Q1) Explain Project cycle?

A1)

As stated, earlier Projects are non routine, non repetitive activities that are conceptualized, created, and commissioned Projects are temporary, they do not last forever and hence they have a lifecycle to follow. Unlike operations which form the core activities of the organization, projects are undertaken to create products, services, or conditions that are unique, non-repetitive, and have a definitive start and end.

Life cycle

Initiation - Pre launch setting up of the project

Planning- An iterative process communicating the intent of the project

Execution - Undertaking the execution of the project plan by the project team

Monitoring and Controlling - Ensuring that the work is as per the plan Commissioning-Closure and commencement of the regular operations of the project.

Projects do not form the core activity of the organization they are temporary activities with a definitive objective.

Today, the project management lifecycle approach is used in construction, aerospace, government agencies. Research and development, manufacturing, electronics and many other industries, and the term project management lifecycle may mean different things to different people depending upon the particular application.

The basic project management lifecycle principles are applicable to a wide variety of projects such as new applications, major maintenance and repair projects, relocations and re-organizations, creating new web site, or establishing a new data base centre.

Irrespective of the type of project the basic frame work. Shared by every project remains the same. The project management lifecycle describes the evolution of the project and then move from its initiation to its commissioning.

Q2) What is organization?

A2)

Organizations are ubiquitous in today's world. Organizations wield far-reaching and comprehensive powers to deeply influence all aspects of human life. We live, essentially within, or as members of, some or other organization at all times and during all stages of our life viz, childhood, adult It is crucial and imperative, precisely on account of aforementioned fact, that we develop deeper insights as far as nature, functions and objectives of organizations are concerned.

Indeed, organizations are as old as humanity itself. People come together and form organizations to achieve certain goals.

Political organizations, business organizations, cultural organizations, charity organizations, educational organizations, research organizations, religious organizations, defense organizations etc. are some of the organizations we all are familiar with.

Organizations are somewhat abstract entities which are law abiding and, in many cases, may possess a legal personal or identity.

Human enterprise and ingenuity, visionary leadership and socio-culturally and legally acceptable purpose or mission, are the essential prerequisites for any organization to come into existence.

In any organization, people working in diverse roles, capacities and on various positions assigned to them within the organization strive to attain common organizational goals.

People derive their identities such as social, familial, cultural, professional, organizational, and even spiritual in many cases, from their association with the organizations.

Individual harbors his own paradigms and perceptions regarding organization and goings on within it. This has profound effects on human behavior while working within the organization, and it makes organization a very complex social system.

Characteristics of an Organization

It has well defined and agreed upon common purpose. It involves assignment of tasks and activities. This involves dividing the work which enhances efficiency and proficiency both.

It has clearly defined deliverables for its sub-functions and individuals working within it. It has clearly defined roles, responsibilities and authorities at all levels.

People depict dynamic human element of the organization and strengths and weaknesses and customs and mores of the people can't be ignored, rather they have to be the prime considerations while activity groupings and empowering. There are people and people process.

It has formal and informal channels of communication within it. There are rules and regulations governing people and processes.

Organizations function within environment of which economic, social, political and legal factors are the major constituents

Q3) What is planning?

A3)

The project planning phase is the longest and most important of the project cycle. Without proper planning, a project has a poor chance of success.

Team members must decide on a budget, set timelines, and identify resources and constraints. The team verifies the availability of resources, materials and expertise critical to on-time project completion.

Project teams should spend the necessary time planning a project and make any plan changes before moving on to the next phase. The team may put project plans in writing to clarify roles, responsibilities and project deadlines.

Howsoever simple it may seem Project planning is not the forte of many project managers. From the project managers point of view project planning is the first step in the implementation of the project.

A project plan is an iterative process that communicates the approach and intent of the project manager. A project plan will provide the details of the processes that will be used in the project and how the project work will be executed, controlled, and commissioned.

The first step in Project Planning is to research the objective that the project aims to address. A good research will enable the project manager to develop a thorough understanding of the objective.

The research can be done by interviewing the key stakeholders. The project manager needs to understand why the project is being initiated and what it aims to accomplish.

The success of the project hinges on a clear understanding on the part of the project manager and key stakeholders as to the motive and end result of the project. The vision for the end result of the project should be mutually developed by the key stakeholders and project manager.

