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Daily site interpretation tools for different hierchical levels in a construction project 1993

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DAILY SITE INTERPRETATION TOOLS FOR DIFFERENT HIERACHICAL LEVELS IN A CONSTRUCTION PROJECT by BENJAMIN TSAN-PIN YUE B.Sc., California State Polytechnic University, Pomona, 1990 A THESIS SUBMITtED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF APPLIED SCIENCE in THE FACULTY OF GRADUATE STUDIES Department of Civil Engineering We ccept this the a conforming to the re r standard THE UNIVERSITY OF BRITISH COLUMBIA December 1993 © Benjamin Tsan-Pin Yue, 1993 In presenting this thesis in partial fulfilment of the requirements for an advanced degree at the University of British Columbia, I agree that the Library shall make it freely available for reference and study. I further agree that permission for extensive copying of this thesis for scholarly purposes may be granted by the head of my department or by his or her representatives. It is understood that copying or publication of this thesis for financial gain shall not be allowed without my written permission. Department of c. si:. The University of British Columbia Vancouver, Canada Date DE-6 (2/88) ABSTRACT This thesis is an extension of Fayek’s work (Fayek 1992) on the automated interpretation of a construction activity’s problems and suggestion of possible corrective actions. It consists of three major parts. First, an extensive field test was undertaken in order to obtain a real data set to test and validate both Fayek’s work and extensions to it. As part of this exercise, an attempt was made to capture the expertise of seasoned construction personnel regarding the selection of corrective actions as a function of problem source and prevailing job site conditions. The original problem source list was extended from seven problem sources to fifteen, and corrective actions for the new sources were identified. The second part of the thesis, which constitutes the core of the work, deals with the formulation of a general, higher-level analysis schema. It includes integrating across all problem sources and corrective actions at the activity level, and the detection of patterns of problems at the trade and overall project levels, along with the suggestion of higher-level corrective actions. One of the challenges confronted in this work is the need to deal with conflicting corrective actions arising from the diagnosis. Several examples are given to illustrate the workings of a prototype. Lastly, the graphical representation of daily site data is partially explored. Construction personnel are often overwhelmed by the amount of data that describes a project. The use of graphics, especially the stacking of different graphs, helps the user to identify patterns of problems and provides insights into causation. Various graphical images are presented, along with suggestions for more complex three dimensional representations. 11 TABLE OF CONTENTS ABSTRACT ii TABLE OF CONTENTS iii LIST OF FIGURES vii LIST OF TABLES x ACKNOWLEDGEMENT xi CHAPTER 1.0 INTRODUCTION 1 1.1 FOCUS OF THE THESIS 1 1.2 THESIS STRUCTURE 2 1.3 OVERVIEW OF FAYEK REASONING SYSTEM 3 CHAPTER 2.0 FIELD STUDY AND GRAPHICS REPRESENTATION OF DATA 6 2.1 OBJECTIVES 6 2.2 DESCRIPTION OF THE PROJECT AND AUTHOR’S ROLE 6 2.2.1 PHYSICAL FEATURES OF THE PROJECT 6 2.2.2 ROLE OF J.C. SCOTT CONSTRUCTION LTD 9 2.2.3 MANAGEMENT PROCEDURES 9 2.2.4 ROLE OF AUTHOR 14 111 2.2.5 DATA COLLECTED & OBSERVATIONS 23 2.3 USEFULNESS OF THE DATA COLLECTED 36 2.3.1 ADDITIONAL PROBLEM SOURCES 37 2.3.2 CORRECTIVE ACTIONS 39 2.4 GRAPHICAL REPRESENTATION OF DAILY SITE DATA 47 CHAPTER 3.0 HIGHER LEVEL LOGIC 57 3.1 BACKGROUND 57 3.2 BUILDING BLOCKS USED FOR HIGHER LEVEL ROUTINE 60 3.3 GENERAL LAYOUT OF HIGHER LEVEL ANALYSES 69 3.3.1 HIERARCHICAL ANALYSIS SCHEMA 70 3.3.2 ACTIVITY LEVEL ROUTINE 71 3.3.2.1 Weighting corrective actions 73 3.3.2.2 Run through Compatibility factors 74 3.3.2.3 Feedback to user 75 3.3.3 TRADE LEVEL ROUTINE 76 3.3.3.1 Trade Problem Source 76 3.3.3.2 Trade Corrective Action List 77 3.3.3.3 Trade Level Analysis Schema 77 3.3.4 PROJECT LEVEL ANALYSIS 85 3.3.4.1 Project problem source 85 3.3.4.2 Project corrective action list 86 3.3.4.3 Project Level Analysis Schema 87 3.4 EXAMPLE 92 iv 4.5.1 VALIDATION FOR ACTIVITY LEVEL ANALYSIS 4.5.1.1 PROJECT DATA 4.5.1.2 COMPUTER OUTPUT FOR ANALYSIS AT LEVEL 4.5.1.3 MANUAL COMPUTATION AT ACTIVITY LEVEL 4.5.2 VALIDATION FOR TRADE AND PROJECT LEVEL ANALYSIS 4.5.2.1 PROJECT DATA FOR TRADE AND PROJECT LEVEL ANALYSIS 4.5.2.2 COMPUTER OUTPUT FOR TRADE AND PROJECT LEVEL ANALYSIS 4.5.2.3 MANUAL COMPUTATION AT TRADE AND PROJECT LEVEL 4.6 CASE STUDY EXAMPLE 4.7 SUMMARY CHAPTER 4.0 TESTING AND APPLICATION 4.1 PROGRAM ORGANIZATION 4.2 LIST OF PREDICATES 4.2.1 SYNTAX OF THE RULES 4.2.2 ACTIVITY PREDICATES 4.2.3 TRADE PREDICATES 4.2.4 PROJECT LEVEL PREDICATES 4.3 APPLICATION INTERFACE IN REPCON 4.4 PROCEDURE FOR AUTOMATED INTERPRETATION.. 4.5 TESTING AND VALIDATION OF THE PROTOTYPE 102 102 102 104 104 106 .109 112 113 116 117 117 ACTIVITY 122 122 132 132 140 140 140 160 V CHAPTER 5.0 SUMMARY AND RECOMMENDATIONS FOR FUTUREWORK 161 5.1 SUMMARY 161 5.2 RECOMMENDATIONS FOR FUTURE WORK 162 BIBLIOGRAPHY 165 APPENDIX A STANDARD STRENGTH VALUES FOR EXAMPLES IN THESIS 167 APPENDIX B MANUAL COMPUTATION FOR ACTIVITY LEVEL ANALYSIS FOR TEST PROJECT 171 APPENDIX C TRADE LEVEL ANALYSIS BY MANUAL CALCULATION 187 APPENDIX D PROJECT LEVEL ANALYSIS BY MANUAL CALCULATION 207 APPENDIX E SUPPORTIVE INFORMATION FOR CASE STUDY EXAMPLE 213 APPENDIX F DATA INTERPRETATION FOR CASE STUDY EXAMPLE 238 vi LIST OF FIGURES Figure 2.1 Project schedule in bar chart format . . 16 Figure 2.2 Typical format for daily site report form 20 Figure 2.3 Daily site problem sources report . . . 24 Figure 2.4 Example activity history report 31 Figure 2.5 Bar graphs of work force data for General Contractor 49 Figure 2.6 Split screen graphs for problem sources, total manhour Lost and total time lost . . . 50 Figure 2.7 Site Conditions (1) for Case Study 51 Figure 2.8 Site Conditions (2) for Case Study 52 Figure 2.9 Sample 3D Graph 55 Figure 2.10 Sample 3D split screen graphs 56 Figure 3.1 Compatibility Matrix 62 Figure 3.2 Hierarchical diagram 70 Figure 3.3 Activity level analysis 72 Figure 3.4 Sample of Trade level expert rule 80 Figure 3.5 Example of project level expert rules (Undermanning) 88 Figure 4.1 System diagram for prototype 103 Figure 4.2 Screen shot of menu under DATA INTERPRETATION 113 Figure 4.3 Screen under activity corrective action menu 114 Figure 4.4 Clip Screen of Activity Level Corrective Action Coefficients 115 Figure 4.5 Screen Shot of Trade Level Interpretation Menu 116 Figure 4.6 Activity relationship report for testing at activity level 118 Figure 4.7 Daily site report for testing at activity level 120 vii Figure 4.8 Daily Site Activity Analysis Report using Frequency of Occurrence 123 Figure 4.9 Daily Site Activity Analysis Report using Manhours Lost criterion 126 Figure 4.10 Daily Site Activity Analysis Report using Time Lost Criterion 129 Figure 4.11 Activity Report for testing at trade and project levels 133 Figure 4.12 Work Environment Data Report for testing at trade and project levels 135 Figure 4.13 Work Force Data Report for testing at trade and project levels 136 Figure 4.14 Daily Site History Report for testing at trade and project levels 138 Figure 4.15 Analysis at Trade Level for example using Frequency of Occurrence 141 Figure 4.16 Analysis at Trade Level Example using Manhours Lost 143 Figure 4.17 Analysis at Trade Level for Example using Time Lost 145 Figure 4.18 Analysis at Project Level for Example using Frequency of Occurrence 147 Figure 4.19 Analysis at Project Level for Example using Manhours Lost 148 Figure 4.20 Analysis at Project Level for Example using Time Lost 149 Figure 4.21 Analysis at project level for Case Study using Frequency of Occurrence 151 Figure 4.22 Activity Analysis Report for Activity “Hard Landscaping” in Case Study 153 Figure 4.23 Project Analysis Report for Case Study using Manhours Lost criteria from 07FEB94 to 04MAR94 157 Figure 4.24 Project Analysis Report for Case Study using Time Lost criteria from 07FEB94 to 04MAR94 158 Figure 4.25 Trade Analysis Report for Case Study investigating effect of limited number of treated problem sources 159 Figure 4.26 Calculation for Trade 09 (Drywall) to validate the effect of limited number of problem sources 160 viii ACKNOWLEDGEMENT I wish to express my sincere appreciation to my advisor Professor A. D. Russell, whose inputs, encouragement, inspiration and other qualities of excellence have contributed a great deal over the years. A special thanks goes to John Scott, John Mills, and Bill Jaeggle of J.C. Scott Construction Ltd. for their cooperation, willingness, and patience during the field study. Finally, I thank my family for their patience, understanding, and encouragement while the thesis was being written. xi xi LIST OF TABLES Table 2.1 Activity Problem Source List 38 Table 2.2 Activity Corrective Action List 41 Table 3.1 Sample activity level compatibility factor matrix 63 Table 3.2 Trade corrective action list 77 Table 3.3 Trade attributes 78 Table 3.4 Trade Level Corrective Action Coefficient 86 Table 3.5 Project Corrective Action List 87 Table 3.6 Project Level Corrective Action Coefficient 91 Table 3.7 Activity locations and problem incidences for example 92 Table 4.1 Interpretations of Case Study Example which are included in Appendix F 150 x CHAPTER 1.0 INTRODUCTION 1.1 FOCUS OF THE THESIS This thesis is an extension of Fayek’s work (Fayek 1992) on the automated interpretation of a construction activity’s problems and suggestion of possible corrective actions. It consists of three major parts. First, an extensive field test was undertaken in order to obtain a real data set to test and validate both Fayek’s work and extensions to it. As part of this exercise, an attempt was made to capture the expertise of seasoned construction personnel regarding the selection of corrective actions as a function of problem source and prevailing job site conditions. The original problem source list was extended from seven problem sources to fifteen, and corrective actions for the new sources were identified. The second part of the thesis, which constitutes the core of the work, is the formulation of higher-level analysis schema. These include integrating across all problem sources and corrective actions at the activity level, and the detection of patterns of problems at the trade and overall project levels, along with the suggestion of higher-level corrective actions. One of the challenges confronted in this work is the need to deal with conflicting corrective actions arising from the diagnosis. Different reasoning schema and approaches presented in the literature are explored and compared with the reasoning approach adopted. Lastly, the graphical representation of daily site data is partially explored. Construction personnel are often overwhelmed by the amount of data that describes a project. The use of graphics, 1 especially the stacking of different graphs, helps the user to identify patterns of problems and provides insights into causation. Various graphical images are presented, along with suggestions for more complex three-dimensional representations. 1.2 THESIS STRUCTURE Chapter 1 describes the goals and structure of the thesis. The prototype framework of the data interpretation and analysis system for individual problem sources as developed by Fayek (1992) is described. This framework provides the starting point for the work described herein. Chapter 2 describes the field study performed. The method of data collection, the description of the project, the type of data collected, and the acceptability and usefulness of the data collected are treated. The usefulness of various graphical representations of the daily site data is explored, and suggestions are made for further graphics work. Chapter 3 sets out the analysis schema devised for second and higher level analysis. Several additions to the existing system, including derivation of trade attributes as a function of activity attributes and formulation of a dispersion index, are described. Testing and the validation of the extended interpretation system is described in Chapter 4. Chapter 5 summarizes the thesis in the form of conclusions and gives recommendations for future work. 2 1.3 OVERVIEW OF FAYEK REASONING SYSTEM Since the work of Fayek (1992) provides the starting point, an overview of the approach adopted along with a definition of symbols is given. It is noted that other reasoning approaches could be examined (and should be in the longer term). However, the system as originally developed shows promise and its potential should be fully explored, including several needed extensions before other reasoning schema are tackled. The basic building blocks of Fayek’s system consist of: project-wide data in the form of weather conditions, site conditions, and work force data; system-derived and user-assigned activity attributes; problem sources and their time (days lost) and cost (man-hours lost) impacts; types of problems (time, cost, quality); and corrective actions. In addition, an expert rule base, combined with a fuzzy logic framework, is used to link the various building blocks together. This framework makes use of two analysis schema: one to link problem sources to corrective actions based on user- assigned activity interpretation attributes (Schema A); the other to link problem sources to corrective actions based on the type of problem arising out of the problem source (Schema B). In Schema A, S, is the strength of the linkage between a problem source, X, and a user- assigned activity interpretation attribute, Va. It is the product of the degree of applicability, D,, to activity i, of attribute Va by the user-assigned standard strength, B?, between problem source X3 and attribute Va. Matrix S(X, V) is composed of elements S?. T?c is the strength of the linkage between an interpretation attribute and a corrective action, Z, for a problem source, as determined by a set of expert rules. Matrix T(V,Z) is composed of elements T. A fuzzy composition operation (max-mm or cum-min) is used to determine the relationship between the set of problem sources, X, and the set of corrective actions, Z, through their respective relationships to the set of interpretation attributes, V. 3 to yield a matrix R1(X,Z). In Schema B, Pjd is the strength of the linkage between a problem source, X, and a problem type, ‘1d. as determined by a set of expert rules that account for the attributes of the problem source (days and man-hours lost) and the type of problem source. Matrix P(X,Y) is composed of elements Pjd. Q is the strength of the linkage between a problem type and a corrective action, Z,, for a problem source, as determined by a set of expert rules. Matrix Q(Y,Z) is composed of element A fuzzy composition operation (man-mm or cum-min) is used to determine the relationship between the set of problem sources, X, and the set of corrective actions, Z, through their respective relationships to the set of interpretation attributes, Y, to yield a matrix R2(X,Z). Analysis schema A and B are combined using an intersection operation to produce a matrix R(X,Z). The elements of this matrix are the strengths with which corrective actions, Z, are recommended for problem sources, X. The purpose of suggesting corrective actions based on two sets of data (activity attributes and probLem types) is to make use of supporting evidence from all sources as a form of corroborating information to suggest the most suitable corrective action(s). It is possible to suggest corrective actions based solely on reported problem sources. Accounting for the activity’s attributes provides refinement to these suggestions. Accounting for the type(s) of problem(s) resulting also provides refinement. Taking both the attributes and the problem type(s) into account yields a set of corrective actions that are recommended most strongly if both sets of data point to them. Thus, the greater the amount of supporting evidence pointing to a corrective action, the more highly it is recommended. Fayek demonstrated the practicality of the prototype system. However, it was deficient in several respects. The diagnosis is conducted on a problem source by problem source basis for each 4 activity, and the results of the analysis, including suggested corrective actions, are output to the user, regardless of what corrective actions may have been initiated previously. Although suggested for further work, no attempt was made to merge corrective actions for all problem sources for a given activity, and no analysis was conducted to look for patterns of problems across activities at both the trade and overall project levels. What is needed is a weighing scheme to combine all of the sets of corrective actions for each problem source into one set in such a way that conflicts are minimized. Given the recommended corrective actions for each problem source for each activity, a number of criteria and procedures could be used to combine them. Weighing factors could be derived based upon one of the frequency of problem sources, the magnitude of time-lost or the magnitude of man-hours lost. In some cases, this means that the number of elements in the combined set will be less than the union of the individual sets. These corrective actions, along with the problem sources they address, should then be stored for further analysis at the trade and overall project levels. Different sets of corrective actions and expert rules’ bases are required for the higher levels of analysis. In order to fully assess the impacts of problems occurring on a particular project, the analysis should be performed at each of these levels and corrective actions suggested at each tier. Moreover, a schema in recording recommendations from previous analyses is needed. 5 CHAPTER 2.0 FIELD STUDY AND GRAPIUCS REPRESENTATION OF DATA 2.1 OBJECTIVES The objectives for the field study were several-fold: 1. To let experts in industry review the problem sources, the corrective action list and expert rules linking problem sources with corrective actions. 2. To obtain a comprehensive time history of an ongoing project in the form of a daily site data set for system validation and calibration purposes. The goal here was to have an impartial observer collect the data set so that it is as objective and as complete as possible. The potential exists for site personnel to be biased and/or selective in the recording of information and attribution of problems. 3. To extend the current list of problem sources to treat commonly occurring ones. 4. To identify additional corrective actions which are consistent with the extended problem source list and review existing corrective actions with seasoned project management personnel. 2.2 DESCRIPTION OF THE PROJECT AN]) AUTHOR’S ROLE 2.2.1 PHYSICAL FEATURES OF THE PROJECT The project studied was a six-story, reinforced concrete, 100 bed, extended medical care facility at 3490 Porter Street, Vancouver, B.C.. The total cost of construction was approximately $4.0 million. J.C. Scott Construction Limited (JSC) of Vancouver was the construction manager. 6 The building itself is divided into north and south wings. A wall between the wings separates the building to obtain a two-zone fire rating. The basement of the building contains kitchen, laundry and parking facilities. The main floor houses the lobby and offices in the north wing and patient rooms in the south wing. Levels two to five are typical floors for patient rooms. The sixth floor contains a large dining area and offices. Overall, the building is similar to a hospital except that it does not have any oxygen supply service. The physical site was an irregular lot located at the corner of Victoria Drive, Commercial Drive and Porter Street, forming the east, south and west boundaries of the site, respectively. Victoria Drive and Commercial Drive are both busy routes in Vancouver. Thus, there were problems for external access to the site for loading/unloading. A special zoning was granted by the City on Victoria Drive adjacent to the site to temporarily disallow public parking during business hours. In addition, traffic flagmen were needed for large/lengthy deliveries, e.g. concrete delivery for floor slabs. Only a limited amount of delivery could be done at a time. Once in a while, delivery vehicles had to wait in a queue or return at a later time. During the removal of the crane, a special one day permit was issued to transform Victoria Drive into single lane traffic. This further limited the delivery to the site on that day. The construction manager arranged with the trades to make sure that the suppliers had delivered all the major materials and equipment needed to complete the project before the crane’s removal. A week before the removal of crane, time usage for the crane was scheduled in half-hour increments to complete loading of the building. After the crane’s removal, forklifts and mobile cranes were used on an intermittent basis to place materials and equipment. 7 The elevated guideway for Skytrain (ALRT system in Vancouver) ran alongside the southwestern boundary of the project. This imposed limits on the location and usage of the crane. After much consideration, the crane was purposely set up on the Skytrain side of the boundary, ten feet from the rail structure. The reason for doing this was to prevent the tip of the crane from swinging across the rail. Doing so would cause an emergency alarm in the crane to ring and could result in the total shut down of the crane by Skytrain officials. Because of this position of the crane, the crane operator was unable to see the delivery area when the building height reached the 5th floor. Management had not envisaged the need to place an extra control room at the tip of the crane. Thus, a concrete pump was used to place the sixth floor slab and the roof, resulting in extra cost. When forming the floor slab for the 4th floor of the building, the structure itself reached the level of the rail. Vandals who entered the site illegally could therefore use the building to get onto the guideway. Thus, special meetings were conducted between Skytrain officials and JSC. To resolve this situation, plywood sheets were used to cover the crane’s column truss structure. It was done so that intruders who went onto the site could not use the crane as a step to the guideway structure. Moreover, when it was time to form, pour and strip the stairwell on the Skytrain side of the building, personnel from the ALRT control system visited the site to ensure that no formwork or concrete would fall onto the tracks. During the drywall and exterior enclosure phase of the building, a tough 1” plastic mesh was placed outside the scaffolding along the ALRT side of the building. The mesh was placed to prevent any waste material from falling onto the track. 8 2.2.2 ROLE OF J.C. SCOTT CONSTRUCTION LTD. J.C. Scott Construction Ltd. was the construction manager for the project. The company is a young, aggressive firm in Vancouver which specializes in construction management for high-rise residential buildings. For planning and scheduling, the company uses a commercial version of the REPCON construction management program plus a Daily Site Reporting system which has been developed under a research program sponsored by J.C. Scott Construction Ltd. and W. A. Stephenson Construction Ltd.. This system is fully integrated with REPCON. REPCON was originally developed as part of an extended research program at UBC under the direction of Professor A. D. Russell. For this project, JCS represented the owner and managed the construction aspects of the project. The majority of the work for this project was subcontracted out to different trades. Monitoring the site directly, JCS coordinated all information amongst the trades and the design consultants. Information from the consultants was first passed onto the project manager and then sent to the appropriate sub-trades. Inspections such as building inspection, energy-efficiency inspection, concrete testing, etc., were arranged by JCS to ensure that the building complied with all legal requirements and restrictions. JCS assigned one project manager, one superintendent, one construction safety officer and one foreman to the project for its entire duration. Occasionally, labourers and other carpenters were called in for miscellaneous activities, e.g. installing window sills and hardware backing. 2.2.3 MANAGEMENT PROCEDURES Management procedures used are described below under the subheadings of communication channels, personality of key management personnel, and contractor information practices. 9 Communication Channels The project manager acted as a bridge between the consultants and the trades. Information requested, clarifications, and errors were sent to the appropriate consultants to ensure constructibility of the project. Changes, clarifications and revisions from consultants were distributed to the relevant sub- trades. If the current situation could not be described clearly through sketches and telephone conversations, the consultants were asked to come to the site to resolve the problem. When a sub-trade encountered a problem, the superintendent and the foreman were to be notified first about the problem. The superintendent would then try to resolve the problem or conflicts on site or call upon the appropriate consultants for additional information/clarifications. He would also summarize problems at the site to the project manager at the end of each working day. If he was not successful in solving a problem, he would pass the relevant information on to the project manager and ask if he could resolve the situation. The project manager would then take over the problem and would deal with the trade and/or consultant himself. Every Tuesday morning a trade meeting was held at the site to effect information flow and coordination amongst the trades. The meeting was conducted by the project manager, and each trade in progress was asked to send a representative to attend. During the meeting, progress of the trades was summarized and their performance was evaluated. Any problems encountered were reported and their solutions were looked for when problems could not be resolved immediately amongst the trades. Information requested for and from consultants was noted. Each meeting ranged between 30 minutes to 1 hour in duration. Similar meetings were held at the site between the various consultants (architect and engineers). 10 These meetings were held initially once a month, and later became biweekly meetings at the request of the project manager. The architect chaired the meeting. The main purpose of these meetings was to improve coordination amongst the consultants and to resolve design conflicts by viewing the situation directly on site. Information and clarifications requested by subcontractors were presented in the meetings to make sure that they were addressed. Personalities of management team key personnel Since different experts confront problems different ways, it is of interest to point out the personalities of the different construction experts involved in this project. During the study period, the project managers changed. The two project managers had very different approaches to site management. The first project manager tended to reason with the sub-trades and worked with them as a team. This made him more forgiving of trade mistakes. He would allow the trades to use extra time to recover their mistake as long as the total schedule was not delayed. He tried to be their friends and believed that if he was lenient then the trades would be more responsive. Overall, he sought to maintain harmony in the working environment. This first manager used REPCON to schedule the project, although he did not use the program to its and his best advantage. The original project plan and schedule was done in a very cursory manner which did not facilitate effective daily site reporting and schedule updating from the daily site data base. Also, the schedule was not particularly aggressive--for example, no intermediate floors were sealed off to let drywalling start as early as possible. Moreover, he did not update the project schedule to reflect progress of on-going activities. He believed that a planning and scheduling system is just a tool to help 11 him get familiar with the project, and one should never be too deeply dependent on such a system. He was not conversant with the REPCON scheduling system. As part of this research project, a special training session was held for him to get accustomed to it. As the project unfolded under the direction of this project manager, it fell further and further behind the anticipated spring delivery date. When an update of the schedule indicated a fall completion, the first project manager was effectively fired. The second project manager was a much more aggressive person. He would not tolerate any delay in a trade’s performance. If a trade was delayed or a mistake was made, he would then ask the trade to speed up and correct the problem. He documented everything and would threaten back-charging and other legal actions if corrective actions were not initiated. In addition, as soon as any activity finished, he wanted its successor activities to commence. His goal was to have every activity start in accordance with an early start date. He sought considerable detail in the plan and scheduled, and hence it was extensively modified, with many activities added. Strategies such as sealing off floors to permit early start of drywall activities were adopted. The schedule was ultimately brought back in line with the required spring completion. This project manager, while a user of REPCON reports, was not familiar with the operation of the program; however, he is a strong believer in computerized project scheduling. He himself used a matrix schedule, i.e., a chart with activities on the y-axis, activity locations on the x-axis and the starting date in each cell, which was generated by a spreadsheet program using output from the planning and scheduling system. Project performance was closely monitored against the matrix schedule. Interestingly, REPCON can produce a matrix schedule with activities on the x-axis and locations on the y-axis. The project manager insisted that the results be transposed, hence the use of a spreadsheet. 12 The superintendent was a very experienced field person who had been in construction for many years and had worked for JCS for over 7 years. He had encountered many different construction problems during his career. He worked well with the trades, and often he was able to solve their problems directly on site. Frequently, design errors and conflicts were detected by him before the work started on an activity. Moreover, with his experience, he could easily detect whether the trades had real problems or were just playing games to try to get more time. Contractor Information Practices As noted previously, JCS uses the commercial version of REPCON plus an earlier version of the daily site reporting research system. Updating with the daily site reporting system becomes much easier and can be conducted more frequently. The system shows whether activities are progressing in an unacceptable manner or not. More creditability is given to the schedule since the decision maker has a more current representation of the project. For example, the superintendent frequently utilized the daily site report to determine the performance of the forming subcontractor. He then used the daily site report to calculate the total man-hours of the crew, the percent of work completed, the cost-to-date, and the performance index (input/output) of the trade. Overall, this provided him with the ability to control different subtrades and pinpoint any problem sources for on-going activities. A new set of daily site reports was generated biweekly from the office. At the end of each working day, the superintendent completed that day’s daily site report. It was then sent back to the office and the relevant data entered into the computer by a person in office. The schedule could then be updated to reflect progress in the field (although the frequency of updating was low and there was a considerable backlog of data entry). 13 2.2.4 ROLE OF AUTHOR A data set was obtained through a six month internship by the author from July 1992 to January 1993 using the research version of REPCON which included Fayek’s prototype system. The data structures for the commercial and research versions are different, and hence the project files were not compatible. The original plan and schedule of the project designed by the first project manager was recreated using the research system and then refined with more details. This revised plan and schedule was further refined as the project progressed, and was reworked extensively when project managers changed. The schedule in bar-chart form, as of 14th January, 1993, is shown in Figure 2.1. Acting as an observer, I recorded the progress for on-going activities using the daily site system at the end of each working day. The report (see Figure 2.2 for a typical format) recorded information dealing with weather data, work force data, tests and inspections, equipment rentals, materials delivered, activity status, problem sources and consequences, etc.. If a problem occurred in an activity, the corresponding problem sources were selected by the user and description(s) of the problem(s) entered. The estimated amount of time lost and/or man-hours lost was noted down in the daily site report (see section 2.3). Other duties of the author consisted of creating detailed schedules, e.g. drywall and finishing schedules, establishing a room numbering routine and layout for the consultants, contracting for the fire proofing trade, reporting delays in activities to the project manager and superintendent, helping with general layout of the floors, and so forth. Decisions taken to rectify different problems were noted. Often, the project manager revised the schedule sequence to reflect changes in the construction strategy. For example, when constructing the 14 floor slab, due to the considerable amount of mechanical and electrical equipment to be placed on certain slabs, the rebar crew deliberately started from the other end of the building for those slabs to allow the mechanical and electrical crews enough time to rough-in their equipment. These changes were noted in the Daily Site Report. 15 U N C C O T IS T O IJ C T O O N M A N A G E M E N T L A B P E P C O N IN ri p U se d 0 IL P2 0D P0 0J 3I \N T1 lW T S el ec t A ll A tl iv il ie s Sa ri S la rl D al e D al e S el et ho n k Il S th /E ar ly Sc he ilu le W in do w h ip 07 M AY 92 10 09 20 99 3 to te I) c, ns SI lo DE T r o u t L a k e M a n o r — In O e ta a ] s (n e w R e p c o ri ) fle po pt D al e 24 SE P9 3 Po pe -I T ile 3 2 4 4 3 Pr og re ss D at e 14 J1 09 3 P en si on Nu uT Ye r: 0 Pa qe Of 4 S ta rt M ile st on e V Ii ip t6 C ri ti ca l F in is h D al es ln ne V is tr it ic A l I In st al le d Es tim at ed II P os It iv e Il oa t — 19 A ti V e (b a t N -’ 0 P ro gr es s D al e I P ro cu re ,e ot PC 0 1 9 9 2 1 9 9 3 C oo t TY PE DD SC TT PT (O M M A Y I JU N E JU L Y A U G S E P O C T N O V D E C JA N F E B I M A R C H A P R M A Y J IA 25 I N 15 22 6 13 20 27 4 10 17 24 A 14 21 28 S 13 26 2 9 tO 23 7 14 21 II 10 25 A 15 72 I N 1 5 2 2 2 9 6 1 2 1 9 2 9 II 17 24 YG OG IO G SN PP Y 6C T 51 41 11 ST V - - . - - - . - — 01 01 00 0 PI JT J tA O 04 11 09 U 6 02 01 00 0 SH OO IIL b l c S0 0I T 0 0 S Il t PP SP A O I1 I9 9 S T A ‘5 00 20 0 0 C0 01 0N TH AT ED SO IL l l t I 01 02 00 0 10 00 10 6 [4 (4 0* 0( 99 U 6 I I 03 01 00 0 00 1S t [S F0 40 09 06 A 00 40 20 0 0 roo W/ P00 11 W 4L SS /C OL S/ VD EI IW GS 04 03 00 A F0 00 4/ P0 0j 0 W it/ C ot P4 IN Ca PE l L I 01 05 00 0 D A CI FI IL £ 00 40 1( 11 (0 lI ST 0 C . 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A hI al SI E le ct ri ca l en gi ne er 191 M iii UI t6I UU S 19 66 90 6 29 18 81 . Ilt oT IJt TO R 52 tO ot ce us ul tm nt 6T tt lf L 00 4l tS /tW If4 88 tC 26 O rc hi te ct 14 PI PE I1 Q8 ST OR 53 St ru ct ur al en gi ne er Many discussion sessions were held between the project manager, the superintendent and the author. The meetings were informal, and different approaches for responding to specific problem sources were discussed. The existing compilation of problem sources in the current research version of REPCON was reviewed and critiqued by these individuals. 2.2.5 DATA COLLECTED & OBSERVATIONS Using the plan and schedule shown in Figure 2.1 as a basis for monitoring the project, the problem source list, and example activity history report shown in Figures 2.3 and 2.4, respectively were produced using the daily site reporting system. An extended problem source list (see bottom of Figure 2.2) was used for recording problems at the site. A total of thirty-one different problem sources were encountered during my internship. For purposes of the work on automated analysis of daily site records, only a subset of the problem sources were treated. There were difficulties associated with the collection of site data. Oberlender (1989) came to the same conclusion that obtaining the information from the site can be most difficult. It is realistic to say that the data set collected does not reflect all problems encountered. On any given day, some could be missed because my site duties required me to focus my attention on specific parts of the project. (This is the same situation faced by a superintendent. The larger the site and/or the project, the more difficult it is for one person to have a complete view of progress and problems.) Others were not recorded because they were resolved very quickly. Nevertheless, I believe that I have recorded the major difficulties encountered during my time on site. 23 U S C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T r o u t L a k e M a n o r - E n b e t a ! I s ( n e w O t e p c o n ) D A IL Y S IT E P R O B L E M S O U R C E S R E P O R T 1 C ri tic al C Io tr a Da rk O rd er o Da n- wo rk ed Da y I Le tte r • lln sc ic do le d 6 Da ne O Oa ck ch ar ge 1 Te iep lo io e Co og re te d si te du e to m as sin e m at er ia ls on si te lik e fo rw o fo r de ck in g sc af fo ld s, pl yw oo d et c la yi ng ar oo od io tic si te . lo te ri or ac ce ss pr ob le m Co og es te d si te ca us es in le ro al ac ce ss pr ob lem an d st or ag e pr ob le m . Co ng es te d si te fo r tra de s to wo rk or tic 2n d flo or de ck . Li m it aiw om nt of sp ac e oo si te co st s in te rn al ac ce ss pr ob lem an d st or ag e pr ob le m . Te m po ra ry st or ag e ow si te , st ac k of re ba rs am ! sc af fo ld s et c af fe ct in te ro ol ac ce ss of w or ke rs or si te Co ng es te d si te to da y. To o ma ny tra de s ar e wo rk in g on ti c de ck to tr y to ge t ti c sl ab in by Se p 36 . 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M at er ia ls ca nn ot be lif te d to th e flo or in tin e. 2. 00 2. 00 De ed to aw ai t to lo ad of f m at er ia l by bi rd on th e si de . 13 1( U9 2 07 01 00 6 07 00 5( 01 1? TO (0. 1. fI. 00 05 lb cr an e tin e. M at er ia l fo r br ic k la ye r ca n’ t be lif te d op to pr op er 1. 00 1. 00 fl oo r. W ill tr y to do no on Ib od ay . 17 OC t02 07 01 00 3 07 lO l1 lO TO (0. 1. 11 00 11 5 lb cr an e tin e in li ft in g m at er ia l to th e fl ou r. Id le ah en w ai tin g 5. 00 5. 00 0. 50 0. 50 fo r cr an e. IS UR TO TN .S 10 .0 0 10 .0 0 1. 50 1. 50 P R O B L E M : ( 6 3 ) L a te m a te r ia l d e lI v e r y 11 (0 16 92 1 04 16 00 101 04 fO W l M aIM 11 00 0 S t0 0- lT Sc af fo ld in g ne pp es ed to c in at 73 0a w . ri e e d io si te at 1: 45 pm . 1. 00 1. 00 De lay th e bu ild in g of no af fo ld in g to ne et da y 21 (01 69 2 1 0 l l 101 04 RE II0 Ol llt C ST U1 -lO l-6 OS T De ba r di d no t ar riw e to da y ne til 10 0p m in th e af te rn oo n. De ba r gu y 2. 00 2. 00 di d ne t ba ne en en yh m at er ia l to fi ni sh of f ki tc he n ar ea . 26 00 16 92 04 06 00 101 01 0I3 00 C1 11 6 5T f1 1- l0 I-f PS T De ba r st ee l di d no t ar ri ve in m or ni ng . M ar ke rs ca nn ot st ar t bo tto m st ee l. Th is de la ye d bo th re ba r pe rs oo ne l an d el ec tr ic ao . ah e re qo ire d th e bo tto m la y of re ba r to be do ne be fo re st ar tin g. 10 51 29 2 04 00 00 2 01 llC T( 0J . (tO tE IN 56 00 5 PT ca bl e di d no t ar ri ne to si te to da y. Ca nn ot in st al l ca bl e on ne c. K To R ic hf ie ld 1. 00 1. 00 fl oo r sl ab . Re as sig n m ar ke rs to pr ef ab ri ca te re ba r in oe rt ic al fo r th e se co nd fl oo r. I5 llR TO Tf LS 2. 00 2. 00 2.1 01 2. 00 ) P R O B L E M ; (6 5 ) T o o l/ e q u Ip m e n t b re a k d o w n 24 50 29 2 04 10 00 3 MI fO Wl I PO lIO L S/ C O U 0t C Cr an e br ok e de an to da y at ar ou nd 2: 00 pm . Po or co nc re te fo r co lai mi s T fo r re pa ir at 2: 15 12 .0 0 12 .0 0 0. 50 0. 50 at th e tin e. Hi d to se nd ab ou t S b of co ec re te ba ck to pl an t at 1: 00 pm fo r it ha s ke en st ay ed to n lo ng . 21 00 19 2 I6 0 0 101 C TO PP IIC Po mp fo r to pp in g br ea k de an or me tm ne s im th e ne re ie g. fi oi oh a un al l 0. 75 0. 75 pa rt of th e to ta l fl oo r on ly . I50 W TO TN .S 12 .0 0 12 .0 0 1 .3 1. 3 P R O B L E M : (6 0 ) W ro n g e q u Ip m e n t 17 51 79 2 64 61 00 3 01 fO W l T? Pl f4 . 51 .01 llm ac s de liv er y wr on g br ac es to th e si te . Si ze to n um all T In fo rm . lb ac s Re l 00 01 29 2 04 10 00 5 04 fO W l 0 P0 00 OW LS /C OI IJM C M as on ry po re in ad eq ua te to po or cu rb m all on m ain . T In e in ch es pi pe 04 fO W W O0 /C EI IJE TE 6. 00 6. 00 go t st oc he d fr eq ue nt ly . En eo to al ly go t it to mu rk . St ar t at 3: 00 pm . fin is he d at 5: pm IW RT RT fL S 6. 00 6. 00 ( P R O B L E M : (7 I ) D c I a p o f a c t p ro d c e o m a o 2I Sl 3’ 92 04 14 00 3 04 0( 11 1. ST IR Ill S il l D ec aa se fo rm in g di d no t fi ni sh al l fo r,m ae rk on th e th ir d de ck at th e RI fO fO MM RO /CO IO 31 ET E 0. 13 0. 13 he gi on in y of th e m or ni ng , re ba r ca nn ot st ar t oo th ir d de ck ef fe ct ie rl y La st ab ou t I he in ti n lo st . 15 0M 3 13 13 11 T (O W lE T IM SI .00 E le ct ir ca l ca n’ t st ar t in st al lin g el ec tr ic al co nd ui t be ca ns e bo tto m 01 fO l00 0) RD /U .*V IE TE 1. 00 1. 00 st ee l an d ca bl es ha oe n’ t ke en fin is he d la yi ng ye t. 29 S1 79 2 I 13 05 00 I 13 13 .1S T CO OC RE T IN Sl .00 E le ct ri ca l ca nn ot la y el ec tr ic al pi pe on le ss a la rg e po rti on of bo tto m 19 01 31 00 0. 10 0. 10 st ee l is la id . Ib id op by De ba r pa rt ia lly . M ark ie 45 ds rio y th e tT IO Ifl /C IT O U PA RE 01 01 )1 /6 93 0 D m 1 P1 00 11 39 O U fl ll L lT T P6 91 10 10 0 LA ST OA RS LO ST PA TE (0 0€ LO C RI LP IIS CO IP TI SI P0 00 11 31 OO tC RI PT I0 6 (0 6€ tU E O Ct IS I (0 6( 0 f T 40 1 TO N , F [S T 101 1 TO O t aw hi le pe rio ,l. 30 51 79 2 ! 64 69 00 4 04 Pt K I 51 00 Il es tk uq sa id th e de ck wo ul d be re ad g kg lU 06 aw . fr tu al st ar t ar ou nd 04 fO lK I7 O K /f l? t 10 .0 0 10 .0 0 lU 25 aw . De lag sc he do le ca us ed ho ld up of cn cc re te tw ic e in th e da g. fi ni sh po ur kg O :fi O . 11 OC T9 2 ‘ 04 14 06 6 04 BE llE . ST IR Ill .0 0 De ck w as n’ t fin is he d un til Il o’ cl oc k. Ca in ot wo rk on w es t si de w et il 04 P) R0 00 6/ CR EO ET C 0. 30 0. 30 de ck fi ni sh ed . 12 00 00 101 12 0. 1. PI IN It E S ti ll w ai tin g fo r gr in di ng of ce ili ng to be fin is he d. 04 fO IR t0 60 /0 1E IIE TE 1. 06 II I ? l5 0 6 6 II li ft ? CO IP E? Ill 51 .00 Re ck wo rk di d fi ni sh un til 11 o’ cl oc k. E le ct ri ca l ca inw ul st ar t oo 04 fO lU ttI lK /C OO 3I EO E 0. 56 6. 50 we st si de of th e bu ild in g. Re lo ca te wa op ow er to wo rk in ka se w en t du rin g aw ai tin g tin e 20 OC T9 2 0 4 2 6 04 M IS C. 31 00 01 1. 5 BU M PO UR 01 30 01 64 0( 0 lod E TO 00 11 01 ?? OU T R l? . OU RU ) fO R Ml fO lO OJ lR ll/ l30 C0 E? E C1 0C RE TC AT 2:3 0P M . 11 01 06 PO OR AT 41 0P M . M 3R 2 ¶ 04 20 00 6 Ml M IS C. GI RD 01 15 Oe lag in pe or io g cn rh aa Il at 06 fl ou r. Sc he do le at ):O Op ... Po ur at 04 fO IR 0.. OR K/ I30 VI CT E 3: tS pt a 11 0( 09 2 6 00 01 1( 10 6 llG 1d jj0 1l Ai od ew on 6t h fl oo r ca no ot fi ni sh w itl ei nt th e lin er w ed /o r Tg ne k on . 06 PR OW l], 00 00 01 00 0. 50 0. 50 fi ni sh as ‘n ick as pe es ik le an d w ill ca ne ha ck la te r to co ni pp let e. 30 0( 09 2 ‘ 2 lM 2 24 16 -1 10 00 W .A TI IC EM T PE AT I1E 110 5 RI Th 00 11 3)1 1) tO 10 01 1 101 OT IU I 00 01 1 D Ill 10 10 TI so TW iT OW 07 16 60 10 1? 0. 25 0. 25 11 05 01 0)9 SP OT Pt4 )E 01 1.1 lO T SI t]’ CM IE AT I1 E PI PE tR 03 1 10 01 00 1.1 00 IiR SS 0I ,O CX . lO US Y 06 IP P1 OI ? II’ l]A SS 01 0( 01 IS RR TO TN .5f 10 .0 6 10 .0 0 I 3. 70 3. 70 I P R O B L E M ( 7 4 ) D e la y o f o f f e lt e p ro c u r 15 3) 19 2 64 03 06 00 Ml fO IR l/P O0 1 IL L/ CO t PC MR M) € 01 10 ? Of C T E 01 11 10 )1 9. N lR ft AT 20 11 0( 0 BI n HO W E (P OE AT 04 1O IP IM RK /C CI EI 1C TE 2:S OP II. 00 43 lT lP E PA RK 10 0 P0 01 10 00 15 16 1) 11 3) . IS IIM TO T0 0S I (P R O B L E M : ( 9 4 ) W eB S h u td o w n 64 51 79 2 04 01 00 2 04 10 *1 T 9 P lf 5)1 (1 T ilt ed po we r po le is un sa fe fo r th e w or ke rs in si te . 04 11 ca lle d T l) $r o ca ne an d fi n 0. 50 0. 50 llg dr n an d 10 30 . 00 1 sl ot do wn si te fe e th e af ter am ew 13 05 06 2 13 W IT (R Et O rt 10 S1 06 lin sa fe si te do e tn ti lt ed po we r po le in Po rte r st re et . 0. 50 0. 50 C I5 )IR TO TP & SI I 1.0 0 1. 00 1 IT O N S 11 07 .50 10 7. 50 I5 5. 93 55 .9 3 I tI D C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T r o u t L a k e M a n o r — I n D e t a I l s ( n e w f t e p e o e o ) D A IL Y S IT E H IS T O R Y R E P O R T a C ri ti ca l £ Ex tra DA rk O rd er th an -w or ke d Da y L L et te r F Un sc he du led Ft th em I Ra ck ch ar ge T Te lep )w an e Re po rt D at e: 29 SE P9 3 Re po rt Ti ne : 1R S3 54 Pr og re ss Ra te : t1 35 19 3 Re vi sio n th in ke r: 0 Fi le Us ed 0\ Rt 3’ Z0 0\ PR OJ 3t \F OT RS IT R ep or t Pe rio d: 07 11 10 92 — 14 35 19 3 Dy R es po os ih ili ty Co de (O il. SO IE IO LL T1 M L9 tU ft RH O DA TE PR RR LI II FF 11 (S OD S 1.0 51 RA tS LO ST LO C ST OA T fIN IS H DU D ST AR T FI NI SH Si R D ST AT US DE SP CO RE DI 311 RK S I P0 01 19 1 DC TC I1I PT IO N AC TIO N FI ST AD J TO TA l. F CO T AR J TR TA L A c ti v it y : 0 4 0 1 0 0 F O R M T Y P IC A L S L A B — - - 2 03 SE P9 2 17 SE P9 2 9 01 SE P9 2 10 SE P9 2 6 DR SI Y9 2 S tIE ) St ar t he ild in g sc af fo ld in g fo r 2n d flo or sl ab in ti e af te rn oo n. 02 SE P9 2 0 tIE ) Ne w lo ad of sc af fo ld in g ar rio ed in th e ar ni ng . Co ot io ae to se t ap sc af fo ld s fo r 2o d sl ab . In st al l fo ni s fo r ce nt er st ai rw al l tO . ca ro el Dl (R I) Co ng es te d si te do e to na ss io e M at er ia ls ma si te lik e fe rn s fo r do ck in g 1. 00 sc af fo ld s, pl gw oe d et c la yi ng ara wa aad in th e si te . In te ri or ac ce ss pr oh le ai 03 SE P9 2 0 tIE ) La yi ng sc af fo ld in g in th e ea st si de of tI e ho ild ie g. 75 ? w es t si de pl yw oo d. 25 ?. so ot h si do sc af fo ld in g. oO IS EP 92 0 tIE ) fo rw al on g ea st wi ng of th e bu ild in g. In st al l sc af fo ld s an d la g de ck in g. (R I) Co ng es te d si te ca as es in te rn al ac ce ss pr ob le w an d st or ag e pr ob le w . 20 (3 2) R ec hi te ct ha s oa t co ns id er ed th e si ze of th e ne ch . ne ed ed in st ee l st ad s. th in g tin e he de sig ne d th e st ad tow sw al l fo r ti e w ec ha ni ca l an d el ec t, to fi t io si de pr op er ly 04 (5 6) Re on g es tiw at io n of he ig ht M ak es th e oe rt ic al pe ar I” hi gh er th an 4. 00 sp ec if ic at io n. Ho e wa n fre w Ue stk aw ç ch ip pe d th e ex tra ce ec re te of f fro w th e oe rt ic al s (9 4) T ilt ed po w er po le is ae sa fe fo r th e w ar he rs in si te . Ii ll ca lle d 0 Ho dr a cs m an d fi e ov er we ek en d. 0. 50 Ho dr e an d AC R. (IC R sk it de an si te fo r th e af te rn oo n 00 5E P9 2 0 tIE ) S ti ll ha oe o’ t fin is he d fo rw io g 2n d fl oo r de ck . De lay pl an ki ng an d el ec tr ic al . (1 4) Ce eg os te d si te fo r tra de s te we ek ow th e 2n d fl oo r de ck . L in it aa wa ae t of sp ac e on si te co st s in te rn al ac ce ss pr ob le n an d st or ag e pr wb lew . 04 (1 0) D A stk aq ha dn ’t cl ea n no t th e le d flo or sl ab fo r th e el ec t, an d ne ch .. 0 To Ti n of V rs tk aq . 4. 00 Th is ha d de la ye d bo th ac ti oi ti es of ro ug hi ng in ne ck , an d el ec t. Sl oe pr og re ss of ne ck , an d el ec t. wa s ob se ro ed . 04 (5 6) On e nu n ch ip pi ng oe tra I” co nc re te of f ta p of oe rt ic al s al l da y. 0. 00 09 SE P9 2 0 tIE ) 2n d sl ab is 90 ’! fin is he d. 04 (5 6) On e wa n fro w Ie stk aw p ch ip pi ng eo tra I” co nc re te fre w no rt ic al al l 0. 00 da y. Fi oi sh to da y. 10 SE P9 2 F (R E) Hi oo r do ck wo rk (1 4) Te w pe ra rg st or ag e on si te st ac k of re ba rs an d sc af fo ld s et c af fe ct RO N in te rn al ac ce ss of w or ke rs on si te 3 23 SE P9 2 01 OC T9 2 7 17 SE P9 2 21 SE P9 2 3 17 SE P9 2 S tO E) Li el in or y at 1R :3D aa (6 9) On ac s de lia er y wr oo g br ac es to th e si te , Si ze to o sn aI l T le fo rw . tk sa cs Re liw er tao ca rro na 10 SE P9 2 A ID E) St ar t an d co ot io oe wo rk in g on th ir d do ck . 20 SE P9 2 f ID E) De ck fin is he d in th e w or ei og . 04 (4 1) (Je stk aw p ha d on ly 20 ? of sa fe ty ha nd ra il in st al le d en th e 3r d fl oo r H Ta lk ta A es tk an p’ s ow ne rs H fo re wa n de ck . U ns af e wo rk co nd iti on fo r w or ke rs . 4 30 SE P9 2 05 OC T9 2 4 25 SE P9 2 30 SE P9 2 4 25 SE P9 2 S (R E) St ar t wo rk in g w oe rti ne en no rth wi ng . o2 6S EP 92 R (t h) Se tti ng op sc af fo ld s an d pI ’p wa ed fo r 4t h flo or de ck no rth wi ng an d pa rt ea st wi ng . 28 SE P9 2 0 (D C) fo rw in g su sp en de d sl ab ea st wi ng . DA rk la te to fi ni sh . O in er wo rk te go in no rth wi ng . St rip pe d st ai r at fl -f l. 70 ? fin is he d Fi g. 2. 