6.2. Objectives for multi-project s

6.2. Objectives for multi-project scheduling
Several different objectives for scheduling multiple projects have been discussed. In many multi-project problems, each project is associated with a due date, and the tardiness appears to be among the most widely used performance measures for multi-project
scheduling.
Chen [39] employs the minimization of weighted tardiness as well as the minimization of costs that exceed the budget of each individual project as well as the total budget. Chiu and Tsai [40] deal with an NPV objective that includes earliness and tardiness payments with regard to the project due dates. Franck et al. [72] consider resource leveling as well as resource investment objectives. Goncalves et al. [74] aim at minimizing the weighted sum of earliness and tardiness as well as the flow time of each project. Homberger [89] discusses the minimization of the average makespan of the projects, where the makespan of each individual project is defined as its completion time minus its release date. Lawrence and Morton [120] deal with the minimization of
weighted tardiness. Lova et al. [123] consider various objectives such as mean tardiness, makespan of the ‘‘super-project,” resource leveling and project splitting. The latter is defined as the number of periods a project is interrupted, i.e., no activity of this project is carried out after the project has been started and before it is finished (but probably activities related to other projects).
Kurtulus and Davis [118] consider the total delay, where the delay of each project is measured as the difference between completion time in the actual schedule and completion time in the resource-unconstrained case. Kurtulus [117] extend this approach
by defining several functions that assign different delay penalties to the projects. Browning and Yassine [27] follow this definition of delays and discuss objectives including average delay per project, average percentage delay per project (measured as percentage of the critical path length) as well as percentage delay of the ‘‘super-network.”

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6.2. Tujuan proyek multi penjadwalanBeberapa tujuan yang berbeda untuk penjadwalan beberapa proyek telah dibahas. Dalam banyak masalah multi proyek, setiap proyek terkait dengan tanggal jatuh tempo, dan keterlambatan tampaknya menjadi antara ukuran kinerja yang paling banyak digunakan untuk multi proyekpenjadwalan.Chen [39] mempekerjakan pada minimasi tertimbang keterlambatan serta minimasi jumlah biaya yang melebihi anggaran proyek masing-masing individu serta total anggaran. Chiu dan Tsai [40] berurusan dengan tujuan NPV yang mencakup earliness dan keterlambatan pembayaran dalam proyek tanggal jatuh tempo. Franck et al. [72] mempertimbangkan sumber meratakan serta tujuan investasi sumber daya. Goncalves et al. [74] bertujuan meminimalkan penjumlahan tertimbang dari earliness dan keterlambatan serta aliran waktu dari setiap proyek. Homberger [89] membahas minimasi jumlah rata-rata makespan proyek, dimana makespan proyek individu masing-masing didefinisikan sebagai waktu penyelesaian minus rilis tanggal. Lawrence dan Morton [120] berurusan dengan pada minimasiketerlambatan tertimbang. Lova et al. [123] mempertimbangkan berbagai tujuan seperti keterlambatan berarti, makespan '' Super proyek,"sumber daya meratakan dan proyek membelah. Yang terakhir didefinisikan sebagai jumlah periode proyek terganggu, yaitu, tidak ada kegiatan proyek ini dilakukan setelah proyek telah dimulai dan sebelum selesai (tapi mungkin kegiatan yang berhubungan dengan proyek-proyek lainnya).Kurtulus dan Davis [118] mempertimbangkan penundaan total, mana keterlambatan proyek masing-masing diukur sebagai perbedaan antara waktu penyelesaian dalam jadwal aktual dan waktu penyelesaian dalam hal sumber daya yang tidak dibatasi. Pendekatan ini memperpanjang Kurtulus [117]dengan mendefinisikan beberapa fungsi yang menetapkan berbeda tunda hukuman untuk proyek. Browning dan Yassine [27] mengikuti definisi penundaan dan mendiskusikan tujuan termasuk rata-rata keterlambatan per proyek, persentase rata-rata keterlambatan per proyek (diukur sebagai persentase dari panjang jalur kritis) serta persentase penundaan '' Super jaringan."