Schedule Compression and Time-Cost Trade-Off - Construction Project Scheduling and Control - page 246

Duration (days) Cost ($)

Activity IPA Normal Crash Normal Crash

A - 5 4 770 900

B - 3 2 660 700

C A 7 4 800 1,070

D A, B 4 3 1,000 1,110

E B 6 4 800 920

F C, D 6 5 560 630

G D 5 3 700 810

H F 8 4 1,000 1,260

I E, G 4 3 500 580

J H, I 3 2 400 600

22. Calculate the normal, least-cost, and crash durations for the following project.
Calculate the cost associated with each duration. Indirect (overhead) costs are
$200 per day.

Duration (days) Cost ($)

Activity IPA Normal Crash Normal Crash

A - 1 1 800 800

B A 7 4 1,000 1,600

C A 6 4 300 500

D A 3 2 400 800

E B 3 1 100 200

F B, C 7 5 500 800

G D 8 4 1,200 1,400

H E 7 6 350 600

I F 5 3 700 850

J F, G 3 2 500 1,000

K H, I, J 5 4 450 800

23. When you accelerate projects by using a computer, what steps do you follow?
24. Using ENR magazine and other resources, prepare a case study on the
Northridge earthquake and the C. C. Meyers' project. Determine how the
contractor achieved these results (mention them as itemized factors).
25. Arrange a meeting with a project manager and discuss the concept of optimum
scheduling. In particular, discuss the choice of the starting point and whether the
project could have benefited from shifting the starting point.
26. Pick a few types of materials and prepare a table with productivity and cost
multipliers for your locale. You may need to consult contractors and materials
suppliers.
27. Finishing the project early is always a reason for a contractor to be happy. Are
there exceptions or precautions? Elaborate.