4 E xa m pl e ac tiv ity hi st or y re po rt su a tw ir c a v m a m i T t P0 31 w 1 m l 10 05 LO ST OA TS LO ST LO t 51 10 fl m l U ST OS fl H l4 U I Si A M 1 9 CO Ot Al lO W S I P1 00 Th ol sc rn nl m l OC T1 0 FI ST 90 3 bl O t 1S T 90 3 ID IO t A c ti v lt y : 0 4 0 1 0 0 F O R M T Y P IC A L S L A B - - -- - 29 50 79 2 0 (O f) M ino r jo k on de ck . M ain ly Fi ni sh . JS 17 92 I li t) Cl ea w ou t de ck w ith bl ue r. M in or we ek iw kn kc ap s an d ha nd ra il. 01 OC T9 2 19 OC T9 2 4 02 OC T9 2 07 OC T9 2 4 02 OC T9 2 S (i t) St ar t se tti ng up se af lo ld i.g Irn o ea st wi ng aO IO CT 92 0 (I t) Se tti ng up sc af 1o ld in g no th e 5t h fl oo r de ck 05 OC T9 2 0 (i t) 90 7 cr .a le te d. De ed tw rin ish we st uiw g tu er ru . 16 OC T9 2 0 07 OC T9 2 F (I t) Ca uti ru ae wo rk ing no co rk wa ll no wa in . St ar t in st al lin g co rk w al l. 6 16 OC T9 2 21 OC T9 2 4 09 OC T9 2 11 OC T9 2 S 09 OC T9 2 S (A t) St ar t sc aF fo ld in g frc ai tie ea st en d of tie bu ild in g. St ar t ar eo nd 10 :0 0 an . 04 tlS )l (i re ne w cr ew w en tw si te 3. 00 ot O ltT 92 0 (i t) S et ti ng up sc af fo ld in g fa r tie de ck . 2O CT 92 0 (t )I ec k is o lz d ai ea tt le en d n rd ag . 04 (IS ) H iri ng en cr eu rn Fr au ou ts id e du e tw to ol er le ft si te . 11 OC T9 2 9 It ) De ck na eo t fin is he d .w til 00 w cI .c k. St ill hw s ba ar dc ap s Ow in st al l an d st ai rn or k at 13 -1 4. 15 OC T9 2 0 (i t) 95 7 co op le te d. ST ill wo rk in g no co rk wa ll no sl ab . 16 OC T9 2 Al 22 OC T9 2 20 OC T9 2 S 22 OC T9 2 29 OC T9 2 I 22 OC T9 2 S It ) St ar t se tti ng up sc ar fa ld s Fa r ro oF . Ca w le te d ap pr os iw at el g 40 7 of ti e de ck . 22 OC T9 2 0 (i t) Ce wt in oe to se t up sc aF Fo ld s fo r tie ro ot . 21 OC T9 2 0 (W I ta at im ee m a rk no de ck . 01 7 co ql et ed . 27 OC T9 2 0 lO t) In to op en in g fo r sk yl ig ht no ro ot . C T 92 0 (i t) 95 2 or de ck fin is he d. W ill ro ot sl ab no Fr id ay . 29 OC T9 2 F (i t) M ie n wo rk to da y. IT O T tL S 29 .0 0 0. 50 Various problem sources were encountered on a recurring basis, such as undermanning, errors in construction and drawing errors (see Figure 2.3). An enormous amount of time was spent requesting additional information and clarifications. These problem sources had a negative impact on the cost, time and quality aspects of the project. Some problems affected ongoing activities, while others affected activities not scheduled to start until several weeks later. Different corrective actions were utilized in order to ensure a continuous flow of work. In terms of detailing and accuracy, the architectural drawings for the building were of very poor quality. Too many errors and mistakes were found in the drawings and they required substantial time to resolve. To help cope with such problems, JCS changed its foreman to a more experienced one to help the superintendent detect mistakes in the drawings. Information coordination problems amongst consultants were another recurring theme. Because of the complexity of the building, especially in terms of mechanical equipment, a large number of drawings was required. Design conflicts were often encountered. Computer aided design was not used by the consultants. The lowest priced subcontractor almost always was selected because of the tight budget of the owner. As a result, trades known for quality were often not selected due to the higher price they carried. Some trades had worked with the construction manager before, while others had not (e.g. forming). None of the trades, except the elevator subcontractor, involved union workers. For the forming contractor, this was their first mid-rise project. All of their previous projects 33 were two-story apartment buildings. They underbid this project due to their lack of experience in estimating the complexity of institutional type buildings. Since they were losing money on the job, much tension arose between JCS and the forming contractor. Weather had a significant impact on construction. For example, during the winter, special precautions were needed to prevent the water line from freezing. On one occasion, the finishing activity for the floor slab had to be stopped due to a frozen pipe. Exterior labour-intensive activities such as shovelling and cleanup tended to slow down in cold weather. In addition, heat was needed continuously to keep the dampness out so that the workers could install the interior finishing. It was observed that the selection of key management personnel is important for a project to succeed. Under the management of the first project manager, with his lenient approach to the trades, the project schedule suffered and became longer and longer as the project proceeded. When a new project manager was assigned, a new approach was used. The project schedule was refined and controlled in a professional manner resulting in a earlier project finish date for the project. JCS personnel were very safety conscious. During the author’s on-site stay, there were times when workers were sent off the site because of their unwillingness to comply with WCB safety requirements. The construction safety officer gave warning notices to different subtradesmen for working unsafely (e.g. not willing to wear a safety helmet, no steel-toed shoes, and not wearing a harness when working outside the fencing area of a deck). It was observed that most workers were willing to comply with safety standards once a warning was issued. In one incident, due to the unwillingness of two workers to comply with the safety requirements, they were asked to get off the site immediately. This caused the whole crew to stop work and walk off the job site, resulting in the loss of half a day’s work. 34 Undermanning was a problem source that appeared quite frequently. Although many people walked onto the site looking for work during working hours, most of them were inexperienced workers and only suitable for general labouring type work. Trades that experienced frequent undermanning were mechanical (plumbing) in the earlier stage and in-floor heating. Several days were lost due to insufficient manpower on site. At the end of the study period, most of the trades that suffered under-manning had hired additional workers. It was also observed that time was needed for workers to adapt to new technology and construction methods. A slow learning curve phenomenon was noticed on site. For example, the in-floor heating, which used metal strips instead of wire mesh to hold rubber heating tubes onto the floors, involved a learning curve effect. The metal strips, at first, could not hold the tubes onto the floor properly. Although it presented a cash saving for the owner, delays were encountered in the first slab level. After considerable practice, and as more workers were hired and more equipment (e.g. pin-guns) was purchased, productivity finally rose to an acceptable level. Overall, according to the superintendent, the morale among the work force was high. They were highly motivated, and pride could be felt when they completed their work within the confines of a tight schedule. There was competition in terms of speed and quality amongst the trades at the site. Security was also a problem at the site. The project suffered many break-ins which resulted in the loss of materials, tools and equipment. Reports to the police and insurance companies took up valuable time of management personnel. After suffering many break-ins, the superintendent hired a security guard to monitor the site during off-work hours. 35 2.3 USEFULNESS OF THE DATA COLLECTED Using the daily site system offers many advantages. Analysis of the daily site data helped the project manager to evaluate performance of the project. Problem sources organized in a structured framework permit easy retrieval for legal documentation and reference. Documenting activity progress, problems encountered with activities and environment, site and work force conditions is very valuable when preparing claims. Generally, site data are not gathered and organized in a logical fashion. Information and experience from a project usually remain as heuristic and seldom documented knowledge. Often, people find that problem sources have happened repetitively, only too late in time. If a pattern of problem sources can be detected early, corrective actions can usually be initiated to limit their impact. Knowledge gained from a project, when incorporated in an expert system, can be used again for future projects. Knowledge can be analyzed and formalized in a way that lends itself to heuristic forms of problem solving. Nevertheless, some disadvantages accompany such a system. A major drawback is the amount of effort needed to collect reliable daily site data. For instance, the physical activity start and finish dates are sometimes difficult to determine. Often, a sub-contractor found design conflicts in a small part of his work. He would tell the project manager, complete what could be done on a floor, and go onto the next level. When the clarification came in later, he would then go back and finish the floor. Thus, the finish date for this activity was not firm since the activity was not finished; however, the successor activity could be started since most of the work for the predecessor activity had been done. To resolve this problem, the author frequently conferred with the superintendent regarding the progress of individual activities. I noted down the date which the superintendent indicated as the start of the successor activity 36 and marked that date as the finish date for the previous activity. Final completion of the predecessor activity, when design conflicts were resolved, would then be noted in the daily site system. Prior to the study period, the superintendent used a free format report for the daily site report and chose not to follow its general format. Many times, he neglected to record information such as the skill level of the sub-trades, their overtime, etc.. Moreover, as stated previously, the original schedule was brief and had not been updated to reflect the on-going schedule of the project. Thus, the superintendent, when completing the daily site report, frequently needed to cross out many of the activities listed, since they were either already completed or were not in the current time window. Other on-going activities had to be penned in. Thus, these changes made the schedule very difficult to update prior to the study period. As stated previously, for a sizeable project, it is difficult to maintain a complete mental image of the status of the project and hence record it on a daily site form. For example, during the study period, many tradesmen were on site. Since they were usually not static in one location, determining an accurate work force count was not very easy. Moreover, an accurate inventory of materials and procurement for the trades was difficult to determine. 2.3.1 ADDITIONAL PROBLEM SOURCES A total of 15 problem sources were examined in this thesis; 7 from Fayek’s work pIus 8 new ones. The total list of problem sources used at site is shown in Table 2.1 (and on the bottom of the daily site form), and the new ones added to the automated analysis are flagged. 37 Table 2.1 Activity Problem Source List 1*. Conflicting information 2*. Construction error 3*• Delay in awarding contract 4*• Drawing error 5*• Layout error 6*. Low moral/motivation in worker(s) 7*• Site not ready/available 8*. Skill too low 9. Too much precipitation 10. Drawings insufficient/incomplete 11. Undermanniñg 12. Rework (workmanship) 13. Inadequate external access 14. Poor ground conditions 15. Unanticipated utilities The selection of the eight new problem sources was done using the following procedure: 1. The complete set of problem sources identified to date (see figure 2.2), minus the seven which the prototype system can already analyze, were presented to the experts. Each problem source category was discussed with the experts one at a time to minimize confusion. 2. The experts were asked to rank the problem sources under each category according to the amount of impact they experienced on previous projects. 3. The top two problem sources under each problem source category were then selected for possible 38 treatment. The elements of this set of eighteen problem sources were then ranked in order of importance. 4. From this ordered list, I selected the top eight problem sources as the additional problem sources for the thesis. 2.3.2 CORRECTIVE ACTIONS New corrective actions were added to the list of existing corrective actions (see Table 2.2). They were obtained using the following procedure: 1. The original corrective action set was first presented to the experts for review. It was of particular interest to pinpoint the corrective actions which the experts believed they would never apply on a construction project or which were redundant with others. These actions were eliminated from the corrective action set. Examples include combining corrective actions “pursue a project time extension for unreasonable delay” and “request a time extension from the Owner for unanticipated utilities” into a single corrective action “pursue a project time extension for unreasonable delay beyond contact control” and modifying corrective action “open a claim for acceleration” to more specific “open a claim for acceleration at owner request”, etc.. 2. The 15 problem sources identified in Table 2.1 were presented to the experts again. Selective sets of corrective actions for these problem sources were created by the author prior to the discussion with the experts. I formulated the corrective action sets by using the literature and drawing on observations I made at the site. An attempt was made to formulate corrective actions to focus on specific problems but which are applicable to the same problem source on more than one project. 3. Each list of corrective actions was presented to the experts for their comments. I asked them to 39 view the information from a general point of view and not limit themselves to a specific project. Questions like “what would you do if you encountered this [problem source]?” were asked to improve the brainstorming sessions so that a complete set of corrective actions for each problem sources was created. New corrective actions elicited from the experts were added to each corrective action set. Due to the complexity of this project, the management team personnel were preoccupied with the project and did not make significant contributions during the discussion sessions. Many times I attempted to arrange meetings with the experts, but achieved only limited success. Moreover, it proved to be difficult to document construction knowledge in a codified format. There is not a clear boundary of what one should and should not do in a situation. Seemingly, the range of corrective actions that management can pursue are quite limited in scope. The trick seems to be to identify the condition variables that make the selection of one action more appropriate than another. See Chapter 3 for dealing with the formulation of rules to select corrective actions. 4. The generated sets of corrective actions were combined into a global corrective action set. Redundant corrective actions were eliminated. All corrective actions were categorized under relevant headings. 5. Since there was a great emphasis on management, I refined this corrective action set and broke the “Management” category into subgroups of “On-site Management” and “Off-site Management”. On-site management refers to those corrective actions which can be implemented directly at the field, e.g. improve supervision, purchase/rent equipment, etc.. Similarly, off-site management deals with actions by head office personnel, subcontractors, and suppliers. Corrective actions such as “submit letter of intent”, “request information from architect and/or consultant ASAP”, etc. are grouped under this category. 40 6. The complete list of corrective actions was then presented to the experts to check for completeness and appropriateness. Few changes were made. Table 2.2 Activity Corrective Action List 0.0 Do Nothing (Default) 1.0 ENVIRONMENT 1.1 Provide a protected environment or shelter. 1.2 Postpone the activity to a time window with better anticipated weather conditions. 1 •3* Try to improve working conditions. 2.0 WORK FORCE 2.1 Seek additional tradesmen and allocate them to activity XXYYZZ. 2.2 Reallocate manpower from preferably a buffer or non-critical activity (XXSSTT) to activity XXYYZZ. 2.3* Upgrade untrained personnel to trained personnel. 2.4* Discuss with subtrade foreman workforce performance. 41 2.5* If low motivation is exhibited by specific crew members, lay off unproductive workers and seek new ones. 2.6* When workers are idle, reroute manpower to other activities to prevent severe manpower loss. 2.7* Seek alternative subcontractor if possible. 2.8* Perform work with own forces and backcharge subtrade. 2.9* Hire more experienced workers to lead inexperienced workers. 2.10* Reassign inexperienced workers to activities which do not require extensive skills. 2.11* Hire experienced workers and substitute for inexperienced workers. 3.0 CONSTRUCTION METHODS 3.1 Conduct more on-site soil investigations. 3.2* Where appropriate, use extra support or shoring to alleviate poor ground conditions. 3•3* Seek possible alternative designs to save time, i.e. prefabricate beam and column forms in shop vs. free form. 3.4 Use an alternate construction method. 3•5* To save time, use more equipment and less labour intensive construction method if budget and/or site conditions permit. 42 4.0 ON-SITE MANAGEMENT 4.1 Postpone the activity. 4.2 Do secondary work on the activity. 4.3 Increase the remaining duration of the activity. 4.4 Postpone interfering buffer or non-critical activities. 4.5 Investigate resequencing of remaining work. 4.6 Employ staggered shifts for interfering trades (trade stacking). 4.7 Investigate use of scheduled overtime. 4.8 Increase or improve supervision. 4.09 Reallocate tools/equipment from preferably a buffer or non- critical activity to a critical one. 4.10 Purchase or rent backup equipment/tools. 4.11 Use alternate routes of access. 4.12 Monitor the activity closely. 4.13* Change follow-up layouts so error can be absorbed. 4.14* Correct construction error at site immediately if possible. 4.15* Discuss with/notify subtrade(s) of required changes in layout. 43 4.16* Seek possible alternatives to accommodate changes if their details are likely to arrive too late to properly plan for. 4.17* Reschedule procurements to a later date. 4.18 * Note down in daily report dates of information requested, conversations/verbal instructions, telephone calls etc. 4.19* Commence work on a time and material basis. 4.20* See if an alternative design can be used rather than performing remedial work to correct problems. 4.21 * Allocate time for rework to correct error. 4.22* Videotape on-going construction sequences to pinpoint problems and solutions to improve performance. Use as part of targeted training program. 5.0 OFF-SITE MANAGEMENT 5.1 Improve subtrade management/coordination. 5.2 Employ a quality control program. 5.3 Establish improved equipment maintenance and management policies. 5.4 Make periodic visits to the fabricator’s shop. 5.5 Identify alternate supplier(s). 5.6 Obtain street closure permit. 44 5.7 Reschedule the work to hours with less traffic. 5.8 Obtain from the City a location map of all utilities on the site. 5.9 Improve architect/engineer/consultant coordination. 5.10* Contact relevant parties for correction and/or information. 5.11* Call the architect to provide necessary information ASAP. 5.12* Notify owner/project manager about the possibility of delay if the activity affected is a critical one. 5.13* Submit letter of intent. 5.14* Request information/clarification from architect and/or consultant(s) ASAP. 5.15* Notify owner/project manager regarding the conflict in writing. 5.16* Issue speedy memo to affected parties. 5.17* Determine the impact of construction error on the project; if critical, seek additional trade/workers for rework. 6.0 CONTRACT REMEDIES 6.1* Pursue a project time extension for unreasonable delay beyond the contractor’s control. 6.2 Notify the Owner under a contract clause for unexpected conditions (ground conditions, utilities). 45 6.3* If award of the contract is delayed, ask if the owner will pay for acceleration once the contract is awarded. 7.0 PROTECTIVE ACTIONS 7.1 Issue a memo to the Owner to request decision(s). 7.2 Issue a memo to the party concerned to request drawing completion. 7.3 Open a delay claim. 7.4 Open an extra work order. 7•5* Open a claim for directed acceleration. 7.6 Open a backcharge to a subtrade or supplier for delay. 7.7 Open a backcharge to a subtrade or supplier for extra work. 7.8 Open a backeharge to a subtrade or supplier for acceleration. 7.9 Issue a memo to the supplier or fabricator requesting correction(s). 7.10 Notify the City of unanticipated utilities. 7.11 Open a claim for conditions not covered by the contract. 8.0 MATERIALS 8.1 Explore use of admixtures for concrete 46 2.4 GRAPHICAL REPRESENTATION OF DAILY SITE DATA There is an old saying that “a picture is worth a thousand words”. It is possible to have too much raw data, precluding the decision-maker from drawing meaningful conclusions. When expressing information in text form, one wants to select only the most important data for presentation. Unlike graphical displays, text and numerical tables cannot be scanned easily to obtain information. Many times, negative outcomes happen due to the project managers’ inability to interpret the data in time. The use of graphics for reviewing daily site data could help simplify the analysis process and allow the user the flexibility to explore relationships or correlations amongst data items. Roth and Hendrickson (1991) described the development of automatic graphics presentation systems. Since users of project management systems have different preferences for graphical formats and different information-seeking goals, the ability to select from a range of presentation techniques to represent data and to integrate them in a simple picture is vital. There is a growing literature which addresses graphics representation. Roth et al. (1991) presented an application-independent graphics presentation system which utilizes graphics and natural language as components of automatic explanation. The system combines both text and graphics for its explanations, and therefore serves as a vehicle for exploring the interaction between these two modes of presentation. The goal of the system is to eliminate the need for end-users and application programmers to specify, design, and arrange a display each time output is needed for a project. Mackinlay (1986, 1991) developed an application-independent presentation tool that automatically designs effective graphical presentations of relational information. He stated that expressiveness and effectiveness are two crucial terms in graphics representation. Expressiveness criteria determine whether a graphical language can express the desired information. Effectiveness criteria determine whether a graphical language can exploit 47 the capabilities of the output medium and the human visual system. The objective here is not to recreate these systems but to focus on the kinds of graphical images that might prove to be useful for construction management personnel. Thus, the effectiveness of graphical representations is the objective we seek here. Some daily site data graphics have already been implemented in the research version ofREPCON to support this thesis work. Some of the graphical images programmed were selected based on discussions with the project manager and the superintendent, while other modes of representation were generated internally and/or from the literature. Ultimately, an ideal situation would be to develop a flexible system which allows the user to select his/her x-axis and y-axis for the graph freely. Split screen graphics can be helpful to make comparisons or explore correlations amongst data items. For example, a comparison between two histograms, with number of supervisors on top and amount of labour allocated on bottom, would help a project manager realize whether sufficient supervision has been assigned by each trade. See Figure 2.5 for a representation of this data for the project studied. Similarly, a dual screen of precipitation data on top and total lost time for an activity within a time window due to too much precipitation would indicate to a project manager whether special precautions should be taken for weather protection or extensions sought under relevant provisions of the contract. Aligned bar graphs can be used to display different information for the same data set. For example, time lost, man-hours lost and frequency of occurrence can be shown together for the problem source domain set. Figure 2.6 illustrates the problem sources encountered during the period of 1st December, 1992 and 14th January, 1992. Figure 2.7 and 2.8 illustrate the site conditions for the same period. 48 U Rt CD NS IP UC TI ON M AN AG EM EN T LA B li lt U se d 0 \P O O \P R 0 J3 l\ N rR O U T fl to o. ’L P er io d O IO EC 92 - 14 JA N 93 Po ge I LE GE ND T ro u t L ak e M an or — In D e ta il s (n ew R ep co n ) D a il y S it e G ra p h ic s AE PC ON P e o rt D at e 13 D EC 93 R ep or t Ti m e 15 . 35 II R ev is io n N um be r 9 0 W or k F o rc e S iz e fo r R es p . C od e G G EN ER A L C O N TR A C TO R /C M IA DE C9 a Ol tI€ t9 2 t A T I S S M I C 1 1 5 S e t e r r s s e T e r r s s e T M T I S S e t c r r s s M t lO E t9 2 2 8 t9 04 JA N 93 I1 JA N 93 F ig ur e 2. 5 B ar gr ap hs of w or k fo rc e da ta fo r G en er al C on tr ac to r Lu C UB C CO N ST RU CT IO N M AN OB EM EN T LA B F il e U se d 0 \R E P2 00 \P PD J3 I\ N T R D U I R ep or t P er io d 01 D EC 92 — 1& JA N 93 P q e LE GE ND T r o u t L a k e M a n o r I n O e t a i l s (n e w R e p c o n ) D a il y S it e G r a p h i c s RE PC DN ’ R ep or t D at e 13 D EC 93 R ep or t !i .e : 16 37 25 R t1 S io n N u. O er 0 N o . o f P r o b le m s f o r w h o le p r o j e c t 16 12 B j 1 2 3 4 5 6 P r o b le m C o d e s m a n h o u rs T o ta l M a n h o u r s L o s t f o r w h o le p r o j e c t 20 t: 1 2 3 4 5 6 P r o b le m C o d e s D ay s T o t a l T im e L o s t f o r w h o le p r o j e c t 12 P 1 2 3 1 5 6 P r o b le m C o d e s F ig ur e 2. 6 Sp lit sc re en gr ap hs fo r pr ob le m so ur ce s, to ta l m an ho ur lo st an d to ta l tim e lo st U 8C C D N ST R U C 11 D N M A 1i A G EM EN Tt A T ro u t L ak e M an or — In D e ta il s (n ew fl ep co n ) R E P C 0i i1 e U se d 0 \P E P2 00 \P 10 J3 1\ N T qD U I D ep or t D at e 13 D EC 93 R ep or t T u e 15 31 17 R ep or t P er io d 01 D EC 92 - 14 JA N 93 D a ii y S it e G ra p h ic s 0 Pa ge I LE GE ND G ro u n d C o n d it io n s Go od F ai r HHH ld.K thU .dll un iou .1 Po or T K I F 5 5 w I I F 5 5 N I N I F 5 $ K I N I F S S N I N I F S $ N I N I I S S N 07 DE C9 2 14 DE C9 2 21 DE C9 2 28 DE C9 2 04 JA N 93 11 JA N9 3 S to ra g e on S it e Go od Pu or I N I F 5 5 N I K I F 5 5 N I N I F S ’ S N T N T 1 5 5 N T N I F S S N I N I F S S N 07 DE C9 2 14 DE C9 0 21 DE C9 0 28 DE C9 2 04 JA N 93 11 JA N9 3 A cc es s to S it e Go od Fa ir P o o r j OflU 1111 1 . 1111 .11K .110 1 . 1 I K I F 5 5 0 I a I F 5 5 N T II I F S S N I N I 1 5 5 8 T N T 1 5 5 N I K I F 5 5 H T 07 DE C9 2 14 DE C9 2 21 DE C9 2 28 DE C9 2 04 JA N 93 11 JA N9 3 F ig ur e 2. 7 Si te C on di tio ns (1 ) fo r C as e St ud y 3‘ 33— —_.,, ________ __ -.\\\\\\\\‘ ‘n—-. -\“‘I -,- —I ________ I I — Z•:•— -, — C ççç’ c ________ ——rr I— OJ 00--- -.—-.DQJ n0)D —U,-C __ -o —4u-,‘. —.CDCDI _ 3,()U, o-C—-I—I Dr-’-D -, I-i-CD —‘z-;0$——I-,.CD ____ 01C)CD :rr—. oo0Jci, CD CD cm-.DU)D— 0)-.-.U’ __ n - CaU, U) C’,,,,,,D . ,--I 1<——‘:w.-x-i CD C-, -C-C D \“-‘ t\\\‘X\\\\\’t ,,,\\‘s too Un - ____ ____ Cumu1tive*5 ______ ____ __ A dual screen graphic of site conditions versus problem source frequency and/or time lost would indicate possible correlations between the two factors and may suggest the need for initiating corrective actions. This particular superposition of graphs is not supported in the research system. The following graphical representation capabilities were incorporated into the daily site system. 1. Job Conditions / Activity Status For a specific time window, we can superimpose up to three of the following graphs at a time: Sky conditions (AM, PM) Precipitation Temperature (High, Low) Wind Speed Ground Conditions (Good, Fair, Poor) Storage on Site (Good, Fair, Poor) Access to Site (Good, Fair, Poor) Activity status The foregoing are all plotted versus time. For activity status, the information is shown only for a single activity at a time. 2. Work Force For a specific time window, the following work force data can be plotted for a single trade: 53 Work force size Overtime Hours Skill level (of individual responsibility code) Turn over (of individual responsibility code only) At the project level, only the first two views can be plotted. 3. Problems The items listed below can be plotted against problem source for a specified time window and four levels of detail: by activity location, by activity code, by responsibility code, and by whole project. Number of Problems Total Man-hours lost Total Time Lost Frequency of Problems Percentile of Man-hours Lost Percentile of Time Lost 3-D Graphics Three dimensional representations of daily site data could be of significant value to project management personnel, as they would help identify patterns or pockets of problems. Examples of such graphs include the distribution of problems (or their consequences) versus time or location (Figure 2.9). 54 A split screen format which synthesizes two and three dimensional views would also enhance the evaluation of the project. One recommendation is a 3-D graph on one side together with three smaller 2-D graphs, representing the relationships of the three axis, on the other side. An example is shown in Figure 2.10. 0 3 E 3 0 C Problem source Figure 2.9 Sample 3D Graph 55 U ) 0 -J U ) I . D 0 -C C C ” A m ou nt of T im e L os t f or T ra de 3 fr om D ay I to D ay s 1I Z Z I I L \ I - ‘ I I I cM A m ou nt of T im e L os t f or P ro je ct fr om D ay It o D ay s D ay 3 T im e A m ou nt of T im e L os t on 0a y I 2 T ra de F ig ur e 2. 10 Sa m pl e 3D sp lit sc re en gr ap hs CHAPTER 3.0 HIGHER LEVEL LOGIC 3.1 BACKGROUND A major objective of this thesis is to develop the capability to analyze the data recorded against individual activities in order to be able to view it from a more global perspective. Problems may occur individually at the activity level; however, when activities are analyzed together as a group, significant patterns may be observed. Currently, the data interpretation system in REPCON (Fayek 1992) works on an activity-by-activity basis, with an activity being defined for analysis purposes as a single location of a multi-location activity. Each activity and problem source are treated separately. The corrective actions suggested for one problem source are independent of the results obtained for other problem sources for the same activity. Given a system potential of ninety problem sources and considering a project with two hundred activities, many of which could be multi-location activities, the volume of corrective actions generated is potentially massive. A project manager may find that some of the suggested corrective actions contradict each other, and consequently, they may not be very useful. Thus, a schema to integrate all problem sources for a given activity to produce one compatible set of corrective actions is sought. Dubois and Prade (1993) stated that in their expert system, “partial conclusions obtained from different rules whose conclusions pertain to the same variable, have to be combined into a global conclusion. This combination step raises difficult problems: reinforcement or not in case of converging conclusions, synthesis of (partially) conflicting conclusions, preference of conclusions obtained by the most specific rules,... More generally it may be necessary to process several rules together in order to 57 take into account dependencies and imprecision of the input facts.” Thus, there is a need for a schema to combine different problem sources and corrective actions when information is accumulated and presented at different levels of aggregation. In addition, we seek to examine patterns of problem sources across all of the activities of a single trade as well as across all trades for a given time window. Consideration of the problem sources recorded and corrective actions initiated during a previous time frame when selecting corrective actions for the current time frame is left for future work. A number of assumptions have guided the work. They are: 1. There is a commonality of problem sources amongst projects (e.g. undermanning). Thus, it should be possible to compile a comprehensive list of problem sources which is applicable to a broad range of projects or, at the very least, to a specific class of projects (e.g. high-rise residential projects). Clearly, there are problem sources that appear on an exceptional basis. For example, damage by war can be a significant problem source for construction projects in politically unstable countries. Such problem sources can be treated on an one-off basis. 2. Knowledge and lessons learnt from one project can be treated as experience and used on future projects. Heuristic knowledge, as noted from chapter 2, is difficult to formulate. However, as demonstrated in the literature, knowledge is documentable. Systems like MYCIN (Shortliffe, 1976), MASON (Hendrickson et al. 1987), etc. are just a few of the many successful examples of knowledge collection and documentation. 3. There exists, at least on a partial basis, a set of corrective actions that spans most projects and which responds to the list of problem sources. The selection of any one of these actions is 58 conditional on prevailing site conditions and project characteristics and also possibly on management style. The case study presented in the previous chapter suggested that for a given problem source, there are only a small number of corrective actions that management can initiate. For example, for the problem source under-manning, depending on project situations, one can hire more workers, upgrade the workforce, allocate more workers from buffer activities, etc. to cope with this situation. In addition, this problem source is universal and could appear on any construction site. 4. The base strengths that link problem sources with activity attributes are similar from one project to the next. This allows us to use the rule base on multiple projects (although some allowance should be made for editing the strengths which link problem sources and project conditions with corrective actions). 5. The basic reasoning schema developed by Fayek (1992) provides a satisfactory starting point for reasoning about corrective actions for individual problem sources at the activity level. Extensions that relate directly to her work include additions to the problem source list, additional and refined corrective actions, normalization of the strengths suggested for the corrective actions, and an upgraded inference engine that can handle both forward and backward chaining. This latter improvement allows us to employ more complex rules. Additionally, we have used only her schema A (see chapter 1), but with the added flexibility that the user can set the criterion to be used in the analysis - frequency of problem source, man-hours lost or time lost. 6. The compatibility factors that measure the conflict or reinforcement between corrective actions on a pair-wise basis are invariant for different problem sources and are independent of different combinations of corrective actions. 7. The standard strengths that link problem sources with activity attributes are the same for trade 59 and project attributes. See Appendix A for the linking values used for the examples in this thesis. 8. We seek an analysis schema that does not require feedback from the user during the analysis process. In particular, no intermediate assessments of the relative desirability of one corrective action over another is required, although it would be desirable. The reasons for this approach are that the amount of feedback required could be considerable, and the analysis cycles could be lengthened unduly. A consequence of this assumption is that it is not possible to optimize the reductions of the corrective action set. 3.2 BUILDING BLOCKS USED FOR HIGHER LEVEL ROUTINE An attempt has been made to develop a schema that is applicable to three higher levels of analysis: • integrating across all corrective actions for all problem sources for an activity; • integrating across all problem sources for all activities of each trade; and • integrating across all problem sources for all activities of all trades. No attempt has been made in the current work to detect patterns of problems amongst an activity’s location set. This could be important for being able to take preventative actions, such as adjusting the duration of remaining locations. Building blocks developed as part of the task of formulating a higher level analysis schema are described below. 60 Dispersion Index One issue in our analysis schema is how to distinguish a problem source that is very localized from one that is widely spread. Our hypothesis is that problem sources that occur at more than one location and/or for more than one activity may be more damaging than a problem that reoccurs for a single activity at a single location. To assist in identifying such situations, we introduce the concept of dispersion index (DI). The dispersion index is defined as: DI = Number of unique appearances of a problem source (3.1) Number of active activities We start by counting the number of locations of all activities active in the time window under consideration. This is equal to the number of active activities which is the denominator in the previous expression. We then count the incidence of problems. A problem that occurs at a single location of an activity is counted only once, no matter how many times it occurs for that activity at that location. For example, if a problem source happens five times at one location of one activity, of which the culpable trade has a total of 20 different activities (locations) active, then the DI for this problem source would still be 1/20. On the other hand, if a problem source happens five times at five different locations, of which the trade has a total of 20 different activities, then the DI for this problem source would be 5/20. Thus, from the above-mentioned example, it can be noted that 0 DI 1. A value of zero indicates that the problem source at hand never occurs; on the other hand, a value of one denotes that every activity at every location has at least one occurrence of the problem source. Using this index, the distinction between a very localized problem and a widely spread problem can be accounted for. 61 Compatibility Factor Let CF be a measure of the compatibility Matrix CF between two corrective actions Z and Z. We have (Assumed symmetrical) defined CF to lie in the range -1 CF 1, Z1 Z2 Z3 • • • shown in Figure 3.1. This notion of compatibility is Z1 1 1 -1 similar in many respects to the concept of correlation Z2 1 1 0 between random variables. The value -1 illustrates Z3 -1 0 1 that the two corrective actions are TOTALLY . OPPOSITE to each other; the selection of one will . substantially conflict with the other from the list of ______________________________________ Figure 3.1 Compatibility Matrix corrective actions and their simultaneous application is likely to nullify their potential effectiveness. On the other hand, the factor + 1 represents complete compatibility of two corrective actions, and taken together, they reinforce each other. Doing both of them would enhance the effectiveness of the corrective actions for the project sources, although one cannot assert that the effect of the actions would be greater than the sum of the parts (e.g. multiplicative). Independent actions (e.g. CF13 = 0) are assumed to be only additive in their effect. In reality, the range of the CF could be any number. To simplify the elicitation task, CF is limited to the values -1, 0 or 1 in this thesis, rather than taking on any value in the range -ito 1. Future work should address the reasonableness of using fractional values and the burden of eliciting CF13 values. An example compatibility factor matrix is presented in Table 3.1 for the first three corrective actions listed in Table 2.2. These values were established in discussion with Dr. Russell, and have not been reviewed by industry personnel. After estimating values of the three levels of compatibility matrix 62 Table 3.1 Sample activity level compatibility factor matrix Corrective action 1 Corrective action 2 Coe ffici ent 1.1 Provide a protected 9.1 Do nothing. -1.0 environment or shelter. 1.3 Try to improve working conditions. -1.0 4.1 Postpone the activity. 1.0 4.4 Postpone interfering buffer or non- 1.0 critical_activity. 4.5 Investigate resequencing of remaining 1.0 work. 1.2 Postpone the activity to a 4.17 Reschedule procurements to a later 1.0 time window with better date. anticipated weather conditions. 5.12 Notify owner/project manager about the 1.0 possibility_of delay. 6.1 Pursue a project time extension for 1.0 unreasonable delay beyond the contractor’s control. 7.11 Open a claim for conditions not 1.0 covered by the contract. 9.1 Do nothing. -1.0 3.5 To save time, use more equipment and -1.0 less labour intensive construction 1.3 Try to improve working method if budget and/or site conditions conditions. permit. 9.1 Do nothing. -1.0 been reviewed by industry personnel. After estimating values of the three levels of compatibility matrix files, it is noted that there is not a significant number of -1 values, i.e. corrective action pairs with contradictions, amongst all the corrective actions. As a consequence, the corrective action set for an activity (trade or project) may not be reduced significantly using the process described later. 63 One major drawback in the formation of this matrix is the substantial effort required to elicit all of the compatibility linkings. From our limited experience to date, it would appear that many of the corrective actions are independent of one another. They neither conflict with nor reinforce each other. Thus, the default value of CF1 is zero, easing the elicitation task. Resolving Conflict Amongst Corrective Actions Using the Compatibility Matrix We seek a process for reducing the corrective action set to minimize conflicts amongst the corrective actions recommended. This leads to a strengthening of the weights for some corrective actions and the elimination of others. This is similar to the many conflict resolution routines used in expert systems today. For example, in Hayes-Roth et al. (1983), a “consistency enforcer” is used to maintain a consistent representation of the emerging solution. The same literature also concluded that most expert systems use some kind of numerical adjustment scheme to determine the degree of belief in each potential decision. The scheme attempts to ensure that plausible conclusions are reached and inconsistent ones are avoided. Other consistency enforcing schemes have been described in the literature. For example, Weiss et al. (1978) described a model-based medical consultation system. CASNET, the model described, is used by clinical decision-making for: a. selecting and interpreting observations, b. analyzing and resolving conflicts and contradictions in the observations, c. selecting diagnostic and prognostic categories, d. recommending treatments. 64 The described system utilizes forward and backward weighting schemes to determine the admissible pathway from one node to another. The test result which is held with greatest confidence is taken as the accepted result. If conflicting results are received with equal confidence, then the conflict is noted, and the status of the state of disease remains undetermined until additional results, with greater confidence, resolve the conflict. It is also noted that in general, the overall effect of forward weight calculation is to increase the weights of those nodes resulting from confirmed nodes while decreasing those from denied nodes. On the other hand, the calculation of inverse weights is strongly influenced by evidence for the confirmation or denial of nodes. The weight of a node may be increased when its effects are confirmed. It is suggested that initially, a pathway may be an unlikely alternative, but after some testing it may become the only feasible pathway to a particular confirmed node. This results in increased weight assignments to the remaining causes of the confirmed node. Such weighting schemes might suggest some insights for the selection of corrective actions as to minimize conflicts for the application described herein. However, I was unable to find in the literature a conflict resolution schema that was directly applicable to the problem of reducing the corrective action set to minimize conflicts. We therefore sought a metric or scalar whose properties we could exploit in order to determine which corrective action weights should be strengthened or weakened. Let: S=ZTCF (3.2) be a scalar which measures the compatibility of a set of corrective actions: Z is a n-dimensional vector of normalized strengths of corrective actions (Z1, i = 1, ..., n and Z = 1), as recommended by the 65 expert system following the analysis of daily site records and CF is the compatibility matrix described previously. Some properties of S are: (i). Its maximum value is 1. This can be achieved if all of the strength is assigned to a single corrective action. It is independent of the values assigned to the CF13 (note: CF11 = 1). (ii). If all corrective actions reinforce each other (i.e. CF = 1 for all i and j), then S also equals 1. (iii). Suppose all corrective actions are recommended with equal weight i.e. Z = 1/n. Assume, further, that all corrective actions are independent so that CF = [I]. For this case, S=Z2.! (3.3) (iv). Also, when all CF1 -1 with ij, then S = -(n-2)In which approaches -1 as n gets large. It would appear then that if S is a measure of effectiveness, that individual corrective actions strengths should be reassigned to a single corrective action. In order to do this, however, we would require an assessment of the relative effectiveness of each corrective action for the problem sources at hand for prevailing project conditions. This would require intervention by the user, something we are trying to avoid. The Z represent the strengths with which a corrective action is recommended, based on project conditions, activity attributes, etc.. They are not a measure of relative effectiveness. Thus, we have no basis for reassigning Z to increase S (i.e. we cannot optimize the value of 5). However, in the case of conflict between pairs of corrective actions, we can exploit the properties of S to reassign weights to increase the value of S. If there is not significant conflict between corrective actions (i.e. few CF13 = -1), then the schema proposed will not result in much reduction in the corrective action set. Our approach is as follows: 66 2. We are interested in the scalar value of . When the value of is less than zero, the associated value of Z should be driven to zero in order to increase S while reducing conflicts. The value assigned to Z should be reassigned to the corrective action k, which has the largest positive value of (or the least negative value if all < 0) in order to maximize growth in S. 3. If there is more than one Zk that has the largest positive 4, redistribute the value of Z equally to the Z with the same cSk. 4. This reassignment process in steps 2 and 3 should be repeated until all are greater than or equal to zero. One advantage of this approach is that the strengths assigned to the corrective action set remain normalized. The use of this schema for reassigning weights is demonstrated in an example at the end of 1 CF12 CF13 ... CF21 1 CF ... CF CF31 CF32 I ... CF CF1 CF2 .. .. 1 - 1. Expand S = ZT CF Z, i.e. [Z1Z24....Z] as which can be written as where z1 4 11 S =Z1(ZCF1)+Z2(Z,CF) + ... + S = (3.4) (3.5) (3.6) 67 this chapter. Additional check for corrective action “DO NOTIUNG” After completing the aggregation schema for corrective actions, a corrective action “DO NOTHING”, with a weight of 1.0, is assigned by default to those problem sources which associate with no corrective action due to lack of evidence. Thus, this “DO NOTHING” is different from the corrective action which resulted from either no time and manhours lost or just not enough time to act upon a problem source. A distinction between them is needed. In coping with this situation, three distinctive ‘DO NOTHING’s” are added. These corrective actions are more informative in explaining the causes of the corrective actions. The three “DO NOTHING”s are: (a) DO NOTHING - lack of evidence, (b) DO NOTHING - no time or manhours lost, (c) DO NOTHING - insufficient time to act on problem. These corrective actions are then used in the aggregation routine and are treated as any other corrective actions for that level of analysis. The priority of these three corrective actions is (a) < (b) < (c). Thus for example if a problem source has no time or man-hours lost and has no corrective actions due to lack of evidence, (b) will take precedence over (a) and be the only “DO NOTHING” for this problem source. Moreover, the corrective action “DO NOTHING” has a compatibility matrix coefficient of-i linked between it and any other direct implementable actions. 