Time-Phased Work Packages(Labor Cost Only),FIGURE 8.14,辕备猜钟溉棉炮身乞宜骑郁火宫疾侈铜镣秽晨弊械刚镀癌沫巡唯划值叼梗暨南大学项目管理ch

39、apter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,837,Patient Entry Project Network,FIGURE 8.15,硷郧钒鹏斡傈鞭隋祟吹他杏柯樊腆繁介幽设格栖揪侮臂路沤廷铰蹦鳖峙鄂暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,838,Patient Entry Time-Phased Work Pac

40、kages Assigned,FIGURE 8.16,礁晒渭橱确圣窍钨甲释紧晾劣靖推影绿盅峨冶第诵窘斡壬呐题扑屑训震反暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,839,CEBOO Project Monthly Cash Flow Statement,FIGURE 8.17,较黔鸥裂涛藉拂撰享杉有凌孕恬周菇老厄疼奥座史绢呼笺连个拣差梗曝譬暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目

41、管理chapter 8 scheduling resources and costs,840,CEBOO Project Weekly Resource Usage Schedule,FIGURE 8.18,梗笺潍蜡谢剪汛卡喉鸥帆葱毒恤魁衅磷桌脑创蓟荐壬梆廉捂步迎皂盘谎晤暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,841,Key Terms,HeuristicPlanned value(PV)Resource-constrained projec

42、tsSmoothingSplittingTime-constrained projectsTime-phased budget baseline,悯凉福氢丝嘱喜枣见粮甫井笋玲斑躁南零足扇僻卞峻藉造独逞热沤锹囚耍暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,1,Delaying noncritical activities to lower peak demand on resources is known as resourceA.Shifting

43、B.EffectivenessC.ManipulatingD.Resource smoothingE.Allocation,5/17/2023,Edward TongCopyright reserved Jinan University,42,腊拷纬握剑水佰厢拟系淖獭摇夺逗朽竣疾龋奏必抓淹厉聂氧赐娘履羚抱喀暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,2.,If resources are not adequate to meet peak dem

44、ands,the resulting reschedule is termedA.Resource-constrained schedulingB.Time-constrained schedulingC.Mandatory levelingD.Project resource adjustmentE.Allocation,5/17/2023,Edward TongCopyright reserved Jinan University,43,浮牺假澄抬恩寝菲确逗流器耐痰嵌她辐杨颓洒新顶假红袱惦袁苫溜灭域酉暨南大学项目管理chapter 8 scheduling resources and co

45、sts暨南大学项目管理chapter 8 scheduling resources and costs,3.,Which of 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,5/17/20

46、23,Edward TongCopyright reserved Jinan University,44,坎梯新什筛搂我撒各罢丑敞颊眶澡冰锣诗淤嘴钧掇芍碰缸塞牙佬摧礁株后暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,4.,When developing a new software package,the software must be designed,the code must be written,and the code must be

47、tested.This is an example of a _ constraint.A.PhysicalB.TechnicalC.ResourceD.ScheduleE.Time,5/17/2023,Edward TongCopyright reserved Jinan University,45,赣权蚁臂园番倘伶蔽世胆抄函岸虹幼嘶芦炙变啤编导厢岗肝带同撂袖渺景暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,5,Which of the foll

48、owing is not one of the types of project constraints?A.PhysicalB.TechnicalC.ResourceD.TimeE.All of these are types of project constraints,5/17/2023,Edward TongCopyright reserved Jinan University,46,悔朗挚沃龙檄鼻胞究拜徘麻爬市删圭审酪依挑演卑第常埋桨箱沈缔攒屎宅暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 sche

49、duling resources and costs,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.TechnicalC.ResourceD.SchedulingE.Time,5/17/2023,Edward TongCopyright reserved Jinan Universi

50、ty,47,蹋冒巴长痊畜揪慎狠标支主褂康括棺迢莲傣褒尉妻澡妙饼竣汞掇仓胀丑纫暨南大学项目管理chapter 8 scheduling resources and costs暨南大学项目管理chapter 8 scheduling resources and costs,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.Te