scholarly journals Performance of Heuristic Priority Rule for Multiskilled Resource-Constrained Scheduling

2021 ◽  
Vol 9 (6) ◽  
pp. 633-642
Keyword(s):  
Standard Deviation ◽  
Classification System ◽  
Project Managers ◽  
Project Manager ◽  
The Other ◽  
Priority Rule ◽  
Priority Rules ◽  
Resource Constrained ◽  
Project Duration ◽  
Schedule Scheme

Nowadays, without a classification system that helps the project manager to decide which heuristic applies when mitigating the multiskilled resource-constrainedscheduling, they must try several of rules until they find one that compares favorably (shortest duration) with the results of the other heuristic priority rules. This study explored the twenty-three existing heuristics’ performance for multiskilled resource-constrained scheduling. The results found that the heuristics with good performance are TIMROS, TIMRES, ACROS, WCS ACS and ACTRES. Overall, they outperform the others in shortening the project duration. It should be pointed out that the heuristics dealing with the use of several information are likely better to get shorter project duration. There are enough statistical evidences to conclude that their criterions have a significant effect on reducing project duration by approximately 1-2 times of the standard deviation. The top four heuristics: TIMROS, TIMRES, ACROS and ACTRESS classified into the composite rule produced the lowest average of project duration. It is also found that Serial Schedule Scheme (SSS) underperformthe Partial Schedule Scheme (PSS). This study has the contribution for the project managers to decide which heuristic applies when mitigating the multiskilled resource overallocation problem in term of minimum project duration

scholarly journals Project Management Yinyang: Coupling project success and client satisfaction

2017 ◽  
Vol 4 ◽  
pp. 5523
Author(s):  
Greg Stewart Usher ◽  
Stephen Jon Whitty
Keyword(s):  
Project Management ◽  
Lived Experience ◽  
Client Satisfaction ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
The Other ◽  
Language Games ◽  
Tightly Coupled ◽  
Paradox Theory

Our research applies paradox theory to a project management construct to help project management researchers and practitioners understand the tensions that can exist between project success and client satisfaction. Our research highlights that although project success and client satisfaction are both present within a project management construct, they also belong to different functional systems. Project success and client satisfaction have different systemic-discourses and use different language games to convey information. These distinctions can create latent and sometimes salient tensions within the project management construct that project managers must understand, embrace, and work with.We have used a Grounded Theory (GT) methodology to explore the lived experience of project managers, and from this have identified a phenomenon which we have termed project management yinyang.Project management yinyang is the state that exists when both project success and Client satisfaction are tightly coupled within the project management construct. Project management yinyang highlights that these two phenomena cannot be viewed as separate elements because the ‘seed’ of each exists within the other. And to truly achieve one, you must also achieve the other.Our findings indicate that in order to create project management yinyang the project manager must embrace a paradoxical yet holistic philosophy. They must understand the complementarity, interdependency, and structural coupling that exists between the positivist and interpretivist paradigms within the project management construct. They must understand how satisfaction (Yin) and success (Yang) are created through focus. Furthermore, they must understand how project management yinyang is separate from, but borne from, the convergence of the other two elements.

scholarly journals Comparison of Heuristic Priority Rules in the Solution of the Resource-Constrained Project Scheduling Problem

2021 ◽  
Vol 13 (17) ◽  
pp. 9956
Author(s):  
Osman Hürol Türkakın ◽  
David Arditi ◽  
Ekrem Manisalı
Keyword(s):  
Resource Allocation ◽  
Project Scheduling ◽  
Resource Constraints ◽  
Priority Rules ◽  
Resource Constrained ◽  
Start Time ◽  
Project Duration ◽  
Resource Constrained Project Scheduling ◽  
Finish Time ◽  
Positional Weight

Resource-constrained project scheduling (RCPS) aims to minimize project duration under limited resource availabilities. The heuristic methods that are often used to solve the RCPS problem make use of different priority rules. The comparative merits of different priority rules have not been discussed in the literature in sufficient detail. This study is a response to this research gap. It compares 17 heuristic priority rules and seeks the best performing heuristic priority rule. This is the first study ever that compares heuristic priority rules by considering combinations of variations in (1) resource allocation procedures, (2) number of activities, (3) number of resource constraints, and (4) resource supply levels. The objective is to understand the relative merits of heuristic rules used in solving the RCPS problem. The findings indicate that the “minimum late finish time” rule generates the shortest predicted project duration when used in parallel resource allocation, whereas the “minimum late start time”, “minimum late finish time”, and the “highest rank of positional weight 2” rules perform best in serial resource allocation. It was also found that parallel resource allocation is slightly superior to serial resource allocation in most instances.