68 Other building blocks for higher level routine Other building blocks for analysis at the trade and project levels are discussed in more detail in sections 3.3.3 and 3.3.4. The basic ingredients are attributes (as seen later, trade and project level attributes can be derived from activity level attributes), total man-hours and time lost, a linkage between attributes, problem sources and corrective actions, expert system rules (described below), compatibility matrices and corrective action files. The analysis process performed at the trade and project levels is similar to the process used at the activity level. Based on the work to date, the number of corrective actions at the higher levels of analysis is significantly less than at the activity level. This seems reasonable, as the prerogatives available to address problems are quite restricted, and generally relate to management actions dealing with key personnel, subtrades, etc.. 3.3 GENERAL LAYOUT OF HIGHER LEVEL ANALYSES This routine breaks the analysis process into several steps as follows: a). Define a hierarchical analysis schema for the project. b). Suggest corrective actions for each problem source for an activity. c). Analyze and combine the corrective action sets for different problem sources of one activity. d). Combine different problem sources for different activities for the same trade and suggest trade level corrective actions. e). Combine and analyze different problem sources at the project level and suggest 69 project level corrective actions. 3.3.1 HIERARCHICAL ANALYSIS SCHEMA A five level hierarchy is envisaged as part of a comprehensive system: a). Individual problem source at the activity level. b). All problem sources at the activity level. c). All problem sources at the trade level. d). All problem sources at the sub-project level. e). All problem sources at the project level. For our analysis scheme, we omit the subproject level. The simplified diagram that we used / for the base of this thesis is shown in Figure 3.2. TFd5 AdMies Problem Sowces Nevertheless, the subproject level would be an essential ingredient for a system designed to accommodate large projects. As noted previously, an Figure 3.2 Hierarchical diagram additional step could be inserted between (b) and (c) for the case of activities with multiple locations. When we analyze a project, we start from the individual problem source level and proceed towards the project level. The first level has been treated by Fayek (1992) with the modifications as noted in section 3.1 and is not considered further here. The corrective actions suggested for an individual problem source are first checked for their compatibility with other actions and problem sources for the 70 same activity. When this is completed, a reduced corrective action set is suggested for the complete set of problem sources. 3.3.2 ACTIVITY LEVEL ROUTINE Here, we present the steps involved in the activity level analysis, after corrective actions have been suggested for each problem source encountered. The routine utilizes a weighting schema and the compatibility matrix to combine all the corrective actions suggested for different problem sources at the activity level. Basically, the activity analysis can be separated into several modules as shown in Figure 3.3. All of the analysis is with respect to a user-specified time window. Define the following notation. Let: i be the activity number i = 1, ..., I k be the problem source number k= 1, ..., K j be the corrective action number j =1, ..., J Z(j) be the strength assigned to the jth correction action for the ith activity and kth problem source from the first level of analysis. W be weight given to the kth problem source for the ith activity CF, be the compatibility between corrective actions m and n (the notation CF1 was used previously.) To simplify the exposition at the activity level, we drop the subscript i. Moreover, keep in mind that our goal is to merge corrective actions across all problem sources. 71 Data from 1St level analysis (Fayek 1992) Figure 3.3 Activity level analysis Output to User Activity level analysis Combine corrective actions according to: 1. Frequency of problem occurrence 2. Man-hours lost 3. TIme lost ‘i, Reduce corrective action set using Compatibility Matrix S_ZTCFZ Output routine Output to higher level analysis 72 3.3.2.1 Weighting corrective actions From the initial analysis, we have an adjusted vector Zk of corrective action strengths for each problem source k that affected an activity - i.e. we have Zk(1) 4(2) = : , for all k, k = 1, ..., K (3.7) Zk(J) We seek to combine the corrective action vectors into one and then reduce the entries in the combined vector (i.e. the number having non-zero strengths) using the compatibility matrices between the various corrective actions. 1. We start by assigning a set of normalized weights to the problem sources to denote their relative importance. We consider three ways to determine the weights Wk; k = 1, ..., K, when Wk (i) Weights are determined by frequency of occurrence of problem source. w = number of occurrences of th problem source (3.8) k Total number of occurrences of all problem sources (ii) Weights are determined by man-hours lost. w = manhours lost due to th problem source (39) k Total manhours lost from all problem sources (iii) Weights are determined by time lost. 73 = time lost due to kth problem source (3.10) k Total time lost from all problem sources 2. Before considering the compatibility of corrective actions, we sum the vectors of corrective action strengths weighted by the importance of the problem source to obtain a single vector of corrective actions, . i.e. Z1(1) Z2(1) ZK(1) Z1(2) Z2(2) ZK(2) Z=W1 +W +...+WK (3.11) Z1(J) Z2(J) ZK(J) Note that since Zk is normalized and is normalized, then is normalized. 3. We now seek to reduce the number of corrective actions selected by considering their pairwise compatibility. This reduction step uses the process described previously in section 3.2. 3.3.2.2 Run through Compatibility factors Assume the activity compatibility matrix is created ahead of time. From the above weighting scheme of corrective actions, we have for the jth corrective action a strength Z(j) i.e. Z(j)=Wl*Zl(j)+W2*(j)+...+WK*ZK(J) (3.12) 1. Get all compatibility factors (CF1), where i and j are the corrective actions. 2. Utilizing the S = ZT CF Z reduction scheme described in Eqn. (3.4), we have 74 S = Z(1) * * CF1 + Z(2) * * CF2 + ... + Z(J) * * CF (3.13) 3. Let = Z(j) * CF (3.14) 4. We drive the value of Z(n) to zero when qS < 0 and assign the weight of Z(n) to the Z(m) with the largest positive m° 5. If none of the 4 * Z(n) is less than zero, stop and exit the routine. If none of the cb is greater than zero, then pick the most negative c, and assign its Z(n) to the Z with least negative . If two or more çb’s are equal and negative in value, reassign the one with the smallest Z(n) to the Z(j) with the largest positive . If two or more Z(j) have the same largest positive , reassign the strength(s) to the one with the largest Z(j). If two or more Z(j) have the same largest positive 4 and value Z(j), distribute the strengths evenly amongst them. Otherwise, return to step 3. 3.3.2.3 Feedback to user The system outputs the reduced set of corrective actions for this activity. The output also lists the new normalized strengths, along with the problem sources each corrective action originated from. Moreover, any untreated problem sources, i.e. no corrective actions selected, are also reported to the user. 75 3.3.3 Trade Level Routine In the trade level analysis, the goal is to determine if a pattern of a problem source over the activities of a trade exists. It is asserted that additional emphasis should be placed on problem sources which appear over many locations of the same activity and/or over many activities and work locations of these activities. When the same problem source appears frequently across the trade’s activities, it sends a signal to the decision-maker that there may be something wrong with one or more of the management of the trade, the design of the trade’s work, site conditions for the trade, etc.. Thus, the trade’s work should be examined more closely to determine if additional corrective actions over and above those identified at the activity level should be explored. In developing an analysis routine for the trade and project levels, we have attempted to emulate the analysis process used at the activity level. In essence, at the trade level, we have merged all of the on-going activities of a trade for the time window specified into a single work package which is treated as an “activity” (similarly for the project level). We determine attributes for this activity as a function of the activities it represents, and call these trade attributes. Corrective actions sets are then suggested for each problem source, using the reasoning process used at the individual activity and problem source level, but with a different rule base and corrective action set. We then seek to merge the corrective action sets into one, taking account of the relative importance of the various problem sources (as measured by their consequences and dispersion) and their compatibility. 3.3.3.1 Trade Problem Source For this thesis, problem sources treated to date are “Conflicting information”, “Undermanning’ and “Construction error” for the trade level analysis. These problem sources were selected based on the observations from the field study described in chapter 2. 76 3.3.3.2 Trade Corrective Action List The corrective actions for the trade level analysis are shown in Table 3.2. Table 3.2 Trade corrective action list 1.0 Workforce 1.01 Assign more men to the project. 1.02 Reduce workforce size. 1.03 Replace crew with a more experienced one. 1.04 Investigate alternate stait of work day for crew. 1.05 Seek additional workmen for rework. 2.0 Management 2.01 Adopt a more stringent quality control program for this trade. 2.02 Discuss with subtrade its overall performance. 2.03 Acquire new subtrade. 2.04 Prepare delay claim. 2.05 Place special attention on activities for localized problem source. 2.06 Improve subtrade coordination. 2.07 Improve architect/engineer/project manager coordination. 2.08 Open extra work order since problem originated with architect/engineer. 3.3.3.3 Trade Level Analysis Schema Let: p be the trade number p = 1, ..., P k be the trade problem source number k= 1, . . a be the trade attribute number a= 1, ..., A 77 M, be the number of unique occurrences of problem source k for trade p N be the number of active activities for trade p Va(p) be value of trade attribute a for trade number p W, be the weight for problem source k for trade p The process is elaborated as follows: (1) Determine Trade Attributes The trade attribute set is the same as the activity attribute set, as shown in Table 3.3. Table 3.3 Trade attributes Sensitive to: 1. High precipitation 2. Low precipitation 3. High temperature 4. Low temperature 5. Humidity 6. Wind 7. Ground conditions 8. Storage on site 9. Site congestion 10. Internal access 1 1. External access Characteristics: 12. Labour intensive 13. Equipment intensive 14. Buffer activity 15. Innovative Methods Subject to: 16. Design changes 17. High inspection 18. Contract provision 19. Controlled environment 20. Low tolerance 21. Learning curve effects 22. Design complexity Trade attributes are derived from the trade’s activities that are active in the time window selected. Each 78 trade attribute is defined by: = Sum of the attribute values for all active activities (3 I Nwnber of active activities for the trade For example, if the trade has five activities in total, and each of their activities’ attributes regarding the sensitivity to high precipitation is [1.0, 1.0, 0.5, 0.0, 0.5], then the trade attribute for high precipitation is obtained as: (l.0+1.0+0.5+0.0+0.5)15 = 0.60 In the calculation procedure, each location of a multi-location activity is considered as a separate activity; i.e. if an activity takes place at 5 work locations during the time window selected, its activity’s attributes will be multiplied by the weight of 5 in calculating the trade attribute. With the trade attributes defined, we calculate all VaQ)) to obtain a matrix [V], in which each element V(p) represents the attribute value for the ath attribute, pth trade as: V1(1) V1(2) ... 1’(P) = V2(1) V2(2) ... V2(P) (3.17) V4(1) VA(2) ... VA(P) Each column represents the trade attributes for each trade in the current window. (ii) Determine Corrective Actions for Each Problem Source Using the trade level attributes, trade level problem sources, expert rules, and corrective action set, trade level analysis can be performed to generate a set of suggested corrective actions for each problem source. (1). Each V(p) is linked up with the problem sources by the standard strengths S(X, V), defined at 79 the activity level. (Note the assumption that the linkage between attributes and problem sources is identical at the activity, trade and project levels.) (2). T(V, Z) is the trade level rule base which links the trade attributes with the trade level corrective actions. All of the rules follow the general “IF-THEN” rule format, and focus on the attributes and performance of the various trades. Examples of trade level expert rules dealing with the problem source “Undermanning” are shown in Figure 3.4. These rules lead to different corrective actions; for example, the first rule in Figure 3.4 simply states that if the dispersion index is less than 0.3 (a localized problem at hand), then link the trade attribute 12 (labour intensive) with corrective action 1.1 (assign more men to the project) with a strength of 0.3*@DI. Similarly, the second rule states that if the current problem is undermanning, and if the dispersion index is greater than 0.7, and if less than 25% of the trade’s activities are completed, then link trade attribute 12 (labour intensive) with trade corrective action 2.4 (acquire new subtrade from outside sources) with a strength of 1 .0*@DI. #rem second level nile for undermanning #REM Define ag_strength v z w (trade attribute, trade level corrective action, weighting of linkage) #rem define current(problem, @) #rem define trade(percent_remain_duration, @) #rem define rnanpower(skill, ) #rem define site(condition, @) #If current(problem, Undermanning) and <(@DI, 0.3) #then Sag_strength 12 1001 0.3*@DI #end #If current(problem, Undermanning) and > =(@DI, 0.7) and trade((percent_remain_duration,@B), > (@B, 75)) #then Sag_strength 12 2004 1 .0*@DI #rem Acquire new trade #end Figure 3.4 Sample of Trade level expert rule 80 (iii) Determining Weights for Combining Corrective Actions 1. Compute dispersion index As before, the dispersion index DI, is defined as: DI = (3.17) ° N p and for the pth trade, we obtain a vector for all problem sources: DI 1p = DI, (3.18) DIA,, Generate a matrix [M] which contains the number of unique instances of each problem source for each trade, i.e. M11 M12 ... M1 [M] = M21 M22 ... M2P (3.19) MKJ MK2 ... Generate a vector N which contains the number of active locations/activities for each trade, i.e. N1 [NJ = N2 3.20) N Divide every M by N for p= 1, ..., P, k=1, ...K to obtain the dispersion matrix [DI]. 81 D11 D112 ... DI1 [DI] = D12 D42 ... DII,, (3.22) DIK1 DIK2 — Each column in Eqn. (3.22) is used as DI for trade analysis. 2. Compute Weights W For trade p, compute vector of weights , where W1(p) w = W2(p) (3.23) W(p) and occurrence for all activities of trade p, Number of manhours lost = __________ time lost problem source k (3.24) occurrence for all activities of trade p, Number of manhours lost time lost all problem sources k Then, we know that is normalized, i.e. Wkp=1 (3.25) Now, we seek to adjust these weights using the dispersion index to reflect how widely distributed each 82 problem source is. Our goal is to end with a renormalized set of weights. We summarize the properties of j: • It is not normalized; • The maximum value that any entry can have is 1 (i.e. N unique occurrences); • The minimum value, excluding non-occurring problem sources, is 1 IN. Here, we suggest a reasonably straight forward approach for deriving a set of weights that can be used to combine the corrective action sets suggested for each problem source at the trade level. Define = * DI(p) (3.26) and w = kp (3.27)kp Then, the vector W will be normalized. To illustrate the foregoing, consider the following example for a single trade. Assume that for the time window under study, K, the number of problem sources encountered = 5 N, the number of active locations = 10 83 , based on time lost is equal to W1(p) 0.35 W2(p) 0.30 W = W3(p) 0.20 W4(p) 0.10 W5(p) 0.05 UI(p), the dispersion vector, is .2 2 out of 10 locations/activities .4 4 out of 10 locations/activities DI = .1 1 out of 10 locations/activities .8 8 out of 10 locationslactiviites .1 1 out of 10 locations/activities We know that problems at the local level have already been addressed at the activity level. Our revised, intermediate weighted vector is: 0.35x.2 0.07 0.30x.4 0.12 W 0.20x.1 0.02 —p 0.lOx.8 0.08 0.05x.1 0.005 Thus, we have 0.2373 0.4068 = 0.0678 0.27 12 0.0169 Taking into account the distribution of the various problem sources has altered considerably the weights to be used in combining the different corrective sets at the trade level. 84 (iv) Combining Corrective Action Sets The corrective actions suggested for the different trade problem sources are then combined using the trade compatibility matrix and the modified weight vector to produce a reduced set of trade corrective actions. This process is identical to the one used at the activity level. A listing of the trade compatibility matrix is shown in Table 3.4. 3.3.4 Project Level Analysis At the project level, problem sources are viewed as to how they affect all activities for all trades for a given time window. For example, if many activities, regardless of which trades are responsible for them, suffer from undermanning, then it may indicate to the project manager there is a shortage of labour in the area during this period, or that the field superintendent is not aggressive enough on trades to make them allocate enough manpower to the project. Possible corrective actions might include for the former, discussion with various trades, and the hiring of workers from outside of the local area. For the latter, possible corrective actions might embrace formal estimation of manpower requirements and then discussion with the trades. The analysis process used for the trade level is also adopted for the project level. Hence, in this section, only selected aspects are discussed to highlight different corrective action sets, rule bases, etc.. 3.3.4.1 Project problem source Only the problem source “Undermanning” was selected for the overall project level analysis. Again, the selection of this problem source was selected based on the observations from the field study described in chapter 2. Because only one problem source has been treated, no examples of the combination of corrective actions across problem sources at the project level were explored in the thesis. 85 Table 3.4 Trade Level Corrective Action Coefficient Corrective Action I Corrective Action 2 [ Coef 1.1 Assign more men to the 1.2 Reduceworkforce size. -1.0 project. 1.3 Replace crew with a more experienced one. -1.0 1.5 Seek additional workmen for rework. 1.0 2.3 Acquire new subtrade. 1.0 2.8 Open extra work order since problem originated with 1.0 architect/engineer. 1.2 Reduce workforce size. 1.3 Replace crew with a more experienced one. 1.0 1.4 Investigate alternate start of work day for crew. 1.0 1.5 Seek additional workmen for rework. -1.0 2.2 Discuss with subtrade its overall performance. 1.0 1.3 Replace crew with a 1.5 Seek additional workmen for rework. -1.0 more experienced one. .2.1 Adopt a more stringent quality control program for this trade. 1.0 2.2 Discuss with subtrade its overall performance. 1.0 1 .4 Investigate alternate start 1.5 Seek additional workmen for rework. -1.0 of work day for crew. 2.6 Improve subtrade coordination. 1.0 2.7 Improve architect/engineer/project manager coordination. 1.0 1.5 Seek additional workmen 2.1 Adopt a more stringent quality control program for this trade. 1.0 for rework. . 2.2 Discuss with subtrade its overall performance. 1.0 2.8 Open extra work order since problem originated with 1.0 architect/engineer. 2.1 Adopt a more stringent 2.2 Discuss with subtrsde its overall performance. 1.0 quality control program for this trade. 2.3 Acquire new subtrade. 1.0 2.2 Discuss with subtrade its 2.5 Place special attention on activities for localized problem source. 1.0 overall performance. 2.6 Improve subtrade coordination. 1.0 2.3 Acquire new subtrade. 2.6 Improve subtrade coordination. 1.0 2.5 Place special attention on 2.8 Open extra work order since problem originated with 1.0 activities for localized architect/engineer. problem sources. 2.7 Improve architect/ 2.8 Open extra work order since problem originated with 1.0 engineer/ project architect/engineer. manager coordination. 3.3.4.2 Project corrective action list The project level corrective action list which addresses the undermanning problem source is shown in Table 3.5: 86 Table 3.5 Project Corrective Action List 1.0 Workforce 1.01 Hire more workers for all trades. 1.02 Dismiss the trade. 1.03 Focus labour resources on critical activities. 2.0 Management 2.01 Extend workday/utilize overtime. 2.02 Resequence the work to a better time window. 2.03 Noti1’ owner of existing site conditions. 2.04 Special attention should be given to particular trade and/or activities. 2.05 Revise the project finish date. 2.06 Extend the durations of those activities that have problems. 2.07 Obtain estimates of activity manpower requirements and produce resource loaded schedule for a]] trades. Use to monitor manpower levels at site. 2.08 Discuss with various trades. The intention here is not to construct a complete project level corrective action list but rather to show the system’s applicability for analysis at the project level. 3.3.4.3 Project Level Analysis Schema (i) Compute Project Attributes Similar to the trade level, the entire project is now treated as a single activity, whose attributes are derived from all activities active for the time window at hand, i.e. 87 EE Vjp) (3.28)y = p-li.l a Number of activities for project and V1 v (3.29) VA A total of 22 project attributes are computed this way, for the time window under consideration. (ii) Determine Corrective Action for Each Problem Source Project level expert rules A project level expert rule base is used to link the project attributes with the corrective actions. One of the project level expert rules for the problem source “Undermanning” is shown in Figure 3.5. In plain English, this rule says that if the current(probiem, undermanning) #then current problem is undermanning, and if for the #if and(project_manpower(percent_sufficient, @suff), >(@suff, 0.7), and projectpereent critical, @pc),current time window, the workforce of the whole > 0.3), 0.7) #then project is sufficient 70% of the time, and if the Sag_strength 12 01003 0.7 #end number of critical activities for the current time Figure 3.5 Example of project level expert rules frame is between 30% and 70% of the number of (Undermanning) total current activities, then the linkage between the project attribute 12 (labour intensive) and the project corrective action 1.3 (Reassign manpower resources from buffer activities to critical activities) is recommended with a strength of 0.7. 88 Clearly, the challenge exists in formulating such rules so that reasonable thresholds for determining when action should be initiated can be found. Much consultation with industry personnel remains to be done to develop the rule set and threshold values. (iii) Determine Weight for Combining Corrective Actions 1. Compute Dispersion Index For the kth problem source, we create a vector k from using Equations (3.20) and (3.21) such that D11 = (3.30) DIK and DI = p-i (3.31) 89 2. Compute Weight Wk Wk is used to replace W, so that: occurrence for all activities of whole project, Number of manhours lost time lost problem source k (3.32) occurrence for all activities of whole project, Number of manhours lost time lost all problem sources (iv) Combining Corrective Action Sets Project Compatibility Matrix The project level compatibility matrix is used with the modified weight vector to produce a reduced set of project corrective actions. The project level corrective action compatibility matrix is shown in Table 3.6. 90 Table 3.6 Project Level Corrective Action Coefficient Corrective Action 1 Corrective Action 2 Coeffi cient 1.1 Hire more workers for all trade. 1.3 Focus labour resources on critical 1.0 activities. 2.3 Notif’ owner of existing site conditions. 1.0 2.8 Discuss with various trades. 1.0 1.2 Dismiss the trade. 2.4 Special attention should be given to 1.0 particular trade and/or activities. 2.8 Discuss with various trades. 1.0 1.3 Focus labour resources on critical 2.1 Extend workday/utilize overtime. 1.0 activities. 2.2 Resequence the work to a better time -1.0 window. 2.7 Obtain estimates of activity manpower 1.0 requirements and produce resources loaded schedule for all trades. Use to monitor manpower levels at site. 2.1 Extend workday/utilize overtime. 2.2 Resequence the work to a better time -1,0 window. 2.2 Resequence the work to a better time 2.5 Revise the project finish date. 1.0 window. 2.6 Extend the durations of those activities 1.0 that have problems. 2.8 Discuss with various trades. 1.0 2.3 Notil’ owner of existing site 2.5 Revise the project finish date. 1.0 conditions. 2.4 Special attention should be given to 2.6 Extend the durations of those activities 1.0 particular trade and/or activities, that have problems. 2.5 Revise the project finish date. 2.8 Discuss with various trades. 1.0 2.6 Extend the durations of those activities 2.7 Obtain estimates of activity manpower 1.0 that have problems. requirements and produce resources loaded schedule for all trades. Use to monitor manpower levels at site. 2.8 Discuss with various trades. 1.0 91 3.4 EXAMPLE A simplified example has been formulated to illustrate the process described in this chapter. Assume that the project can be described by 10 work locations and three multi-location activities, as shown in Table 3.7. Table 3.7 Activity locations and problem incidences for example TRADE 1 TRADE 2 Location Activity 1 Activity 2 Activity 3 1 3xPl,lxP2 P1 2 P1 P1 6xP2 3 P1 , P3 P2, P3 P1 , P2 4 P1 P1,P2 5 P1,P2 P1 P1,P2 6 P1 7 8 9 10 The darkened line in Table 3.7 represents the current status of the project (i.e. work on subsequent locations has not yet commenced). Problem 1, 2 and 3 (P1, P2, P3) appear frequently during the project life cycle. With the above data, we would like to explain the analysis process at the activity, trade and project levels. Note that each location of an activity is treated as a separate activity. Thus, for the time window being examined, a total of 16 activities were commenced, in progress or completed, and 14 activities had one or more problem sources recorded against them. 92 1. Activity Level Analysis To start the analysis process, consider activity one at location one. Assume the corrective actions suggested for the individual problem sources are: P1 := Zi, Z2, Z3 with strengths {Z1(l)Z1(2)Z1(3) } = { 0.6 0.3 0.1 } P2 := Zi, Z4, Z5 with strengths {Z2(1)Z2(4)Z2(5) } = { 0.5 0.3 0.2 } (I) The weights, determined by the frequency of occurrence of problem sources, are: Wk: W= 3/4 = 0.75 W2= 1/4 = 0.25 Therefore, Z1(1) Z2(1) z = w1 Z(2) + W2 4(4) Z1(3) Z2(5) 0.6 0. 0.3 0.0 Z then = 0.75 0.1 + 0.25 0.0 0.0 0.3 0.0 0.2 93 0.575 Z1(1) * W1 + 4(1) * W2 0.225 4(2) * w1 0.075 Z1(3) * W1 0.075 4(4) * W2 0.05 4(5)*W2 (ii) Compatibility Factors Assume z1, z12 z13 z14 z15 1 0 —1 1 1 z U H z51 z52 1 0 —1 1 1 S = ZT CF Z therefore, S = Z1 (0.575 + 0 - 0.075 + 0.075 +0.05) + Z2( 0 + 0.225 + 0.075 - 0.075 + 0) + Z3( -0.575 + 0.225 + 0.075 + 0 - 0.05) + Z4( 0.575 - 0.225 + 0 + 0.075 + 0.05) +Z5(0.575 + 0 - 0.075 + 0.075 + 0.05) S = 0.625 Z1 + 0.225 Z2 - 0.325 Z3 + 0.475 Z4 + 0.625 Z5 Since of z3 is negative, we drive Z3 to zero and assign the weight of Z3 to the Z with largest positive çb. Since both Z1 and Z5 satisfy this criteria, the weight of Z3 is distributed equally amongst them. i.e. Z1 = 0.575 + 0.0375 = 0.6125 Z5 = 0.05 + 0.0375 = 0.0875 94 Z1 O.6125fl 4 0.225 4 0 Z4 0.075 z O.08755 Therefore, S: S = Z (0.6125 + 0 + 0 + 0.075 + 0.0875) + Z2(0 + 0.225 + 0-0.075 + 0) + Z3( -0.6125 + 0.225 + 0 + 0 - 0.0875) + Z4( 0.6125 - 0.225 + 0 + 0.075 + 0.0875) + Z5( 0.6125 + 0 + 0 + 0.075 + 0.0875) S = 0.775 Z1 + 0.15 Z2 - 0.475 Z3 + 0.475 Z4 + 0.775 Z5 Since none of the is negative for corrective actions with non-zero strengths (Z3 has been driven to zero), stop and exit the routine. Therefore, Z(1) 0.6125 Z(2) 0.225 Z(j) = Z(3) 0 Z(4) 0.075 Z(5) 0.0875 This process would then be repeated for each active location of each activity. 2. Trade Level Analysis (i) For trade 1, compute the trade level attributes by considering all active locations of activities one and two. 95 Using Eqn. (3.16), the first trade attribute is calculated as: V(l) - V of Activity One x 6 + V of Activity Two x 5 I — 11 active activities The process is repeated for the other attributes. (ii) Determine corrective action strengths for each trade problem source using Fayek’s schema A. Assume that the results are: P1: Z1,Z2,Z4with[0.5 0.4 0.1] P2: Z3 with [1.0] P3: Zi, Z4 with [0.5 0.5] thus, we have: 0.5 0.0 0.5 0.4 0.0 0.0z= z= z=2 1.0 0.0 0.1 0.0 0.5 (iii) Determining Weights for Combining Corrective Actions Assume weights are determined by frequency of occurrence. (1). Calculate W, 11 Wi1 W - 21 16 2 16 (2). Calculate Dispersion Index N1=11 96 M11=9 M21=3 M31=2 r 1D11 I i 21 131 DI = DI -I I-ui [D131j I 21 Li (3). Get W*, W’iq, = WkP * DIk(P) r ii Ir iii 10.56251 W I X = 10.051141I 16 11 Lo.o2273il22l Li ill 10.080311kp = [0.03572] Thus, Z becomes: r5 Tool ro59 rO.45981 10.41 10.01 10.01 10.353561 = 0.8839 0.01 + 0.0803 1 11.01 + 0.0357210.01 = 1008031 I Lo.i] [o.oj [0.5] [0.10625] 97 (4). Utilize Compatibility Matrix CF11 CF12 13 CF14 [CF] = C21 CF22 ... CF24 CF1 CF42 CF43 CF S =ZCFZ S = Z1( 0.4598 + 0- 0.08031 + 0.10625) + Z2( 0 + + Z3( -0.4598 - 0.35356 + 0.08031 + 0) +Z4(0.4598 + 0 + 0 + 0.10625) S = 0.48574 Z1 + 0.27325 Z2 - 0.7331 Z3 + 0.56425 Z4 Since 3 is negative, assign weight of Z3 to Z4 (largest ) 1 0 —1 1 0 1 -1 0 —1 —1 1 0 1001 0.35356 - 0.08031 + 0) 0.4598 0.35356 NewZ= 0.18656 New S = Z1(O.4598 + 0 + 0 + 0.18656) + Z2( 0 + 0.35356 + 0 + 0) + Z3( -0.4598 - 0.35356 + 0 + 0) +Z4(0.4598 + 0 + 0 + 0.18656) S = 0.64606 Z1 ÷ 0.35356 Z2 - 0.81336 Z3 + 0.64636 Z4 Since Z3 = 0, all qS*Z’s are positive. Stop and exit routine. Z1 0.4598 :.Z= Z2 = 0.35356 0.18656 Assume: for Trade 1 98 3. Project Level Analysis (i) Obtain Va for project (ii) Obtain corrective actions for individual problem sources at the project level. Assume: P1: Z1, Z2, Z4 with strengths [0.4 0.5 0.1 1 P2: Zi, Z2, Z3 with strengths [0.1 0.1 0.8] P3: Z4 with strength [1.0] (iii) Determine Weight Wk Assume weights are determined by frequency of occurrence W1 = 14 /28 W2 = 12 /28 W3 = 2 /28 12 D11 16 DI= D12 - D13 2 16 0.6563 .. W*k = 0.3281 0.01563 99 0.4x0.6563 + 0.1x0.3281 0.29533 Z1 - O.5x0.6563 + 0.lxO.3281 - 0.36096 4z — 0.8x0.3281 - 0.26248 4 1.OxO.01563 + 0.lxO.6563 0.08126 z4 (iv) Utilize compatibility matrix Assume: CF11 CF12 CF13 CF14 1 -1 0 0 CF21 CF ... CF -1 1 1 1 [CF1= = 0110 CF41 CF42 CF43 CF 0 1 0 1 S=ZT CF Z S = Z (0.29533 - 0.36096 + 0 + 0) + Z2 ( -0.29533 + 0.36096 + 0.26248 + 0.08 126) + Z3(0 + 0.36096 + 0.26248 + 0) + Z4(0 + 0.36096 + 0 + 0.08126) S = -0.06563 Z1 + 0.40937 Z2 + 0.62344 Z3 + 0.4422 Z4 Since 4 is negative, assign weight of Z1 to Z3 (largest ) 0 0.36096 NewZ= — 0.5578 0.08126 New S = Z1 (0 - 0.36096 + 0 + 0) + Z2 (0 + 0.36096 + 0.5578 + 0.08126) + Z3 (0 + 0.36096 + 0.5578 + 0) + Z4 (0 + 0.36096 + 0 + 0.08126) Since Z1 = 0, all *Z’s are positive. Stop and exit routine. 100 0.36096 ...= Z3 = 0.5578 Z4 0.08126 for the project. 101 CHAPTER 4.0 TESTING AN!) APPLICATION The objectives of this chapter are to describe the implementation of the concepts set forth in the previous chapter in the form of an application program and to test their applicability and validity on simplified examples. The application program was written in C by William Wong, a senior computer programmer in the construction management laboratory of the University of British Columbia, based on pseudo code prepared by the author. 4.1 PROGRAM ORGANIZATION The schematic diagram of the system developed is shown in Figure 4.1. It can be observed that parallel structures exist for the activity, trade and project level analyses. This approach simplifies the analysis process by applying similar diagnosis schema for all levels in the analysis hierarchy. Several building blocks were used to formulate the prototype. At the activity level, a weighting schema and compatibility matrix were added to the existing individual problem source analysis schema. For the trade and project levels, the following constituents make up the components for these two analysis levels: problem source lists, attributes, expert rule bases, corrective action lists, weighting schemes, dispersion indexes and compatibility matrices. 4.2 LIST OF PREDICATES New predicates defined for the activity, trade and project levels of expert rules are presented here. These predicates are used to provide context information for the inference engine for evaluation of the expert rules. The system searches for the information identified in these rules and then it reports either numerical or Boolean values such as TRUE, FALSE, or UNKNOWN. 102 Figure 4.1 System diagram for prototype 103 4.2.1 SYNTAX OF THE RULES The rules for the REPCON inference engine are expressed in the following syntax: predicate name(X1, X2...). The parameters X1 in the expression are linked using the predicate predicate_name. Each predicate contains a constant number of parameters determined when the inference engine first encounters the predicate. A parameter that starts with the character @ indicates that it is a variable. A @ by itself is an unnamed variable. All other strings are constants. For example, consider the following predicate: problem(@problem_no, resp code, @rc) This predicate will look up the code number for the party which was responsible for the problem @problem_no and assign it to @rc. If a value is found, this predicate will be assigned a value TRUE. Combined with predefined predicates such as AND, OR, EQ (equal), etc., different expert rules are fired. For example, if we have: and(problem(@problem_no, resp_code, @rc), eq(@rc, g)) the system will return either a value TRUE if @rc indeed is equal to g (General Contractor), a value FALSE if @rc contains a value but it is not equal to g, or a value UNKNOWN if no value is found for the variable @rc. 4.2.2 ACTIVITY PREDICATES New activity predicates were identified and added to the original predicates defined by Fayek (1992). They specify the information needed from the project data so that the inference engine can evaluate each expert rule to determine whether it should activate the rule. The new activity predicates, range of values, and their descriptions are listed as follows: 104 PREDICATES RANGE OF INTERPRETATION VALUES problem(@problemno, G, 01-99 Report the responsibility code for the resp_code, @) party which causes the current problem. activity(actual duration, @) 0 - variable Report the actual duration of the activity. activity(freefloat, @) 0 - variable Report the amount of free float for the current activity. activity(respcode, @) G, 01-99 Report which trade manages the current activity. activity(total_manhour_lost, 0 - variable Report the total number of manhours lost for this activity during the analysis time frame. activity(total_time_lost, @) 0 - variable Report the total amount of time lost for the current activity during the analysis time frame. activityj,roblem 0 - variable Report the number of manhours lost for (@problem_no, manhour I- the current problem source @problem_no ost, @) for the current activity. 105 activity_problem 0 - variable Report the amount of time lost for the (@problem_no, time_lost, current problem source @problem_no for the current activity. otheractivity(freefloat) TRUE, Return the value TRUE if other activities FALSE, of the same trade have non-zero free float UNKNOWN in the current time window. activity(gc, critical) TRUE, Return the value TRUE if the current FALSE, UN- activity belongs to the General Contractor KNOWN and is critical. 4.2.3 TRADE PREDICATES The new predicates used in the trade level expert rules of this thesis are as follows: PREDICATE RANGES OF INTERPRETATION VALUES problem_source (number- I - variable Report the number of times this problem _of_occurrence, @) source appears during the analysis time frame. 106 trade(percentremai- 0 - 100 Report percentage of activities that are not n_duration, @) completed for the current trade. This predicate does not limit itself to the current time frame, but rather it is computed using the whole project duration. This predicate is calculated as: (Number of unstarted activities for trade + Sum of (activity remain duration/actual duration) )I(# of activities for the trade) * 100 for the total project duration. trade(critical_act_timelost, 0 - variable Report the sum of time lost due to the current problem source for critical activities of the current trade for the current analysis time window. trade(critical_act_manhour- 0 - variable Report the total manhours lost due to the lost, @) current problem source for critical activi ties of the current trade for the analysis time window. trade(percent_critical, @) 0 - 100 Report the percentage of activities that are critical for the current trade. It is calcu 107 lated by dividing (number of critical activ ities for current trade) by (total number of activities for current trade) during the analysis time frame. number_activity(@) 0 - variable Report the total number of activ ities/locations for the current trade, regardless of whether or not they are completed, started or ongoing, during the analysis time frame. probsource(dispersion index, 0 - 1.0 Compute the dispersion index for the cur @di) rent problem source. problem(@problem_no, 0 - 100 Report the percentage of the current prob percent_critical, @) lem source which take place on the critical activities for the trade. It is calculated by (number of occurrences for this problem source that appear on critical activities)! (total number of occurrences of this problem source) during the analysis time frame. 108 trade(total_tiine_lost, @) 0 - variable Report the total time lost for the current trade during the analysis time frame. trade(total_manhour_lost, @) 0 - variable Report the total number of man-hours lost for the current trade during the analysis time frame. trade_problem 0 - variable Report the number of the manhours lost (@problem_no, manhour_I- for the current problem source @prob ost, @) lem_no for the current trade for the analysis time frame. trade_problem 0 - variable Report the amount of time lost for the (@problem_no, time_lost, current problem source @problem_no for the current trade for the analysis time frame. 4.2.4 PROJECT LEVEL PREDICATES The following list presents new predicates used at the project level of analysis. PREDICATE RANGES OF DESCRIPTIONS VALUES probsource(dispersion_index, 0 - 1.0 Report the value for the dispersion index @di) for the current project level problem 109 source during the analysis time frame. manpower(percent_sufficient, 0 - 100 Report the value for the percentage of days for all trades that have sufficient manpower during the analysis time frame. project(percent_critical, @) 0 - 100 Report the percentage of activities for all locations which are critical during the analysis time frame. project(percent 0 - 100 Report percentage of activities that are not remain_duration, @) completed for the project. Note that this predicate is not limited to the analysis time window but rather treats the whole duration of the project. The value is calculated by: (Total number of unstarted activities! locations + Sum of (remaining duration of on-going activities I Actual duration for the activities) ) I (Total number of activities per locations for the project) 110 problem(@problem_no, 0 - 100 Report the percentage of the current percent_critical, @) problem source which takes place on the critical activities for the project. It is calculated by (number of occurrences for this problem source that appear on critical activities)! (total number of occurrences of this problem source) during the analysis time frame. project(critical_aet_time_lost, 0 - variable Report the time-lost due to current problem source which occurs on critical activities of the project during the analysis time frame. project_problem 0 - variable Report the number of manhours lost for (@problem_no, manhour_l- the current problem source @problem_no Ost, @) during the analysis time frame. project_problem 0 - variable Report the amount of time lost for the (@problemno, time_lost, current problem source @problem_no during the analysis time frame. 111 4.3 APPLICATION INTERFACE IN REPCON The prototype system is integrated within the educational/research version of the REPCON construction management program. The new menus which were added to the interface described by Fayek (1992) include data interpretation for trade and project levels, compatibility factor coefficients for corrective actions, and selection of the weighting criterion to be used to guide the analysis. Use of an integrated approach allows for changes, additions and deletions to be automatically accounted for. An example of the benefits of integration lies with the additions, subtractions, and modifications of the corrective action lists. Whenever corrective actions are added or subtracted, the system automatically makes the changes within the corresponding level expert rules. Currently, the analysis schema has three levels. Figure 4.2 shows the sub-menu for “Data Interpretation” under daily site report. Under this menu, the user has two choices. He can either modify the corrective action sets and their compatibility matrix coefficients or activate the data interpretation routine for any one of the three analysis levels. When any level (activity, trade, project) of corrective action set is selected, the screen in Figure 4.3 appears. The user can then add, delete, or revise any corrective action categories and their constituents. If the user selects “Coefficients”, a new screen will appear as shown in Figure 4.4. This screen illustrates the menu for inputting compatibility coefficients for corrective actions at the activity level. Inside the menu, the user can enter the compatibility matrix by initially selecting a corrective action from Group (A). When this is completed, the system will highlight corrective actions at Group (B). Under this group, the user can enter coefficients for any corrective action to link to the corrective action initially selected in Group (A). 112 REPCOFI Uer. 2.80 Educational and Research Uersion Daily Site Data Diarj Fortis TiMe Sheets Trades PersonsEquiprient Extra LJor’k Orders I— PLANNING & SIJIIIIARY CASH FLOU & SYSTEM PROJECT SCHEDULING PROCUREMENT REPORTING RESOURCES Projects Data Generate Resources Standards Calendar Macros Cash Flou Utilities Rept. Mgt. Reports Sch. of Ualues Std. Proj. Alt. Code Change Orders Exit Sel.—Sort Reports I Actiuiti.i Level Corrective Actions urrent Project D:\REPZ et up activity level corrective actions for autoMated data interpretation. (C) Copyright Alan D. Russell i85—193 Trade Level Corrective Actions Project Level Corrective Actions Interpret Activity Level Data Interpret Trade Level Data Interpret. Project Level Dat* Figure 4.2 Screen shot of menu under DATA INTERPRETATION 4.4 PROCEDURE FOR AUTOMATED INTERPIWI’ATION The following step-by-step approach should be followed in order to create and analyze a project at any level. (i) Create a project using REPCON. Setup activity data e.g. relationships, duration, schedule start date, attributes, milestones, etc. for the project. Check the logic of the activity and compute the schedule by selecting “Execute” under the “Planning & Scheduling” category. This process initiates a project and creates a schedule for all activities of the project. (ii) When the project is created, go to “Problem Source” under “Daily Site”. Set up the project problem sources and input their corresponding standard strengths (mapping onto the activity attribute set). This will create the base for problem sources recorded at the daily site report. (iii) Go to “Data Interpretation” under “Daily Site” menu. When selected, another menu will be displayed. The user has two groups of choices here. Either he can modify the corrective actions 113 )AILY SITE/ACTIUIT LEUEL ORRECTIUE ACTIONS D:%REP2U Add Delete Edit Constituents Coefficients Report eXit Corrective Action Categor9 £ 1] ENUIROI*IENT [ 2] UORK FORCE [ 3] CONSTRUCTION METHODS £ 4] OH—SITE MANAGEMENT C Si OFF—SITE MANAGEMENT C hi CONTRACT REMEDIES C 7] PROTECTIUE ACTIONS C 8] MATERIALS C 9] DO NOTHING FiHelp -i*-:ScrolI Enter:Select. EscExit Figure 4.3 Screen under activity corrective action menu or perform interpretation at any one level. So far, we can only modify the corrective actions because no daily site data have been entered. (iv) When the user selects any corrective action level, a new screen will be displayed. The user can then adjust the corrective actions and their corresponding compatibility matrix. Default values have already been defined (all values except the diagonal are set to 0). However, the user can adjust the values to best reflect the project and their experience. Any value between -1 compatibility value 1 can be assigned. For this thesis, only values of -1, 0 or 1 have been considered. (v) Having completed the initial project setup, go to “Daily Site Data” under “Daily Site”. Setup and record the daily site activities using the daily site report. Record the progress of the activities, site conditions data, workforce data, problem sources encountered, time lost, manhours lost, etc.. (vi) When performance data for a suitable time window has been captured, go to the main menu and 114 )RLL’ SITE/ACTIUIV LEUEL ORRECTIUE ACTIONS Add Delete Edit Constituents ______________ Corrective Action Category Coefficients Report eXit D: \REP2U Corrective Action Coefficients Corrective Action Category/Code Itens [ 1.1 ) ENUIROFIMENT Provide a protected envlron,ient or shelter. [ 1.Z 3 DIUIRONMENT Postpone the activity to a tine uindou uith [ 1.3 3 ENUIRONF1ENT Try to inproue uorking conditions. [ 2.1 3 IJORI< FORCE Seek additional tradesnen and allocate theM [ 2.2 3 UORK FORCE Reallocate nanpouer fron preferably a buffer Corrective Action Category/Code IteMs Coeff — [ 1.1 3 ENUIRONIIENT Provide a protected enuironnent or s [ 1.2 ] ENVIRONMENT Postpone the activity to a tine uind [ 1.3 3 ENVIRONMENT Try to inprove uorking conditions. C 2.1 3 LIORK FORCE Seek additional tradesnen and alloca £ Z.Z 3 IJORK FORCE Reallocate rianpouer fron preferably Fl. Help -‘i- Scroll Enter Select Esc Exit Figure 4.4 Clip Screen of Activity Level Corrective Action Coefficients select “update project”. Use “Batch Update” and select “daily site data” as input data. Specify a new progress date. (vii) When the project is updated, re-execute the schedule to calculate a new schedule which reveals the implications of the problems encountered at the site. The data are now ready for analysis. Select “Data Interpretation” under the “Daily Site” menu in order to carry out the automated analysis. (viii) Select the level (activity, trade, project) for interpretation. When one is selected, a new screen will be displayed as in Figure 4.5. (ix) Enter preferences displayed on screen regarding the analysis e.g. time frame, output to, weighting criterion, etc.. The system then analyzes the daily site data using the preferences specified. The interpretation will run for several minutes to evaluate the data. An output will be generated with both the corrective actions for each individual problem source and the aggregated corrective 115 action set which should be considered for implementation for the level analyzed. (x) Repeat from (viii) for other analysis levels. AILY SITE proj29%benyuu DAILY SLTE TRADE LEUEL INTERPRETATION OUTPUT DEUICE [1] Screen [2] DIrectly to Printer’ [3] PrInt in Background [4] Printer’ File Enter SelectLon Start Date: IY44II Finish Date irii Use r :iIT rule Process Problens By: frequency of occurrencei Finish Date For analysis should not exceed Last date for uhich Daily Site Data entered. Fi:Help F2:List F1O:ConfirM Esc:Exlt. Alt—P:Print fllt—A,—S:Lists Figure 4.5 Screen Shot of Trade Level Interpretation Menu 4.5 TESTING AND VALIDATION OF THE PROTOTYPE Two example projects were created for testing different scenarios. A highly simplified and small scale project was used with a variety of problem sources at the individual locations of an activity to test out the activity level. The responses of the system for each individual problem source were compared to the manual computations for each problem source to check the accuracy of the implementation. For the activity, trade and project levels, a more realistic (yet still simplified) project with only a few problem sources was created. Again, the output of the computer analysis was then validated by 116 the manual computation of the interpretation process. Last, the usefulness of the system was tested by examining a fictional case study project which reflected some of the field experience gained (Chapter 2). 4.5.1 VALIDATION FOR ACTIVITY LEVEL ANALYSIS 4.5.1.1 PROJECT DATA The project data used for analysis at the activity level contains three activities, ten locations and a total of two trades. Figure 4.6 shows for this example project number of work locations, activity logic, duration, attribute values, etc.. The daily site report shown in Figure 4.7 contains the information for manpower, site data, activity status, problem sources experienced, skill level, days lost, manhours lost, etc. for the two day period, 20 January, 1992 to 21 January, 1992. No attempt has been made here to be realistic in the assignment of problem sources or consequences. 