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PROJECT SCOPE, SCHEDULE, AND RESOURCE MANAGEMENT
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TRIPLE CONSTRAINTS Project Management Triple Constraints or “Iron Triangle” is a model of constraints of project management
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PROJECT SCOPE MANAGEMET
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SCOPE MANAGEMENT PROCESSES
Collect Requirements: Determining and documenting stakeholder needs Define Scope: Developing of detailed description of project and product Create WBS: Subdividing project deliverables and project work into smaller, more manageable parts
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WORK BREAKDOWN STRUCTURE (WBS)
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WHAT IS WBS? Project Management Inctitute (PMI) defines WBS as:
“A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables”
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WHAT IS WBS? Wikipedia defines WBS as:
“A work breakdown structure (WBS), in project management and systems engineering, is a deliverable oriented decomposition of a project into smaller components. It defines and groups a project's discrete work elements in a way that helps organize and define the total work scope of the project.” “A work breakdown structure element may be a product, data, service, or any combination.”
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WBS TYPES Approaches to break activities into detail by:
Product component approach Examples: Design documents, manuals, the running system, GUI, database, algorithms, etc. Functional approach Analysis, design, implementation, integration, testing, delivery, reviews, etc. Geographical area Examples: TUM team, CMU team, off-shore team, etc. Organizational approach Research, product development, marketing, sales, etc.
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WBS LEVELS Each level of WBS represents an increasingly detailed definition of project or product WBS lays out the individual elements that will construct the project Each element must be numbered Lowest level elements are called “Work Packages”
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WBS LEVELS AND NUMBERING
Major project deliverables or activities are identified Codes assigned to each WBS component Level 0 - project Level 1 - major deliverables or major activities or hybrid (mixture of deliverables & activities) Level 2 – Breakdown (details) of Level 1 Lebel n – Breakdown (details) of Level n-1 Final level – work packages
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WBS NUMBERING SYSTEM 1.0 1.2 1.3 1.4 1.2.1 1.2.2 1.2.3 1.3.1 1.3.2 The project is the overall project under development Deliverables are major project components Sub-deliverables are supporting deliverables Work Packages are individual project activities
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PRODUCT WBS
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PROCESS WBS
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WBS PURPOSE Project Scope: Shows all project activities and/or product sub-systems that will be necessary to do Project Chart: Shows structural hierarchy of project work to be done Project Time & Cost Estimation: Work packages are used to estimate time & cost, and they are rolled-up (aggregated) upwards Project Measurement & Control: Each work package is assigned a cost account, and its status is tracked
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WBS DESIGN Top-Down Bottom-Up Both Top-Down & Bottom-Up
Rolling Wave – greater decomposition occurs as project components becomes more defined over time Each level should contain around +/- 7 elements
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WORK PACKAGE Work packages should contain activities that are short in duration (1 or 2 weeks) Work package activities can be completed by an individual or a small team All work packages should be similar in size or effort needed unless work package is being outsourced to another company
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WBS REPRESENTATION Organization Chart (Tree-Structued like in previous examples) Indented List
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PROJECT TIME MANAGEMENT
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TIME MANAGEMENT PROCESSES
Define Activities: Identify specific actions to be performed in each work package Sequence Activities: Identifying relationships among activities Estimate Activity Resources: Estimate type of quantities of material, human resources, equipment, or supplies for each activity Estimate Activity Durations: Estimate number of hours to complete each activity Develop Schedule: Analyze activity sequences, durations, resource requirements, and schedule constraints to create schedule model
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DEFINE ACTIVITIES Break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling Activity definitions include description, name, identifier, Work Package ID, predessor & successor activities, leads & lags, resource requirements, imposed dates, constraints, and assumptions, person responsible, etc.
