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Resource analysis 1

Resource analysis 1. Project management ( seminar ). Introduction. Sometimes one or more resources (especially skilled workers) are equally or more important than time. According to priority, there are: time-limited and resource-limited

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Resource analysis 1

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  1. Resource analysis 1 Project management (seminar)

  2. Introduction • Sometimes one or more resources (especially skilled workers) are equally or more important than time. According to priority, there are: • time-limited and • resource-limited projects. Priority can change over time but it is not wise to have double priorities. • Basic tools came from production engineering: loading (resource allocation)

  3. Resources • Definition: anything that is scarce and required for any activity in the project. Resources are constraints for the project. • Resources can be: • Non-storable: has to be renewed for each periode.g. work • Storable: depleted only by usage (remains available if not used)e.g. money • The most common resource typology, the 4Ms: • Men • Machines • Money (cost) • Material • Other

  4. Loading (resource allocation) • The assignment of work to an worker, machine or unit (generally: to a workstation) in time. • A workstation can be: • underloaded (load < capacity) • fully loaded (load = capacity) • overloaded (load > capacity) • Fully loading is nearly impossible to reach except in flow production. • Underloading is the most common, because it respects time. Overloading leads to be late.

  5. Defining resources for projects • SOW • WBS • Task list • Resource needs given in resource-hours (e.g. man-hour, machine-hour) • Two forms of resource specification: • Rate-constant (can be changed to a constant function/patter): constant usage rate defines the duration, too • Total constant: to finish the activity

  6. What to do with non-linear duration-resource functions? • Use a computer • Focus on quasi-linear parts of the functions

  7. Capacity • Be realistic: • Usual efficiency • Estimated absenteeism, sickness, holidays • Existing commitments • Ancillary tasks and their resource needs • Any additional constraints (like methodology) and limitations (like work contracts) • Also calculate with the possibilities (cost, time, trade-offs) to increase capacity

  8. Defining resources for projects 2 • SOW • WBS • Task list • Logical connections (PNT) • Gantt chart and histogram • Levelling

  9. Using the bar chart • Set up and analyse the network • Assign the resource data to the activities • Draw the Gantt chart • Aggregate each resource time period by time period throughout the total project • Cumulating (Summation or S Curve): • Use levelling the load for optimization

  10. 0 0 0 5 0 0 3 e (1) c(3) a(1) START (0) FINISH (0) b (4) d(2) 10 13 0 2 0 0 2 5 0 0 0 0 3 0 13 5 7 2 13 10 0 5 5 3 8 0 2 0 0 13 5 5 10 0 2 0 13 10 2 10 13 10 Network with single resource data

  11. Aggregation with a bar chart(single resource, earliest start)

  12. Aggregation with a bar chart(single resource, latest start)

  13. The S Curve analysis • The minimum slope level is the less ‘critical’ from the viewpoint of availability

  14. S Curve of the example

  15. Scheduling with constraints Three approaches: • Allocation: Activities are scheduled so that an initially defined limit of resources or time is not exceeded. • Levelling: A previously generated schedule must be given. Then it levels out the peaks and troughs without changing the TPT. • Smoothing: A start time, a TPT and resource priorities.

  16. Other possibilities • Alternative resources • Alternative methods • Alternative sequences (if there is no technical dependency)

  17. Levelling the load • We must have a starting allocation of activities over time and a resource constraint (previous example). • Trying to keep the original TPT unchanged means that critical activities should not be moved. Thus try to move activities with free float.

  18. Solution • There are only 2 activities with free float: b & d • Which one to move and to where? • Movingactivityd 3 daysinadvance is eliminatingthepeak.

  19. S Curve

  20. 0 0 0 0 0 0 0 START (0) d(2) FINISH (0) b (4) e (1) c(3) a(1) 13 10 0 0 5 0 2 0 0 0 0 0 0 0 13 0 10 2 10 5 13 0 5 5 3 8 0 2 10 0 5 13 0 0 2 10 0 5 13 10 2 13 Effect of levelling • New „activity”: waiting for the resource(it is a lag, not a true activity) • Changes: new precedence relationship, floats, late start and finish times

  21. Reading • Lockyer – Gordon (2005): Chapter 17

  22. Thanks for your attention

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