Project planning would necessarily mean Defining and understanding the objective of the project.

Breaking the project into major tasks:

Assessing the resource requirement for the completion of tasks

Estimating the cost to be incurred on each task

Estimating the duration for completion of each task within the project

The project manager should approach the project planning stage cautiously. He should be aware of the resources in hand, the people assisting him, and the time he should give to the planning phase.

Although planning is an iterative process and the project manager will be revisiting it time and again during the entire course of the project implementation, he should decide in advance the time that would be spent on the planning phase.

The usually practice in determining the time one should spend on planning is that it should be directly proportional to the size and relevance of the project.

Q4) Explain the term scheduling?

A4)

Project Scheduling

Effective Planning and analyzing the plans from different perspectives increase the chances of completing the project on time and within budget.

However, before setting the plan in motion it is necessary to work out a proper project schedule and plan the procurement activities listed in the plan.

Just as every project must have a definitive set of deliverables which mark the closure of the project; it should also have a finish date. A project with no finishing date is less likely to succeed.

As far as possible the deadlines set for the project should be inflexible. The project manager should set a realistic deadline to ensure that the project meets its logical end.

A project missing its deadlines is a sure shot indication of poor planning and lack of research, Therefore, for ensuring that deadlines are met, the project manager should plan and research properly.

Thus, to ensure that project deadlines are met a project schedule plan has to prepared by the project manager and the project team. The project schedule plan comprises of; Project activities and the estimated duration for their completion.

The sequence of activities and the moment they would need to set in motion.

Resources needed for the activities and the moment they would be needed.

Measures to monitor and control the project schedule

The Project Scope Statement enables the creation of the Work Breakdown Statement (WBS) which in turn facilitates creation of the project schedule. A project schedule comprises of the various tasks within the project and the resources that would be needed for the completion of the task. A project schedule enables the project manager to determine the time that would be needed for the project and accordingly the timing for procurement of the resources required for the completion of the job. Based on the criticality of work involved in the task the time period for its completion is estimated by the project manager.

While estimating the project manager may rely on previous project experience or may discuss the time frame with the people who will responsible for the completion of the task.

However, when the task is undertaken it is the responsibility of the project manager to ensure that the requisite resources are made available.

The estimation of time required for the completion of tasks should be measured in units of time such as days. Weeks, or months. After the unit of time required for completion of each of the task in the project has been estimated, the project manager can estimate the time required for the completion of the project by merely adding the units of time of each task.

Based on the duration estimated a deadline can be set for the completion of the project.

However, in the real world, project deadlines are determined by management way before the actual project even commences. The delivery dates for the project are given to the project manager who then has to plan backwards.

Despite the duration of the project having been decided in advance the project manager has to still undertake all the activities of work decomposition and assignment of resources to complete the tasks just as he would have done with a project with no pre-defined deadline.

Creating a network diagram, also referred to as a logic diagram, is a great way for starting to understand and visualize how the project will proceed. - It's a simple concept successfully used in applications outside of project management planning, commonly used in manufacturing industries, as well as service industries requiring mapping and understanding work flows.

In the context of project planning, a network diagram is a sequence of tasks (activities), commonly represented by blocks, that are linked together in the logical sequence they need to be carried out. Producing a network diagram follows the completion of the project WBS.

Once the logic diagram has been completed, a clearer picture of the required sequence of events and activities for the project emerges.

The logic rules affecting activities, for example you cannot start building the house foundations until you have first prepared the ground, are evident.

By including the project team in the development of the network diagram, the project manager obtains a consensus of understanding of how the project should be implemented, at the same time providing a forum for challenging accepted ways of doing things, which may need amending to suit the specific constraints associated with the project at hand. Project Schedule serves the following purpose

Project schedule simplifies the project plan such that it can be understood by all those concerned and initiates prompt action.

Project schedule validates the time objective by verifying the deadlines set for tasks.

The implications of a delay in a particular task can be gauged and proper corrective action can be initiated to avoid repercussions.

Project schedule enables the project manager to identify and focus on those activities that could prove to be bottleneck in the future.

Project schedule serves as a basis for project monitoring and control.

Project schedule ensures the optimum utilization of resources and helps in resource leveling by working on the floats.

Project schedule identifies scheduling constraints and enables the project manager to work within the framework of the constraints.