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ACTIVITIES IN MS PROJECT
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NETWORK DIAGRAM Provide a basis for planning and how to use the resources Identify the critical path and project completion time Identify where slacks (float) are Reveal interdependencies of activities Aid in risk analysis (what-if analysis)
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NETWORK DIAGRAM Identify relationships among activities to obtain greatest efficiency given all constraints Project network diagram is a schematic display that illustrates the various activities (or tasks) in a project as well as their sequential relationships Activity sequences can be sequential or parallel
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NETWORK DIAGRAM Precedence Diagramming Method (PDM) activities are represented by nodes and graphically linked by one or more logical relationships to show their sequences Activity-on-node (AON) is one method of representing PDM AON is used by most project management software tools
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NETWORK DIAGRAM
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MS PROJECT NETWORK DIAGRAM
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Project SchedulIng Terms
Successors Predecessors Network diagram Serial activities Concurrent activities Merge activities Burst activities Node Path Critical Path E D C B A F 11/19/2018
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SEQUENCE ACTIVITIES All activities must be linked to each other
Network diagrams flow from left to right An activity cannot begin until all preceding activities have been completed Each activity should have a unique identifier (number, letter, code, etc.) Looping is not permitted It is common to start from a single beginning and finish on a single ending node
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ActIvIty TYPES Serial activities flow from one to the next
Concurrent activities are accomplished at the same time Merge activities have two or more immediate predecessor Burst activities have two or more successor activities 11/19/2018
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SERIal ActIvItIes 11/19/2018
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Parallel ActIvItIES 11/19/2018
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Merge ActIvItIES Activity A Activity B Activity D Activity C
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Burst ActIvItIES Activity B Activity A Activity C Activity D
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ACTIVITY SEQUENCING Define project and all of its significant activities Develop relationship among activities Decide which activities must precede others Draw network connecting all of the activities Compute longest path which is the critical path Calculate activity slacks (float) Use network to help plan, schedule, and control
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CRITICAL PATH Path through network with longest duration
Shortest time a project can be completed Path may change from time to time as activities are completed ahead or behind schedule Path activities have zero total slack and least amount of scheduling flexibility Any delay on critical activities will delay project Project manager should watch critical path activities very carefully
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Forward Pass Forward pass determines Earliest Start (ES) an activity can begin and Earliest Finish (EF) it can complete There are 3 steps: Add all activity times along each path as we move through the network (ES + Duration = EF) Carry the EF time to the activity nodes immediately succeeding recently completed node. That EF becomes ES of next node, unless succeeding node is a merge point At a merge point, largest preceding EF becomes ES for that node (because earliest successor can begin is when all preceding activities have been completed) 11/19/2018
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Backward Pass The goal of backward pass is to determine each activity's Late Start (LS) and Late Finish (LF) times. There are 3 steps: Subtract activity times along each path LS = LF – Duration Carry back LS time to activity nodes immediately preceding successor node. That LS becomes LF of next node, unless preceding node is a burst node In case of a burst point, smallest succeeding LS becomes LF for that node (because latest a predecessor can finish is when any one of the successor activities should start) 11/19/2018
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Slack TIme (Float) Since there exists only one path through network that is longest, other paths must either be equal or shorter Therefore, there are activities that can be completed before time when they are actually needed The time between scheduled completion date and required date to meet critical path is referred as the slack time 11/19/2018
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Slack TIme (Float) Use of slack time provides better resource scheduling Provides warning signs i.e. if available slack begins to decrease, then activity is taking longer than anticipated. Slack time is equal to: LS – ES Or LF – EF 11/19/2018
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CRITICAL PATH EXAMPLE ACTIVITY DESCRIPTION IMMEDIATE PREDECESSORS A
Build internal components — B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install control system G Install air pollution device D, E H Inspect and test F, G
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EXPECTED TIME, t = [(a + 4m + b)/6]
CRITICAL PATH EXAMPLE ACTIVITY OPTIMISTIC, a MOST PROBABLE, m PESSIMISTIC, b EXPECTED TIME, t = [(a + 4m + b)/6] VARIANCE, [(b – a)/6]2 A 1 2 3 4/36 B 4 C D 6 16/36 E 7 36/36 F 9 64/36 G 11 5 H 25
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CRITICAL PATH EXAMPLE
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CRITICAL PATH EXAMPLE To find the critical path, we need to determine the following quantities for each activity in the network. Earliest start time (ES): the earliest time an activity can begin without violation of immediate predecessor requirements. Earliest finish time (EF): the earliest time at which an activity can end. Latest start time (LS): the latest time an activity can begin without delaying the entire project. Latest finish time (LF): the latest time an activity can end without delaying the entire project.