117 11 1W 4 O N S T IO IJ C T IO N Iv IA N A G E M E N T L A D lt E P ii )N L O S a m p le te e t p r o je c t fo r B e n ju m in ’n th e u I s ( ) Pa ge 10 1 7 A c ti v it y r e l a t l o n .h l p r e p o r t Fi le O sr K :\O G Pi IH i\P lI0 JH \If TL ’T Re po rt D ai e OZ Dl iY ] ‘ C ri tic al ti v it g Re po rt T i, tS :S Ss t C ri ri l A ll ft ti o it ie • C ov er vi ng pr ed ec es so r of an ac ti vi tg R ev is io n t4 ab er It T oi l ft Il vi t Co de or su cc es so r go ne ro d hg ac ti ni Ig Pr og re ss D at e 70 i1 0f l7 W TI OI TY PO CD Lt IS 0R S ST Xf lT SO RS LO G O A I PR OD . DA TA 10 41 1 T4 SC RI KT IO DI ia CO lIC Dl CR IP Tl 0H TY PE PL OC D li tO G KI T/ I/i C DE l. CO DE DI CR lP TI O0 TO PE Sl OG IL L TO G O IT /If iC 06 00 SK IP IOJ R ‘11 16 11 10 fr Il o li g I I CO OT OI t Pr oj ec t S ta rt lIT I IS I *• 01 02 00 R et io itg 2 1 15 0 (11 1 I- III I 0 3 LO G 11 11 1 FL OA T TO TI E. FL OA T H i 0h pa rc - t.o aa pr ec i- H ig h tr q - I.o .a lo up e- IA .a id ltg Ri nd Gr ou nd cv - St or ag e on Si te co ng - ln tr rn al - Eu trr na l - La bo ur in Iq ai po nn t 11 31 00 1. CO TR A 113 111 01. 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CO DE IC OC KI PT I00 I TY PE SL OG Il l LO G KI T/ LO G RO Il/I SA l? tOd D ‘11 /01 01 1 01 li o il g i .0 10 70 0 ft ti v it g 7 T IS 0 01 1 “I O 2t l6 Pr oj ec t Fi ni sl I lIT TO [S 0 Itt I- Ill I 0 3 F ig ur e 4. 6 A ct iv ity re la tio ns hi p re po rt fo r te st in g at ac tiv ity le ve l Pa ge 20 1 bC (3) 11 flO AT TO TIN . F lO AT Hi gh pr ec - bo o p re c i- Hi gh tn t- ba a te ”p e- lia m id ity W ind Gr ou nd to - St or ag e no Si te to ng - In te rn al - Ex te rn al - la b o u r in - Cq iii po en t 14) 10C C. EX TR A 14 )10 W . EX TR A ip ila tio n pi ta tin o er at ur e ra to re nd iti on s si te es tin o ac ce ss ac ce ss te ns in e in te ns io e I I N/ A 9 N/ A fiN N N. NN IN N N. NN NA N N. NN N. NN t.N N .A N IN N N. Rt IN N NA N 2 1 N/ A N W A 3 1 N/ A 7 N/ A 4 1 N/ A b N/ A S I N/ A S N/ A 6 I N/ A I N/ A 7 ! 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TD C C O N S T R U C T IO N M A N A G E M E N T L A B S a m p l e t e s t p r o j e c t f o r B e n j a m i n ’ s t h e s I s ( 2 ) D A IL Y S IT E R E P O R T - M O N D A Y , 2 0 JA N 1 9 9 2 W O R K F O R C E D A T A So pe r Tr ad es se n Tr ad e 0 0 So P Sh ill T/ A An erT inn e 0/ N H /I /I A /H /I Ill S (i l (j i (h I Il l (i n) (0 1 O lT ra de l I 1 I 31 0 ) 1 I I I 0. 00 ) D E L IV E R IE S C a n ts : M IS C E L L A N E O U S N O T E S I It es II ty lO n it I Co inn en t E Q U IP M E N T /R E N T A L S St at us : ID )e lin ee ed (A lc tio e Il Id le 10 )e to rn ed Il es I lie s IH oa nt ity ) St at os an d Co ns en t Al l Pr oj ec t A ct in iti es . lo ca tio n It o 10 . T w ( AC T. 0( 51 01 11 lO TU S IA : OG T! R1 ST AT 1JS 11 10 10 1 00 00 PD AQ IIS S m C / It T il t LA ST AC TIO N li st FO UL FO OL LO G DI SG IIP IIO tI ST cdI T FlA SH HI M IRO NY lIS P CO Ot P0 00 (12 1 DI SC OI PT IH IS IS IS I DO TS CO VE 111 010 115 - I * tD I Pr oj ec t St ar t IA 20 31 01 20 30 1 1 SF I Tr ad e I 00 10 1 1 A ct in ity I A 20 10 $ 12 31 01 11 4 5 (3 21 3. 00 3. 00 30 (3 41 6. 00 4. 00 (4 11 3. 00 3. 00 (4 41 3. 00 2. 00 (4 61 4. 11 4. 11 (5 6) 3. 11 3. 00 (5 7) 3. 11 3. 11 (9 51 3. 00 4. 00 00 GR OU P 00 Jo e HL AT II3 I 14 0 00 01 1 FA DG E AU To o ‘in ch pr ec ip ita tio n 31 ln so IT ./I nc o* çI . Dr aw in g IA In se fl ic ic ot na np ow er AS Si te no t re ad y 32 Dr aw in g er ro rs II I.e w sh ill le ne l 34 C on Fl ic tin g in fo rn at in e 46 Lo w ne tin at io n/ ne ra le ISO (lu ll 60 SO VP III S co t IO VI PI EI TS 70 00 OT IL IT IIS /C IT T I 52 Re wo rk IIk rIa *a os hi p) - 70 In ad eq ua te e: te rn al ac e. 01 U na nt ic ip at ed u ti li ti es 95 De lay in aw ar d. co nt ra ct S6 Er ro r in co ns tru ct io n 72 Po or gr oo nd co nd iti on s 57 l.a yo ot er ro r AC TIO N LO UI S T Te le ph on e I : le tt er I Ia ch ch ar ge Fu tru 01 urh O rd er 3 : (te rh al lo st ro ct io ns F ig ur e 4. 7 D ai ly si te re po rt fo r te st in g at ac tiv ity le ve l U I3 C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T M S a m p I e Fi le Us ed D: \tI Tz ON \p RO JH l\K TL ST So pe rio te nd eo r Pl ea se _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ W O R K E N V IR O N M E N T D A T A R ea tte r C on di tio ns ta t (N il: C le ar I I Cl ou dy It ) la in I I Sn ow I I tk (l P fl l: C le ar I IC lo o d y lt ll ai n l IS oo w l I Id Te np er at or e: Hi gh IC Le o C (d l Pr ec ip ita tio n IS to , te l tie d: 31 kp h Si te C on di tio ns : If ) Ce ne od co nd iti on s: Pe er IA ) Fa ir I I Co ed I) 19 1 St or ag e on si te : Po or I I Fa ir 10 1 Co ed I I (h I D ec es s to si te Po et II I Fa ir I I Go od I I ce sq eo ts : IN S P E C T IO N S A N D T E S T S V [S I T O R S A C C I D E N T S S IT E IN S T R U C T IO N S W O R E F O R C E D A T A Su pe r Tr ad es un Tr ad e I I Se t Sk ill T /t U ee rl i,e 0/ N H /fl /I H /fl /I Ill S Ii ) tj ) 1k ) (I ) to ) • In ) O lI ra de l I I ii N j I I L I lo ll — — ‘ - — , . - lb s I Co .w eo ts • M IS C E L L A N E O U S N O T E S D E L IV E R IE S I Ite o I) lt y lb o it l Ce to ro t I E Q U IP M E N T /R E N T A L S St at us (D le )io er ed (A )c tio e ol di e Ill le to ro ed it o. I Q oa ot ity l St at us an d Ce tw eo t A l) Pr oj ec t U st iu iti es . Lo ca tio n It o 10 . TA A1 IC AL T. AC TI III TY DA TF E (H AC TU AL ) ST AT US P1 )01 10 1 10 0)0 PR OG RE SS 10 51 1) 5/ Ft TI lE LO ST AC T) 0t1 li lt CO lIC CO lIC LA C DE SC RI PT IO N ST AR T tu SH DI II TO DA Y IE SP CH IC P1 01 11 )1 DE SC RI PT IO IS 11 4)5 I DA YS CO DE 1)0 43 00 5 Tr ad e I ‘f ill ) I fr ti oi ty 0 A 20 15 11 23 15 11 4 H It ItS ) tS .fl H LI ON (3 1) 2. 11 3. 01 15 6) 4. 00 2. 00 19 5) 5. 11 2. 01 II To e pu di pr ee ip itw tie o 31 Io so Ft ./I nc oq l. Dr aw in g 41 In so tti ci en t oa op ow er OS Si te no t re ad y 32 Dr aw in g er ro rs 44 l.e o sk ill le nd 34 Co ot ) i ct io g in to na tio n 4k Lo w ,e ti ea ti oe /i sr aI e ISO 10 00 16 0 SO PP LI IE til l L’ oJ IP tU IT S 17 0 lIe UT IL IT IE S/ CI TY 19 0 - 52 Re wo rk (W or ko ao sh ip ) 71 In ad eq ua te ea te ro a) ac e. 01 U na nt ic ip at ed o ti li ti es 95 De lay in aw ard . co nt ra ct 5k C rr or in ce os tre ct io o 32 Po or gr ou nd co nd iti on s 57 by on t ee to r P0 01 11 )1 SO UR CE CO DE S 00 GU NS 06 f 10 I.E AT IID R 12 00 60 1) 1 M l CO IS UI TN IT S 130 DE SU JI/ DI N1 I1 C Ill DA lI FA RC E t e s t p r o j e c t f o r B e n j a m I n ’ s t h e s i s ( 2 ) D A IL Y S IT E R E P O R T - T U E S D A Y , 2 1 JA N 1 9 0 2 Re po rt Da te 04 DL t9 3 R ep or t Ti wo : 10 :2 03 0 Pr og re ss Da te: 21 15 19 2 Oe oi sio o 14 ,oh er 0 AC T1 OI TO ST AT US CO DE S F Fi oi sh ed I Id le Un -g oi ng P Po s( po oe d 5 : St ar te d C rit ic al AC TIO N CO DE S T Te lep bo ni e I Le tte r fi b .s I Ra ck ch ar ge Co tra De ck O rd er H Oe rk al )o st ro ct io os 4.5.1.2 COMPUTER OUTPUT FOR ANALYSIS AT ACTIVITY LEVEL With the project data created, the daily site interpretation was first performed at the activity level. Figures 4.8, 4.9, and 4.10 show the results of using “MAX-MIN” and weighting criteria of frequency of occurrence, manhours lost and time lost, respectively. Each report contains the summary information such as trade responsible, time window under analysis, duration of the activity, remaining duration, free float and total float, activity attributes and the total amount of days and manhours lost for each activity. In addition, for each problem source the report displays both percent and number of days lost, manhours lost, and number of occurrences for each problem source, plus the corrective actions suggested and the strengths for each of them. It is observed that for the first part of the daily site activity interpretation, i.e. the individual problem source analysis, the results are identical for all three weighting criteria used since Schema A of Fayek (1992) was used. (It is suggested for future work that Schema A incorporate the criterion specified by the user (frequency of occurrence, manhours lost, time lost), such a change has been made and only partially tested--see Appendix B for comparison results for Figures 4.8, 4.9 and 4.10.) This behaviour is expected since the weighting criteria only affects the combination of corrective actions of one activity and does not change the reasoning for the individual problem source analysis. Note that the ranking of the corrective actions for the aggregated analysis is a function of the analysis criterion specified. 4.5.1.3 MANUAL COMPUTATION AT ACTIVITY LEVEL The manual calculations for individual problem sources at one work location of an activity verify the accuracy of the analysis process performed by the computer. The calculation is included in Appendix B. Only schema A of Fayek’s routine is utilized in the calculations. 122 U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N S a m p le te a t p r o je c t fo r B e n ja m In ’. th e e le ( ) Pa ge 1 Of 3 D A IL Y S IT E A C T IV IT Y A N A L Y S IS R E P O R T fi le LI sed \Il fP 28 0\ PR O J8 7\ tfT T Re po rt Da te 22 10 19 3 D ep or t Ti ne l9 :2 :S S D ec isi on ld e r: 0 Pr og re ss D at e: 2t W fT 2 Da te Ui nd ou Ur n. 20 JH 19 2 to 21 38 09 2 Ile th od us ed wa n- vi e Ik ig ht in g co nd iti on fre llu en cl i of oc cu rr en ce Co clu de co op le te d ac ti vi ti es ft ti oi tg 81 01 00 ti v tt g I Ic c: I Tr ad e re sp on si bl e: Tr ad e I St ar t da te 20 J8 09 2 P rn je ct ed (t ua l) fi ni sh da te 21 J8 09 2 To ta l du ra tio n: I da ys Re na m in g do ra tio n: 3 da ys , 75 7 fr ee fl oa t: do gs to ta l C l oo U 0 da ys To ta l fl oa t/r en am in g du ra tio n: 0. 00 ti o it y A ttr ib ut es De gr ee of O pp lic ab ili tg I Hi gh pr ec ip ita tiv e :1 .8 0 7C ro vn d co nd iti on s :1 .8 0 9 Si te co ng es tio n 1. 00 10 In te rn al ac ce ss :1 .8 0 12 La bo ur in te ns ie e :1 .0 0 13 Cq ni pn eo t in te os in t :1 .8 0 17 Hi gh in sp ec tio n :1 .0 0 18 C on tra ct pr ov is io n :1 .8 0 To ta l nw .b er of di gs le st : 13 .8 0 To ta l vu nh er of na nl on ur s lo st : 54 .8 0 Pr ob le e So ur ce 7 to ta l to ta l 7. to ta l to ta l 2 to ta l R et ie ity le ve l C or re ct iv e ti n n St re ng th Re . D es cr ip tio n da ys In st da ys le st id os lo st ai rs le st oc cu r oc cu r Do . D es cr ip tio n IS Si te no t re ad y 21 10 .8 0 28 15 .0 0 1 3. 5 Tn sa ve tin e, 05 0 ne ro eq ui pn en t ao d le ss la bo ur 0. 80 00 in te ns iv e co ns tro ct io n ne tlo d iC bu dg et an d/ or si te co nd iti on s pe rn it. 4. 2 Do se co nd ar y ao rk on h r ac ti vi ty . 1 .0 4. 7 In ve st ig at e us e of oc le & le d or ee tin e. l .0 5. 12 R et ifg ow ne r/p ro je ct aa na ge r ab ou t th e po ss ib ili ty 1 . of de la y if th e ac tiv ity af fe ct ed is a cr it ic al uv e. 6. 1 Pu rn ue a pr oj ec t tin e ex te ns io n fo r or re as no ab le 1. 00 80 de la y be yo nd co nt ra ct or ’s tr o l. 6. 3 If aw ar d of th e co nt ra ct is dn la ge d, as k if th e 1 .0 ow ne r w ill pa y fo r ac ce le ra tio n on ce th e co nt ra ct is aw ar de d. 7. 3 Op en a de la y cl ai ... 1. 00 00 31 In sn ff ./l nc on pl . Dr aw in g 7 3.1 18 I 2.1 18 8 I Re co rr ec tiv e ac tio n - la ck of nu pp or tin g ev id en ce 12 l)r aw in g er ro rs 3. 08 1 3. 88 8 1 4. 18 Do te do wn in da ily re po rt da te s of in fo rw at in o 1. 88 80 F ig ur e 4. 8 D ai ly Si te A ct iv ity A na ly si s R ep or t us in g F re qu en cy of O cc ur re nc e Pa ge /0 1 re ir st ed co nn er sa tio w s/n er ba l io st ro ct io ns te le ph er e ca ll s et c. . S. 14 Re qu es t in fo rw al io n/ cl ar if ic at io n fro w ar ch ite ct 1. 08 08 we d/ or co os ai tw ot (s ) . 7. 2 lo se r a m to th e pa rtg co ne sro ed to re qu es t 1.0 88 0 dr an nq co ql et io n. 14 fn nf li cl ir q in fo rm at io n 4. 90 II 6. 80 8 1 4. 18 Re te do wn in do ug re po rt da te s of in fo rm ati on 1. 88 80 re qu es te d, cn nw er sa tio w o/ ne rh al in st ru ct io ns , tel ep tem ne ca ll s et c. . 5. 9 lrç ro ne ar ch ite ct /n ng im ee r/c on eo lta nt co or di na tio n. 5. 15 R et ifg m m wn rr/ pr oj ec t m an ag er re ga rd in g tI e co nf lic t in w ri tin g. 6. 1 ru e a ‘o je ct tin e eo tin ni ei i fo r ni na so na bl e de la g hr po md co nt ra ct or ’s co nt ro l. 41 In su ff ic ie nt ma np ow er 7 3.8 0 3.0 0 8 1 2. 1 Se ek ad di tin na t tr ak .e n an d al lo ca te the m to w ct in itg XX YY 7Z . 44 (ow sk ill le ve l S 2. 80 6 3. 80 9 1 2. 3 Up gr ad e on tra iw od pe rs en ne l to tra in ed pe mo wo ne l. 2. 4 Ri oc us s w ith ua bt ra de fo me wa n uo rk fo rc e pe rfo rm an ce . 2. 9 H ire wo re eg er ie rc el w or ke rs to lea d jr. ex pe rie wc nd wo rk er s. 2. 10 Re as sig n in en pe rin oc ed w or ke rs to ac tin iti m s wh ich do no t re qu ire en te oc i,e du ll s. 2. 11 Hi re eo pe rie nc ed w o s an d se hs tit ot n fo r jn eo pe rin nc nd wo rk er s. 45 Io n nv tjw at io n/ m m ra le 9 9 I 2. 1 Se ek ad di tio na l tra de ns en an d al lo ca te tie ,, to ac tin itg XX TY . 2. 5 If lo u w ot i,a tio n is eo hi bi te d haj sp ec ifi c cre w .e m er s, lag of f w ip ro du ct iw e w or ke rs an d se e k ins , ow es . SI , [te rm in co ns tru ct io n 12 13 17 2 2. 1 Se ek ad di tio na l tra de e, en an d al lo ca te th en to 1.8 08 0 ac tiw itg tX 66 72 . 4. 9 Re al lo ca te to ol s/ eu ip ee nt fro a pr ef er ah lm j a 8. 58 09 bu ffe r or no n- cr iti ca l ac tin itg In a cr it ic al on e. 4. 18 Pu rc ha se or re nt ha do ip eq oi pi ro t/t oo ls . 1.8 08 8 4. 21 Pl lo ca te tin e fo r re wo ik to co rr ec t er ro r. 1. 89 00 5. 2 [q lo g a qu al itg co nt ro l pm n,g ran . 1.8 88 0 5. 12 Re tif g ow ne r/p ro je ct na rm ag er ab ou t th e po ss ib ili tg I .0 of Ae lou j if tI e ac tl ,i tg af fe ct ed is a cr iti ca l on e. 5. 16 Is se e o4’e ed 9 i to a ff e c te d pa rti es . 5. 17 llo ter mn ine tIe iiq ’a ct or co ns tr ic tio n er ro r on th e pr oj ec t; if cr it ic al , se ek ad di tio na l tra de / w or ke rs fo r re so rb . 7. 3 Op en a de la g cl ai m . 57 l.a jn ut er ro r 7 1 4. 55 O in eu ss w ith /o w tif g se bt ra de ts l of re qu ire d ch an ge s in la jo ut . 5. 14 H eq ue st in fo rm at io n/ cl ar ifi ca tio n fm ., ar ch ite ct an d/ or co ns el ta nt lo ) . 95 tm rla in aw ar d, co nt ra ct 14 5. 60 IS I? 2 6. 3 If aw ard of ti e co nt ra ct is de la ge d, as k if ti e na me r vi ll pa q fo r ac ce le ra tio n on es tie co nt ra ct is aw ar de d. A qr eq nt od fr ob le ns ft lm ni tq IL nr l C ar rr ct i,e ft tiu n St re ng th Pr ob lo n th ai ke r tOm . O r’ sc rip tin n I, ] If on ar d of LI e co nt ra ct is de la ed , as k if ti r 0. 17 89 11 5% Pa ge lO f 3 oo ne r w ill pa y fo r ac ce le ra tio n on ce ti e co nt ra ct - is aw ar de d. 5. 16 Is se e sp ee dy nei mx to af fe ct ed pa rt ie s. 0. 16 48 56 2.1 Se ek ad di tio na l tra de sm en an d al lo ca te the m to 0. 11 46 Il 16 56 ac ti ni ty XX YV ZZ . 5. 11 D op ie st io fo ri aa tin n/ cl ar if ic at io n fro m ar ch ite ct 0. 06 l 32 57 an d/ or ce ns nl ta nt ts ) fE W . 4. 10 Do te do wn in da ily re pn rt da te s of in fo rm at io n 0.0 52 7 32 34 re yn es te d, co en er sa tio os /a er ka l in st en et in ns , te le pi ee e ca lls et c. . 4. 15 Pi sc ns s w ith /n ot if y so ht ra de (s ) of re yn ire d 8.8 11 7 57 ch an ge s in la ye nt . 5. 12 It ti fy ow ne r/p ro je ct ma na ge r ak en t ti e pe ss ih ili ty 0. 03 t9 15 56 of de la y if ti e ac tin ity af fe ct ed is a cr it ic al on e. 7. 3 Op en a de la y cl ai m . 0. 03 19 15 56 7. 2 Is se e a me ow to li e pa rty co nc er ne d tn re yn es t 0. 02 78 32 dr aw in g ce np le tio o. 6. 1 Pa rso e a pr oj ec t lim e eo le ns in n fo r ne re as no ah le 0. 02 72 15 34 de lay ke nje nd cn ni tra ct er ’s co nt ro l. 5. 9 lm pr nn e ar ch ite cl /e ng in ee r/ co os m lta nt 0.0 24 9 34 ce nr di na tio e. 2. 4 D is cn ss w ith no kt ra de fe re m ao w nr kf or ce 0. 02 08 II pe rfo rm an ce . 2. 9 H ire m ar e eo pe rie nc ed w or ke rs to le ad 0. 02 08 II in ex pe rie nc ed w or ke rs . 4. 10 Pa rc ha se or re nt ha ck np eq w ip m en t/t eo ls . 0. 01 % 56 4. 21 A llo ca te lim e fo r re m ar k tn co rr ec t er ro r. 0. 01 % 56 5. 2 fai pln y a yn al ity co nt ro l pr og ra 0. 01 % 56 5. 17 D et er m in e th e im pa ct of co os tro cl io o er ro r no ti e 0. 01 % 56 çj g pr oj ec t; if cr it ic al , se ek ad di tio na l tra de / w or ke rs fo r re w er k. 5. 15 lb ti fy ow ne r/p ro je ct ma na ge r re ga rd in g ti e 0.0 11 1? 34 co nf lic t in w rit in g. 2. 3 O pg ra de oo tr ai ne dp er so on el to tr ai ne dp er se on el . 0. 01 67 II 2. 11 H ire en pe rie nc ed w or ke rs an d so ks tit nt e fo r 0. 01 % 44 in ex pe rie nc ed w or ke rs . 4. 2 Do se co nd ar y ma rk on ti e oc tio ity . 0. 01 23 15 4. 7 ln oe st ig at en se of sc ie do le de ne rt im e. 0. 01 23 15 4. 9 D ea llo ca te te ol s/e qw ip m em t fro m pr ef er ah ly a 8. 08 % 56 ko ff er or no n- cr iti ca l ac tin ity to a cr it ic al on e. U lI C iD O N S T IC U C T 1O I9 M A N A G E M E N T L A B R E P C O N T S S a m p le tw it p r o je c t (o r B e n ja m in . th e .l s (2 ) Pa ge 10 1 D A IL Y S IT E A C T IV IT Y A N A L Y S IS R E P O R T f l Ils ed I) \7 O O P P O J0 1d ft lt D ep or t D al e: 22 11 tV 33 D ep or t lim e I: 3 S 7 D ec isi on W r Pr og re ss Da te: 2f aif l9 2 ba te ,do w: Cr ow 70 3(0 19 2 lv 21 3( 01 )2 Do th ed ns nd : D ei gh tu ig co nd iti on ” wa nh eu r lo st Co clu de rn w g’ le te d ic li o it it s fr ti vi ly : 61 61 66 k ti ,i ty I b c: 1 tr ad r re sp oo si bl Tr ad e I St ar t da le : 70 .J( 0f 37 P ro jr cl ed lt ua l) fi ni sh da te 23 .3( 01 )2 lo la l du ra tio n 4 De ma ini ng do ra t,n n 3 da ys , ?S X [r on C l oa L D da ys To ta l fl oa t 6 da ys To ta l flo at /re iw ai ni ny du ra tio n 6. 66 ft iw it y A ttr ib ut es De gr ee of ip li ca bi Ii ty I H ig h pr ci pt at no :1 .0 6 ?C ou nd co r4 iti on s :1 .0 6 Si te co ng es tio n :1 .0 6 lb In te rn al ac ce ss :1 .0 6 17 Lw bcw ir in le ns io t :1 .0 6 II Eq uip me nt so tn ns iu :1 .0 6 I? hi gh in sp ec tio n :1 .0 6 IA C on tra ct pr on is io n 1. 06 To ta l nu n3 .er of da ys lo st : 43 .6 6 1 ta I ro ot er of ,.a nl u, nr s lo st 54 .0 6 fr ob le ,, So nr ce to ta l lo ta l to ta l to ta l 2 to ta l ti n it g te nn i Eo rro ct io e ti o n St re ng th Do . 1) ec cr ip tio o da ys lo st da ys lo st e s lo st ot is lo st oc cu r oc cu r Do . D es cr ip tio n IS Si te ro t re ad y 23 10 .0 0 28 15 .0 6 II 1 3. 5 To sa wn tim e, no n m er e eq iii pw rn t ao d lo ss la bo ur 6. 00 66 in te os io o co ns tru ct io n m eth ed if bu dg et an d/ nc si te to nd iti on s pe rm it. (.2 Do se co nd ar g wo rk on th e ac ti ni tg . I.? lo ne st ig at e on e ef on je do le d on er tim e. 5. 12 D ot ifg ow ne r/p ro je ct ma na ge r ab ou t th e po ss ib ili tg 1.0 60 6 of de la y if tI e ac ti oi tg af fo ct ed is a cr it ic al on e. b. l Pu re e a pr oj ec t tim e no tc os io n Fo r on re .as on ab le 1.6 60 6 ile la g be njo nd co ot ra ct or ’e co nt ro l. 61 IF aw ar d of th e co nt ra ct is de la nj ed , as h if ti e 1 . ow ne r w ill pa g fo r ac ce le ra tio n o th e co nt ra ct is aw ar de d. 7. 3 Op en a dn la ij cl ai m . 1. 66 60 91 ln e( 1. /ln ro m pl Pr ao in q 7 I I I Do co rr ec tiv e ac tio n - la ck of ep po rt in g ce id en ce 11 D ro ni ng rr ro rs 7 8 I 4. 18 Do te do wn in la il g re po rt di tt o of in fo rm at io n 1.0 66 6 Fi gu re 4. 9 D ai ly Si te A ct iv ity A na ly si s R ep or t us in g M an ho ur s L os t cr ite ri on Pa ge 70 1 3 re qu es te d, co no er sa tio ns /n er ka l ie ot rw ct io os , te le ph oc e ca lls et c. . 5. 14 Re qu es t io lo rm at io n/ cl ar ifi ca tiu a Fro m ar ch ite ct 1.6 06 0 an d/ or co ns ul ta ut ls ) 1 t. 1. 2 Is su e a ir e to th e po rtg co nc er ne d to re qu es t 1.6 66 6 dr aw io g co m pl et io n. 34 (o nt lit tio g cn lo rn ot io s 3 1. 66 II 6 1 4. 16 Re te de an in do Ug re pe rt da te s of in fo rm at io n 1.6 66 6 re qu es te d, co oo er sa tio os /o er ka l in st ru ct io ns , te le ph on e co lts et c. . 5. 9 In pr ow e ar ch ite ct /e og io ee r/c oo oc ilt ao t 1.6 06 6 co or di na tio n. 5. 15 lh ct ifq ow ne r/p ro je ct ma na ge r re ga rd in g tie 6. 75 66 co nf lic t in w rit in g. 6. 1 Pa rso n a pr oj ec t tim e es te os io n fo r nr ae au eo ah te 6.6 66 0 de la g he go od co nt ra ct or ’s co nt ro l. it to so lti ci en t ma np ow er 7 3.6 6 h 31 41 6 I 2. 1 Se ek ad di tio na l tra de so eo an d al lo ca te th en to 1.6 66 6 ac tio itg 01 91 72 . 44 tow st il t te ne t S 2. 66 t, 3.6 6 6 1 2. 3 Up gr ad e nn tra in ed pe rso nn el to tra in ed pe rs on ne l. 6.6 06 6 2. 4 Ri oc us s w ith so kt ra de fo rem an wo rk fo rc e 1. 66 66 pe rfo rn ar ce . 2. 9 Hi re wo re en pe rie cr ed te ne ts to le ad 1.6 06 0 io eo pe rie nc ed wo rk er s. 2. 16 Re as sig o ior .op eri ec ce ed ce irl oi rs to ac tio iti es wh ich 6. 56 66 do cen t re qu ire eo te os io e ch ill s. 2.1 1 Hi re eo pe rie rc ed wo rk er s an d ow ks tit at e fo r 63 66 6 io ee pe rie oc ed ao rk er s. it to o we ten atc on /ew er ate 9 4. 66 7 H I 2. 1 Se ek ad di tio na l tr ad re o an d al lo ca te the m to 1.6 66 6 ac tio itg t1 11 72 . 2. 5 11 lro a w ot ie at io m is eo hi ki te d kg sp ec ifi c cre w 1.6 66 6 tra de rs , lag of f wo pr od oc tio e wo rk er s an d se ek crw on es . S Er ro r in co os tro ct is o Il 13 Il 2 2. 1 Se ek ad di tio na l tra de sm en an d al lo ca te ti n to l . ac tio itg fl fl U . 4. 9 Re al lo ca te to ol s/e qo ip m en t fro m pr ef er ak lg a 6. 56 66 ka ff er or eo n- cr iti ca l ac tio itg tn a cr iti ca l on e. 4. 16 Pa rc ha oe or ro ot ka clo ip ng ni pc rm t/t no lo . 1.6 66 0 1.2 1 A llo ca te tin e fo r re wo rk to ae rr ec t er ro r. 1.6 66 6 5. 2 Em plo y a qu al ity co nt ro l pr og ra m . 1.6 06 6 5. 12 lt ti fg co rn er /p ro je ct ma na ge r ak nw t tie po ss ik ili te j 1.6 66 6 of de la y if tie ac tin itg af fe ct ed is a cr iti ca l 0 0 0 . 5. 16 Is se e sp ee dy to af fe ct ed pa rt ie s. 1.6 66 0 5. 11 De ter m in e tie im pa ct of co ns tru ct io n er ro r on tIe 1.6 66 6 pr oj ec t if cr it ic al , se ek ad di tio na l tra de / wo rk er s fo r re wo rk . 7. 3 Op en a de lay cl ai m . 57 sp en t er ro r 7 6 6 I 4. 15 D irc os s oi tk lo nt ifg ow bt ra de (s l of re qu ire d ch an ge s io la ge ot . 5. 14 Re qu es t io fo ne oa tio nf cl or ifi ca tio o fro m ar ch ite ct an d/ or ce os ol ta ot ts l O W . 35 Pn taq in aw ard . co et ra tt t4 lS 6. 66 17 2 6. 3 If aw ard nO tie co nt ra ct is de la ye d, as k if tie ow ne r w ill pa y fo r ac ce le ra tio n oic eo tie co nt ra ct is aw ar de d. Op gr eg ate d Pr ok lem s ft ti n it 9 len d fo rr ec tio e fr tio o St re ng th Pr oh le n lhc mk er tte . D es cr ip tio n I,. ] If aw ar d of tte co nt ra ct is de la ye d. as k if tIe I6 .lt 96 IS 95 ‘a ge JU l ow ne r m ill pa g m r ac ce le ra ti on on ce tIe co nt ra ct is aw ar de d. 6. 1 Pu rs ue a pr oj ec t li ne eu te ns io n fo r un re as on ab le 8. 11 44 IS 34 dr la’ g be qi in l co nt ra ct or ’s co nt ro l. 2. ! Se th ad di tio na l tra de sm en an d al lo ca te th en to 8. 10 70 11 46 56 ac tio itq XX V? ?? . 5. 12 Il at ilq ra io er /p ro je ct m an ag er ab ou t tI e po ss ih ili tg 8.0 56 1 15 56 of de la q if th e ac ti oi tg af fe ct ed is a cr it ic al on e. 1. ] D pe na de la qc la im . 0. 05 61 15 56 4. 18 tb ite do wn in da ilq re po rt da te s of in rn rn at io o 0. 05 17 32 34 re qo es te d, co nv er sa tio ns /v er ba l in st rn ct io os , te le ph eo e ca ll s et c. . S .I l Be qu es t in tu rm at io o/ cl ar if ic at in o fr on ar ch ite ct 0. 04 63 32 57 an d/ or cn no ui lta nt ts ) I& f. 4. 2 Do se co nd ar q no rk on th e ac tiv ity . 0. 04 80 15 I. ? In ne st ig at e us e of sc he du le d oo er tiw e. 8. 04 80 15 5. 9 In pr on e ar ck ite ct /e og io ee r/ co ns ol ta nt 0. 03 3? 34 co or di na tio n. 4, 15 A is cn ss oi th /n ot ir q on bt ra de ls ) of re qu ire d 0.0 27 0 57 ch an ge s in la qo ot . 5. 15 lh ,ti fg ow ne r/p ro je ct ma na ge r re ga rd in g th e 0. 02 49 31 cn nr lic t io w rit in g. 7. 2 Is su e a me ow to th e pa rty co nc er ne d to re qu es t 0. 01 05 32 dr ao in g co m pl et io n. 1. 10 Po rc ha se or re nt ka ck op eq ui pm en t/b ob . 0. 01 53 56 4. 21 A llo ca te tim e fo r re w or k to co rr ec t er ro r. 0. 01 53 56 5. 2 Fa ipb ny a qu al ity co nt ro l pr og ra m . 0. 01 53 56 5. 16 Is su e sp ee dy me ow to ar fe ct ed pa rt ie s. 0. 01 53 56 5. 17 D et er m in e th e im pa ct of cn ns tr oc tio o er ro r on th e 0. 01 53 56 pr oj ec t; ir cr it ic al , se ek ad di tio na l tr ad e/ w or ke rs ro e re w or k. 2. 4 D is cu ss w ith su kt ra de ro re ai an m or kr nr ce 0. 81 39 44 pe rfo rm an ce . 2. 9 Iti re m ar e en pe rie nc ed w or ke rs to le ad 0. 01 39 44 in en pe rie nc ed w or ke rs . 2. 3 Up gr ad e no tra in ed pe rso nn el to trw in ed pe rs on ne l. 0.0 11 1 44 2. 11 Iti re eu pe rie nc ed wo rk er s an d so bs tit ot e fo e 0. 80 97 II in ei pe rir nc ed no rh er s. 1. 9 R ea llo ca te to ol s/ eq ui pm en t fr on pr ef er ab ly a 0.8 07 6 56 ba rf rr or nu n- cr iti ca l ac tiv ity to a cr it ic al on e. U B C C O N S T R U C T IO N M A N A C E M E N T L A B ID E P C O N 1 M S w m p l. t i . L p r o je c t f o r B e n ja m lo ’ . th e e l. (2 ) Pa ge Il l 3 D A IL Y S IT E A C T IV IT Y A N A L Y S IS IC E PO IC T fi le Us e.E I: \8 8\ r8 0J O 7\ tI T IT D ep or t Da t& 22 0T h De po rt Ti ne : 11 :4 80 0 Re vi sio n th a, er I Pr og re os Da te 20 J1 t10 2 D o te Oi nd on : fro m 28 3c t43 2 to 21 3(8 19 2 De th od os ej m an -w in U ci gh tin g cn nd ili on tin e_ lo st In cl ud e co m pl et ed ac ti ni ti es D et iv )tg 01 01 80 D et in itg I lo c I Tr ad e re sp an si bl e Tr ad e 1 St ar t da te 28 3(4 19 2 Pr oj ec te d( D et na l) fi ni sh da te 23 3r 4f 32 To ta l dn ra tin n I do gs Re m ain in g du ra tio n 3 do gs , 75 / fr ee Fl oa t: O da gs To ta l lin aC di gs to ta l Ilo at /re av ai ni ng du ra tio n 8. 88 k ti u it .j A ttr ib ut es De gr ee of (j ip lic ab tli tg I ii ih re ci ri ta ti on :1 .8 8 ? C c n n d it io n s :1 .8 8 Si te co ng es tio n 1. 80 10 In te rn al ac ce ss 1. 80 l2 ha bu or in te ns iv e 1. 80 13 Iq oi pn eo t in te ns iv e :1 .8 0 I? hi gh in sp ec tio n :1 .0 0 II C on tra ct pr ov is io n 1. 88 To ta l nw .k er of da gs lo st : 43 .8 0 To tal ,o ,n be r .1 ,.a ,il nj nr s lo st 51 .8 0 Pr uh ie . So ur ce to ta l to ta l to ta l to ta l to ta l D et iv itg Le ve l C or re ct iv e D et io . St rt ng th llj . D es cr ip tio n da gs lo st do gs lo st e’ frs lo st rj rs lo st oc cu r oc cn r Pa . D ee cr ip tio n IS Si te ou t re ad g 23 16 .8 8 20 15 .8 0 8 1 3. 5 To sa ne tin e, io n o n ce eq ui po no t an d le ss la bo ur 6. 88 80 in te ns iv e co on br gc tio a ne tlo d if bu dg et an d/ or si tt co nd iti on s pe rn ei t. 4. 2 Do se co r4 or g m ar k no tO n w ct ln itg . 4. 7 In ve st ig at e on e of ne ld ul ed nn er tin e. I. M 5. 12 & ti fg ov oe r/p ro je ct m an ag er ab oi t tO n pn ss ib ili tg 1 . of de la g if tO n ac ti ,i tg af fe ct ed is a cr it ic al on e. 6. 1 Pu ro ne a pr oj ec t tin e co te ns in o fo r on rc as on ab le 1 .6 de la g be go nd co nt ra ct or ’s co nt ro l. 6. 3 Ii aw ar d of tin co nt ra ct is Ie la ge d, as k if tI n 1. 80 00 ow ne r ai ll pa g fo r ac oz le ra ti on on ce tin co nt ra ct is aa ar de d. 7. 3 Op en a de lig cl ai m . 1. 80 88 31 Iu sn ff ./l nu iv pl . br av in g 7 3. 00 I 2. 88 8 1 Pa co rr ec tio n ac tio n — la ck of na pp or tio g ev id en ce 1/ D ra ai ng er ro rs 1 38 0 I, 3. 06 0 1 4, 18 Pa te da wn in la il4 re p o rt da te s of in fo rm at io n 1.8 80 0 Fi gu re 4. 10 D ai ly Si te A ct iv ity A na ly si s R ep or t us in g T im e L os t C ri te ri on Pa ge 20 1 3 34 C on fli ct in y in fo rm at io n 41 In su ff ic ie nt ma np ow er 44 [o w sk il l le ve l 46 [o w w ot in at io n/ ne ra le 56 D ro r in co ns tru ct io n 57 la yo ut er ro r 95 De lay in aa ar d. co nt ra ct 9 7 S 9 12 II 16 6 2. 08 4. 66 3. 80 11 6 13 IS 6. 68 3.8 6 3. 06 3. 88 8. 60 8 0 17 17 2 re qu es te d, co un er sa tiu ns /n er ba l in st ru ct io ns , te le ph on e ca lls et c. . 5. 14 Re qu es t in fo m na tio w /c lu rif ic at ia n Iro n ar ch ite ct an d/ or co us ul ta ut (s l AS PI . 7. 2 Is su e a ne on to th e pa rty co nc er ne d to re qa es t dr an iu g co py ile tio n. 4. 10 lt te de wo in da ily re po rt da te s of in fo rm at io n re qu es te d, co nn er sa tio us /n er ha l in st ru ct io ns , te le ph on e ca lls et c. . 5. 9 leq ero ne ar ch ite ct /e ug ie ee r/c nn sn lta nt co or di na tio n. 5. 15 It ti fy in te r/p ro je ct ma na ge r re ga rd in g th e co nf lic t in w rit in g. 6. 1 Pu rsu e a pr oj ec t tin e eo te us in n fo r un re as on ab le de la y be yo nd co nt ra ct or ’s co nt ro l. 2. ! Se ek ad di tio na l tra de ge m an d al lo ca te th en to ac tin ity 80 11 72 . 2. 3 Up gr ad e un tra in ed pe rso nn el to tra in ed pe rs on ne l. 2. 4 D isc us s w ith su bt ra dn for op eu n wo rh fo rc e pe rfo rn au cn . 2. 9 Hi re wo re eo pe rio nc nd wo rk er s to lea d in eo pe rie oc ed wo rk er s. 2. 10 Re as sig n iu ex pe rie nc ed wo rk er s to ac tiw iti es ed iic h do no t re qu ire eo te ns in e sk ill s. 2.1 0 H ire en pe rin nc ed wo rk er s an d su bs tit ut e fo r in eo pe rin oc ed wo rk er s. 2. 1 Se ek ad di tio na l tra de sm en an d al lo ca te th en ta ac tiu ity 00 77 72 . 2. 5 If lin e w ot in at io n is ex hi bi te d kg sp ec ifi c cre w ek er s, lug of f on pr ud oc tin e wo rk er s an d se ek ne w eo ws . 2. 1 Se ek ad di tio na l tra de sm en an d al lo ca te th en to ac tin ity 01 91 22 . 4. 9 Re al lo ca te tw ol s/e qo ip ne ut Iro n pr ef er ab ly a bu ff er or w on -c rit ic al ac tin ity to a cr iti ca l on e. 1. 16 Pu rc ha se or re nt ba ck up eq ui pe ru t/t uo ls . 4.2 1 A llo ca te tin e fu r re wo rk to co rr ec t er ro r. 5. 2 De plo y a qu al ity co nt ro l pr og ra m . 5. 12 it ti fy ow ne r/p ro je ct m an ag er ab ou t th e po ss ib ili ty of de la y if th e ac tin ity af fe ct ed is a cr iti ca l on e. 5. 16 Iss un sp ee dy to af fe ct ed pa rt ie s. 5. 17 On tn rn in e th e ie ,a ct nf ce oi str nc tiw o er ro r on th e pr oj ec t; if cr iti ca l, se ek ad di tio na l tra de / wo rk er s fo r re wo rk . 7. 3 Op en a de lay cl ai m . 4. 15 D isc us s ai th m so tif y su kt ra de (s ) of re qu ire d ch en ge s in la gn at . 5. 14 Re qu es t in fo rm at io n/ cl ar ifi ca tio n fro m ar ch ite ct an d/ or co us ul ta nt (s ) AS PI . 6. 3 If aw ard of th e co nt ra ct is do la ye d, as k if th e ow ne r w ill pa y fo r ac ce le ra tio n ni ce th e co nt ra ct is aw ar de d. 1 .6 l .6 1 .6 63 50 6 6.6 86 6 11 66 6 1.6 66 6 6 .5 6 3 1.6 66 6 1 .0 1 .6 6 .5 11 66 6 11 60 0 l .8 1.6 86 6 1 . 1.6 66 6 t .6 1 .6 1 .6 A gg re ga te d Pr ab le w s flc tie ily Le on Co rre ct in e Ac tio n St re ng th Pr ob lew th in ke r ito . D es cr ip tio n 6. 1 Pu rso e a pr oj ec t tin e en te ns in u fo r un re as on ab le 6. 2* 3 11 53 4 I U ) C Pa ge 30 1 3 de la y be yo nd co nt ra ct or ’s co nt ro l. 6. 3 II aw ar d or th e co nt ra ct is de la ye d, as h if th e 0. 17 37 15 95 on oe r w ill pa y fo r ac ce le ra tio n on ce th e co nt ra ct is aw ar de d. 2. 1 Se ek ad di tio na l tra dr o& n an d al lo ca te th em to 0. 13 00 41 16 56 ac tin ity 00 0Y 2Z . 5. 11 He qu es t io fo rm at io n/ cl ar if ic at io n fro m ar ch ite ct 0. 05 01 32 57 an d/ ar cu ns ,a lta ot ts ) A S’ . 4. 10 lt te do wn in da ily re po rt da te o of in fo rm at io n 0. 05 10 32 34 re qu es te d, co no er sa tio ns /n er ha l io st rn ct io os , te le ph en e ca ll s et c. . 5. 12 D et ily ow ne r/p ro je ct m an ag er ah an at th e po ss ib ili ty 0. 04 79 15 56 of de la y if th e ac tin ity af fe ct ed io a cr it ic al on e. 7. 3 Op en a de la y cl ai m . 0. 04 79 15 56 4. 15 D isc us s w ith /n ot if y su ht ra de ts ) of re qo ire d 0. 03 49 57 ch an ge s in la ye nt . 1. 2 D es ec on da ry w nr ko ot he ac tio ity . 0. 03 12 15 4. 7 ln ae st ig at e us e of sc he do le d on er tim e. 0. 03 42 IS 5. 3 Im pr ov e ar ch ite ct /e ng ie ee r/ cn m so lta nt 0. 02 78 34 co or di na tio n. 7. 2 Is su e a me am o to th e pa rty co nc er ne d to re qu es t 0. 02 33 32 dr aw in g co m pl et io n. 5. 15 It ti fy ow ne r/p ro je ct m an ag er re ga rd in g th e 0. 02 00 34 co nf lic t in w rit in g. 1. 10 Pu rc ha se or re nt ba ck up eq ni pm eo t/t oo ls . 0. 01 37 56 4. 21 A llo ca te tim e fo r rei wn rh to co rr ec t er ro r. 0. 0t 37 56 5. 2 fa .p lo y a qu al ity co nt ro l pr og ra m . 0. 01 37 56 5. 16 Is su e sp ee dy me ma to af fe ct ed pa rt ie s. 0. 0) 37 56 5. 17 D et er m in e th e im pa ct of co ns tru et io n er ro r on th e 0. 01 37 56 pr oj ec t: if cr it ic al , se ek ad di tio na l tr ad e/ on rk er s fo r re w or k. 2. 4 D is cu ss w ith sn ht ra de fo re m an w or hf or ce 0. 01 16 44 pe rfo rm an ce . 2. 9 H ire m er e eu pe rie nc ed w or ke rs to le ad 0. 01 16 II in en pe rie nc ed w or he rs . 2. 3 Up gr ad e un tra in ed pe rs an oe l to tr ai ne d pe rs un ne l. 0. 08 ’)) 44 2. 11 H ire ea pe rie nc ed w or ke rs an d su bs tit ut e fa r 0. 00 01 44 in ee pe rie nc ed w or ke rs . 4. 9 D ea llo ca te to ol s/ eq ui pm en t fr an pr ef er ab ly a 0 .0 0 56 ka lf er or no n- cr iti ca l ac tio ity to a cr it ic al on e. 4.5.2 VALIDATION FOR TRADE AND PROJECT LEVEL ANALYSIS 4.5.2.1 PROJECT DATA FOR TRADE AND PROJECT LEVEL ANALYSIS Similar to the daily site analysis at the activity level, a project was created from 20 January 1992 to 14 February, 1992. The activity report for the project is shown in Figure 4.11; the Work Environment Data Report, Work Force Data Report, and Daily Site History Report are shown in Figures 4.12, 4.13, and 4.14, respectively. 132 tT t C 4 )I IS T II IJ C T IO N )‘ IA N A C E M E F IT L A B R E R ’C t) N 1 0 Fi le lls r4 D :\R Iy 70 0\ pR 0J 36 \T 1) l Se le ct ’ A ll fr ti n it ie s So rt’ & ti v it 9 Co de S a m p le te a t p r o je c t to r B e n ja m in ’ • th e o l, A c ti v it y re l i t lo n e h ip r e p o r t o C ri ti ca l k tt o it g • Cs tn er ni og pr ed ec es so r oP an ac tio itg or su cc es so r go ne rn od hg ac ti oi tg llr po rt Do te 71 11 00 03 Re po rt lie & 15 :1 2: 86 Re vi sio n Ifl ,nb cr 8 Pr og re ss Ra te : Ill Th 92 Pa qe I or 7 (Ft C W il l PO OR . RO TA TO PC Sl ot RI ], 1a A lT /tn t - 00 01 1 SK IP [41 0 I I’S 8 88 1 -1 0 1 0 7 lO t 11 11 1 ft0 01 10 11 0, 11 00 1 Hi gh pr ec - lo w pr ec i- Hi gh te op - lo w ta co - lh om id itg Ri nd Gr oo M to - St or ag e on Si te co og - In te rn al - Co te ro al - La ho or io - £q ni pr o’ nt 11 00 10 0. l)T RA 11 01 81 1, 15 1P M ip it at io o pi ta ti oo er at or e ra to re od iti no s si te rs tio o ac ce ss ac ce ss tc ns io e in te ns iv e I H/ A 0/ A W A H/ A 8. 08 88 8 8. 88 8. 80 8. 88 8. 88 8. 88 8. 88 1. 88 8. 08 8. 80 1. 88 8.8 11 ‘ 7 0 H/ A O H /A ‘ 1 8 H/ A 8 8 /A ‘ 1 0 H/ A 8 8 /A • S O 8/ A 8 8 /A ‘ 6 8 H/ A 8 0 /A ‘ 7 8 H/ A 8 8 /A • A 8 8/ A 8 H/ A • 9 8 H/ fl 8 H/ A • IA 8 8/ A 8 0/ A O il er ac - ln nn na lio e D es ig n ch - Iti gh io sp - C on tr ac t - to ot ro ll ed le a b Ie r- lo om in g - R es ig n co ti o• tg nc ttn ds an ge s ec tin o pr nv is io n en ni ro oa eo au ce cu rv e ot to çl en it g 00 0 0.0 1) 1. 88 1. 88 1.1 10 8.1 18 1. 88 8.1 01 8. 80 PI SC OI PT IC II ft ti o .t q I PR I]I Lt LS SA RS ot I. tO PE P1 ’S t8I PT I1 01 01 01 00 , Pr oj ec t St nr t TO Ot Pl O t RI ], to t CI T/ lO t C . (C Ot Rt ’S C8 IP Tl Ot t 81 II ’S 8 1 ‘8 18 28 0 & ti oi tg 2 w I. ,) TO Ot Sl A t RI ]. tit C A lT /lO t 1 I’S 8 08 1.0 € Ff tH l PR AR . RO TA 110 011 SK IP lol A I- 18 I 8 S lo t [O tt tl.A AT gA IN . FL OA T Hi gh pr er - lo w pr ec i- hi gh le ap - tan . te qe - Ila ni di tg Ki nd (‘c oo ed to - St or ag e on Si te to ng - In te rn al - In te rn al - la bo ur in - tq ni pe en t 11 01 01 1. 1) 18 .0 11 08 11 1. 1) 10 0 ip it at in n pi ta ti oo er at ur e ra to re nd iti no s si te es tio n ac ce ss ac ce ss te ns ie e in te ns in e o I 8/ A 8/ fl 8/ A 8/ A 1. 00 8, 81 ) 8. 88 8. 88 8. 88 8.8 11 1. 88 8. 88 1. 88 1. 08 8. 08 8. 80 1. 88 7 8/ A 8/ A H/ A H/ A 3 8 H/ A I H/ A I 8 H/ A 3 H/ A 5 8 8/ A S W A 6 8 8/ A 7 8/ A 7 0 8/ A 9 H/ A 0 8 8/ A II 8/ A 9 8 H/ A 13 H/ A 10 15 8/ A IS 8/ A (C T (C II I (( IC ‘01 01 11 0 A 1l t’I lO (T IC ‘0 18 ’0 0 Ah TI TI lT oI l’ ‘O PL V RI PT IB I ft ’l ie il q 2 R ot te r ac In no va tiv e Re sig n clv - Hi gh in sp - C on tra ct - C on tro lle d tow bI er - le ar ni ng -D es ig n to h e it g irt In .d s an ge s ec tio n pr nn is io n m ni ro w o au ce co m e eP Po oç le oi tg 8. 08 8. 00 8. 88 1. 88 8. 00 8. 88 8. 88 8. 88 8. 88 PO II1 IIF SS OR S Ot T. CO lt RC SC 8I PT IO 8 • 01 81 00 D et i, it g I 10 80 55 01 $ T8 PC PI AC RI ]. to t O FT /lo t O tt. (C R1 RF SC OI PT IO II I PS 8 8 H 0. 87 01 88 fr ti ei tg 3 1O 13 (C CI SS OO S SII CC ISS OH S lo t A N tI PO OP . PO lO Iq s’ A lr llo g OC T. EP iC 1I CT IIP TI CI I T il t Pl O t RI ). lo t C IT /lo t Ot T, CO Ot DI SC RI PT IN I TY PE St O t RI ]. hu it OI T, 1.O t 10 08 SK IP lAI R ía m ph ; 1 ‘‘ 01 0/ 00 (C li n il 2 1 [5 8 88 “0 10 20 8 Pr oj ec t Fi ni sh , 81 18 I’S 0 III F 10 I A S F ig ur e 4. 11 A ct iv ity R ep or t fo r te st in g at tr ad e an d pr oj ec t le ve ls Pa ge 20 1 2 LO C flE E FL OA T TO TA L FL OA T Hi gh pr ec - La w pr ec i- Hi gh te np - Lo u tem po - Ih iw id itg W ind Gr ou nd en— St or ag e no Si te to ng - In te rn al - C et er na l - La hn nr in - Eq ni pn on t 00 01 11 1. CO TT A OA OIH TL CO TT A ip ita tio n pi ta tin n er at ur e ra tn re nd iti nn s sit e es tin o ac ce ss ac ce ss ten sin e in ten siv e 1 0 0/ A 16 0/ A 0. 00 HO W 1. 00 0. 00 0. 00 0. 00 0. 00 1. 00 1. 00 1. 00 0. 00 1. 00 0. 00 2 2 N/ A 16 N/ A 3 2 N/ A ii 0/ A I 2 0/ A 12 0/ A 5 2 0/ A 10 0/ A 6 2 li/ A g 0/ A 7 2 N/ A 6 0/ A 0 2 0/ A I N/ A 9 2 0/ A 2 0/ A w 10 0 0/ A 0 N/ A D ul le r ac— In nn na tin e De sig n ch - Hi gh in sp - C on tra ct - C on tro lle d Lo w to m e- Le ar ni ng - De sig n to ti ni ty m eth od s an ge s ec tio n pr nn is in n en ni rn nw en on ce tu ne nI le mq ml en itg 0. 00 0. 00 1. 00 0. 00 1. 00 1. 00 1. 00 0. 00 0. 00 O ni le r ac -Il nn nn at in el oe si gn eh -IH ig h in sp — Ilo nt ro ct -It on trn lle dl Lo w to le r- IL oa rn in g -b en ig n co -I I - . n_ ia Iti ni ty Im etN md s Ian gn s Ie cti nn pr nn isi eu Ien nir nn on nla nc e Iton ee lIe lm ql eu itg I .p . I0 .0 0 1 0 .0 0 1 0 .O O IL O O 0 .O O IO .0 0 I0 .O O i& O O Io .0 0 I LO CI DA C P0 00 . DA TA TY PE SL Ot DE L LA G OF I/L AC 00 00 SH IP 010 1 10 - 10 1 0 0/A LA C FR EE FL OA T TO TA L FL OA T Hi gh pr ec - Lo w pr ec i- Hi gh tn t, - Lo w tem po - Ih n. id itg W ind Gr ou nd to - St or ag e on Si te cn ng - In te rn al - Eu tor na l - l.a hn nr in - Eq ni pm en t OA AO 11L CO TtA N3 TI1 1L CO TtA ip ita tin n pi ta tin n er at or e ra tu re ed iti on s si te es tin n ac ce ss ac ce ss te ns io n in te ns iv e o 10 0 0/A 0 N/ A 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 W olf er ac— ln nn na tin e De sig n ch - Hi gh ia sp - Co nt ra ct — C on tro lle d Lo w tu le r- Le ar ni ng - De sig n cu ti ni ly m eth od s an ge s ec tin n pr on is in o en vi rn m n on ce co m e eF Fe m çl eu itg 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 AC TI VI TY PO ED YI ES SO TS St0 1E SS OO S LO CW 0E PR OD . DA TA CO DE DE SC RI PT IO N AC T. CO DE DE SC RI PT IO N TY PE PL Ot DE L LA G O FT /b C AL T. CO DE DE SC 0IP TI A0 TY PE SL AC DE L LA G OF F/L AC 00 00 SH IP DU O WG OO I0O Pr oj ec t St ar t w 01 01 00 D et in itg 1 NT I ES 0 0 1- I 1 0 0/ A IC C 11 01 FL OA T TO TA L FL OA T Hi gh pr oc - Lo w pm ec i- Hi gh tom ,- low tnm qm o- Ili ui di tg W ind Gr ou nd to— St or ag e on Si te tong - In ter na l - Ex te rn al - ba he ur in - Eq ui pm en t l1 1T fft 10 10 0 00 I01 1L 10 10 0 ip ita tio n pi ta tiu n er at ur e ra tio n ed iti on s si te es tiu o ac ce ss acce ss tens ine inte nsin e I 0/ A 0/ A N/ A N/ A 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 AC TI VI TY PI III III OS SO IIS SO CC ES SO OS CO DE DE SC RI PT IO N AL T. EO YC DE SC RI PT I0 0 TY PE PL OC 111 1 LA G DO T/ LO t AL T. CO AL DE SC OI PT I10 I nC C0 20 0 Pr nj ec t Fi ni sh 0. 02 01 00 fr ti n it g ) NT 10 15 0 - 10 - - FA T A TO TA L 01 5 AC TI VI TI ES R E P C O N T M Fi le Us ed : p: \O Ep Z0 8\ pO U J3 6\ T[ T fle po rt Pe ria d 2O Jf 92 to 14 F1 2 le at he r an d Si te C on di tio ns . 0 Ih ei- wo rh ed Do g U F fl B C O tlD IT l SI TE K It IG t I’ll 11 31 ’ Ce ) (31 01 11 9 CO t1 9I tI0 1 ST OI IN E Oi l S IT E A CG S 10 SI TE PA TE (a ) Ib ) Ic ) Id ) ho d (F ) (9 ) (6 ) c0 11 1I fT S C le ar CI ou di la in i So on Cl ea riC lo nd Ra in i Sn ow Hi gh i lo w Pr ec ip Sp ee d Po or Fa in Go od Po or Fa in Go od Po or 1 Fa ir Go od C C kp h 2O itt 9Z U 0 15 7 8 0 U U 2l JI T 2 U 0 13 5 S 20 U U 22 itU JZ H U II 6 12 38 H U Z3 J0 11 2 U U 13 0 15 25 U I 21 JP A1 2 U U 13 I 38 U U 2 7 Jl Z P U 12 2 0 28 U U ZU JP AT 2 U U 10 0 0 10 U U 29 Jt JZ U U 15 5 3 0 U U 3U Ir dZ H H 18 7 8 15 U 31 JK Z U K 14 S 8 15 U K O3 FE U3 2 U H 16 5 0 15 U U U4 1t 99 2 U U 10 3 8 1 H OS IT U9 Z 0 U 16 3 8 U U US FL UT Z U U 15 4 0 U U OI FC OU Z U H 12 2 0 U H IH FC HU 2 H U 15 3 8 20 U U U I1 FF 13 2 U U U 1 10 3 9 30 U U U 12 FE B9 2 K U 10 2 0 18 U K U 13 FE B9 2 U 15 2 0 20 1 1 1 14 FE B9 2 U U 17 I 0 15 U U H U B C C O N S T R U C T IO N M A N A G E M E N T L A B S a m p l e t e o t p r o j e c t f o r B e n j a m i n ’ e t h e l D A IL Y S IT E W O R K E N V IR O N M E N T R E P O R T O ep or t la te : Z I1 13 D ep or t ho e: 15 :3 9: 82 Pr og re ss la te : 14 11 31 92 Ile ni sio o lh ee r: 0 F ig ur e 4. 12 W or k E nv ir on m en t D at a R ep or t fo r te st in g at tr ad e an d pr oj ec t le ve ls R E P C ON AM Ii ) TA AA D3 )U l De ep Su pe r (4 ) (kA (I ) (m l (i i) DA TE Co de Tr ad e in te nd en t A Sa t Sk ill Tu rn ov er A ne rli ts C os ie nt s P TI M A A ll . A K I. D ea rs ZA JcS DT Z C A - A A A A lT ra de l A S AD A A ZA J(t iA Z C A A K A A lT ra de l I S A K A 22 35 )9 2 C I T A A A lT ra de l 1 S N A A Z 3J ct l9 2A lT ra de I I £ A l A IA 24 35 19 2 C 1 7 i l A 27 35 )9 2 C I A A A A lT ra de l 1 7 A K A 2A Jct AA 2 C I - A A A A lT ra de A 1 7 A A K 29 i5 19 2 G - A A A A - A lt ra de l A 7 A A A 3A JS I9 2I A IA ra de A f 1 71 A A I A llJ c. n2 C I A A A A lT ra de l I IA A A A A3 FE D9 2 C A A A A AA Tr aA eA I IA A A A A4 FA 92 C A A A A N A Tr ad el A IA A A A AS FA 92 C - - A A A A A IT ra de A A A A A A % 1t A 92 C A A A A A A Tr ad eI A A A A A A7 FC A9 2 C I A A A A lT ra de A IA A A A A 2T ra de 2 1 3 A A A AA FC A9 2 C A A A A A lT ra de l A A A A K A 2A ra de Z A 3 V A A A ep or t Da te: 21 (1 )9 93 De po rt T he : 15 :3 9: 39 Pr og re ss Da t& A4 FA 92 A en isi on Iti sk er : A U B C C O N S T R U C T IO N M A N A G E M E N T L A B S a m p l e t e s t p r o j e c t f o r B e n j a m i n ’ s t h e s i s D A IL Y S IT E W O R K F O R C E R E P O R T Fi le Ac ed : D: \A EP 2A A\ PA 03 36 \T ES T De po rt Pe rio d: 2A J1 t19 2 — AI FE A9 2 Al l A es pn ns ib ili tg Co de s. to ) a fl gu re 4. 13 W or k Fo rc e D at a R ep or t fo r te st in g at tr ad e an d p ro je c t le ve ls (U TR AP DI DI Re sp Su pe r- (j) 1k ) (I ) (N ) PA TE Co de Tr ad e in te ed en t N Su p Sk ill Tu rn on er N P/ N H IP IL K fI IJ L (n ) Pu er Ti Ne Ik oi rs Cu iN len ts 1I 1E P9 2 5 1 P P P N IT ra de l 1 P N P P N ZT ra de Z I S V P P I2 IT PV Z C I P P P P iT ra de l I S N P P PZ Tr ad eZ 3 P P P P 13 15 09 2 C 1 P P O lT ru de l I 12 P P 1 P2 T ra de 2 I 6 P P P 14 SE P9 3 C I P P 1 P IT ra de l 1 S N P P N 2T ra de 2 1 6 P P P — I U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T O S a m p l e t e s t p r o j e c t f o r B e n j a m i n ’ s t h e e I s D A IL Y S IT E H IS T O R Y R E P O R T C ri tic al C Ex tra Re ck O rd er o lA in -w or ke d Ra g I Le tte r 1 Iln oc he dw led 0 Re sin 0 Ba ck ch ar ge I Te le pt on e Re po rt Ra te : 22 B1 C9 3 Re po rt Ti i& 20 :3 0: 06 Pr og re ss Da te 14 FE B9 2 Re vi sio n Ft jn be r 0 Fi le Us ed : B: \B Ep 20 0\P RU J3 6\T EB T Re po rt Pe rio d 20 31 01 92 - 14 )11 19 2 UI ) Pr oj ec t ft ti vi ti es . 0 0 SO IE RU LE B/ FP RL 1 AC TU AL (D l BA TE P0 0(1 13 1 tA ll 10 0)0 5 LU ST BO OS LO ST LU ) ST AR T [11 11 81 1 P1) 11 ST AR T [1 01 5) 1 103 0 0 ST AT US OC OP CO RE BD W (R S 0 P0 00 )33 1 (C OC IIP TI OI I AC TIO N [S T AB J TO TA L F_ FM 011 3 TO TA L A ct i” it y : 0 1 0 1 9 0 A c t ie it y I I 20 30 31 32 24 31 01 92 S 20 30 31 92 20 31 01 92 7 20 31 01 92 S 01 (3 2) 4. 00 1. 00 01 (3 1) 3. 00 2. 00 21 31 0) 92 U 0) (4 0) 2. 00 22 30 30 92 U RI (I I) 2. 00 23 31 01 92 U RI (4 (1 (.0 0 24 30 31 92 27 30 30 )2 U 20 31 0) 92 F 2 31 ,10 31 92 06 11 09 2 5 29 30 3)9 2 04 (1 11 92 S 29 30 31 92 5 3( 31 01 92 0 01 (4 1) 2. 00 2. 00 31 30 30 32 U 03 11 19 2 0 04 11 19 2 F 3 07 11 19 2 13 (1 09 2 5 05 (1 (9 2 10 11 19 2 10 05 11 31 92 06 11 19 2 0 01 (4 1) 2. 00 2. 00 01 1% ) 1. 00 07 11 19 2 0 10 11 19 2 U 01 (4 1) 2. 00 0. 30 11 11 19 20 12 11 19 2 0 01 (4 1) 0. 40 13 11 3) 92 0 00 (4 (1 0. 30 0. 20 01 15 61 5. 00 0. 10 11 11 31 92 0 01 (I I) 0. 30 0. 30 )S UR TU TA LS 19 .6 0 13 .3 0 lA ct lv i ty : 0 1 0 2 0 0 A c t lv i ty 2 1 31 30 3)9 2 10 11 09 2 7 29 30 30 92 06 11 09 2 7 29 30 30 92 5 OR (4 1) 3. 00 1. 00 (4 6) 10 .0 0 0. 50 30 30 31 92 0 01 (4 1) 2, 00 0. 40 3( 30 31 92 0 01 (4 (1 3. 00 0. 30 03 11 19 2 0 04 11 09 2 05 11 09 2 0 06 (1 19 2 F 2 11 11 09 2 19 FE B9 2 7 07 FD 19 2 19 FE B9 2 9 07 FE B9 2 5 01 (I I) 1. 00 10 FE B9 2 0 02 (4 1) 3. 00 0. 20 11 FE B9 2 12 FE B9 2 0 01 14 1) 2. 00 01 (5 6) 5. 00 13 11 09 2 U 01 14 1) 2. 00 0. 40 01 (5 6) 4. 00 14 FE B9 2 U (3 4) 2. 00 0. 50 F ig ur e 4. 14 D ai ly Si te H is to ry R ep or t fo r te st in g at tr ad e an d pr oj ec t le ve ls IS UR TU Tr tS 16 .0 8 1. 78 SC W .O UL EP /Ff dlL Y AC TU Al. RI )? PA TE P8 00 W ? FA R? lO UT S LA ST TA OS LO ST Lo t ST AR T 11 01 50 1 TO O ST AR T 01 01 51 4 lAI R 1 ST AT US RE ST CU TE RI3 ITI 1A S 1 P8 00 W ? DE SC RI PT IO N AC TIO N FI ST OO J TO TA L F_ ES T AT J TO TA L A c ti v it y : 0 1 0 2 0 0 A c ti v it y I I !0 H 4 fl I I o o - - IS OO TO TA LS I3 6. 48 4. 90 A c t lv i ty : 0 2 0 1 0 0 A c t lv i ty $ I lll tR 9Z 17 10 89 2 S 87 00 89 2 19 00 89 2 9 07 FE B9 2 S 02 (3 4) 2. 00 08 FE B9 2 U (3 4) 5. 08 8. 40 11 00 09 2 A 01 14 1) 3. 00 0. 40 12 00 89 2 13 FE B9 2 0 13 41 2. 08 0. 40 14 00 89 2 U (3 4) 4. 80 8. 50 ) n s 17 2. 00 11 99 0 4.5.2.2 COMPUTER OUTPUT FOR TRADE AND PROJECT LEVEL ANALYSIS Calculations were performed at trade and project levels using the “MAX-MIN” method. Figures 4.15, 4.16, 4.17 are analyses performed at the trade level using “MAX-MIN” method with weighting criteria of either frequency of occurrence, manhours lost, or time lost. Similarly, figures 4.18, 4.19, and 4.20 illustrate the analyses performed at the project level using “MAX-MIN” method with weighting criteria of either frequency of occurrence, manhours lost, or time lost. 4.5.2.3 MANUAL COMPUTATION AT TRADE AND PROJECT LEVEL The manual calculations for the trade and project level analysis are presented in Appendix C and D respectively. The manual computations verified the analysis process completed by the computer. The three separate calculations for aggregating corrective actions using different weighting criteria are also shown for each calculation. 4.6 CASE STUDY EXAMPLE After verifying the computational accuracy of the system using the previous test projects, data somewhat similar to that found in the case study described in chapter 2 was generated in order to more fully explore the prototype. Daily site data for the period of 7th February, 1994 to 4th March, 1994 were generated. Appendix E includes all the supportive information for this case study such as activity logic report, listing of activity attributes, project schedule in bar chart format, history report, project daily site data, work force report, site condition report, etc.. Table 4.1 summarizes the data interpretation runs conducted and their reports are included in Appendix F. 140 U R IC ii )N S T I0 U C T I O N M A N A G E M E N T L A D R E P C O N T 0 S a m p le S ew S p r o je c t fo r B e n ja m In ’. S h o a l. Pa ge 10 1 2 D A IL Y S IT E T R A D E A N A L Y S IS R E P O R T ti le us ed R\ Rl Yl RO \P RO J3 6\ TE ST Re po rt Ra te: 72 01 19 3 Re po rt Ti ne 19 :1 8: 57 Re oi sio o ha wk er : a Pr og re ss Ra te 11 11 19 2 to te Ri od ow fro m 78 31 01 11 2 to 11 11 19 7 De tlo id os ed 0 0 1 -0 1 0 ki gl at io g co nd iti on : fre qu en cy of oc co er eo ce Tr ad e RI Tr ad e I To ta l ro ot er of da ys lo st : 18 78 To ta l toi mb er of oa ol oa irs lo st : 56 .8 0 Pr ob lem So or ce R is pe es io o to ta l to ta l 7. to ta l to ta l to ta l Tr ad e l.e oe l Co re ec tim e R et io e St re ng th ho . R es cr ip tio n lr. de o ta gs lo st da ys lo st ek es lo st ek es lo st oc to r oc cu r ho . D eo cr ip tio o 32 tr aa io g er ro rs 8.2 10 10 00 S 1. 80 7 4. 80 4 1 Ito co rr ec tin o ac tio o — lic k of sa pp or tio g en id eo ce 31 C oo fli ct in g of oe m at io o 8. 48 80 80 14 2. 50 9 5. 00 I 2 2. 1 Ad op t a wo re st ri ng en t qo al itg co ot ro l pr og ra m fo r th is tra de . 2. 2 R is co ss w ith w ht ra de it s oo er al l pe rfo rm an ce . 0. 48 00 2. 4 Pr ep ar e de la y cl ai m . 0 .l 2. 6 Im pr on o na ht ra de co or di na tio n. 0. 48 00 2. 7 Iw pr oo e ae ch ite ct /e og iw oe r/ pr nj ec t m an ag er 0. 48 80 co or di na tio n. 2. 0 Op en eo tr a wo rk or de r si nc e pr ob lem or ig in at ed 0. 40 80 iii th ar ch i t ec te oi oe er . II ln oi if fi ci eo l ma np ow er 77 14 .1 0 39 60 1? 1. 1 s i 9n wo re wo n to th e pr oj ec t. 0 .0 1. 3 Re pl ac e cr ew w ith a wo re eo pe rie oc ed on e. 0. 48 80 2- 2 D is cu ss w ith on ht ra de it s ow er al l pe rfo rm an ce . 0. 39 00 2. 3 Re qu ire me w sia kt rm de . 0. 48 00 2. 4 Pr ep ar e de la y cl ai m . 0. 40 00 II le a w ot ie at io n/ ,a w al e 0. 28 88 84 3 0. 58 19 18 .8 0 4 1 lb co rr ec tin o ac tio o - la ck of na pp ar tin g ew id eo ce ‘3, Er ro r in ro os lr ac tio o 01 81 16 00 1 0. 