ABSTRACT
Resource scheduling is a complex subject that can be viewed from a number of different standpoints. The principal methods for scheduling materials come within the realm of stock control and purchasing, but information from project planning provides the control framework for purchasers and stock controllers by stating how much will be needed and when. Materials and components obtained through purchasing are replenishable resources. Industrial plant and machinery, other manufacturing facilities, test centres and so on can also be considered and treated as reusable resources. The new resource-limited schedule, although ideal for the contractor, may not be so acceptable to the customer. If the completion time is the paramount objective, the planning procedure must be time-limited. The results of network time analysis are used to determine activity priorities. Activities with zero remaining float have become critical activities. The building firm engaged on the garage project is a small outfit, comprising the not unusual father and son team.