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CRITICAL PATH EXAMPLE A t = 2 ES = 0 EF = 0 + 2 = 2 Start B t = 3
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CRITICAL PATH EXAMPLE
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CRITICAL PATH EXAMPLE
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CRITICAL PATH EXAMPLE A 2 Yes B 3 1 4 No C D 7 8 E F 10 13 6 G H 15
ACTIVITY EARLIEST START, ES EARLIEST FINISH, EF LATEST START, LS LATEST FINISH, LF SLACK, LS – ES ON CRITICAL PATH? A 2 Yes B 3 1 4 No C D 7 8 E F 10 13 6 G H 15
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CRITICAL PATH EXAMPLE
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CRITICAL PATH EXAMPLE The critical path analysis helped to determine the expected project completion time of 15 weeks But variation in activities on the critical path can affect overall project completion, and this is a major concern PERT uses the variance of critical path activities to help determine the variance of the overall project
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CRITICAL PATH EXAMPLE Optimistic Time: time an activity will take if everything goes well. There should be only a small probability, say 1/100 of this happening Pessimistic Time: time an activity will take if nothing goes well. There should be only a small probability, say 1/100 of this happening Most Likely: Most realistic time estimate to complete an activity
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PERT TIME ESTIMATES ∑ variances of activities on the critical path
Project variance = ∑ variances of activities on the critical path
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EXPECTED TIME, t = [(a + 4m + b)/6]
PERT TIME ESTIMATES ACTIVITY OPTIMISTIC, a MOST PROBABLE, m PESSIMISTIC, b EXPECTED TIME, t = [(a + 4m + b)/6] VARIANCE, [(b – a)/6]2 A 1 2 3 4/36 B 4 C D 6 16/36 E 7 36/36 F 9 64/36 G 11 5 H 25
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PROJECT VARIANCE ACTIVITY VARIANCE A 4/36 C E 36/36 G 64/36 H Project variance = 4/36 + 4/ / /36 + 4/36 = 112/36 = 3.111
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PROJECT VARIANCE We know the standard deviation is just the square root of the variance, so:
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STANDARD DEVIATION
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PROJECT COMPLETION PROBABILITY
From Areas Under the Standard Curve, we find the probability of associated with this Z value. That means the probability this project can be completed in 16 weeks or less is
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PROJECT COMPLETION PROBABILITY
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PROJECT COMPLETION PROBABILITY
The project’s expected completion date is 15 weeks. There is a 71.6% chance that the equipment will be in place within the 16-week deadline. Five activities (A, C, E, G, H) are on the critical path. Three activities (B, D, F) are not critical but have some slack time built in.
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TASK(ACTIVITY) LINK RELATIONSHIPS
Precedence Diagramming Method (PDM) : includes four types of dependencies or logical relationships Finish-to-Start(FS): Successor activity cannot start until predecessor activity has finished Finish-to-Finish(FF): Successor activity cannot finish until predcessor activity has finished Start-to-Start(SS): Successor activity cannot start until predcessor activity has started Start-to-Finish(SF): Successor activity cannot finish until predcessor activity has started
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TASK(ACTIVITY) LINK RELATIONSHIPS
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Lag BETWEEN ACTIVITIES
Lag is the time between Early Start or Early Finish of one activity and Early Start and Early Finish on another activity. For example, in a Finish-to-Start dependency with a 10-day lag, the successor activity cannot start until 10 days after the predecessor activity has finished. Lags are not the same as slacks. Lags are between activities whereas slacks are within activities. 11/19/2018
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This lag is not the same as activity slack
FInISH to Start Lag Most common type of sequencing Shown on the line joining the modes Added during forward pass Subtracted during backward pass This lag is not the same as activity slack A Spec Design 6 B Design Check 5 C Blueprinting 7 Lag 4 11/19/2018
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Lead BETWEEN ACTIVITIES
Lead allows an acceleration of the successor activity. We can expedite the schedule by not waiting a preceding activity to be completely finished before starting its successor. For example, in a Finish-to-Start dependency with a 10-day lead, the successor activity can start 10 days before the predecessor activity has finished. 11/19/2018
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LadderIng ActIvItIES ABC=18 days Laddered ABC=12 days
Project ABC can be completed more efficiently if subtasks are used (Fast Tracking) ABC=18 days A(3) B(6) C(9) A1(1) A2(1) A3(1) B1(2) B2(2) B3(2) C1(3) C2(3) C3(3) Laddered ABC=12 days 11/19/2018
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Useful with a complex project or one that has a shared budget
Hammock ActIvItIES Used as summaries for subsets of activities 0 A 5 B 15 15 C 18 0 Hammock 18 Useful with a complex project or one that has a shared budget 11/19/2018
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GANTT CHARTS Establish a time-phased network
Can be used as a tracking tool Benefits of Gantt charts Easy to create and comprehend Identify the schedule baseline network Allow for updating and control Identify resource needs
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GANTT CHART EXAMPLE FIGURE 10.8
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
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GANTT CHART – CRITICAL PATH
