TC#62#63_Optimization_Resource_Analysis_Diagram_Red

TC#62#63_Optimization_Resource_Analysis_Diagram_Red

1. Resource Optimization

   • find the ways to adjust the use of resoure
   • Resource Leveling
     • Produce a resource-limited schedule
       • lengthens the schedule
       • Increases cost
       • Limited by
         • Amount of resource
         • Resource availability
         • Others constraints
   • Resoure Smooting
     • Similar to Resource Leveling
     • Within the limits of the float
     • The activity is not delayed

2. Develop the Schedule

   • Knowledge Area: Time Managament
   • Process Group: Planning
   • Process: Develop Schedule
   • Create the Schedule model
   • Is calendar -based
   • is Approved
   • is realistyc
   • Historical Records
   • Project scope stament
   • Defined activities
   • Network diagram
   • Activity duration estimates
   • Activity resource requirements
   • Resource calendar
   • Resource breakdown structure
   • Identify working and not working days
   • Risk that could impact de schedule
   • The process include:
     • Work with the stakeholders priorities
     • look for alternative ways to complete the work
     • look for the impact on others projects
     • Negotiate resource
     • apply leads and lags
     • Compress the schedule: crashing, fast track, reestimate
     • Adjust the component of project management plan
       • example: risk plan or WBS
     • scheduling tool
     • optimize resource
     • Approve final schedule
     • Formal management approval
   • Schedule Network Analysis
     • Critical Phat Method
       • Critical phat
         • Is the longest path through the Network Diagram
           • Is necesary determinate all paths to determinte the critical ptah
         • Is the shortes time it could take to complete the project
       • Allow focus the project management efforts
       • helps to determinate if and issue need inmediat attención
       • Allow the compress schedule
       • show the float
       • Near-Critical Path
         • Is close, in duration, to critical path
         • Increases the Risk
         • There can be more that one
         • Focus the time and effort monitoring and controlling activities on btoh the critical and near-critical paths
       • Float or(=) slack
         • Total float
           • Amount of time an activity can be delayed without delaying the project end date or intermediary millestone.
         • Free Float
           • Amount of time an activity can be delayed without delaying the early start date of the its successor
         • Project Float
           • Amount of time a project can be delayed without delaying the externally imposed project competation date.
         • Activities of Critical Path have 0 Slack
         • IS an asset of the project
         • Allow resource optimizing
         • Allow share resource
         • Float = Late Start - Aerly Start = Late Finish - Early Finish=Slack
       • Using CPM
         • Fordware pass
           • in convergence select the late aerly finish
           • pass the EF to the successor
           • pass from beginning to end project following the dependecies.
         • Backware pass
           • pass the ES to the predecessor
           • In convergence select the aerly Late Start
           • moving the end to benning of project following the dependencies.
         • Activities with float=0 are in the critical path
     • Schedule compression
       • Fast Tracking
         • aTaking a critical path that were originally planning in a series and doing them instead in parallel
         • Rework as a result
         • increase the risk
         • Requires more attention to comunication
       • Crashing
         • Adding or adjust resource
         • Increase the cost
         • Increase the risk
     • Modeling
       • What if scenaries
     • Resource Optimization
       • Resource leveling
         • Resource-Limited schedule
           • availability and others constraint
         • lengthens the schedule
         • Increase the cost
         • Is a function of software
       • Resource Smootihng
         • The resource is leveling only within the limits of floats of activities
     • Critical Chain Method
     • Monte Carlo Analysis
       • Computer Software
         • Base: Optimistic, pessimistic and most likely
         • Result
           • The probabllly of completing the project on any specific day
           • The probabllly of completing for a any specific cost
           • The probabllly of any activity actually being on the Critical Path
           • the overall project risk
   • Approved Schedule Base line

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