PM Resource Control Jan 2014

Section IV
Wk7:Project Resource Allocation (Loading and Levelling)
Scheduling and Resource Allocation
Aspects In PM
Prof. Maged S. Morcos
Todays Lecture # 7
Project Resource Allocation (Loading and Levelling)
Contents of Lecture
Learning Objectives
Expediting the Project

Resource Loading Resource Leveling Allocating scarce resources Goldratts critical chain
Learning Objectives
Learn how to take resource constraints into account
Determine the planned resource utilization for a
project
Level the use of resources within the required time
frame
Determine the shortest project schedule with limited
resources
Resource-Constrained Planning
Nearly all projects have limits on available
resources.
Project delays often occur due to certain resources
being unavailable.
A network diagram can be drawn to reflect the
availability of a limited number of resources.
Planned Resource Utilization

Its necessary to indicate the amounts and types of
resources needed to perform each activity.

Resource utilization based on each activitys earliest
start time are based on an as-soon-as-possible (ASAP) schedule.

Resource utilization charts based on each activitys
latest start time are based on an as-late-as-possible (ALAP) schedule.

Prof. Maged S. Morcos 6
Resource Leveling
Resource leveling, or smoothing, is a method for
developing a schedule that attempts to minimize the fluctuations in requirements for resources.
This method levels the resources so that they are
applied as uniformly as possible without extending the project schedule beyond the required completion time.
Resource-Limited Scheduling
Resource-limited scheduling is a method for
developing the shortest schedule when the number or amount of available resources is fixed and cannot be exceeded.
This method will extend the project completion time
if necessary in order to keep within the resource limits.
Resource Planning
Determining what resources (people, equipment,
materials, sub-contractors)and what quantities of each should be used and when they are needed to perform project activities.
Input is: work breakdown structure, historical
information, scope, and activity duration estimates.

Output is: resource requirements described at the
lowest level of the WBS

Resource Allocation
Planning, scheduling, and cost estimating go hand-in-hand Resource allocation / cost estimating Resource allocation goes hand-in-hand with company
scheduling Goal of Resource Allocation is to Optimize Use of Limited Supply Projects Compete With One Another for Resources resources that are not consumed resources that are consumed Requires making trade-offs time constrained resource constrained
Resource Scarcity
People/subs equipment materials facilities PM performance ~ measured by skill with which
trade-offs are made Cost/benefit usual measure Time constrained: resources / performance variable Resource constrained: time / performance variable Time, resources, performance all constrained ?
11
Contents of Lecture
Learning Objectives
Resource Loading
Resource Leveling
12
Learning Objectives
Learn how to take resource constraints into account
Determine the planned resource utilization for a
project
Level the use of resources within the required time
frame
Determine the shortest project schedule with limited
resources
14
Resource-Constrained Planning
Nearly all projects have limits on available
resources.
Project delays often occur due to certain resources
being unavailable.
A network diagram can be drawn to reflect the
availability of a limited number of resources.
15
Planned Resource Utilization

Its necessary to indicate the amounts and types of
resources needed to perform each activity.

Resource utilization based on each activitys earliest
start time are based on an as-soon-as-possible (ASAP) schedule.

Resource utilization charts based on each activitys
latest start time are based on an as-late-as-possible (ALAP) schedule.

Resource Leveling
Resource leveling, or smoothing, is a method for
developing a schedule that attempts to minimize the fluctuations in requirements for resources.
This method levels the resources so that they are
applied as uniformly as possible without extending the project schedule beyond the required completion time.
17
Resource-Limited Scheduling
Resource-limited scheduling is a method for
developing the shortest schedule when the number or amount of available resources is fixed and cannot be exceeded.
This method will extend the project completion time
if necessary in order to keep within the resource limits.
18
Resource Planning
Determining what resources (people, equipment,
materials, sub-contractors) and what quantities of each should be used and when they are needed to perform project activities.
Input is: work breakdown structure, historical
information, scope, and activity duration estimates.

Output is: resource requirements described at the
lowest level of the WBS

Resource Allocation
Planning, scheduling, and cost estimating go hand-in-hand Resource allocation / cost estimating Resource allocation goes hand-in-hand with company
scheduling Goal of Resource Allocation is to Optimize Use of Limited Supply Projects Compete With One Another for Resources resources that are not consumed resources that are consumed Requires making trade-offs time constrained resource constrained
Resource Scarcity
People/subs equipment materials facilities PM performance ~ measured by skill with which
trade-offs are made Cost/benefit usual measure Time constrained: resources / performance variable Resource constrained: time / performance variable Time, resources, performance all constrained ?
21
Resource Loading
Amount of specific resources that are
scheduled for use on specific activities or projects at specific times.

