Unit 5 Slide Lectures of 04/05/06 April 2017

Transcription

1 PROJECT AND COMMUNICATION MANAGEMENT Academic Year 2016/2017 PROJECT SCHEDULING, PROJECT DURATION AND PROJECT COMMUNICATION PLAN (CH. 8-9) Unit 5 Slide Lectures of 04/05/06 April 2017

2 Overview of the Resource Scheduling Problem Resources and Priorities Project network times are not a schedule 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-phased. 8 2

3 Project Planning Process FIGURE

4 The Resource Problem (cont d) 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 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. 8 4

5 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 occur 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, equipment 8 5

6 Constraint Examples FIGURE

7 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 flexible: 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. 8 7

8 Resource Allocation Methods Limiting Assumptions Splitting activities is not allowed once 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, complex) doesn t increase risk. 8 8

9 Resource Allocation Methods (cont d) 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 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. 8 9

10 Botanical Garden FIGURE

11 Resource Allocation Methods (cont d) 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 that occurs from reducing slack. Increases in the criticality of all activities. 8 11

12 Resource Allocation Methods (cont d) Resource-Constrained Projects Resources are limited in quantity or availability. Activities are scheduled using heuristics (rules-of-thumb) that focus on: 1. Minimum slack 2. Smallest (least) duration 3. 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. 8 12

13 Resource-Constrained Schedule through Period 2 3 FIGURE

14 Resource-Constrained Schedule through Period 2 3 FIGURE 8.4 (cont d) 8 14

15 Resource-Constrained Schedule through Period 2 3 FIGURE 8.4 (cont d) 8 15

16 Resource-Constrained Schedule through Period 5 6 FIGURE

17 Resource-Constrained Schedule through Period 5 6 FIGURE 8.5 (cont d) 8 17

18 Resource-Constrained Schedule through Period 5 6 FIGURE 8.5 (cont d) 8 18

19 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 eight design engineers who can be assigned to the project due to a shortage of design engineers and commitments to other projects. 8 19

20 EMR Project: Network View Schedule before Resources Leveled FIGURE

21 EMR Project before Resources Added FIGURE

22 EMR Project Time Constrained Resource Usage View, January FIGURE 8.8A 8 22

23 Resource Loading Chart for EMR Project, January FIGURE 8.8B 8 23

24 EMR Project Network View Schedule after Resources Leveled FIGURE

25 EMR Project Resources Leveled FIGURE

26 The Impacts of Resource-Constrained Scheduling Reduces delay but reduces flexibility. 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. 8 26

27 Splitting Splitting A scheduling technique for creating 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. Is considered the major reason why projects fail to meet schedule. 8 27

28 Splitting Activities FIGURE

29 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 8 29

30 Multiproject Resource Schedules Multiproject Scheduling Problems 1. Overall project slippage Delay on one project create delays for other projects. 2. Inefficient resource application The peaks and valleys of resource demands create scheduling problems and delays for projects. 3. Resource bottlenecks Shortages of critical resources required for multiple projects cause delays and schedule extensions. 8 30

31 Multiproject Resource Schedules (cont d) 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 project management: treat all projects as a part of a megaproject. Outsource projects to reduce the number of projects handled internally. 8 31

32 Using the Resource Schedule to Develop a Project Cost Baseline Why a Time-Phased Budget Baseline Is Needed To determine if the project is on, ahead, or behind schedule and over or under its budgeted costs? To know how much work has been accomplished for the allocated money spent the project cost baseline (planned value, PV) Creating a Time-Phased Budget Assign each work package to one responsible person or department and deliverable. Compare planned schedule and costs using an integrative system called earned value. 8 32

33 Direct Labor Budget Rollup ($000) FIGURE

34 Time-Phased Work Package Budget (Labor Cost Only) FIGURE

35 Two Time-Phased Work Packages (Labor Cost Only) FIGURE

36 Patient Entry Project Network FIGURE

37 Patient Entry Time-Phased Work Packages Assigned FIGURE

38 CEBOO Project Monthly Cash Flow Statement FIGURE

39 CEBOO Project Weekly Resource Usage Schedule FIGURE

40 Key Terms Heuristic Leveling Planned value (PV) Resource-constrained projects Resource smoothing Splitting Time-constrained projects Time-phased budget baseline 8 40

41 Rationale for Reducing Project Duration Time Is Money: Cost-Time Tradeoffs Reducing the time of a critical activity usually incurs additional direct costs. Cost-time solutions focus on reducing (crashing) activities on the critical path to shorten overall duration of the project. Reasons for imposed project duration dates: Time-to-market pressures Unforeseen delays Incentive contracts (bonuses for early completion) Imposed deadlines and contract commitments Overhead and public goodwill costs Pressure to move resources to other projects 9 41

42 Options for Accelerating Project Completion Resources Not Constrained Adding resources Outsourcing project work Scheduling overtime Establishing a core project team Do it twice fast and then correctly Resources Constrained Fast-tracking Critical-chain Reducing project scope Compromise quality 9 42

43 Explanation of Project Costs Project Indirect Costs Costs that cannot be associated with any particular work package or project activity. Supervision, administration, consultants, and interest Costs that vary (increase) with time. Reducing project time directly reduces indirect costs. Project Direct Costs Normal costs that can be assigned directly to a specific work package or project activity. Labor, materials, equipment, and subcontractors Crashing activities increases direct costs. 9 43

44 Reducing Project Duration to Reduce Project Cost Identifying direct costs to reduce project time Gather information about direct and indirect costs of specific project durations. Search critical activities for lowest direct-cost activities to shorten project duration. Compute total costs for specific durations and compare to benefits of reducing project time. 9 44

45 Project Cost Duration Graph FIGURE

46 Constructing a Project Cost Duration Graph Find total direct costs for selected project durations. Find total indirect costs for selected project durations. Sum direct and indirect costs for these selected project durations. Compare additional cost alternatives for benefits. 9 46

47 Constructing a Project Cost Duration Graph Determining Activities to Shorten Shorten the activities with the smallest increase in cost per unit of time. Assumptions: The cost relationship is linear. Normal time assumes low-cost, efficient methods to complete the activity. Crash time represents a limit the greatest time reduction possible under realistic conditions. Slope represents a constant cost per unit of time. All accelerations must occur within the normal and crash times. 9 47

48 Activity Graph FIGURE

49 Cost Duration Trade-off Example FIGURE

50 Cost Duration Trade-off Example (cont d) FIGURE 9.3 (cont d) 9 50

51 Cost Duration Trade-off Example (cont d) FIGURE

52 Cost Duration Trade-off Example (cont d) FIGURE 9.4 (cont d) 9 52

53 Summary Costs by Duration FIGURE

54 Project Cost Duration Graph FIGURE

55 Practical Considerations Using the Project Cost Duration Graph Crash Times Linearity Assumption Choice of Activities to Crash Revisited Time Reduction Decisions and Sensitivity 9 55

56 What if Cost, Not Time Is the Issue? Commonly Used Options for Cutting Costs Reducing project scope Having owner take on more responsibility Outsourcing project activities or even the entire project Brainstorming cost savings options 9 56

57 Key Terms Crashing Crash point Crash time Direct costs Fast-tracking Indirect costs Outsourcing Project cost duration graph 9 57

58 Project Priority Matrix: Whitbread Project FIGURE C