Schedule Compression and Time-Cost Trade-Off - Construction Project Scheduling and Control - page 231

d. Equipment maintenance may require more attention, as equipment will be
used at a higher rate per day, and the contractor cannot afford taking the
equipment off work for a long time for maintenance.
e. Managing subcontractors so that they are on the same page with the GC
while accelerating work is a matter with high importance.
5. Procurement of resources will be more important, and the project manager
may look for methods to expedite delivery, including alternative ways to trans-
port materials.
6. Government permits and regulations on work hours and road restriction
should be considered. If the contractor needs a government permit as a
precondition for a certain type of work, there may not be any point in
accelerating the work if the permit cannot be accelerated. If the project is
located in an urban area, there might be government regulations on noise after
certain hours that prevent the contractor from operating certain equipment
after those hours.
7. What should be done with the extra staff, workers, and equipment after the
completion of the project? This is an important question that the contractor
needs to keep in mind when making the accelerating decision.
Tip Box 8.3
When accelerating a project, many aspects of the schedule get higher intensify:
resources, cash flow, and so forth. Don't forget procurement!
RECOVERY SCHEDULES
In real-life projects, schedules may slip. This situation may concern the owner, espe-
cially if the project deadline is critical. The owner may demand that the contractor
adjust the work plan to enable him or her to finish on schedule. The owner must
be convinced that the contractor can feasibly do so, or the owner may terminate the
contractor and hire another contractor to ensure a timely finish. When the contractor
adjusts the schedule, the result is a recovery schedule . It can be defined as a schedule
prepared during construction, after the project has fallen behind (because either the
interim target has not been met or serious signs of failure to meet the deadline can be
seen), with adjustments made by the contractor that will expedite the remainder of
the project and ensure a timely finish. The recovery schedule may incorporate one or
more of the techniques mentioned previously.