Q5) Explain monitoring?

A5)

The Monitoring and Controlling phase of the project oversees all the tasks necessary to ensure that the approved and authorized project is within scope, on time, and on budget so that the project process with minimal risk.

This process involves comparing actual performance with planned performance and taking corrective action to yield the desired outcome when significant differences exist.

Monitoring and Controlling process is and iterative process and hence continuously performed throughout the life of the project.

According to the Project Management Body of Knowledge (PMBOK), "the Monitoring and Control Process Group consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project."

The main purpose of monitoring and controlling activities is to be proactive in finding issues ahead of time and taking corrective action.

Corrective action can require revisiting Planning Process Group and updating the Project Management Plan as needed with the ultimate goal of bringing the project back in line with project objectives and constraints and improving future execution to avoid repeating the same issues.

Monitoring and Control processes includes Monitoring and control processes

1. Monitoring and controlling project work

2. Change control

3. Scope verification

4. Scope control

5. Schedule control

6. Cost control

7. Performing quality control

8. Managing the project team

9. Performance reporting

10. Managing stakeholders

1. Monitoring and Controlling Project Work

The Monitoring and Controlling Project Work process collects, measures and disseminates performance information, and assesses measures and trends to forecast potential items requiring corrective action. This includes monitoring project risks and ensuring that they are being managed according to the project's risk plans.

2. Change control

The Change Control process ensures that changes as a result of project corrective actions and other controlling factors are managed across the project knowledge areas. Change control takes place throughout the project, from project initiation through project closure

- Updates to the Project Management Plan

Updates to the Project Scope Statement

Approved corrective and preventive actions

Approved defect repair

Validated defect repair

Deliverables

3. Scope Verification

The scope verification process ensures that project deliverables are formally accepted. Accepted deliverables Requested changes Recommended corrective actions

4. Scope Control

The Scope Control process ensures that changes to project scope are controlled

Updates to the Project Scope Statement and Scope baseline (this includes requirements)

Updates to the Work Breakdown Structure (WBS) and the WBS Dictionary

Requested changes

Recommended corrective actions

Updates to organizational process assets Updates to the Project Management Plan

5. Schedule Control

The Schedule Control process monitors and controls changes to the project schedule.

Updates to the schedule model data and baseline Performance measurements

Requested changes

Recommended corrective actions

Updates to organizational process assets Activity list and activity attribute updates

Updates to the Project Management Plan

6. Cost Control

The Cost Control process monitors and controls costs and changes to the project budget.

Cost estimate updates

Cost baseline updates

Performance measurements Forecasted completion

Requested changes

Recommended corrective actions

Updates to organizational process assets

Updates to the Project Management Plan

7. Performing Quality Control

The quality control performance process measures specific project results to determine whether the project is meeting quality standards.

-Quality control measurements

-Validated defect repair

-Updates to the quality baseline

-Recommended corrective and preventive actions

-Requested changes

-Recommended defect repair

-Updates to organizational process assets

-Validated deliverables

-Updates to the Project Management Plan

8. Managing the Project Team

This process tracks team member performance, provides feedback, resolves issues and coordinates changes to maintain and improve project performance.

-Requested changes

-Recommended corrective and preventive actions

-Updates to organizational process assets

-Updates to the Project Management Plan

9. Performance Reporting

The Performance Reporting process collects and distributes performance information including status reports, progress reports and forecasts.

-Performance reports

-Forecasts

-Requested changes

-Recommended corrective actions

-Updates to organizational process

10. Managing Stakeholders

This process manages stakeholder communications and works with stakeholders to ensure that requirements are satisfied and issues are proactively resolved.

-Resolved issues

-Approved change requests

-Approved corrective actions

-Updates to organizational process assets

-Updates to the Project Management Plan

Q6) What is Updating?

A6)

Schedule updating is essentially the mission assignment managers perform that pertains to updating the assignment agenda.

It involves:

      Updating the assignment control software program with real paintings completed

      Recording new estimates within side the software program

      Updating the country of play with resources, as an example including in any vacations that an assignment group member is taking so you can correctly agenda their paintings

      Entering different facts into the assignment control software program that allows the assignment supervisor to music development and screen the paintings.