Project Manager’s Competencies in Renewable Energy Projects

2017 ◽  
Vol 6 (3) ◽  
pp. 19-25
Author(s):  
Екатерина Логинова ◽  
Ekaterina Loginova
Keyword(s):  
Renewable Energy ◽  
Project Management ◽  
Project Managers ◽  
Project Manager ◽  
The Other ◽  
Professional Experience ◽  
Engineering Project ◽  
Engineering Project Management ◽  
Energy Projects ◽  
Job Advertisements

This research examines renewable energy (RE) project manager competencies required by USA labor market using the analyses of project manager Internet job advertisements. It was realized by collecting and coding the requirements from the job advertisements in April 2017. 1500 vacancies were found by the website, but only 150 of them were relevant for this work (they were filtered according to some formal criteria). From the data obtained from advertisement analyses, the pool of job candidate’s competencies required by the market was compiled. The most common requirements were compared with IPMA and SOVNET competency standards for project managers. The research shows that companies are seeking a candidate with bachelor degree in engineering, project management and specific sectorial certificates, 6 years of professional experience related to project management. Some competencies coincide with the standards and the other are referred to specific RE skills.

scholarly journals Resource-Constrained Construction Scheduling Using Agent Based Modeling Technique

2019 ◽  
Vol 8 (1) ◽  
pp. 25-33
Author(s):  
Ahmed Senouci ◽  
Karim Abdel Warith ◽  
Neil Eldin
Keyword(s):  
Agent Based Modeling ◽  
Priority Rules ◽  
Resource Constrained ◽  
Project Duration ◽  
Agent Based ◽  
Construction Scheduling ◽  
Constrained Problems ◽  
Proposed Model ◽  
The Impact

 This paper presents the use of Agent Based Modeling (ABM) technique as a tool for optimum resource constrained scheduling.  The model added two features to the standard resource scheduling applications. It allowed activity interruptions when necessary and the impact of the quality of the predecessors on the successors’ duration. An illustrative example is offered to demonstrate the performance of the proposed model. ABM technique was confirmed to be a valid approach for seeking alternative solutions in resource constrained schedules. The model proved advantageous to resource-constrained schedules. It illustrated additional flexibility to the standard techniques for resource-constrained problems. The model was proven successful in minimizing the project duration under preset priority rules.

PROJECT MANAGERS' RESPONSIBILITIES IN MULTIDISCIPLINARY COLLABORATION PROJECTS: A CASE STUDY IN EDUCATION

2019 ◽  
Vol 6 (1) ◽  
Author(s):  
Silvia Mazzetto
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
The Other ◽  
Close Correspondence ◽  
Collaborative Project ◽  
Multidisciplinary Collaboration ◽  
College Of Engineering

The success of a project is not only built upon the performance of the team involved but also on the contribution of the project manager and the other participants such as the client, stakeholders, consultant, suppliers, and authorizing bodies. In particular, the project managers' contribution in coordinating and leading the participants is fundamental to the project success. The research hypothesis addressed in this paper is to investigate how a multidisciplinary collaboration experience between two departments, using a Work-Based Learning (WBL) method, can improve students' training while handling responsibilities in project management. This paper presents a practical approach to the teaching of Project Management, based on multidisciplinary collaboration protocol developed by the College of Engineering at Qatar University. Collaboration between two Project Management courses was repeated for two years, involving students of both disciplines in a joint assignment (a collaborative project). During the experience, the project managers' responsibilities were analyzed and evaluated by the students. Outcomes of the study show that because there is a close correspondence between project manager's skills, interpersonal action, and readiness to take responsibility, the success of a project is strongly influenced by the capabilities of its leader. The paper meditates on the contribution of the multidisciplinary experience in developing students' capabilities and responsibilities when working on a collaborative project, improving entrepreneurship's performance and building new ways of collaboration in higher education.

Impact of Project Manager Competencies on Project Success: Case of Social Projects in the City of Agadir, Morocco

2019 ◽  
Vol 10 (5) ◽  
pp. 456-469
Author(s):  
Habiba Abou Hafs ◽  
◽  
Fadila Boutora ◽  
Keyword(s):  
Leadership Skills ◽  
Personal Characteristics ◽  
Self Esteem ◽  
Project Managers ◽  
Project Manager ◽  
Self Control ◽  
Behavioral Skills ◽  
Professional Characteristics ◽  
The Social ◽  
The City

The question of project manager competencies and especially in social projects is a key issue for social organizations seeking to progress and achieve success. If the manager has an important role to play with regard to the social organization, he’s however dependent on his behavioral, professional and personal capacities. The purpose of this paper is to show, on the basis of a quantitative study carried out among 120 managers of social projects in cooperatives located in the city of Agadir (Morocco), that the success of projects is conditioned by the leadership skills. Consequently, factors related to behavioral skills such as Solidarity; Involvement; Patience; Creativity; Empathy; Motivation; Trust; Commitment; Self-esteem; Transparency; Self-control; Discipline and other factors related to professional characteristics and personal characteristics of project managers prove a positive and significant relationship with the criterion of success studied.

