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Daily site interpretation tools for different hierchical levels in a construction project Yue, Benjamin Tsan-Pin 1993-12-31

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DAILY SITE INTERPRETATION TOOLS FORDIFFERENT HIERACHICAL LEVELS IN A CONSTRUCTIONPROJECTbyBENJAMIN TSAN-PIN YUEB.Sc., California State Polytechnic University, Pomona, 1990A THESIS SUBMITtED IN PARTIAL FULFILLMENT OFTHE REQUIREMENTS FOR THE DEGREEOFMASTER OF APPLIED SCIENCEinTHE FACULTY OF GRADUATE STUDIESDepartment of Civil EngineeringWe ccept this the a conformingto the re r standardTHE UNIVERSITY OF BRITISH COLUMBIADecember 1993© Benjamin Tsan-Pin Yue, 1993In presenting this thesisin partial fulfilment of therequirements for an advanceddegree at theUniversity of British Columbia,I agree that the Library shallmake itfreely available forreference and study. Ifurther agree that permission forextensivecopying of this thesisfor scholarly purposesmay be granted by the headof mydepartment or by his orher representatives. Itis understood that copyingorpublication of thisthesis for financial gainshall not be allowed without mywrittenpermission.Department ofc. si:.The University of BritishColumbiaVancouver, CanadaDateDE-6 (2/88)ABSTRACTThis thesis is an extension of Fayek’s work (Fayek 1992) on the automated interpretation of aconstruction activity’s problems and suggestion ofpossible corrective actions. It consists ofthree majorparts.First, an extensive field test was undertaken in order to obtain a real data set to test and validateboth Fayek’s work and extensions to it. As part of this exercise, an attempt was made to capture theexpertise of seasoned construction personnel regarding the selection of corrective actions as a functionofproblem sourceandprevailingjob siteconditions. The original problem sourcelist was extended fromseven problem sources to fifteen, and corrective actions for the new sources were identified.The second part ofthethesis, which constitutes the core ofthe work, deals with the formulationof a general, higher-level analysis schema. It includes integrating across all problem sources andcorrective actions at the activity level, and the detection ofpatterns ofproblems at the trade and overallproject levels, along with the suggestion of higher-level corrective actions. One of the challengesconfronted 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, thegraphical representationofdaily sitedataispartially explored. Constructionpersonnelare often overwhelmed by the amount ofdata that describes a project. The use ofgraphics, especiallythe stacking ofdifferent graphs, helps theuser to identify patterns ofproblems and provides insights intocausation. Various graphical images are presented, along with suggestions for more complex threedimensional representations.11TABLE OF CONTENTSABSTRACT iiTABLE OF CONTENTS iiiLIST OF FIGURES viiLIST OF TABLES xACKNOWLEDGEMENT xiCHAPTER 1.0 INTRODUCTION 11.1 FOCUS OF THE THESIS 11.2 THESIS STRUCTURE 21.3 OVERVIEW OF FAYEK REASONING SYSTEM 3CHAPTER 2.0 FIELD STUDY AND GRAPHICS REPRESENTATION OF DATA 62.1 OBJECTIVES 62.2 DESCRIPTION OF THE PROJECT AND AUTHOR’S ROLE 62.2.1 PHYSICAL FEATURES OF THE PROJECT 62.2.2 ROLE OF J.C. SCOTT CONSTRUCTIONLTD 92.2.3 MANAGEMENT PROCEDURES 92.2.4 ROLE OF AUTHOR 141112.2.5 DATA COLLECTED & OBSERVATIONS 