18 27 15 .0 0 16 I I. ) Re pl ac e cr ow w ith a wo re eo pe ei ee ce d on e. 1. 4 In oe st ig at e al te rn at e st ar t of wo rk da y fo r cr ew . 0. 58 00 IS Se ek ad di tio na l on el nr o fo r re on eii . 0. 49 00 2. 1 Ad op t a wo re ot rio go ot qo al itg co nt ro l pr og ra m fo r 0. 78 00 tk io tra de . 2. 2 D is cu ss w ith oa kt ea de its on er al l pe rfo em as ce . 0. 40 00 2. 5 Pl ac e sp ec ia l at te ot io n on ac tio iti os fo r 0 .S lo ca liz ed pr ok le m on or co . Ilj gr ry al ed fr ok lrm s Tr ad e [e oe l C or re ct io e It ti on lS tre og tk Pr ob le m lti m ke r 01 ,. D es cr ip tio n I. ] Ile pl ar e cr ew oi th a wo re eo pe rie or ed on e. 0. 19 39 41 56 ?A Pr ep ar e de la y cl ai m . 0. 18 78 34 41 II A ss ig n ro re me n to tI e pr oj ec t. 0. 18 88 II 2. 3 & qi iir e ne w so kt ra de 0. 19 80 41 2 . D is cu ss au th so kt ra de it s no er al l pe rfo rm ao ce . 0. 15 57 31 41 56 21 Ad op t a wo re st ri ng en t qo al ity co nt ro l pr og ra m fo r 0. 03 43 34 56 Fi gu re 4. 15 A na ly si s at T ra de L ev el fo r ex am pl e us in g Fr eq ue nc y of O cc ur re nc e 1% ) th is tr ad e. 1. 1 In ve st ig at e al te rn at e st ar t of wo rk da y fo r cr ew . 2. 5 Pl ac e sp ec ia l at te ot io n on ac ti vi ti es fo r lo ca liz ed pr ob le m so ur ce . 1. 5 Se ek ad di tio na l wo rk me n ta r re w or k. 2. 6 Im pr ov e su kt ra de co or di na tio n. 2. 7 Im pr ov e ar ch ite ct /e ng in ee r/p ro je ct m an ag er co or di na tio n. 2. 0 Op eo en tra wo rk or de r si nc e pr ob lem or ig in at ed oi tk ar ch ite ct /e ng in ee r. Tr ad e: 02 tr ad e 2 To ta l nu mb er of da ys ln vt 1. 70 To ta l en im be r at na ni ni ur s lo ot : 16 .0 6 0. 01 63 0. 61 63 6. 01 36 0. 06 71 6. 00 71 0. 06 71 5& Sb 56 34 34 34 Pa ge 20 f 2 Pr ob lem Sa ut e D is pe rs io n 2 to ta l to ta l 2 to ta l to ta l 7. to ta l Tr ad e It ne l C or re ct io n D et io n St re ng th It ,. D es cr ip tio n lo de n da ys lo st da ys lo st w its lo st w its lo st oc cu r nc cn r lh i. lle sc rip tio o 34 C on fli ct in g in fo rm at io n t. 6 0 0 76 1. 36 01 13 .0 0 110 4 2. 1 M op t a wo rn st ri ng en t qn al itg co ot ro l pr og ra m fo r 0. 50 66 th in tr ad e. 2. 2 D in co ss w ith oo bt ra de it s au ra l) pe rln em an ce . 0. 50 60 2. 4 Pr ep ar e de la y cl ai m . 1 .0 2. 6 Im pr om e w ht ra de co or di na tio n. 6. 70 60 2. 7 lq ro ne ar ch ite ct /e ng in ee r/ pr oj ec t m an ag er 1. 60 60 co or di na tio n. 2. 0 Op en eo tr a wo rk or de r si oc o pr ob lem or ig in at ed 1. 00 00 w ith ar ch ite ct /e ng in eo r. II In su ff ic ie nt ma np ow er 1. 06 66 00 24 0. 40 19 3. 06 20 1 1. 1 si g n m ar e ma n to th e pr oj ec t. 1. 00 06 1. 3 ep la ce cr ew w ith a m ar e en pe rie ec ed on e. 0. 56 60 2. 3 D eq oi re ne w on ht ra de . 1. 06 60 2. 4 Pr ep ar e de lan j cl ai m . 0. 50 66 A gg re ga te d Pr ob le m s 2. 4 Pr ep ar e de la y cl ai m . 2. 7 Im pr ov e ar ch ite ct /e ng in ee r/ pr oj ec t m an ag er co or di na tin o. 2. 6 Ap eo en tr a wo rk or de r si nc e pr ob le m or ig in at ed w ith ar ch ite ct /e ng in ee r. 2. 6 Im pr ov e so bt ra de co or di na tio n. 2. 1 o p t a m ar e st ri ng en t qu al ity co nt ro l pr og ra m fo r th is tr ad e. 2. 2 O is co ss w ith sa ht ra de it s ov er al l pe rfo rm an ce . 1. 1 Rs sig n wo re wo n to th e pr oj ec t. 2. 3 kq ai re ne w oo bt ra de . 1. 3 O ep la ce cr ew w ith a wo re en pe rie nc ed on e. 34 41 34 34 34 34 34 41 4’ II Tr ad e le oe l C or re ct iv e kt io o St re ng th Pr ah le m llo sh er W I. D es cr ip tio n 0. 20 35 0. 17 02 0. 17 02 0. 11 91 0. 06 51 0. 00 51 0. 06 67 0. 06 67 0. 63 33 U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T S S a m p le te a t p r o je c t fo r B e n ja m I n ’ . th n .l . Pa ge II I 2 D A IL Y S IT E T R A D E A N A L Y S IS R E P O R T ri le us ed : D :\D EP 28 0\ PD 0J 36 \T lT Re po rt D at e: 22 D1 t9 3 R ep or t T ir e: 19 :5 1: 59 Oe vi sio o W r 8 Pr og re ss Da te: 14 11 11 92 Da te Ai od oa : fr o m 20 Jf 19 2 to llf ED 92 Re tie d os ed : ma e-e do R ei gh tio g ce od iti on pa nl eo r_ lo st Tr ad e: 81 Tr ad e 1 io ta ) ne at er of da ys lo st : 10 .2 0 To ta l eo nt er of ea nl eo rs lo st : 56 .8 0 Pr ob lem So or ce D is pe rs io o 2 to ta l to ta l 7. to ta l to ta l 2 to ta l Tr ad e Le oe l Ca rre ct in e D et in o St re og tk Re . D es cr ip tio n lo de o da ys lo st da ys lo st aI rs le st aI rs lo st oc co r oc co r Re . lle w rip tio o 32 Dr aa io g er ro rs 8 .2 D B 5 1. 00 7 4. 80 4 1 Re co rr ec tiv e ac tio n — lac k of oi pp or tio g ev id en ce 14 C oo fli ct in y in fo rm at io n 0 .4 8 0 14 2. 58 9 5. 00 0 2 2. t Ad op t a ma re st rio ge ot qo al ity m et ro ) pr og ra m fo r 0 .2 tk io tr ad e. 2. 2 D isc os s m itk ei kt ra de its ov er al l pe rfo rm an ce . 0. 40 00 2. 4 Pr ep ar e de lay cl ai m . 0. 40 66 2. 6 lq ro ne ni ht ra de co or di oa tio o. 0. 40 06 2. 7 liq iro ve ar ck ite ct /e og io ee r/p ro je ct m ao ag er 0. 40 00 co or di oa tio e. 2. 0 Op en no tra im rk or de r sin ce pr nk le m or ig in at ed 0 .l ci th ar ck ite ct /e ag in ee r. II le sa ff ic ie nt na op na er l. 8 0 0 7? 14 .10 39 22 .0 0 60 I? 1. 1 ig o m ar e ma n ta tI e pr oj ec t. 0. 40 00 1. 3 Re pl ac e cre m m ith a ma re eo pe rie nc ed on e. 0. 40 80 2. 2 O is cn ss ai th ei ht ra de it s ov er al l pe rfo rm an ce . 0. 30 00 2. 3 Re qu ire ma n ni bt ra de . 0 .l 2. 4 Pr ep ar e de la y cl ai m . 0.4 00 0 16 Le a m at ie at in n/ m ar al e 0.2 00 00 8 3 0. 50 10 10 .00 4 1 Re cn rr ec tin e ac tio n - lac k of su pp or tin g ev id en ce St Er ro r in ce ns tru ct io n 8.4 88 80 0 1 8. 18 2? 15 .80 16 I 1. 3 Re pl ac e cr aa w ith a ma re ee pe rie nc ed on e. 8.4 08 0 1. 1 lo ne st ig at e al te rn at e st ar t of ma rk da y fo r cr en . 0 .S 1. 5 Se ek ad di tin ea l m ar In e fo r re ao rk . 0. 40 00 2. 1 Ad op t a ma re st rin ge nt qu al ity co nt ro l pr og ra m fo r 0.2 18 18 tk is tra de . 2. 2 Di su ns s m ith o, kt ra de its ov er al l pe rfo rm an ce . 0. 46 00 2. 5 Pl ac e sp ec ia l at te nt io n om ac tin iti es fo r 0.5 88 6 lo ea liz ed pr ak ie m so or ce . A yg re ya te d Pr nt le m s Tr ad e Le ve l Co rre ct iv e Ac tio n St re ng th Pr ob lem Re ek er Re . D es cr ip tio n 1. 3 Re pl ac e cr em ai tt a m ar e en pe rie nc ed on e. 0. 17 0? 11 56 2. 4 Pr ep ar e de la y cl ai m . 0. 15 19 34 4t 2. 2 D isc us s w ith sn ttr ad e it s ov er al l pe rfo rm an ce . 0. 14 61 34 41 56 1. 1 D es ig n m ar e ma n to th e pr oj ec t. 0. 14 12 II 2. 3 A cq ai re oe m sn bt ra de . 0. 11 12 11 2.1 Ad op t a ma re st rin ge nt qu al ity co nt ro l pr og ra m fo r 8. 11 35 34 56 F ig ur e 4. 16 A na ly si s at T ra de L ev el E xa m pl e us in g M an ho ur s L os t Pa ge 20 1 2 th is tr ad e. 1. 1 In ve st ig at e al te rn at e st ar t of wo rk da y fo r er a. . 2. 5 Pl ac e sp ec ia l at te nt io n no ac ti ni ti es fo r lo ca liz ed pr oh le n so ur ce . 1. 5 Se ek ad di tio na l wn rln .en fo r re w or k. 2. 6 Im pr ov e so ht ra de ca or di na tin w . 2. ? lm pr oe e ar ch ite ct /e ng in ee r/ pr oj ec t ma na ge r co or di na tio n. 2. 8 Op en en tra wo rk or de r si nc e pr oh ie w or ig in at ed w ith ar ch ite ct /e ng in ee r. Tr ad e: 02 Tr ad e 2 To ta l ra nk er of da ys Io st 1. 28 To ta l oa nk rr of wa nla ro rs lo st : 16 .8 0 A gg re ga te d Pr oh ie ns 8. 83 69 8.8 36 9 8. 82 % 8. 81 87 8. 81 0? 8. 81 87 56 56 56 34 31 31 Pr nh le w So ur ce D is pe rs io n 2 to ta l to ta l 2 to ta l to ta l 7. to ta l Tr ad e ha no I Ca rro ct in e De lia .. St re ng th ft . D es cr ip tio n ln de n da ys In st da ys lo st w its la st ai rs la st ac ca r oc cu r ft . D es cr ip tio n 34 C on fli ct in g in fo ra at iw n 1 .0 8 8 76 1. 38 81 13 .8 8 88 4 2. 1 Ad op t a m ar e st ri ng en t qa al itg ce nt ra l pr og ram fo r 8.5 08 8 th is tr ad e. 2. 2 Di sc us s w ith a. ib tra de it s en er al l pe rfo rm an ce . 8. 58 80 2. 4 Pr ep ar e de la y cl ai m . 1. 88 88 2. 6 Im pr an e no ht ra de co or di na tio n. 8. 78 88 2. 7 Im pr on e ar ch ite ct /e ng in ee r/ pr oj ec t ma na ge r 1 .8 co ar di na tia n. 2. 8 Op ea ex tr a wo rk or de r si nc e pr ob lem or ig in at ed 1 . w ith ar ch ite ct /e ng in ee r. 41 In so ff ic ie nt ma np ow er 1 .8 24 8. 48 19 3. 88 78 1 1. ) As sig n ma re ia n to fi r pr oj ec t. 1. 3 lte pl ac e cre w w ith a m ar e ea pe rie nc ed on e. 8. 58 08 2. 3 De qo ire ne w na ht ra de . 1. 88 88 2. 1 Pr ep ar e de la y cl ai m . 8. 58 80 2. 1 Pr ep ar e de la y cl ai m . 2. ? Iw pr ne e ar ch ite ct /e ng in ee r/ pr oj ec t m an ag er co or di na tio n. 2. 8 Op en ea tr a wo rk or de r si nc e pr ah le n nr ig in at ed ai th ar ch ite ct /e ng in ee r. 2. 6 Tw pro ne se ht ra de ce nr di na tin a. 2. 1 Ad ep t a wo re st ri ng en t qu al ity co at re l pr og ram fo r th is tr ad e. 2. 2 Di sc os s ai th sn ht ra de it s on er al l pe rfo rm an ce . 1. 1 A ss ig n wo re ia n to th e pr oj ec t. 2. 3 A sq ei re ne w sn ht ra de . 1. 3 Re pl ac e cr ew w ith a wo re en pe rie nc ed on e. 8. 28 41 8. 17 29 8. 17 2g 8. 12 18 8.8 86 4 8.8 06 4 8.8 62 5 8.8 62 5 8. 83 12 34 41 34 34 34 31 34 41 41 II Tr ad e La ree l C or re ct io n D et io n IS tre ng th Pr nh le n Ik nd .er ft . D es cr ip tin e U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N TO fi le Us ed D :\R [P 20 9\ p1 0j 36 \T IS r S a m p le te s t p r o je c t fo r B e n ja m in ’. th e s is D A IL Y S IT E T R A D E A N A L Y S IS R E P O R T Re po rt Ra te : 72 Df 11 3 Re po rt Th e: 19 :5 4: 20 Oc oi siu w Re wk er : a Pr op es s Ra te : 14 11 19 2 Pa ge I Of 2 Da te Ui nd oo : Fr os 28 .19 89 2 to 14 11 19 2 Re tln d us ed : sa x- al e lk ig ht ie g cu sd iti oe tu e_ lo st Tr ad & 81 Tr ad e 1 To ta l eu sh er of da ys le st 18 .2 8 To ta l eu sh er of aa oh eu rs lo st : 56 .0 0 Pr ob le s So ur ce D is pe rs ie u 7 to ta l to ta l 7 to ta l to ta l 7 to ta l Tr ad e Le ve l C ar re ct is e Re tio w St re sp th It . D es cr ip tio u Ie de o da ys le st da ys le st id es lo st si rs lo st oc cu r oc cu r Re . D es cr ip tio o 32 Dr aw iu g er ro rs 0. 28 80 60 S 1. 00 7 4. 00 4 1 lb co rr ec tie e ac tio u - la ck of oi pp ur tiu y eo id eo ce 34 C en fl ic tie g iu Io rs at iu e 0. 48 00 00 14 2. 50 9 5. 00 8 2 2. 1 Ad op t a we re st ri ug eu t qu al ity ce ut ra l pr og ra s fu r 0. 29 00 th is tr ad e. 2. 2 D is cu ss w ith od itr ad e it s ow er al l pe rlu rw au ce . 0. 48 00 2. 4 Pr ep ar e de la y cl ai w . 0 .4 2. 6 lw pr ou e su ht ra de cu er di ua tio w . 0. 40 00 2. 7 ls pr uu e ar ch ite ct /e ug ie ee r/ pr oj ec t wa ua ge r 0. 48 00 co or di oa tiu u. 2. 9 Op en eu tr a iw irk or de r si uc e pr ub le a un ig is at ed & 4 w ith ar ch ite ct /e ug iw ee r. 41 Iu se ff ic ie ut sa up ow er 1.0 00 06 0 77 14 .10 39 22 .0 0 68 1? 1.1 Re sig u we re to to th e pr oj ec t. 1. 3 Re pl ac e cr ew ai th a we re eu pe rie uc ed ee c. 0. 40 00 2. 2 D is cu ss w ith su ht ra de it s oe er al l pe rto rs au ce . 01 10 00 2. 3 q a ir e we . nj ht ra de . 0.4 00 0 2. 4 Pr ep ar e de la y d ai s. 0.4 80 0 46 La w w et i,a tiu u) w er al r 0. 28 00 00 3 0. 50 10 10 .0 0 4 1 lb cu rr ec tis e ac tiu w - la ck uP ou pp er tiu g eu id ew ee 56 Er ro r ie ca us tru ct ia e 0.4 98 00 0 I 0. 10 27 15 .00 16 I 1. 3 Re pl ac e cr ew wi th a we re eo pe rie uc ed us e. 0.4 00 0 1. 1 lu se st ig at e al te ru at e st ar t of wo rk da y fo r cr ew . 0 .5 1. 5 Se ek ad di tin ua lw or ku eu fu rr es ur h. 0. 40 00 2. 1 Ad op t a we re st ri ug eu t qu al ity co ut ro l pr ug ra s fo r 0. 29 00 th is tr ad e. 2. 2 D is cu ss w ith su ht ra de it s oo er al l pe rf ur sa uc e. 0. 40 00 2. 5 Pl ac e sp ec ia l at te w tio e we ac ti si ti es Fo r 0 .S lo ca liz ed pr uh ln w uw or ce . A gg re ga te d Pr eb le ss Tr ad e Cr ue l C ur rr ct iu e A ct iu s St re ug th Pr ah le u Ita wl ier lb . te sc ri pt io u 2, 4 Pr ep ar e de la y d ai s. 8 .2 8 34 41 1. 3 O rp la ce cr ea ui th a wo re eu pe rie uc ed us e. 0. 19 27 41 56 1. 1 A ss ig us ur ew es to th ep ra je ct . 0. 19 23 41 2. 3 A cq ui re ce o sa ht ra de . 0. 19 23 41 2. 2 D is cu ss ai th so ht ra de it s ou er al l pe rto rw as ce . 9. 15 60 34 41 56 2. 1 Ad op t a we re st ri sg eu t qu al ity co ut ro l pr ug ra s Fo r 0. 02 77 34 56 L I’ Fi gu re 4. 17 A na ly si s at T ra de L ev el fo r E xa m pl e us in g T im e L os t th is tr ad e. 2. 6 Im pr ov e sn ht ra de co or di na tio n. 2. 7 Im pr ov e ar ch ite ct /e ng in ee r/ pr oj ec t m an ag er co or di na tio n. 2. 0 Op en ex tra wo rk or de r si nc e pr ob lem or ig in at ed w ith ar ch ite ct /e ng in ee r. 1. 4 In ve st ig at e al te rn at e st ar t of wo rk da g Fo r cr ew . 2. 5 Pl ac e sp ec ia l at te nt is o no ac ti vi ti es ts r lo ca liz ed pr ob lem so ur ce . 1. 5 Se ek ad di tio na l wo rh oo n Fo r re w or k. Tr ad e: 02 Tr ad e 2 To ta l so mb er of da 9s lo st : 0. 70 To ta l no mb er of m an bn ,rs lo st : tk .0 8 A gg re go te d Pr ob le m s 8. 81 14 34 0. 01 t4 34 8. 8t 14 34 8. 08 85 56 0.0 88 5 Sb 8.8 88 1 56 Pa te Z IP 2 Pr ok le w So ur ce D is pe rs io n 7 to ta l to ta l 7 to ta l to ta l 7 to ta l Tr ad e Le nd co rr ec tin e A ct io n St re ng th tt . D es cr ip tio n In de o da qs lo st da 9s lo st m irs lo st * 5 lo st oc cu r nc co r It . D os cr ip tio o 34 C on fli ct in g in fo rm at io n 1. 08 08 88 76 1. 38 81 13 .6 0 80 4 2. 1 Ad op t w wo re st ri ng eo t qo w lit g co nt ro l pr og ram fo r 0. 50 88 th is tr ad e. 2. 2 Di sc ns s w ith w kt rw de it s nn er w ll pe rfo ro wn ce . 0.5 00 0 2. 4 Pr ep ar e de lw g cl ai m . I .0 2. 6 Iq rn ne w kt rw de co or di na tio n. 0. 76 00 2. 7 Iq ro ne ar ck ito ot /e og io ce r/p ro je ct ma na ge r 1.0 80 0 co or di na tio n. 2. 0 Op eo en tro wo rk or de r si nc e pr ob lem nr ig io ot e4 1. 08 00 w ith w rc hi te ct /e og in ee r. II In ne ff ic ie nt ma np ow er 1. 08 88 80 24 0. 48 09 3. 60 20 1 1. 1 de si gn wo re wo o to th e pr oj ec t. 1. 00 08 1. 3 lle pl ac e cr ew w ith o wo re en pe rie nc ed on e. 0 .S 2. 3 A cq ui re ne w on ht ra de . 2. 4 Pr ep ar e de lw g cl ai m . 0 .5 2. 4 Pr ep ar e de lu q cl ai m . 2. 7 Im pr ov e ar ch ite ct /e ng in ee r/ pr oj ec t m an ag er co or di na tio n. 2. 8 Op en es tr a wo rk or de r si nc e pr ok len e or ig in at ed w ith ar ch ite ct /e og in ee r. 2. 6 Io pr sn e si ht rw de co or di na tio n. 2. 1 Ad op t a wo re st ri ng en t qo al itg co nt ro l pr og ra m Fo r th is tra de . 2. 2 ti sc ss s w ith w kt ra de it s sn er al l pe rfo rm an ce . 1. 1 de sig n wo re wo n to th e pr oj ec t. 2. 3 A cq ui re wo w sn ht ra de . 1. 3 Re pl ac e cr ew w ith a wo re en pe rie oc ed Po e. 0, 20 19 0. 16 27 8.1 62 7 8. 11 39 0. 08 14 0. 80 14 8.8 18 4 8.0 18 4 8. 83 92 34 41 34 34 34 34 34 II It II Tr ad e t.e ne l C or re ct iv e A ct io n lS tre ng th Pr ob lem lh *e r It . D es cr ip tio o U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T S S a m p le te e t p ro je c t fo r B e n ja m in ’. th e s le Pa ge 1 or i D A IL Y S IT E P R O JE C T A N A L Y S IS R E P O R T ti le Us ed : R\ U1 Y2 00 \P RO J3 6\ TI T Re po rt D at e: 22 0F 39 3 Re po rt T i: 20 :0 0: 22 Re ni sio n Re ek er 0 o es s Ra te: 14 Fl 92 Pa te Pi od ou tru e 20 Ju l9 2 to llF l3 I9 Z Re tie d us ed : m ao -,, jn U sig ht in g co nd iti on : tre qu en cg at oc cu rre nc e To ta l vi ni er of da gs lo st : 19 .90 To ta l me mb er of im an leu rs lo st : 72 .00 Pr ok le, m So ur ce D isp cr sis u Z to ta l to ta l 2 to ta l to ta l 2 to ta l Pr oj ec t Le ve l C or re ct iv e ti o o St re ng th Ra . I) es cr ip tio n In de x da gs lo st da gs lo st el i’s lo st di ’s lo st oc cu r oc co r Re . Ra sc rip tio n 32 Pr aw iog er ro rs 0.1 66 66 7 5 1. 00 6 4. 00 3 I Re co rr ec tio n ac tio n - lac k of so pp or tin ev id en ce 34 C on fli ct in g in fo rn at io n 0. 50 00 00 19 3.8 0 25 18 .00 20 6 Re co rre ct io n ac tio n - la ck of ou pp or tio g eo id en co 41 In su ff ic ie nt ..a np on er 1.6 00 60 0 73 14 .5 0 35 25 .6 0 60 18 1. 1 H ire on re w or ke rs fo r al l tr ad es . 0.5 80 0 Ii Co co s lab om w r c e s on cr it ic al ac ti ni ti es . 6 .l 2. 3 Re tif g wo oe r of eo is tio g si te co nd iti on s. 0. 50 60 2. 5 Fl eo ise th e pr oj ec t fin is h da te . lb low eh oa tio nm na ra le 0. 16 66 67 3 0. 50 11 10 .0 0 3 I Re co rr ec tio n ac tio n - la ck of su pp or tin g ev id en ce 56 Fr ee r io co ns tru ct io n 0. 33 33 33 1 0. 10 21 15 .00 13 I Ho co rr ec tiv e ac tio n — la ck of su pp or tin g eo id en ce gr eg at ed Pr ok ie ns Pr oj ec t Fe ud C or re ct iv e Pc tio o 1* ,. Ile sc rip tio n 1.1 hi re wo re ou rk er s fu r al l tra de s. 0.4 70 6 II 2. 3 R et if yo ao er of eo is ti ng si te co nd it io us . 0. 26 17 41 1. 3 Fo cu s lab ou r re so ur ce s no cr it ic al ac ti vi ti es . 8. 21 18 It 2. 5 Re ni se th e pr oj ec t fi ni sh da te . 0. 65 29 Ii 1S tr e n g t P r e b le o iti mb er I F ig ur e 4. 18 A na ly si s at P ro je ct L ev el fo r E xa m pl e us in g F re qu en cy of O cc ur re nc e UR Sa C O N S T ft tT C T IO N M A N A G E M E N T L A B R E P C O N T 5 S a m p le t e i t p r o je c t fo r B e n ja m In ’. L In e a l. Pa ge lO t D A IL Y S IT E P R O JE C T A N A L Y S IS R E P O R T fi le Os ed l’\ 0I P7 tm \fl IO JJ ,\T 1T Re po rt D at e: 72 01 19 3 R ep or t T iw 78 :0 1: 22 R ev is io n lb nh er : 0 Pr og re ss D at e: 14 11 19 2 Pa te di od on [r oe 70 3( 01 )2 to 11 11 89 7 Re tto si us ed nu n vi o d e i 9ld io g co od iti oo .a ot oi or lo st To ta l nn p,h rr of da s lo st : 19 98 To ta l rn o, he r vi oa nt o, or s lo st : 72 .0 0 fr oh ir o So ur ce D is pe rs in o 2 to ta l to ta l 7 to ta l to ta l 2 to ta l Pr oj ec t jo el fo re nc tin o R et io n St re ng th it , lie sr ri pt io o 1M ev da ys lo st da ys lo st dr s lo st ai rs lo st oc cu r oc cu r lb . D es cr ip tio n .p . 12 Pr ov in g er ro rs 0.1 1,6 66 7 5 1. 88 6 1. 80 3 I lb co rr ec tio n ac tio n - la ck of oo pp or tio g eo id eo ce 0 0 TI (o nf lic tio y in io r. at io o 0. 58 00 00 19 3. 08 18 .0 0 20 6 lb co rr ec tio n ac tio n - la ck of ss pp or tio g no id eo ce II to q, ti ,c ie ot na op iw er I .8 8 73 14 .5 8 35 .8 0 60 18 1. 1 H ire e no rk oe s fo e al l tr ad es . 0. 50 80 I. ] fo cu s la ke s re so ne ce s on cr it ic al ac ti vi ti es . 0O O0 0 2. 3 tb ti fg no os e of en is tio g si te co nd iti on s. 0. 50 00 2. 5 Re vi ve th e pr oj ec t iio ish da te . 0. 10 00 11, leo , on ito oa tio o/ ’e ’r al e 0. 16 66 67 3 0. 50 II 10 10 3 I lb co rr ec tio n ac ti on - la ck of no op po rti og oo id er ce 56 Er ro r jo ro os tr oc tio o 0. 33 33 33 I 0. 10 21 15 .8 0 13 4 lb co rr ec tio n ac ti on — la ck of uo pp or tio g nn id eo c.n (q ge eq at ed fro hl en os Pr oj ec t le ve l C or re ct io e Re tin o St re ng th Pr oh le n Ib od ier 1¾ .. P er ip ti oo II li re on ce ao rk rr s fo r al l tr ad es . 0. 59 68 II 7, 3 tb lo ly ne ve r of eo is ti og si te co od iti oo s. 0. 20 16 II I 3 [a nu s la ho or re sn oi rc es on cr it ic al ac ti ni ti os . 0. 16 13 II 25 R in se ti n pr oj ec t (i si s 6 da te . 0. 01 03 II Fi gu re 4. 19 A na ly si s at Pr oj ec t L ev el fo r E xa m pl e us in g M an ho ur s L os t U S C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T h S a m p le te a t p r o je c t fo r B e n ja m in ’ . S h e il a Pa ge 1 Of D A IL Y S IT E P R O JE C T A N A L Y S IS R E P O R T Fi le Re ed : D: \R l3 ’2 80 \P RO J* \T RT Re po rt Da te: 22 1t1 E9 3 Re po rt Ti we 20 :o 2: 36 R ev is io n th oi bo r 0 Pr og re ss Ra t& tlf lE 92 Da te Vi nd na ’ frc o’ 28 i1t 19 2 to l4 flE 92 Re th ed os ed : ma n- ad o Re ig ht in g co nd iti on : tin e_ lo st To tal oo nh er of da ’s lo st : 19 .9 0 To tal eo mh er of ,m ao ln or s le st : 72 .0 8 Pr nh le e Se or ce D is pe rs io n 7 to ta l to ta l 7 to ta l to ta l 2 to ta l Pr oj ec t Le ne l C or re ct in e R et in a St re ng th Re . D es cr ip tio n lo de n do gs lo st do gs le st aI rs In st ed rs le st oc cu r oc cu r Re . Re sc rip tio a 32 Rr aa in g er ro rs 0. 16 65 67 S 1. 08 5 4. 00 3 1 Re co rr ec tin e ac tio n - la ck of w pp nr tio en id ee ce 34 Co nf lic tin g in fo rm at io o 0.5 00 00 0 19 3. 88 25 18 .0 8 28 6 It co rr ec tin e ac tio n - lac k of sn pp or tio g eo id ee co 41 ln eo ff ic io nt ea np on er 1. 88 00 88 73 14 .5 0 35 6. 00 68 18 1. 1 H ire wo re ne rk ne s fo r al l tra de s. 0. 50 00 1. 3 fo cu s lab ou r re sm irc eo on cr iti ca l ac tio lti es . 0 .0 2. 3 Re tif g m aw r of en io tie g si te co nd iti on s. 0. 58 00 2. 5 D en ise th e pr oj ec t fi ei sh da te . 0.1 00 0 lS lm ,w tin at in n/ ne ra le 0.1 66 66 ? 3 0. 50 14 10 .88 3 I R ec or re ct in ea ct ie o- la ch of ni pp or tin ge ni de oc e en id eo ce D gg re ga te d Pr oh ie ns Pr oj ec t Le ne l C or re ct in e Re tio n St re ng th Pr oh lo n Itr nb er Re . D es cr ip tio n 1. 1 H ire ne ro w or ke rs fo r al l tr ad es . 0. 42 06 41 2. 3 R et ifg ow ne r of ee is tio g si te co nd iti on s. 0. 20 9? 41 1. 3 fo cu s la ho or re so ur ce s on cr it ic al ac ti oi ti es . 8, 23 18 41 2. 5 De ni se tI e pr oj ec t Fi ni sh da te . 0. 05 79 41 F ig ur e 4. 20 A na ly si s at P ro je ct L ev el fo r E xa m pl e us in g T im e L os t Table 4.1 Interpretations of Case Study Example which are included in Appendix F Full time frame (07FEB94 - Partial time frame (07FEB94 - 04MAR94) 18FEB94) Freq. Time MHrs Freq. Time MHrs Lost Lost Lost Lost Activity /w x completed activities Activity w/o completed activities Trade Level X X X X X X Project Level X X X From the results of the interpretation, several conclusions were drawn: • The project sustained the majority of its manhours lost from problem source “Too much precipitation”, although it was not a wide spread problem at the site and only affected about 18% of the activities (treating each location of each activity as a separate activity) (See Figure 4.21). • Problem source “Insufficient manpower” was one of the more frequently appearing problems (Figure 4.21). It resulted in 15.58 days lost and appeared in half of the activities at different locations (DI = 0.5); however, it was not a large contributor to manhours lost (only 6 Out of 265.5 manhours lost). Overall, this problem source was a project problem that management needed to focus upon since it was not a localized problem (as compared to problem source “Insufficient / Incomplete Drawing” which had a DI of 0.107). 150 U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N Th U t 0 - B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T Pa ge I Of I D A IL Y S IT E P R O JE C T A N A L Y S IS R E P O R T fi le Us ed : k: \0 1y 20 0\ Pl l0 32 9\ OB IY IR I Re po rt la te : 22 R1 t9 3 Re po rt Ti m e: 21 :1 3: 00 Re oi oi oo lIa ,th er : I Pr og ro ss Da te 04 W 19 4 Pa te Ui od oo : fro m 07 11 09 4 to O llk ll9 l Itt lo ol os ed : oa om io Re ig kt io g co nd iti on : fre qo eo cg of oc co rre oc e To to l oo nk er of do gs lo st : 44 .23 To tal oo mb er of oa o[ oo ro los ’1: 26 5.5 0 Pr ob lem So or ce Re . R es cr ip tio o II To o mo ck pr ec ip ito tis o 31 Io su ff ./l oc oo pl . Rr ao io g 32 Rr ao in g er ro rs 31 fo of lic tio g io fo rm at io o 41 lo so ff ic ie ot ma cp ow er II ta o sh ill le oe l 46 la o m ot io at io ol m ar ol e 52 Re ma rk (U or lo ua os bi p) 5k Er ro r io co os tr oc tio n 57 l.a go ot er ro r 72 Po or gr oo nd co nd iti on s 95 Re la g in ao ar d. co nt ra ct A gg re ga te d Pr ob le m s Pr oj ec t te nd C or re ct io e A ct io n Re . R es cr ip tio o 2. 3 R et ifg m in er of ex is tin g si te co nd iti on s. 0. 68 49 41 1. 1 lir e m ar e oo rt er s fo r al l tr ad es . 0. 19 72 41 2. 5 R eo is et he pr oj ec tf io is kd at e. 0. l5 4R II I. ) fo co sl ak oo rr es oo rc es on cr it ic al ac ti oi ti eo . 0. 04 40 II (S tr ee ot k 1 29 33 1. 1 1. 3 2. 3 2. 5 0.1 70 57 1 6 2. 75 0 20 .0 0 11 12 0. 07 11 29 1 0. 50 5 12 .0 0 3 3 0. 03 53 14 2 1. 00 0 0. 00 1 1 0.1 70 57 1 5 2. 40 16 11 .50 14 16 0.1 70 57 1 13 5. 75 2 6. 00 0 9 0. 03 57 14 2 0. 75 0 0. 00 3 3 0.0 35 71 4 7 3. 00 0 0. 00 4 5 Ri sp er sie o 2 to ta l to ta l 2 to ta l to ta l 2 to ta l Pr oj ec t La oe l Co er ec tio e kt io o I t do gs lo st do gs lo ot Eu -s lo st ud is lo st oc cu w oc co r Re . D es cr ip tio n 0.1 70 57 1 IS 6. 75 40 12 7.0 0 13 15 Re co rr ec tin o ac tio o - lac k of su pp or tin g eo id eo ce 0.1 07 14 3 S 2. 25 6 17 .00 5 6 Re co rr ec tio e ac tio o — lac k of su pp or tin g eo id eo ce 0. 07 14 29 3 1. 25 4 10 .00 2 2 Re ci rr ec tio e ac tio n — lac k of oe pp m tio g en id en ce 0.1 07 14 3 5 2. 25 10 26 .0 0 6 7 Re co rr ec tio e ac tio m - lac k of su pp or tin g en id er ce 0 .S 0 0 35 15 .50 2 6. 00 H ire m ar e w or ke rs fo r al l tra de s. fo nt s lak uo ur re so ur ce s oo cr iti ca l ac tin iti es . R et ifg m in er of eo is tin g sit e co od iti oo s. De ni se tie pr oj ec t fio is k da te . Re co rr ec tio e id io m - la ck of su pp or tio g en id eo ce Re co rr ec tio e ac tio n - lac k of su pp or tin g en id eo ce Re ce rr ec tin e ac tio n - lo ck of su pp or tin g en id en ce Re co rr ec tio e ac tio o - lo ck of su pp or tin g eo id eo ce Re co rr ec tio e ac tio o — lac k of su pp or tin g en id eo ce Re co rr ec tin o ac tio n - lo ck of su pp or tin g en id eo u- e Re co rr ec tio o ac tio o - lac k of su pp or tin g eo id en ce 0. 05 64 0. 20 00 0. 05 64 0. 70 00 15t re og tk jP ro k ft o. r I Fi gu re 4. 21 A na ly si s at pr oj ec t le ve l fo r C as e St ud y us in g Fr eq ue nc y of O cc ur re nc e • The system successfully combined the corrective actions according to the different weighting criteria. The aggregate corrective action routine worked as expected, though few corrective actions were eliminated (which confirmed our observations in chapter 3). For example, Figure 4.22 illustrates the activity analysis of “Hard Landscaping” for the analysis time frame of 07FEB94 to 04MAR94. Out of a total of 36 corrective actions, only two corrective actions (9.1 and 1.3) were eliminated during the aggregation process. If the compatibility coefficients are accurate, this result points to the need for additional input from the user dealing with relative effectiveness of different corrective actions. • Using the same example in Figure 4.22, it is clear that some of the rules used in the thesis need review and refinement. For example, problem source “Error in Construction” suggested corrective action 7.3 (Open a delay claim) with strength of 0.5 which is not appropriate for the situation. Nevertheless, after aggregating corrective actions, this corrective action received a low priority in the suggested list of corrective actions. • If no information is recorded for the user selected criteria, e.g. no manhours lost for a trade when the user selected manhours lost as his criterion, then the aggregation routine for the trade/project is skipped and a message “No time_lost/manhours lost for all problems of the trade” is printed out. • Only one problem source, “undermanning”, was treated at the project level; thus, the analysis for all other recorded problem sources reported “No corrective action - lack of supporting evidence”. • Only a limited number of problem sources are treated at the trade level--”Conflicting information”, “Insufficient manpower”, and “Construction Error”. However, other untreated problem sources still take part in the corrective action aggregation routine by assigning a corrective action of “DO NOTHING - LACK OF EVIDENCE” to them. 152 U B C C O N S T R U C T IO N M A N A G E M E N T L A B FL EP C O N EB B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T Pa ge I Of 3 D A IL Y S IT E A C T IV IT Y A N A L Y S IS R E P O R T Fi le Us ed P: \H EP ZO S\ PI 1O J2 9\0 l)W UU D ep or t Pa te 23 DE C9 3 D ep or t Ti ne : 10 :5 2: 24 Re vi sio n tIm be r: 0 Pr og re ss D at e: 04 08 09 4 Pa te Ui nd vu Fr om 07 FE B9 4 to 04 10 01 94 De th ed nn ed m ax -o jo ho ig ht in g co nd iti nn fre qu en cy of oc cu rr en ce Ex clu de co m pl et ed ac ti vi ti es ti v it y : 50 03 88 F/ D /P /C /S 110 111 laI DS CD d1 tO bc : SI TE Tr ad e re sp on si bl e: a O D St ar t da te : 09 FE B9 4 Pr oj ec te d( 10 tu al ) fi ni sh da te : 08 10 01 91 To ta l du ra tio n: 20 da ys Re m ain in g du ra tio n: 2 da ys , 10 2 Fr ee fl oa t 67 da ys To ta l fl oa t: 67 da ys to ta l flo at /re m ai ni ng du ra tio n: 33 .5 0 B ut in ity A ttr ib ut es De gr ee of fp li ca bi li ty I Hi gh pr ec ip ita tio n :1 .0 0 3 Hi gh te m pe ra tu re :0 .6 0 1 te a te m pe ra tu re : 1. 00 7C rx xn dc oo di tio ns :1 .0 0 O S to ra ge no si te :1 .0 0 9 Si te co ng es tio n :1 .0 8 II Ex te rn al ac ce ss :1 .0 0 12 te bo ur in te ns in e :0 .0 0 14 B uf fe r ac tiv ity :0 .5 0 16 D es ig n ch an ge s :1 .0 0 lB C on tra ct pr ov is io n :0 .5 0 21 l.e ar ni ng cu rv e ef fe ct s : 0. 20 22 D es ig n co m pl ex ity :1 .0 0 To ta l nu mb er of do gs lo st : 9. 55 To ta l nx mb er of m an ho ur s lo st : 00 .0 0 - Pr ob lem So or ce to ta l to ta l 2 to ta l to ta l 2 to ta l A ct in ity l.e oe l Ea rr ec tin e A ct io u St re ng th Ii . D es cr ip tio n da ys lo st do gs lo st m li’ s lo st m li’ s lo st oc cu r oc cu r 08 . D es cr ip tio n 11 To o ne ch pr ec ip ita tio n 16 1. 50 19 17 .0 0 14 I 1. 1 Pr ov id e a pr ot ec te d eo oi ro on eo t or sh el te r. 0. 40 00 1. 2 Po stp on e th e ac tio ity to a tin e wi od ow w ith be tte r 1. 00 00 an tic ip at ed w ea th er co nd iti on s. 3. 2 Ub er e ap pr op ri at e, us e ex tra so pp or t or sh or in g to 1. 00 00 al le oi at e po or gr ou nd co nd iti on s. 4. 3 In cr ea se th e re m ai ni ng du ra tio n on th e ac tin ity . 1. 00 00 6. 1 Pu rs ue a pr oj ec t tin e ex te ns io n fo r un re as on ab le 0. 50 00 de la y be yo nd co nt ra ct or ’s co nt ro l. 9. 1 Do no th in g. 0. 50 00 31 lo so If /I nc om pl . Dr aw in g 0 0. 75 0 7. 00 10 3 4. 1 Po stp on e th e ac ti ni ty . 1. 08 00 4. 2 Dx se co nd ar y wo rk ou th e ac tio ity . 0. 20 00 F ig ur e 4. 22 A ct iv ity A na ly si s R ep or t fo r A ct iv ity “H ar d L an ds ca pi ng ” in C as e St ud y Pa ge 20 f 3 4. 3 In cr ea se th e re m ai ni ng da ra tio o no th e ac tiv ity . S i In pr ov e ar ch ite ct /e nq in ee r/c en io ul ta nt co er di oa tio o. 7. 2 Is su e a .r c to th e pa rty co nc er ne d to re qo es t dr an in g co ql et io n. 32 Pr ao io y er ro rs 3 5 4. 00 3 1 2. 6 ie n w or ke rs ar e id le , re m ot e va np io ie r to ot he r ac ti vi ti es to pr ev en t se ve re m ao po ue r lo ss . 4. 18 No te do wn in da ily re po rt da te s of in fo rm at io n re qu es te d, co en er sa tio ns /v er ha l iz tr oc ti nn s, te le ph ei c ca ll s et c. . 5. 14 Be go es t io fo v’ m ot io n/ cl or ifi co tio o fro m ar ch ite ct 1. 06 00 an d/ or co os el ta nt ts l A S . 34 C on fli ct in g in fo rm at io n 10 1. 75 30 26 .0 0 17 5 2. 6 lb n w or ke rs or e id le , re ro ut e m an pn ve r to ot he r 8. 00 00 ac ti ni ti es to pr eo en t se ve re ma np ow er lo ss . 4. 2 Do se co nd ar y wo rk on th e ac tio ity . 0. 00 00 1. 12 Ith ui to r th e ac tiv ity cl os el y. 1. 00 00 5. 9 Im pr ov e ar ch ite ct /e ny in ee r/ co os ol ta nt 1. 00 00 co or di na tio n. 5. 10 Co nt ac t re le na nt pa rt ie s fo r co rr oc tio v an d/ or 1. 00 00 in fo rm at io n. 41 le so ff ic ie nt va np oa er 29 2. 75 0 0. 00 17 5 4. 3 In cr ea se th e re m ai ni ng do ra tio n on th e ac tin ity . 0. 00 00 46 le a ve tia at io o/ vo ra le 5 0. 50 9 0. 00 7 2 1. 3 Tr y to im pr on e w or ki ng co nd iti on s. 0. 30 00 2. 2 R ea llo ca te ma np ow er fra n. pr ef er ab ly a he ff er or O .5 no n- cr iti ca l ac tiv ity (T XS ST TI to ac tiv ity 0) 19 97 2. 2. 5 If law w ot in at io n is eo hi hi te d by sp ec if ic cr ew 0. 70 00 ve nh er s, la y of f on pr od oe tiv e w or ke rs an d se ek oe m on es . 2. 6 I0 ieo an rk er s ar e id le , re ro ut e ma np ow er to ot he r 0. 50 00 ac ti ni ti es to pr ev en t se ve re ma np ow er lo ss . 4. 1 P os tp ov et lc ac ti vi ty . 0. 50 00 St Er ro r in co os tro ct in o 11 1. 05 23 20 .0 0 28 0 2. 2 O ea llo ca te ma np ow er fro m pr ef er ab ly a bm ffe r or 0. 00 00 w on — cr iti ca l ac tiv ity (O OS ST TI to ac tiv ity 0) 11 97 2. 4. 3 In cr ea se th e re m ai ni ng da ra tio n no th e ac tiv ity . 0. 50 00 4. 21 A llo ca te tiw e fo r re w or k to co rr ec t er ro r. 5. 10 Co nt ac t re le va nt pa rt ie s fo r cv rr ec tiw o an d/ or 1. 00 00 in fo rm at io n. 5. 12 N ot ify ow oe r/p ro je ct m an ag er ab ou t th e po ss ib ili ty 0. 56 00 of de la y it th e ac tiv ity af fe ct ed is a cr it ic al vi le. 5. 16 Is su e sp ee dy .r c tv af fe ct ed pa rt ie s. 0. 50 00 5. 17 D et er m in e th e im pa ct of co w ot ro ct io n er ro r ov th e 0. 50 00 pr oj ec t: if cr it ic al , se ek ad di tio na l tr ad e/ w or ke rs fo r re ve rb . 7. 3 Op en a de la y cl ai m . 57 la yo ut er ro r 10 1. 00 7 6. 00 3 1 4. 14 C or re ct co ns tru ct io n er ro r at si te im m ed ia te ly if po ss ib le . 4. 05 D isc us s m ith /w ot ify so kt ra de (s l of re qo ire d ch an ge s in la yo ut . 5. 14 Re qo es t in fo rm at io n/ cl ar if ic at io n fro m ar ch ite ct 1. 00 00 an d/ or co ve ul ta nt le ) AS O? . A gg re ga te d Pr ob le ns A ct iv ity le nd C or re ct iv e A ct io n St re ng th Pr ob lem th in ke r lbs . D es cr ip tio n 4. ] In cr ea se th e re va in iv y du ra tio n on th e ac tin ity . 0. 25 00 11 31 11 S6 5. 10 Co nt ac t re le na nt pa rt ie s fo r cn rr ec tia o an d/ or 0. 09 16 34 56 in fo rv at in n. 2. 2 D ea llo ca te ma np ow er fro m pr ef er ab ly a ko ff er or 0. 05 71 46 S6 Pa ge 3O f 3 no n- cr iti ca l ac tiv ity (tt SS TT ) to ac tiv ity XX VY ?2 . 2. k lih en w or ke rs ar e id le , re ro ut e wa np on er to ot he r 0. 05 53 32 34 46 ac ti vi ti es to pr ev en t se ve re ma np ow er lo ss . 5. 9 In pr ov e ar ch ite ct /e ng in ee r/ co ns ul ta nt 0. 85 15 31 31 co or di na tio n. 4. 21 A llo ca te ti lE fo r re un rh to co rr ec t er ro r. 0. 04 33 56 4. 1 Po stp on e th e ac tio ity . 0. 04 18 31 16 4. 12 llv ni te r tk e ac tiv ity cl os el y. 0. 03 75 34 1. 2 D os ec on da ry w ar ko ot he ac tin ity . 0. 03 5k 31 34 4. 18 th vt e do wn in da ily re po rt da te s of in fo ro at io n 0. 03 51 32 re ’p ie st ed , co no er sa tie es /n er ha l in st ru ct io ns , te le ph en e ca ll s et c. . 1. 2 Po stp on e th e ac tiv ity to a ti lE wi nd ow w ith he tte r 0. 03 13 11 an tic ip at ed w ea th er co nd iti on s. 3. 2 lM wr e ap pr op ria te , as s en tra su pp or t er sh er in g to 0. 03 13 11 al le ni at e po ur yr no ni l co nd iti on s. 7. 2 Is su e a me we to th e pa rty co nc er ne d to re qu es t 0. 82 80 31 dr aw in g cn w pl et io n. 5. 12 It ti fy ow ne r/p ro je ct wa na ye r ah eu t th e pu ss ih ili ty 8. 02 70 56 of de la y if th e ac tiv ity af fe ct ed is w cr it ic al on e. 5. 16 Is su e sp ee dy i n In af fe ct ed pa rt ie s. 0. 02 70 5. 17 lle te rw in e th e pa ct of co ns tru ct io n er ro r on th e 0. 02 70 pr oj ec t: if cr it ic al , se ek w dd iti on al tr ad e/ w or ke rs fo r re w or k. 7. 3 Op en a de la y cl ai m . 0. 02 70 5k 5. 11 le yn es t in fo rm at io n/ cl ar if ic at io n fr ow ar ch ite ct 0. 02 48 32 57 an d/ or co ns ol ta nt ls l $ f. çj y 2. 5 If low w vt in at io n is en hi hi te d hy sp ec if ic cr ew 0. 01 93 46 ta g we v’ kc rs, la y of f no pr od nc tio e wo ek er s an d se ek ne w no es . 6. 1 Pa rs on a pr oj ec t tim e eo te ns io o fo r an re as no ah le 8. 81 57 Il de la y he yn od co nt ra ct or ’s co nt ro l. 4. 15 Pi sc os s w ith /n ot if y sn ht ra de ls l of re qu ire d 0. 01 33 57 ck an ye s in la yo ut . 1. 1 Pr ov id e a pr ot ec te d eo oi re cm eo t or sk el te r. 0. 01 25 Il 1. 14 C or re ct co ns tru ct io n er ro r at si te im ed ia te ly if 0. 00 80 5? po ss ik lr . • Different weighting conditions used in the analysis did effectively result in different aggregated corrective actions and corrective action rankings. An example can be observed by comparing the project analysis reports for Date Window 07FEB94 to 04MAR94 using weighting criteria of time lost and manhours lost (see Figure 4.23 and Figure 4.24). When the analysis used time lost as the weighting criteria, with a large percentage of the time loss coming from the problem source “undermanning”, the corrective actions from the problem source were retained. On the other hand, when the analysis utilized manhours lost as its weighting criteria, due to the small contribution of the undermanning problem source to manhours lost (only 6 out of 265.5 manhours lost were from undermanning), the corrective actions for undermanning were effectively eliminated using the corrective action aggregation routine. • More problem sources need to be treated at the project and trade levels. The ideal situation would be to have the same set of problem sources treated at all three analysis levels. It was observed that corrective actions from trade and project level analyses got eliminated due to this lack of treatment. A good example is displayed in the trade analysis for the drywall subcontractor (Trade 09) in Figure 4.25 accompanied by the calculations in Figure 4.26. Since many problem sources under this trade were not treated, the result led to the suggested corrective action of “DO NOTHING - LACK OF EVIDENCE”. As verified from the manual calculation, the analysis procedure is correct and is a result of the small number of problem sources treated at the higher level of analysis. • A deficiency was observed in the calculation of the dispersion index (DI) for a trade when there is only one single activity of the trade during the analytical time frame. It was observed that a DI of 1.0 would result for a problem source when the trade either worked only on a single location activity or just started at the first location of an activity for the whole project. Modifications for calculation of the dispersion index should be explored in future work. 156 U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T 0 fi le Us ed : D :\t t7 20 0\ P0 tJ2 9\ D fD ffl JJ B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T D A IL Y S IT E P R O JE C T A N A L Y S IS R E P O R T Re po rt Da t& 22 00 29 3 Re po rt T ie : 21 :0 0: 27 Re oi sio o W r 0 Pr og re ss Da te: 0* 80 19 4 Pa ge 10 1 I Da te W ind ow : fro m 07 11 19 4 to 0 ll 9 4 Ile tlu d us ed : qa c- ni o lk ig kt in g co nd iti on : tim e os t To ta l si nk er of da gs lo st : 11 .2 1 To ta l oo ok er of m ao lo wr s lo st : 26 5. 50 D isp er sio m 7 to ta l to ta l to ta l to ta l 7 to ta l Pr oj ec t le ve l C or re ct io n U sti oo lu dn o da gs lo st da gs lo st od es lo st di rs lo st oc co r os co r lb . D es or ip tio n 0. 17 09 1 15 6. 75 40 12 71 0 13 IS lb co rr ec tio n ac tio n - la ck of su pp or tin g no id on ci 0. 10 71 43 S 2. 25 6 17 ,0 0 5 6 lb co rr ec tio n ac tio o - la ck of so pp or tin g no id eo ce 0. 07 11 29 3 1. 25 4 10 .0 0 2 2 lb co rr nc ti oo ac ti oo -l ac ko fs op po rt in go w id nn ce 0. 10 7l l3 S 2. 25 10 26 .0 0 6 7 lb co rr ec tio n ac tio n - la ck of so pp or tio g oo id en ce 0. 50 00 00 35 15 .50 2 6. 00 29 33 H ire wo rn w or ke rs fo r al l tr ad es . ra ce s la ko or re so ur ce s on cr it ic al ac ti oi ti es . lb ti fg ow ne r of oo is tio g si te co nd iti on s. O on ise tI n pr oj ec t fi ni sk da te . lb co rr ec tio n ac tio o - la ck of so pp or tio g en id no ce lb co rr oc tio e ac tio n — la ck of su pp or tio g on id en ce lb co rr ec tio n ac tio n - la ck of su pp nr tin g on id eo ce lb co rr ec tio n ac tio n - lo ck of su pp or tin g oo id oo re lb co rr ec tio n ac tio n - la ck of su pp or tin g ev id en ce lb co rr ec tio n ac tio n - la ck of su pp or tin g on id ee ce lb co rr ec tio n ac tio n - la ck of su pp or tin g ow id eo co 0. 09 64 0. 20 00 0. 09 61 0. 70 00 A gg re ga te d Pr ob le m s Pr oj ec t Le nd C or re ct io n U st io o St re ng tk Pr ok le o D at er lb . D es cr ip tin o 2. 3 Lb tif g ow ne r of en is tin g si te co nd iti on s. 0. 55 65 41 1. 1 lli re wo re nn rk er s fo r al l tr ad es . 0. 22 13 II 2. 5 Re ni se th e pr oj ec t fi oi sk da te . 0. 17 20 II I. ) fi co s la kn nr re so ur ce s no cr it ic al ac ti oi ti es . 0. 04 94 II F ig ur e 4. 23 P ro je ct A na ly si s R ep or t fo r C as e St ud y us in g M an ho ur s L os t cr it er ia fr om Pr nk le w So ur ce It . D es cr ip tio n II To n in ick pr ec ip ita tio n 31 lo su ff ./l oc n, gi l. D ra ai eg 32 Dr aw in g er ro rs 34 C on fli ct in g in fo rm at io n 41 In su ff ic ie nt ma np ow er kM -a 1. 1 1. 3 2. 3 2. 5 44 l.o a sk il l le nd 0. 17 05 71 6 2. 75 0 20 .0 0 11 12 46 to n w ot in at in n/ oa ra ln 0. 07 14 29 I 0. 50 S 12 .0 0 3 3 52 Re wo rk tR er ln sa ns hi p) 0. 03 57 14 2 1. 00 0 0. 00 I 1 56 fr rn r in co ns tru ct io n 0. 17 05 71 S 2. 40 16 41 .5 0 II 16 57 La go nt er ro r 0. 17 05 71 13 5. 75 2 6. 00 0 9 72 Po or gr ou nd cn nd iti nn s 0. 03 57 14 2 0. 75 0 0. 00 3 3 95 On lag in aw ar d, co nt ra ct 0. 03 57 14 7 3. 00 0 0. 00 4 S tr en ot j 07 F E B 94 to 04 M A R 94 U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T h B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T Pa ge 10 1 1 D A IL Y S IT E P R O JE C T A N A L Y S IS R E P O R T Fi le Us ed : R: \R ()’ 20 8\ Pl l0 i2 9\ RI 3W IO I Re po rt Ra te : 2Z 0. 93 Re po rt Ti ne : 21 09 :4 7 Re vi sio n W r: 0 Pr og re ss D at e: 0 9 4 Pa te Id ind ow : Fm .. 07 11 31 91 to 04 15 99 4 R et Ie d us ed va x- ni n Ik )ig ht in g co nd iti co va nl eu r lo st To ta l nu vb er of d a 9s lo st : 44 .2 3 To ta l no r.b er of oa ol oo ar s lo st : 26 5. 50 1. 1 1. 3 2. 3 2. 5 Pr ob le .. So ur ce D is pe rs io n 2 to ta l to ta l to ta l to ta l 2 to ta l Pr oj ec t l.e oe l C or re ct iv e Ih tio n St re ng th 1k ). R es cr ip tio n lo de n da gs lo st da .js lo st id es lo st m irs lo st oc co r oc co r 1k ). O es er ip tio e 11 1e v pin ch pr ec ip ita tio n 0. 17 05 71 05 6. 75 II 12 7. 80 1) 15 1k) co rr ec tiv e ac tio n — hc k of su pp or tin g eo id en ce 31 ln su ff ./l nc av pl . D ra ai ng 0. 00 71 43 S 2. 25 6 17 .0 0 5 6 Re co rr ec tiv e ac tio n - la ck of su pp or tin g vo id en ce 32 D ra ai nq er ro rs 0. 07 14 29 3 1. 25 4 10 .0 0 2 2 Re co rr ec tiv e ac ti on - la ck of su pp or tin g ew id eo ce 34 C on fli ct in g io fo rn at io o 0. 10 71 43 5 2. 25 10 26 .0 0 6 7 Mo co rr ec tiv e ac tio n — la ck of su pp or tin g ev id en ce 41 In su ff ic ie nt M an po we r 8. 58 68 60 35 15 .5 9 2 6. 00 29 33 H ire wo re w or ke rs fo r al l tr ad es . Fo co s ta bo ne re en ir ce s no cr it ic al ac ti vi ti es . R et ilg ow ne r of eo is tin g si te co nd iti on s. Re vi se th e pr oj ec t fi ni sh da te . Re co rr ec tiv e ac tio n — la ck of su pp or tin g eo id en ce Ito cn nr oc tiv e ac tio n - la ck of su pp or tin g ev id en ce Re co rr ec tiv e ac tio n - la ck of su pp or tin g ev id en ce Ito co rr ec tiv e ac tio n - la ck of su pp or tin g ev id en ce Re co rr ec tiv e ac tio n — la ck nf su pp or tin g ev id en ce 1k) co rr ec tin e ac tio o — la ck of su pp or tin g ev id en ce 1k) co rr ec tiv e ac tio n — la ck oF su pp or tin g ev id en ce 44 lo u sk il l le ne l 46 le o m ni tin at io o/ w oe al e 52 Re wo rk (r ku ao s1 iip l 56 Fr ro r in co ns tru ct io n Si La go at er ro r 72 Po or gr ou nd co nd iti on s 95 Pe la j in aa ar d. co nt ra ct 0. 17 95 71 0. 01 14 29 0. 03 57 14 0. 17 05 70 8. 17 05 71 0. 03 57 14 0. 63 57 14 S 13 2 7 2. 75 8. 58 1. 00 2. 48 5. 75 0. 75 3. 66 5 0 lb 2 0 8 20 00 12 .0 0 0. 00 41 .5 0 6. 00 0. 00 8. 80 11 14 9 12 lb 9 S 0. 0% I 0.2 60 0 0.1 19 64 0. 78 00 Ag Ur eg ate d Pr nb le vs Pr oj ec t Le ve l C or re ct iv e ti o e St re ng th Pr ob lep i l* ud ie r Re . Pe sc rip tio v Do no th in g - la ck of eo id en ce . I1 .0 08 8 ji l 30 32 34 44 46 56 57 I Fi gu re 4. 24 Pr oj ec t A na ly si s R ep or t fo r C as e St ud y us in g T im e L os t cr ite ri a fr om 07 FE B 94 I— (I t 0 0 to 04 M A R 94 U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T 0 B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T D A IL Y S IT E T R A D E A N A L Y S IS R E P O R T Pa ge i Of 3 Fi le Ils ed : D :\D EP 20 0\ P0 0J 29 \IB W IS Da te Di od oo : Fr on 07 FE B9 4 to 04 10 01 94 ltt ho d es ed : ma o— nm lk ig ht io g ce od iti oo F r eq oe nc g of oc co rr eo ce D ep or t Da te: 22 D1 t9 3 D ep or t Ti on : 21 :1 5: 59 D eo isi oo th in ke r: 0 Pr og re ss D at e: O4 ltd PD 4 Tr ad e 09 DD V0 0L L 1K . To ta l no oh er of da gs lo st : 6. 00 To ta l no oh er of m an ho ur s lo st : 6. 00 Pr oh le n So or ce D is pe rs io n 7 to ta l to ta l 2 to ta l to ta l 2 to ta l Tr ad e Le nd C or re ct io e A ct io n St re ng th It . D es cr ip tio o lo de n da gs lo st da gs lo st id a’ s lo st tE n’ s lo st oc co r oc co r It . D es cr ip tio n 32 Dr aw in g er ro rs 0. 14 20 57 D7 1. 00 10 0 6. 00 5 1 It co rr ec tio n ac tio o — la ck of su pp or tio g eo id eo ce 41 lo sn lf ic ie ot na np ow er 0. 42 05 71 33 2. 00 0 0. 00 33 7 1. t D es ig n m ar e ma n to tIn e pr oj ec t. 1. 3 De pl ac o cr ew w ith a wo re ee pe rie nc ed on e. 0. 50 00 2. 4 Pr ep ar e de la g cl ai m . 0. 50 00 44 le a sk ill le oe l 0. 20 57 14 13 0, 75 0 0. 00 29 6 it co rr ec tio n ac tio n — la ck of su pp or tin g eo id en ce 52 De ne rk tU or lam an ck ip ) 0. 14 20 57 17 1. 00 0 0. 00 5 1 It co rr ec tio n ac tio n — la ck of su pp or tin g eo id er ne e 56 Er ro r in co ns tro ct io o 0. 14 21 57 0 0. 50 0 0. 00 10 2 1. 3 D ep la ce cr ew w ith a wo re en pe rie nc ed on e. 0. 50 00 1. 5 Se ek ad di tio na l wn rlo ieo fo r re w or k. 0. 50 00 2. 5 Pl ac e sp ec ia l at te nt io n no ac ti oi ti es fo r 0. 30 00 lo ca liz ed pr oh le n nt rc e. 57 La go ot er ro r 0. 20 57 14 13 0. 75 0 0. 00 19 4 It co rr ec tio n ac tio n - la ck of su pp or tin g en id en ce A gg re ga te d Pr oh le os Tr ad e Le nd C or re ct in e A ct io n St re ng th Pr ob lem ltn he r Ho . D es cr ip tio n Do no th in g la ck of en id en ce . I1 .0 00 01 32 44 52 57 Fi gu re 4. 25 T ra de A na ly si s R ep or t fo r C as e St ud y in ve st ig at in g ef fe ct of lim ite d nu m be r of U I tr ea te d pr ob le m so ur ce s Figure 4.26 Calculation for Trade 09 (Drywall) to validate the effect of limited number of problem sources 4.7 SUMMARY The results of the analysis at the activity, trade, and project levels of the case study helped to validate the analysis process of automated interpretation. Many refinements are needed for the system such as validation of the expert rules and compatibility matrix coefficients, modification in the dispersion index for single location activity, and treatment of more problem sources at the project and trade levels before the system can become a truly useful tool. Nevertheless, the results demonstrated the potential usefulness of the system for construction projects. Case study emple at trade level By Frequency of occurrence Problem Dl Sourre 32 0.142857 Freq of 0cc. ‘5Dl Nonoclized W W5DI 0.047619 0.006893 0.015385 0.333333 0.285714 0.047619 0.095238 0.190476 0.323077 0.184615 0.015385 0.030769 0.430769 0.142857 0.081633 0.096803 0.013605 0.190476 0.442177 44 52 1 1 0 0 0 0 0 0 0 0 0 0 Odg Dsta 32 0 0 0 0 0 0.0 1.1 1.3 1.5 2.4 2.5 Sum = 41 0.428571 7 44 0.285714 6 52 0.142857 1 56 0.142857 2 57 0.285714 4 Sum= 21 41 0 0.3 0.5 0 0.5 0 1.3 Normalized Strengths 32 34 0.0 1 0 1.1 0 0.230769 1.3 0 0.384615 1.5 0 0 2.4 0 0.384615 2.5 0 0 56 0 0 0.5 0.5 0 0.3 1.3 57 0 0 0 0 0 41 46 56 1 1 0 0 0 0 0 0 0.384615 0 0 0.384615 0 0 0 0 0 0.230769 57 0 0 0 0 0 Sum= 1 1 Combined Adjusted Strength let Data Coeff. 0.0 0.646154 0.292308 1.1 0.074556 -0.69586 1.3 0.136995 -0.59645 1.5 0.011834 -0.71953 2nd Data 0.657988 0.074556 0.136995 0 2.4 0.12426 -0.52189 Coeff. 0.315977 -0.71953 -0.59645 -0.71953 2.5 0.037101 -0.63905 3rd Data 0.732544 0 0.136095 0 Coeff. 4th Data 0.465089 0.739645 -0.86864 0 -0.59645 0.136995 -0.86864 0 0.12426 -0.53373 0.12426 -0.60828 0.12426 0.037101 -0.65089 0.037101 -0.72544 0 Coeff. 5th Data Coeff. 0.47929 0.863905 0.727811 -0.87574 0 -1 -0.60355 0.136095 -0.72781 -0.87574 0 -1 -0.61538 6th Data Coeff. 1 1 0 -1 0 -1 0 -1 -0.73965 0 -0.86391 0 -1 0 -0.86391 0 -1 160 CHAPTER 5.0 SUMMARY AN]) RECOMMENDATIONS FOR FUTUREWORK 5.1 SUMMARY With today’s advancements in technology, many new decision-making tools are possible for a project manager to control a project. Two such tools, a daily site data interpretation system and graphical representation of daily site data, were described in this thesis. The main objective of this thesis was to develop a system which could record and analyze problem sources and suggest relevant corrective actions at the activity, trade, and project levels. Using the work of Fayek (1992) as the starting point for the work, the following has been accomplished in this thesis: (1). The number of problem sources treated by the system at the activity level has been increased from 7 to 15. The problem sources added were determined through an extensive field study. (2). A six-month duration case study conducted on an on-going project enabled us to capture more knowledge from the construction industry. Specifically, insights into activity problem sources, corrective actions and reasoning processes linking problems with corrective actions were gained through observation of and discussion with construction experts. (3). The ability and usefulness of graphics for viewing data site data was demonstrated. The use of graphics allows large amounts of data to be visualized quickly, assisting in the spotting of trends and correlations amongst data items. (4) A routine was developed to combine corrective actions from individual problem sources at one work location of an activity to provide a single compatible set of corrective actions for all problem sources for that activity. The concept of compatibility coefficients was formulated for this task and a schema involving no user intervention was devised. 