Perangkat sumber daya manusia (brainware). S Mukhtar Ayubi Simatupang. PMM-1

2020 ◽  
Author(s):  
S Mukhtar Ayubi Simatupang
Keyword(s):  
Human Resources ◽  
Computer System ◽  
Computer Systems ◽  
Project Managers ◽  
Project Manager ◽  
Database Administrator ◽  
System Analyst

AbstrakBrainware adalah istilah yang digunakan untuk manusia yang digunakan untuk manusia yang berhubungan dengan sistem komputer. Manusia merupakan suatu elemen dari sistem komputer yang merancang bagaimana suatu mesin dapat bekerja sesuai dengan hasil yang diinginkan. Tingkatan brainware terdiri atas system analyst, programmer, administrator, dan operator. Bagian bagian brainware terdiri atas operator komputer, teknisi, trainer, konsultan, project manager, programmer, grapic designer, spesialis jaringan, database administrator, dan system analitis. Kata Kunci : Brainware (Perangkat Sumber Daya Manusia)AbstractBrainware is a term used for humans that is used for humans related to computer systems. Humans are an element of a computer system that designs how a machine can work in accordance with the desired results. The brainware level consists of system analysts, programmers, administrators, and operators. The brainware section consists of computer operators, technicians, trainers, consultants, project managers, programmers, grapic designers, network specialists, database administrators, and system analytics.Keywords: Brainware (Human Resources Tool)

scholarly journals An alternative to the rejection of observations

1932 ◽  
Vol 137 (831) ◽  
pp. 78-87 ◽  
Keyword(s):  
Standard Deviation ◽  
Continuous Function ◽  
Large Deviations ◽  
Opposite Direction ◽  
Standard Error ◽  
The Other ◽  
Cause Of Error ◽  
The Mean ◽  
Normal Law ◽  
Usual Rule

1. It is widely felt that any method of rejecting observations with large deviations from the mean is open to some suspicion. Suppose that by some criterion, such as Peirce’s and Chauvenet’s, we decide to reject observations with deviations greater than 4 σ, where σ is the standard error, computed from the standard deviation by the usual rule; then we reject an observation deviating by 4·5 σ, and thereby alter the mean by about 4·5 σ/ n , where n is the number of observations, and at the same time we reduce the computed standard error. This may lead to the rejection of another observation deviating from the original mean by less than 4 σ, and if the process is repeated the mean may be shifted so much as to lead to doubt as to whether it is really sufficiently representative of the observations. In many cases, where we suspect that some abnormal cause has affected a fraction of the observations, there is a legitimate doubt as to whether it has affected a particular observation. Suppose that we have 50 observations. Then there is an even chance, according to the normal law, of a deviation exceeding 2·33 σ. But a deviation of 3 σ or more is not impossible, and if we make a mistake in rejecting it the mean of the remainder is not the most probable value. On the other hand, an observation deviating by only 2 σ may be affected by an abnormal cause of error, and then we should err in retaining it, even though no existing rule will instruct us to reject such an observation. It seems clear that the probability that a given observation has been affected by an abnormal cause of error is a continuous function of the deviation; it is never certain or impossible that it has been so affected, and a process that completely rejects certain observations, while retaining with full weight others with comparable deviations, possibly in the opposite direction, is unsatisfactory in principle.

scholarly journals An Optimal and Stable Algorithm for Clustering Numerical Data

Algorithms ◽  
2021 ◽  
Vol 14 (7) ◽  
pp. 197
Author(s):  
Ali Seman ◽  
Azizian Mohd Sapawi
Keyword(s):  
Standard Deviation ◽  
Real World ◽  
Clustering Algorithm ◽  
Numerical Data ◽  
Zero Point ◽  
The Other ◽  
Suitable Alternative ◽  
Stable Algorithm ◽  
Real World Applications

In the conventional k-means framework, seeding is the first step toward optimization before the objects are clustered. In random seeding, two main issues arise: the clustering results may be less than optimal and different clustering results may be obtained for every run. In real-world applications, optimal and stable clustering is highly desirable. This report introduces a new clustering algorithm called the zero k-approximate modal haplotype (Zk-AMH) algorithm that uses a simple and novel seeding mechanism known as zero-point multidimensional spaces. The Zk-AMH provides cluster optimality and stability, therefore resolving the aforementioned issues. Notably, the Zk-AMH algorithm yielded identical mean scores to maximum, and minimum scores in 100 runs, producing zero standard deviation to show its stability. Additionally, when the Zk-AMH algorithm was applied to eight datasets, it achieved the highest mean scores for four datasets, produced an approximately equal score for one dataset, and yielded marginally lower scores for the other three datasets. With its optimality and stability, the Zk-AMH algorithm could be a suitable alternative for developing future clustering tools.

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