232.3 USEFULNESS OF THE DATA COLLECTED 362.3.1 ADDITIONAL PROBLEM SOURCES 372.3.2 CORRECTIVE ACTIONS 392.4 GRAPHICAL REPRESENTATION OF DAILY SITE DATA 47CHAPTER 3.0 HIGHER LEVEL LOGIC 573.1 BACKGROUND 573.2 BUILDING BLOCKS USED FOR HIGHER LEVEL ROUTINE 603.3 GENERAL LAYOUT OF HIGHER LEVELANALYSES 693.3.1 HIERARCHICAL ANALYSIS SCHEMA 703.3.2 ACTIVITY LEVEL ROUTINE 713.3.2.1 Weighting corrective actions 733.3.2.2 Run through Compatibility factors 743.3.2.3 Feedback to user 753.3.3 TRADE LEVEL ROUTINE 763.3.3.1 Trade Problem Source 763.3.3.2 Trade Corrective Action List 773.3.3.3 Trade Level Analysis Schema 773.3.4 PROJECT LEVEL ANALYSIS 853.3.4.1 Project problem source 853.3.4.2 Project corrective action list 863.3.4.3 Project Level Analysis Schema 873.4 EXAMPLE 92iv4.5.1 VALIDATION FOR ACTIVITY LEVEL ANALYSIS4.5.1.1 PROJECT DATA4.5.1.2 COMPUTER OUTPUT FOR ANALYSIS ATLEVEL4.5.1.3 MANUAL COMPUTATION AT ACTIVITY LEVEL4.5.2 VALIDATION FOR TRADE AND PROJECT LEVEL ANALYSIS4.5.2.1 PROJECT DATA FOR TRADE AND PROJECT LEVELANALYSIS4.5.2.2 COMPUTER OUTPUTFORTRADE AND PROJECTLEVELANALYSIS4.5.2.3 MANUAL COMPUTATION AT TRADE AND PROJECTLEVEL4.6 CASE STUDY EXAMPLE4.7 SUMMARYCHAPTER 4.0 TESTING AND APPLICATION4.1 PROGRAM ORGANIZATION4.2 LIST OF PREDICATES4.2.1 SYNTAX OF THE RULES4.2.2 ACTIVITY PREDICATES4.2.3 TRADE PREDICATES4.2.4 PROJECT LEVEL PREDICATES4.3 APPLICATION INTERFACE IN REPCON4.4 PROCEDURE FOR AUTOMATED INTERPRETATION..4.5 TESTING AND VALIDATION OF THE PROTOTYPE102102102104104106.109112113116117117ACTIVITY122122132132140140140160VCHAPTER 5.0 SUMMARY AND RECOMMENDATIONS FOR FUTUREWORK 1615.1 SUMMARY 1615.2 RECOMMENDATIONS FOR FUTURE WORK 162BIBLIOGRAPHY 165APPENDIX A STANDARD STRENGTH VALUES FOR EXAMPLES IN THESIS 167APPENDIX B MANUAL COMPUTATION FOR ACTIVITYLEVEL ANALYSIS FOR TESTPROJECT 171APPENDIX C TRADE LEVEL ANALYSIS BY MANUAL CALCULATION 187APPENDIX D PROJECT LEVEL ANALYSIS BY MANUAL CALCULATION 207APPENDIX E SUPPORTIVE INFORMATION FOR CASE STUDY EXAMPLE 213APPENDIX F DATA INTERPRETATION FOR CASE STUDY EXAMPLE 238viLIST OF FIGURESFigure 2.1 Project schedule in barchart format . .16Figure 2.2 Typical formatfor daily site report form20Figure 2.3 Daily site problemsources report . . .24Figure 2.4 Example activityhistory report31Figure 2.5 Bar graphs ofwork forcedata for General Contractor49Figure 2.6 Split screen graphs forproblem sources, total manhour Lostand total time lost . . .50Figure 2.7 Site Conditions(1) for Case Study51Figure 2.8 Site Conditions(2) for Case Study52Figure 2.9 Sample 3D Graph55Figure 2.10 Sample 3D splitscreen graphs56Figure 3.1 Compatibility Matrix62Figure 3.2 Hierarchical diagram70Figure 3.3 Activity level analysis72Figure 3.4 Sample ofTradelevel expert rule80Figure 3.5 Example ofproject level expert rules (Undermanning)88Figure 4.1 System diagramfor prototype103Figure 4.2 Screen shot of menu underDATA INTERPRETATION113Figure 4.3 Screen underactivity corrective action menu114Figure 4.4 Clip Screen ofActivity Level CorrectiveAction Coefficients115Figure 4.5 Screen Shot ofTrade Level Interpretation Menu116Figure 4.6 Activity relationship reportfor testing at activity level118Figure 4.7 Daily site report for testingat activity level120viiFigure 4.8 Daily Site Activity Analysis Report using Frequency of Occurrence123Figure 4.9 Daily Site Activity Analysis Report using Manhours