CONSTRAINED RESOURCE SCHEDULING (CRS )

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

Approaches to CRS Heuristic MethodOptimization Model

Heuristic Methods PERT/CPM Analyze resource usage Identify priority rule Allocate the scarce resource  Results are good enough for many purposes  Used for large, non linear, complex problems

As soon as possible As late as possible Shortest task first Most Resources first Most critical followers Most Successors Arbitrary Common Priority Rules  Minimum Schedule slippage  Best utilization of facilities  Minimum system occupancy time Minimum slack first

Optimizing Method  Mathematical Programming  Enumeration

MULTI-PROJECT SCHEDULING AND RESOURCE ALLOCATION

Criterias of Project Scheduling  Schedule Slippage Most Important Time past a Project’s 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 inventory and cost of resources

Heuristic Techniques 1.Resource Scheduling Method  d ij = increase in duration resulting when activity j follows activity i =Max [0;EF i -LS j ]  EF i = early finish of activity i; LS j = latest start of activity j 2.Minimum Late Finish Time 3.Greatest Resource Demand  Priority= d j ∑r ij  d j = duration of activityr ij =per period requirement of resource i by activity j 4.Greatest Resource Utilization 5.Most Possible Jobs

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.”

The Problem: The amount of resources is limited in successive scheduling periods The Solution: Find a schedule best satisfying sequence and resource constraints A schedule minimizing overall duration of entire network

 Before allocation of resources, consider the quantity of resources available  Weist’s heuristic allocates resources to activities in order of their early start times  Depletion of resources before completing task lists results in delay of remaining task  We may borrow resources or deschedule currently active noncritical task

GOLDRATT’S CRITICAL CHAIN

The Problems  Thoughtless optimism o PM’s don’t accept lateness to be their fault o Ignore risk management  Capacity should be set to equal demand o Don’t 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 project o Given more time they delay near deadline

 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 make trouble  People need a reason to work hard o Project workers keep a lot of slack time o Cut back on time allowances  Game playing o Workers add extra time, resource and budget to their portion of work o Blaming each other

EXAMPLE The Inefficient Way A1 10 A2 30 A3 50 B1 20 B2 40 B3 60

EXAMPLE The Right Way A1 10 A2 20 A3 30 B1 40 B2 50 B3 60

The Critical Chain Scheduling on the basis of availability of scarce resources Addition of time buffers Duration should be decreased enough to avoid the “student syndrome” Activities to be carried out in parallel are not independent

 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

THE END OF CHAPTER 9

QUALITY ASSURANCE AGENCY

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.

Mission: “ To integrate the concept of quality assurance in higher learning 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.”

GOALS Policy making and developing practical guidelines of quality assurance in cross cutting areas of higher learning. Developing guidelines for establishing of Quality Enhancement Cells and Monitoring & Evaluation of these QEC’s. Capacity building to enhance the standards of quality assurance in higher education at national level.

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)

Location of Project: HEC (Main campus) Area to be served: Pakistan as a whole. People of all age groups and income levels. Cost Estimates: Total annual recurring budget Rs.19,700,000 Break down of 10,000,000 for 1,000,000 per QEC and 9,700,000 for QAA.

Functions of QAA Developing practical guidelines and policies for establishing QECs at public sector universities. Monitoring& Evaluation of all QECs. Evaluation of the activities and uniformity of pace and standards across country. Capacity building of all professional staff of Quality Enhancement Cells. Providing Foreign trained personnel as Master Trainers to the staff.

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.

Sr #ItemEstimated costFinancial allocation 1Capital cost3,660,000HEC and 10 relevant public universities 2Annual recurring cost of QAA during execution 9,400,000HEC 3Annual Recurring cost for 10 one million per QEC 10,000,00010 Relevant public Universities 4Total23,060,000

Sr#ItemsQuantity for (QECs) Estimated cost in Pak-Rs(i) Quantity for QAA Estimated cost Pak-Rs(ii) 2/QEC1,000, ,000 2Laptops1140,000 3Telephone/fax/mailIncluded in recurring cost Will be shared by the relevant per month 300,000 1/QEC100, ,000 5ScannerAs per requirement120,000 6FurnitureAs per requirement200,000As per requirement 200,000 7Papers/catridges200,000Cartridges for Professional Colour printer 200,000 8Motor vehicle for MD11,000,000 9Total of (i) & (ii) =3,660,000 1,500,0002,160,000

Sr#TitleNumberSalary 1Managing Director0180,000 2Programme Coordinator 0130,000 3Training Coordinator0125,000 4Data Analyst0110,000 5P.A/Stenographer018,000 6Naib-Qasid013,0000 7Driver014,000 8Total salaries per month 160,000 9Total salaries per annum 1,920,,000

18 months (6 months for preparatory work)

Quality Assurance Agency (QAA) is engaged in systematic implementation of quality enhancement procedures/criteria to attain improved levels of international compatibility and competitiveness at institutional and program level. Established in 2005, QAA is engaged in developing a viable and sustainable mechanism of quality assurance in the higher learning sector in order to meet the rising challenges of transforming the country into a knowledge economy.