Alzraiee 2014 Automation in Construction
Alzraiee 2014 Automation in Construction
Alzraiee 2014 Automation in Construction
Automation in Construction
journal homepage: www.elsevier.com/locate/autcon
a r t i c l e
i n f o
Article history:
Received 7 February 2014
Received in revised form 24 August 2014
Accepted 26 August 2014
Available online xxxx
Keywords:
Traditional project planning method
Simulation
Construction
CPM
a b s t r a c t
Traditional planning methods such as CPM and PERT have been useful tools to manage construction projects' execution. However, models developed using these methods often fail to deliver realistic estimates of project duration, cost and productivity. Failure of traditional planning methods is attributed to the uncaptured causaleffect
relationships that exist among the project variables. This paper presents a new method that integrates DES and
SD models to address the operational and soft/strategic variables on a single computation platform. The expected
outcomes are realistic project schedule networks and enhanced understanding of the interactions of the project's
factors. Two cases from the construction sector are used to test and verify this method. Productivity and completion durations were monitored with/without the impact of factors, in which a signicant discrepancy has been
observed. The new method provided better understanding of the project behavior and contributed to overcome
limitations associated with traditional planning methods.
2014 Elsevier B.V. All rights reserved.
1. Introduction
A project schedule is developed by disintegrating the Work Breakdown Structure packages into activities, and then establishing a logical
relationship among those activities [1]. Such a model is expected to be
the tool for achieving a complex planning, executing and controlling
of the project. However, on many occasions, project schedule models
fail to provide a concise depiction of the project structure and its real behavior. Such failure is attributed to the complexity, dynamics, uncertainty and the heterogeneous nature of the construction environment
[24]. The interrelationships among the project variables and surrounding factors are in reality complex causaleffect relationships and not linear as traditional methods suggest [4]. Interactions among project
elements, whether internal among the elements themselves or external
due to the surrounding environment, are a source of challenges that can
hinder developing realistic and a representative planning models. The
other aspect of the problem is related to the changing behavior of the
project system over time (dynamics), e.g., impact of weather condition
on schedule and productivity, and consequence of overtime policy on
productivity. Those dynamics signicantly impact the execution of project plans and almost are neglected in traditional planning methods.
Consequently, Critical Path Method (CPM) based schedule baselines always experience high uncertainty in execution and require continuous
revisions and enhancements to capture the dynamics generated during
http://dx.doi.org/10.1016/j.autcon.2014.08.011
0926-5805/ 2014 Elsevier B.V. All rights reserved.
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
estimated
completion time
remaining time in +
schedule
project
deadline
+
+
time needed
-
++
error generation
rate
+
+
schedule pressure
+
+
productivity loss
+
project actual
productivity -
perceived
completion rate
overtime
fatigue
drawings
quality
-
+
work completed
+
with error
+
work with
errors
+
productivity noise
+
new
workforce
work
remaining
+
+
project
scope
of the loops shown in Fig. 1 depicts what happens when project completion duration is underestimated. As can be seen at the top of the gure,
two external factors affect the schedule pressure, estimated completion time and remaining time of work already started. When the
schedule pressure rate increases to a level that impacts productivity
(e.g. greater than 1.5), different polices can be applied to overcome
this effect. This process can be overcome either be considering working
overtime or hiring new workers. Signicant overtime or hiring new
workers has impact on the quality of work. In both cases, more rework
and hence increasing scope of work to be completed and fatigue level
will also be at a higher level. This cycle of cause-and-effect will continue
to a point where another feedback loop must be enforced to counter
these adverse effects. For instance, training, incentives, and revising
the project completion date, could be solution to balance the negative
effect of schedule pressure on productivity. In the case study being analyzed, no such polices where considered to neutralize the adverse effects of the negative effect loops.
3. Planning methods comparison
In this section, the differences between core characteristics of the
traditional planning methods are presented. The purpose is to provide
a clear and concise focus on the main differences so that strength of
each method can be utilized in developing the proposed method. As
stated earlier, planning methods can be classied as methods that address the project process level, uncertainty, dynamics, and interaction.
There are many studies in literature that compare and contrast planning
Table 1
Comparison between planning methods.
Perspective
DES method
SD method
Focus
Level of details
Behavior
Model type
Data type
State change
Complexity
Activity
High details
Linear
Interrelated but distinct packages
Quantitative
Discrete
Specic
Operation
High details
Stochastic
Interrelated but distinct packages
Quantitative
At discrete points in time
Narrow and focus on complexity and details
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
Start
1- A more sophisticated network model including the feedback processes and detailed mechanisms for modeling activity durations
and costs in order to reect the underlying inuences,
2- A more detailed and phased SD model, and
3- Adopting lessons learned from SD models in the forms of set of rules
for use in planning and estimation.
