Advanced Models for Project Management by Prof. L. Valadares Tavares (auth.)

By Prof. L. Valadares Tavares (auth.)

More than 40 years have handed because the early makes an attempt to version tasks. a wide area of theoretical advancements has grown generating a excessive variety of analytical and numerical effects, however it turns out that the most version continues to be an analogous: the idea that of undertaking community. this idea has come to symbolize the 2 significant good points underlying the inspiration of a undertaking: the sequential and the aggressive nature of its parts, the project's actions. truly, the sequential estate defines the constitution of the venture and the aggressive nature stems from using universal assets (facilities, items, gear, administration, etc.) to hold out the various actions. notwithstanding, major advances were completed in undertaking modelling, permitting the creation of even more robust effects: A. the idea that of priority and the outline of actions has been generalized to supply quite a lot of lifelike illustration of tasks. B. the stochastic examine of the positive aspects of initiatives akin to the period and price in their actions is conducted by way of a number of analytical and numerical types, permitting experimental and forecasting analyses. C. the allocation of assets will be now studied for extra advanced occasions and regulations. D. the monetary description of initiatives is extra competently studied and its optimization is punctiliously pursued. E. the overview and the evaluate of tasks now could be studied in the framework of multicriteria determination concept contemplating a number of views and assisting the undertaking supervisor to choose the main acceptable compromises among chance, time and anticipated gains.

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Advanced models for project management 42 4. Duration The two attributes of the set {BI (i), ... , Bp (i)} which have received most of the attention are the cost and the duration of each activity, C(i) and D(i), as they allow the study of the two major criteria: total duration of the project, T and its total cost. The costs have already been studied in the last sub-chapter. The study of the total duration in tenus of D ={D(i):i = 1, ... ,N} has been developed since the early papers of Project Management (See, e.

12. - .............. 12 EXAMPLE OF R(t) AND S(t) Advanced models for project management 34 Therefore, the feasibility of this project implies a cumulative supply curve, S (t), above R (t) to avoid any delays due to a shortage of the resource, as is also shown in the previous Figure. The management of this resource is based largely on the models developed for Inventory Control to optimize an overall function of the cost of orders and of the holding cost of stock. The total cost per time unit, F, can be easily deduced assuming periodic orders, constant consumption rate, and that no shortage is acceptable (Fig.

0 27 27 6 '1 13 I 13 5 21 21 21 121 3 . 16 EARLIEST AND LATEST OCCURRENCE TIME OF THE NODES OF THE NETWORK PRESENTED IN FIG. 17 EARLIEST AND LATEST STARTING TIMES OF THE ACTIVITIES OF THE NETWORK PRESENTED IN FIG. 1 Activity Duration 1 10 2 3 3 7 4 5 5 8 6 2 7 11 8 4 9 6 10 7 11 6 12 9 13 7 Obviously, the definition of a critical activity also can be given in terms of the earliest and latest times of the nodes using AoA: Ai is critical if: a) tk = t'k and tm Ai ends. b) Di = (tm - tk) = t'm' k being the node where Ai starts and m the node where It should be noted that the condition a) is just a necessary condition.

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