Usually a list or table.
23
Example 1: Resource Loading

6
A= Design Frame
0 0
D = Do external work 3 wk. 12 1
6 wk. 1 3 wk. B = Purchase Material. 8
C = Design Body 4 2 wk. 3

8
E = Build Body 4 wk.
Critical path is longest path A- C- E = 12 weeks.

Example 1: Resource Loading(Cont.)
PERT Activity A B C D a 2 1 1 1 m 6 3 2 3 b 10 5 3 5
Exp. Time Variance T 6 3 2 3 var. 1.78 0.44 0.11 0.44
1.00
25
Early Activity Time ES EF
Late LS LF
Slack TF
Critical CA
A
B C
6
3 2
0
0 6
6
3 8
0
5 6
6
8 8
0
5 0
D
E
3
4
6
8
9
12
9
8
12
12
3
0 C
T (max) = T (min) =
12 + 12 -
1.70 1.70
= 13.70 = 10.30
26
Early Start Bar Chart labor s 4 2 4 2 3 Labor s Cum 6 6 6 12 6 18 4 22 4 26 4 30 6 36 6 42
Activity A B C D E
time 6 3 2 3 4
1 4 2
2 4 2
3 4 2
4 4
5 4
6 4
10
11
12
4 2
4 2 2 3 5 47 3 3 50 3 3 53 3 3 56
27
Early Start Bar Chart - Resource Loading before Leveling labors 7 6 1 2 3 4 5 6 7 8 9 10 11 12
5
4 3 2 1 Labors Cum
D
D
A 6 6 6 12 6 18 4 22 4 26 4 30
C 6 36 6 42
E 5 47 3 50 3 53 3 56
28
29
Late Start Bar Chart

Activity A B C D E time 6 3 2 3 4 labors 4 2 4 2 3 Lab Cum 4 4 4 8 4 12 4 16 4 20 6 26 6 32 6 38 3 3 41 1 4 2 4 3 4 4 4 5 4 6 4 2 2 4 2 4 2 3 5 46 2 3 5 51 2 3 5 56 7 8 9 10 11 12
30

late Start Bar Chart - Resource Loading before Leveling
labors 7 6 5 4 3 2 1 Labors Cum
10
11
12
B D
A 4 4 4 8 4 12 4 16 4 20 6 26
C 6 32 6 38
E 3 41 5 46 5 51 5 56
31

Labors
9 8 7
No. of Labor Resource
6 5 Labors 4 3 2 1 0 1 2 3 4 5 6 7 8 Time 9 10 11 12 13 14 15 16
32
10
11
12
Early
Late
Cum E
12
18
22
26
30
36
42
47
50
53
56
Cum L
12
16
20
26
32
38
41
46
51
56
33

60
56 50 47 40 36 30 26 20 22 18 12 6 46 4 6 8 4 6 12 4 4 4 4 4 4 6 6 6 6 6 5 3 3 5 3 5 3 5 16 20 30 26 32 42 38 Early Late Cum E Cum L 41 50 46 53 51
10
0 Early Late Cum E Cum L
1 6 4 6 4
2 6 4 12 8
3 6 4 18 12
4 4 4 22 16
5 4 4 26 20
6 4 6 30 26
7 6 6 36 32
8 6 6 42 38
9 5 3 47 41
10 3 5 50 46
11 3 5 53 51
12 3 5 56 56
34
Example 1: Resource levelling

The total labors required = 56 and Total Project Time = 12 weeks then
Slack Activity A B C D Early Start Bar Chart - Leveled at 5 Resources Activity A B C D E time 6 3 2 3 4 labors 4 2 4 2 3 Labors Cum 5 5 5 10 5 15 5 20 5 25 5 30 4 34 4 38 3 3 41 1 4 1 2 4 1 3 4 1 4 4 1 5 4 1 6 4 1 4 4 2 3 5 46 2 3 5 51 2 3 5 56 7 8 E 9 ES 0 0 6 6 8 10 11 TF 0 5 0 3 0 12
Labour/week = 56/12 = 4.667 i.e. 5 labors per day hence levelling is required.
36
Example 1: Resource levelling

Early Start Bar Chart - Leveled at 5 Resources based on ES and TF labors 7 6 5 4 3 2 B D 1 2 3 4 5 6 7 8 9 10 11 12
1
Labors Cum
A
5 5 5 10 5 15 5 20 5 25 5 30
C
4 34 4 38
E
3 41 5 46 5 51 5 56
37
Example 1: Resource Levelling(Cont.)
labors
6
No. of Labour Resource
5 4 3 2 1 0 1 2 3 4 5 6 Time 7 8 9 10 11 12 Labors
38

