Chronographic method

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Adel Francis — Edmond T. Miresco École de technologie supérieure, University of Quebec, Canada
ABSTRACT: Generally, the utilisation of the traditional scheduling methods represents a complex and lengthy task for most of the project managers. The existing projectmanagement software imposes often an important preparation period and the quality of graphical output of the planning job is questionable. In this article, we propose a new decision approach based on a chronographic representation of the schedule, which could simulate the real conditions of the project and as such, could be considered a flexible new toll for project planning. This planning model isdesign to be comprehensive enough to encompass the reality of the projects and to be auto-adaptive. We will show the benefits of the chronographic modelling coupled with knowledge-based to produce a more effective tool, especially for an inexperienced project manager. RÉSUMÉ : Pour plusieurs entrepreneurs, l’utilisation des méthodes de planification habituelles est une tâche compliquée qui génère descoûts importants et parfois injustifiés. Les logiciels de planification existants imposent un travail de préparation onéreux. De plus, la visualisation des outils informatiques qui présentent ces plannings laisse à désirer et la convivialité d’interface de communication reste modeste. Ces limites découragent les moyennes et les petites entreprises d’informatiser la planification et la gestion deleurs projets. Nous proposons, dans cet article, un outil d’aide à la décision basé sur une nouvelle approche de modélisation chronographique, flexible et claire qui simule la réalité des projets et qui se veut un outil efficace aux besoins des gestionnaires de projets. Keywords: Planning, Scheduling, Chronograph, Time-Scaled, CPM, DDS Mots clés: Planification, Scédule, Chronographe, Échelle dutemps, CPM, SIAD


Lyon00—special edition, vol -issue no., 2002


Introduction Generally, the utilisation of the traditional scheduling methods represents a complex and lengthy task for most of the project managers. After conducting an extensive analysis of the existing scheduling methods for non repetitive projects [FOR 57] [KEL 59] [MAL 59] [ROY 59] [ROY 60] [KEL 60] [FUL 62] [ROY62] [FON 62] [GRU 62] [MUR 63] [FON 64] [MAC 64] [MEL 81] [RAH 84] [LAN 85], we detected several weaknesses, which, according to us, account for most of the decision problems related to the project management tasks. The existing project management software imposes often an important preparation period. These enterprises allocate considerable financial resources to this task and the end result of theplanning job depends mostly on the user’s experience. Moreover, the quality of graphical output of the planning job is questionable [FIS 00] [MAS 84] [PIN 80] and the user interface is often inadequate. Most of the methods are not flexible enough to adapt quickly to the numerous changes during the life of the project, thus augmenting the chances for potential claims. These limitations discouragemost of the small and middle size companies to adopt the new project management tools. The manner of ordering and the sequencing construction project operations depends heavily on the knowledge of the project manager. The acquisition and recording of this expertise in a knowledge base constitute an important task. We noticed that there are few knowledge-bases systems available for the constructionfield and, in particular, for building construction [FOX 84] [MCG 85] [GRA 86] [RIC 86] [SAT 86] [GEV 87] [DIE 88] [NAV 88] [SIM 88] [SLU 88] [AYM 89] [BAR 89] [ECH 89] [LOG 89] [ZOZ 89] [KAR 90, RAH 91] [TAY 91] [ARI 92] [CUR 92] [DIE 92] [SMI 92] [CHA 93] [KÄH 93] [WIN 93]. Many of them seem to have never passed the prototype phase or posses several methodological problems [GIA 91]. In this...