161 (5). Trade and project level analysis frameworks were developed using an analysis structure that parallels the one adopted at the activity level. Elements such as dispersion indexes, compatibility coefficients, and trade and project attributes were developed as part of the analysis schema. The open architecture of the analysis framework provides an interface that is flexible enough to be adopted for a diverse range of project types. (6). A prototype system was implemented in REPCON and tested using progressingly more complicated examples. Valid, if somewhat simplified, corrective actions were suggested for the activities, trades and project which experienced difficulties. The accuracy of the results produced by the prototype system was verified through a series of manual calculations. (7). Nevertheless, it was found that construction knowledge is very difficult to formulate. Much more research is needed in order to capture and document what constitutes construction expertise in the form of corrective actions, reasoning and data used to select one or more corrective actions to mitigate a problem source. 5.2 RECOMMENDATIONS FOR FUTURE WORK Further refinements and enhancements to the prototype system are required before it can provide the basis for an operational tool for project managers. The following recommendations reflect some of the deficiencies of the current system and highlight specific parts of the system which need to be strengthened and enhanced. Construction knowledge is difficult to formulate and document in a codified format. Much work remains to be done on the formulation and verification of expert rules. More problem sources need to be treated at the trade and project levels. Currently, only three problem sources, i.e. undermanning, 162 conflicting information, and construction error, are treated at the trade level and only the problem source “undermanning” is treated at the project level. This severely limits the capability of the system at the higher levels of analysis. Another feature that needs to be addressed for the data interpretation system is the analysis of problem sources for multi-location activities as a single unit. Currently, each location is treated as an independent activity. Clearly, there is a high potential for correlation of problems and corrective actions amongst locations of a repetitive or multi-location activity. Fayek (1992) indicated that a multi-location activity should be treated with an increase in duration for all successive locations of the activity, based on the likelthood of encountering similar problems in the remaining locations. Moreover, when a detailed schedule is defined, it often happens that an activity’s remaining duration at a specific location will be too short for the system to suggest proper corrective actions. A routine to combine all locations of an activity, or indeed all types of related work -- e.g. all activities related to concrete forming, into one work package is needed. This addition would lengthen the duration of a work package; and thus corrective actions suggested by the system could be suggested and implemented. Refinements should be considered in the computation of the dispersion index which applies to problem sources assigned to activities (recall: each location of a multi-location activity is treated as a separate activity) for analysis at the trade/project level. If a trade contains only one activity location during any analytical time frame, a dispersion index of 1.0 will be given to the problem source being analyzed. This suggests that the problem source is a very widely-spread problem, which is really not the case for this situation. An enhanced DI would account for the number of activity locations active during the analysis time frame. 163 Moreover, the dispersion index should be modified to consider the weighting criterion selected by the user. This adjustment will produce a more meaningful result at the individual problem source analysis. The current system calculates the dispersion index only according to frequency of occurrence; thus, the individual problem source analyses using the three weighting criteria produce identical results. Consider the following example using the modified dispersion index. If a problem appears at 5 locations for a trade with 5 activity locations, and only 4 of the 5 locations have manhours lost, and if the user uses manhours lost as the weighting criterion, the current disperison index would report a value of 1.0 while the modified DI would report a value of 4/5 = 0.8. Refinement is also needed for the compatibility matrix routine. For simplicity, this thesis limited the value of the compatibility coefficients at all analysis levels to either -1, 0, or 1. It is suggested that future researchers explore the effect of using compatibility coefficient with values within the range of -1 and 1. More work is also needed to verify whether the schema converges for all cases. To date, all evidence suggests that it does, although mathematical proof is needed to demonstrate that this is always the case. From the results of the aggregation routine, plus a review of the compatibility matrices, it seems that there is not a great deal of conflict amongst the corrective actions. This phenomenon resulted in very few reductions of corrective actions. Future work should investigate the value of user intervention in gauging the effectiveness of various corrective actions through a feedback loop. By assigning a value to each corrective action selected, the scalar S could be optimized, potentially leading to a much reduced corrective action set. Currently, the system does not take into account which corrective actions the user implemented through a previous round of analysis. A feedback loop between the user and the system is needed to consider actions previously implemented. 164 BIBLIOGRAPHY Aliwood, R. J. (1989), Techniques and Applications of Expert Systems in the Construction Industry, Ellis Horwood Limited, Chichester Diekmann, J. E. and Al-Tabtabai, H. 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(1983), “Building Expert Systems” Addison- Wesley Publishing, Mass. Hendrickson, Chris, Martinelli, David and Rehak, Daniel (1987), “Hierarchical Rule-Based Activity Duration Estimation,” Journal of Construction Engineering and Management, Vol.113, No.2, pp. 288-301 Levitt, R.E. and Kunz, J.C. (1987), “Using artificial intelligence technique to support project management,” Al EDAM, Vol. 1, pp. 3-24 McGartland, Martin R. and Hendrickson, Chris T. (1985), “Expert Systems for Construction Project Monitoring,” Journal of Construction Engineering and Management, Vol. 111, No.3, pp. 293- 307 Mohan, Satish (1990), “Expert Systems Applications in Construction Management and Engineering,” Journal of Construction Engineering and Management, Vol. 116, No. 1, pp. 87-99 Roth, Steven and Hendrickson, Chris (1991), “Computer-Generated Explanations in Project Management Systems,” Journal of Computing in Civil Engineering, Vol. 5, No. 2, pp 23 1-244 Roth, S., Mattis, J. and Mesnard, X. (1991), “Graphics and Natural Language as Components of Automatic Explanation,” Intelligent User Interfaces, Sullivan, Joseph and Tyler, Sherman, ed., ACM Press, New York, pp. 207-239 165 Russell, Alan D. (1991), “Automated daily site reporting,” Proceedings of the 1991 Canadian Society for Civil Engineering Annual Conference, Vol. III, pp. 405-414 Russell, Jeffrey S. and Chang, Luh-Maan (1987), “Methods for Construction Productivity Measurement,” AACE Transaction, pp. K. 1.1-K. 1.10 Shortliffe, E.H. (1976), “Computer-based medical consultation: MYCIN,” American Elsevier, New York Weiss, S., Kulikowski, C., Amarel, S. and Safir, A. (1978), “A Model-Based Method for Computer Aided Medical Decision-Making,” Artificial Intelligence, Vol. 11, pp. 145-172 166 APPENDIX A STANDARD STRENGTH VALUES FOR EXAMPLES IN THESIS 167 APPENDIX A STANDARD STRENGTH VALUES FOR EXAMPLES IN THESIS PROLBEM DESCRWION ATTRIBUTES AND WEIGHTS Too much precipitaiton 01 High precipitation 1.00 07 Ground Conditions 1.00 12 Labour intensive 0.80 13 Equipment intensive 1.00 14 Buffer activity 1.00 18 Contract provision 1.00 19 Controlled environment 1.00 20 Low tolerance 1.00 15 Site not ready 09 Site congestion 1.00 11 External access 1.00 12 Labour intensive 1.00 13 Equipment intensive 1.00 14 Buffer activity 1.00 16 Design changes 1.00 17 High inspection 0.50 18 Contract provision 1.00 31 Insuff./Incompl. Drawing 12 Labour intensive 1.00 13 Equipment intensive 1.00 14 Buffer activity 1.00 15 Innovative methods 1.00 16 Design changes 1.00 32 Drawing errors 14 Buffer activity 1.00 16 Design changes 1.00 17 High inspection 1.00 18 Contract provision 1.00 19 Controlled environment 1.00 20 Low tolerance 1.00 34 Conflicting information 09 Site congestion 1.00 10 Internal access 1.00 12 Labour intensive 1.00 13 Equipment intensive 1.00 14 Buffer activity 1.00 16 Design changes 1.00 18 Contract provision 1.00 19 Controlled environment 1.00 20 Low tolerance 1.00 168 41 Insufficient manpower 12 Labour intensive 1.00 13 Equipment intensive 0.50 14 Buffer activity 1.00 44 Low skill level 12 Labour intensive 1.00 13 Equipment intensive 0.50 14 Buffer activity 1.00 15 Innovative methods 1.00 20 Low tolerance 1.00 22 Design complexity 1.00 46 Low motivation/morale 01 High precipitation 1.00 03 High temperature 1.00 05 Humidity 1.00 12 Labour intensive 1.00 13 Equipment intensive 1.00 14 Buffer activity 1.00 17 High inspection 1.00 18 Contract provision 1.00 19 Controlled environment 1.00 20 Low tolerance 1.00 52 Rework (Workmanship) 12 Labour intensive 1.00 13 Equipment intensive 0.50 14 Buffer activity 1.00 15 Innovative methods 1.00 16 Design changes 0.50 17 High inspection 1.00 20 Low tolerance 1.00 56 Error in construction 09 Site congestion 1.00 12 Labour intensive 1.00 13 Equipment intensive 1.00 14 Buffer activity 1.00 15 Innovative methods 1.00 16 Design changes 1.00 17 High inspection 1.00 18 Contract provision 1.00 20 Low tolerance 1.00 22 Design complexity 1.00 57 Layout error 09 Site congestion 1.00 10 Internal access 1.00 12 Labour intensive 1.00 16 Design changes 1.00 17 High inspection 1.00 18 Contract provision 1.00 22 Design complexity 1.00 169 71 Inadequate external access 11 External access 13 Equipment intensive 14 Buffer activity 01 High precipitation 02 Low precipitation 07 Ground conditions 13 Equipment intensive 14 Buffer activity 12 Labour intensive 13 Equipment intensive 14 Buffer activity 18 Contract provision 14 Buffer activity 15 Innovative methods 16 Design changes 18 Contract provision 22 Design complexity 72 Poor ground condtiions 81 Unanticipated utilities 95 Delay in awarding contract 1.00 0.50 1.00 0.80 0.80 1.00 0.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 170 APPENDIX B ACTIVITY LEVEL ANALYSIS BY MANUAL COMPUTATION 171 Activity level analysis Activity 1 at location 1 (010101) Method used: MAX-MIN Problem source (Xi): 15 Site not ready Standard Strength: V9 VII V12 V13 V14 V16 V17 V18 X [ 1.0 1.0 1.0 1.0 1.0 1.0 0.5 1.0 System-derived data: Critical activity Percent_remaining_duration = 75% Ground Condition = Poor Manpower = insufficient Amount of time-lost = 10 Amount of man-hours lost = 15 Total amount of time lost = 43 Total amount of man-hours lost 54 Activity attributes: V1 V7 V9 V10 V12 V13 V17 V18 010100 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 S(X, V) matrix: V9 V12 V13 V17 V18 X [ 1.0 1.0 1.0 0.5 1.0 1 T(V, Z) matrix: V9 V12 V13 V17 V18 4007 [ 0 0 0 0 1.0 ] 7003 [ 0 0 0 0 1.0 ] 5012 [ 0 0 0 0 1.0 1 6003 [ 0 0 0 0 1.0 1 4002 [ 0 0 0 0 1.0 ] 6001 [ 0 0 0 0 1.0 ] 3005 [ 0 0 0.8 0 0 1 R1(X, Z): 3.5 4.2 4.7 5.12 6.1 6.3 7.3 X [ 0.8 1.0 1.0 1.0 1.0 1.0 1.0 Activity 1 at location 1 (010101) Method used: MAX-MIN Problem Source (X3): 31 Insufficient/Incomplete drawing Standard Strength: V12 V13 V14 V15 V16 X [ 1.0 1.0 1.0 1.0 1.0 1 System-derived data: 172 Critical activity Percent_remaining_duration = 75% Ground Condition = Poor Manpower = insufficient Amount of time-lost 3 Amount of man-hours lost = 2 Total amount of time lost = 43 Total amount of man-hours lost = 54 Activity attributes: V1 V7 V9 V10 V12 V13 V17 V18 010100 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 S(X, V) matrix: V2 V13 X [ 1.0 1.0 ] T(V, Z) matrix: V12 V13 V14 V15 V16 4002 [ 0 0 0.4 0 0.4 7002 [ 0 0 1.0 0 1.0 7003 [ 0 0 1.0 0 1.0 5009 L 0 0 1.0 0 1.0 R(X, Z): 4.2 5.9 7.2 7.3 X [ 0.0 0.0 0.0 0.0 ] Activity 1 at location 1 (010101) Method used: MAX-MIN Problem Source (Xi): 32 Drawing errors Standard Strength: V14 V16 V17 V18 V19 V, X [ 1.0 1.0 1.0 1.0 1.0 1.0 System-derived data: Critical activity Percent_remaining_duration = 75% Ground Condition = Poor Manpower = insufficient Amount of time-lost = 3 Amount of man-hours lost = 3 Total amount of time lost = 43 Total amount of man-hours lost = 54 Activity attributes: V1 V7 V V10 V12 V13 V17 V18 010100 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ] 173 S(X, V) matrix: V17 V18 X [ 1.0 1.0 1 T(V, Z) matrix: V14 V16 V17 V18 V19 V20 5014 [ 0 1.0 0 1.0 0 0 ] 7002 [ 0 1.0 0 1.0 0 0 1 4018 [ 0 1.0 0 1.0 0 0 ] 5012 [ 0 0.75 0 0 0 0 1 R(X, Z): 4.18 5.14 7.02 X [ 1.0 1.0 1.0 1 Activity 1 at location 1 (010101) Method used: MAX-MIN Problem Source (Xi): 34 Conflicting information Standard Strength: V9 V10 V12 V1 V14 V16 V18 V19 V29 X [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ] System-derived data: Critical activity Percent_remaining_duration = 75% Ground Condition = Poor Manpower = insufficient Amount of time-lost = 4 Amount of man-hours lost = 6 Total amount of time lost = 43 Total amount of man-hours lost = 54 Responsibility code for problem source = 30 Activity attributes: v1 V7 V9 V10 V12 V13 V17 V18 010100 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 S(X, V) matrix: V9 V10 V2 V13 V1 X [ 1.0 1.0 1.0 1.0 1.0 1 T(V, Z) matrix: V9 V10 V12 V13 V14 V16 V18 V19 V20 5010[ 0 0 0 0 1.0 1.0 0 0 0 ] 5009 [ 0 0 1.0 0 0 1.0 1.0 0 1.0 5011 [ 0 0 0 0 0 1.0 0 0 0 4018 [ 0 0 1.0 0 0 1.0 1.0 0 0 174 5015 [ 0 0 0.75 0.75 0 0.75 0 0 0 4018[ 0 0 0 0 0 0.600 0 0 6001[ 0 0 0 0 0 0 0.600 0 R(X, Z): 4.18 5.09 5.15 6.01 X [ 1.0 1.0 0.75 0.6 ] Activity 1 at location 1 (010101) Method used: MAX-MIN Problem Source (Xi): 41 Insufficient manpower Standard Strength: V12 V13 V14 X [ 1.0 0.5 1.0 1 System-derived data: Critical activity Percent_remaining_duration = 75% Ground Condition = Poor Manpower = insufficient Amount of time-lost = 3 Amount of man-hours lost = 3 Total amount of time lost 43 Total amount of man-hours lost = 54 Responsibility code for problem source = 30 Activity attributes: Vi V7 V9 V10 V12 V13 V17 V18 010100 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ] S(X, V) matrix: V12 V13 X [ 1.0 0.5 1 T(V, Z) matrix: V12 V13 V14 2001 [ 1.0 0 1.0 ] R(X, Z): 2.01 X [ 1.0 ] Activity 1 at location 1 (010101) Method used: MAX-MIN Problem Source (X3): 44 Low Skill Level Standard Strength: 175 V12 V13 V14 V1 V20 V22 X [ 1.0 0.5 1.0 1.0 1.0 1.0 1 System-derived data: Critical activity Percent_remaining_duration = 75% Ground Condition = Poor Manpower = insufficient Amount of time-lost = 2 Amount of man-hours lost = 3 Total amount of time lost = 43 Total amount of man-hours lost = 54 Activity attributes: V1 V7 V9 V10 V12 V1 V17 V18 010100 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 S(X, V) matrix: V12 V13 X [ 1.0 0.5 1 T(V, Z) matrix: V12 V13 V14 V15 V20 V22 2004 [ 1.0 0 0 0 0 0 1 2009 1 1.0 0 0 0 0 0 ] 2010 [ 0.5 0 0 0 0 0 ] 2011 [ 0.7 0 0 0 0 0 1 2003 [ 0.8 0 0 0 0 0 1 5002 [ 0 0 0 0 0 0 1 5006 [ 0 0 0 0 0 0 1 R(X, Z): 2.3 2.4 2.9 2.10 2.11 X [ 0.8 1.0 1.0 0.5 0.7 ] Activity 1 at location 1 (010101) Method used: MAX-MIN Problem Source (Xi): 46 Low motivation/moral Standard Strength: vi V3 V5 V12 V13 V14 V17 V18 V19 V20 X [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 System-derived data: Critical activity Percent_remaining_duration = 75% Ground Condition = Poor Manpower = insufficient 176 Amount of time-lost = 4 Amount of man-hours lost = 4 Total amount of time lost = 43 Total amount of man-hours lost = 54 Activity attributes: V1 V7 V9 V10 V12 V13 V17 V18 010100 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 S(X, V) matrix: V1 V12 V13 V17 V18 X [ 1.0 1.0 1.0 1.0 1.0 ] T(V, Z) matrix: Vi V3 V5 V12 V13 V14 V17 V18 V19 V20 2005 [ 0 0 0 1.0 0 0 2001 [ 0 0 0 1.0 0 0 ] R(X, Z): 2.1 2.5 X [ 1.0 1.0 ] Activity 1 at location 1 (010101) Method used: MAX-MIN Problem Source (X3): 56 Error in construction Standard Strength: V9 V12 V13 V14 V15 V16 V17 V18 V20 V X [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ] System-derived data: Critical activity Percent_remainIng_duration = 75% Ground Condition = Poor Manpower = insufficient Amount of time-lost = 5 Amount of man-hours lost = 7 Total amount of time lost = 43 Total amount of man-hours lost = 54 Frequency of occurrence = 2 Otheractivity(freefloat) = False Activity attributes: V1 V7 V9 V10 V12 V13 V17 V18 010100 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 S(X, V) matrix: V9 V12 V13 V17 V18 X [ 1.0 1.0 1.0 1.0 1.0 T(V, Z) matrix: V9 V12 V13 V14 V15 V16 V17 V18 V20 V 177 R(X, Z): 2.1 4.09 4.10 4.21 5.2 5.12 5.16 5.17 7.03 X [ 1.0 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Activity 1 at location 1 (010101) Method used: MAX-MIN Problem Source (Xi): 57 Layout error Standard Strength: System-derived data: Critical activity Percent_remaining_duration = 75% Ground Condition = Poor Manpower = insufficient Amount of time-lost = 3 Amount of man-hours lost = 3 Total amount of time lost = 43 Total amount of man-hours lost = 54 I 5010[ 0 0 0 1.0 1.0 1.0 0 0 0 0 1 4021[ 0 1.0 0 0 0 0 0 0 0 0 5017[ 0 0 0 0 0 0 1.0 0 0 0 4020[ 0 0 0 0 1.0 0 0 0 0 0 5002[ 0 0 0 0 0 0 1.0 0 0 0 ] 7003[ 0 1.0 0 0 0 0 0 1.0 0 0 ] 5012[ 0 0 0 0 0 0 0 1.0 0 0 1 5016[ 0 0 0 0 0 0 0 1.0 0 0 1 4010[ 0 0 1.0 0 0 0 0 0 0 0 1 4009[ 0 0 0.5 0 0 0 0 0 0 0 2001[ 0 1.0 0 0 0 0 0 0 0 0 1 V9 V10 V12 V16 V17 V18 V22 X [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 I Activity attributes: 010100 S(X, V) matrix: V1 V7 V9 V10 V12 V13 V17 V18 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 V9 V10 V12 V17 V18 X [ 1.0 1.0 1.0 1.0 1.0 T(V, Z) matrix: I I V9 V10 V12 V1 V17 V18 V22 5014 [ 0 0 1.0 1.0 0 1.0 0 1 4015 [ 0 0 1.0 1.0 0 1.0 0 1 4014 [ 0 0 0 1.0 0 0 0 1 2002 [ 0 0 0 1.0 0 0 0 R(X, Z): 178 4.15 5.14 X [ 1.0 1.0 1 Activity 1 at location 1 (010101) Method used: MAX-MIN Problem Source (Xi): 95 Delay in awarding contract Standard Strength: V14 V15 V16 V18 V22 X [ 1.0 1.0 1.0 1.0 1.0 1 System-derived data: Critical activity Percent_remaining_duration = 75% Ground Condition = Poor Manpower = insufficient Amount of time-lost = 6 Amount of man-hours lost = 8 Total amount of time lost = 43 Total amount of man-hours lost = 54 Frequency of occurrence = 2 User input: Buffer activity in current time frame = Yes Activity attributes: V1 V7 V9 V10 V12 V13 V17 V18 010100 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 S(X, V) matrix: V18 X [ 1.0 1 T(V, Z) matrix: V12 V13 V14 V15 V16 V1 V22 6003 [ 1.0 1.0 0 1.0 0 1.0 0 ] 2002 [ 1.0 0 0 0 0 0 0 2008 [ 1.0 0 0 0 0 0 0 4010[ 0 0.750 0 0 0 0 ] 4009 [ 0 1.0 0 0 0 0 0 ] 2008 [ 1.0 0 0 0 0 0 0 ] 4010 [ 0 1.0 0 0 0 0 0 R(X, Z): 6.3 X [ 1.0] 179 Activity level aggregation analysis From Problem Source 15 we have 35 4.2 4.7 5.12 6.1 6.3 7.3 X [ 0.8 1.0 1.0 1.0 1.0 1.0 1.0 ] From Problem Source 31 we have 0.0 X [ 1.0 ] For problem source 32 we have 4.18 5.14 7.02 X [ 1.0 1.0 1.0 1 For problem source 34 we have 4.18 5.09 5.15 6.01 X [ 1.0 1.0 0.75 0.6 ] For problem source 41 we have 2.01 X [ 1.0 1 For problem source 44 we have 2.3 2.4 2.9 2.10 2.11 X [ 0.8 1.0 1.0 0.5 0.7 ] For problem source 46 we have 2.1 2.5 X [ 1.0 1.0 1 For problem source 56 we have 2.1 4.09 4.10 4.21 5.2 5.12 5.16 5.17 7.03 X [ 1.0 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ] For problem source 57 we have 4.15 5.14 X [ 1.0 1.0 ] For problem source 95 we have 6.3 X [ 1.0 ] Renormalized each of them, we have, 3.5 4.2 4.7 5.12 6.1 6.3 7.3 15 [ 0.118 0.147 0.147 0.147 0.147 0.147 0.147 ] 180 0.0 31 [ 1.0 1 4.18 5.14 7.02 32 [ 0.333 0.333 0.334 ] 4.18 5.09 5.15 6.01 34 [ 0.30 0.30 0.22 0.18 1 2.01 41 [ 1.0 1 2.3 2.4 2.9 2.10 2.11 44 [ 0.20 0.25 0.25 0.125 0.175 ] 2.1 2.5 46 [ 0.5 0.5 1 2.2 4.09 4.10 4.21 5.2 5.12 5.16 5.17 7.03 56 [ 0.1176 0.1176 0.0592 0.1176 0.1176 0.1176 0.1176 0.1176 0.1176] 4.15 5.14 57 [ 0.5 0.5 ] 6.3 95 [ 1.0 1 (i) Weights determined by frequency of occurrence are: Wk: W15= 1/12 = 0.0833 W31= 1/12 = 0.0833 W2 1/12 = 0.0833 W= 1/12 = 0.0833 W41= 1/12 = 0.0833 W= 1/12 = 0.0833 W= 1/12 = 0.0833 W56= 2/12 = 0.1667 W57= 1/12 = 0.0833 W= 2/12 0.1633 Therefore, when renormalized each of them, we have, 181 3.5 4.2 4.7 5.12 6.1 6.3 7.3 Z = 0.0833 x [ 0.118 0.147 0.147 0.147 0.147 0.147 0.147 ] + 0.0 4.18 5.14 7.02 0.0833 x [ 1.0 ] + 0.0833 x [ 0.333 0.333 0.334 1 + 4.18 5.09 5.15 6.01 2.01 0.0833 x [ 0.30 0.30 0.22 0.18 ] + 0.0833 x [ 1.0 1 + 2.3 2.4 2.9 2.10 2.11 2.1 2.5 0.0833 x [ 0.20 0.25 0.25 0.125 0.175 1 + 0.0833 x [ 0.5 0.5 1 + 2.1 4.09 4.10 4.21 5.2 5.12 5.16 5.17 7.03 0.1667 x [ 0.1176 0.0592 0.1176 0.1176 0.1176 0.1176 0.1176 0.1176 0.1176 ] + 4.15 5.14 6.3 0.0833 x [ 0.5 0.5 1 + 0. 1667 x [ 1.0 1 and 0.0 2.1 2.3 2.4 2.5 2.9 2.10 2.11 3.5 4.2 Z = [ 0.0833 0.1446 0.0167 0.021 0.0417 0.0208 0.0104 0.0146 0.01 0.0122 + 4.7 4.9 4.10 4.15 4.18 4.21 5.2 5.9 5.12 5.14 5.15 0.0122 0.01 0.0196 0.042 0.0527 0.0196 0.0196 0.025 0.0318 0.0694 0.0186 + 5.16 5.17 6.1 6.3 7.2 7.3 0.0196 0.0196 0.0272 0.1789 0.0278 0.0318 1 182 N P.. N N to I to to to to N IC at to N ID ID to 0 at C co C.)to U (U— ZN C CU° Oat IN x I. 4I to (UN >. . N ON C.) >0 4- > 4-, C.) oooo0oooo0oooo0oo.-o0.-0,-.oo oooo0oeo—ooo0.-000,-.-o00.-.-o,.- 0000000000000.-00000.-.-000oo 0000OOOOOOOO0.-OO.-O.-O,.-0.-O.-o 0000000——000—000—0000 00000000000000000 —00000000000—0—00000000 000000000000O0000oooO •;000000000000—.-O ——0- 0—0 ,000oo0000000—.-00—000—00000 0000000000-00000000000ooo •;•—0000000—000000000000oooo 000000OO.-OOOOOOO.OOOOOOOO ‘00O000OOOOOO0O..-OOOO.OO ‘‘;•000000-0000000o00000.:0o00 0— —0—’;•0000000000000000oo 0-—O000000O00000000000000 0--00000000000000000000 00’00000000-0000000000 N N N N N IN to N IN at tNC’) to to p.. p.. 183 The resulted aggregation runs are equal: Original 1st run Rearranged 2nd run Rearrange 3rd run Rearranged 4th run Rearranged 5th run Data Data 1 Data 2 Data 3 Data 4 0.0 0.0833 .0.8338 0 -1.0004 0 -1.0004 0 -1.0004 0 -1.0004 2.1 0.1446 0.0288 0.1446 0.1121 0.1446 0.1221 0.1446 0.1325 0.1446 0.1742 2.3 0.0167 -0.022 0.0167 0.0613 0.0167 0.0613 0.0167 0.0717 0.0167 0.0717 2.4 0.021 0.0106 0.021 0.0939 0.021 0.0939 0.021 0.0835 0.021 0.0418 2.5 0.0417 -0.1652 0.0417 -0.0819 0.0417 -0.0819 0.0417 -0.0819 0 -0.1236 2.9 0.0208 -0.0302 0.0208 0.0531 0.0208 0.0531 0.0208 0.0635 0.0208 0.0635 2.10 0.0104 -0.2194 0.0104 -0.1361 0.0104 -0.1361 0 -0.1465 0 -0.1465 2.11 0.0146 -0.0624 0.0146 0.0209 0.0146 0.0209 0.0146 0.0105 0.0146 0.0105 3.5 0.01 .0.2375 0.01 -0.1542 0 -0.1642 0 -0.1642 0 -0.1642 4.2 0.0122 0.0419 0.0122 0.1252 0.0122 0.1252 0.0122 0.1252 0.0122 0.1252 4.7 0.0122 -0.0271 0.0122 0.0562 0.0122 0.0562 0.0122 0.0562 0.0122 0.0562 4.9 0.01 0.0835 0.01 0.1668 0.01 0.1668 0.01 0.1668 0.01 0.1668 4.10 0.0196 0.0809 0.0196 0.1642 0.0196 0.1642 0.0196 0.1642 0.0196 0.1642 4.15 0.042 0.056 0.042 0.2226 0.042 0.2326 0.042 0.243 0.042 0.2847 4.18 0.0527 0.2447 0.0527 0.4113 0.0527 0.4213 0.0527 0.4317 0.0527 0.4734 4.21 0.0196 0.0086 0.0196 0.0919 0.0196 0.0919 0.0196 0.0919 0.0196 0.0919 5.2 0.0196 0.0057 0.0196 0.089 0.0196 0.089 0.0196 0.089 0.0196 0.089 5.9 0.025 0.1005 0.025 0.2671 0.025 0.2771 0.025 0.2875 0.025 0.3292 5.12 0.0318 0.2635 0.0318 0.3468 0.0318 0.3468 0.0318 0.3468 0.0318 0.3468 5.14 0.0694 0. 1384 0.0694 0.305 0.0694 0.315 0.0694 0.3254 0.0694 0.3671 5.15 0.0183 0.0073 0.0183 0.1739 0.0183 .0.1839 0.0183 0.1943 0.0183 0.236 5.16 0.0196 0.3504 0.1029 0.517 0.1129 0.527 0.1233 0.5374 0.165 0.5791 5.17 0.0196 -0.0015 0.0196 0.0818 0.0196 0.0918 0.0196 0.0918 0.0196 0.0918 6.1 0.0272 0.3207 0.0272 0.404 0.0272 0.404 0.0272 0.404 0.0272 0.404 6.3 0.1789 0.1742 0.1789 0.3408 0.1789 0.3508 0.1789 0.3612 0.1789 0.4029 7.2 0.0278 0.1112 0.0278 0.2778 0.0278 0.2878 0.0278 0.2982 0.0278 0.3399 7.3 0.0318 0.0393 0.0318 0.1226 0.0318 0.1226 0.0318 0.1226 0.0318 0.1226 The Rearranged Data 4 represented the final output data for aggregating corrective actions according to frequency of occurrence. The following pages show the aggregating corrective actions routine by manhours and time losts. 184 Aggregating corrective actions by manhours lost 15 31 32 34 41 44 46 56 57 95 MIlL 15 2 3 6.0000 3.0000 3.0000 4.0000 7.0000 3.0000 8.0000 W 0.2778 0.0370 0.0556 0.1111 0.0556 0.0556 0.0741 0.1296 0.0556 0.1481 Orig. Coeff. Rearr. Coeff. Rearr. Coeff. Rearr. 4th run Rearr. 5th run Data*W Data 1 Data 2 Data 3 Data 4 0.0 0.0370 -0.9259 0.0000 -1.0000 0.0000 -1.0000 0.0000 -1.0000 0.0000 -1.0000 2.1 0.1078 0.0170 0.1078 0.0541 0.1078 0.0610 0.1078 0.0937 0.1078 0.1307 2.3 0.0111 0.0060 0.0111 0.0430 0.0111 0.0500 0.0111 0.0500 0.0111 0.0500 2.4 0.0139 0.0347 0.0139 0.0718 0.0139 0.0648 0.0139 0.0648 0.0139 0.0278 2.5 0.0370 -0.0940 0.0370 -0.0569 0.0370 -0.0569 0.0370 -0.0569 0.0000 -0.0940 2.9 0.0139 00004 0.0139 0.0375 0.0139 0.0444 0.0139 0.0444 0.0139 0.0444 2.10 0.0069 -0.1393 0.0069 -0.1023 0.0000 -0.1092 0.0000 -0.1092 0.0000 -0.1092 2.11 0.0097 -0.0231 0.0097 0.0139 0.0097 0.0069 0.0097 0.0069 0.0097 0.0069 3.5 0.0327 -0.1275 0.0327 -0.0904 0.0327 -0.0904 0.0000 -0.1231 0.0000 -0.1231 4.2 0.0408 0.2252 0.0408 0.2993 0.0408 0.3063 0.0408 0.3389 0.0408 0.3760 4.7 00408 0. 1008 0.0408 0.1378 0.0408 0. 1378 0.0408 0.1378 0.0408 0.1378 4.9 0.0076 0.1193 0.0076 0.1563 0.0076 0.1563 0.0076 0.1563 0.0076 0.1563 4.10 0.0153 0.0861 0.0153 0.1231 0.0153 0.1231 0.0153 0.1231 0.0153 0.1231 4.15 0.0278 0.0908 0.0278 0.1279 0.0278 0.1279 0.0278 0.1279 0.0278 0.1279 4.18 0.0517 0.2947 0.0517 0.3688 0.0517 0.3757 0.0517 0.4084 0.0517 0.4455 4.21 0.0153 0.0452 0.0153 0.0822 0.0153 0.0822 0.0153 0.0822 0.0153 0.0822 5.2 0.0153 0.0410 0.0153 0.0780 0.0153 0.0780 0.0153 0.0780 0.0153 0.0780 5.9 0.0332 0.1040 0.0332 0.1410 0.0332 0.1410 0.0332 0.1410 0.0332 0.1410 5.12 0.0561 0.4583 0.0561 0.5324 0.0561 0.5393 0.0561 0.5720 0.0561 0.6090 5.14 0.0463 0.1886 0.0463 0.2627 0.0463 0.2697 0.0463 0.3023 0.0463 0.3394 5.15 0.0249 0.0548 0.0249 0.0918 0.0249 0.0918 0.0249 0.0918 0.0249 0.0918 5.16 0.0153 0.3695 0.0153 0.4066 0.0153 0.4066 0.0153 0.4066 0.0153 0.4066 5.17 0.0153 0.0308 0.0153 0.0678 0.0153 0.0678 0.0153 0. 1005 0.0153 0. 1005 6.1 0.0608 0.4637 0.0978 0.5378 0. 1047 0.5448 0.1374 0.5774 0. 1744 0.6145 6.3 0.1890 0.2841 0.1890 0.3581 0.1890 0.3651 0.1890 0.3978 0.1890 0.4348 7.2 0.0185 0.1279 0.0185 0.1649 0.0185 0.1649 0.0185 0.1649 0.0185 0.1649 7.3 0.0561 0. 1920 0.0561 0.2661 0.0561 0.2730 0.0561 0.3057 0.0561 0.3427 The rearranged data 4 displayed the end results of the aggregating routine using manhours lost criterion. 185 Aggregating corrective actions by time lost at activity level 15 31 32 34 41 44 46 56 57 95 TL 10 3 3 4 3 2 4 5 3 6 W 0.2326 0.0698 0.0698 0.0930 0.0698 0.0465 0.0930 0.1163 0.0698 0.1395 Orig. Coeff. Rearr. Coeff. Rearr. Coeff. Rearr. 4th run Rearr. 5th run Data * W Data 1 Data 2 Data 3 Data 4 0.0 0.0698 -0.8605 0.0000 -1.0000 0.0000 -1.0000 0.0000 -1.0000 0.0000 -1.0000 2.1 0.1300 0.0010 0.1300 0.0708 0.1300 0.0766 0.1300 0.1040 0.1300 0.1505 2.3 0.0093 -0.0328 0.0093 0.0369 0.0093 0.0427 0.0093 0.0427 0.0093 0.0427 2.4 0.0116 0.0058 0.0116 0.0756 0.0116 0.0698 0.0116 0.0698 0.0116 0.0233 2.5 0.0465 -0.1416 0.0465 -0.0718 0.0465 -0.0718 0.0465 -0.0718 0.0000 -0.1183 2.9 0.0116 -0.0375 0.0116 0.0323 0.0116 0.0381 0.0116 0.0381 0.0116 0.0381 2.10 0.0058 -0.1951 0.0058 -0.1253 0.0000 -0.1311 0.0000 -0.1311 0.0000 -0.1311 2.11 0.0081 -0.0581 0.0081 0.0116 0.0081 0.0058 0.0081 0.0058 0.0081 0.0058 3.5 0.0274 -0.1860 0.0274 -0.1163 0.0274 -0.1163 0.0000 -0.1436 0.0000 -0.1436 4.2 0.0342 0.1521 0.0342 0.2916 0.0342 0.2974 0.0342 0.3248 0.0342 0.3713 4.7 0.0342 0.0465 0.0342 0.1163 0.0342 0.1163 0.0342 0.1163 0.0342 0.1163 4.9 0.0068 0.1012 0.0068 0.1710 0.0068 0.1710 0.0068 0.1710 0.0068 0.1710 4.10 0.0137 0.0739 0.0137 0.1436 0.0137 0.1436 0.0137 0.1436 0.0137 0.1436 4.15 0.0349 0.0576 0.0349 0. 1274 0.0349 0. 1274 0.0349 0. 1274 0.0349 0. 1274 4.18 0.0510 0.2581 0.0510 0.3977 0.0510 0.4035 0.0510 0.4309 0.0510 0.4774 4.21 0.0137 0.0086 0.0137 0.0784 0.0137 0.0784 0.0137 0.0784 0.0137 0.0784 5.2 0.0137 0.0042 0.0137 0.0740 0.0137 0.0740 0.0137 0.0740 0.0137 0.0740 5.9 0.0278 0.0880 0.0278 0.1577 0.0278 0.1577 0.0278 0.1577 0.0278 0.1577 5.12 0.0479 0.3700 0.0479 0.5095 0.0479 0.5154 0.0479 0.5427 0.0479 0.5892 5.14 0.0581 0. 1550 0.0581 0.2945 0.0581 0.3003 0.0581 0.3277 0.0581 0.3742 5.15 0.0208 0.0158 0.0208 0.0855 0.0208 0.0855 0.0208 0.0855 0.0208 0.0855 5.16 0.0137 0.3335 0.0137 0.4033 0.0137 0.4033 0.0137 0.4033 0.0137 0.4033 5.17 0.0137 -0.0103 0.0137 0.0595 0.0137 0.0595 0.0137 0.0869 0.0137 0.0869 6.1 0.0509 0.3940 0.1206 0.5335 0.1264 0.5393 0.1538 0.5667 0.2003 0.6132 6.3 0.1737 0.2164 0.1737 0.3559 0.1737 0.3617 0.1737 0.3891 0.1737 0.4356 7.2 0.0233 0.1041 0.0233 0.1739 0.0233 0.1739 0.0233 0.1739 0.0233 0.1739 7.3 0.0479 0. 1247 0.0479 0.2643 0.0479 0.2701 0.0479 0.2974 0.0479 0.3440 The rearranged data 4 displayed the end results of the aggregating routine using time lost as weighting criterion. 186 APPENDIX C TRADE LEVEL ANALYSIS BY MANUAL CALCULATION 187 Trade: 01 Method used: MAX-MIN Weighting criterion: Frequency of occurrence Problem source (Xi): 34 Conflicting information Standard Strength: V9 V10 V12 V13 V14 V16 V18 V19 V20 X [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 System-derived data: Dispersion index = 2/5 = 0.4 Percent_critical = 3/5*100 = 60% Trade(Percent_remaining_duration) = (7+2/10 + 8+3/9)120*100 = 77.67% Ground Condition = Fair Manpower = insufficient Manpower(skill) = Fair Critical activity day lost = 12.9 Amount of time-lost = 2.5 Amount of man-hours lost = 5 Total amount of time lost = 18.2 Total amount of man-hours lost = 56 Trade attributes: Vi V7 V9 V10 V12 V13 V16 V17 V18 V20 Trade 01 [ 0.6 0.6 1.0 0.6 0.4 0.6 0.4 1.0 0.4 0.4 S(X, V) matrix: V9 V10 V12 V13 V16 V18 V20 X [ 1.0 0.6 0.4 0.6 0.4 0.4 0.4 ] T(V, Z) matrix: V9 V10 V12 V13 V14 V15 V16 V18 V19 V20 2008 [ 0 0 0 0 0 0 0.7 0.28 0 0.28 2004[ 0 0 0 0 0 0 0 0.7 0 0 ] 2006[ 0 0 0.5 0 0 0 0 0 0 0 2007[ 0 0 0.5 0 0 0 0.280 0 0 2001[ 0 0 0 0 0 0 0 0 0 0.281 1003[ 0 0 0 0 0 0.5 0 0 0 0 2002[ 0 0 0 0 0 0 0 0.5 0 0 R(X, Z): 2.1 2.2 2.4 2.6 2.7 2.8 X [ 0.28 0.4 0.4 0.4 0.4 0.4 1 Trade: 01 Method used: MAX-MIN Weighting criterion: Frequency of occurrence Problem source (Xi): 41 Undermanning Standard Strength: 188 V12 V13 V14 X [ 1.0 0.5 1.0 1 System-derived data: Dispersion index = 5/5 = 1.0 trade_percent_critical = 3/5*100 = 60% Percent_remaining_duration = 77.67% Ground Condition = Fair Site access = Fair Manpower = insufficient Critical activity day lost = 12.9 Amount of time-lost = 14.10 Amount of man-hours lost = 22.00 Total amount of time lost = 18.2 Total amount of man-hours lost = 56 Trade attributes: V1 V7 V9 V10 V12 V13 V16 V17 V18 V20 Trade 01 [ 0.6 0.6 1.0 0.6 0.4 0.6 0.4 1.0 0.4 0.4 S(X, V) matrix: V12 V13 X [ 0.4 0.3 ] T(V, Z) matrix: V9 V12 V13 V16 V17 V18 V20 1001 [ 0 1.0 0 0 0 0 0 2003 [ 0 1.0 0 0 0 0 0 1003 [ 0 0.5 0 0 0 0 0 1004 [ 0.5 0 0 0 0 0 0 ] 2002 [ 0 0.2 0.5 0 0 0 0 2004[ 0 1.0 0 0 0 1.0 0 R(X, Z): 1.1 1.3 2.2 2.3 2.4 X [ 0.4 0.4 0.3 0.4 0.4 ] Trade: 01 Method used: MAX-MIN Weighting criterion: Frequency of occurrence Problem source (Xi): 56 Construction Error Standard Strength: V9 V12 V13 V14 V15 V16 V17 V18 V20 V22 X [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 System-derived data: Dispersion index = 2/5 = 0.4 189 Trade percent_critical = 3/5*100 60% Percent_remaining_duration = 77.67% Ground Condition = Fair Site access = Fair Manpower = insufficient Manpower(skill) = Fair Critical activity time lost = 12.9 Amount of time-lost = 0.1 Amount of man-hours lost = 15 Total amount of time lost = 18.2 Total amount of man-hours lost = 56 Site(access) = Fair Trade attributes: V1 V7 V9 V10 V12 V13 V16 V17 V18 V Trade 01 [ 0.6 0.6 1.0 0.6 0.4 0.6 0.4 1.0 0.4 0.4 S(X, V) matrix: V9 V12 V13 V16 V17 V18 V20 X [ 1.0 0.4 0.6 0.4 1.0 0.4 0.4 T(V, Z) matrix: V9 V12 V13 V14 V15 V16 V17 V18 V20 V22 2001[ 0 0 0 0 0 0 0 0.280 0 2005[ 0.5 0.5 0 0 0 0 0 0.5 0 0 1005[ 0 0.8 0 0 0 0 0 0 0 0 1003[ 0 0.5 0 0 0 0 0 0 0 0 1004[ 0.5 0 0 0 0 0 0 0 0 0 2002[ 0 0.200 0 0 0 0 0.5 0 0 R(X, Z): 1.3 1.4 1.5 2.1 2.2 2.5 X [ 0.4 0.5 0.4 0.28 0.4 0.5 ] Trade: 02 Method used: MAX-MIN Weighting criterion: Frequency of occurrence Problem source (X): 34 Conflicting information Standard Strength: V9 V V12 V13 V14 V16 V18 V19 V20 X [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ] System-derived data: Dispersion index = 1/1 = 1.0 Trade percent_critical = 0/1*100% = 0% Percent_remaining_duration = (3/9 /10)* 100% = 93.33% Ground Condition = Fair Site access = Fair 190 Manpower = sufficient Manpower(skill) = Fair Critical activity time lost = 0 Amount of time-lost = 1.3 Amount of man-hours lost 13 Total amount of time lost = 1.7 Total amount of man-hours lost = 16 Site(access) = Fair Trade attributes: V3 V8 V9 V10 V12 V16 V18 V19 V20 Trade 02 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ] S(X, V) matrix: V9 V10 V12 V16 V18 V19 V20 X [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ] T(V, Z) matrix: V12 V15 V16 V18 V20 2008 [ 0 0 0 1.0 0.5 1 2007 [ 0.7 0 1.0 0 0 1 2006 [ 0.7 0 0 0 0 1 2001 [ 0 0 0 0 0.5 ] 2004 [ 0 0 0 1.0 1.0 1 1003 [ 0 0.5 0 0 0 ] 2002 [ 0 0 0 0.5 0 1 R(X, Z): 2.1 2.2 2.4 2.6 2.7 2.8 X [ 0.5 0.5 1.0 0.7 1.0 1.0 Trade: 02 Method used: MAX-MIN Weighting criterion: Frequency of occurrence Problem source (X3): 41 Undermanning Standard Strength: V12 V13 V14 X [ 1.0 0.5 1.0 System-derived data: Dispersion index = 1/1 = 1.0 Trade percent_critical = 0/1*100% = 0% Percent_remaining_duration = 93.33% Ground Condition = Fair Site access = Fair Manpower = sufficient Manpower(skill) = Fair Critical activity time lost = 0 Amount of time-lost = 0.4 Amount of man-hours lost = 3 191 Total amount of time lost = 1.7 Total amount of man-hours lost = 16 Site(access) = Fair Trade attributes: Trade 02 S(X, V) matrix: V’2 X [ 1.0 V3 V8 V9 V,0 V,2 V16 V18 V19 V20 [ 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 ] I W = 2/25 W41 = 17/25 W = 4/25 W32 = 1/25 W = 1/25 Calculate Dispersion Index as: = 0.4 D14, = 1.0 DI = 0.4 D132 = 0.2 = 0.08 = 0.68 = 0.16 = 0.04 = 0.04 T(V, Z) matrix: V9 V,2 V,3 V18 1001 [ 0 1.0 0 0 ] 2003 [ 0 1.0 0 0 1 1003 [ 0 0.5 0 0 1 1004 [ 0.5 0 0 0 1 2004 [ 0 0.5 0 0.5 1 2002 [ 0 0 0.5 0 1 R(X, Z): 1.1 1.3 2.3 2.4 X [ 1.0 0.5 1.0 0.5 AGGREGATION ROUTINE FOR TRADE LEVEL ANALYSIS Trade: 01 Weighting criterion: Frequency of occurrence Weight distributions determine by frequency of occurrence are: ] 192 DI = 0.2 Calculate modified weight as: W * DI = 0.032 W41 * DI = 0.68 W*DI = 0.064 W32 * D132 = 0.008 W * DI = 0.008 0.792 Renormalized modified weight, we have: W = 0.0404 W41 = 0.8586 W = 0.0808 W32 = 0.0101 W46 = 0.0101 When multiply each of them with the corrective actions, we have: 2.1 2.2 2.4 2.6 2.7 2.8 Z = 0.0404 x [ 0. 1228 0. 1754 0. 1754 0. 1754 0. 1754 0. 1754 ] + 1.1 1.3 2.2 2.3 2.4 0.8586 x [ 0.21 0.21 0.16 0.21 0.21 ] + 1.3 1.4 1.5 2.1 2.2 2.5 0.0808 x [ 0.1613 0.2016 0.1613 0.1129 0.1613 0.2016 1 + 0.0 0.0 0.0101 x [ 1.0] + 0.0101 x [ 1.0 1 193 Trade compatibility matrix coefficients for the corrective actions are: Trade level aggregation level 0.0 1.1 1.3 1.4 1.5 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 0.0 1 -1 -1 -1 -1 -1 .zL. -1 -1 -1 -1 1.1 -1 1 -1 0 1 0 0 1 0 0 0 0 1 1.3-1 -1 1 0 -1 1 1 0 0.0 0 0 0 1.4 -1 0 0 1 -1 0 0 0 0 0 1 1 0 1.5 -1 1 -1 -1 1 1 1 0 0 0 0 0 1 2.1 -1 0 1 0 1 1 1 1 0 0 0 0 0 2.2 -1 0 1 0 1 1 1 0 0 1 1 0 0 2.3 -1 1 0 0 0 1 0 1 0 0 1 0 0 2.4 -1 0 0 0 0 0 0 0 1 0 0 0 0 2.5 -1 0 0 0 0 0 1 0 0 1 0 0 1 2.6 -1 0 0 1 0 0 1 1 0 0 1 0 0 2.7 -1 0 0 1 0 0 0 0 0 0 0 1 1 2.8 -1 1 0 0 1 0 0 0 0 1 0 1 1 The calculation for the compatibility factor routine at trade level using frequency of occurrence of problem sources is as follows: Original Coeff. 2nd Run Coeff. Data 0.0 0.0202 -0.95959 0 -0.99999 1.1 0.180306 0.167192 0.180306 0.187392 1.3 0. 193339 0. 151379 0. 193339 0. 191779 1.4 0.016289 -0.00277 0.016289 0.017429 1.5 0.013033 0.142176 0.013033 0.182576 2.1 0.014083 0.538057 0.034283 0.578457 2.2 0.157495 0.381126 0.157495 0.421526 194 2.3 0.180306 0.361582 0.180306 0.401982 2.4 0.187392 0.167192 0.187392 0.187392 2.5 0.016289 0.160671 0.016289 0.180871 2.6 0.007086 0.340977 0.007086 0.361 177 2.7 0.007086 0.010262 0.007086 0.030462 2.8 0.007086 0.203601 0.007086 0.223801 Trade level manual calculations using manhours lost criterion Problem DI Manhours W*DI Normalized Source Lost W W*DI 32 0.2 4 0.071429 0.014286 0.02439 34 0.4 5 0.089286 0.035714 0.060976 41 1 22 0.392857 0.392857 0.670732 46 0.2 10 0.178571 0.035714 0.060976 56 0.4 15 0.267857 0.107143 0.182927 Sum = 56 1 0.585714 1 Original Data 32 34 41 46 56 0.0 1 0 0 1 0 1.1 0 0 0.4 0 0 1.3 0 0 0.4 0 0.4 1.4 0 0 0 0 0.5 1.5 0 0 0 0 0.4 2.1 0 0.28 0 0 0.28 2.2 0 0.4 0.3 0 0.4 2.3 0 0 0.4 0 0 195 2.4 0 0.4 0.4 0 0 2.5 0 0 0 0 0.5 2.6 0 0.4 0 0 0 2.7 0 0.4 0 0 0 2.8 0 0.4 0 0 0 Normalized_Strengths 32 34 41 46 56 0.0 1 0 0 1 0 1.1 0 0 0.210526 0 0 13 0 0 0.210526 0 0.16129 1.4 0 0 0 0 0.201613 1.5 0 0 0 0 0.16129 2.1 0 0.122807 0 0 0.112903 2.2 0 0.175439 0.157895 0 0.16129 2.3 0 0 0.210526 0 0 2.4 0 0.175439 0.210526 0 0 2.5 0 0 0 0 0.201613 2.6 0 0.175439 0 0 0 2.7 0 0.175439 0 0 0 2.8 0 0.175439 0 0 0 Sum= 1 1 1 1 1 Compatibility Matrix calculations 1st Data Coeff. 2nd Data Coeff. 0.0 0.085366 -0.82927 0 -1 1.1 0.141207 0.066538 0.141207 0.151904 196 1.3 0.170711 0.088882 0.170711 0.259614 1.4 0.03688 -0.05659 0.03688 0.028771 1.5 0.029504 0.062699 0.029504 0.233431 2.1 0.028141 0.430304 0.113507 0.601036 2.2 0.146107 0.336675 0.146107 0.507407 2.3 0.141207 0.235886 0.141207 0.406618 2.4 0.151904 0.066538 0.151904 0.151904 2.5 0.03688 0.108319 0.03688 0.193685 2.6 0.010697 0.249526 0.010697 0.334891 2.7 0.010697 -0.02709 0.010697 0.058275 2.8 0.010697 0. 143621 0.010697 0.228986 197 Trade level manual calculations using time lost criterion By Time Lost Problem DI Time W*DI Normalized Source Lost W W*DI 32 0.2 1 0.054945 0.010989 0.012953 34 0.4 2.5 0.137363 0.054945 0.064767 41 1 14.1 0.774725 0.774725 0.913212 46 0.2 0.5 0.027473 0.005495 0.006477 56 0.4 0.1 0.005495 0.002198 0.002591 Sum 18.2 1 0.848352 1 Original Data 32 34 41 46 56 0.0 1 0 0 1 0 1.1 0 0 0.4 0 0 1.3 0 0 0.4 0 0.4 1.4 0 0 0 0 0.5 1.5 0 0 0 0 0.4 2.1 0 0.28 0 0 0.28 2.2 0 0.4 0.3 0 0.4 2.3 0 0 0.4 0 0 2.4 0 0.4 0.4 0 0 2.5 0 0 0 0 0.5 2.6 0 0.4 0 0 0 2.7 0 0.4 0 0 0 2.8 0 0.4 0 0 0 Sum 1 2.28 1.9 1 2.48 198 Normalized Strengths 32 34 41 46 56 0.0 1 0 0 1 0 1.1 0 0 0.210526 0 0 1.3 0 0 0.210526 0 0.16129 1.4 0 0 0 0 0.201613 1.5 0 0 0 0 0.16129 2.1 0 0.122807 0 0 0.112903 2.2 0 0.175439 0.157895 0 0.16129 2.3 0 0 0.210526 0 0 2.4 0 0.175439 0.210526 0 0 2.5 0 0 0 0 0.201613 2.6 0 0.175439 0 0 0 2.7 0 0.175439 0 0 0 2.8 0 0.175439 0 0 0 Sum= 1 1 1 1 1 Compatibility matrix routine 1st Data Coeff. 2nd Data Coeff. 0.0 0.01943 -0.96114 0 -1 1.1 0.192255 0.184188 0.192255 0.203618 1.3 0.192673 0.144788 0.192673 0.183648 1.4 0.000522 0.0034 0.000522 0.02283 1.5 0.000418 0.155628 0.000418 0.194489 2.1 0.008246 0.530134 0.027676 0.568994 2.2 0. 155972 0.349764 0.155972 0.388624 2.3 0.192255 0.384689 0.192255 0.423549 2.4 0.203618 0.184188 0.203618 0.203618 199 2.5 0.000522 0.148427 0.000522 0.167857 2.6 0.011363 0.340682 0.011363 0.3601 12 2.7 0.011363 0.003817 0.01 1363 0.023248 2.8 0.011363 0.196491 0.011363 0.215921 200 AGGREGATING CORRECTIVE ACTION ROUTINE FOR TRADE 02 Compatibiility matrix for trade 02 Trade level aggregation level 0.0 1.1 1.3 2.1 2.2 2.3 2.4 2.6 2.7 2.8 0.0 1 -1 -1 -1 -1 -1 -1 -1 -1 -1 1.1 -1 1 -1 0 0 1 0 0 0 1 1.3 -1 -1 1 1 1 0 0 0 0 0 2.1 -1 0 1 1 1 1 0 0 0 0 2.2 -1 0 1 1 1 0 0 1 0 0 2.3 -1 1 0 1 0 1 0 1 0 0 2.4 -1 0 0 0 0 0 1 0 0 0 2.6 -1 0 0 0 1 1 0 1 0 0 2.7 -1 0 0 0 0 0 0 0 1 1 2.8 -1 1 0 0 0 0 0 0 1 1 Problem Source DI Freq. of 0cc. w W*DI Normalized W*DI Trade 02 by Frequency of Occurrence Sum 5 34 41 1 1 4 1 0.8 0.2 0.8 0.2 Original Data Normalized Strengths ProbSour 34 41 34 41 0.0 0 0 0 0 1.1 0 1 0 0.333333 0.8 0.2 201 Sum = 4.7 3 1 1.3 0 0.5 0 0.166667 2.1 0.5 0 0.106383 0 2.2 0.5 0 0.106383 0 2.3 0 1 0 0.333333 2.4 1 0.5 0.212766 0.166667 2.6 0.7 0 0.148936 0 2.7 1 0 0.212766 0 2.8 1 0 0.212766 0 Compatibiliy matrix routine 1st Data Coeff. 0.0 0 -1 1.1 0.066667 0.270213 1.3 0.033333 0.136879 2.1 0.085106 0.270213 2.2 0.085106 0.322695 2.3 0.066667 0.337589 2.4 0.203546 0.203546 2.6 0.119149 0.270922 2.7 0.170213 0.340426 2.8 0.170213 0.407092 1 202 Aggregating corrective actions of Trade 02 by Manhours Lost Trade 02 By Manhours Lost Problem Source 34 41 Sum = DI 1 1 Compatibility Matrix Routine 1st Data Coeff. 0.0 0 -1 1.1 0.0625 0.266622 1.3 0.03125 0.141622 Manhours W*DI Normalized Lost W W*DI 13 0.8125 0.8125 0.8125 3 0.1875 0.1875 0.1875 16 1 1 1 Original Data Normalized_Strengths 34 41 34 41 0.0 0 0 0 0 1.1 0 1 0 0.333333 1.3 0 0.5 0 0.166667 2.1 0.5 0 0.106383 0 2.2 0.5 0 0.106383 0 2.3 0 1 0 0.333333 2.4 1 0.5 0.212766 0.166667 2.6 0.7 0 0.148936 0 2.7 1 0 0.212766 0 2.8 1 0 0.212766 0 Sum= 4.7 3 1 1 203 2.1 0.086436 0.266622 2.2 0.086436 0.325133 2.3 0.0625 0.332447 2.4 0.204122 0.204122 2.6 0.121011 0.269947 2.7 0.172872 0.345745 2.8 0.172872 0.408245 Aggregating corrective actions routine for trade 02 using time lost criterion Trade 02 by Time Lost Problem DI Time W*DI Normalized Source Lost W W*DI 34 1 1.3 0.764706 0.764706 0.764706 41 1 0.4 0.235294 0.235294 0.235294 Sum= 1.7 1 1 1 Original_Data Normalized_Strengths 34 41 34 41 0.0 0 0 0 0 1.1 0 1 0 0.333333 1.3 0 0.5 0 0.166667 2.1 0.5 0 0. 106383 0 2.2 0.5 0 0.106383 0 2.3 0 1 0 0.333333 204 2.4 1 0.5 0.212766 0.166667 2.6 0.7 0 0.148936 0 2.7 1 0 0.212766 0 2.8 1 0 0.212766 0 Sum 4.7 3 1 1 205 The adjusted corrective actions and their coefficients from the compatibility matrix routine are shown below: Compatibility_Matrix_Routine 1st Data Coeff. 0.0 0 -1 1.1 0.078431 0.28035 1.3 0.039216 0.123488 2.1 0.081352 0.28035 2.2 0.081352 0.315811 2.3 0.078431 0.352107 2.4 0.201919 0.201919 2.6 0.113892 0.273675 2.7 0. 162703 0.325407 2.8 0. 162703 0.403838 206 APPENDIX D PROJECT LEVEL ANALYSIS BY MANUAL CALCULATION 207 Project level analysis Problem source - 41 Undermanning System derived data: Project dispersion index = 6/6 = 1.0 Site precipitation > 12 Project total time lost = 19.9 Project total manhours lost = 72.0 Manpower(percent_sufficient) = 3/20 15% Project (percent_critical) = 3/6 * 100 50% Project(percent_remain_duration) = (2/10 +3/9 + 3/9 + 7 + 8 + 9)130 * 100% 82.88% Number of occurrence = 18 Total number of occurrence for all problem = 30 Site precipitation > = 12 problem(41, percent_critical, @perc) = 11/18*100% = 61.11% Standard strength: V12 V13 V14 X [ 1.0 0.5 1.0 Project attributes: V12 V13 V14 Proj. [ 0.5 0.5 0.0 S(X, V): V12 V13 V14 X [ 0.5 0.250 1 T(V, Z): V12 V13 V4 2005 [ 0.1 0 0 1 2003 [ 1.0 0 0 1001 [ 1.0 0 0 1 1003 [ 0.4 0 0 ] R(X, Z): 1.1 1.3 2.3 2.5 X [ 0.5 0.4 0.5 0.1 ] 208 AGGREGATION ROUTINE FOR PROJECT LEVEL Weight distributions determine by frequency of occurrence are: W32 = 1/30 = 0.033 W = 6/30 = 0.200 W41 = 18/30 = 0.600 W = 1/30 = 0.033 W = 4/30 = 0.133 Calculate Dispersion Index as: D132 = 0.1667 DI 0.5000 D14 = 1.000 DI = 0.1667 D1 0.3333 Calculate modified weight as: W2 * D132 = 0.0055 34*D1 = 0.01 W41 * DI1 = 0.6 W * DI = 0.0055 W * DI = 0.0443 0.6653 Renormalized modified weight, we have: = 0.008267 = 0.01503 = 0.9018 = 0.008267 = 0.06659 When multiply each of them with the corrective actions, we have: 0.0 0.0 Z = 0.008267 x [ 1.0 1 + 0.01503 x [ 1.0 1 + 1.1 1.3 2.3 2.5 0.9018 x [ 0.333 0.267 0.333 0.0667 1 + 209 0.0 0.0 0.008267 x [ 1.0 1 + 0.06659 x [ 1.0 1 I I I I Project Level Compatibility Matrix for Manual Calculation Example 00 1.1 1.3 2.3 2.5 0.0 1 -1 -1 -1 -1 1.1 -1 1 1 1 0 1.3 -1 1 1 0 0 2.3 -1 1 0 1 1 2.5 -1 0 0 1 1 By Frequency of Occurrence Freq. of Normalized DI Occu. W DI*W DI*W 32 0. 1667 1 0.033333 0.005557 0.007354 34 0.5 6 0.2 0.1 0. 132353 41 1 18 0.6 0.6 0.79412 46 0. 1667 1 0.033333 0.005557 0.007354 56 0.3333 4 0.133333 0.04444 0.058818 Sum = 30 1 0.755553 1 210 0.0 1.1 1.3 2.3 2.5 Data 0.20588 0.264707 0.211765 0.264707 0.052941 By Manhours Lost Problem Source 32 34 41 46 DI 0.1667 0.5 1 Coeff. -0.58871 0.53575 0.270966 0.37688 0.112095 Manhours Lost 4 Run 0 0.470587 0.211765 0.264707 0.052941 w 0.055556 0.25 Coeff. —1 0.947043 0.682259 0.788172 0.317741 DI*W 0.009261 0.125 Original 1st 0.0 0.395161 -0.20968 0 -1 1.1 0.201613 0. 169356 0.596774 0.959677 56 Sum= 0.1667 0.3333 Original Data 18 25 10 15 72 Coeff. 0.347222 0.138889 0.208333 1 1st Run 0.347222 0.023153 0.069438 0.574074 Coeff. Normalized DIW 0.016132 0.217742 0.604839 0.040331 0.120956 1 211 1.3 0.16129 -0.03226 0.16129 0.758064 2.3 0.201613 0.048388 0.201613 0.83871 2.5 0.040323 -0.15323 0.040323 0.241936 By Time Lost Problem Time Normalized Source DI Lost W DI*W DI*W 32 0.1667 1 0.050251 0.008377 0.009992 34 0.5 3.8 0. 190955 0.095477 0.113886 41 1 14.5 0.728643 0.728643 0.869128 46 0.1667 0.5 0.025126 0.004188 0.004996 56 0.3333 0.1 0.005025 0.001675 0.001998 0.0 0. 130872 -0.73826 0 -1 1.1 0.289709 0.680315 0.420581 0.942058 1.3 0.231768 0.390606 0.231768 0.652349 2.3 0.289709 0.506489 0.289709 0.768232 2.5 0.057942 0.21678 0.057942 0.347651 Sum= Original Data 19.9 Coeff. 1st Run 0.838361 Coeff. 212 APPENDIX E SUPPORTIVE INFORMATION FOR CASE STUDY EXAMPLE 213 U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C ON TU Fi le le sa : 9: \R 17 20 0\ P8 0J 13 \Il Jlg ill Se le ct Al l D ti v it ie s Sv rU A ct iv ity Ce de B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T P R E D /S U C C /P R O D U C T IO N o C ri tic al A ct iv ity + Q w er vi vg pr ed ec es so r oF an ac tiv ity or so cc es so r go ve rn ed by ac tiv ity Re po rt Ra te: 19 01 31 03 Re po rt T iv 14 :2 0: 52 R ev is io n tim be r: 0 Pr og re ss la te : 11 11 31 94 Pa ge Il l 2 00 11 01 19 LO DE ol EC RI flI UN PR UO IIS SO IE 00 1. cO DE RI SC RI PT IM I 00 L LO DE RI SL RI PT I0 0 D E llA DT DO M L 01 11 10 01 0 10 91 01 1 RL IIC III IE FO R 01 11 )0 05 10 00 4- IN I1D LT RI CO I. 10 11 31 -IN CO PP I3I PI lli lI tE 10 71 00 1 IE M ID IIE 10 91 1( 6 UI tI) 00 5 T 10 91 01 6 81 11 )0 05 1 10 91 01 6 IIE RI AT IIH /L OD IIJ R OA R I W E /F IL L /S lI 11 11 )4 1 1 10 91 11 1 IIE IL AT I0 0/ W ftN iD 1)1 41 1 ID IIL D BR Ic D IR IS I 00 04 1 10 14 1) 1% 10 91 11 1 D IF lI0 0L RA Il HO AR D I BU ILD RR IC II 14 10 LO CI EM I P1 00 . 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IT IJI ° Re po rt Da te: 26 D1 t9 3 N C ri tic al ti o it g De po rt Ti ue 14 :6 6: 25 Se le ct Al l ti o it ie s • G ov er ni ng pr ed ec es so r vi an ac tiv itg Re vi sio n th in ke r: 6 So rt D et io itg Co de or no cc es so r go ve rn ed kg ac tio itg Pr og re ss D at e: 61 16 61 94 AC TI VI TY Hi gh pr ec - law pr oc i- Hi gh te q - Le o te qe - th iia id itg Hi nd Gr ou nd co - St or ag e no Si te co eg - In te rn al - Ex te rn al - La hc ur in - Eq oi pe en t D ul le r ac - ln oo va tio e De sig n ch CY PC DG CD IP TI VI ip ita tio o pi ta tiv n er at er e ra tv re ed iti on s si te es tio n ac ce ss ac ce ss te ns in e in te ns io e ti oi tg ne th vd s an ge s 69 66 80 IA TS IT tB dL S/ llE TL 51 15 SI lL S 6M B 6. 16 6. 66 6. 66 L 66 6. 66 6M B 6. 66 6M B DM 6 6M B 1. 66 6. 66 6. 66 6. 66 1M B Hi gh in sp - C on tra ct - C on tro lle d l.e o to te r- Le ar ni ng - D es ig n to ec tio n pr oo is io n eo oi ro oo uo an ce co m e el ie np le oi tg 6. 66 6. 66 6. 66 6. 16 6D B 6. 68 AC TI VI TY Hi gh pr ec - le o pr ec i— Hi gh teo p— Lo u te ’ip e- llx ai di tg lie d Gr ou nd co - St or ag e no Si te ce ng — In te rn al — En te rn al — La hv nr in— Ei gv ip ne nt lo ll er ac— In no va tiv e De sig n ch CU DC PG CH IP TI U1 I ip ita tio n pi ta tio n er at vr e ra ta re ed iti on s si te es tio v ac ce ss ac ce ss te ns iv e in te ns iv e ti ni tg m et ho ds an ge s 80 62 66 IIE TA IL IIC IH L ST tD S 6. 66 6. 66 6. 66 6. 66 6. 66 6. 66 6. 66 6. 66 6. 66 1. 68 6. 66 1. 66 6. 66 6. 66 6. 66 1. 66 H ig h in sp - C on tr ac t - C on tro lle d Le o to te r- l.e ar ni ng - D es ig n cv ec tin o pr ev is io n ev vim oio me n an ce cu rv e cu e np le ni tg 6. 66 6. 66 6. 66 6. 66 6. 16 6. 46 AC TI VI TY H ig h pr ec - La o pr ec i- Hi gh te t, - to o te qe - tlo m id itg lie d Gr ou nd cv - St or ag e on Si te co og - In te rv al - Ex te ru al - l.a he or in - Eq vi pn ev t lo ll er ac - In no va tiv e De sig n ch— CY DC T’C TC HI PT IY II ip ita tio v pi ta tiv e er at or e ra tn re ed iti on s si te es tin o ac ce ss ac ce ss te ns iv e in te ns iv e ti ni tg ne tin id s av ge s ‘8 06 16 6 ItE TA IL llE t6 AT IS l/A Cf S1 D 114 1 1M B 6. 66 6. 66 6. 66 6. 66 6M B 6. 66 6 . 6. 66 6. 66 6. 68 6. 16 6. 66 6. 66 6. 66 6. 26 Hi gh iv sp - C on tra ct - C on tro lle d l.e o to ter — Le ar ni ng - De siR e co— ec tin v pr ov is io n en vi rn oi m ee av ce cu rv e cI Te iç le ni tg 6. 66 6. 68 6. 66 6. 66 6. 46 6. 66 AC TI VI TY Hi gh pre c— La o pr ec i- Hi gh ten p— l.e a te np e- th m oi di tg lie d Gr ou nd cu— St or ag e on Si te co ng - In te rn al — En te rv al - La hn vr in— Eq vi po eo t Iv il er ac - In no va tiv e D es ig n ch CO DE YC SC DI PT IO II ip ita tiv n pi ta tiv o er at er e ra te re ed iti on s si te es tin v ac ce ss ac ce ss te ns iv e in te ns iv e ti vi tg oe tlo ds an ge s ‘Y qo lgO I6S TA LL EU YC IY SL SI LL 10 0D D 6. 56 6. 66 6. 66 6. 66 6. 66 6. 68 6. 66 6. 66 6. 66 6. 66 1. 66 1. 66 6. 66 6. 66 6. 66 6. 56 Hi gh in sp - C on tra ct - C on tro lle d le a to te r- l.e ar vi ng - De sig n cv— ec tin v pr ev is io n ev vi re nn ev on ce co eo e cI Te np le vi tg 6M B 6M B 6M B 6. 66 6. 56 6M B AC TI UI TY Hi gh pre c— l.o o pr ec i- Hi gh te op - to o tem pe - th an id itg lie d Gr ov vd co— St or ag e xv Si te cn ng — In te rn al - [e te rn al — Lo ho ur io - Eq vi po eo t D ul le r ac— In en na tiv e D es ig n ch CV DC l)L TC 6tP Tl gH ip ita tio n pi ta tin o er at vr e ra tu re ed iti on s si te es tio e ac ce ss ac ce ss te ns in e iv te ns io e ti vi tg me tiv ids an ge s n g PH YW tL HU S1 DI IV S DM 6 6. 66 6M B 6M B 6M B 6M B 6. 66 6. 66 6M B 1M B 6M B 1M B 6M B 6M B 6. 66 1. 66 Hi gh in sp - C on tra ct - C on tro lle d Le o to te r- Le ar ni ng - D es ig n co ec tio n pr ov is io n eo vi rv ea m eo on ce co m e ef ie np le ni tg 6. 56 6. 68 1. 66 6. 66 6. 56 6. 