At the time of preparing the network of any project, usually it is assumed that all resources needed for its execution are available in plenty and no consideration of resource constraints is taken into account.
In such situations the duration of the project may increase escalating the cost of the project.
2. PRESENTATION
OUTLINE…
• Introduction
• Object of Resource Planning
• Methods of Resource Planning
• Resource Smoothing
• Resource Levelling
• Steps in Resource Levelling
• Scheduling
• Advantages: Project Scheduling
• Steps to Prepare Project Schedule
• Other Schedules Derived from Project Schedule
Prof. Ashish Makwana 2
3. INTRODUCTION
Resource is a physical variable such as –
• Men
• Material
• Machines
• Space
• Money
• Time
Prof. Ashish Makwana 3
4. OBJECT OF RESOURCE PLANNING
• At the time of preparing the network of any
project, usually it is assumed that all
resources needed for its execution are
available in plenty and no consideration of
resource constraints is taken into account.
• In such situations the duration of the project
may increase escalating the cost of the
project.
Prof. Ashish Makwana 4
5. • The planning of resources should be done in
such a manner that no increase or decrease
in resource demand may occur.
• As the engagement of skilled labour all a
sudden is difficult, similarly the lay off of the
labour suddenly is more difficult than their
employment. Thus for a good resource plan,
it is essential that the project may be
completed during the stipulated period.
• To achieve this objective some times it
becomes essential to make changes in the
earliest start time of some critical activities
or the execution of some activities may be
postponed for the time being.Prof. Ashish Makwana 5
6. • While taking decision for postponing the
execution of any activity or effective changes
in the earliest time of critical activities
following points should be kept in mind.
• Such activities should be started first, whose
completion duration is minimum.
• The activity having maximum time of
completion should be postponed.
• The activity having maximum float time
should be chosen for postponement first.
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7. METHODS OF
RESOURCE PLANNING
• Depending upon the situation, the resource
allocation can be done by the following two
methods.
1. Resource smoothing
2. Resource levelling
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8. RESOURCE SMOOTHING
• Resource smoothing is done when there is
restriction on the duration of project
completion time.
• The resource smoothing is applied in such a
way that the total project duration remains
the same. i.e. there is no change in the total
duration of the project.
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9. • First the periods of minimum demand,
resources are determined and the activities
are shifted according to the availability of
float and requirement of resources.
• Thus the intelligent use of floats can
smoothen the demand to the maximum
possible extent. This type of resource
allocation is known as resource smoothing.
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10. STEPS IN RESOURCE SMOOTHING
1. The list of resources required for the
execution of different activities is prepared
and the important activities are identified.
2. The resource profiles are prepared by
resource aggregation and cumulative
resource requirements for each unit are
plotted in the form of histogram.
3. The time periods of peak and low demand
are identified and the peaks are lowered
and the troughs are filled up.
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11. 4. If there is no restraint on the availability of
resources, the demand of resources should be
made as uniform as possible. This can be done
by changing the time of start and finish of
non-critical activities in the first instance.
These activities have some float. Hence the
available float can be used for doing
adjustment in the start or finish of the
concerned activities. Thus the peak demand
may be lowered by staggering the resource
requirements with out delaying the project
duration.
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12. RESOURCE LEVELLING
• In a project, there are many activities which
need varying resources.
• The demand on specific resource should not
increase beyond the prescribed limit.
• If the demand of a resource increases more
than its availability, then the only alternative
is to delay the activity having maximum
float. This process is called resource levelling.
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13. • If there are more than one activities
requiring the same amount of resources, in
that case activity having minimum duration
is chosen for resource reallocation.
• Resource levelling if adopted in case, there is
restriction on the availability of resources.
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14. STEPS IN RESOURCE LEVELLING
1. The peak requirement of the resources is
lowered by staggering the resource input
on non-critical activities. If needed sub-
critical and critical activities may also be
rescheduled to bring down demand than
specified limits. Thus the completion of
project work may be delayed due to
resource constraints.
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15. 2. Either some of the concurrent activities may
be placed in series or the duration of critical
activities may be increased to reduce the peak
demands below the specified limits. This will
increase the duration of the project.
3. Rearrange the activities having larger
magnitude of positive float as resources can
be diverted conveniently from the activities
having large amount of float.
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16. Following procedures may be adopted –
• First the high peak of resource demand
should be lowered utilizing the free floats of
the activities.
• Non-critical activities may be rescheduled to
the required extent utilizing the floats,
starting with the activity having larger float.
If necessary critical activities may also be
tackled.
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17. SCHEDULING
• After the project is properly planned, it is
scheduled.
• Scheduling is a mechanical process for
setting in order the various planned activities
by fixing the starting and finishing dates to
each part of the work in such a manner that
the whole work should be done in an orderly
and systematic way.
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18. • As every attempt is made to stick to the
schedule but some variation is bound to take
place on account of some factors which
cannot be foreseen at the time of making
schedule, so this necessitates rescheduling of
the project during the progress of the work.
• Planning department will have to frame a
time schedule for a project which will assign
definite timings for individual constructional
operations leading to finished product.
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19. ADVANTAGES:
PROJECT SCHEDULING
• It will give clear idea about the type,
quantity of the materials required at
different stages of execution of work and the
duration of supply of materials.
• It will also show the quantities and duration
of various operations for which plant or
equipment (if needed) can be arranged well
in time, so as to avoid unnecessary
expenditure for keeping the plant idle for
dates on which it may not be required.
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20. • It will help in arranging labour, both skilled
and unskilled, as regards quantity and period
for which it may be needed.
• The money required at different stages will
also be known from the different data.
• The total time to complete the project is
known.
• From the actual progress charts, it can be
known whether the work is lagging behind
or not if the progress is slow, speeding up of
the activities can be arranges.
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21. • Project schedule is the basis of extracting a
number of other schedules and information.
• The project schedule act as reference for
completion with actual progress, cost of
construction, and profit margin at any given
time during the course of monitoring.
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22. STEPS TO PREPARE
PROJECT SCHEDULE
1. Identify and study the scope of work from
the contract documents like tender
drawings, bill of quantities, terms and
conditions of contract etc. Contractors
normally do not have access to all the
details needed to prepare an exhaustive
schedule at the beginning. Contractor
should try to extract as much information
as possible, even by unofficially meeting
the owner’s representative and architects
for the project. Prof. Ashish Makwana 22
23. • Decide on the construction methodology for
completing the project within the given time
schedule.
• The total project scope is finally brought
down into work packages and activities. This
breakdown into smaller activities helps the
planner in estimating resources required and
duration for completing the activities.
• Using relationships existing among different
activities a CPM or PERT network is
prepared.
• From the network a week-wise or month
wise schedule is derived.
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24. • In large project involving a number of sub
projects, a master project schedule is
prepared in addition to preparing schedules
for each of the sub projects.
• These activities need to be revised as and
when any new information is available or at
a fixed interval such as fortnightly or
monthly.
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25. OTHER SCHEDULES DERIVED
FROM PROJECT SCHEDULE
1. Construction schedule
2. Material schedule
3. Labour schedule
4. Equipment schedule
5. Financial schedule
6. Invoice schedule
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