How to Update Your Project Schedule-

      Resource availability: upload in any excursion time or instances which you realize your crew contributors can’t be to be had for undertaking work

      Cost: upload within side the forecasted and real price of sports.

Q7) Explain management system in construction?

A7)

Management is one of the most imperative and interesting disciplines of business. Times are changing rapidly and so are the functions and roles of a manager.

Modern managers must be prepared to meet the challenges of a highly dynamic and rapidly changing business environment for which they need to possess certain unique traits which would make them successful.

Management is the act of getting people together to achieve the desired goal or objectives of any business or human organization.

It is an effort for the purpose of accomplishing an organization's goal in available resources in the best and most economical way.

Include deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Different resources

Management is important for our society, industry and government organizations. The importance of studying management can be explained by looking at the way we interact with organizations every day in our lives. Every product we use, every service we receive, and every action we take is provided or affected by organizations. These organizations require managers.

Businesses now days have become very complicated because of continuous changes in market, customer expectations, advancement in technologies and so on.

Definition of Management

"Management" is a very wide term and has different meaning at different times and under different situation.

- As a "noun" - management refers to all those persons who are concerned with management of the organization. Such persons are given responsibilities with authority to execute policies of business.

The "verb" manage comes from the Italian maneggiare (to handle - especially a horse), which in turn derives from the Latin manus (hand).

Characteristics of Management

Management is concerned with achieving organizational objectives using the minimum of resources. The characteristics of management are as follows

1. Management is goal-oriented

2. Management integrates Human

3. Management is continuous

4. Management is time oriented

5. Management is all pervasive

6. Management is a group activity

1. Management is Goal-Oriented Management is a highly goal oriented activity. The success of management could be measured in terms of the achievement of predetermined goals or objectives of an organization.

Example: If an organization decides to provide better quality products to their consumers, then management directs the required manpower and resources in the proper direction to get the expected results.

2. Management integrates Human, Physical and Financial Resources

In any organization the different resources used are humans, machines, materials, financial assets, buildings etc.

Humans have to work with non human resources to perform their jobs. Management plays a very important role here. It integrates human efforts to those non human resources. It brings harmony among available resources,

3. Management is Continuous

Management involves continuous handling of problems and issues. It is an ongoing process. It includes the problem identification and finding out the solution by taking appropriate steps.

Management is not only concerned with a particular department like production or human resource, it even involves marketing, advertisement and so on. Management is Time Oriented Management is nothing but a race against time. In today's competitive business world everyone wants to outdo the other and the customer is most impressed if he receives services in time.

Management has to always ensure that the production schedules are met and the targets are achieved. The other important thing is that targets are always set in accordance with the time and the results are also measured in terms of time so time is the essence of management.

Purpose and Importance of Management

The importance of management can be summarized as

1. Increase efficiency of business, methods

2. Crystallize the nature of management,

3. Improve research and development in management,

4. Attain social goals by way of coordinating the efforts of people so that individual objectives can be translated ad into social attainments of business.

Responsibilities of Management

All the three levels of management, i.e., top management, middle management and lower management have obligations towards three social groups

(a) Those who have appointed them;

(b) Those whom they manage; and

(c) The general community.

Peter Ducker assigns three jobs to management

1. Managing a business;

2. Managing managers; and

3. Managing workers and workers and work. He feels that management must place economic performance above everything else. It is by the economic results which it produces that it can justify its existence and its authority.

Q8) Explain Bar charts?

A8)

Bar chart:

Q9) Explain milestone charts?

A9)

A task milestone is a control device this is used to delineate a factor in a task agenda. These factors can word the begin and end of a task, and mark the crowning glory of a main segment of work.

Milestones may be used to represent something that has commenced or finished, all even though it’s typically used as a scheduling device. If a milestone specializes in most important development factors in a task, you may see how it's far beneficial in scheduling.

Just as obligations wreck a bigger task into plausible parts, milestones wreck off task stages to assist task managers plan, agenda and execute them.

Scheduling with Milestones offer a manner to greater appropriately estimate the time it's going to take to finish your venture through marking crucial dates and events, making them critical for particular venture making plans and scheduling. Because in their versatility, they’re a crucial detail of venture files which include the venture schedule, venture constitution and venture plan.

They also are utilized in scheduling methodologies, which include the Critical Path Method, or venture control gear like Gantt charts, that may decide fundamental scheduling periods.