The three aforementioned approaches attempt to utilize SD in addressing the two-decision Levels in projects (Operational and Strategic).
Attempts have been successful at strategic level modeling; however, at
the Operational Level, using SD has not been proved sound despite its
use in limited and small applications to model the process level. Whenever SD model has been used at the Operational Level, the model became too complex and involved tedious work. In addition, in cases
where SD modeling was used at the Operational Level, the modelers
broke down the whole project system into subsystems. Such practice
violates one of the fundamental principles of SD (holistic view). Therefore, it is more appropriate to use each simulation method in areas
where it shows strength, consistency, and simplicity; otherwise, the applicability of the method by the end-user becomes cumbersome and
inappropriate.
Yes
Define the interface variables in SD/DES
model
No
4. Methodology
Yes
End
1.
2.
3.
4.
Executer
Implementation
Input
Fig. 2. Hybrid simulation framework.
Where:
I: Set of inputs
O: Set of outputs
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
DES_SD
Hybrid State
after variables
interfacing
State
update
1:1
Where:
n
o
min m; vi ; ms ; opms ; md =mM; vi V M ; ms M; opms outportsall; md vall
1:2
Tb1
Tb2
Tb3
Tb4
Tb5
Tb6
Tb7
Simulation length L
Fig. 4. Synchronization of DES and SD models using time bucket.
Where:
vi: Input variables to module m
ms: The module source from which input variables are imported
opms: The output port in ms from which the input variables are
imported to m module
md: Describes the variables in m that need to use the input variables
from ms. (md describes the variable input vi input port (ipm) in m, the
variables in m need to use vi and the time point in the simulation
clock where the interfacing of variables occur)
M: Describes the simulation model (DES and SD) in the hybrid environment (hybrid model)
VM: All variables in model M
outportsall: Set of all output ports in m
vall: All variables in m
mou
n
o
m; op; ov; =m M; op outport m ; ov vall
1:3
Where:
op: Output port in m
ov: Output variable given through op
4.3.0.1. Simulation clock synchronization. Time management or synchronization means the execution of events that occur in distributed simulation in a specied order that ensures repeated executions of a
simulation produces exactly the same results under the same inputs
[27]. The simulation clock of the DES method advances in a different
fashion than the SD method. In DES, the simulation time is driven by
the occurrence of events and subsequently system states are updated.
Events usually occur at unequal time intervals. In SD, the simulation
clock advances at equal time intervals and system states are updated
at the end of each time interval.
The proposed synchronization method utilizes the concept of Time
Bucket [28,29]. It divides the hybrid simulation time of length L into
equal time intervals called Time Buckets (Tb). At the end of these time intervals, interfacing of simulation models takes place. Tb should be small
enough to capture any signicant changes in system state and large
enough to discard unnecessary overhead computations. The rationale
behind using the Time Bucket is that SD updates states at equal and
pre-known time intervals while DES updates states at the occurrence
of events. Those events generally occur at unequal time intervals; therefore, it is easy to trace states of the simulation model at stipulated time
At the start of the simulation time length L, the proposed hybrid simulation method initializes the simulation clocks of DES and SD engines,
as well as, the variables data. Now, DES_SD code is positioned to advance the simulation clock to Tb1, where,
Tb Tb1 Tb2 :Tbn
At the end of Tb1, the interface of the variables and their respective
data exchange occurs between DES and SD as shown in Fig. 4. The
data ow direction between the two models is based on the structure
of the hybrid model through the interface variables. Upon completion
of this process, the hybrid DES_SD advances the simulation clock to
Tb2 and again at the end of the Tb2 interfacing of variables occur. The
events of the synchronization process that take place between Tb1
&Tb2 are illustrated in the algorithm shown in Fig. 5 [30]. The developed
algorithm works as follows. Initially, for the DES engine to start advancing the simulation time, a condition such as, the required resources and
entities should be available at the start of TB1. Now the simulation is in
position to start advancing at the beginning of TB1, if entities seize the
required resources, then all data of active resources and entities in the
simulation model are read and saved, otherwise, idle resources data
are read and saved. If the process involving the active resources has
not nished processing the entity at the end of TB1, then pause DES simulation clock advancement, save all data and perform DES and SD modules interfacing. Otherwise, eliminate saved resources and entity data
and return to re-allocate the next process and its entities, attributes
and resources. In the DES model, events having occurrence time less
than the TB1 nish their processes before the interfacing of variables
can take place, hence their data are not captured in the next earliest
scheduled interfacing, but their effects are propagated to the second
event. Therefore, in order to avoid events that start and nish before
the end of the TB, it is advised to set the SD TIME STEP less than or
equal to the lowest expected event time in the model.
