Heuristics in Multiproject Scheduling

Heuristics in Multiproject Scheduling


The topics learned in this week’s learning resources have grossed over some of the common heuristics that are imperative for multi-project scheduling. The methods are pivotal for regular flow and coordination of different sections of the project (Yang & Fu, 2014). These are;

Resource Scheduling Method

            The approach involves scheduling depending on the relationship between the project and the resources required of it. According to Meredith and Mantel (2012), it is not pragmatic to consider projects in isolation, there is bound to be interrelationships between the project cost, schedule, and relationships. Use of software can be employed to calculate overlap between projects. This is required in order to schedule effectively (Laslo & Goldberg, 2008). The use of this method has been well reflected in this weeks’ projects.

Greatest Resource Demand

            Another scheduling method that has been greatly glossed over in these weeks learning is the greatest resource demand. It involves looking into the organizations all available resources and hence determining those which will be shared (Meredith & Mantel, 2012). This heuristic method helps in achieving the best resource capacity and is also effective in planning (Yang & Fu, 2014). The use of this method is evident in this week’s resources.

Greatest Resource Utilization

            Yang and Fu (2014) claim that the complex projects are characterized by their degree of resource utilization. The state of the resources is defined by both the number of resources demanded together with their complexities (Laslo & Goldberg, 2008). Software alternatives such as Micro-planner can be employed to achieve this resource allocation effectively (Meredith & Mantel, 2012). This is one method of heuristic project scheduling that is also well reflected in this week’s learning.


The topics learned in this weeks’ learning resources have shared insights for effective project management. The methods revolve around resource, time and complexities of the project. They are paramount for effective project management.


Laslo, Z. & Goldberg, A.I. (2008) �Resource allocation under uncertainty&in a multi-project matrix environment: is organizational conflict inevitable?� International Journal of Project Management, 26 (8), November, pp.773-788.

Meredith, J.R& & Mantel, S.J., Jr. (2012) Project management: a managerial approach. 8th ed. Hoboken, NJ: John Wiley & Sons.
Chapter 9, �Resource allocation� (pp.411-414 only)

Yang, S. & Fu, L. (2014) �Critical chain and evidence reasoning applied& to multi-project resource schedule in automobile R&D process. International Journal of Project Management, 32 (1), January, pp.166-177.

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