With milestones, you may higher calculate the slack on your venture through segmenting the venture timeline into intervals, or smaller time frames to manipulate and song progress. Milestones, like tasks, may be linked.

That is while the segment of 1 milestone can't start till the of entirety of the segment earlier than it. That manner you’re now no longer blocking off crew contributors through having them wait or through now no longer permitting them what they want to transport ahead with their tasks.

Now that we've a higher concept of the function of venture milestones in making plans and scheduling, let’s outline a not unusual place venture control concept, a milestone schedule.

Q10) Explain work break down structure?

A10)

A project is a sequence of unique, complex, and connected activities having one goal that must be accomplished within a specific time, budget and according to specifications.

The principles of project management apply to most projects. A key factor for successful project management is to see projects as a series of interrelated tasks.

A Project Scope document is typically used to communicate to the Project Manager the project mission and scope, and enable the Project Sponsors to allocate a budget and officially indicate acceptance, agreement, and start date.

Failure to establish budget, scope and support at the outset will invariably lead to project crisis at a later date.

The project scope statement defines all the project deliverables. These defined deliverables are then clubbed together to form the Delivery Definition Table (DDT).

The Delivery Definition Table contains the sequence of the delivery of the deliverables. The Delivery Definition Table is then used to create the Delivery Structure Table (DSC) which contains the work packages which is then further used to create the Work Breakdown Structure.

After the approval of the Project Scope Statement the next step in the project planning process would be the creation of the Work Breakdown Structure (WBS).

The Project Manager must translate the initial project definition into an itemized project plan that addresses the lowest levels of implementation details.

The method for accomplishing this is the Work Breakdown Structure. The WBS document lists task deliverables and identifies all activities required to produce the final project deliverables.

The WBS document is a categorization and decomposition of the project scope statement. The project scope statement is broken down into smaller and more manageable components or tasks. Each task set can be estimated for cost and time within the project.

The WBS is a critical process as it forms the basis for other management processes such as resource allocation, time scheduling, cost control, and risk management. Failure to conduct WBS basically means that a project management methodology has not been properly undertaken.

WBS is utilized to

Break activities into smaller tasks

Identify the phases of activities, including milestone tasks which indicate completion of each phase

Sequence the tasks

Estimate the duration of tasks Schedule the tasks

Identify the needed resources for each task

Estimate the resource costs

Work Breakdown Structure Guidelines

The top level indicates the final deliverables Le the objective of the project.

The final deliverable is decomposed into sub deliverables which contain work packages that are assigned to a particular function or department

The work packages define the work duration and costs for the tasks required to produce the sub-deliverables

Work packages should not exceed 10 days of work.

Work packages should be independent of other work packages

Work packages should be unique and should not be duplicated elsewhere in the WBS.

Benefits of Work Breakdown Structure

In addition to defining and organizing the project work the Work Breakdown Structure has a number of benefits.

WBS enables the project manager to allocate budgets to the top level of the structure.

Departmental WBS enables faster estimation departmental budgets.

WBS facilitates allocation of time and cost estimates based on which the project schedule and budget can be developed.

WHS enables the tracking of project cost performance and identification of issues and problem areas in project management.

WBS can be used to identify potential risks in the project. These risks can be tracked and reviewed during the execution of the project.

WBS can also be used to identify communication points and formulate a communication plan across the projects.

Q11) What is preparation of network?

A11)

Network Planning is the categorization of activities involved in project implementation in a sequential order followed by a schematic presentation of the activities necessary for the entire project.

The steps in network planning are as follows

Network Planning is a sequence of steps (activities), commonly represented by blocks, that are lined together in the logical sequence in which they are to be performed.

The network/logic diagram follows the completion of the work breakdown structure. Once the logic diagram has been completed a clear picture of the required sequence of events and activities for the project emerge.

The project team is able to clearly see the logic rules affecting activities.

The following logic-network diagram will make things more clear. The example taken to explain the concept is from our daily lives and hence is simple to understand. We shall be studying the making of a cup of tea through the logic-network diagram.

Network Planning explained through the simple process of Tea making Imagine that you are making tea. We could break the process down into several jobs or activities, some of which depend on others to have finished before they can start.

