Schedule Compression and Time-Cost Trade-Off - Construction Project Scheduling and Control - page 219

Figure 8.4 Cumulative cost of overtime successive weeks' productivity loss overtime
premiums. (From The Business Roundtable, Scheduled Overtime Effect on Construction
Projects [New York: The Business Roundtable, November 1980], Report C-2, p. 11.
Reproduced by permission from The Construction Users Roundtable [CURT; formerly the
Construction Committee of The Business Roundtable]
6. Offer incentives to workers or crews for improving productivity : The contractor
usually has an incentive to compress the schedule, such as avoiding a penalty
or earning a bonus. Workers do not directly pay the fine or get the contract
bonus. The contractor must offer them an “internal” incentive, which could be
more symbolic (a plaque, certificate, party, baseball cap, bomber jacket, T-shirt,
coffee mug, etc.), monetary compensation, paid vacation, or a combination
of these.
7. Acquire more workers : This may mean adding more workers to the current
workforce and/or hiring workers for a second and possibly a third shift.