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    Session 4 Lecture 5b - Scheduling and Resources Levelling (Feb 2024)

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    Session 4 Lecture 5b - Scheduling and Resources Levelling (Feb 2024)

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    Milena Yan
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    Session 4 Lecture 5b – Scheduling and Resources Levelling (Feb 2024)

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    4 views28 pages

    Session 4 Lecture 5b - Scheduling and Resources Levelling (Feb 2024)

    Uploaded by

    Milena Yan

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 28

    Construction Planning (6CN017)

    (Hong Kong 2024)

    Session 4 Lecture 5b – Scheduling


    and Resources Levelling.

    See:
    https://www.youtube.com/watch?v=2cN0xcjZEI4 (6:04 Mins)

    https://www.youtube.com/watch?v=Otex_3m_K-0 (8.20 Mins

    1
    Resources:
    One of the most important objectives of planning is the efficient
    use of resources

    Undesirable for labour to have a series of ‘peaks’ and ‘troughs’ :


    quantiy

    Duration
    •Far better for a smooth demand of labour be established by
    careful planning:
    quantity

    Duration
    Resources – Some terminologies
    Scheduling - The Process of determining actual time periods which activities
    are planned to take place. (start and finish dates of activities)

    Resource Allocation – concerned with scheduling activities and their


    resources within predetermined constraints

    Resource Aggregation – the process of allocating labour resources to each


    activity, then summing up the numbers to the time period for the programme.

    Resource Leveling or Smoothing – achieved by the moving around of the


    ‘non-critical’ activities, to best advantage within their total time frame.

    Resource Histogram – may be added to the bottom of a bar chart or LoB


    (showing the resource aggregation) to provide an effective visual
    representation of the aggregated resources.
    How resource leveling and resource smoothing works in a project.
    So, we have to delay either activity E or activity F to avoid this conflict. Since activity F is not on the critical path, let us delay
    this activity.

    We have to delay it until the completion of activity E. It means activity F can start only on day 20. However, it also leads to
    the shifting of activity G since activity F is its predecessor.
    Let us look at the final Gantt chart and the resource usage histogram.
    It’s

    It’s good. All resource conflicts are removed. Now, the maximum compressors required is only six
    numbers on any day.
    However, in the process, the project gets delayed by two days. The total duration of the project is
    22 days now.
    Resource leveling is a resource-limited scheduling technique, while resource smoothing is a time-
    limited scheduling technique.
    You could use either of them in your projects based on the requirements of your organization.
    Another Example of Resource
    Leveling
    • Assume all Labour in interchangeable
    • Maximum Labour force is 10 operatives

    Earlest Latest
    Activity Duration Gang Start Finish Start Finish Total
    Size Float
    1-2 2 10 0 2 0 2 0
    2-3 2 2 2 4 7 9 5
    2-4 3 5 2 5 2 5 0
    3-5 4 6 4 8 9 13 5
    4-5 8 3 5 13 5 13 0
    4-6 4 4 5 9 13 17 8
    5-6 1 2 13 14 16 17 3
    5-7 8 8 13 21 13 21 0
    6-7 4 4 14 18 17 21 3
    Method:
    • 1 . Produce Arrow Diagramme for the project and find
    duration – Not required as indicated on previous Table.

    • 2. Produce bar chart showing earliest start dates.

    • 3. Produce a bar chart showing maximum Resource Levelling


    within current project duration.

    • 4. Produce Bar chart with maximum of 10 operatives per


    week.

    • 5. What is the revised duration of the project?


    Produce Bar charts showing
    Labour requirements/week
    See Excel file (Lecture 5b – Bar chart Figure 1) – activities with earliest start
    times. Which weeks is it not possible to resource the project? (5, 6, 7, 8 and
    15, 16, 17, 18). - Move activity 3-5 to latest start date.

    See Excel file (Lecture 5b – Bar chart Figure 2) – activities moved within the
    float. Which weeks is it still not possible to resource the project? (15, 16,
    17, 18). Must extend the contract period by moving activity 6-7 to start
    week 21.

    If we have only 10 operatives available each week what will be the actual
    duration of the project?

    See Excel file (Lecture 5b – Bar chart Figure 3) for solution. No more than 10
    operatives required per week.
    Resource Smoothing exercise
    Activity Duration (Weeks) Gang Size
    Act 1-2 2 12
    Act 2-3 5 4
    Act 2-4 8 2
    Act 2-5 4 3
    Act 3-8 2 4
    Act 3-4 0 0
    Act 4-7 1 4
    Act 4-5 3 3
    Act 5-6 2 6
    Act 6-7 1 5
    Act 6-11 3 2
    Act 7-10 2 8
    Act 8-9 4 3
    Act 9-10 0 0
    Act 9-11 7 6
    Act 10-11 4 3
    Information
    • Contract will employ local labour working 5 days a week

    • Labour can be recruited on a week by week basis at a rate of


    $HK 3600/week with an engagement fee of $HK 960 per
    person/new appointment.

    • Overtime can be worked on a Saturday and Sunday to meet


    the employer demand for a 20-week completion.

    • Employers initially wishes to know how much the contract will


    cost without overtime as per arrow diagramme derived from
    information on previous slide.
    Information Continued:
    • Overtime can be worked in periods of 1 week and will result in
    33.3% in output.

    • Increased costs of overtime is calculated at


    $HK1800/week/operative.

    • Site overheads are $HK10500/week.

    • Note: each activity must be continuous: once started must be


    completed without a break.

    • Gang size cannot be changed.


    Method – for 22 week duration.
    • Drawn arrow diagramme to find overall duration No need its
    22 weeks).

    • Produce Bar chart showing activities at earliest times.

    • Produce bar chart after smoothing resources

    • Find the cost of the project as shown. (Assume 21 operatives


    used throughout the project).
    Solution:
    See Excel file Lecture 5b – Bar chart Figure 4 – activities with
    earliest start times.

    See Excel file Lecture 5b – Bar chart Figure 5 – activities moved


    within the float.
    COST OF PROJECT AS SHOWN
    • ENGAGEMENT = 21 X $HK960 = $HK 20160

    • LABOUR COSTS = 198 X £HK3600 = $HK 712800

    • OVERHEADS = 22 X $HK10500 = $HK 231000

    • COST = $HK 963’960


    COSTS BASED ON 20 WEEK
    DURATION:
    • Need to work overtime (Saturday and Sunday).

    • To reduce costs to a minimum, overtime will be worked on the


    critical activities that will cost the least - those with least
    labour (Activity 2-4).

    • Based on 33.3% increased productivity rule, to save 2 weeks 6


    weeks overtime will need to be undertaken (6 weeks plus 33%
    = 8 weeks work) this will reduce contract by 2 weeks.
    Method:
    • 1. Produce Bar chart for 20 week duration with earliest start
    times. Activity 2-4 now 6 week duration as working overtime
    (weekends).

    • 2. Produce Bar chart for 20 week duration after smoothing


    resource.

    • Calculate revised cost of project. (assume 1 new operative is


    required to be employed).
    Solution:
    See Excel file Lecture 5b – Bar chart Figure 6 – 20 week
    duration, activities with earliest start times.

    See Excel file Lecture 5b – Bar chart Figure 7 – 20 week duration,


    activities moved within the float.
    Solution costs:
    • ENGAGEMENT = 22 X $HK960 = $HK 21120

    • LABOUR COSTS = 194 X £HK3600 = $HK 698400

    • OVERTIME COSTS (2 X 6 X $HK1800) = $HK 21600

    • OVERHEADS = 20 X $HK10500 = $HK 210000

    • COST = $HK 951120

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