终于明白资源平衡与赶工的区别
08年12月的考试后，发现自己并未完全清楚资源平衡（Resource Leveling）与赶工(Crashing)的区别。而PMBOK中对于赶工的技术没有太详细的说明，而资源平衡倒是不少，但不知所云，摘录与此相关的几句如下：
资源平衡是一种进度网络分析技术，用于已经利用关键路径法分析过的进度模型中。
处理只有在某些时间才能动用或只能动用有限资源的必要的共用或关键资源的局面...
也可以考虑根据不同的资源日历，利用延长工作时间、周末或选定资源多班次工作的办法，缩短关键活动的持续时间。
(注：有断章取义之嫌，请参阅PMBOK2004中文版146～147页)
看了下面的内容，才完全明白资源平衡的意思了。
http://en.wikipedia.org/wiki/Resource_Leveling
Resource Leveling is a project management process used to examine a project for an unbalanced use of resources (usually people) over time, and for resolving over-allocations or conflicts.
When performing project planning activities, the manager will attempt to schedule certain tasks simultaneously. When more resources such as machines or people are needed than are available, or perhaps a specific person is needed in both tasks, the tasks will have to be rescheduled concurrently or even sequentially to manage the constraint. Project planning resource leveling is the process of resolving these conflicts. It can also be used to balance the workload of primary resources over the course of the project, usually at the expense of one of the traditional triple constraints (time, cost, scope).
When using specially designed project software, leveling typically means resolving conflicts or over allocations in the project plan by allowing the software to calculate delays and update tasks automatically. Project management software leveling requires delaying tasks until resources are available.
In either definition, leveling could result in a later project finish date if the tasks affected are in the critical path.
Resource Leveling is also useful in the world of maintenance management. Many organizations have maintenance backlogs. These backlogs consist of work orders. In a "planned state" these work orders have estimates such as 2 electricians for 8 hours. These work orders have other attributes such as report date, priority, asset operational requirements, and safety concerns. These same organizations have a need to create weekly schedules. Resource-leveling can take the "work demand" and balance it against the resource pool availability for the given week. The goal is to create this weekly schedule in advance of performing the work. Without resource-leveling the organization (planner, scheduler, supervisor) is most likely performing subjective selection. For the most part, when it comes to maintenance scheduling, there are very few logic ties and therefore no need to calculate critical path and totqal float.
References
Project Management Institute A Guide to the Project Management Body of Knowledge, Third Edition, 2004 Project Management Institute, Inc. ISBN-10 193069945X, ISBN-13: 978-1930699458
Microsoft Office Online: Project 2003