CONSTRAINED RESOURCE

SCHEDULING (CRS)

Major Resource Constraints:

Failure of a supplier to produceFailure of a supplier to deliver the

assignmentLoss of a resourceTheft of a resource

Approaches to CRS

Heuristic Method

Optimization Model

Heuristic Methods

PERT/CPM

Analyze resource usage

Identify priority rule

Allocate the scarce resource

Results are good enough for many purposes

Used for large, non linear, complex problems

• As soon as possible• As late as possible• Shortest task first• Most Resources first

• Most critical followers

• Most Successors• Arbitrary

Common

Priority Rules

Minimum Schedule slippage

Best utilization of facilities

Minimum system occupancy time

• Minimum slack first

Optimizing Method

Mathematical ProgrammingEnumeration

MULTI-PROJECT SCHEDULING AND

RESOURCE ALLOCATION

Criterias of Project Scheduling

Schedule Slippage Most Important Time past a Project’s due date Penalty costs Loss of goodwill of producer

Resource Utilization Smoothes peaks and valleys of resourse usage Eliminate the concept of WAIT

In-Process Inventory Amount of work waiting due to shortage of

resources Requires trade off between cost of inprocess

inventory and cost of resources

Heuristic Techniques

1. Resource Scheduling Method dij= increase in duration resulting when activity j follows

activity i =Max [0;EFi-LSj]

EFi= early finish of activity i; LSj= latest start of activity j

2. Minimum Late Finish Time

3. Greatest Resource Demand Priority= dj∑rij

dj= duration of activity rij=per period requirement of resource i by activity j

4. Greatest Resource Utilization

5. Most Possible Jobs

A Multi-Project Sceduling Heuristic

“A project plan is a nested set of plans,

composed of a set of generalized tasks,

each of which is decomposed further.”

The Problem:• The amount of resources is limited in

successive scheduling periods

The Solution:• Find a schedule best satisfying

sequence and resource constraints• A schedule minimizing overall

duration of entire network

Before allocation of resources, consider the quantity of resources available

Weist’s heuristic allocates resources to activities in order of their early start times

Depletion of resources before completing task lists results in delay of remaining task

We may borrow resources or deschedule currently active noncritical task

GOLDRATT’S CRITICAL CHAIN

The Problems Thoughtless optimism

o PM’s don’t accept lateness to be their faulto Ignore risk management

Capacity should be set to equal demando Don’t consider projects to be assembly lineso Deny that capacity is needed to exceed demand for

projects

The “Student syndrome”o Students always want more time to complete a projecto Given more time they delay near deadline

Multitasking to reduce timeo Ignoring that switching back and forth between

tasks is not an efficient and effective way

Complexity of network makes no

differenceo Complexity, uncertainity and merging paths all join

to make trouble

People need a reason to work hardo Project workers keep a lot of slack timeo Cut back on time allowances

Game playingo Workers add extra time, resource and budget to

their portion of worko Blaming each other

EXAMPLEThe Inefficient Way

A1

• 10

A2

• 30

A3

• 50

B1

• 20

B2

• 40

B3

• 60

EXAMPLEThe Right Way

A1

• 10

A2

• 20

A3

• 30

B1

• 40

B2

• 50

B3

• 60

The Critical Chain

Scheduling on the basis of

availability of

scarce resources

Addition of time buffers

Duration should be decreased enough to avoid the “student syndrome

”

Activities to be

carried out in

parallel are not

independent

Activities can be ordered according to:– Resource dependencies – Technological requirements

The longest of the paths is the Critical

Path

Two sources of delay:– Delay in one or more critical activities– Delay in one more activities in feeder chain

THE END OF CHAPTER 9

QUALITY ASSURANCE AGENCY

ADRESSING A PROBLEM…

• The present status of Quality in higher learning institutions of Pakistan is quite questionable.

• Pakistani Universities are not capable of meeting the international standards of higher education.

• Goal of International compatibility and competitiveness is not achieved.

