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MULTI-PROJECT SCHEDULING AND CONTROL: A PROCESS-BASED COMPARATIVE STUDY OF TH...Izack Cohen; Avishai Mandelbaum; Avraham ShtubProject Management Journal; Jun 2004; 35, 2; ABI/INFORM Globalpg. 39
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
June 2004 Project Management Journal • 41
able delays of the critical chain.Consequently, feeding buffers areadded at the end of each non-criticalactivity chain (“pushing” the latterback in time, in response to a “latestart”). The feeding buffers thus pro-tect the critical chain from variationsof non-critical chains and allow criti-cal-chain activities to start early, whenpossible. According to Leach (1999),a feeding-buffer capacity is set to 50%of the duration of its non-criticalactivity chain.
Step S5: Control.Buffer monitoring provides a
quick grasp of project status, which, inturn, enables adaptive control.Specifically, buffer consumption thatreaches a predefined threshold (e.g.,two-thirds of the buffer size or, equiva-lently, one-third of the slack timeremains unused; Leach, 1999) triggersan early warning toward taking somepreventive managerial action. Moredetails are provided later in this paper.
Multiple projects are accommo-dated by combining single-projectscheduling with TOC (Goldratt, 1984)and CC principles, notably theemphasis on reducing multi-tasking(Herroelen & Leus, 2001; Leach,1999). To this end, project start-timesare staggered, which turns the multi-project system into a “pull” systemwith newly determined release/starttimes. Following are the relevantdetails.
Scheduling and control of a multi-project system:
Step M1: Treat each project as asingle project.
Individually schedule each of themulti-projects, using the four steps forscheduling a single project, as describedin Steps S1–S4.
Step M2: Stagger projectsaccording to the bottleneck resource.
First identify the bottleneck,namely the most constrainingresource (often by simply usingmanagerial experience). Thenrelease projects sequentially, by stag-gering them, so that the bottleneckworks continuously and there is noidle time.
Step M3: Create a capacity buffer.A time buffer, called a capacity
buffer, is associated with the bottle-neck, and its role is to ensure bottle-neck availability. The capacity bufferdecouples between bottleneck activi-ties that belong to successive projects,thus determining projects’ start times.Since, based on a literature survey,there is no standard way to set the sizeof this capacity buffer, we set its base-case size at 50% of the duration of thebottleneck activity. We then analyzethe effect of alternative sizes by varyingthe values through 8.3%, 16.7%,83.3% and 116.7%.
Step M4: Control.As with single projects, scheduling
control of multi-projects is buffer-based: when allocating an idleresource, top priority is given to criti-cal-chain activities over non-critical-chain activities; secondary priority isgiven to activities of projects with thehighest level of project buffer utiliza-tion or, equivalently, the least slacktime. Least priority, in turn, is given toactivities of projects with the highestfeeding buffer consumption.
From Project to Process ManagementFollowing Adler et al. (1995), wemodel a multi-project organization asa stochastic processing network. Adleret al. (1995) validated the modelbased on an actual research and devel-opment organization, showing thatthe model simulated quite accuratelyits performance.
In the model of a stochastic pro-cessing network, each network noderepresents a group of (one or more)statistically identical resources, whoperform the same type of activities andwho are able to do so in parallel.When several activities of a project can
start being processed at the same time,we refer to the phenomenon as a“fork;” when an activity cannot beginuntil its predecessor activities havebeen completed, we call it a “join.”(Consequently, such models are oftenreferred to as fork-join queues. Forexample, see Nelson & Tantawi, 1988.)The time required to complete anactivity is called its processing time(duration) and the intervals betweensuccessive project releases are “inter-arrival times.” The reciprocal of the
Table 1 / Cohen
Inter-arrival Exp(1/3.25)
Activity A 1 3 Exp(1/6)
Activity B 2 2 Exp(1/5)
Activity C 3 3 Exp(1/4)
Activity D 4 1 Exp(1/3)
Resource Number of Time � Type Resources Distribution
Table 1. Characteristics of our multi-project system: number of resource-units per type, processing time distribution and inter-arrival time distribution. The notation Exp(l) represents anexponential distribution with probability density function f(t)= le–lt (and expectation 1/l)
Fig 1 / Cohen
A, 1
B, 2
C, 3
D, 4
Resource Queue Synchronization Queue Activity Type (I), Resource Type (#)I, #
FS
Figure 1. The Stochastic Processing Network approach for representing a multi-project system
PMI-010 June_PMJ 9/22/04 12:55 PM Page 41
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