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10 Chapter 9 - Assignment Example

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Summary
In their book, they discuss a resource as a means to undertake a project and from which benefits are obtained. Some of the resources named in by the two authors are man-hours from…
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Assignment 10 Chapter 9
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Project Scheduling Meredith and Mantel have discussed and ified resources needed for project implementation. In their book, they discuss a resource as a means to undertake a project and from which benefits are obtained. Some of the resources named in by the two authors are man-hours from different categories of personnel and running time for machines used to perform different tasks. Time spent doing calculations and preparing diagrams where necessary as well as project sites and other similar scarce resources are also considered (Meredith and Mantel, 2011, p 387).
According to Meredith and Mantel, resource loading is allocating a type of resource to the project activities over a specified project period. Resource loading gives a project planner a rough estimate of the resources that are required for a given project. Resource loading is determined to a large extent by the time to be taken by each project activity. Resource loading differs from resource leveling in that resource leveling aims at appropriate resource allocation such that the activity is not over-allocated any resource. It also reduces any chances of under-allocation of resources. Resource leveling can be done by delaying or splitting an activity until when the required resource is available.
Critical chain concept was developed to solve the problem of time wastage in project implementation. Critical chain is explained as the longest chain of project tasks that are logically dependent. Since the planner cannot be sure of the critical chain timeline, buffers are used manage and control any variations that might occur. Buffers ensure that the project finish date is not affected.
Possible paths
A > B > E
C > D > E
Slack = LF- EF
Thus slack for activity:
A=7 – 0= 7
B= 10- 7= 3
C=6 - 0 = 6
D=9 – 6= 3
E=12 – 9= 3
Activity
A
B
C
D
E
ES
0
7
0
6
9
LS
7
10
6
9
12
Slacks
7
3
6
3
3
Critical Path= longest path with most number if days
Critical path= A > B > E = 7+ 3+ 2= 12 days
1.
Activity
Crash cost per day
A
100
B
150
C
200
D
150
E
250
2. Activity A should be crashed in order to meet a project deadline of ten days with minimum costs.
3. Assuming partial crashing the new cost will be $1600
4. Partial crashing is not appropriate for this kind of project.
Works cited
Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach. John Wiley & Sons. Read More
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