Late Start Bar Chart - leveled at 5 Resources Activity A B C D E time 6 3 2 3 4 labors 4 2 4 2 3 Labors Cum 4 4 4 8 4 12 4 16 4 20 5 25 5 30 5 35 3 4 39 3 4 43 3 4 47 1 4 2 4 3 4 4 4 5 4 6 4 1 1 4 1 4 2 3 5 52 2 54 2 56 2 2 1 1 1 7 8 9 10 11 12 13 14
D extended beyond project expected time
39

Late Start Bar Chart - Resource Loading after Leveling at 5 Labors / week
labors
10
11
12
13
14
7 6 5 4 3 2 1
A C E D B B D
Labors
Cum
4
4
4
8
4
12
4
16
4
20
5
25
5
30
5
35
4
39
4
43
4
47
5
52
2
54
2
56
40
Example: Resource Levelling(Cont.)

Labors 6
No. of Labor Resource
5 4 3 2 1 0 1 2 3 4 5 6 7 Time 8 9 10 11 12 13 14 Labors
41
Resource Loading
Amount of specific resources that are
scheduled for use on specific activities or projects at specific times.

Usually a list or table.
43
Example: Production of a Videotape

See tables 6-4 and 6-5 for the problem of production of a videotape. The resources are: Scriptwriter Producer Client Editing Room
Action Plan and Gantt Chart for Production of a Videotape

Figure 6-10
Gantt Chart for Videotape Project, Adjusted for Client Availability

Figure 6-11
47
Resource Overallocation Report for Scriptwriter Showing all Activities

Figure 6-12
Graphic Resource Overallocation Report for Scriptwriter

Figure 6-13
Resource Leveled Report for Scriptwriter Showing all Activities

Figure 6-14
Graphic Resource Leveled Report for Scriptwriter

Figure 6-15
Daily Resource Loading Chart for Videotape Project, Scriptwriter Leveled

Figure 6-16
Final Videotape Project Gantt Chart Schedule, With Two Scriptwriters and Producer Leveled
Figure 6-17
Thirty-Four-Week Resource Loading Chart for Software Engineering Group

Figure 6-18
Resource Loading/Leveling and Uncertainty

28,282 Hours Needed Group Capacity

21 (people) 40 (hrs/wk) 34 wk = 28,560 labor hrs
Correction for Holidays

21 3 (days) 8 (hours) = 504 labor hrs
Capacity is thus lowered to 16,056 labor-hours
Vacations (11 people take vacation) 11 2 (weeks) 40 = 880 labor hrs

Resource Loading/Leveling and Uncertainty continued

Hours Available
28,560 - 504 - 880 = 27,176 about 1100 less than needed 28,282/27176 = 1.04 or 104 % of capacity What about Workers getting sick? Task not ready when worker is ready? Change orders? The company is of high-quality work and in fact engineers are scheduled to work 40 hour weeks, but they average work between 50 60 hours per week. At a 55 hour week, for example, the capacity of the group is approximately 37,500 labor-hours. Given the 28,282 labor-hour workload, the system would operate, on average at about 75 percent of capacity, which explains the engineering groups ability to meet most of its delivery-date commitments. This emphasizes that in projects the level of uncertainty surrounding the production process is so much greater that the amount of excess capacity in the work force needs to be much larger.
56
Example 1 of Constrained Resources
58
Example 2 of Constrained Resources
59
Resource Loading Bar Chart
As can be seen the critical activities are two: activity First floor rooms D = 8 and Stairs & Hall D = 4 with total of 12 days. The resulting histogram of resource loading will look like the following:
Resource Loading - Histogram
Resource Loading Cumulative Curve

Cumulative Painters 35 30 25 20 15 10 5 0 0 1
Toal No. of Painters
16 12 8 4 2 3 4 5
19
22
24
26
28
30
31
32
Cumulative Painters
10
11
12
Project Time
62
Resource Leveling Bar Chart
By leveling the activity of Painting Basement rooms to start with same painter after he/she finishes activity Painting Bedrooms, the following resource histogram can be developed showing loading of only thre painter from start to day 10 and 1 painter only in days 11 and 12
Resource Leveling Histogram
Limited Resource Loading - Histogram
If we imagine that we have limited number of painters, say only 2 than the project duration will exceed the 12 and reach to 16 days
Limited Resource Leveling by Utilizing Activities Slacks

Since only 2 painters are available then according to slacks the first two activities have 0 slacks then the third activity have +8 slacks and then the fourth have + 6 slacks. We have to delay activities Basement and Bedrooms to start after the first activity is finished but this will delay the project from 12 to 14 days because of the duration of the Bedrooms activity creating a problem at day 9 with 4 painters more than the required 2. The slacks are revised to appear as in next Bar Chart.
Resource Leveling by Utilizing Activities Slacks First Iteration

