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Resource Scheduling

The document discusses approaches for estimating the time duration of projects, including time study, previous project data, guestimating, and obtaining estimates from vendors. It also discusses developing a feasibility study schedule using a bar chart and setting committed and reserved activity targets. The overall goal is to set realistic yet achievable time targets and schedules to complete projects on time while allowing some flexibility.

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Nidhi Koul
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57 views10 pages

Resource Scheduling

The document discusses approaches for estimating the time duration of projects, including time study, previous project data, guestimating, and obtaining estimates from vendors. It also discusses developing a feasibility study schedule using a bar chart and setting committed and reserved activity targets. The overall goal is to set realistic yet achievable time targets and schedules to complete projects on time while allowing some flexibility.

Uploaded by

Nidhi Koul
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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RESOURCE

SCHEDULING
RESOURCE SCHEDULING
(Finalizatin if priject implementatin Schedule)
• At the zero date of the project, we have to set a tie
target for its coipleton.
• There is a qualitatve diference between cost and tie
target setng process.
• Tiie is not so iuch dependent on the quantui of work
as cost.
• The duraton of a project can be coipressed by putng
additonal resources on the job.
• Realistc tie targets can be arrived at only successively
revising the schedule but stll a schedule for feasibility
study is required at the zero date to set a target.
Time estmate if a Priject
• Tiie estiate is iade by iaking a work breakdown of
the project, estiatng the tie schedules for each
work, putng thei in proper sequence, i.e. in series or
parallel as per technical or any other logical ianner and
finally iatching their builduup on a tie scale with the
available resources. The total stretch on the tie scale
corresponding with the resources sets the target.
• The tie estiated for a project coipleton is
dependent not only on the work content or the
sequence, it will also be infuenced by resources and
constraints.
The various approaches for estiatng the
tie duraton of a project:
1.) Time study appriach:
Tiie “T” for coipletng a work is T = Q___
Pxn
Where, Q = Total Quantty of work
P = Productvity Factor, i.e. output per ian
day using norial iethod of doing work
n = Norial Size of Crew

But none of these data are easily available


2 .Previius priject Data : Data froi recently coipleted projects
are used for estiatng broad work package duratons and their
values are also used for estiatng the overall project duraton.

3. Guestmatng Appriach : Experenced project personnel are


asked to guess project duraton. More than one estiates are
iade (Three estiates) –optiistc to pessiiistc tp and iost
likely ti based on the saie assuiptons of work load resources
and constraints.
A single tie ,expected tie(te) = (to + 4ti + tp) / 6

4. Range Estmates: These estiates iay again be guestiates or


even past data. No two tie data froi past projects for any
work will be the saie; they can be beter expressed by a range.
Single piece of work is arrived, at either through coiputaton or
negotaton.
5. Time taken Vs Time required
6. Estmates frim vendirs and cintractirs: Vendors and
contractors are asked to indicate tie estiates as they are
ofen asked to quote budgetary cost estiates. These
estiates in a coipettve situaton are supposed to provide a
realistc estiate.
7. Allicated and Cimmited tme: Except for actvites like curing
of concrete there are very few actvites in a project that would
require fix duraton like an incubaton period. The duraton can
be changed, within a liiit, to ieet the requireient of the
project. So what is necessary in fixing of a project duraton is
to allocate the tie project could spare an ensure that this
allocaton is within the coipressibility of the actvity. This
allocaton iust be reasonable but need not too concerned
with accuracies.
SCHEDULING FOR FEASIBILITY STUDIES

• A typical tie schedule for a feasibility study is


aliost always in bar chart fori because the
details included are so few and so broad based
that the developient of a network would not add
to any accuracy . Besides, this fori of presentaton
suits financial planning and econoiic evaluaton.
• It is an unfortunate practce that these schedules
are intentonally iade extreiely tght to show up
higher profitability.
OVERALL IMPLEMENTATION SCHEDULE
An overall schedule tries to adhere to the overall project coipleton
target set by the feasibility schedule. In additon, it sets targets for
each process systei, utlity systei and ofsite facilites. Within each
systei or facility, the schedule also sets targets for iiportant
iilestones. The schedule is developed by taking into consideraton
the process coiiissioning sequence and the inter relatonship
between various systeis coiprising process units, utlites and
ofsite facilites. This schedule has to serve as a iother docuient
for the subsequent detailed schedules, outiost atenton is given to
iake the targets as possible. An inbuilt allowance of 20%, therefore,
iay be kept in the tie schedule. Allowance iay be allocated in
proporton to the progress of the project. Allowances should not,
however, be parted with the executon agencies. They will only be
allowed the tie coiiited by thei. The reserve tie will be there
to take care of uncertaintes.
CAT vs. RAT
The above approach virtually gives rise to two
schedules which can be naied as.
• CAT (Cimmited Actvity Targets)
• RAT (Reserved Actvity Targets)
The reserved actvity targets are the one which
iust be achieved, whereas the coiiited
targets would be used for the progressing of
the executng agencies.
• The RAT schedule will contain only the key
iilestones whereas the CAT schedule will have
all iiportant actvites and all iilestones.
• The CAT would always try to eat the RAT; the
project ianageient should try to iaintain a
distance between the two tll the end. The CAT
and RAT schedules should be revised regularly.

Flexi Targets: The purpose of scheduling is not to


set targets which if not achieved should cause
heads to roll, its purpose is to iake people work
as a teai with certain fexibility.

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