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PSP Module 3

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Sahara Sneedan
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29 views18 pages

PSP Module 3

Uploaded by

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

Resource calendars make sure that work resources (people and equipment) are
scheduled only when they are available for work. As a usual practice, the
working time settings in the resource calendar match the project calendar.
However, you can customize the resource calendar to show individual schedule
information, such as vacations, leaves of absence, or equipment maintenance
time.
It becomes necessary to create and define a resource calendar for each category
of resource indicating the availability period and nonworking time. For example,
you can assign a resource to a calendar that you created for carpenters who may
be working during a time that is different from the electrician.
A resource calendar would ensure the schedule would conform with the
resource availability based on timing and the quantity.
RESOURCE SCHEDULING
 Resource requirements in conjunction with ES and LS schedules
 Resource profiles

 Resource usage

 Highlight resource implications on the schedule


 Provide basis for improved scheduling decisions
 Effects of resource limitations
 Consumable resources

 Non-consumable resources

 Resource leveling to reduce extreme fluctuations in resource demands


CONSUMABLE RESOURCE

Demand 4
3
2 2
1

0 1 2 3 4 5 6 7
Supply

3 3

9
RESOURCE PROFILE
ES - LS Resource Profile

10
9
8
7
6
Equivalent Person 5
4
3
2
1
0 Late
1 2 3 4 5 Early
6 7 8 9 10 11 12
Time in Weeks
NON CONSUMABLE RESOURCE

Required Available

12

10
Equivaltent Persons

0
1 2 3 4 5 6 7 8 9 10 11 12

Work Period
RESOURCE LEVELLING
 The goal of resource leveling is to optimize the use of resources and
ensure the resource demanded does not exceed availability.
 Try to avoid or minimize the irregular pattern of resource usage
especially for a non-consuming resource.
 Some conflicting demand can be avoided by performing certain
activities ahead of the scheduled start.
 Some non-critical activities (with float) could be delayed without
delaying the project completion date.
 Consider extending the duration of certain activities and so
reducing the demand for resources over the duration of the activity.
 Or a combination of any of the above adjustments.
 Consider delaying the critical activities and allowing the project to
be delayed to optimize the resource usage.
RESOURCE LEVELLING
SCHEDULE COMPRESSION

 Some critical path activities may jeopardize


target project completion
 Recovery methods
 Fast Tracking
 Crashing
 Process Improvement
 Re-estimation
 Use Multiple Shifts
 Use Overtime
FAST TRACKING:
In a network schedule it is the process of reducing the overall
project duration by replacing the sequential relationships with
parallel relationships. In simple terms it is a method of doing more
things in the same time in order to finish the project earlier than
normal or planned duration.
FAST TRACKING:

NORMAL
SCHEDULE
1 A 15 16 B 35
1 15 15 16 20 35

FAST TRACKED
SCHEDULE
1 A 15 6 B 25
1 15 15 6 20 25

5
CRASHING.
Crashing is a process of expediting project schedule by allocating
additional resources and reducing the activity durations. Crashing
critical path activities is the practice of reducing their duration while
retaining the logical relationships.

To educe the duration of a critical path activity it may be necessary to


apply additional resources such as personnel, extra equipment, or
supplementing with outsourced resources which would require
additional cost.

So crashing should be practiced only when the project schedule


completion date is of a higher priority than the project cost.

Critical-path activities which produce the greatest reduction in


project duration for the lowest cost increase are crashed first. This is
accomplished determining the crash ratio for each critical path
activity then selecting those having the lowest ratios.
CRASH RATIO.
CRASHING.
For the case shown below, Activity X should be the right choice for
crashing for 2 days as it is on the Critical path.
CRASHING.
Any further crashing could be achieved by crashing both parallel
paths as both are critical now. Activity Z would be a better choice
over Activity Y.
CRASHING.
This can not be crashed beyond 14 days as Activity X has reached
the minimum or the crashed duration.
CRASHING - STEPS.

 Crashing is always to be carried out along the Critical path.


 Within the Critical path select among the activities that are
crashable.
 Choose the activity with least cost of crashing per day.
 Always perform crashing in steps of one day only.
 After each step check if any parallel path which was near-critical
also becoming critical.
 If there are parallel critical paths consider crashing all the paths
simultaneously or a common activity.
 Consider various combinations among the activities on the
parallel paths for the least costly combination.
 Continue the crashing process until the schedule is not further
crashable or it is not viable considering the cost benefit.
THANK YOU

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