Resource Allocation (40 pages)

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Resource Allocation



Previewing pages 1, 2, 3, 19, 20, 38, 39, 40 of actual document.

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Resource Allocation

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Pages:
40
School:
University of Texas at Arlington
Course:
Opma 5364 - Project Management

Unformatted text preview:

Resource Allocation Some definitions Resource allocation loading leveling Expediting and crashing projects Goldratt s Critical Chain 9 1 Some Definitions Resource allocation permits efficient use of physical assets Within a project or across multiple projects Drives both the identification of resources and timing of their application There are generally two conditions Normal Crashed 9 2 Normal and Crashing Normal Most likely task duration like m in Chapter 8 Crash Expedite an activity by applying additional resources Specialized or additional equipment More people e g borrowed staff temps More hours e g overtime weekends 9 3 No Free Lunch Crashing Creates a Ripple Effect Crashing buys time but nothing comes free Potential cost areas Additional equipment material Extra labor Negative effects on other projects Reduced morale from excessive hours shifts Lower quality from the pressure of time inexperienced and tired staff If you want it bad you ll get it bad 9 4 Case Architectural Associates Inc Projects uniformly run late thus over budget Is that the problem or just the symptom 9 5 Case Architectural Associates Inc cont d PROBLEM Deterministic task schedules cause workers to plan to meet schedule nothing more nothing less Parkinson s Law Work expands to fill the time available RESULT Issues arising early in each task can be worked around but late occurring issues can t be absorbed in schedule And most issues do arise late 9 6 Case Architectural Associates Inc concluded The Solution Use probabilistic time estimates optimistic pessimistic most likely Have staff schedule work for effectiveness and efficiency not just to fill x number of days 9 7 When Trying to Crash a Project Two basic principles 1 Generally focus on the critical path Usually not helpful to shorten non critical activities Exception When a scarce resource is needed elsewhere e g in another project 2 When shortening project duration choose least expensive way to do it 9 8 Compute Cost per Day of Crashing a



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