The activities each need one person to do them. No-one can do two things at once. Here is a list of all the jobs:

Clean cup, boil water, put bag in cup, pour water into cup, add sugar, add milk, drink tea.

The problem is that you can't pour water into a dirty cup. You must clean the cup before pouring in the water. We can summarize the order in which we do the activities in a precedence table.

Q12) Explain network techniques like PERT & CPM in construction management?

A12)

The three most commonly used network techniques are Critical Path Method (CPM), Project Evaluation and Review

Technique (PERT) and Precedence Diagramming Method (PDM) also called as Precedence Network Analysis (PNA).

These network techniques generate time oriented diagram having activities organized into a logical order.

The common features of all three techniques are that:

However, each of these techniques has a distinct model of application.

CPM (Critical Path Method) and PERT (Programmed Evaluation and Review Technique) are network techniques used for planning, scheduling and executing large projects which require coordination and execution of a variety of complex and large number of activities.

These activities have to be completed within a specified time, cost and meeting the performance standards. CPM and PERT share in common the determination of sequence of activities, also called critical path and are based on the network representation of activities and their scheduling that determines the most critical activities to be controlled so as to meet the completion date of the project.

1)     CPM is best suited for developing the sub networks of sub-groups and tasks having activities with deterministic single time duration. The sub networks can then be systematically integrated using PNA technique.

2)     PERT is useful for project involving uncertainties.

In such cases, probabilistic approach of three 2.E times is used for assessing the activity duration.

(i) PDM/PNA is the most commonly used method for time planning.

(ii) GERT is rarely used in project management

CPM

PERT

Significance of Using CPM and PERT

Basic Difference between CPM and PERT

Although there are no essential differences between CPM and PERT as both of them share in common the determination of a critical path and are based on the network representation of activities and their scheduling that determines the most critical activities to be controlled so as to meet the completion date of the project.

However, the critical path method reduces the examination of a large project to three stages:

There are three ways in which CPM type of network differs from the PERT type

(1) CPM is built from activities instead of events.

(2) Time is related to costs.

(3) No allowance is made for uncertainty in the estimates of their durations.

Q13) Explain project monitoring and resource allocation through network techniques?

A13)

1. Project monitoring

The Monitoring and Controlling phase of the project oversees all the tasks and metrics necessary to ensure that the approved and authorized project is within scope, on time, and within budget so that the project proceeds with minimal risk.

This process involves comparing actual performance with planned performance and taking corrective action to yield the desired outcome when significant differences exist.

Monitoring and Controlling process is and iterative process and hence continuously performed throughout the life of the project.

According to the Project Management Body of Knowledge (PMBOK), "the Monitoring and Control Process Group consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project."

The main purpose of monitoring and controlling activities is to be proactive in finding issues ahead of time and taking corrective action.

Corrective action can require revisiting Planning Process Group and updating the Project Management Plan as needed with the ultimate goal of bringing the project back in line with project objectives and constraints and improving future execution to avoid repeating the same issues.

Till now the entire focus of our work had been on the planning and the various aspects of the planning of the project.

In this section we shall be turning our attention to the other important aspect of project management which is monitoring and control.

Despite the meticulous planning that goes in Civil Project Management its monitoring and control are very crucial.

Planning of civil project, or for that matter any projects, is very tricky because what you actually plan to do never happens and you will need to make changes and adapt to the changing project scenario. You will have to monitor and make changes in the plan as you go along the project.

So, planning-monitoring and control is an iterative process. Things are never going to go as per plan and as project manager you will have to monitor the plan and apply control.

At the end of the day, you may not have followed exactly the same plan as you had originally planned but you need to monitor and control to get the project going.

2. Resource Allocation

Every project should implement a resource allocation programmed with the objective of allocating available resources to activities of a project with the sole intention of ensuring the completion of the project in the shortest project duration within the limits of the resources made available to the project.

It is but obvious that a project is most likely to be delayed if the resources required for the project are not sufficient. So, the first task of the resource allocation programmed is to check whether the available resources are adequate for the completion of the project.

If the answer is yes then the project manager can proceed as per the plan.

However, if they are found to be insufficient then some of the activities of the project will have to be scheduled only after their latest allowable start times thereby leading to a delay in the completion of the project.

The programmed will also have to investigate the amount of delay the non -availability of sufficient resources would cause.