Transcript Program Review Task Force

Project Management
OPER 576
Resource Allocation
Greg Magnan, Ph.D.
May 6, 2004
Level of Effort
Project Life Cycle Stages
Definition Planning
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Selection
Charter
Goals
Specs
Tasks
Responsi
bilities
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Estimates
Schedules
Sequencing
Budgets
Resources
Risks
Staffing
Execution/Impl./Control
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Status Reports
Changes
Quality
Forecasts
Closeout
 Training
 Transfer
Documents
 Release
Resources
 Lessons
Learned
II. Project Planning
4. Identify Resource Requirements
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To avoid future resource problems and help
assign responsibility
For each WBS element, consider:
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Knowledge, skills, facilities, equipment, supplies,
materials, special/unusual resources
People, Materials, Equipment, Capital
Identify type, amount, and cost
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ESTIMATE!
Identify Resource Requirements
Resource 1
Resource 2
Resource 3
WBS 1
X
X
WBS 2
X
X
WBS 1
WBS 2
WBS 3
X
X
X
II. Project Planning
6. Responsibility Assignment Matrix
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To make responsibilities clear and visible
WBS elements down left side
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Names of individuals/groups along top
Mark Primary responsibility (P)
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Note Deliverables
One for each terminal element
Negotiate commitment from each person
II. Project Planning
8. Schedule Deliverables / Gantt Chart
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To provide basis for project monitoring
Identify start and finish dates
Review precedence to ensure that no terminal
element starts or finishes too soon
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Gantt charts, however, do NOT show precedence
Once again, uses WBS as main input
Sample Gantt Chart
Nov 2002
ID
Task Name
Start
Finish
Dec 2002
Duration
22
1
Research cause
11/22/2002
11/25/2002
2d
2
Enter mailing data
11/25/2002
11/29/2002
5d
3
Write cover letter
11/27/2002
11/29/2002
3d
4
Call prospects
12/2/2002
12/3/2002
2d
5
Finalize details
12/4/2002
12/6/2002
3d
23
24
25
26
27
28
29
30
1
2
3
4
5
II. Project Planning
9. Schedule Resources
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“Resource the Plan” to help
maintain commitment of resources
Resource managers allocate
resources
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Act in collaboration with Project
Manager
Confirm or negotiate specific
commitments for each resource
Be aware of resource manager’s
constraints or policies (e.g., % res. util.
limits)
May affect schedule sequence!
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Completion date, too
November 2003
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M
T
W
T
F
S
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Resourcing Plans
• Resource Categories
– People, Materials, Equipment, Capital
• Time Constrained vs. Resource Constrained
– Time: Imposed Date
– Resource: Cannot exceed level of Resource
– Problem is combinatorial: lots of possible solutions
• Incorporating resources may result in new Critical
Path
• Resource Constrained
– Parallel Method
• Minimize delay while maintaining technical relationships and
resource limitations
Parallel Method
• Combinatorial problem: expensive optimal
solutions
• Heuristics: priority allocation rules
– Minimum slack (first)
– Smallest duration (second; tie-breaker)
– Lowest activity number (third)
• Parallel: starts at first time period and schedules
period-by-period any activities eligible to start
– Apply priority rules when resource conflict
– Effectively delaying early start times of downstream
activities
In Class Problem
ES
1
EF
ES
2-LS
3
LF
LS DUR
4
EF
1-LS
2
6
LF
EF
ES
1-LS
4
LF
LS
5
EF
2-LS
3
EF
1-LS
5
6
EF
2--
ES
ES
EF
RES--SL
ES
ES
ID
LF
4
LF
3
LF
LF
Determine ES, EF, LS, LF & SL
1
ES
2--
LS DUR
4
1-6
2
6
1--
2--
4
3
5
2-4
1-5
EF
RES--SL
3
3
ID
LF
Scheduled Resource Load Chart w/ ES and Slack updates
SLACK
LF
ES
DUR
RES
ID
Resources Scheduled
Resources Available
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Baseline Gantt Chart
SLACK
LF
ES
DUR
RES
ID
1
2
3
4
5
6
Resources Scheduled
Resources Available
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Resource-Constrained
Scheduling: Impacts
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Slack: reduced
Flexibility: reduced (slack used to min. delay)
Network sensitivity: increased
Scheduling complexity: increased
– May no longer be intuitive
• If you don’t account for resource needs, the
resource-constrained schedule will materialize
– If early enough, may be able to create alternatives
Multi-project Scheduling
• This is where resources really become an issue
– Resource needs reconciled across projects
– Priorities, risks, resource requirements, tasks
• Effects
– Overall schedule slippage
– Inefficient resource utilization
– Resource bottlenecks
• Project Management Offices (PMO)
– Prioritize projects
– Centralized scheduling/ resource mgt
– Control outsourcing