86 Pa ge 20 1 3 HD TI VI TY Hi gh pr ec - Io n pr ec i- Hi gh t - low ta nç e- Ih m id itg Hi nd Gr ou nd to - St or ag e on Si te co ng - In te rn al - In te rn al - La hn nr in - Eg ni po un t D ef ie r at - In no va tiv e De sig n ch CO DE DC OC RI PT IH II ip ita tin o pi ta tin n er at ar e ra ta re ed iti on s si te es tio n ac ce ss ac ce ss te os in e in te ns in e ti oi ty ve tla nd s an ge s ‘H 9% 0g TH PC /F IU JS (tt DH O0 0II . 0. 00 0.H 0 H. H0 1.H H L0 O HO D LO U LH H HO D 0. 00 H. HH 1. 06 HO D 0. 00 0. 00 1. 00 Hi gh in sp - C nn tra ct — C on tro lle d In n to te r- Le ar ni ng — De sig n co— ec tio n pr ev is io n en ni rn rn €n an ce co m e cu e ip Ie oi tg 1. 66 0. 00 1. 06 1. 00 6. 10 0. 00 T lO IT i - - Hi gh pr ec - La o. pr ec i- Hi gh tem p- Lo u tem po - lla m id itg Hi nd Gr ou nd cn - St or ag e na . Si te to ng - In te rn al — In te rn al - La bo ur in - Eq ui pm en t Bu ffe r ac - In no va tiv e De sig n ch CH DE DE SC HI PT Ipm I ip ita tin o pi ta tio n er at or e ra te re ed iti on s si te es tio n ac ce ss ac ce ss te ns in e in te ns in e ti ni tg or tlo ul s an ge s ‘1 00 10 6 ll T J. HI 00 IH US 0. 06 0. 66 0. 66 0. 00 0, 66 0. 00 0. 66 H. 66 0. 00 0. 06 1. 60 1. 66 0. 66 0. 00 0. 00 H. 16 Hi gh in sp - C on tra ct - C on trn lle d Le n to ter — Le ar ni ng - De sig n cn ec tio o pr ev is io n en ni rn .o en an ce ca rv e ei fe np le oi tg 0. 50 0. 00 6. 00 6. 00 0. 50 LO U HT IV IT Y Hi gh pre c— Le a. pr ec i- Hi gh t— Lo u tem po - lia m id itH Di ed Gr ou nd to - St or ag e n.m Si te to ng - In te rn al — In te rn al — La hn ur in— Eq ui pm en t Bu ffe r or - In no va tiv e De sig n ch CH DC DC OC DI PT IC ’H ip ita tio o pi ta tin n er at nr e ra tu re ed iti on s si te es tio n ac ce ss ac ce ss te os in e in te ns in e ti ni tg me tln ad s an ge s oI 20 l0 0 ED tfl SC HF FH LD T1 E fO B quS HI H1 O H. OH 0. 06 0. 60 0. 06 0. 00 0. 06 0. 00 6. 10 0. 00 0. 00 1. 06 0. 60 0. 00 0. 00 0. 00 0. 00 Hi gh io sp - C on tra ct - C on trn lle d Lo u to te r- Le ar ni ng — D es ig n to ec tie n pr nn is in n en ni ro m ni en on ce co m e ef ie up le ni tg 0. 50 0. 00 0. 06 0. 60 0. 10 0. 06 HC IIH IT O Hi gh pr ec - tan . pr ec i— Hi gh tee p— Lo u tee pe — lh m eid itg Hi nd Gr ou nd to - St or ag e on Si te ton g— In te rn al - Ex te rn al — I.a hn ur in— Eq ui pm en t Bu ffe r at - In nn na tin e De sig n ch CO DE D IC D lP tlH 1 ip ita tin n pi ta tio n er at ur e ra ta rn nd iti ne s si te es tin e ac ce ss ac ce ss te ns io n in te os ie n ti ni tg m etl ea ds am igo s 12 02 00 111 111 ) OD IC H dJ .S 1. 00 0. 00 0. 50 1. 60 0. 00 0. 00 0. 06 0. 50 0. 60 LO U 1. 00 1. 00 0. 06 6. 00 0. 00 0. 06 Hi gh in sp - C on tra ct - C on tro lle d Ian . to le r- Le ar ni ng - De sig n ci . ec tio n pm nn isi nn en ni rn m n.e n an te cu mn e ef fe .ç le oi tq 0. 10 0. 00 0. 50 0. 50 0. 50 1. 00 HT IH IT Y Hi gh pre c— l.e u pr ec i- Hi gh te ep - Ian . tem po — tim id ity Hi nd Gr ou nd to - St nr ag e on Si te ton g— In te rn al — In te rn al - La hn ur in - Eq ni pm en t D ef ie r at— In oo na tin e De sig n ch CO DE DC OC HI PT IH II ip ita tin n pi ta tio n er at nr e ra ta re od iti nn s si te es tin n ac ce ss ac ce ss te ns in e in te ns in e ti ni ly ee th nd s ao ge s 15 01 06 HH HO I-l O SH Id HU ED OI SI3 1S 0. 06 0. 00 0. 06 6. 06 0. 00 0. 00 0. 00 0. 00 0. 00 1. 06 0. 00 6. 50 0. 00 0. 00 0. 60 1. 00 Hi gh in sp - C on tra ct - C on tro lle d La o. to le r- Le ar ni ng - De sig n to ec tio n pr ov is io n en oi ro n. en an te cu rv e cu te ep le ni tg 0. 00 0. 00 0. 50 0. 20 0. 50 0. S0 W Tl tlT P Hi gh pr ec - lo w pr ec i— Hi gh tee p— l.o n tee pe — Ih ne id itg Hi nd Gr ou nd to — St nr ag e nn Si te ton g— In te rn al — In te rn al - I.a hn nr in - Eq aip re en t Bu ffe r ac - In no na tin e De sig n ch CH DE DC OC HI PT IO H ip ita tio n pi ta tio n er at nr e ra ta re nd iti nn s si te es tio n ac ce ss ac ce ss te ns io n in te ns iv e ti ni tg ne tto ds an ge s 15 02 00 00 11 50 -IN CH PP ED Pl lO hI Ilt € 0. 00 0. 06 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 06 1. 00 6. 00 0. 90 0. 00 6. 00 0. 00 - - 0. 90 Hi gh in sp - C on tra ct -C on tr ol le d Ian . to le r- Le ar ni ng - D es ig n to ec tie n pr ov is io n en ni rn in en an te to rn ef fe .ç le ni tg 0. 00 0. 00 0. 20 0. 00 0. 50 0. 50 HC TI Oi gt Hi gh pre c— Lo u pr ec i- Hi gh te ep - Lo w tem po - tim id ity Hi nd Gr ou nd co— St or ag e on Si te to ng - In te rn al - In te rn al — la bo ur in— Eq ni pn en t D ef ie r at - In no na tin e De sig n ch CO DE DC OC DI PT IO N ip ita tin n pi ta tin n er at ur e ra to re ed iti on s si te es tio n ac ce ss ac ce ss te ns io e in te ns iv e ti ni ly ne th nd s an ge s lbO lH O BO tC H- IN EL EC ID IC HI 0. 00 0. 00 0. 00 0. 06 0. 60 0. 00 0. 00 0. 00 0. 00 1. 00 0. 06 0. 90 0. 00 0. 00 0. 60 0. 90 Pa ge 30 f 3 Hi gh ie sp - C on tra ct - C on tro lle d La o to ler — l.e ar ni eg — D es ig n en— ec tie n pr ec is io n en ni re nn en an ce en tre e ef fe np le ni tg 0. 00 0.6 H 0. 70 6. 06 6. 50 6. 66 AC TI VI TY Hi gh pre c— Le a pr ec i— Hi gh tea p— La w tem pe — H an id itg W ind Cr an ed to— St or ag e no Si te ton g— In te rn al - Ex te rn al — La hn nr in - Eq ei pn ee t G af fe r at - le en na tin e De sig n ch CO DE D lC H IP IO 0 ip ita tie n pi ta tio o er at ar e ra to re ed iti on s si te es tia n ac ce ss ac ce ss te ns in e in te ns in e ti ei tg m eth od s ae ge s 05 60 10 0 f/f l/P /C /S SO PC OS TD VC TD DE 1. 00 0. 00 6. 60 1. 00 0. 00 6. 00 6. 06 1. 00 6. 00 6. 60 1. 06 0. 96 6. 00 6. 06 6. 06 1. 06 Hi gh ins p— C on tra ct — C on tro lle d La w to te r- Le ar ni ng - De sig n cx ec tie n pr ev is io n ee ei ra ao oe e an te ca m e ci te m pl ee itg 1. 00 1. 06 6, 66 6. 76 0. 96 1. 00 AC TI OI TY Hi gh pr ec - La o pr ec i— Hi gh le ap - Lo ot tem pe — Ih no id itg W ind f,m nn nd en - St or ag e on Si te to ng - In te rn al — En te rn al — La hn nr in— Eq ni pm en t G af fe r at— In en na tin e De sig n ch CO DE DI CD lP Tl DH ip ita tin n pi ta tie n er at or e ra ta rn nd iti nn s si te es tio n ac ce ss ac ce ss te ns in e in te ns iv e ti ni tg ne th nd s an ge s 56 07 00 III ST AL L OL OC HI FE FO R 01 66 01 15 0. 00 0. 00 6. 06 0. 66 6. 00 6. 06 0. 00 0. 60 0. 00 6. 00 H. 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E X T E N D E D E X A M P L E P R O J E C T B A T C H U P D A T E T R A N S A C T IO N R E P O R T D ep or t D at e; 10 D1 19 3 Re po rt T i. ; 18 :2 7: 28 0e v Pr og re ss Ra te 04 FE B9 4 U B C C O N S T R U C T IO N M A N A G E M E N T L A B B E N J A M I N Y U E Fi le U se d: D: \B EP ZU A\ p0 OJ 13 \B 13 (O 1J J B en is io nR e: 0 Pr o- U pd at e Pr og re ss Da te: 31 DF E9 3 R E P e O N T U PB E- UP RA TE DA TA I* ] DA TA AC TI VI TY AC TI VI TY AC Tt IA L/ SC IE I/E LY 11 )1 AC tU AL 110 1 CO DE LO C Dl CR IP Tl ON ST AR T FI NI SH IIU R Xl ST AR T FI NI SH DU D ZS XI ST AT US Of’ AC TI VI TY 09 01 00 DA TA LA YO UT UA U. S/T DU TL ST UD SI LL S 2 6 J4 28 31 11 94 3 26 31 18 04 28 31 18 04 0 10 0 St ar t/F in is h. 2 LA YO UT IA RL S/T US TL ST UD SI LL S 03 FE B9 4 R7 FE D9 4 3 03 FE B9 4 (O 7F D] 19 41 1 66 St ar t. 09 02 00 DA TA IU ST AL L AC T1 1. 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DT TB TE RT . 03 FE B9 4 09 FE B9 4 S 03 FE B9 4 IO 9F EB 94 I 3 10 St ar t. 01 01 00 2 F/ B/ P/ C/ S SU PE BS TR IIU TU RE A3 BD DT 93 [12 31 11 94 1 7 12 3B DL tY 3 12 11 11 94 0 111 0 Fi ni sh . 01 11 10 8 3 F/ B/ P/ C/ S SIJ PE DS TB IIC TO BE 13 31 18 04 20 J1 11 94 6 13 31 14 91 20 31 11 94 0 10 0 St ar t/F in is h. 01 01 80 4 F/ B/ P/ C/ S St JP DI ST Bl Tl JB E 21 31 14 94 21 .11 11 94 6 21 31 11 94 2B 31 11 94 0 10 0 St ar t/F in is h. 01 81 00 5 F/ B/ P/ C/ S SIJ PE BS TB OC TU TIE 31 31 11 94 07 FE B9 1 6 31 31 11 94 10 7F EI I94 1 1 83 St ar t. 01 02 00 11 11 0 TU ST S.L BL OC KT S FO R WI IRI OU S 03 FE B9 4 07 FE B9 4 3 03 FE B9 4 10 7F EI 19 4J 1 66 St ar t. C U B C C O N S T R U C T ! 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RL OC III AC Fo il 01 06 01 15 10 FE B9 1 21 FE B9 1 2 18 FE 89 1 [21 11 11 19 41 1 50 St ar t. 50 03 00 SI TE [/0 /P /C /S 10 00 9 IJA I05 CA PI PE 00 )1 10 91 20 FE 09 4 iS 091 111 191 18 41 00 09 41 10 45 St ar t. — — R E P C O N TU Fi le Us e1 p:\ R1 y2 00 \P RO JI3 \fl 17 10 1.O J D u, is io n Pa ’: 0 Pr o- up da te Pr og re ss Da te 18 FE R9 4 E X T E N D E D E X A M P L E P R O J E C T B A T C H U P D A T E T R A N S A C T O N R E P O R T Re po rt Da t& 10 0l L3 Re pa wt T ie : 15 :4 3: 13 He w Pr og re ss Ra te : ST OU IT I U B C C O N S T R U C T IO N M A N A G E M E N T L A B B E N J A M I N Y U E PR E- IP Im TE RA TO lU d DA TA OF TI UI TY OF TI UI TY OF TU JS l)U d/ CO AL Y 01 )1 OF TU AL Rl )1 CO DE bC DC OC DI PT IO H ST FII T FI NI SH OU R XI ST PJ IT FI NI SH OU R XI ST AT US OF AT lU IT Y 0Y 0I 06 I LA YO UT LL S/ IU ST L ST UD SI LL S A1 0F 13 19 4 [2 2F ER 94 1 2 50 IR FE R9 4 23 FD E9 1 0 10 6 Fi ni sh . 5 1.0 00 11 1 .1 .S /lU ST L ST UD SI LL S 03 10 01 94 04 00 01 91 2 03 10 01 94 04 10 01 91 10 6 St ar t/F in is h. 02 00 3 II T L OF TP L ST UD S A1 5F t0 94 11 01 31 94 0 10 6 15 01 31 94 10 11 31 94 0 10 6 Fi ni sh . I II T S 1 ItT AL 51 11 05 23 11 31 94 25 11 31 94 3 23 11 31 94 01 10 01 94 0 10 6 St ar t/F in is h. 09 64 06 00 10 IU TT 01 L CO TD W L 10 0.1 DU Al S 01 10 01 94 03 10 01 94 3 0J 00 19 4 He Fi oi sh /b ia in in g D ur at io n. Pa , ch an ge s na de . 10 01 00 00 11 4 IU ST PL L 11 15 10 05 01 00 19 4 40 00 19 1 I Po stw m e4 . lb ch an ge s pi ad e. 12 14 10 0 00 11 1 ER EC T SC AI TO LP IO U FO R 00 51 01 11 ! AI RF ER 94 12 5F ER 94 1 5 20 IR FI ]1 94 01 10 01 91 0 10 6 Fi ni sh . 2 131 0X T SC NT OL DI IO FO R 00 50 11 0! 20 11 31 94 07 i00 19 4 3 02 30 01 94 lb Fi ni sh /R em ai ni ng D ur at io n. Pam ch an ge s m ad e. 15 01 01 0 I RO IJG FI N SD U UA TE R RI SE RS A1 5F ER 9I IR FE R9 I 10 6 15 FE R9 4 1O FE R9 I 6 10 6 Fi ni sh . S 00 00 fI O SO U IB TE R RI SE RS 20 FE R9 4 02 35 11 94 3 20 FE 11 94 03 10 01 94 0 10 0 St ar t/F in is h. 15 02 00 2 00 00 4- IN CO PP ER PI JR 10 I0 1 A1 SF ER 9I IU FE D9 I 0 10 6 IS FE RY I IU FE R9 I 0 10 0 Fi ni sh . 3 01 01 04 -IN CO PP ER PU D SI IE 21 11 31 94 24 11 31 94 4 21 11 31 94 25 01 31 94 0 10 6 St ar t/F in is h. I 01 01 01 -IN CO PP ER PU 0S II 6 20 FE R9 4 01 51 19 4 4 20 FE R9 1 01 10 01 94 0 10 6 St ar t/F in is h. 16 00 00 2 11 00 01 -IN EL ItT 0IC AR . AI SD ER 91 12 3F ER 94 1 3 57 1S FE RY I 23 11 31 94 6 10 0 Fi ni sh . 3 00 00 4- IN I1O ET OI CT O. 24 FE R9 4 87 35 11 94 5 24 11 31 91 00 51 19 1 0 10 6 St ar t/F in is h. 4 00 00 4- IN E 1T U IC a 03 00 09 4 09 15 09 1 5 01 15 09 4 11 45 11 94 1 4 20) St ar t. 31 01 00 6 FI R/ P/ C/ S SU PE RS TR UC flJ OE A1 0F E1 19 4 10 FE 1I9 4 6 10 6 16 FE 09 4 IR FE R9 4 6 10 0 Fi ni sh . 13 10 10 0 7 F/ ft/ P/ C/ S SIJ PE OS TR UC flh IIE 21 FE R9 4 25 11 31 94 5 2I FE R9 I 20 FE R9 4 0 10 6 St ar t/F in is h. 50 01 00 0 F/ RI P/ C/ S SU I’E RS TI lU CW DC 20 Ft D9 4 61 05 11 94 5 61 15 09 4 10 71 50 94 1 00 St ar t. 50 62 00 3 101 110 1.1 . RL OC Rl I11 FO R 11 15 )0 05 SI UF ER 94 L2 OF EI I94 J 1 58 IO FE II9 I 23 FE R9 4 6 10 0 Fi ni sh . (31 02 00 4 11 11 00 11 . 1 LO CK IIE FO R 01 )4 )0 05 ZR FE R9 4 01 )5 09 1 2 21 01 13 19 4 O 23 09 4 0 10 6 St ar t/F in is h. (3 6 6 SI TE F/ R/ P/ C/ S Id lD Lf 0f )S C II 0 40 91 13 19 4 10 40 51 19 1) 10 15 OI IF ER 9I 14 05 09 41 2 US On go in g. R E P C O N T M UF AT NE R CO t1 Dl TI Ot SI TE IT IO I1 S Ill pi t TI W In ) C B )tR tC ll4 1I TI C ST O )W EC IIS IT E S T D S I1 C [In Tl (a ) (h I (c ) (d l Bi nd (F ) 19 ) (h I CO IB VQ S Cl ea r Cl ou d Ra in Sn ow Cl ea rlC lo ’,d Ra in Sn ow Ili gh I La w Pr ec ip Sp ee d Po or Fa ir’ Ca ,ad Po or Fa irl Co ed Pe er l Fa ir’ la nd C C mm kp h B7 FI ET I K K 1 -1 15 B K K K cd l Fr ee zi ng ra in an tn Fn nw er h an d st ee l Co ul dn ’t pr ac ee d w ith pe er . BK FC R9 4 K I 2 —l 14 B I I I (d l lI re Fr ee zi ng ra in . Si te da ng er on s. Ca n’ t pl ac e sl ab . B9 FC RT 4 I K 4 1 B B 1) 1 I )B FC I9 4 I I 4 1 lB B K I I IIF CR )4 I I I -J 28 B I I I (d l Pr ec ip ita tio n in Fn rw of fr eo zi ng ra in an d sn ow . IIF CR II 1 K 1 - 2 2B B I I K 15 FE B9 1 K K 1 2 IS B I B I )c )l tl as t- so ne w ar ne rw ea th er . (d l Sn ow an d ne t w ea th er af fe ct in g ne ra )e . it m m I I S 2 B B I I 17 FE B9 4 I I I 1 15 B I I 18 10 (9 4 I I I 2 12 8 K I 21 10 (9 4 K I I I B B I I I I 7 2 15 8 1 1 23 FE 19 4 1 1 6 1 15 8 I K ZI FC R9 I I I 3 1 B B I I 25 FE B9 4 I I -2 -S B B I K 28 FE B9 4 8 I -3 4 B B I K B1 PB 11 94 I I 1 -S B B K K 92 B9 B9 4 K 1 5 -1 12 B I 1 1 BJ IY mB 9I I K 5 2 lB B K I 1 1 I B 7 2 B B B I 1 t’ B C C O N S T R U C T IO N M A N A G E M E N T L A B B E N J A M I N Y T J E - E X T E N D E D E X A M P L E P R O J E C T D A IL Y S IT E W O R K E N V IR O N M E N T R E P O R T Fi le Ds ed I:\ R ?2 B B \P 9I 32 9\ B IJ IK (B l Re po rt Pe ri nd 87 FE 19 4 to B4 1it 1(9 4 n lb -w or ke d Ba g W ea th er an d Si te C on di tio ns . Re po rt Ba te : 2B R1 E9 3 D ep ar t Ti we 11 :4 8: 36 Pr og re ss Ba te B4 h1 (9 4 Be ni sin o thm mh er B tJ t ) U B C C O N S T R U C T IO N M A N A G E M E N T L A D B E N J A M I N Y U E - E X T E N D E D E X A M P L E P R O J E C T D A IL Y S IT E W O R E F O R G E R E P O R T Fi le Us ed : P: \U CP 2O H\ PH UJ Z9 \If )ff lh J Re po rt Pe rio d: 07 11 11 94 - 04 09 11 94 Al l lle sp oo si bi lit g Co de s. li i TH AP IS OD I Ae sp Su pe r- (j l (h I (I ) (N I Id PA TE Co de Tr ad e io te od en t I So C Sk ill To ro no er D oe rli m e Q w ni eo ts I p/ N H N I H N Il IA ow s 07 19 11 91 C C1 31 3h t CU NH RW IH H 1 10 H H H 09 D lY IJ H 3 N A H IS ttO fl 4l C ot 2 H A A 16 11 C C 1I lC 3 H U H 011 111 191 CC D€ I1 AL C0 9T IA PT UT H I H H H O9 PR YI flH . 3 H H A H S lt fl tt H tt t 3 0 H H Ih 11 A II R IC ct 3 H H H 09 11 39 1 C 11 10 3W 1( 0* 09 11 11 0 I 10 H — U H (I I ‘p re nt ic es st il l eo hi hi tio g lo u sh ill le ne ls . Dh o’e io st r. n n - - 09 11 11 91 W ! 5 H U H lS U fl 4 lC 3 H H U Ih at aR le a 3 H U I IU FE I9 4 C cm tT aC H N T T H T H 9 N U U 09 11 11 11 W ! 3 N H U lS llC cD W llC a 3 H U U H6 EU IIU IC AL 3 H H H 11 11 31 91 C C l1 U m LC U lIr lrU o H I N U H (j ll et ha lf of th em en go at no oo he co os eo F sn ou . 09 11 09 1W ! 4 H H H IS NE DW IIC AI . 3 H U U lb EL CC TR IC AI . 3 H U U 11 FE B9 4 CC I3I I1U LC HN TR AC TU H - 1 12 H H H 09 11 39 1( 1 5 H H H IS IIE OW IIC AL 3 H U H HC EL Lt III CA L 3 H U H 15 11 11 94 CC I3 IE IW .C UN TU aT UR H 12 H U H O9 DR HA AH ! I H U U HS NC I3 W IIC AI . 3 N U U IC EH EC IR IC AL 3 H H U 16 11 11 91 CC H3 IE TP LC UN HR RH UH I 12 H H H 19 11 11 14 ! 4 N U H 15 (1 11 09 4I CP ( I H U 11 (jH 09 th ss ht ra dn ad de d eo tro ma n to po sh ro ug h- in . IC EI 11 T0 IC AI . 3 H U H 17 11 31 94 C (1 11 3W . CU NI IA PO TH I 1 9 N H H 09 11 11 11 4! 4 N U H H S0 *3 W lC al . I H U H HI, EL EC IR IC PL 3 H H H 111 111 194 CC I3 CW I,C I* IH IW TU N H 9 1 0 1 1 1 1 1 1 1 1 1 R E P C O N T 0 U ep or t Da te: ZA HC C9 3 Re po rt Ti me : 14 :4 1: 00 Pr og re ss Do te: 04 1(0 11 94 Re oi sio o Ih in he r: 0 t% ) 1% ) E li (I I Tf tN ON D1 Re op Su pe r- (J I (k l (I ) (m l lv ) PA TE Co de Tr ad e in te nd ee t ft Sa t Sk ill Tu rn ov er O ve rti m e Ce rm en ts ft YI N 0 )1 1 1 1 A )n iL Ik ni rs T 1 11 0 I2 1 1 E ! I T 0 IS PE GW IIC AL 2 N 0 ft IC EI Lt Ift IC A ), 3 0 ft 0 21 FE ft9 4 C GI IV 1A I. CO ft( TP TO ft 1 9 N ft ft ft 3P O V L J. 4 N 0 ft l 2 W 5 ? ft IS TE O fII IC A I. 2 N ft ft iC ui ti ft IC a - - — — 3 11 ft ft 22 1’E ft9 4 C Cl Jtf tA I. CA tfT lC Tf tft ft ft N ft ft ft9 Pf tft lL L 1 N ft ft l2 m SO Nf tY S T ft ft lS ft ft uf tl lC a 2 N ft ft IC E Il tI ft IC a 3 11 ft 23 R 19 4 C W a ft tf fl tO ft 1 9 N ft ft ftY Pf tft lfl L 2 N ft ft l2 (S O N ftf t S V T ft IS TW W O CA L 3 V ft ft ftC EI ItT OI CA I 3 1 ft ft 24 ft1 94 C a j a Cf te1 Tl IT ftf l ft 11 ft T ft ft9 D ftf tlf tL 3 7 ft ft l 2 f T 5 ? ft T lS )t lJ ft ft lE A l 3 V ft ft IC u L tT w a 3 V ft ft 25 FE ft9 4 C Cf tl€ fta CA ftf tT ftT Of t ft 9 N ft T ft9 Pf tY (4 L 3 ft ft ft l2 ft1 ftt N lft 5 ft ft ft lS IW fl ft lC tt 3 V ft ft lC EL ftt Tf tlC t 2 N ft T ZO ltf ttI C Cf tW ftA I, Cf tftl tRA CT ftft ft ftft ft ft ft ftf tft ftf t(4 i. 2 N ft ft lZ W iS O( ftl Y 5 ft ft ft Is T lu rt Il C a ft N ft ft IC ug T ft IC a N T ft CC ftJ I3 C° LC ftf tfT IIi CT ftf t ft 9 N ft ft ftY ftf tY ftJ ftU . I N ft ft IZ FS ON ftY S ft ft ft IS TE Cf tW IIC AL ft N ft ft IC E IT ft IC N ft ft ft2 lW l9 I CC U Lf tA 1C CI fft lT ftI ) ft 9 N ft ft ft 9f tf tY L I ft ft ft l2 1S ft ft ft 4 V ft ft Is T lu w Il C a 3 ft ft IC EL EU TO IC AL 2 N ft ft ft3 ftO ft9 I C CE IIE RA L Cft PfT ftA LT ftft 1 9 ft - - ft N) ft ft ft L L 4 ft ft l 2 f t 4 ft ft lC PN fl ut lI C tt 3 P ft N 0 ’ (I ) Re sp Se pe r— (j) (k ) U ) (N ) (n ) PA TE Ce de Tr ad e in te nd ed I Sa l Sk i)I Tn rim ve r O ve rT )’ . C oq ie nt s I 7/F ) 0 1 1 1 1 1) 11 )1 1 )t ur s 1G 13 ,C CT R) Ca I 7 1 l x i i i IX 04 Ov 09 1 G u u tx . CO PA PA CT OX ) )) 7 0 0 x n a 4 y x x IZ Ff lS 00 0Y 3 7 0 0 )S )L U W IIC A L 3 V 0 0 )6 IL ItT O) CA L 3 7 0 0 R E PC O N T M * C ri tic al E Ea tra Re ek O rd er o la n- w or ke d la y L Le tte r U ns ch ed ul ed li li es , 0 lla ck ch ar ge I Te le ph an e Dr aw in gs fo r el ec tr ic al we ek ar e in co m pl et e. It t w re wh er e to pl ac e al l ha ne s Pe r ou tle ts , ce ili ng fi xt ur es , et c. t0z rh re al ly be in g slo w ed he ca us e el ec tr ic al dr aa in gs nu t co or di na te d w ith ar ch ite ct ur al dr aw in gs . O il! lo se at le as t an ot he r ha lf da y. E le ct ri ca l su b co m pl ai ni ng ab ou t lo ss in pr od ac tin ity . Dr aw in gs fo r ha rd la nd sc ap in g in co m pl et e an d m is le ad in g. di ll pr oc ee d w ith la yo ut , an d ge t ar ch ite ct to ch ec k. In co m pl et e dr aw in gs le d to la yo ut er ro r. Ti me co un te d ag ai ns t co de 5? Se nd no te to ar ch ite ct re qu es tin g tim e eu te ns io w be ca ns n th is ac tiv ity is cr it ic al . Po or qo al ity of dr aa in gs st il l ca us in g pr ok le w o in la yn ot . lin t ab le to ge t cl ea r an ow er s Cr ow ar ch ite ct . Dr aw in gs st il l no t co m pl et e en ou gh . Si nc e th is is fi rs t fl ou r of ty pi ca l la yo ut , dr aw in g fi ae s fo r pr en iu ns fl ou r nu t ap pl ic ab le . W ill ro ug h- in wh at is kn ow n - ge t cl ar if ic at io n fro m ar ch ite ct . Re po rt D at e: 20 01 19 3 Re po rt Ti me 14 :3 ?: % Pr og re ss la te : 64 00 09 4 U en isi an tb in be r: 0 U IU C C O N S T R U C T IO N M A N A G E M E N T L A B B E N J A M I N Y U E fi le Us ed : U\ UC P2 00 \P UU J2 9\U F3 0T IU I Re po rt Pe rio d: 07 15 09 1 - 00 11 91 Al l Pr ob lem Co de s fu r Al l O rt in iti es . E X T E N D E D E X A M P L E P R O J E C T D A IL Y S IT E P R O B L E M S O U R C E S R E P O R T U s) -J 01 21 ! V IT V/ IY TU A yO RK U U D U lfU ( 01 11 11 P1 00 11 )1 U5 0D TR €1 Ut 11 9 DE ll lO Ot S LO ST DA YS LO S DA TC CO DE LO C U P D1 1C DI PT IS I P1 05 Th U5 0C UI PT IS I CO DE ID At DE Tl O EU DU S f T 10 3 TU llE f[2 1T Al t? TU llE P R O B L E M : (1 1 ) T o n m u ch p r e c ip it a tI o n 07 1T .U 94 (30 01 00 S C f/U /P /C /S SU PC DS TU UC IU UE fr ee zi ng ra in de la ye d co nc re te po ur . 40 .0 0 40 .0 0 1. 00 0. 00 UU 1E U9 I (30 01 00 5 C f/U /P /C /S SU PE US TU UC DU UE fr ee zi ng ra in ag ai n. Le t w or ke rs no sn pe rs tr nc tu re go at 0: 30 am . 30 .0 0 30 .0 0 0. 00 1. 00 30 03 00 SI TE C f/U /P /C /S 103 RD l.f t0 )S CA PI IS fr ee zi ng ra in le d to pn stp en em en t of st ar t of ha rd la nd sc ap in g. Si nc e 1. 00 1. 00 it is cr it ic al , th is w ill de la y th e ja b. llf CD 9l (I 0 0 6 C f/U /P /C /S SO IPI ES TI UE TU UE fr ee zi ng ra in an d sio wa wa ki ng wo rk in g co nd iti na s im po ss ib le . Le t me n 6. 00 k. 00 0. 50 0. 50 go at no on . (3 00 30 0 SI TE C f/f t/P /C /S 103 RD Lf lS SC 01 ’lt E fr ee zi ng ra in an d sn ow wa ki ng la yo ut wo rk an d pr el im in ar y wo rk ne ry 1. 00 1. 00 0. 50 63 0 di ff ic nl t. Le t wo rk cr ew in af te rn oo n. 14 1T 19 4 (30 01 00 6 C f/U /P /C /S ST JPI 31S TU UC TU UE Oe ao y sn ow wa ki ng wo rk ne ry slo w . Sh in nI ed of f sl ab fn ro w nr k. Re pt 5. 00 6. 00 0. 50 0. 50 ha ni ng to cl ea n be ca us e of sn ow . 50 03 00 SI TE C f/U /P /C /S (O DD l.f tI( SC dP I1 E Sn ow slo w in g wo rk no ha rd la nd sc ap in g. Th is w ill af fe ct st ar t of 0 Re qu es t tin e eu t r 3. 00 3. 00 11 .50 6. 50 sc af fo ld in g er ec tio n, an d de la y cn m pl et in o of pr oj ec t. Su gg es t we no tif y ar ch ite ct an d re qu es t en te ns in n. lS ff .g 9l • 50 01 00 6 C f/U /P /C /S SI3 PE DS TU I.E TIJ UC Ita ny ra in re su lti ng in lo we r pr od uc tin itg an d re dn ce d w or al e. 4. 00 4. 00 Ili ni de d es tim at e of pE ts lo st be tw ee n ea ch pr ob le m so ur ce . 50 03 00 SI TE C 1/ 0/ P/ C /S (B I1D IJI ID SC PP IIE He an y ra in slo w in g pr od uc tin itg . 1. 00 1. 00 17 11 19 4 ! 13 00 10 0 6 C f/U /P /C /S SII PE IIS TU OC TU UC Ha d tn po stp on ed po ur . Th eo gh t we co ul d ca tc h it at mi d da y. 1. 00 1. 00 50 03 00 SI TE C f/ I/ P/ C /S 103 RD LI IO IS CA I’I IE He an y ra in slo w in g pr od uc tio n. Tr y an d ge t eu te ns io n. 6. 00 6. 00 0. 50 0. 50 IU fE U9 I 50 01 00 6 C f/U /P /C /S SU PU 3IS TU IIC TU RE Re nt ah ea d w ith th e pn or . O ill ha ne to do so wo gr in di ng of th e sl ab 0. 00 0. 00 la te r be ca us e of ra in da ma ge to th e fi ni sh . 22 15 09 4 50 01 00 7 C f/U /P /C /S SD PI] 1S TIR IC TD UE (ta ng ra in af fe ct in g pr nd ac tin itg . 6. 00 5. 00 23 ltD 94 50 01 00 7 C f/U /P /C /S SI JP EU ST Or TI IU E Ru in af fe ct in g pr od oc tin ity . 6. 00 6. 00 02 11 11 94 (31 01 00 0 C f/U /P /C /S SII PE US TI UE TI O1 E ga in , es pe ci al ly fr ee zi ng ra in , slo w in g wo rk . 1. 00 4. 00 0. 25 0. 25 I5 01 10 20 1.5 12 7. 00 12 7. 00 6. 75 6. 75 P R O B L E M : (1 1 ) I n .u f f ./ R n e o m p l. D ru w in g 07 15 09 4 01 15 09 4 09 15 09 4 IO fE U9 I Ilf ET 9l 15 11 11 94 16 01 00 00 10 lb OA lJJ f-1 0 13 .IX TU IC 4. 16 01 00 00 10 16 RU tIG I-I ll U3 IE TU IC Pd . 50 03 00 SI TE C f/U /P /C /S 103 RD Lf tID SC AC ID E 50 03 00 SI TE C f/U /P /C /S 103 RD IR ID SC AP I1 L (31 03 00 SI TE C f/U /P /C /S (S OD Ift IIS CA PI IS 16 01 00 2 16 00 0( 31 -1 0 EL EC TU IC TI . 0. 50 0. 50 0. 50 0. 50 1. 00 1. 00 6. 00 6. 00 4. 00 4. 00 3. 00 3. 00 0 U eq ue st tim e en te n 0 To ar ch . Rr au in gs II Se ek cl ar if . re el 0. 50 0. 25 0. 50 0. 50 0 .3 0. 50 Se ew s th at dr yw al l so ht ra de lig ht on wa np ow er . B oc k io od or s w ith hi w . O np .a lle r oo de rw an ei og jo b. it w el l, sh il l le ve l of st ad de rs oa t op to pa r. Re co rd ed pr oh lo v ay ai es t sh ill le ve l as w el l. It t en ou gh ne o to ge t co pp er ro og h- iw ne ni eg qu ic kl y. Ha y lo se 0. 5 to O da ys . In su ff ic ie nt wa op m .er af fe cti og pa ce oC iw wk . Ile al lo ca te d pe rs oo ne l fro w ha rd la nd sc ap in g, ho t th ey ho ne to ge t fa w ili ar iz od w ith th e ro ot in e. lh st or th e wa np ew er ha s he eo re as si gn ed to su pe rs tr uc tu re wo rh he ca os e ou t eo ou gh we e sh oo ed ap to da y. It t en oo gh ne o sh ow ed to da y. Th ey we re su pp os ed to he fin is he d hy no oo th eo wo ve on to ne ot fl oo r. In st ea d, it to oh al l da y. St ar t po stp on ed oo til to w or rn a be ca us e of ie sw ff ic ie ot w ao po oe r. Lu st tin e al re ad y co un te d fo r pr eo i0 05 lo ca tio u. On ly on e wa n w or ki ng he ca os e sh or t of wa np ow er do e to w ea th er . Li gh t on wa np uw er . Fla y af fe ct du ra tio n. Ch ec k wa op uw er le ve l to w or ro w . Se en to he se nd in g on to an ot he r jo b. Go in g to st re tc h ou t da ra tio n. Si nc e ou t cr it ic al , pr oh ah ly oh . Ke ep an ey e 00 it . H ar hi ny w ith un de rs iz ed cr ew . Gr ab be d wa np uw er fro w la nd sc ap in g. (1 Tt 0l T0 /F D 11 0 01 00 00 01 31 /0( 1.0 CU DJ ITE P0 01 (1 )1 HE RP 10 01 IO LI T0 lO ll la iR S LO ST OA TS LO ST DO TE CO DE bC At Sp tlC Rt PT I0 11 P0 00 11 31 OI SC HI PT III CO KE li lt 4T h0 0 CO DE S FE ST W ti TO T0 1. Ft ST fi ll TO N . SU BT OT AL S 11 7. 00 17 .00 I 21 5 2. 25 1 P R O B L E M : (3 2 ) D ra w In g e r r o r ! OI EE D9 I 09 01 00 2 09 (M OA T 14 .L S/ IIO TL 51 00 SI Ll . lo us in g tin e he ca ns e dr aw in g er ro rs re su lti ng in Ia ip it er ro rs . 6. 00 6. 00 1.0 11 1. 00 15 11 31 91 13 10 30 0 SI TE 6 f/H /P /C /S 00 00 L0 11 05 C0 01 10 1 Er ro r di sc ov er ed in dr aw in gs - ar ch ite ct ar al , st re ct or al 1 el ec tr ic al 1. 00 4. 00 0. 25 0. 25 ou t co or di na te d, Ha d to ch an ge so we of th e fo r,w .n rh . $s lJo To T0 1s 10 .0 0 10 .0 0 0. 25 11 5 P R O B L E M : ( 3 4 ) C o n f lI c ti n g In fo rm a ti o n 16 fE B9 4 16 01 00 2 16 HO tIB I-I N L1 IE TD IC AI . So we co nf lic ts in in st rn ct iu us re pl ac en en t of el ec tr ic al ro ny h- in 0. 25 0. 25 an d pl ow ki ng rew gh — iu. H ill lo se ap pr wo . 1/ 4 da y iw re so lv in g co nf lic ts . I7 fE H9 4 15 02 00 2 15 11 01 03 1-1 0 CO PP ER P1 1.0 111 101 S ti ll eo pe rie oc in y so ne lo st tin e fru w co of lic ts iu de si gn dr aw in gs . 0. 25 0. 25 21 FE B9 4 50 03 00 SI TE C f/H /P /C /S 111 00 IR 0IS CS iPI I01 St ru ct ur al , el ec tr ic al an d la nd sc ap e dr aw in gs in co ns is te nt . lo st tin e 4. 00 4. 00 0. 25 0. 25 an d wa nh eo rs try in g to re so lo e co nf lic ts . 23 fE B9 4 13 00 30 0 SI TE C f/H /P /C /S 00 00 LI OS CA PI tE C on fli ct in g in fo rw at iu w iu dr aw in gs ha s re sw ltn d iw w is ta he in 0. 00 0. 00 0. 50 0. 50 fn rrw io rh . Ho d to te ar pa rt of it ou t an d re ha ild . be ss of be th w ae ha or s an d tin e. 2O fE l9 4 50 03 00 SI TE C f/H /P /C /S 00 00 L0 1II ISC AI ’lF 01 Ha re co nf lic ts di sc ov er ed in dr aw in gs - th is tin e de al s w ith hl uc ho ut s E Op en LW re la nd sc 4. 00 4. 00 0. 25 0. 25 fo r ne ch aw ic al an d el ec tr ic al . Ta lk w ith ar ch ite ct . St ar t th in hi ng ah oo t a cl am . Ol th lll 9l 11 10 30 0 SI TE C f/H /P /C /S 10 10 0 Lf tIO SC AP IIE C on fli ct in g in fe rw at in e slo w in g pr od oc tio w . U ai tin g fo r in fo rw at io n. 4. 00 4. 00 0. 50 0. 50 Ru nn in g ou t of wo rb Cu r eo en re da ce d wa np ow er le oe l be ca us e of la ch of cl ar if ic at io ns . 02 10 01 94 09 04 00 11 11 0 09 11 01 10 11 1Y TE IO ITI . 1 4.1 . 00 00 0 Ne ed so ne cl ar if ic at iw ns oo ho ar di ng ar ou nd wi nd ow s. Do n’ t ho ow al l 0. 25 0. 25 de ta ils of he w wi nd ow s to he fa st en ed . 11 10 30 0 SI TE C C/ H/ P/ C/ S 00 11 0 IR ID SC AP IIF Y C on fli ct in g ie fo rw at io e le ad in g to we re pr od ac tio ity lo ss an d er ro rs . 6. 00 6. 00 0. 25 0. 25 03 11 00 94 09 04 00 101 1N 09 ltC Tf lL IY TE OF 011 .1 4.1 . 00 00 0 S ti ll w ai tin g fo r de ta il s ar ou nd wi nd ow s. 0. 25 0. 25 10 01 00 11 01 0 10 11 01 10 11 01 1(1 01 15 Ca n’ t st ar t in st al lin g wi od ow s an til de ta ils of m te rn al hw ar di ng 1. 00 1. 00 ar ou nd wi nd ow s se rtn d ou t. IS IJR TO T0 1.S I2 6. 00 26 .0 0 I 3. 75 3. 75 P R O B L E M : (4 1 ) I n w u f f le le o t m a n p o w e r t% ) 0 0 10 01 09 4 11 11 09 4 LS fE R9 4 17 fE B9 4 11 fE B9 4 21 01 09 4 09 02 00 2 09 11 01 10 11 10 10 01 51 11 05 ! 09 02 00 2 09 10 01 01 .1. 0( 10 1. ST UD S 15 02 00 2 IS 11 01 0)1 -10 CO PP ER £1 10 01 10 0 n 50 01 00 6 C F/ H /P /C /S SI IP EB ST M ET 0H E 60 03 00 SI TE C f/ I/ P/ C /S 11 10 0 IIt 0l Sf A Pl lE ‘ 15 02 00 2 15 00 10 )4 -Il l CO PP ER P11 011 111 01 15 02 00 3 15 00 00 1- IN CO PP ER P11 011 111 01 50 02 00 3 C IO 01T AL I. OL OC ILI IIC fO R 01 00 01 0 09 01 00 4 09 LO 00 0T 14 1.S /I1 01 TL 51 00 SI Ll 15 02 00 3 15 00 00 4- IN CO PP ER Pt Ol lO ItE 50 01 00 7 C f/f t/P /C /S SO PE OS TO OC IO HE 6. 00 6. 00 IS 0I DW IIC AL 15 0f 13 #l lC O 1 09 01 01 41 15 0W ttl IC oL 0. 25 0. 25 0. 25 0. 25 0. 50 0. 50 0. 20 0. 20 0. 50 0. 50 0. 50 0. 50 0. 50 0. 50 0. 50 0. 50 0. 20 0. 20 U sin g ap pr en tic e ca rp en te rs . Th ei r sk il l le ve l is wi an ma tch od to ti c ta sk . Lo os in g pr od oc tin ity an d tin e. Lo w sk il l le ve l of ap pr en tic es slo w in g pa ce of pr od ac tio n on bl oc ki ng . To ld dr yw al le r to we ed on t ki s wo rk cr ew . lan a sk ill le ve l le ad in g to do wa ge to m et al st od s; se at no t p lo t. Ti we co un te d wg wi ns t ma np ew er le ne l. Lo w sk il l le ve l le nd in g to pr ok le a€ iv co w st ro ct io o. Ti me lo st re co rd ed on de e er ro rs in cn os tru ct io w . p re n ti ce s st il l ne ed a lo t of gu id an ce in do in g kl oc ki ng wo rk . Ha oo wo od gr ai n ro nn in g wr on g wa y. Ha t fa st en in g bl oc ki ng se co re ly en eo gh . lo w sk ill le nd of st nd de rs w ill ca as e qu al ity pr ob le m s la te r. Ha ar e lo si ng m er cy on th os e ap pr en tic es . Sw gg es t we le t on e go an d re pl ac e w itk we re se as on ed ca rp en te r wi n ca n ov er se e wo rk of ap pr en tic e. Lo w sk il l le ve l nf st ad de rs le ad in g to to o wa ng m is ta ke s. Ha ve to go ba ck an d re pl on k se at oF th e st od s. A lso , de ta ils fo r dr op ce ili ng s in ba th ro om s no t be in g ad he re d to . Gi g co nf ro ot ot io n ov er cr ap py wo rk be io g do ne kg st od de rs . Ic y we re tn ld th at we w ill ba ck ch ar ge fo r re pl oo ki ng st od s. A lso , se at st ud s ar e be nt an d ba ne tn be re pl ac ed . Se e re wo rk co de . W TI UI TU /IY TR A Ag gt gU DE g/g AL U 04 01 CC P8 00 10 1 gC TP go Cl oL lT g 150 1 Ifl OU S LU ST • gy py LU ST DO TE CO DE t.O C HC TP DI ISC OI PT IU OI Pl ltO LT h lE gC lll PT ltt l Ct UE W Ht UC TI CO IC OA CT fI ST 01 )3 TO TA L FF 51 01 )3 gg T0 1. 0) 02 00 3 C IIt ST AI J. PL UC UI PE [O H 01 11 )00 5 Ha t en an ag h we n on si te to da y. Ile al lo ca te d on e pe rs on Pr ow bl oc ki ng 0. 50 0. 50 to sa pe rs tr nc to re . W ill en te nd bl oc ki ng wo rk do ro tio n. 22 FE D9 4 09 01 06 4 09 CA PU OT 00 1.1 .5/ 11 61 1 ST UD S il l La ck of ma np ow er sln w in g pr od ac tio n. 0. 25 0.2 5 15 02 00 3 is OU tOT O— lO yp pg PL FU ID IIE La ck of wa np we r ira pe di eg pr nd ac tio n. 15 OE Ot OI IC AL 0. 33 0. 33 C0 6l 00 7 C F/ H /P /C /S SU PE IIS TI III CT gR E Sh or t on m an po we r. Sl ow in g do wo pr od oc tin n. Ce w pl ic at ed by ra in . 0. 50 O. S0 50 62 00 3 C l0$ TA LI , U LO Ct IIE IO U WI ND OW S Re ca ns e of sh or ta ge of m an po we r, as si gn ed al l we n to su pe es tr ac ta re . 1. 00 1. 00 W ill lo se a da y on bl oc ki ng . Ha t cr it ic al — ob . 50 03 06 SI TE F/ H /P /C /S )tO WD Lf t1) SC AP IP E W os ig oe d al l me n to so pe rs tr oc to re he ca os e of ma np ow er sh or ta ge . W ill 1. 00 1. 00 lo se da y. C ri tic al ph as e of la nd sc ap in g al w es t no er he ca ns e no t in te rf er in g w ith sc af fo ld in g er ec tio n. 23 11 89 4 69 02 06 4 Hg l)E TA I.L OC TA L ST UD S Lo ck of ma np ow er slo w in g pr od oc tio n. 15 02 60 3 15 Ro llO l-l y CO l’P CIF PL AN DI IE Li gh t on m an po we r. 0) 63 00 SI TE C f/H /P /C /S lO D lft 1) SC AP IIE W or ki ng w ith oo ly a pa rt ia l cr ew be ca ns e of sh or ta ge of m an po we r. 0. 75 0. 25 Su pe rs trn ct ar e is lo p pr io ri ty . 2S FE D9 I 09 02 00 4 09 lIE TA LL 11 18 01 . S TU DS Li gh t on m an po we r, an d qo al ity st il l po or . W on ’t fi ni sh ac tiv ity 0. 25 0. 75 on til ito da y. 1k 61 00 3 lB 80 01 )4 10 al xT gl Cc d. Fe we r me n to da y. fla y slo w do wn wo rk on el ec tr ic al . 0. 25 0. 75 50 01 60 7 C F/ U /P /C /S SU PD 1S TO UC TU RE H ar ki ng w ith on de rs iz ed cr ew . 0. 10 0. 10 20 11 89 4 09 02 00 I oy II6 ST AI .L OC TA L ST UD S Ha t en ou gh ma np ow er to ge t ac tiv ity fi ni sh ed . Lo st an ot he r da y. 1. 00 1. 00 15 67 00 I 15 OO ’,l Of lO CO PP ER P1 .10 18 11 6 Ha t eo on gh ma np ow er to re al ly ge t go in g. W ill lo se a da y. 1. 60 1. 00 lkO tO O 3 lb Ily 00 4- lH CL LC TH IC $4 . Ha he dy sh ow ed op . If, D1 DE TO IC UI . 1. 00 1. 00 01 14 01 94 09 04 00 10 11 0 09 l)E TA LL CI TO H It lO W ! 00 00 D Po stp on ed st ar t be ca as e of la ck of m an po we r. 09 D0 1F flJ . 1. 00 1. 00 15 01 00 5 15 00 00 )-I N 50 H l0 1T I IFI SE I1S W ork pr oc ee di ng slo w ly he ca ns e of la ck of ma np ow er da n to co ld 15 OO flf lll Cf d, 0. 50 0. 50 w ea th er ? 15 02 06 I IS 80 00 )-I N CO PP ER PU U1 8F IE La ck of ma np ow er m ea nt no ao rk do ne on th is . 15 1I D W IIC N , 1. 00 1. 00 10 )1 06 3 16 80 01 3) -IN I1E ET FI IC OL Ha hn dy sh ow ed be ca ns e of co ld w ea th er ? 16 E1 0E TI 1F Ct O. 1. 00 1. 00 50 01 00 0 C F/ U /P /C /S SU PE RS TR UC TU RE Li gh t on m an po we r. Se em s th at tra de sm eo no t sh ow in g op be ca os e of 0. 25 0. 25 cn ld w ea th er . Po tti ng w es t of ma np ow er on so pe rs tr oc to rn . 1)0 12 00 4 C I1I TA LL OL UE DI 1E [0 00 11 1) 01 6 A llo ca te d ma np ow er to sw pe rs trn ct or e. 1. 06 1. 00 02 10 09 4 50 03 00 SI TE C F/ HI P/ C/ S 11 11 0 IR 18 SC I9 ID E Po or w ea th er ca os in g se at w nr ho rs to st ay aw ay . H ar ki ng w ith 0. 50 0. 50 on de rs iz ed cr ew . 63 00 89 4 0) 03 00 SI TE C f/H /P /C /S IOW D L0 11 )S CP 1I IE H ar ki ng w ith on ly a pa rt ia l cr ew he ca os n w ea th er ca os in g se at w or ke rs 0. S0 0. 50 no t to sh ow np . - - - IS UO TO TA LS 6. 00 6. 00 16 .5 0 16 .5 0 P R O B L E M : (4 4 ) L o w m k l II lo v e F t% ) t% ) 07 11 89 4 0) 02 00 00 10 C lO El fd i OL UC UI IE FU R WI HD OU S 00 FE 89 4 0 50 02 00 lA IN C llE T0 l.L HL UC DI IE FU R 01 10 0)1 5 11 FE B9 4 0 09 62 00 2 09 RE TA Il PE TA L ST UD S 50 01 00 B C f/K /P /C /S SU PF JIS TIO JC TU RE 50 07 06 2 C PE TA l! OL UC UI IE fU U WI ND OW S 14 FE B9 4 0 69 62 00 2 09 IIE TA LL PE TA L ST UD S t2 0 6 2 C 10 00 1 CO IN Tf OR W IllO W S 15 FE B9 4 69 02 00 3 09 IPE TA LL OC TA L ST UD S 16 fE B9 4 09 62 00 3 Oy IN ST AL L OC TA L ST UD S 4. 00 4. 00 0. 50 0. 50 4. 06 4. 00 0. 50 0. 56 4, 00 4. 00 0. 50 0. 50 4. 00 0. 50 4. 06 0. 50 0. 50 Er ro r in ro riw in rk co ns tru ct io n re su lts Fr om low sk il l le ve l. Er ro rs be in g ma de iu la yn ot or st ee l an d us in g cn er ec t ba rs . A ttr ik ot e in pa rt to lnw sk ill le ne ls . It ed to sp en d mo re tim e ch oc ki ng . La w sk il l le ne ls cn ml nu uw lin g pr ob le m s or po or ly co or di na te d dr aw in gs , lo ad in g to co ,g nu nd in g or rec t o re rr or s. Pi ck ed op m ire er ro rs in re in ro rc in g st ee l la yo ut do e tow low sk ill le ve ls . l,a ck or m an po we r, low sk il l le ne l an d co or lic tin g dr aw in gs le ad in g tn cn os tro ct io n er ro rs . Ila d tn wo di Fy Fo i,t . Po or sk il l le ve l le ad in g to in st al la tio n pr ob le m s. O lo ck io g no t be in g pr np er ly ra sl on od . C on Fl ic tin g in Fo rm at io n an d low sk il l le ne ls lo ad in g In er rn rs . A rr ec tin g pr od nc tin ity an d du ra tin o. Er ro r in la go at oF st ee l ag ai n. Th e gu ys ca n’ t ro ad dr aw in gs . Ha no to ta ke mo re tim e pr nn id in g in st rn ct in ns an d ch ec ki ng wo rk . Ha re er ro rs in st ee l la yn ot an d in bu tto ni ng ap ro ni t. Ra de a m ist ak e in la yo ut oF pa rt or th e Fn rm s be ca us e or co nF lic tin g in Fo rm at io n in dr ao io gs . Ti me In st cb ar ge ag ai ns t co nF lic tin g in Fn rm at in n co de . Ra w ba ne en ou gh me n, bu t po or qu al ity or wo rk ro rc e le ad in g tn er rn rs in st ud w al ls . Ou t or pl um b, so re em be rs da m ag ed , de ta ils in ba th ro om no t be in g W il t pr op er ly , gi ll ar re ct ho ar di ng la te r. Po or qu al ity or wo rk ru rc e an d la ck oF er re ct iw e so pe rn is io n re su lti ng in er ro rs . So po r ba ni og to sp en d to wi th ti re ch ec ki ng wo rk . Te ll dr yw al l su b tb at w ill st ar t ba cb cb ar gi ng ro e so po ri ni si on . La w sk ill le ve ls an d po ur dr aw in gs le ad in g to wo re co ns tru ct io n er ro rs . La w sk il l le ve ls ca us in g m ite pr ob le m s ag ai n. Ha re er ro rs co wi ng up be ca us e oF cu oF lic tio g in Fo rm at in n iv dr aw in gs . Ta lk ed to ar ch ite ct — to ld he r it is to p pr io ri ty to re so lv e di rr er eu re s in dr aw in gs . Se e co or lic tin g mm co de ro r tim e es tim at es Ou nt he r er ro r, dn e to co nr lic ts . llo ra le nr sta rr be in g ar Fe ct ed . fr ch ite ct cl ai m s th at it is cu r er ro r. DE TI OI TY /E BT RA 00 00 O 00 ER /W 00 10 CC pg og tn i IIE SP OI CI OL IT ! 1W 103 110 5 LO ST DA YS LO ST DA TE CO DE LO C lIS P RI SC RI PT I0 1I P0 00 11 )1 Ot SC 1I IP TI 00 CO RE lA rt 03 11 01 1 CO Ol S p1 ST 00 J TO T1 0. FI ST 00 3 TO TO C 17 FE B9 4 09 07 11 0 3 09 ID ET AL L PE TA L ST AY S Sl op py wo rk st il l be in g pe rF or m ed . St at ed th at w ill ka ch ck ar ge ag ai n. 0. 25 0. 25 I 09 01 00 6 C F/ U /P /C /S SIJ PE 0S TO OC TO 0E tow sk ill le oe l in pa ct io g on pr nd ac tio ity . 4. 00 1. 00 IO FC O9 4 I 09 02 00 3 09 I1t ST AL L PE TA l. ST AY S Sk ill le oo l ou t ou ch im pr ov ed , al th ou gh sa w so re ne w ra ro s in th e 09 DO TW I. cr ew . IS OB TA TU LS 20 .0 0 20 .0 01 2. 25 2. 25 1 P R O B L E M ; (4 6 ) L o w c o n ti v w tl n n /m n rw lo - 15 FE B9 1 I 09 01 00 6 C F/ RI P/ C/ S SII PE TIS TID ET IIT IE l.n w m or al e du e to lo us y w ea th er - im pa ct in g ne ga tiv el y on pr od nc tin itg 4. 00 1. 00 10 FE B9 4 09 03 00 SI TE G F/ D IP /C /S 101 011 I30 O) SC OP I1I E Gu ys ar e so me wh at de m or al iz ed be ca us e or co nt in ue d ra in . Or rec tin g 1. 00 4. 00 pr od nc tio itg . 01 10 01 94 09 03 00 SI TE C F/ H/ P/ C/ S 10 10 0 IR 01 SC AP IIE Ilo rk er s ge tti ng re d up be ca ns e oF la ck oF in ru rm at io w an d co or lic ts 4. 00 4. 00 0. 50 0. 50 - in in st ru ct io ns gi oe n. IS UB TO TA LS I1 2. 00 12 .0 0 0. 50 0. 50 P R O B L E M ; (B )) R e w o rk (W o rk m a n m ln lp ) 16 FE B9 4 I 09 02 01 1 3 09 IPI ST OC I. PE TA l, ST Al lS C or re ct io n or po ur qu al ity wo rk w ill co st a da y. I I I 1. 00 1. 00 IS O0 TO TA LS I 1. 00 1. 00 P R O B L E M ; (5 6 ) E r r o r in e o n m tr u e t io n 10 FE B9 1 CR 01 00 6 IT FE R9 I CR 01 00 6 C 09 03 00 SI TE 09 01 00 09 03 00 SI TE 09 02 00 3 09 03 00 SI TE 09 01 00 7 09 01 00 7 09 03 00 SI TE C F/ R/ P/ C/ S SO PE RS TII IIC TtI OE C F/ R/ P/ C/ S SU rE RS TO OC TO RE C F/ B/ P/ C/ S 11 11 0 l.a OI SC Al ’ll c C F/ RI P/ C/ S SII PO IST I10 CT OR C C F/ B/ P/ C/ S 10 10 0 l.N ID SC AP I1E C IPG TA I.L 0L 01 31 1P 03 FO R WI ND OW S C F/ B/ P/ C/ S 11 01 0 IIA AI SC Al ’Il E C F/ H /P /C /S SU PE I1S TR IIC TO I1E C F/ B/ F/ C/ S SO PI3 TS ’TO IIC TT ID E C F/ R/ P/ C/ S 10 10 0 IR OI SE AP IIO 3 14 FE B9 4 10 FE B9 4 21 FE B9 4 22 11 19 4 23 FE B9 4 24 FE B9 4 25 FE B9 4 01 00 09 4 02 00 09 4 09 02 00 I 09 III ST AI .L OC TA L ST AY S 09 02 00 4 09 IIG TF tI. PE TA l. ST UD S 09 03 00 SI TE G0 03 00 SI TE 09 03 00 SI TE 6. 00 6.1 10 6. 00 6. 00 3. 00 3. 00 2. 00 2. 00 3. 00 3. 00 2. 00 2. 00 5. 00 5. 00 2. 50 2. 50 2. 00 2. 00 2. 00 2. 00 C F/ R/ P/ C/ S 11d b I4 01 SC w IlL C F/ R/ P/ C/ S 013 111 ) l ftO bS EB P l IE C F/ R/ P/ C/ S I01 OD ISO 01 SC AP IPE 0. 25 0. 25 0. 10 0. 10 0. 25 0. 25 0. 20 0. 20 0. 10 0. 10 0. 20 0. 20 0. 10 0. 10 0. 25 0. 25 0. 25 0. 25 0. 20 0. 20 04 10 01 91 01 0) 00 SI TE C F/ H /P /C /S 00 00 LI ID SC P4 ’I1 03 0. 00 0. 00 0. 50 U ) OC TI OI TO /C OT DA WO RD OR DE R/B AL D OT iO CE P0 00 11 11 OD EP OD GI OL ITY 10 01 00 00 5 LU ST OA YS LU ST PA TE CO PE LO C OC OP PE SC DI PT IO N PO OR ER DE SC RI PT IO N CO DE lO Ut AC TIO N CO DE S DE ST 09 3 TO TA L rE ST AO J TO TA L IS OD TO TA I.S Il 1. SO 41 .5 0 I 2. 40 2. 10 I P R O B L E M : (5 7 ) L a y o u t e r r o r 07 11 09 4 09 01 00 2 09 LA YO UT IO U. l.S /IN ST L ST UD SI LL La ge ot er ro r ca us ed bg pe er qu al ity of dr aw in gs an d er ro r in dr aw in gs . Su bt ra de w an ts to bi ll fo r tin e an d m an he ur s lo st . Ti me co on te d on de r dr aw in g er ro r co de . 00 11 09 4 09 01 00 2 09 LA YO UT IA LL S/ IN ST L ST UD SI LL La go ot er ro r be ca os e of dr aw in g er ro r slo we d pa ce of wo rk . fi na lly co m pl et ed to da y. Ti ne lo st es tim at ed ge st er da g, 15 01 00 3 15 00 00 1- IN 50 A DA TE D DI SC OS lh cb an ic al so ht ra de po t sl ee ni ng io wr on g pl ac e wh en fl ee r sl ab bu ilt . US LW OU IIC AL 1. 00 1. 00 D ill re qo ire co rin g of sl ab . W ill lo se a da y or tw o. Th is pr ob le m w ill en is t on ne nt sl ab as w el l. Ch an ge la gn ot fo r re m ai ni ng sl ab s. 09 11 09 4 15 01 00 3 15 10 00 1- ID SO A OU TE D DI SE DS La yn ot er rn r fo r sl ee ni ng fo r ri se rs we re th ao at fi rs t th an gh t. 1. 00 1. 00 lh ire dr ill in g w ill be re qo ire d. D ill lo se at le as t an ot he r do g. l0 It D 4 15 01 00 3 15 00 11 01 -ID 50 A OU TE D RI SE RS D itt in g re in fo rc in g st ee l wh ew dr il li ng . Sl ow in g dr ill io g do wn . W ill 1. 00 1. 00 pr ob ab ly lo se an ot he r da y. CR 03 00 SI TE C f/D /P /C /S lOU lD LS OI DS CA PI1 E D isc on er ed a la yn ot er ro r in po si tio ni ng re ta in in g an d pl an te r w al ls 6. 00 6. 00 1. 00 1. 00 on m ain sl ab . A ttr ih nt e to pe er dr aw in gs , in cl ud in g in co ns is te nc ie s. 11 11 09 4 09 01 00 3 09 LA YO UT OU I.l .S/ IU TT L ST UD SI LL fo on d dr yw al l se bt ra de no t os in g up da te d dr aw in gs . D es el te d in m in or 0. 2S 0. 25 la yo ut er ro r. 14 fE D9 1 09 01 00 3 09 LA YO UT OU LL S/I UT TL ST UD SI LL La yo ut er ro r co st us an en tra ha lf da g. 0. 50 0. 50 15 11 19 4 15 01 00 4 15 00 00 1- IN SO 0 OU TE R RI SE RS La yo ut er ro r w ill ad d eo tra da y be ca us e of re qu ire m en t to dr il l sl ab 1. 00 1. 00 fo r ne w lo ca tio n of ri se rs . IS OD TO TA LS I 6. 00 6. 00 I 5. 75 5. 75 I ) P R O B L E M : ( 7 2 ) P o u r g ro u n d e u n d lt io u w 10 11 09 4 12 01 00 09 10 12 ER EC T SC NT DL DI N3 DU D IOD SO ND Pe er gr ou nd co nd iti on s ca us ed bg co nt in ue d ra in s me an s en tra ca re 0. 25 0. 25 re qu ire d in se tti ng op sc af fo ld in g. 22 fE D9 4 12 01 00 10 11 0 12 ER EC T SC NT OL DI IE FO R 10 15 00 0 Pe er gr ou nd co nd iti on s be ca us e of ra in wa hi ng se t-u p di ff ic ul t. 0. 25 0. 25 23 11 09 4 12 01 00 10 11 0 12 ER LI T SC AL fO LD IIE DO D IB S0 00 Po or gr ou nd co nd iti on s be ca us e of ra in slo w in g se af fu ld in g se t- up . 0. 2S 0. 25 IS IJD TO TA I.S I I 0. 75 0. 75 I P R O B L E M : ( 5 5 ) D e la y lo a w a rd . e o o tr a e t 15 11 09 4 12 01 00 09 10 12 ER EC T SC AF fO LD I1E FO R FO DS 000 So b ja st ph an ed . Sa gs th at be ca us e we wo rn slo w in aw ar di ng co nt ra ct , th at he is ha wi ng a ha rd tim e in se cu rin g en ou gh sc af fo ld in g, fla g ne ed an ea tr a da y or tw o. Ca n’ t co un t to da y be ca us e pr ed . no t du ne . 16 11 09 4 12 01 00 09 10 12 ER EC T SC UA TO LD I1E DO D 09 50 10 1 Su bt ra de ha ni ng di ff ic ul t tim e in ro un di ng up en ou gh sc af fo ld in g. 1. 00 1. 00 W ill lo se an ot he r da g. Co ul d ha ne st ar te d to se t up , be ca us e pr od . al m os t fa r en ou gh al on g. g7 fE R9 l 12 01 00 09 10 12 ER EC T SC NT UL DI 1E FO R 10 15 00 0 Su bt ra de w ill ha ne to br in g sc af fo ld in g in fro m nu t of to wn . Dl am in g 1. 00 1. 00 la te aw ar d of co nt ra ct . 21 11 09 1 12 01 00 09 10 12 ER EC T SC AF fU LD ItE FO R 1Y IS0 00 S ti ll ha ni ng pr ob le m s ge tti ng en ou gh sc af fo ld in g. fla g de la g ac tio ity 1. 00 1. 00 so me m or e. De st es tim at e no w is an ot he r da g. 25 FE R9 4 12 01 00 09 10 12 ER EC T SC AD IO LD IF E DU D YB S0 00 Tr ad e co m pl ai ni ng m er e ab ou t sh er ta ge nf sc af fo ld in g an d bl am in g us fo r la te aw ar d. Ma y af fe ct pa co of wo rk on up pe r le nd s. 03 00 10 94 12 01 00 2 12 ER EC T SC AF fO LD IIE DU D IO DS 00 0 Do nn in g ou t of sc af fn ld in g. W ill ta be an en tra da y to co m pl et e 1. 00 1D B se co nd fl ou r. IS IJD TO TA LS 4. 00 4. 00 I IT OT OI .S 12 65 .5 0 26 5. 50 11 7. 73 47 .7 3 U S C C O N S T R U C T IO N M A N A G E M E N T L A S R E P C O N T W F il e lin ed ft \R EP 20 0\ PP O JI 2\ N EN Y SJ E Se le ct : A ll A ct iv it ie s So rt S ta rt Ta te D at e S el ec t os A ct /S ch /E ar lp Sc he ilo le W in do w li t 13 DE C9 3 To 30 M AY 94 lo cA ti on s SI TE To 15 SF St ar t M ile st on e V IS m tc t C ri ti ca l Fi ni sh W ite st on e V Io cr it ic al C In st al le d B E N JA M IN Y U E — E X T E N D E D E X A M P L E P R O JE C T B A S E L IN E S C H E D U L E Es tim at ed II Pa 9e tl f I B eD or t D at e 22 DE C9 3 T eo or t Ti m e ID 30 20 Pr oq re os la te N ea io io s Nu m be r Pr og re ss D at e I P ro c ir e o t Pc > P o o it ie e fl o a t _ j It g at io e fl o at r tJ 5 9 9 3 1 9 9 4 CY SF TY PE DE SC TT PT ID N S ch ed ul ed /a ct ua l It) D E C JA N U A R Y F E B R U A R Y M A R C H A P R IL M A Y S ta rt F in is h Si r 2 9 2 9 ID 17 24 7 1 4 2t 7 1 4 2t 2 9 4 1 1 1 9 2 5 2 9 1 6 24 aY 99 45 SW ST AR T SD PE RS TT IL TD RE 13 DE C9 3 SI T E V aS YT IT Y A F/ A /P /C /S SA RE RS TN DC TT IT TE 13 DE C9 3 21 M AR 94 NT M AI N 3 5 7 9 DD AI F 2 — 4 t 0 I Y 15 01 05 A el IT ES -IN 56 W MA TE R RI SE RS 21 JA N 94 25 M AR 94 49 M A R 90 2 3 9 0 4 9 0 5 9 0 6 7 9 0 9 9 0 . 1 0 9 0 00 11 10 A La 00 0T W aL LS /IN ST I 51 55 SI LL S 20 JA N 94 31 M AY 94 47 W A IN 90 2 9 0 38 48 5 tO 78 0 0 98 IT S 09 07 90 I IN ST AL L ME TA L ST AY S 31 JA N 94 15 A PR 94 47 W AI I4 2 9 0 3 9 0 4 9 0 C 7 9 0 9 0 9 0 tS I2 00 I tA Ye EA -IN CY PR ET PL DN NI 1C 11 EN 94 I2 AP NN 4 49 N C C 45 9 C 0 9 0 1 1 9 0 C C 7 9 0 tI D Il Y I SA SH -I N EL EC TR IC AL TJ ’E B9 4 19 AP R9 4 53 N C o C a 9 0 C A C t O 50 02 00 I IN ST AL L BL IC EI TS FD A W IN DI 3I S D TE N 94 07 AP R9 4 49 N C 2 8 70 45 58 68 70 0 8 IT O a5 15 3l 5 I F/ P/ P/ C /S HA tS LA IN IS CA PI TS TN EN 94 2W E9 94 IS SI TE aT 70 ID D A ER EC T SC AF FC LI TN S FA N W AS IW AY 15 FE B9 4 11 AP R9 4 40 W AI N 3 • f l 5 S 05 1 1 9 0 f l 7 9 0 90 m 09 54 01 I IN ST AL L ED TE NN AI . W IL L 00 99 1 23 FE B9 4 15 AP R9 4 39 W AI N f i 3 4 f l 7 99 0 9 0 0 9 0 0 9 0 aI DD IO D 0 IN ST AL L W IN DO W S 25 FE B0 4 19 AP R9 4 39 W A Il I f l f l f l 9 0 0 9 0 f l 65 0 9 0 11 90 00 90 35 5 A IN ST AL L TN SL EA TI YN /Y AP IA A BA Y D3 W At t94 22 AP R9 4 37 N N fl f l 4 5 . 7 9 0 9 9 0 f l 9 0 0 9 0 1 1 9 0 17 02 00 C AY IL D BR IC E W AL LS D3 W AB S4 2Y NA Y9 4 S7 N N z z Z 39 0 5 7 9 0 I C 2 0 C A C A 9 0 A C 00 90 5( 5 C OP AW AL L 9O AR AI % DA W AA 94 13 NA Y9 4 49 N 0 I N 3 2 9 aY 9I 5S T S TA PS /F IL L/ SU IT IR YM AL L 14 NA 15 4 30 M AY 94 55 W A I W 9 0 9 0 1 1 3 9 0 C 30 W JJ J/ S // JA 2 5 2 9 1 0 1 7 2 4 7 1 4 2 1 7 1 4 2 1 2 9 4 1 1 1 0 2 5 2 9 1 1 24 C lE f TY PE IE SC RI PT TD TI D E C JA N U A R Y F E B R U A R Y M A R C H A P R IL I M A Y 1 9 9 3 1 9 9 4 U N C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C 0 F il e U se d 11 \P EP ?I U \P ep Jt T\ R EN I1 JE Se le ct A ll A ct iv ih es So rt S ta rt D at e D at e S el ec ti on A ct /S ch /E ae ly Sc he du le A in do w T il e 13 DE C9 3 To 30 06 09 4 lo ca ti on s SI TE Is flO tW B E N JA M IN V U E - E X T E N D E D E X A M P L E P R O JE C T B A S E L IN E S C H E D U L E R ep or t D at e: 22 DE C9 3 R ep or t T ile 16 27 : 49 P ro e ss D at P R ey is io o H ol D er : 0 Pa ge I DI 2 1 9 9 3 D E C 20 28 JA N U A R Y F E B R U A R Y 10 Il 24 7 14 21 1 9 9 4 M A R C H 7 14 21 20 M A Y 9 IS 24 R O O F R O O F L E T E L 10 10 T H FL O O R . / 9T H FL O O R / / ‘ / / U A T H FL O O R 7 1 . / . 7 7T H FL O O R f / // 6 U T H FL O O R / / / : : / ‘ / 5 5T H FL O O R , _ 4 4T H FL O O R / “ / ‘ /7 7 / 3 3 0 0 FL O O R f / / /7 / 2 2N D FL O O R 2’ M A IN M O IN FL O O R // S IT E S IT E W O RK (x X ? 2 65 10 17 24 JA N U A R Y 7 14 21 20 M A R C H 1 9 9 4 4 11 18 25 2 9 16 24 A P R IL M A Y LO O N D E S C R IP T IO N A P R IL 4 It tO 25 20 29 D E C 1 9 9 3 7 14 21 F E B R U A R Y U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T M B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T Pa ge 20 1 2 B A S E L IN E S C H E D U L E F il e U se d P \E P2 00 \P R O JI 2\ R EN Y U E R ep or t D at e: 22 DE C9 3 L IN E A R P L A N N IN G C H A R T A C T IV IT Y IN D E X R ep or t Ti m e: IS R td S Pr og re ss D at e S el ec t al l D ot ia it ie s R ev is io ei la .h er So rt St ar t D al e D at e S el ec ti on A ct /S ch /E av ly Sc he du le W in do w T i lJ lE C T3 Do 30 M aY 94 ac at io n n SI TE To M ac c KE Y a C ri ti ca l tc ti ei ly 0 at tl ai ty ha s pr oc ur em ee t ne go ee ce c Co m pl et ed A ct ie ity Ty pe s: D EA de re d, C C oe tie ao as , S EA ca do m, H M ac w en t DM S ta rt M ile st on e. FM F in is h M ile st on e Co de Ty pe D es cr ic ti se Co de Ty pe D es cr ip ti on Co de Ty pe D es cr ip ti on a (13 60 04 00 SM ST aR T SU PE R5 15 DC TU RE lD dl DD D RO UG H- It aE C TR IC aL a (l )D UD 3D D D IN ST AL L DM SI LM TI De I/U aP DI JR ta p a (1 )t IP IO D D FI R /P /C /S Dl s’E RS TI RL TL M lE (1’ )t o td o U IM ST M IL DI DC KD IC FU R MD IM IC *S (3) 12 52 00 C BU IL D tR IC K M AL LS (i ) I5 OI DD U RE icH -T M SC M MA TE R RI SE RS (1 )G DT ID D H F/ R /P /C /S CU RD LA M DS CA PI RU (3) DO US eD C DR YM UL L Ry A IR W E (1 ) 0 30 10 0 0 LE ID OT M tL LS flM ST L OT IS ) SI LL S a (3) I2 UI DD D ER EC T SC W FE AD IM S FU R MA SO PR TY e (11 3 D 90 50 0 S TR PE /F DL L/ SM M O DR YM M U. ® DR Y2 OD 0 lN S5 LL M ET aL ST UD S a (li )D OU 4O D D IN ST AL L EO TE RR M L MA LL RO AR D (1 ) 15 02 00 U RO UG H- OR CO PP ER PL I.M IR IR S a (3) ID DI DD D IN ST AL L MD NC UM S Co m m en t u e c c O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T M F le U se d 0 \P E P2 00 0J I3 \B E N Y IN J T ar ge t fl le U se d: \R EP 20 0\ PT TO JI2 \B EN YL A S el ec t A ll A ct iv it ie s Su rt . S ta rt ha te D at e S€ le ct io n A ct /S ch /E ar l Sc he du le N in ds a T i 13 0E C9 3 To I0 1J N 94 L oc at io ns SI TE To NU DE C ur re nt T ar pe t C ur re nt T ar ge t C ur re nt Ta r Pt S ta rt N il es lo ne V A ha m m uc k Iff iJI ll C ri ti ca l — F in is h M ile st on e V A fM ,n cr iti ca l In st al le d B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T Pa ge I Dl C O M P A R IS O N S C H E D U L E 0 9 9 3 1 9 9 4 CO DE TY PE DE SC RI PT IO N Sc he du le d/ A ct ua lI A ) D E C JA N U A R Y F E B R U A R Y M A R C H A P R IL I M A Y JU N S ta rt F in is h ha r 20 29 II 17 24 7 14 21 7 14 21 29 4 II lB 25 2 9 16 24 30 uS D 04 05 SN ST AR T SU PE OS TO DE TU RE A 19 00 33 61 7E V — 13 DE C9 3 SI T E A al lO tS 0 F/ P/ P/ C /S S9 0E RE TP OC TI W A 19 0E C9 3 2D A4 P9 4 73 M AI N 9 13 DE C9 3 21 M AR 94 69 M AI N’ __ __ __ __ __ __ 3 S 1 9 RD AF 7 4 6 A 15 01 00 0 TO IJG YY -IM 56 N M aT ER RI SE RS A 21 JA N 94 05 AP R9 4 53 M A If 5 B9 7 o 9 21 JA N 94 2D Aa R9 4 49 N A Il 7 3 E 4 5 1 o 09 01 00 0 1* 40 01 M AL L5 /1 16 T1 SU N SI LL S A 26 JA N 94 07 AP R9 4 52 N * T l 7 3 5 6 7 O I IO 26 JA N 94 31 M AR 94 47 K A lf 2 3 9 SE 6 19 9 9 9 9 . I 09 02 00 5 IN ST AL L ME TA L 51 16 5 A 31 JA N 94 12 AP R9 4 52 MA IM 2 4 6 7 N 31 JA N 94 05 AP R9 4 47 MA IN 2 3 4 5 7 M 9 6 l O 00 20 0 0 P0 05 14 -IN CO PP ER ftO M B II 6 A 03 FE B9 4 19 AP R9 4 54 N 2 41 5 6 A 1 O 3 I 7 9 4 03 FE B9 4 12 11 91 94 49 M 2 4 E 3 I 6 A 1 I 16 01 00 0 00 05 9- IN EL EC TR IC Al A 03 FE B9 4 2l A Pf l9 4 56 II N 2 3 6 03 FS B9 4 10 07 00 4 53 N 3 2 4 6 B E l 0 50 02 00 0 IN ST AL L BL OC KI R6 FO R 11 10 00 )1 5 A 03 FE B9 4 14 AP R9 4 SI N N 2 3 4 5 6 7 8 9 I l 0 03 FE B 94 07 A PR 94 46 N T 2 9 3 9 4 E 5 6 9 7 9 B 9 g 3 • 1 0 9 60 09 00 0 F/ fl /P /C /S HA RD LA NO SC AP IN S A 03 FE B9 4 (5 M A R9 4) (2 0 I SI TE I_ __ __ __ __ __ _ O N EB 94 23 FE B9 4 IS SI TE a1 20 10 5 0 ER EC T SC AF FD EO IN S FD A KA SA NR R A 13 FE B9 4 IB AP R9 4 42 K A IM I 6 IS EE B9 4 11 AP R9 4 40 NA II 5 ME I1 O 2 = 59 04 00 0 IN ST AL L EO TE RN AL MA LL BO AR D 09 M AR 94 22 AP R9 4 34 MA III . 