After the interfacing is accomplished, all saved data at the end of TB1
(interface time point) of active or idle resources, are used by the DES engine for the next round of computations that begins by the commencement of TB2 and continue in the same sequence explained in TB1. The
time point between the end of TB1 and start of TB2 is the point where
the simulation clock resumes the progressing of model simulation.
The algorithm continues until the model reaches the initially set simulation time of length L and then terminates the simulation run.
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
No
Do entities seize
resources
Idle resources
Yes
Active
resources
Yes
Is idle state of resource
changed before Tb end?
No
Yes
Is entity processing
completed before end of Tb?
No
Eliminate saved
resources data
Eliminate saved
resources and
entities data
Interface Completed
Resume simulation starting from all saved values
at end of Tb with considering the new values
resulted from the models interface
End
4.4. Executer
The Executer is the VB code developed to integrate DES and SD
models through utilizing the components of the developed hybrid simulation method. It focuses on integrating and controlling the hybrid
simulation model. The Executer interacts with DES and SD simulation
engines to facilitate the integration process based on the developed
mathematical formalism, the synchronization protocol, and the discrete
simulation clock algorithm. The Executer is responsible for performing
the following tasks:
1. Providing the user interface layer that allows inputs and outputs as
required by the user.
2. Providing models data importexport management. The selected interface variables that are designated to receive or share their values
are specied in the Executer.
3. Implementing the DES simulation clock-advancing algorithm.
The aforementioned components of the simulation method are utilized and integrated to develop the hybrid simulation system shown
in Fig. 6. The DES and SD simulation models are developed using DES
(Stroboscope) and SD (Vensim) engines respectively, the lower part of
Fig. 6. The input information for the hybrid simulation model, such as
simulation run length, denition of the interface variables, hybrid
model structure etc. are entered through the interface layer. As soon
as the simulation engine advances the simulation time and reaches
the dened time step, synchronization of the interface variables takes
place based on the developed algorithm and the messages exchange sequence. The structure of the hybrid simulation model plays the main
role in executing and progressing the simulation model computation.
For instance, if the SD model is designed to act as a global model, and
certain variables within the SD model need to be computed by the operational level model (DES) and exported to the SD model, then the DES
engine will compute those variables, dump them into a spreadsheet
from where the SD model will import and receive those variables at
every time step. Finally, the outputs of the simulation model such as project completion duration, productivity, and cost are exported into PDF
format for end user analysis.
5. Implementation
The proposed hybrid simulation method is implemented in two
ways, using two different case studies.
1- In the rst case study, the purpose is to investigate the impact of the
surrounding factors on a CPM-network. This means, using the SD
model to quantify certain factors, then impact the CPM-network
with those factors to monitor the changes on duration and productivity, and,
2- In the second case study, the logic is inversed by using another case
study (earthmoving operations). The whole project is modeled using
the SD model except at the operational level where DES modeling is
used to quantify the operational variables. The productivity of each
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
Interface Layer
Simulation data
Interface variable
Simulation length
Hybrid structure selection
Project performance
Total cost
DES_SD Executer
20 M
Start
15 M
Tb +1
10 M
No
Do entities seize
resources
Excel
Application
Where:
I: Set of inputs
O: Set of outputs
M: Set of modules (DES or SD)
S: Synchronization process
(time and interfacing)
m = (m t, v all, m in, m ou, T b)
Executer
SD Model
DES Model
(1)
Active
resources
(2)
(3)
Idle resources
(4)
Yes
Is ideal state of resource
changed before Tb end ?
No
Yes
Is entity processing
completed before end of Tb ?
(5)
(6)
(7)
Eliminate saved
resources data
Keep saved
resources data
Productivity
Project Cost
Schedule
5M
25
50
75
Time (Hour)
Eliminate saved
resources and
entities data
No
450
(9)
(10)
Total cost : 1
600
(8)
Tb1
Yes
m3/Hour
300
150
End
Formalization
Synchronization
00
25
50
75
Time (Hour)
Actual releassed production : 1
Strategic/Context layer
Operational Layer
Dumped
Loader Idel
Rocks
>0 , 1
1
Rocks to
Move
DES
Operational
level
>=38 , 38
38
Load
Haul
Triangular [4.9,5.6,5.7]
Uniform [2,2.2]
Dump
Uniform [1.4,1.6]
SD
Strategic
and context
level
>0 , 1
Truck Wt.