FIGURE 10.9 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
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GANTT CHART – RESOURCES
FIGURE 10.10 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
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GANTT CHART – LAG RELATIONSHIPS
FIGURE 10.11 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
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TASK (ACTIVITY) CONSTRAINTS
Constraints determines if/how much a task can be re-sheduled Flexible constraints As Soon As Possible (ASAP) As Late As Possible (ALAP) Semi-Flexible constraints Start No Earlier Than (SNET) Start No Later Than (SNLT) Finish No Earlier Than (FNET) Finish No Later Than (FNLT) Inflexible constraints Must Start On (MSO) Must Finish On (MFO) 11/19/2018
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RESOURCE MANAGEMENT At any given time, a company may have a fixed level of various resources available for its projects Relationship between time and resource availability & usage is should be optimized Effective project scheduling is a multi-step process Project Activity Network should be created and then available resources for each activity should be considered Network can change depending on resource availability and skill levels
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RESOURCE MANAGEMENT Project durations can be shortened if activities can be done in parallel; of course if there is personnel available to do the job Physical resources can also be a problem Challenge of optimally scheduling resources across project’s network activity diagram becomes highly complex
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RESOURCE LOADING Resource loading describes amount of individual resources a schedule requires during specific time periods Loads (requirements) of each resource type listed as a function of time period They are called Resource Loading Table/Chart or Resource usage calendar Resource loading gives a general understanding of a project’s demands on a company’s resources They can also provide warning signs of resource over location problems
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RESOURCE OVERALLOCATION
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RESOURCE LOADING CHART
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RESOURCE LEVELING Resource leveling also called resource smoothing
Has two objectives: To determine resource requirements so that they will be available at the right time To allow each activity to be scheduled with the smoothest possible transition across resource usage levels Large fluctuations in required loads for various resources are a normal occurrence – but they are undesirable
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RESOURCE LEVELING If a given resource is nearly constant over its period of use, it is easier to manage If resource is people it improves morale Cost of hiring and layoff are expensive There are 2 techniques to level resources: Task Shifting Task Splitting
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HeurIstIc Methods Resource allocation problem can be solved by using heuristics: with the smallest amount of slack with the smallest duration that start earliest with the most successor tasks requiring the most resources
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RESOURCE LEVELING STEPS
Create a project activity network diagram Create a table showing the resources required for each activity, durations, and the total float available Develop a time-phased resource loading table Identify any resource conflicts and begin to smooth the loading table using one or more heuristics
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RESOURCE LEVELING EXAMPLE
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RESOURCE LEVELING EXAMPLE
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RESOURCE LEVELING EXAMPLE
Activity Duration Predecessors ES EF LS LF Slack A 5 None B 4 9 6 10 1 C D 11 8 14 3 E 15 16 F G 18 H 7 E,F 23 I 20 J K H,I,J 28
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RESOURCE LEVELING EXAMPLE
Activity Resource Hours/Week Days Total Resource Hours A 6 5 30 B 2 4 8 C 20 D 3 18 E F 12 G 16 H 7 21 I J K 25 Total= 194
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RESOURCE LEVELING EXAMPLE
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RESOURCE LEVELING EXAMPLE
On day 10 the required resource hours is 10 If project is budgetted for up to 10 resource units per day, then it is acceptable. C, D, and E are all scheduled on this day and have require 4, 3, and 3 hours respectively Which activity should be adjusted? C is on the critical path E has 1 day slack D has 3 days of slack (we can split the activity)
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RESOURCE LEVELING EXAMPLE
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RESOURCE LOADING CHARTS
Another way to create a visual diagram of resource management problem is to use resource-loading charts. Resource conflicts can be seen in the resource-loading charts. They are used to display the amount of resources required as a function of time on a graph. Each activity’s resource requirements are represented as a block (resource requirement over time).
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RESOURCE LOADING CHART EXAMPLE
Display the amount of resources required as a function of time. Resource Limit is set at 8 hourly units per day 0 A 4 Res = 6 4 B 5 Res = 2 5 D 9 Res = 7 9 E 11 Res = 3 4 C 7 Res = 2 11 F 12 Res = 6
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RESOURCE LOADING CHART EXAMPLE
Activity Resource Duration ES Slack LF A 6 4 B 2 1 5 C 3 11 D 7 9 E F 12
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RESOURCE LOADING CHART EXAMPLE
2 4 6 8 12 10 14 C B D E F Project Days Resources
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RESOURCE LOADING CHART EXAMPLE
2 4 6 8 12 10 14 C B D E F Project Days Resources
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