Scheduling & Resource Planning

1. Scheduling & Resource Planning CTC-415

2. Schedule Compression • Used to decrease schedule time • At what price? • Does cost of compression outweigh liquidated damages or possible profit from next job started early • What are costs? – extra crew, equipment • Benefits – less equipment time on job • How do you reduce time? • Increase daily output on activity • Increases costs • Labor & Equipment

3. How to Compress a Schedule • Look at critical path and determine activities which cost the least per day • Look for logic revisions which could shorten schedule • Make sure that revisions don’t cause increased costs • Painting and flooring can be done concurrently but at a loss of productivity • Keep activity relationships in mind

4. How to Compress a Schedule • Activity Duration Reduction • Activities have a minimum duration • IF 2 painters can paint a room in 2 days – how long does it take 4 painters? , 8 painters, 16 painters • Setup times and cleanup times are always present • Results in increased costs • Must watch CP to make sure it does not shift

5. Cost vs duration Linear relation – only true to a point Linear with break points Step function shows equip needs Parabolic costs increase as duration decreases

6. Indirect costs change with project length • Shortened project reduces indirect costs • Lengthening projects increase in direct costs

7. How to compress schedule • 1. Determine CP • 2. Look for cheapest activity on CP and reduce 1 day – check CP (any movement) • 3. Go to 2 • 4. If multiple CP then must cut activities on all CPs • 5. Total cost and days reduced

8. Example cut 6 days

9. Scheduling Decompression • May be able to increase duration of activity and decrease cost • Why? • Keep crew busy • ahead of schedule and payment • slow down to keep handle on $ • How? • Look at increasing duration by reducing crew