Return
Uniform [3.4,3.6]
DES Engine
SD Engine
Fig. 6. Architecture of the hybrid simulation system.
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
Total Rework
Percentage of
Compacted Soil
Activities
Rework Process
Rate Duration
Error Generation
Rate
Spread Soil
Rework process
rate
Rework
Error Rate
Rework rate
<Impact of Fatigue
on Quality>
Avg, QP
Duration
Quality Check
Process Rate
Durations
Costs
Resource
Quality Process
Rate
Perceived
Quality Rate
Scope Start
Percentage of
Compaction
Scope Task is
Active C
Soil Compacted
and ready for
Quality Check
Soil to
Compact
Compaction
Rate
pread
Productivity Rate
Total Soil
Compacted and
Ready for Quality
Check
effect of schedule
pressure on
productivity
<Schedule
Pressure>
<Impact of Fatigue
on Productivity>
Activities Information
Final Work
Completed
<Net Compaction
Rate>
Perceived
Rework Rate
Effect of Schedule
Pressure on
Productivity
Lookup
Table 2
Case study data.
Task name
Task1(T1)
Task2(T2)
Task3(T3)
Task4(T4)
40,000
50,000
18,000
100,000
Performance Factor
completed drawings. Based on the CPM schedule, the project was expected to be completed in 70 weeks; however, the actual project completion duration exceeded this initial estimate by 40% (28 weeks).
Therefore, this was a base for a good case study to investigate, model,
and analyze. The data collections also involved understanding the circumstance surrounding the projects, such as maximum available manpower, overtimes, management policies, and schedule pressure level
as this helps in understanding the dynamics of the project system. The
rm used units system to quantify the efforts needed to nish a single
drawing (e.g., a drawing requires 2000 units of work to complete).
The productivity of individuals is measured by the number of drawings
completed and checked per week. The data of the four tasks is shown in
Table 2. Each Task duration was estimated using three points: optimistic, most likely, and pessimistic. The maximum available skilled workforce dedicated to this project was 160. It was recorded by the project
manager that maximum production per drawing is reached when 20%
of the drawing is complete and declined in the last 20%. This
20%
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
Task 1
Task 2
Task 3
Task 4
20
40
60
80
Simulation Time (weeks)
Fig. 9. Gantt chart of the tasks before simulation.
however, since the activities are bonded to the simulation time length,
we will refer to the start date as the start time as shown in column
(1) in Table 3. The durations for every activity are inputted into the
CPM-discrete simulation network as a triangular distribution. The
model ran for 500 cycles and the average duration for each Task were
computed as shown in column (2) in Table 3. The total completion duration as computed by the CPM network in the DES environment was
70.9 weeks. It was noticed that the difference between the deterministic and stochastic total project duration is minor, and this was attributed
to the minor differences in the three estimated durations of the
activities.
The next stage was developing an SD model to represent the
project's dynamics based on the causal loops diagram shown in Fig. 1.
These loops are rigorously researched and cited in literature by many
researchers [21,23]. The developed SD model is composed of four modules (workow, rework, quality, and labor demand). The workow
module describes the workow from execution to completion. A rework cycle module is added to account for work that does not pass
the quality standards and needs to be reworked. The scope of rework
is returned to the initial stock for further processing. The schedule pressure resulting from low productivity and increasing rework is captured
as well. The strategy of the rm in addressing mounting schedule pressure was by hiring likely additional workforce or considering overtime
for the current staff. The SD model structure was developed in such a
way to capture the effects of schedule pressure, fatigue, overtime,
and rework cycle on quality of work and project completion duration.
All of these interactions are captured within the causaleffect loops
that depicts the dynamics specied in the SD model framework
(Fig. 1). Samples of the equations used are shown in the equations numbered 4 to 9.
Work Completed Correctlytask
gross completion ratetask work qualitytask; 0
Units : dwg
Table 3
Simulation data inputs for the CPMDES schedule.