Mission:“ To integrate the concept of quality

assurance in higher learning with enhanced levels of international

compatibility through capacity building.”

Vision Statement:“ Developing a viable and sustainable

mechanism of quality assurance in higher learning sector to meet the rising

challenges of transforming the country into a knowledge economy.”

GOALS

Policy making and developing

practical guidelines of

quality assurance in cross cutting

areas of higher learning.

Developing guidelines for establishing of

Quality Enhancement

Cells and Monitoring & Evaluation of these QEC’s.

Capacity building to

enhance the standards of

quality assurance in

higher education at

national level.

• Authorities Responsible for:– Sponsoring: Higher Education Commission

– Execution: Higher Education Commission

– Operation and Maintenance: Concerned

University/Institution

•Time required for completion of

project:– 18 months (6 months for preparatory work)

Locatio

n of Pr

oject:

• HEC (Main campus)

Area to be served

:

• Pakistan as a whole.

• People of all age groups and income levels.

Cost Estimates

:

• Total annual recurring budget Rs.19,700,000

• Break down of 10,000,000 for QECs @ 1,000,000 per QEC and 9,700,000 for QAA.

Functions of QAA• Developing practical guidelines and

policies for establishing QECs at public sector universities.

• Monitoring& Evaluation of all QECs.

• Evaluation of the activities and uniformity of pace and standards across country.

• Capacity building of all professional staff of Quality Enhancement Cells.

• Providing Foreign trained personnel as Master Trainers to the staff.

GUIDELINES FO DEVELOPMENT OF QEC

• The Quality Enhancement Cell (QEC) will be established in each University/degree awarding institute.

• Promoting public confidence.• Review of quality standards by auditing academic

standards and the quality of teaching, learning and management.

• Review of academic affiliations with other institutions.• Defining clear and explicit standards as points of reference

to the reviews to be carried out.• Developing qualifications framework.• Developing program specifications.• Develop quality assurance processes and methods of

evaluation.• Capacity building training from HEC.

Cost & Budget & Cost Components

Sr # Item Estimated cost Financial allocation

1 Capital cost 3,660,000 HEC and 10 relevantpublic universities

2 Annual recurring cost of QAA during execution

9,400,000 HEC

3 Annual Recurringcost for 10 QECs@one million per QEC

10,000,000 10 Relevant publicUniversities

4 Total 23,060,000

Break down of Capital CostSr

#Items Quantity for

(QECs)Estimated cost inPak-Rs(i)

Quantity for QAA

Estimated costPak-Rs(ii)

1 Computers 20@ 2/QEC 1,000,000 3 150,000

2 Laptops 1 140,000

3 Telephone/fax/mail

Included in recurringcost

Will be shared by the relevant University

@25,000 per month

300,000

4 Printers 10@ 1/QEC 100,000 1 150,000

5 Scanner As per requirement 1 20,000

6 Furniture As per requirement 200,000 As perrequirement

200,000

7 Papers/catridges 200,000 Cartridges forProfessionalColour printer

200,000

8 Motor vehicle for MD

1 1,000,000

9 Total of (i) & (ii) =3,660,000

1,500,000 2,160,000

Staff & Salary Structure for Quality Assurance Agency (QAA.):

Sr# Title Number Salary

1 Managing Director

01 80,000

2 Programme Coordinator

01 30,000

3 Training Coordinator

01 25,000

4 Data Analyst 01 10,000

5 P.A/Stenographer 01 8,000

6 Naib-Qasid 01 3,0000

7 Driver 01 4,000

8 Total salaries per month

160,000

9 Total salaries per annum

1,920,,000

Time required for completion ofproject: (months)

18 months (6 months for preparatory work)

Current Status

Quality Assurance Agency (QAA) is engaged in systematic implementation of quality enhancement procedures/criteria to attain improved levels of international compatibility and competitiveness at institutional and program level. Established in 2005, QAA is engaged in developing a viable and sustainable mechanism of quality assurance in the higher learning sector in order to meet the rising challenges of transforming the country into a knowledge economy.