3 4 56 I 9 20 29 IT 17 24 7 14 21 7 14 21 29 4 II 18 25 2 9 16 24 30 S CO DE TY PE DE SC RI PT IO N D E C JA N U A R Y F E B R U A R Y M A R C H A P R IL I M A Y JU N 1 9 9 3 1 9 9 4 E st im at ed 5 R ep or t D at e 22 DE C9 3 R eh or t T ue 16 34 : IA Pr og re no D at e: 14 M aR 94 R €v ln iu n M ua be r I P ro gr es s ha te I Pr oc ur ef fie nt Pu > C ur re nt T ar ge t P os it ia e fl o at _ _ j )M ga tia e fl o at r r — U ’ U R C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N TM Fi le U se d D\ RE P2 00 \P RD JI3 \A EN YI YA Ta rg et Fi le Us ed D: ’iR EP 20 0\ P0 0J l2 \B EN YL ( Se le ct A ll A ct iv it ie s So rt St ar t D at e D at e S el et ti or i A ct /S ch /E ar lA Sc he du le W in do c T i I3 0E C9 3 To 10 ,8 89 4 Lo ca tio ns SI TE To RO OF C ur re nt Ta rg et C ur re nt Ta rg et C ur re nt Ta r et S ta rt M ile st on e V A Us ffi mo ck [11 111 11 C ri ti ca l Fi ni sh M ile st on e V N on tr iti ca l I In st al le d 1 9 9 3 1 9 9 4 CU TE TY PE DE SC RI PT IO N Sc he du le d/ A ttu al lA ) D E C JA N U A R Y F E B R U A R Y M A R C H A P R IL M A Y JU N S ta rt Fi ni sh Ou r 20 29 ID Il 24 7 14 21 7 14 21 28 4 II IA 25 2 g 16 24 30 6 50 90 40 0 0 IN ST aL L EU DE RN AL HU LL BO AR D B I O — 23 FE B9 4 15 AP R9 4 38 M IIN 3 4 5 ii 3 9 I 6 A 1 U SI DO ID O U IN ST AL L W IN DO W S 10 M AR 94 26 AP R9 4 34 l N 3 5 25 FE B9 4 19 AP R9 4 38 M AI N: 3 4 = 5 u0 90 30 0 U IN ST AL L IN SL AT ID N/ YA PD OR BA R 16 M AR 94 29 AP R9 4 33 KA IT 3 5 7 9 • 2 4 6W l 8 l D 03 M AR 94 22 AP R9 4 37 4 N 3 4 5 7 9 B 1 2 = M l O 12 02 90 C BU IL D 90 0C C HU lL S 16 MA R9 4 0j 3J 1R 49 4 57 I W A lIl SW Z’ /// /A Y 3 5 8 7 9 • 20 4 6 8 ID E’ U3 M AR 94 20 M AY 94 57 A III u0 90 50 0 C DR YW AL L DO A0 01 TE 21 NU R9 4 27 M AY 94 49 I MM ITI 3 5 7 9 I 2 4 6 A l 0 08 M AR 94 13 M AY 94 49 M A II I= 3 1 9 = I 2 4 = = 8 1 0 = v0 90 60 0 S Ta PE /F IL L/ SU N O DR YM aL L 25 M AR 94 I0 U U I9 4 55 I MA IM W / / f f 4 I 3e Y w /// r// r/J ,u 6 9 14 NA R9 4 30 MA Y9 4 55 :MAIN l A 1 D I 3 6 9’ i 20 29 10 17 24 7 14 21 7 14 21 28 4 II II 25 2 9 16 24 30 6 CO DE TY PE DE SC RI PT IU N D E C JA N U A R Y F E B R U A R Y M A R C H A P R IL I M A Y JU N 1 9 9 3 1 9 9 4 B E N JA M IN Y U E — E X T E N D E D E X A M P L E P R O JE C T Pa ge 20 1 2 C O M P A R IS O N S C H E D U L E Es tim at ed fl R ep or t D at e 22 DE C9 3 R ep or t 0 i* : 16 31 : 43 Pr og re ss D at e: UA MA R9 4 R ev is io n Nu m be r: Pr og re ss R at e I Pr oc ur em en t P( C ur re nt Ta rg et Po si tiv e ll oa t — J — J IF ga tiv e fl oa t r F il e U se d O \R EP 70 0\ P1 10 J1 3\ RE M Y LI I T ar qe t F il e lIn ed 0: \R EP 20 0\ Pe oJ t2 \D ET A 9T I S el ec t A ll A ct iv it ie s Se rl S ta rt D al e D at e D et ec tio n A cl /S ch /E ar ll Sc he da te W in do w TH e: 13 DE C9 3 So 10 10 19 4 L oc at io ns SI TE To RO OF C or re ct ta r9 et C or re ct T 9 p t S ta rt A it es to ee V A T1 1e rn ec k 111 111 11 E ot ii at ed [I F in is h M ile st on e V A A ct iv it y cz :i U G C C O N S T R U C T IO N M A N A G E M E N T L A B B E N JA M IN Y U E — E X T E N O E O E X A M P L E P R O JE C T C O M P A R IS O N S C H E O U L E C or re ct R ç e t P os it iv e fl o at .. .. .. .. .j . j Pr o9 re oo D at e I IM qa tie e fl o at ‘ ‘ P ro cu re .e et Pc R E P C O N TM Pa ge to t t R ee or t D at e: 22 DE C9 3 R eT or t T ii e It 4& 19 Pr oq re on D at i 04 M AR 94 R ev io io e lim be r A t) -3 5 9 9 3 1 9 9 4 CO DE TY PE DE SC RI PT IO N Sc he do le d/ A ct oa lf A ) O E C JA N U A R Y F E B R U A R Y M A R C H A P R IL M A Y JU N S ta rt F in is h N ir 2 0 2 9 1 0 1 1 2 4 2 1 4 2 1 7 1 4 2 1 2 9 4 1 1 1 0 2 1 2 9 1 6 2 4 3 0 6 *6 00 40 0 SN ST aR T DO PE RS TT I1 6T IIR E IX TE C9 3 V — IX TE C9 3 A wS 0D 1T I 0 P/ R IP /C /S DL PE RS TT IT CT DR E 13 DE C9 3 20 M AR 94 73 U Y l U T 13 00 C 93 21 M A R 94 60 I _ _ _ _ _ 15 11 00 0 B U SH -I N SO W MA TE R RI SE RS 21 JA N9 4 05 AP R9 1 53 21 JA N 94 20 1A Ae 94 44 E l z z :z z z z : 09 94 00 S LA YD ITT M AL LS /IM DT L ST UD SI LL S 20 JA N 94 17 AP R9 4 52 24 JA N 94 31 M 11 T9 4 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AP R9 4 38 1 — I n1 99 39 4 5 IN ST AL L IM SI LA TI AN /Y W CI JN DA R A6 NA R9 4 29 AP R9 4 33 D \\ \\ \\ 1 1 \* \ \ \ A L 03 A0 R9 4 22 AP R9 4 37 1 12 02 90 C RO IL D DR IE D M IL LS 16 M AR 94 03 01 01 94 57 t \ \ \ 0 0 & \\ \\ \X ’S 0 & \\ \\ \\ \\ \\ \\ \\ \S x 03 NA R9 4 20 M AY 94 57 I_ __ __ __ __ __ __ __ __ __ *0 90 50 0 C DO YW AL L D O A BI TE 21 M AR 94 27 M AY 94 49 \ t \ \ \ \ \ t t \ ’ \\ \\ \\ \\ \\ \k S l$ 1 0 10 M AR 94 13 M AY 94 49 IT _ _ _ _ _ _ _ _ _ *0 90 00 0 S TA PE /F IL L/ SA ND DR YW AL L 25 M AR 94 10 09 19 4 55 I 14 M AR 94 30 M AY 94 55 1 2 0 2 9 ID 1 7 2 4 P 1 4 2 1 7 1 4 2 1 2N 1 1 1 1 0 2 1 2 9 1 6 2 4 3 0 6 CO DE RO PE DE SC RI PT IO N O E C JA N U A R Y F E B R U A R Y M A R C H A P R IL M A Y JU N 1 9 9 3 1 9 9 4 APPENDIX F DATA INTERPRETATION FOR CASE STUDY EXAMPLE 238 U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T M Fi le Us ed : P: \IC l’2 19 \P flD j2 9\ Il} tT Bl B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T D A IL Y S IT E P R O JE C T A N A L Y S IS R E P O R T Re po rt Da te 22 DE C9 3 Re po rt Ti ne : 21 :1 4: 13 Re vi sio n lk ao he r 0 Pr og re ss D at e: 01 00 19 1 Pa ge I IF I Da te Jin do w: Fr ay 04 FE B9 1 to 11 FE B9 4 De tk od us ed : va x- m o U ei gt iti ng co nd iti on : Fr eq se vc y of oc cu rr en ce To ta l ne ut er of da ys lo st : 25 .5 5 To ta l ne ut er oF na ol oe rs le st : 19 0. 80 Pr ok le n So sr ce D is pe rs io n 2 to ta l to ta l 2 to ta l to ta l 2 to ta l Pr oj ec t Le ve l C or re ct io n De tio w St re ng th Ito . D es cr ip tio n ln de o da ys lo st da ys lo st do ’s lo st do ’s lo st oc cu r oc cu r Ito . D es cr ip tio n II To o ni ck pr ec ip ita tio n 0. 16 66 67 25 6. 56 56 11 1. 80 19 12 It co rr ec tiv e ac tio n — la ck of on pp or tin g ev id en ce 31 lv su FF ./l nc oi çl . Dr aw in g 0. 16 66 67 9 2. 25 9 17 .8 0 10 6 It co rr ec tio n ac tio n - la ck of ui pp or tio g ev id eo co 32 Dr aw in g er ro rs 0. 11 11 11 S 1. 25 S 10 .8 0 3 2 It co rr ec tio n ac tio n - la ck of on pp or tii q ev id en ce 34 C on fli ct in g in fo rw at io n 0. 11 1t H 2 0. 56 0 0. 80 3 2 It co rr ec tio n ac tio n — la ck of su pp or tin g ev id en ce 41 In so fF ic ie nt wa op ow er 0. 27 77 71 II 2. 70 3 6. 00 Dl 7 1. 1 H ire ow re w or ke rs fo r al l tr ad es . 0. 90 00 1. 3 Fo cu s lo ko or re su or ce s on cr it ic al ac ti vi ti es . 0. 26 80 2. 3 It ti fg on ie r of ex is tin g si te co nd iti on s. 0. 90 00 2. 5 D ev is e th e pr oj ec t fi ni sh da te . 0. 90 00 44 Lo w sk il l le ve l 0. 27 77 71 11 2. 75 10 20 .0 0 19 12 It co rr ec tiv e ac tio n - la ck of so pp or tio g ev id en ce lk L ow iv jti oa tio of on ra le 0. 11 11 11 0 0. 00 4 0. 00 3 2 It co rr ec tiv e ac ti on -l ac k of so pp or tin g ev id en ce 52 te w nr k tld ar kw ao sk ip l 0. 65 55 56 4 1. 00 0 0. 00 2 I It co rr ec tiv e ac tio o — la ck of so pp or tio g ev id en ce 56 Er ro r iv co vs tro ct io o 0. 11 11 11 2 0. 60 10 20 .0 0 I S It co rr ec tio n ac tio n — la ck of so pp or tin g ev id en ce 57 La yo ut er ro r 0. 27 77 71 23 5. 75 3 6. 00 15 9 It co rr ec tiv e ac tio n - la ck of so pp or tio g eo id en ce 72 Po or gr oo od co nd iti on s 0. 05 55 % 1 0. 25 0 0. 00 2 1 It co rr ec tiv e ac tio n - la ck of so pp or tio g ev id en ce 95 De lay iv aw ar d, co nt ra ct 0. 05 55 % 0 2. 00 0 0. 00 5 3 It co rr ec tiv e ac tio w - la ck of on pp nr tie g ev id en ce to ) A gg re ga te d Pr ok le ns Pr oj ec t le an t C er re ct io e de tio o St ee og tk Pr ok le n th in ke r It . D es cr ip tio n D oo at hi og - la ck oF eo id en co . 11 .8 00 01 11 31 32 34 14 46 52 56 S 77 29 5 I U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N TR Fi le Us ed : D: \R Lp ZU O\ pU 0J 29 \U I3 jfl Rl B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T D A IL Y S IT E P R O JE C T A N A L Y S IS R E P O R T le po rt Da t& 22 Ilt 93 Re po rt ho e: 21 :4 2: 4? Ie ni si oo th in ke r: 0 Pr og re ss D at e: 04 lW B4 ‘a ge I Ut 1 t. J Da te Ui od oa : fr on OI IT D9 I to l0 f1 3l 94 lie th od os ed : oa o— oio U ei gh tin g co nd iti on : tin e_ lo st To ta l rn ro ke r of da ys lo st : 25 .5 5 To ta l no ok er of oa nl or ar s In sU 19 0. 00 Pr oh le o Sn or ce D is pe rs io n 2 to ta l to ta l 2 to ta l to ta l 2 to ta l Pr oj ec t le nd C or re ct io n ti a o St re og th lb . D es cr ip tio n lo ile o da ys la st da ys lo st w Its lo st ok rs lo st oc co r oc co r lb . D es cr ip tio n 11 To o re ich pr ec ip ita tio n 0. 16 66 67 25 6. 50 56 11 1. 06 19 12 lb co rr ec tio n ac tio n - la ck of sa pp ar tin g no id en ce 31 ln sn fF ./l oc oo pl . Dr aw ing 0. 16 66 67 9 2. 25 9 17 .0 0 ill 6 lb co rr ec tio e ac tio n — la ck of so pp ar tio g ev id en ce 32 Dr aw in g er ro rs 0. 11 11 11 S 1. 25 5 16 ,0 6 3 2 lb co rr ec tin e ac tio o — la ck of su pp or tin g en id ee ce 34 C on fli ct in g in fo rn at io n 0. 11 11 11 2 0. 50 0 0. 00 3 2 lb co rr ec tin e ac tio n - la ck of sa pp or tio g en id en ce II In so fl ic ie nt oa np eo er 0, 27 77 78 Il 2. 70 3 6. 00 11 7 1. 1 H ire wo re w or ke rs fo r al l tr ad es . 0. 90 00 1. 3 fo cu s la ko or re so ur ce s on cr it ic al ac ti ni ti es . 0. 20 00 2. 3 lb ti fg ow ne r of ea is tin g si te co nd iti on s. 0. 90 00 2. 5 D en is e th e pr oj ec t fi ni sh da te . 0. 90 00 44 Io n sk il l le oe l 0. 27 77 78 It 2. 75 10 20 .0 0 19 12 lb cn rr ec tin e ac tio n — la ck of su pp or tin g en id en ce 46 le o oa tio at in n/ oa ra le 0. 11 11 11 0 0. 06 4 8. 06 3 2 lb cn rr ec tin e ac tin o — la ck of su pp or tin g en id en ce 52 Re wo rk llb rk oa ns ki pl 0. 05 55 56 4 1. 00 0 0. 00 2 1 lb cn rr ec tio e ac tio n - la ck of su pp or tin g en id en ce 56 f,r rn r in cn ns tro ct in n 0. 11 11 11 2 0. 60 10 20 .0 0 0 5 lb co rr ec tio n ac tio n — la ck of su pp or tin g ev id en ce 57 la yn ot er ro r 0. 27 77 78 23 5. 75 3 6. 60 15 9 Ho co rr ec tio e ac tin o - la ck of su pp or tin g en id en ce 72 Po or gr oo nd co nd iti on s 0. 05 55 56 1 0. 25 0 0. 00 2 1 lb co rr nc tio e ac tio n - la ck of su pp or tin g eo id en ce 95 De lay in aw ar d, co nt ra ct 0. 05 55 56 8 2. 00 0 0. 00 S 3 lb co rr ec tio n ac tio n — la ck of su pp ar tin g ev id en ce U gg re ga te d Pr oh le ns Pr oj ec t l.e oe l C or re ct io n D et in o St re ng th Pr oh le o lb m he r lb . D es cr ip tio n In no th in g - la ck of en id en ce . I1 .0 00 0 11 31 32 34 44 52 56 57 72 95 I U S C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T 8 ri le Us ed D :\8 12 28 8\ P8 03 29 \IB iT lH l B E N JA M IN Y U E - E X T E N D E D E X A M P L E P R O JE C T D A IL Y S IT E P R O JE C T A N A L Y S IS R E P O R T Ie po rt la t& 22 01 19 3 H ep or tli oe 21 :1 8: 14 Be oi sio o lH Hé er 8 Pr og re ss Ba te : 8 fl l9 l Pa ge 1S f 1 Da te ld io do o: fro o 87 ltl 91 to 11 FE B9 1 tle tF cd os od : oa o- oi o W ei gh tio g co od iti oo oa ol oa or _l os t To ta l oi o. be r of da ys lo st : 25 .5 5 to ta l eo o.h er of oa nl o, or s lo st : 19 8. 88 Pr ok le o So ur ce D is pe rs io o to ta l to ta l 2 to ta l to ta l 2 to ta l Pr oj ec t le nd fo rr ec tio e Itt io m St ro og th It . D es cr ip tio o le de o da ys lo st da ys lo st ilo ’s lo st do ’s lo st oc co r oc co r It . Ie sc ri pt io o II To e .a ch pr ec ip ita tio o 8. 16 66 67 25 6. 58 56 11 1. 88 19 12 It co rr ec tio o ac tio n - la ck of ou pp or tio g eo id eo ce II lo ss ff .ll nc oo pl . Dr aw in g 8. 86 66 67 9 2. 25 9 17 .8 8 18 6 It co rr ec tio e ac tio n - lac k of so pp or tio g eo id ee ic e 32 D ra ai og er ro rs 8. 11 11 11 S 1. 25 5 18 .8 8 3 2 it co rr ec tio e ac tio n — lac k of so pp or tie g eo id eo ce 31 C on fli ct io g io fo ro at io o 8. 11 11 11 2 8. 58 8 8. 88 3 2 It co rr ec tio e ac tio n — lac k of so pp or tie g eo id eo ce 41 lo so ff ic ie ot na op oo er 8. 27 77 78 11 2. 78 3 6. 88 11 7 1. 1 H ire wa re oo rk er s fo r al l tra de s. 8. 98 88 1. 3 fo cu s la ko or re se or cc s on cr it ic al ac ti ei ti cs . 8. 28 88 2. 3 It ti fy ow ne r of eo is tin g si te co od iti oo s. 8. 98 88 2. 5 D en ise tI e pr oj ec t fio is la da te . 8. 98 88 44 la o sk ill le oe l 8. 27 77 78 11 2.7 % 18 28 .8 8 19 12 It co rr ec tio n ac tio o - la ck of oo pp or tio g eo id eo ce 46 l.o o no tio at io n/ oo ra le 8. 11 11 11 8 8. 88 4 8. 88 3 2 It co rr ec tio e ac tio n — lac k of so pp or tio g eo id eo ce 52 Re wo rk (U or ko ia ns ki pl 8. 85 55 56 4 1. 88 8 8. 88 2 1 It co rr ec tio n ac tio a - la ck of oo pp or tin q en id ee ce 56 Er ro r in co os tro ct io o 8. 11 11 11 2 8. 68 18 28 .8 8 8 5 It co rr ec tio n ac tio n - la ck of se pp or tio g eo iA ee ce 57 l.a yo ot er ro r 8. 27 77 18 23 5. 75 3 6. 88 IS 9 It co rr ec tio n ac tio n - la ck of so pp or tio g eo id en ce 72 Po or gr oo nd co nd iti on s 8. 85 55 56 1 8. 25 8 8. 88 2 1 It co rr ec tio n ac tio o — lac k of so pp or tio g eo id eo ce 95 De lay in aw ar d. co ot ra ct 8. 85 55 56 8 2. 88 8 8. 88 S 3 It co rr ec tio o ac tio n - la ck of so pp er tio g eo id ee ce Sq yr ry at ed Pr ok le os Pr oj ec t Le oe l C or re ct io e de tio n St re ng tk Pr ok le o It ok er Mo . D es cr ip tio n Do oo tk in g - la ck of eo id eo ce . I1 .8 88 81 11 31 32 44 ‘ U B C C O N S T R U C T IO N M A N A G E M E N T L A B R E P C O N T M B E N JA M IN V U E - E X T E N D E D E X A M P L E P R O JE C T Pa ge i or 23 D A IL Y S IT E A C T IV IT Y A N A L Y S IS R E P O R T Fi le lin ed : t\O IY ZR R\ PI 0J 29 \IT hY lO l Re po rt la W 22 1tt E9 3 Re po rt Ti we 22 :3 8: 42 Re oi sio n th iw be r 9 Pr og re ss Ra te : 04 11 11 94 Da te W iod ow : ‘rn ’. 07 (1 19 1 to 84 11 11 94 lin th od us ed : m ao -w in W ei gh tin g co nd iti on : fre qu en cy of oc cu rr en ce In cl ud e co m pl et ed ac ti ui ti es D et in ity : 01 11 1W tul tD Jt IK dl S/ ltG tL ST UD SI LL S bc : 2 Tr ad e re sp on si bl e: 10 91 11 1 St ar t da te : 83 11 19 4 Pr oj ec te dl kt ua l) Fi ni sh da te : 90 ff0 94 To ta l du ra tio n: 4 da ys Re m ain in g du ra tio n: 8 da ys , 02 fr ee fl oa t: 8 da ys to ta l fl oa t: 19 da ys To ta l flo at /re m ai ni ng du ra tio n: D od ef in ed tli ,id e Ry RI O ct in ity D ttr ih ot es De gr ee of ft ’p lic ab ili tg 18 In te rn al ac ce ss :0 .9 9 t2 La bo ur in te ns io e :1 .9 9 lb Re sig n ch an ge s : 1. 80 28 Lo u to le ra nc e :9 .9 9 21 Le ar ni ng co re o ef fe ct s : 0 .1 0 22 Re sig n co ap le oi ty :0 .5 0 To ta l co m be r of da ys lo st : 1. 00 to ta l nu mb er of wa nl oo irs lo st : 6. 00 Pr ob lem So ur ce 2 to ta l to ta l 7 to ta l to ta l 7. to ta l ti n it y Le nd C or re ct io o R et io n St re ng th On . D es cr ip tio n da ys lo st da ys lo st id os lo st m hr s lo st oc cu r oc cu r Re . R es cr ip tio n 32 Dr aw in g er ro rs 19 9 1. 99 19 9 5. 90 33 I 2. 6 W eeo an ch or s ar e id le , re ro ut e mo op ew er to ot le r 1. 80 08 oc ti oi ti es to pr ev en t sc oe re ma np ow er lo ss . 4. 18 It te dco wi in da ily re po rt da te s of in fo rm at io n t . re qu es te d, co eo er sa tio es /,e rb al in st ru ct io ns , te le ph ao e ca ll s et c. . 5. 14 Re qu es t in fo rm at io n/ cl ar if ic at io n fro m ar ch ite ct t . au d/ or co ns ul ta nt (s ) AS S’ . 57 La yo ut er ro r 0 0. 90 8 0. 90 67 2 4. 14 C or re ct co ns tru ct io n er ro r at si te im ed ia te ly if 8 .6 po ss ib le . 4. 15 lis cu as s w ith /n ot if y so bt ra de ts l of re qu ire d l .0 ch an ge s in la yo ut . 5. 01 De qu es t in fo rm at io e/ cl ar if ic at io u fro m ar ch ite ct 1. 00 90 an d/ or co os el to ot ts ) ns ce . Pa ge 20 1 23 A gg re ga te d Pr ob le m s A ct iv ity Le ve l C or re ct iv e A ct io n St re ng th Pr ob lem lu m be r thu . Ite sc rip tiv u 5. 11 Re qn es t io fo rm at io o/ cl ar if ic at io n fro m ar ch ite ct O .% 75 32 57 an d/ or co ns ul ta nt (s ) AS AP . 1. 15 D isc os s w ith /n ot if y su ht ra ile (s l of re qu ire d 0. 36 4 57 ch an ge s in la yo ut . 4. 14 C or re ct co ns tru ct io n er ro r at si te iiw ie di at el y if 0. 15 30 57 po ss ib le . 2. 6 Id ien w or he rs ar e id le , re ro ut e m av po ae r to ot lw r 0. 11 11 32 ac ti vi ti es to pr ev en t se ve re ma np ow er lo ss . 4. 18 It te de an iv da ily re po rt da te s of in fo rm at iv e 0. 11 11 32 re qu es te d, co no er sa tin us /n er ha l in st ru ct io ns , te le ph on e ca ll s et c. . A ct iv ity : 09 01 00 LA YO UT lth lJ. S/ ll€ TL ST UD SI LL S Le e: 3 Tr ad e re sp on si bl e: DR TI 4.l . St ar t da te : 11 FE B9 4 Pr oj ec te d( A ct aa (l fi ni sh da te : 15 11 31 91 To ta l du ra tio n: 3 da ys Ite ua in io g du ra tio n: 0 da ys , OX fr ee fl oa t: 0 da ys To ta l fl oa t: 12 da ys To ta l flo at /re m ai ni ng du ra tio n: Iln de fin ed (ll iv id e Hg 0) A ct iv ity A ttr ib ut es De gr ee of A pp lic ab ili ty 10 In te rn al ac ce ss : 1. 00 12 t.a hv or in te ns iv e :1 .0 0 lh le si go ch av ge s :1 .0 0 20 Le a to le ra nc e :0 .0 0 21 Le ar ni ng co m e ef fe ct s :0 .0 0 Z 2l es ig oc ve çl eo ity :& 60 To ta l nu mb er of da ys lo st : 0. 75 To ta l m in te r of m an ho ur s lo st : 0. 00 Pr vh lem So ur ce Y. to ta l to ta l X to ta l to ta l 2 to ta l A ct iv ity Le nd C or re ct iv e A ct io n St re ng th 1 lb . D es cr ip tio n da ys lo st da ys lo st ir s lo st ir s lo st oc cu r nc co r lb . D es cr ip tiv e S7 La yo nt er ro r 10 0 0. 75 0. 00 00 0 2 4. 14 C or re ct cu es tr uc tin e er ro r at si te i.m ed ia te ly if 0 .h po ss ih le . 4. 15 D isc us s w ith /n ot if y su bt ra de ts l of re qu ire d 1. 00 00 ch an ge s in la yo ut . 5. 11 Re qu es t in fo rm at in o/ cl ar if ic at in e fro m ar ch ite ct 1. 00 00 an d/ or co ns ul ta nt (s ) AS PI ’. A gg re ga te d Pr ob le m s A ct iv ity Le ne l C or re ct iv e A ct io e St re ng th Pr ob lem thi mb er lb . D es cr ip tio n 4. 15 D isc us s w ith /n ot if y so bt ra de (s l of re qu ire d 0. 30 46 57 ch an ge s iv la yo ut . 5. 14 Re qu es t in fo rm at io n/ cl ar if ic at io n fr vu ar ch ite ct A. 30 1h S7 an d/ or co ns vl ta vt ls l AT OP . 4. 14 C vr re ct cv vs tru ct io n er ro r at si te iim ie di at rly if 0. 23 00 57 l’a ge 30 12 3 po ss ib le . A ct iv ity : 89 01 00 IP 00 0T LL S/ I8 9T L ST UD SI lL S Le c: Tr ad e re sp on si bl e: 110 011 011 . S ta rt da te : 10 FE B9 4 Pr uj ec te d( ft :ta al ) fi ni sh da te : 23 FE B9 4 To ta l dn ra tia & 4 da ys Re m ain in g da ra tin n 0 da ys , 02 fr ee fl oa t: 0 da ys To ta l fl oa t 15 da ys To ta l flo at /re m ai ni ng du ra tio n: lln de fin ed (I lio id e By 0) A ct iv ity A ttr ib at es De gr ee of A pp lic ah ili ty 10 In te rn al ac ce ss : 1. 00 12 la br ai r in te ns iv e :1 .0 0 lb De sig n cb an ge s :1 .0 0 20 La o. to le ra nc e :0 .0 0 21 Le ar ni ng ca rv e ef fe ct s :0 .0 0 22 De sig n co m pl ex ity : 0.b O To ta l nu m be r of da ys lo st : 0. 25 To ta l no r-h er of m an ho ur s lo st : 0. 00 Pr ob le a So ur ce 2 to ta l to ta l 2 to ta l to ta l 7. to ta l A ct iv ity Le ve l C or re ct iv e ft tio o St re ng th Ft . D es cr ip tio n da ys lu st da ys lo st aI rs In st aI rs In st oc cu r oc cu r Ft . D es cr ip tio n 41 In su ff ic ie nt ma np ow er 10 0 0. 25 0. 00 10 0 2 4. 3 In cr ea se th e re av ai ni ng du ra tio n no th e ac ti ni tg . 1. 00 00 9. 1 Do no th in g. 1. 00 00 A gg re ga te d Pr ob le m s A ct io itg Le ve l C or re ct iv e A ct io n St re ng th Pr oh le n lia nh er Ft . D es cr ip tio n 4. 3 In cr ea se th e re m ai ni ng du ra tio n on th e ac tiv ity . 0. 50 00 II 9. 1 Dv no th in g. 0. 50 00 41 A ct iv ity 09 02 00 18 91 01 1. Ft TA I. ST UD S Lo u: 2 Tr ad e re sp on si bl e: D0 11 01 1.l . St ar t da te : 09 11 31 91 Pr nj ec te d( A ct aa ll fi ni ul a da te : 14 FE B9 4 To ta l du ra tio n: 4 da ys De m ain iv y da ra tiu o 0 da ys , OX Fr ee fl oa t: 0 da ys To ta l fl oa t: 9 da ys To ta l flo at /re m ai ni ng du ra tio n: U od ef in ed lli ni dn Dy 0) A ct iv ity A ttr ib ut es De gr ee of A pp lic ab ili ty 10 In te rn al ac ce ss :1 .0 0 12 La bu or in te ns iv e :1 .0 0 lb D es iy s ch an ge s :1 .0 0 21 Le ar ni ng ca rv e ef fe ct s :0 .0 0 22 D es ig n cu m pl ev ity :0 .1 0 To ta l vu mb er of da ys lo st : 0. 50 To ta l vu mb er of m an ho ur s lo st 0. 00 Pa ge 4 01 23 t) (I t Pr ob lem So or ce to ta l to ta l 2 to ta l to ta l ) to ta l A ct iv ity l.e oe l C or re ct iv e A ct io n St re ng th tla . D es cr ip tin o da ys lo st da ys lo st M rs lo st M rs lo st oc cu r oc cu r Oh ,. D es cr ip tio n It ln so lf ic ie ot ma cp ow er tO O 8. 58 0. 88 58 2 2. 2 R ea llo ca te ma np ow er fro m pr ef er ah lg a ta iff er or 8 .6 no n- cr iti ca l ac tiw ity (8 55 51 11 to ac tiv ity X X 0Y . 9. 1 On no th in g. 0. 08 88 14 l.e w sk ill le ve l 8 0. 88 8. 88 58 2 2. 4 D isc os s w ith sn bt ra de fo re m an m nr kf or ce 1. 08 88 pe rfo rm an ce . ye ey at ed fro bl em o A ct iv ity le ve l C or re ct iv e A ct io n St re ng th Pr nh lem lla m he r Re . D es cr ip tio n 2, 4 D isc os s w ith sn ht ra de fo re m an w nr kf or ce 8. 78 57 II pc rfn rm an ce . 2. 7 R ea llo ca te ma np ow er fro m pr ef er ab ly a to ff ee yr 0. 21 43 II no n- cr iti ca l ac tiv ity (0 15 51 11 to ac tin ity 10 99 22 . A ct iv ity . 82 0O l8 5T .1 lt ’f aS M S Ln c: 3 Tr ad e re sp on si bl e: D1 t10 0t1 . St ar t da te : l5f D3 l94 Pr nj ec te d( fr tu al l fi ni sh da te : lU fD Ill I to ta l dn ra tio n: I la ys Re m ain in g du ra tio n: 0 da ys OX fr ee fl oa u 0 da ys To ta l fl oa t: 12 da ys To ta l flo at /re m ai ni ng lm ra tio n Rn de fin ed tlt im id e D 81 A ct iv ity A ttr ib ut es De gr ee of A pp lic ab ili ty 00 In te rn al ac ce ss : 1. 00 02 l.a bo or in te ns iv e : 1. 08 16 De sig n ch an ge s : 1. 08 21 le ar ni ng cu rv e ef fe ct s : 0. 08 Z2 D es ig oc nm pl en ity :0 .1 0 to ta l vn nn kr r of da ys lo st : 13 5 Te ta l nu mb er of m an ln ni rs lo st : 8. 00 Pr ob lem So ur ce 2 to ta l to ta l 2 to ta l to ta l 7. to ta l A ct in ity l.n oe l C or re ct iv e A ct io n lS tre ng th l Re . D es cr ip tio n la ys lo st da ys lo st M rs lo st M rs lo st oc cu r oc cu r Re . D es cr ip tio n 44 lin e sh il l le ve l 43 0. 75 8. 80 08 4 2. 3 Up gr ad e m nt ra io nd pe rs on ne l to tr ai ne d pe rs on ne l. 0. 80 00 2. 4 U is cn ss w ith on ht ra de fo re m an m nr kf or ce 1. 80 80 pe rfo rm an ce . 2. 9 H ire mo re eo pe rie nc ed w or kn rs to le ad 1.1 01 08 io en pe rie oc ed w or ke rs . 52 Re wo rk tlk rk m ao sh ip l 57 1. 88 0. 08 28 1 2. 3 Up gr ad e nn tra in ed pe rs on ne l to tr ai ne d pe rs on ne l. 1. 08 88 4. 3 In cr ea se ti e re m ai ni ng du ra tio n on tI e ac tin ity . 0. 58 88 1. 0 In cr ea se or in pr ov e so pe rv is io n. 1. 08 00 7. 6 Op en a ta ch ch ur ge to a so bt ra de or nu pp lie r fo r 1. 08 88 ac ce le rn tio n. Pa ge 5 AC 23 A gg re ga te d Pr oh ie ns D et in itg Le ve l C or re ct in e D et in a St re ng th Pr oh lew li et er lb . D es cr ip tio n 2. 3 Up gr ad e un tra in ed pe rs on ne l tn tra in ed pe rs nn ne l. 8. 28 57 14 52 2. 4 D isc us s w ith sn bt ra de En rew an ao rh fn rc e 8. 28 57 44 pe rfn rw an ce . 2. 9 H ire wo re en pe rie nc ed an rb er o to le ad 8. 28 57 14 in eu pe rie nc ed an rh er s. 4. 8 In cr ea se or in pr on e so pe rn is in n. 8. 85 71 52 7. 6 Op en a ha ch ch ar ge tn a w ht ra de or su pp lie r Fo r L8 57 1 52 ac ce le ra tin n. I. ] In cr ea se ti e re na m in g du ra tin n no th e ac tin itg . 8. 82 86 52 D et in ity : 89 82 88 l)€ TA LI . m a ST UD S Lo c: I Tr ad e re sp nn si hl e D 8l fl i. St ar t da te : 23 FC 89 4 Pr nj ec te d( D et na l) Fi ni sh da te 81 19 81 94 Tn ta l dn ra tin n S da gs Re na m in g dn ra tio n 8 da gs , 87 Fr ee FI na t H da ys To ta l rl na t: 14 4a gs To ta l fl oa t/r en am in g du ra tio n: U od ef in ed (D in id e Pg 0) & ti ni tg A ttr ih ut es Ile gr ee oF A gp lic ah ili tg 18 In te rn al ac ce ss : 1. 88 12 La bo ur in te ns iv e : 1. 88 16 D es ig n ch an ge s : 1. 88 21 Le ar ni ng cu rv e eF fe ct s : 8. 88 22 D es ig n cn ql eo it g : 8. 48 To ta l ne oh er of da gs lo ut : 1. 75 To ta l on oh er or wa nh oo rs lo ut : 8. 88 Pr nh le o So ur ce 7 to ta l to ta l 7 to ta l to ta l 7 to ta l fr ti oi tg l.e oe l C or re ct io n kt io o St re op th Pu . D es cr ip tio n da gs lo ut da gs lo ut w its lo ut id es lo ut oc ui r oc cu r It . Pe sc rip tio o 41 In su fF ic ie nt aa np oa er 71 .7 5 8. 88 68 3 4. 3 In cr ea se th e re oa io in g da ra tio n on tI e ac tio itg . 1. 88 88 9. 1 Do no th in g. 1. 88 88 56 Er ro r in co ns tru ct io n 29 8. 58 8. 88 48 2 5. 18 Co nt ac t re le oa ot pa rt ie s Fo r co rr ec tio n an d/ or 1. 88 88 in Fo rm at io n. A gg re ga te d Pr nh le ns fr ti ni tg le ve l C or re ct io e D et io n St re ng th Pr oh le’ n It. im he r It . D es cr ip tio n 5. 18 Co nt ac t re le na nt pa rt ie s Fo r co rr ec tio n an d/ or 8. 78 88 56 is to rw at io e. 4. 3 in cr ea se th e re na io in A or at io o on ti e ac ti ni ty . 8. 38 88 41 ti n it y 12 01 88 LT ICC T SC aT OI .D ItE FA Il 88 50 18 11 bc : 88 TH Tr ad e re sp oo si hl e: ito s0 00 lT St ar t da te : IO FC D9 I Pr oj ec te d( A ct aa ll fi ni sh da te : 81 88 89 1 Tu tu ) du ra tio n: 8 da ys Pa ge 6 Af zi O eo ai ni ny du ra tio n: 0 da ys OX Fr ee fl oa t: da ys To ta l fl oa t: -2 da ys To ta l fl oa t/r en am in g du ra tio n: tln de lin ed )lt in id e Dy 0) D ot io ity A ttr ib ut es De gr ee of A pp lic ab ili ty 6 Ai nd :0 .0 0 7 to nn d co nd iti on s : O S to ra ge en si te 6. 40 9s it ec on ge st in n :0 .0 6 DI Cn te rn al ac ce ss : to o 12 la bo ur in te ns io e :1 .0 6 17 Ai gh in sp ec tin o :0 .5 6 20 le ar ni ng cu rv e ef fe ct s 0. 46 To ta l ie m be r of da ys lo st : 0. 75 To ta l ne ob er of oa eh ea rs lo st : 0. 06 Pr ob le n So ur ce 7. to ta l to ta l 7 to ta l to ta l 7 to ta l ti o it y le ve l C or re ct iv e D et io o lS tre ng th l tOn . D es cr ip tio n da ys le st da ys lo st oh rs lo st m b’ s lo st oc cu r oc cu r It . D es cr ip tio n 72 Po ur gr ou nd co nd iti on s I) 0. 75 0. 00 60 3 3. 1 Co nd uc t m ar e on -s ite so il io oe st ig at io os . 0. 00 06 4. 3 lo cr ea se th e re na m in g do ra tio n on th e ac tio ity . 0. 00 00 6. 2 l* at ify th e Ow ne r un de r a co nt ra ct cl ao se fo r 0. 00 06 un ex pe ct ed co nd iti on s (g ro un d co nd iti on s, u ti li ti es ). 7. 3 Op en a de la y cl ai m . 7. 01 Op en a cl ai m fo r co nd iti nn s nu t co ve re d Onj tI e O . co nt ra ct . 9. 0 Dx ne th in g. 0. 00 00 95 De lay in aa ar d. co nt ra ct 57 0. 06 0. 00 40 2 Ho co rr ec tiv e ac tio n - la ck of sa pp or tin g ev id en ce A gy re ga te d Pr oh ln e D et in ity l.e oe l C or re ct iv e D et io n St re ng th Pr ob lo n lH am ke r It . D es cr ip tin n Do ne th in g - la ck of en id eo ce . 0. 00 06 95 k ti n it y : 15 01 00 00 0Q I-l O 51 0 00 T1 31 00 51 30 5 Le c: 3 Tr ad e re sp on si bl e: t% J3 4I lC P6 , St ar t da te : 0O l’1 3l9 4 Pr uj ec te d( A ct ua l) fi ni sh da te : 11 10 30 94 To ta l du ra tio n: 4 da ys Ile m ain in g de ra tin o: 0 da ys , OX Fr ee fl oa t: 0 da ys Tn ta l fl ou t: 12 da ys To ta l flo at /re m ai ni ng du ra tin o O nd ef in ed tti ai de Oy 0) fr ti oi ty A ttr ib ut es De gr ee of A pp lic ab ili ty 16 In te rn al ac ce ss :0 .0 6 02 la he ur in te ns iv e : 0. 50 lb De sig n ch an ge s :0 .0 6 07 Oi gh in sp ec tio n :0 .0 0 19 C on tro lle d en ni ro nm en t :0 .5 6 20 le a to le ra nc e :0 .2 0 20 Le ar ni ng co m e ef fe ct s :0 .5 6 22 De sig n cn up le ai ty :0 .5 0 Pa ge 70 1 2] To ta l eu nh er of da ys lo st : 3. 06 To ta l oo nh er of na nl uo irs lo st : 6. 00 fr oh le n So ur ce 7. to ta l to ta l 7 to ta l to ta l 7 to ta l A ct io itg La ud C or re ct io e A ct io n St re ng th lb . D es cr ip tio n da gs lo st da ys lo st wI n’s lo st do ’s lo st oc cu r oc cu r lb . D es cr ip tio n 57 La yo ut er ro r 16 6 3. 60 0. 00 00 0 3 1. 14 C or re ct co ns tru ct io n er ro r at si te i,n ie di at el g if 6. 60 60 po ss ib le . 4. 15 D isc us s w ith /o et if g su bt ra de to ) of re qu ire d 1. 06 06 ch an ge s in la yo ut . 5. 11 Re qu es t io fo rn at io e/ cl ar if ic at io n tri o, ar ch ite ct 1 . an d/ or cu ns ul ta nt ls l W . A gg re ga te d Pr ob le ns ft ti oi ty l.e oe l C ur re ct iu e A ct io n St re ng th Pr ub le n De nS er lb . D es cr ip tio n 1. 15 D isc us s w ith /o ut if y os ht ra de ls l of re qu ire d 6. 38 46 57 ch au ge s in la qu ot . 5. 14 Re qu es t iu fo rw at iu o/ cl ar if ic at io n Ir on ar ch ite ct 0. 38 46 57 an d/ or cu ns ul ta nt ls l AS AF . 1. 14 C or re ct cu os te uc tie u er ro r at si te ii ne li at el y if 0 .2 w 57 po ss ib le . A ct in ity 15 61 60 ll Q fl 6 SI 0 86 T t 01 51 31 5 1.o c: Ir ad e re sp on si bl e: lI D fl ill 38 . St ar t da te : 15 11 31 94 Pr oj ec te dl du tu al l Ii oi sh da te : DD fD 31 9I To ta l du ra tio n: 4 da ys Re na m in g du ra tio n: 0 da gs . 67 Fr ee fl oa t: 6 da ys To ta l fl oa t: 12 da ys To ta l fl ou t/r en am in g du ra tio n: tiu de fio ed lD in id e Dy 0) A ct in itg A ttr ih nt es De gr ee of p li ca b il it q 16 In te rn al ac ce ss :1 .0 6 12 La he ur io te os iu e :6 .5 0 16 D es ig n ch an ge s :1 .6 0 I? Hi gh in sp ec tio n :6 .8 6 19 C on tro lle d eo oi ro io ue ot :6 .5 0 20 1.0 w to le ra uc e :6 .2 6 21 Le ar oi ug cu ru e ef fe ct s :0 .5 0 22 D es ig n co np le ni ty 6. 50 To ta l ee nh ee of da ys lo st 8. 60 To ta l eu eè er of na ul uo irs lo st : 6. 66 Pr nb le n So ur ce 7 to ta l to ta l 7. to ta l to ta l 7 to ta l A ct in ity le nd C or re ct iv e A ct io n St re ng th lb . D es cr ip tiu s da ys lo st da ys lo st do ’s lo st do ’s lo st oc cu r oc cu r lb . D es cr ip tio n 57 La yo ut er ro r 10 6 1. 06 0. 60 10 0 1 1. 11 C or re ct co os tru ct io n er ro r at si te irn ie di at el y if 0. 60 60 po ss ib le . 4. 15 D isc us s w ith /n ot if y su bt ra de ls l of re qu ire d 1. 06 00 ch an ge s in la yo ut . 5. 14 Re qu es t iu fo rn at iu o/ cl ar if ic at io n fr on ar ch ite ct 1. 00 60 an d/ er co us ul ta ut ls ) AS AP . Pa ge 0 Of 23 D et iw ity : 15 02 00 o n i- i0 CO PP 0 PI JO IlI C Tr ad e re sp on si hl & iw w ic a St ar t da t& lS FD 9l Pr nj ec te d( O ct na l) Fi ni sh da te : 18 11 31 94 To ta l du ra tio n: 4 da ys lle na io io g du ra tio n: 0 da ys , OX Fr ee fl oa t I da ys To ta l fl oa t: 12 da ys t) \0 O gg re ga te d Pr ub le ra s fr ti oi ty Le ve l C nr re ct io e D et ia o St re ng th Pr ob le s Ih on be r lie . D es cr ip tio n 41 5 D isc us s ai th /o nt if y so ht ea de (s ) of re qu ire d 63 04 5 57 ch an ge s in la yo ut . 5. 14 te qa es t io fn rv at io o/ cl ar if ic at io o fr on ar ch ite ct 6. 30 45 57 n i/ o r co ns ul ta nt (s ) ft St t 1. 11 C or re ct co as tr ac tin a er ro r at si te io ne di at el g if 6. 23 00 57 po ss ib le . D et in ity : 15 01 00 ln g7 30 -l0 S8 8 00 Tl Jl Dl St 3lS m c: Tr ad e re sp on si bl e: lf J3 W ll C St ar t da te : 20 01 19 4 Pr oj ec te dl D et aa ll fi ni sh da te : 0 Jl 9 4 To ta l do ra tio o 4 da ys Re m ain in g du ra tio n: 0 da ys , OX fr ee fl oa t: 6 da ys To ta l fl oa t: 12 da ys To ta l flo at /re m ai oi oy do ra tia n lto de fio ed lli oi de Og 0) D et io ity A ttr ib ot es De gr ee of p li ca b il it g 10 In te rn al ac ce ss : 1. 00 12 La bo ur ie te ns io e : 6. 50 tt. D es ig n ch an ge s : 1. 00 17 Hi gh in sp ec tio n : 0. 00 19 C on tro lle d eo oi ro no t : 6 .5 0 Z 0L eu to le ra oc e :o io 21 le ar ni ng co ro e ef fe ct s : 0. 50 22 D es ig oc ul eo it y :6 .5 0 To ta l m it er of da ys lo st : 6. 50 To ta l uo ’e r of m an ho ur s lo st : 0. 00 Pr ob lem So ur ce 7 to ta l to ta l 2 to ta l to ta l 2 to ta l It ti oi tg I.e oe l C or re ct iv e D et io o St re ng th It . D es cr ip tio n da ys lo st da ys lo st ml i’s lo ut ml i’s lo st oc cu r oc cu r It . Pe sc rip tio o II In su ff ic ie nt ma op ow er 10 0 0. 50 0. 00 10 0 I 4. 3 In cr ea se th e re m ai ni ng du ra tio n on tI e ac ti ai tg . 0. 50 00 9. 1 Do no th in g. 0. 50 00 O gg re ga te d Pr ob le m s D et in ity Le ne l C or re ct io e fc tio o St re ng th Pr ob le m It ob er It . D es cr ip tio n 4. 3 In cr ea se tI e re m ai oi ug du ra tio n on tI e ac tio itg . 0. 50 00 It 9. 1 Do no th in g. 0. 50 00 II — - L o 2 Pa ge 9 Of 23 To ta l fle a/ re nn ai ni ng du ra tio n: llo de fi oe dl lin id e Dy 01 ti n it y A ttr ih ot es De gr ee of A gp lic ah ili tg 10 In te rn al ac ce ss : 1. 90 12 l.a ho or in te ns io o : 0. 90 16 De sig n ch an ge s :0 .9 0 1? Hi gh in sp ec tio n :0 .9 0 19 C on tro lle d en ni ro na ie ot : 0 .7 9 21 Le ar ni ng co ro e ef fe ct s :0 .5 0 22 D es ig n co np le ni ty 0. 50 To ta l ra in ke r of da ys lo st : 1. 25 To ta l no nk or of w an lo or s lo st : 0. 00 A ct in ity : 15 02 90 19 01 01 -1 0 CO PP I3I PU Ol ll0 6 bc : 3 Tr ad e re sp on si bl e: ltl IW llC O I, St ar t da te : 21 f1 94 Pr oj ec te dt ft :to al l fio in b da te : Th f1 94 To ta l do ra tio n: 5 da ys Ilo na in io g du ra tio n: 0 da ys , 02 Fr ee fl oa t: I da gs To ta l fl oa t: 16 da ys To ta l fl oa t/r ev ai oi og do ra tio n: lln de fio ed (D io id e Dy 01 A ct in ity A ttr ib ut es De gr ee of A pp lic ab ili tg 10 In te rn al ac ce ss :1 .0 0 12 ba ho nr in te os in e :0 .9 0 lb D es ig oc ha ng es :0 .9 0 17 Hi gh in sp ec tio n :0 .9 0 I- fl 0 Pr oh let n So or ce 7. to ta l to ta l 7 to ta l to ta l to ta l A ct in ity Le ve l C or re ct iv e kt io o St re ng th 11 0. D es cr ip tin n da ys lo st da ys lo st nt is lo st ir s lo st oc co r oc cu r 11 0. D es cr ip tio n 34 C on fli ct in g io fo ra at io n 20 0. 25 0. 00 33 1 2. 5 St un w or ke rs ar e id le , re ro ot e wa np ow er to ot he r 0. 90 00 ac ti vi ti es to pr en en t se ve re wa np ow er lo ss . 1. 2 11w se co nd ar y wo rk ow th e ac tiv ity . 0. 90 00 1. 12 Ih no ito r th e ac tio ity cl os el g. 0. 90 90 5. 9 lw pr oo e ar ch ite ct /e og in ee r/ co or ai lta ot 0. 90 00 co or di na tio n. 5. 10 Co nt ac t re le va nt pa rt ie s Fo r co rr ec tio n an d/ or 0. 90 00 in fo rn at in an . II ln sn ff ic ie nt na np ow er 00 1. 00 0. 00 67 2 4. 3 In cr ea se th e re w ai ni ng du ra tio n on th e ac tiv ity . 0. 90 00 9. 1 On no th in g. 0 .9 A gg re ga te d Pr ob le ns A ct in ity Le oe l C or re ct in e A ct io n St re ng th Pr nb le w Ha nk er It , D es cr ip tio n 4. 12 Ib so ito r th e ac tio itg cl os el y. 0. 40 00 34 4. 3 In cr ea se th e re na m in g du ra tio n on th e ac tin itg . 0. 33 33 II 2. 6 mO wn w or ke rs ar e id le , re m ot e w an pn iu r to ot he r 0. 06 67 34 ac ti vi ti es to pr ev en t se ve re na np ow er lo ss . 4. 2 Do se co nd ar y wo rk on th e ac tiw itg . 0. 06 67 34 5. 9 ln pr nn e ar ch ite ct /e ng in ee r/ cn ns ol ta nt 0. 06 67 34 co or di na tio n. 5. 10 Co nt ac t re le va nt pa rt ie s fo r co rr ec tio n an d/ or 0. 06 67 34 in fn rn at io n. Pa ge 19 Of 23 19 C on tro lle d eo oi re ni ae nt 6. 79 21 Le ar ni ng cs ro e ef fe ct s :9 .5 9 22 De sig n co m pl ex ity :9 .5 9 To ta l ra oa he r of da ys lo st : 9. 93 To ta l ro nd er of m ao lan irs lo st 9. 99 Pr ob lem So ur ce 2 to ta l to ta l 2 to ta l to ta l 2 to ta l R et in ity le ne l C or re ct io n R et in a St re ng th Fin . D es cr ip tio o da ys lo st da ys lo st ‘a irs lo st ‘a Irs lo st oc cu r ac to r Ft . D es cr ip tio n II In so ff ic ie nt ma np ow er 10 9 9. 03 0. 09 19 9 3 2. 7 R ea llo ca te ma np ow er fro m pr ef er ab ly a bu ff er or 94 .9 99 no n- cr iti ca l ac tin ity IO XS ST T) to ac tio ity 09 00 22 . 9. 1 Do no th in g. 9. 09 99 (I t a- . A gg re ga te d Pr ob le m s A ct in ity le as t C ea re ct iv e A ct io n St re ng th Pr ob lem Ft nh er Ft . D es cr ip tio n 9. 1 Rn no th in g. I1 .9 99 9 III R et in ity 15 92 09 10 10 1- IN CA PP IJI n it w tc Le t: I Tr ad e re sp nn si bl e: FI DV III CP L St ar t da te : 29 11 39 1 Pr oj ec te di R et oa l) fi oi sh da te : 9 l9 I To ta l du ra tio n: 5 da ys Re m ain in g du ra tio n: 9 da ys , 92 fr ee fl oa t: 1 da ys To ta l fl oa t: lb da ys To ta l flo at /re m ai ni ng du ra tio n: lio de fin ed ili ni de By 9) R et in ity A ttr ib ut es De gr ee of ‘p li ca hi li tg 19 In te rn al ac ce os : 0. 99 12 La hc aa r in te os in e : 99 9 lb D es ig nc bu ng es :9 .9 9 17 Hi gh io sp ec tio o : 9. 00 19 C on tro lle d eo oi rn aa ae ot : 97 9 21 Le ar ni ng ce ro e ef fe ct s : 9. 59 22 Re sig n co m pl en ity : 9. 59 To ta l na od ier nf da ys lo st : 2. 99 To ta l nu mh er of m an ho ur s la st : 9. 99 Pr ob lem So ur ce 2 to ta l to ta l 2 to ta l to ta l 2 to ta l R et io ity Le ad C or re ct io n A ct io n St re ng th Ft . D es cr ip tio n da ys lo st da ys lo st ai rs lu st ‘a la s lo st oc cu r oc cu r tin . D es cr ip tio n It ln so ff ic ie ot ma np ow er 19 9 2. 09 9. 09 19 9 2 2. 2 R ea llo ca te ma np ow er fru it. pr ef er ab ly a bu ff er or 9. 60 90 na n- cr iti ca l ac tiu ity (X XS ST T) tu ac ti ai ty 09 11 72 . 9. 1 Do no th in g. 9. 99 60 A gg re ga te d Pr ah ie m s A ct in ity Le ve l C or re ct in e R et in a St re ng th Pr uh len . Ft m be r Ft . D es cr ip tio n 9. 1 Do no th in g. 1. 09 09 III Pa ge 12 Of 23 lb De sig n ch an ge s :0 .9 0 17 Hi gh in sp ec tio n :0 .1 10 19 C on tro lle d en ni ro nu en t :0 .7 0 21 le ar ni ng cu rn e ef fe ct s :0 .5 0 22 De sig n cn np le ni tg : 0. 60 To ta l nu nh er of da ys lo st : 8. 75 To ta l nn nb er of ma nh ou rs lo st : 0. 08 Pr ob lew Sn or ce 7. to ta l to ta l 7. to ta l to ta l 7. to ta l D et in itg be on l C or re ct io n ft ti oo lS tre ng th l It . D es cr ip tio n da ys lo st da gs lo st oh rs lo st do ’s lo st oc co r oc co r It . In sc ri pt io n 31 ln sn ff ./l nc o. m pl . Dr aw ing 67 0. 50 0. 00 50 1 4. 1 Po stp nn e th e ac tin itg . 0. 90 00 4. 3 In cr ea se th e re m ai ni ng de ra tio n en th e ac tin itg . 0. 90 00 5. 9 ln pr on n ar ch ite ct /e ng in en r/ cn os nl ta nt 0. 58 00 co or di na tio n. 7. 2 Is se e a m em o to th e pa rtg co nc er ne d to re qu es t 0.9 8( 10 dr aw in g co mm ple tio n. 34 C on fli ct in g in fn rw at io n 33 0. 25 0. 00 50 1 2. 6 W he n en rh er s ar e id le , re ro ot e M an po we r to ot he r 0.9 81 10 ac ti ni ti ns to pr en en t se ne re ma np ow er lo ss . 4. 2 ltn se co nd ar gw or ho w th ea ct in itg . 0. 98 08 4. 12 It ni tn r th e ac tin itg cl ns el g. 0. 90 08 5. 9 In pr on e ar ch ite ct /e ng in ee r/c on su lt an t 0. 90 08 co or di na tio n. 5. 10 Co nt ac t re le na nt pa rt ie s fo r co rr ec tio n an d/ or 0 .9 in fo rn at io n. & ti ni tg kn el C or re ct in e D et io n St re ng th Pr ob lem thn mh er tin . D es cr ip tio n 5. 9 In pr on e ar ch ite ct /e ng in ee r/ co ns ul ta nt 0. 17 01 31 34 co or di na tio n. 4. 1 Po stp on e th e ac tin itg . 0. 14 06 31 4. 3 In cr ea se th e rem ma ini ng dn ra tio n on th e ac tin itg . 8. 14 06 31 7. 2 Is su e a me mo to th e pa rty co nc er ne d to re qu es t 0. 14 06 311 dr aw in g co w pl et in n. 2. 6 W he n en rh er s ar e id le , re ro ut e en po w er to ut he r 0. 10 08 34 ac ti ni ti es to pr en en t se ne re na np on er lo ss . 4. 2 Do se cn nd ar g wn rh on th e ac tin itg . 0. 18 08 34 4. 12 tt ni to rt he ac ti ni tg cl os el g. 0. 10 00 34 5. 10 Co nt ac t re le na nt pa rt ie s fo r co rr ec tio n an d/ or 0. 10 08 34 in fn rn at io n. D et in ity : 16 01 00 tgl lQ l— IN t1 D ZT 8I C l.a c: Tr ad e re sp on si bl e: I3 .II TA IC PL St ar t da te : 24 11 11 94 Pr nj ec te dt D et na ll fi ni sh da te : 04 88 11 91 To ta l dn ra tio n 7 da gs Ile na in in g du ra tio n 0 do gs , 87 fr ee fl oa t: 8 do gs To ta l fl oa t: 11 da ys Tn ta l flo at /re m ai ni ng do ra tin n: Iln de fin ed (D in id e llg 0) A ct in ity A ttr ib ut es De gr ee of p Ii ca b il it g 18 In te rn al ac ce ss : 1. 88 12 I.a be nr in te ns in e :8 .9 0 ‘J o A gg re ga te d Pr uh ie ns Pa ge 11 Of 73 fr ti ni tg : 16 01 00 IO OQ I-I M I1 IX ID IC PI , l.o c: 00 10 Tr ad e re sp on si bl e: I3 JtT IIC PL St ar t da te : 03 0t t9 4 Pr aj ec te dl kt na l) Fi ni sh da te : 10 f5 09 1 To ta l dn ra tia n 5 da ds Re m ain in g da ra tio o 0 da ys , 07 Fr ee Fl oa t: 1 da ys To ta l fl oa t: It da ys To ta l Fl oa t/r em ai ni ng da ra tin o: U nd ef io ed tti ni de Dy 0) D et in ity A ttr ib ut es De gr ee of Pç pl ic ah ili tg 10 In te rn al ac ce ss : IM O 12 la bo ur in te ns iv e :0 .9 0 th D es ig nc ha ag es :0 .9 0 t7 Hi gh in sp ec tio n : 19 C on tro lle d en oi ro ao rn t :0 3 0 21 le ar ni ng cu rv e ef fe ct s :0 .5 0 72 De sig n co op le ni ty :0 .6 0 To ta l nu mb er of da ys le st : 1. 00 To ta l nu mb er of ma nln ma rs le st : 10 .0 0 Pr ob lem So ur ce 7 to ta l to ta l 7 to ta l to ta l 2 to ta l R et in ity le ve l C or re ct io n kt io o St re ng th It t D es cr ip tio n da ys In st da ys In st d rs In st oh ’s In st ac to r oc ci r It . D es cr ip tio m 31 lo sa ff ./l nc oo pl . Dr aw in g 10 0 1. 00 10 0 10 .0 0 10 0 2 1. 1 Po stp on e th e ac tiv ity . 0. 90 00 I. ) In cr ea se th e re m ai ni ng do ra tin o on th e ac tin ity . 0. 90 00 5. 9 Im pr ov e ar ch ite ct /e ng in ee r/ ca us al ta ut 0. 50 00 co or di na tio n. 7. 2 Is sn e a pe on to th e pa rty co nc er ne d to re qu es t 0. 90 00 dr aa in g ca nç le tio o. A gg re ga te d Pr ob le m s D et io ity le nd C or re ct io e D et io u St re ng th Pr ob lem th io be r It . D es cr ip tio n 1. 1 Po stp on e th e ac tiv ity . 0. 20 12 31 4. 3 In cr ea se th e re m ai ni ng da ra tio n an th e ac tiv ity . 0. 20 12 31 7. 2 ls so e a me mo to th e pa rty co nc er ne d to re qu es t 0. 28 12 31 dr aw in g co m pl et io n. 5. 9 lm pr oo e ar ch ite ct /e og in ee r/ cn ns ol ta ut 0. 15 63 31 co or di na tio n. D et iu ity :IS O IO O D A II Q H II D II TD IC PL bc : 2 Tr ad e re sp un si hl e: I1 II T 0l C St ar t da te : tS P U l Pr oj ec te d) zt aa I) fi ni sh da te : 2J U l9 1 To ta l do ra tio n: 7 da ys Re m ain in g du ra tio n: 0 da ys , 07 fr ee fl oa t: 0 da ys To ta l fl oa t: 13 da ys Ta ta l flo at /re m ai ni ng du ra tio n O nd ef in ed tti oi de By 0) D et im ity A ttr ib ut es De gr ee of ft ap lic ab ili tg 10 In te rn al ac ce ss :1 .0 0 12 la bo ur in te ns iu e :0 .9 0 Pa ge 13 01 23 If, De sig o ch an ge s 0. 90 17 Hi gh io sp ec tio o : 19 C on tro lle d en m iro em eo t 0. 70 21 l.e ar ni og cn ro e ef fe ct s :6 .5 0 22 Re sig n ci em pl eo itg : 0. 60 To ta l nu mb er of da ys lo st : 2. 25 To ta l oo mb er of m an lo ,o rs lo st : 0. 00 Pr ob lem So ur ce 7. to ta l to ta l 2 to ta l to ta l 2 to ta l ti o it g lo ad C or re ct in e Re tio n St re og th Re . D es cr ip tio n da ys lo st da ys lo st eR rs lo st eR rs In st me cia r ac co r It . D es cr ip tio e II lo so ff ic ie nt ma np ow er 10 0 2. 25 0. 00 10 0 3 1. 3 In cr ea se th e re m ai oi og hi ra tio o o” th e ac tio itg . 0 .9 9. 1 Do no th io g. 0. 90 00 O gg re go te d Pr ob le m s R et io ity le nd C or re ct iv e ti o o It . te sc ri pt in o I. ] In cr ea se th e re m ai oi ng du ra tio n no th e ac ti oi tg . 0. 50 00 II 9. 1 Do no th in g. 0. 50 00 II R et im ity )3 10 0 FI R/ P/ C/ S SR W CI ST IH ET II1 IE Le e Tr ad e re sp on si bl e: )3 N IIc L CO HT I00 TO R St ae t da te : 31 J1 fl9 1 l’ ro je ct ed tk tn al t fi ni sh da te : 09 11 19 4 To ta l du ra tio n 0 da ys Re m ain in g da ra tio o 0 da ys , OX fr ee fl oa t: 0 da ys To ta l fl oa t: —2 da ys To ta l flo at /re m ai oi og du ra tio n: U o. le fin ed tD io id e 09 0) ft :t io it y A ttr ib ut es De gr ee of Pq ’p lic ab ili tg 1 Hi gh pr ec ip ita lio o :1 .0 0 3 Hi gh te qe ra to re :0 .6 0 4 lo u te m pe ra ta re :1 .0 0 bR im ) :0 0 0 0 St or ag e on si te :1 .0 0 II Ex te rn al ac ce ss :1 .0 0 12 la ho or io te os io e :0 .9 0 13 Eq ui pm en t in te ns in e :0 .0 0 IS ln oo ua tio e no tlo id s :0 .0 0 16 D es ig n ch an ge s :1 .0 0 12 Hi gh in sp ec tio n :1 .0 0 tg C on tra ct pr oo is io o :1 .0 0 20 len a to le ra nc e :0 .7 0 21 le ar ni ng co m e ef fe ct s :0 .9 0 22 Re sig n co ni pl eo itg :1 .0 0 To ta l om ih er of da ys lo st : 2. 00 To ta l on m he r of ma nle oa rs lo st : 70 .0 0 Pr ob lem So ur ce 2 tn ta l to ta l 7 to ta l to ta l 7. to ta l R et io ity le ne l C or re ct io e fr tio o St re ng th It . D es cr ip tio n da ys lo st da ys lo st elm s lo st m lo s lo st oc cu r oc cu r It . D es cr ip tio n 11 To o ou ch pr ec ip ita tio n I 10 0 I 2. 00 I 10 0 70 .0 0 11 60 21 1. 1 Pr oo id e a pr ot ec te d en oi ro em en t no sh el te r. I0 .4 00 0 I V i JSt r e o g th 1P r o b le m lhi mh or I Pa ge 14 01 23 1. 2 Po stp on e th e w ct in itg to a tin e wi nd ow w ith be tte r 1 . an tic ip at ed w ea th er ce nd iti m as . 4. 3 In cr ea se th e re na m in g du ra tio n on th e ac tiv ity . 1. 00 00 5. 1 Po rv ee a pr uo jec t tin e eo tn ns io n fo r w nr ea sn oa bl e 0. 00 00 de la y be yo nd ce at ra ct or ’s co nt ro l. 9. ! Dx no th in g. 0. 72 00 A gg re ga te d Pr oh le ia s fr ti vi tg le ve l C er re ct io e D et io n St re ng th Pr oh ie n th an he r tha . D es cr ip tio n 5. 1 Pa rs ee a pr oj ec t tin e en te ns io n fo r an re as on ab le 01 17 t II de la y he yn ed co nt ra ct or ’s ce nt rn l. 1. 2 Po stp on e th e ac tio itg to a tin e wi nd ow w ith be tte r 0. 25 51 It an tic ip at ed w ea th er co nd iti on s. I. ) In cr ea se th e re na m in g du ra tio n no th e ac tin itg . 0. 35 1 It 1. 1 Pr ov id e a pr ot ec te d en ni ro nn en t or sh el te r. 0. 10 20 It D et iv ity : 0 l0 0 fin /P /C /S Sl lP lIl SI Hl lC lll IC l.a c: 5 Tr ad e re sp en si hi e: Gt llt llP d. C0 ttT tT H R St ar t da te : 10 11 11 91 Pr aj ec te dt & tn al l fi ni sh da te : 11 11 11 91 To ta l du ra tio n 7 da ys Re na m in g du ra tio n 0 da ys , 02 Fr ee fl oa t: 0 da ys To ta l fl oa t: -l da ys To ta l PI vo t/r en am in g du ra tio n: tln de fin ed tti ni de By 01 Ru ft :ti ni ty A ttr ib at es De gr ee of A gp lic ab ili ty I Hi gh pr ec ip ita tio n :1 .0 0 3 Hi gh te np er at or e :0 .5 0 li en te np er at ar e :1 .0 8 5 W ind :0 .1 0 I St or ag e on si te :1 .0 0 It in te rn al ac ce ss :1 .0 0 12 la he nr in te ns in e :0 .9 0 13 t)g ni pn en t in te os in e :0 .0 0 15 In ne na tiv e ne th ed s :0 .0 0 15 De sig n ch an ge s :1 .0 0 I? Hi gh in sp ec tio n :1 .9 0 IA C eo tra ct pr ev is io n : t.0 0 20 Io n to le ra nc e :0 .7 0 21 le ar ni ng ca rv e ef fe ct s :0 .9 0 22 De sig n co np le ni tg :1 .0 8 To ta l on an he r of da ys ln st 2. 55 To ta l m u* ae r of na nl on ar s lo st : 57 .0 0 Pr uh le n Se or ce 2 to ta l to ta l 7 to ta l to ta l 2 tn tw l k ti n it g le ve l C nr re ct in o de tio n St re ng th 1 Dx . D es cr ip tio n da ys lo st da ys lo st id u’ s lo st ek es In st oc cu r oc cu r It . D es cr ip tio n II To o no ch pr ec ip ita tio n 70 2. 00 45 21 .0 8 42 5 1. 1 Pr ov id e a pr ot ec te d en ni rn ia ne nt or sh el te r. 0. 40 00 1. 2 Po stp on e th e ac tin itg tn a tin e wi nd ow w ith be tte r 1. 00 00 an tic ip at ed w ea th er co nd iti en s. 4. 3 In cr ea se th e re na m in g da ra tin o on th e ac tiv itg . 1. 00 00 5. 1 Pu rs ue a pr oj ec t tin e en te ns io n fo r un re as on ab le 0. 00 00 de la y he go nd co nt ra ct or ’s ce nt ra l. Pa ge IS 01 23 9. 1 1) no th in g. 4. 3 In cr ea se th e re m ai ni ng du ra tio n on th e ac tio itg . 9. 1 Pu no th in g. 2. 4 Pi sc os s w ith su bt ra de fo re m an w vr kf vr ce pe rfo rm an ce . liv co rr ec tiv e ac tin o — la ck of su pp or tin g ev id en ce 2. 1 Se ek ad di tio na l tra de sm en an d al lo ca te th em to ac tiv itg O1 YY ZZ . 2. 2 R ea llo ca te ma np ow er fro m pr ef er ah lg a ho lle r or m en -c rit ic al ac tim itg (X XS ST T) to ac tiv itg XX YT ZZ . (. 9 R ea llo ca te to ol s/e qn ip m em t fro m pr ef er ab lg a hu lle r or vo n- cr iti ca l ac tiv itg to a cr it ic al on e. 4. 10 Pn rc ha se or re nt ba ck up eq ni pm eo t/t oo ls . 4. 20 Se e if an al te rn at iv e de si gn ca n be ws ed ra th er th an pe rfo rm in g re m ed ia l wo rk to co rr ec t pr ob le m s. 42 1 A llo ca te tim e fo r re wo rk to co rr ec t er ro r. 5. 2 fii pl vg a qn al itg co nt ro l pr og ra m . 5. 10 Co nt ac t re le va nt pa rt ie s fo r co rr ec tio n an d/ or in fo rm at io n. 5. 17 D et er m in e th e im pa ct of cn ns trn ct io n er ro r en th e pr oj ec t; if cr it ic al , se ek ad di tio na l tr ad e! w or ke rs fo r re w or k. 7. 3 Op en a de la g cl ai m . 8. 72 00 0. 96 08 0. 90 00 0. 90 00 A ct in it t8 l8 0 F/ B/ P/ C/ S S0 P1 3IS TR lJC Tl J0 Tr ad e re sp on si bl e: GU IEB AL c0 NT RT Of t St ar t da te : 21 FE B9 4 £r oj ec te d( kt oa ll fi ni sh da te : 28 FE B9 4 bc 7 II In su ff ic ie nt ma np ow er 44 I.o o sk ill le ve l 4k In n m ot iv at io n/ m or al e 56 Er ro r in co ns tru ct io n B 8 14 0. 20 0. 86 0. 80 0. 35 12 27 6. 86 4.0 1) 4. 06 14 .8 0 17 25 2 A gg re ga te d Pr ob le m s 0. 90 00 0. 96 00 0 .5 0. 00 66 1.0 01 )0 1. 06 06 1. 08 68 ft ti u it l.e ne l C or re ct iv e ti n n St re ng th Pr ob lem Ib im be r Pu . D es cr ip tio n 6. 1 Pu rs ue a pr oj ec t tim e ex te ns io n fo r no re as on ab le 0 .6 11 de la y he ,jo vd co nt ra ct or ’s co nt ro l. 2. 4 Pi sc os s w ith sn bt ra de Fo re m an w or kf or ce 0. 16 67 44 pe rfo rm an ce . 4. 3 In cr ea se th e re m ai ni ng dn ra tio m on th e ac tiv itg . 0. 14 66 11 41 1. 2 Po