Task Name
Completion milestones
in Weeks (3)
Predecessor required
to start (4)
Productivity of engineer
drawing/week (5)
Task1
Task2
Task3
Task4
0
20
40
30
20.5
20.35
11.4
40.90
20.5
40.35
51.4
70.90
70.90
T1
T1,T2
T1,T2
20
25
15
25
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
10
60,000
task is active[task]
Units
45,000
Units
TASK1
30,000
TASK2
15,000
4
12
TASK3
1234
25
50
Time (Week)
75
1
3
234
TASK4
10
234
34
20
30
34
34
40
34
50
60
Time (Week)
70
100
41
80
90
1
2
100
1
2
3
4
dwg
dwg
dwg
dwg
1
2
2
3
1
1
Units
1
1
2 34
0.9
2 34 1
12 3
12 3
12
1 23
1 23
12 3
3
3
23
3,000
0.8
Units
12 3
2,000
0.7
1,000
2
1
0.6
0
10
20
30
40
50
60
Time (Week)
70
80
90
100
123 4
2 34
10
20
40
41 23
1 23
50
60
Time (Week)
1 23
70
1 23
80
2
3
Units
4,500
4
123
90
2
3
75,000
100
2
3
2
3
4
1
41
3,000
123
d) Undiscovered rework
Units
30
2 3
3 41
34 1
100,000
6,000
2341
50,000
1,500
0
25,000
1
1
1
23 4
234 2341
10
20
34 1
341
30
23
40
3
412
4
4
4
4 12 3 1 2 3 1 2 3 1 2 3 1 2 3
50
60
Time (Week)
70
80
4
1 23
12
90
100
10
20
30
40
50
Time (Week)
60
70
80
90
100
This added extra scope of rework increased the initial scope of work;
consequently, increasing the schedule pressure, overtime demand,
and fatigue level. The project's execution exhausted 50% of its planned
duration while the actual productivity was not as perceived at the planning stage. These dynamics triggered the causaleffect loops that control the workforce, thus demanding additional workforce. However, at
this stage, the maximum available resources had been attained. The positive inuence of this loop was frozen, which caused other loops of negative inuence to occur, such as the schedule pressure loop to build up.
Higher schedule pressure, constrained by maximum resources triggered
the need for overtime as a policy to increase productivity, Fig. 10.e. Overtime is associated with labor fatigue (physically and mentally), and consequently, this increased the aws in the drawing production (Fig. 10d).
The accumulated impacts of those factors extended the project duration
to 92 week (32% higher than planned). The nal accumulation of the executed work is shown in Fig. 10f, which shows an s-curve behavior.
Based on these outcomes, the causaleffect loops of the model
should be reviewed and revised polices should be considered to address
the negative results observed in the outcomes. A remedy to the negative
impacts of certain factors in the model can be attained by tracing the
problematic loops and minimizing their effects as well as maximizing
the impact of the favorable loops.
5.2. Case Study2: earthmoving operations
5.2.1. Case study description
In the second case study, the earthmoving operations involved in a
dam construction were modeled and simulated using the proposed
Table 4
Scope of work.
Soil type & layers
Stage 1 m3
Stage 2 m3
Stage 3 m3
Load factor %
Total of soil m3
Rock
Granular
Moraine
Total
192,700
14,500
29,200
236,400
3,209,400
286,500
555,900
4,051,800
1,602,900
139,000
269,900
2,011,800
1.66
1.72
1.66
1.6
2.73
1.93
2.02
2.4
80
90
100
100
5,005,000
440,000
855,000
6,300,000
6.3 million m3
Excavation (river Bed)
1,038,000
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
11
Table 5
Fleet conguration and characteristics.
Hauled
Material
Hauler
Model
Loader
Model
Hauled Soils
(ton)
Load activity
Time Dist. (m)
Haul activity
Time Dist. (m)
Dump activity
Time Dist. (m)
Rock
Moraine
Granular
River Bed Soil
777D
773D
769 C
777D
992G
990 SII
988F
375L
81.67
45.82
34.36
51.41
(1.9, 2.2)
(1.6, 1.9)
(1.3, 1.5)
(1.6, 1.9)
dynamic planning [33]. The scope of the work had two main parts.
The rst was excavating and preparing the riverbed for the dam's
foundation, while the second was backlling three types of soils to
serve as the main dam structure in restraining the water. The scope of
work of excavation from riverbed was to remove, haul, and dump
1.038 million m3 of soil. Thereafter, backlling and compacting
6.3 million m3 of three soil types: 1) compacted moraine (clay) 2);
granular (sand and gravel); and 3) rock, as shown in Table 4. The backll
operations involved processes such as loading, hauling, dumping,
spreading, and compacting of the soil.
