Mathematical Programming and Financial Objectives for Scheduling Projects

1. Front Matter

   Pages i-viii

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2. General Issues

   1. Front Matter

      Pages 1-1

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   2. Focus

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      Pages 3-6

   3. Modeling Projects

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      Pages 7-15

3. The Net Present Value

   1. Front Matter

      Pages 17-17

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   2. Central Problem

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      Pages 19-28

   3. Resource-Constrained Scheduling

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      Pages 29-34

   4. Network Decomposition

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      Pages 35-42

   5. Relaxation of Resource Constraints

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      Pages 43-50

   6. Computational Studies

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      Pages 51-62

4. Capital Budgeting

   1. Front Matter

      Pages 63-63

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   2. Capital Rationing

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      Pages 65-72

   3. Budget Elimination

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      Pages 73-80

   4. Computational Studies

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      Pages 81-85

5. Providing Resources

   1. Front Matter

      Pages 87-87

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   2. Resource Leveling

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      Pages 89-92

   3. Optimization Guided Scheduling I

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      Pages 93-97

   4. Optimization Guided Scheduling II

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      Pages 99-101

   5. Computational Studies

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      Pages 103-116

6. Time-Cost Tradeoffs

   1. Front Matter

      Pages 117-117

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Mathematical Programming and Financial Objectives for Scheduling Projects focuses on decision problems where the performance is measured in terms of money. As the title suggests, special attention is paid to financial objectives and the relationship of financial objectives to project schedules and scheduling. In addition, how schedules relate to other decisions is treated in detail. The book demonstrates that scheduling must be combined with project selection and financing, and that scheduling helps to give an answer to the planning issue of the amount of resources required for a project. The author makes clear the relevance of scheduling to cutting budget costs.
The book is divided into six parts. The first part gives a brief introduction to project management. Part two examines scheduling projects in order to maximize their net present value. Part three considers capital rationing. Many decisions on selecting or rejecting a project cannot be made in isolation and multiple projects must be taken fully into account. Since the requests for capital resources depend on the schedules of the projects, scheduling taken on more complexity. Part four studies the resource usage of a project in greater detail. Part five discusses cases where the processing time of an activity is a decision to be made. Part six summarizes the main results that have been accomplished.

• Budgeting
• Financing
• linear optimization
• management
• mathematical programming
• modeling
• optimization
• project management
• scheduling

• Institut für Betriebswirtschaftslehre, Christian-Albrechts-Universität zu Kiel, Kiel, Germany

  Alf Kimms

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