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Unformatted text preview: heduling purposes, all members of the pool are alike in the sense that any physicist can perform a physics task and any electrical engineer can perform an electrical engineering task. These labor pools are the individual labor resources for the project. If a number of tasks have simultaneous requirements for a given labor pool, it is possible that at any given time the pool will not be large enough to supply all the requirements for its particular skill category. Decisions then need to be made as to which tasks get the available resources. Project management relies on resource leveling scheduling systems to compute the best schedule, not only in terms of duration but also in terms of Page 191 which tasks are scheduled to have which resources at any given time. Although labor is often the most significant cost on a project, there are other resources that may have insignificant cost but a big impact. On information technology (IT) tasks, meeting rooms are often a problem. IT projects often involve various design reviews, interface reviews, code walkthroughs, training classes, and so on. There often are not enough conference rooms in a building during various phases of an IT project to conduct all the necessary meetings. Some major reviews take several days to accomplish, tying up limited conference room space for extended periods. Consequently, something as seemingly insignificant as a conference room can become a significant resource. Construction projects usually have significant materials content. As much as 40% of the cost on a construction project may be allocated to materials with which to build. Moreover, the materials need to be available at the time they are needed. Often, materials purchases for a project are transacted by a materials management division of a company and are not under the direct control of project management. In such cases, the materials management function usually provides the project with a schedule of when various classes of materials will arrive at the job site. These classes of materials are also treated by the project schedulers as resources. We can see from this example that materials resources can be dynamic, as opposed to static. Labor resources are often somewhat static, although there are periods at the beginning and ending of a project when labor pools are expanding or contracting. Some materials resources are constantly expanding and contracting as new shipments of materials arrive and then are drawn down for use on individual tasks. The dynamics of resources also need to be taken into account. Just as schedulers have a task list to schedule, they need to have a resource list to construct the schedule and a relationship between tasks and resources (i.e., how much of each resource Page 192 is needed by each task). For instance, suppose a task needs 100 labor-hours from labor pool A and 200 labor-hours from labor pool B and a conference room 25% of the time and various materials resources C, D, and E to complete. Furth...
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This note was uploaded on 01/11/2011 for the course ACC 9 taught by Professor Yeetan during the Spring '10 term at Sunway University College.
- Spring '10