5.2.2. Fleet conguration and duration of operations
The eet conguration used to execute the project scope is shown in
Table 5. Information related to equipment was obtained from the
manufacturing specication manual of Caterpillar [34]. The eet of
equipment included three types of haulers (777D, 773D and 769C)
served by three types of loaders (992G, 990SII, and 988F), respectively.
The haulers' travel times under loaded and unloaded conditions corresponding to certain speeds were calculated by using manufacturer's
charts (RimpullSpeedGradeability and Brake Performance Charts),
total resistances, and road segment lengths. Duration times needed by
loaders to load a specic truck were calculated using loader specication charts and tables.
5.2.3. Elements of simulation model
As shown in Table 6, the case study is composed of elements related
to operational level and elements related to strategic level. The project
behavior mainly resulted from those elements and their interactions.
At the operational level, the excavation operation involved excavating,
loading, hauling, and dumping processes while the soil backlling operations involved loading, hauling, dumping, spreading, and compacting
processes. From a policy and strategic perspective, perceived productivity, weather, overtime, cut depth, road condition and others were critical elements. The elements, when modeled and simulated, are expected
to generate the real behavior of the operations in the virtual world. The
classication into operational/strategic and selection of simulation
method is performed based on the criteria presented in the background
section.
5.2.4. Developing DES models
Stroboscope [35] is a simulation language used to develop generalpurpose DES models. Processes such as excavating, loading, hauling,
dumping, spreading, and compacting are modeled using DES. Ten DES
simulation models were developed for excavation and backlling operations. The excavation DES model computes the Max Excavation Rate
and the Max Dumping Rate while the backlling DES models compute
the Max Dumping Rate, Max Spreading Rate, and Max compaction Rate.
Those ve variables are used as input in the SD global model, and later
in the synchronization implementation which will be called interface
variables. The outcomes of the ten discrete simulation results are
shown in Table 7.
Table 6
Summary of the simulation model elements.
Operations
Operational level
Strategic/context level
Excavation
Rock 11 means, rst layer & rst stage (refer to Table 4).
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
12
Table 7
DES model outputs.
Dump
(m3/h)
Spread
(m3/h)
Compact
(m3/h)
Process
Excavation
Rock 11
Granular 12
Moraine 13
Rock 21
Granular 22
Moraine 23
Rock 31
Granular 32
Moraine 33
1,038,000
192,700
14,500
29,200
3,209,400
286,500
555,900
1,602,900
139,000
269,900
Haulers
10
10
10
10
Loaders
Bulldozers
Compactors
Max
Min
Average
St. Deviation
Max
Min
Average
St. Deviation
Max
Min
Average
St. Deviation
Duration (hour)
1421.33*/1367.39**
1222.65*/1200.56**
1320*/1284.52**
34.40*/28.27**
808.33
1462.43
1323.11
1393.21
35.20
1462.56
1323.05
1393.21
35.16
1464.98
1321.41
1393.21
36.17
138.44
216.87
157.30
187.21
15.37
216.94
157.18
187.43
15.275
218.26
155.15
187.43
16.25
77
347.88
260.10
304.55
22.19
343.95
264.07
304.55
20.32
341.79
266.14
304.55
19.32
96.79
1462.90
1323.08
1393
35.36
1456.75
1329.15
1393.21
32.16
1458.77
1327.09
1393.21
33.67
2303.70
221.28
158.10
190
16.88
221.65
158.26
190.32
16.67
221.66
158.06
190.68
16.63
1054.72
349.82
262.01
306.29
22.06
349.05
262.18
306.29
22.06
351.71
260.42
306.29
23.06
1814.44
1466.84
1319.26
1393.08
37.25
1462.94
1323.15
1393.08
35.25
1466.72
1319.79
1393.08
37.25
1151.85
223.70
156.76
190
17.88
221.81
158.47
190.23
16.88
221.83
158.11
190
16.88
730.42
424.90
337.55
381.49
22.13
434.98
327
381.49
27.13
430
331.00
381.49
25.13
707.63
Total backll duration = 8504 h. By considering 50% overlapping, duration = 4620 h. * Excavation rate of riverbed, ** Dumping rate of Excavation of riverbed.
Impact of
scope change
Excluded
Environmental
Impcat
Exogenous
Project
deadline
Safety
design standards before the nal release. Thus, the compacted soil is
stocked at Soil Compacted and Ready for Quality Check stock. The soil
that passes the compaction test is processed through the Productivity
Rate ow, and the faulty compacted soil is passed to the Rework
stock for further re-work to assure the required quality. The summation
of the ow's Productivity Rate and Rework Rate represents the actual
released work productivity. The Gantt chart of workow execution is
shown in Fig. 13. As observed in the chart, operations are scheduled
with 50% overlapping between scopes. The excavation scope is
not shown in this chart because excavation operation involved only
excavation and haulingdumping while the backlling involved
haulingdumping, spreading, compaction, and quality check.