Since only 2 painters are available then according to slacks the first two activities have 0 slacks then the third activity have +8 slacks and then the fourth have + 6 slacks. We have to delay activities Basement and Bedrooms to start after the first activity is finished but this will delay the project from 12 to 14 days because of the duration of the Bedrooms activity creating a problem at day 9 with 4 painters more than the required 2. The slacks are revised to appear as in next Bar Chart.
Resource Leveling by Utilizing Activities Slacks Second Iteration

Two activities Stairs & Halls and Basement Rooms are the next in slack value of 0. To choose between them we see which one was on the critical path earlier. This is Stairs & Halls This will start after day 8 and continue through day 12. Bedroom will start after 8 days and continue to day 14. The remaining two activities will start after day 12. The resulting number of painters is 2 until day 13 and 14 where they appear to be 3 painters, hence another iteration is required.
Resource Leveling by Utilizing Activities Slacks Third Iteration

Two activities Bathroom and Basement Rooms need a painter on day 13. Basement Rooms has less slack (-4days) than the other activity, so the available painter will be allocated to it. Basement Rooms will start after day 12 and will continue through day 16. The next time a painter is available will have to start delayed until after day 14 and will be allocated to Bathroom as shown in Bar Chart above. The total leveled resources is now 2 all over the project time which is delayed by 4 days from 12 to 16 due to this resource constraint.
Homework for Lecture # 7 (PMinP ch6)

All Problems should be Solved Using PC
Homework From Chapter 6 Problems TBA
70
Questions?
Thank You
71

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Section IV

Wk7:Project Resource Allocation (Loading and Levelling)

Scheduling and Resource Allocation

Prof. Maged S. Morcos

Project Resource Allocation (Loading and Levelling)

Prof. Maged S. Morcos

Expediting the Project

Prof. Maged S. Morcos

Wk7:Project Resource Allocation (Loading and Levelling)

Determine the planned resource utilization for a

Prof. Maged S. Morcos

Wk7:Project Resource Allocation (Loading and Levelling)

availability of a limited number of resources.

Prof. Maged S. Morcos

Planned Resource Utilization

Wk7:Project Resource Allocation (Loading and Levelling)

resources needed to perform each activity.

start time are based on an as-soon-as-possible (ASAP) schedule.

latest start time are based on an as-late-as-possible (ALAP) schedule.

Wk7:Project Resource Allocation (Loading and Levelling)

Prof. Maged S. Morcos

Wk7:Project Resource Allocation (Loading and Levelling)

if necessary in order to keep within the resource limits.

Prof. Maged S. Morcos

Wk7:Project Resource Allocation (Loading and Levelling)

information, scope, and activity duration estimates.

lowest level of the WBS

Wk7:Project Resource Allocation (Loading and Levelling)

Wk7:Project Resource Allocation (Loading and Levelling)

Prof. Maged S. Morcos

Wk7:Project Resource Allocation (Loading and Levelling)

Prof. Maged S. Morcos

Wk7:Project Resource Allocation (Loading and Levelling)

Prof. Maged S. Morcos 13

Learn how to take resource constraints into account

Determine the planned resource utilization for a

Prof. Maged S. Morcos

Wk7:Project Resource Allocation (Loading and Levelling)

availability of a limited number of resources.

Prof. Maged S. Morcos

Planned Resource Utilization

Wk7:Project Resource Allocation (Loading and Levelling)

resources needed to perform each activity.

start time are based on an as-soon-as-possible (ASAP) schedule.

latest start time are based on an as-late-as-possible (ALAP) schedule.

Wk7:Project Resource Allocation (Loading and Levelling)

Prof. Maged S. Morcos

Wk7:Project Resource Allocation (Loading and Levelling)

if necessary in order to keep within the resource limits.

Prof. Maged S. Morcos

Wk7:Project Resource Allocation (Loading and Levelling)

information, scope, and activity duration estimates.

lowest level of the WBS

Wk7:Project Resource Allocation (Loading and Levelling)

Wk7:Project Resource Allocation (Loading and Levelling)

Prof. Maged S. Morcos

Wk7:Project Resource Allocation (Loading and Levelling)

Prof. Maged S. Morcos 22

Wk7:Project Resource Allocation (Loading and Levelling)

scheduled for use on specific activities or projects at specific times.

Prof. Maged S. Morcos

Example 1: Resource Loading

D = Do external work 3 wk. 12 1

6 wk. 1 3 wk. B = Purchase Material. 8