Resource-Constrained Project Scheduling: Exact Methods for the Multi-Mode Case
Within a project human and non-human resources are pulled together in a tempo­ raray organization in order to achieve a predefined goal (d. [20], p. 187). That is, in contrast to manufacturing management, project management is directed to an end. One major function of project management is the scheduling of the project. Project scheduling is the time-based arrangement of the activities comprising the project subject to precedence-, time-and resource-constraints (d. [4], p. 170). In the 1950's the standard methods MPM (Metra Potential Method) and CPM (Cri­ tical Path Method) were developed. Given deterministic durations and precedence­ constraints the minimum project length, time windows for the start times and critical paths can be calculated. At the same time another group of researchers developed the Program Evaluation and Review Technique (PERT) (d. [19], [73] and [90]). In contrast to MPM and CPM, random variables describe the activity durations. Based on the optimistic, most likely and pessimistic estimations of the activity durations an assumed Beta­ distribution is derived in order to calculate the distribution of the project duration, the critical events, the distribution of earliest and latest occurence of an event, the distribution of the slack of the events and the probability of exceeding a date. By the time the estimates of the distributions have been improved (d. e.g. [52] and [56]). Nevertheless, there are some points of critique concerning the estimation of the resulting distributions and probabilities (d. e.g. [48], [49] and [50]).
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Resource-Constrained Project Scheduling: Exact Methods for the Multi-Mode Case
Within a project human and non-human resources are pulled together in a tempo­ raray organization in order to achieve a predefined goal (d. [20], p. 187). That is, in contrast to manufacturing management, project management is directed to an end. One major function of project management is the scheduling of the project. Project scheduling is the time-based arrangement of the activities comprising the project subject to precedence-, time-and resource-constraints (d. [4], p. 170). In the 1950's the standard methods MPM (Metra Potential Method) and CPM (Cri­ tical Path Method) were developed. Given deterministic durations and precedence­ constraints the minimum project length, time windows for the start times and critical paths can be calculated. At the same time another group of researchers developed the Program Evaluation and Review Technique (PERT) (d. [19], [73] and [90]). In contrast to MPM and CPM, random variables describe the activity durations. Based on the optimistic, most likely and pessimistic estimations of the activity durations an assumed Beta­ distribution is derived in order to calculate the distribution of the project duration, the critical events, the distribution of earliest and latest occurence of an event, the distribution of the slack of the events and the probability of exceeding a date. By the time the estimates of the distributions have been improved (d. e.g. [52] and [56]). Nevertheless, there are some points of critique concerning the estimation of the resulting distributions and probabilities (d. e.g. [48], [49] and [50]).
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Resource-Constrained Project Scheduling: Exact Methods for the Multi-Mode Case

Resource-Constrained Project Scheduling: Exact Methods for the Multi-Mode Case

by Arno Sprecher
Resource-Constrained Project Scheduling: Exact Methods for the Multi-Mode Case

Resource-Constrained Project Scheduling: Exact Methods for the Multi-Mode Case

by Arno Sprecher

Overview

Within a project human and non-human resources are pulled together in a tempo­ raray organization in order to achieve a predefined goal (d. [20], p. 187). That is, in contrast to manufacturing management, project management is directed to an end. One major function of project management is the scheduling of the project. Project scheduling is the time-based arrangement of the activities comprising the project subject to precedence-, time-and resource-constraints (d. [4], p. 170). In the 1950's the standard methods MPM (Metra Potential Method) and CPM (Cri­ tical Path Method) were developed. Given deterministic durations and precedence­ constraints the minimum project length, time windows for the start times and critical paths can be calculated. At the same time another group of researchers developed the Program Evaluation and Review Technique (PERT) (d. [19], [73] and [90]). In contrast to MPM and CPM, random variables describe the activity durations. Based on the optimistic, most likely and pessimistic estimations of the activity durations an assumed Beta­ distribution is derived in order to calculate the distribution of the project duration, the critical events, the distribution of earliest and latest occurence of an event, the distribution of the slack of the events and the probability of exceeding a date. By the time the estimates of the distributions have been improved (d. e.g. [52] and [56]). Nevertheless, there are some points of critique concerning the estimation of the resulting distributions and probabilities (d. e.g. [48], [49] and [50]).

Product Details

ISBN-13: 9783540578345
Publisher: Springer Berlin Heidelberg
Publication date: 05/27/1994
Series: Lecture Notes in Economics and Mathematical Systems , #409
Edition description: Softcover reprint of the original 1st ed. 1994
Pages: 142
Product dimensions: 6.10(w) x 9.25(h) x 0.01(d)

Table of Contents

1 The Model.- 1.1 Resource Categories.- 1.2 Problem Description.- 1.3 Critical Path Analysis.- 1.4 Mathematical Programming Formulation.- 2 Special Cases.- 2.1 Flow-Shop-Problem.- 2.2 Job-Shop-Problem.- 2.3 Open-Shop-Problem.- 2.4 Assembly Line Balancing.- 3 Variants and Extensions.- 3.1 Generalized Temporal Constraints.- 3.2 Resource Requirements Varying with Time.- 3.3 Further Regular Measures of Performance.- 4 Types of Schedules.- 4.1 Introduction.- 4.2 Definitions.- 4.3 Illustrations.- 5 A Branch and Bound Algorithm.- 5.1 The Precedence Tree.- 5.2 Minimizing the Projects Makespan.- 5.3 Optimizing any Regular Measure of Performance.- 5.4 Priority Rules and Heuristic Search Strategies.- 5.5 Acceleration Schemes.- 5.6 Limitations of the Branch and Bound Procedure.- 6 Generation of Instances by ProGen.- 6.1 Introduction.- 6.2 ProGen Specific Notation and Symbols.- 6.3 Project Generation.- 6.4 Resource Demand and Availability Generation.- 7 Computational Results.- 7.1 Exact Methods.- 7.2 Truncated Exact Methods.- 8 An Artificial Intelligence Approach.- 8.1 Model Reformulations.- 8.2 A PROLOG-Based Implementationll.- 8.3 Preliminary Computational Results.- 9 Applications.- 10 Conclusions.- List of Figures.- List of Tables.
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