Thus, the structure of the SD for excavation scope should be different
from the SD model of the backlling scope.
Operator skill
Secondary
error
Endogenous
Learning
effect
Overtime
impact
scope
Actual productivity
Project progress
Overtime
Weather
Schedule pressure
Quality
Forecasted
Error rate
production
Project progress
Road condition
Grade of cut
Depth Cut
Workforce
Weather
impact
Equipment
maintenance
Soil type
Information
flow
Workforce shortage
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
Rock11
Granular12
Moraine13
Rock21
Granular22
Moraine23
Rock31
Granular32
Moraine33
13
points that act to receive DES input from sender variables and deliver
them to receiver variables in the SD model.
6. Results and analysis
1550
3100
Time (hr)
4650
Due to the harsh cold weather at the dam construction location, the
project execution was planned in three phases. Each phase starts on
April and ends by November. In the project-planning phase, several scenarios can be considered to execute the project. The simulation tools
play an essential role in this context to show the discrepancy between
the different scenarios and assist the manager in making informed decisions. To test the developed hybrid simulation model, three scenarios
were considered as shown in Table 8. Each scenario was inputted to
the model and simulated for 6200 h. The initial normal project duration
was calculated by adding up the durations of the nine scopes computed
by DES models resulting in a total of 8504 h. In the planning stage, and
due to structural stability of the backll layers, it was considered that
every two successive activities were overlapping by 50% (the successive
6200
Rework Process
Rate Duration
Total Rework
Spreading Operation
Error Generation
Rate
Rework process
rate
Perceived
Rework Rate
Scope ID
Scope Size
percentage of
Dumped Soil
Percentage of
Spread Soil
Rework
Percentage of
Compacted Soil
Error Rate
Spread Soil
Total Scope
Rework rate
<Impact of Fatigue
on Quality>
Avg, QP
Duration
Quality Check
Process Rate
Scope Task is
Active C
Dumping
Rate
Spreading
Rate
<Net Spreading
Rate>
<Net Dumping
Rate>
Final Work
Completed
Total Soil
Compacted and
Ready for Quality
Check
Perceived
Quality Rate
Productivity Rate
effect of schedule
pressure on
productivity
<Net Compaction
Rate>
Soil Compacted
and ready for
Quality Check
Compaction
Rate
Average time
Scope Start
Percentage of
Compaction
Soil to
Compact
Soil Spread
Quality Process
Rate
Dumped Soil
Scope Task is
Active S
Soil to
Spread
Soil Dumped
Soil to Haul
Scope Task
Flag S
<Impact of Fatigue
on Productivity>
Effect of Schedule
Pressure on
<Schedule Productivity
Lookup
Pressure>
<Total Scope>
Final Project
Completion
Duration
<Total Rework>
Total Work Not
Done
Time Required
Forecasted
Productivity to
Complete
<Total Scope>
Project is Done
Time needed to
reached planned
productivity
Perceived
Productivity
Restart Fraction
Project was Done
Fraction Completed
Project Deadline
Schedule Pressure
Actual Final
Released
Productivity
<TIME STEP>
Time Available
Overtimne
Lookup
<Total Scope>
<Time>
Overtime Fraction
Impact of Fatigue
on Productivity
Eff. Fatigue on
productivity Lookup
Impact of Fatigue
on Quality
Effect of Fatigue on
Quality Lookup
Fig. 13. Work ow, schedule pressure and overtime feedback loops.
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
14
Table 8
Implementation scenarios.
Scenario 1 (Hybrid base case)
Scenario 2
Scenario 3
the hauling roads and the capability of the eet to function in an optimum manner. The impact of precipitation rate on earthmoving projects
had been investigated thoroughly by El-Rayes & Moselhi [37]. The study
presented a quantication method of days and productivity losses due
to the amount of the rainfall. The outcome of the study has been utilized
in this research to predict days lost due to monthly precipitation
amount. The average monthly precipitation amount for the site location
(Sept Ile, Quebec) of the dam has been acquired from the National
Climate Data and Information Archive-Canada. The data represents the
average monthly precipitation amount in millimeter for 29 years
(19712002).
Schedule pressure: perceived maximum project productivity per
time unit (management policy factor) was calculated based on dividing
the project overall scope of work by the total planned project completion duration. Accounting for weather impact and other factors has increased the actual project duration beyond the planned duration. The
increase in the project duration is calculated at hourly step-time and is
divided by the remaining time from the original planned project duration. The resulted ratio is called schedule pressure ratio, which affects
work quality and productivity. From schedule pressure, the anticipated
Compaction Rate
Dumping Rate
2,000
2,000
m3/h
m3/h
1,000
0
0
620 1240 1860 2480 3100 3720 4340 4960 5580 6200
620 1240 1860 2480 3100 3720 4340 4960 5580 6200
Time (hr)
Time (hr)
Spreading Rate
Productivity Rate
2,000
2,000
m3/h
m3/h
1,000
1,000
0
0
0
0
620 1240 1860 2480 3100 3720 4340 4960 5580 6200
620
Time (hr)
dumping rate[ROCK11] : Run1
dumping rate[GRANULAR12] : Run1
dumping rate[MORAINE13] : Run1
dumping rate[ROCK21] : Run1
dumping rate[GRANULAR22] : Run1
dumping rate[MORAINE23] : Run1
dumping rate[ROCK31] : Run1
7
dumping rate[GRANULAR32] : Run1
dumping rate[MORAINE33] : Run1
Time (hr)
1
2
7
8
9
6
7
8
9
5
6
7
8
4
5
6
7
3
4
5
6
7
8
1
2
3
4
5
6
1
2
3
4
5
6
1
2
3
4
1
2
3
4
1
2
8
9
m3/hr
m3/hr
m3/hr
m3/hr
m3/hr
m3/hr
m3/hr
m3/hr
m3/hr
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
Scenario 2
Scenario 2
Scenario 3
0.5
25
0.4
20
0.3
0.2
0.1
Fractions
Scenario 1
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
15
Scenario 1
Scenario 3
1.5
15
10
0.5
5
0
0
0
345
690
1035
1380
1725
2070
2415
2760
3105
3450
3795
4140
4485
4830
5175
5520
5865
0
0
415
830
1245
1660
2075
2490
2905
3320
3735
4150
4565
4980
5395
5810
Fraction
Time (hr)
Time (hr)
b) Overtime required
a) Schedule Pressure
1
1
0.9
0.9
0.8
0.8
0
620 1240 1860 2480 3100 3720 4340 4960 5580 6200
620 1240 1860 2480 3100 3720 4340 4960 5580 6200
Time (hr)
Time (hr)
affect the eet productivity [38]. The scenario that represents the adverse site and access road conditions considers good road conditions
for the rst 16 h of the work execution, then the road surface gets deteriorated slowly until scheduled maintenance at start time 80 h.
Based on the above discussion, scenario (2) has resulted in a project
duration of 6020 h, which represents a 30.30% increase from the original
planned (4620 h). The productivity of the eet has dropped from an average of 1400 m3/h to an average of 1000 m3/h ( 28.5%). In scenario
(3), the planned project duration has been set to be 6000 h, and the
model computed the project duration as 5865 h. Scenario (3) has
been subject to the same conditions as in scenario (2) except that the
project duration was relaxed, thus decreasing the adverse impacts of
the schedule pressure and the overtime on productivity and quality
(Fig. 15.c&d). As a result, scenario (3) nished the project earlier than
in scenario (2). Fig. 16 summarizes the differences between the three
scenarios in terms of near actual productivity and accumulated work
performed. These three scenarios demonstrate importance of project
dynamics and their impacts on outcomes.
Follow-up reviews and an investigation of real project data conrmed the obtained results. The model successfully predicted what
Total Project Work of Soil, Hauled, Dumped, Spread, and Compacted
2,000
1,500
6M
1,000
3 2
4M
2
2M
500
0
620
6200
m3/hr
m3/hr
m3/hr
620
1240
1860
2480
3100 3720
Time (hr)
4340
4960
5580
6200
"Total Project Work of Soil, Hauled, Dumped, Spread, and Compacted" : Scenario 1m3
"Total Project Work of Soil, Hauled, Dumped, Spread, and Compacted" : Scenario 2m3
"Total Project Work of Soil, Hauled, Dumped, Spread, and Compacted" : Scenario 3m3
Please cite this article as: H. Alzraiee, et al., Dynamic planning of construction activities using hybrid simulation, Automation in Construction
(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011
16
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(2014), http://dx.doi.org/10.1016/j.autcon.2014.08.011