Lostcriterion 126Figure 4.10 Daily Site Activity Analysis Report usingTime Lost Criterion 129Figure 4.11 Activity Report for testing attrade and project levels 133Figure 4.12 Work EnvironmentData Report for testing at trade and project levels135Figure 4.13 Work Force Data Report fortesting at trade and project levels136Figure 4.14 Daily Site History Reportfor testing at trade and project levels138Figure 4.15 Analysis at TradeLevel for example using Frequency of Occurrence141Figure 4.16 Analysisat Trade Level Example using Manhours Lost143Figure 4.17 Analysis at Trade Levelfor Example using Time Lost145Figure 4.18 Analysis at Project Level forExample using Frequency of Occurrence147Figure 4.19 Analysis at Project Level forExample using Manhours Lost148Figure 4.20 Analysis at Project Level forExample using Time Lost149Figure 4.21 Analysis at project level forCase Study using Frequency of Occurrence151Figure 4.22 Activity Analysis Reportfor Activity “Hard Landscaping” inCase Study 153Figure 4.23 Project Analysis Reportfor Case Study using Manhours Lostcriteria from07FEB94 to 04MAR94157Figure 4.24 Project Analysis Reportfor Case Study using Time Lost criteriafrom 07FEB94to 04MAR94158Figure 4.25 Trade Analysis Report forCase Study investigating effect oflimitednumber oftreated problem sources159Figure 4.26 Calculation for Trade09 (Drywall) to validate the effect of limited numberofproblem sources160viiiACKNOWLEDGEMENTI wish to express my sincereappreciation to my advisor Professor A. D. Russell,whose inputs,encouragement, inspiration and otherqualities ofexcellencehave contributeda great deal over the years.A special thanks goes to JohnScott, John Mills, and Bill JaeggleofJ.C. Scott Construction Ltd. fortheircooperation, willingness, and patienceduring the field study. Finally,I thank my family for theirpatience, understanding, andencouragement while the thesis wasbeing written.xixiLIST OF TABLESTable 2.1 Activity Problem Source List38Table 2.2 Activity Corrective ActionList 41Table 3.1 Sample activitylevel compatibility factor matrix63Table 3.2 Trade corrective actionlist77Table 3.3 Trade attributes78Table 3.4 Trade Level Corrective ActionCoefficient86Table 3.5 Project Corrective Action List87Table 3.6 Project Level Corrective ActionCoefficient91Table 3.7 Activity locations and problem incidencesfor example92Table 4.1 Interpretations of CaseStudy Example which are included in AppendixF 150xCHAPTER 1.0 INTRODUCTION1.1 FOCUS OF THE THESISThis thesis is an extension ofFayek’s work (Fayek 1992) on the automated interpretation of aconstruction activity’s problems and suggestion ofpossible corrective actions. It consists ofthreemajor parts.First, an extensive field test was undertaken in order to obtain a real data set to test andvalidate both Fayek’s work and extensions to it. As part ofthis exercise, an attempt was made tocapture the expertise ofseasoned construction personnel regarding the selection of corrective actionsas a function ofproblem source and prevailingjob site conditions. The original problem source listwas extended from seven problem sources to fifteen, and corrective actions for the new sources wereidentified.The second part ofthe thesis, which constitutes the core ofthe work, is the formulation ofhigher-level analysis schema. These include integrating across all problem sources and correctiveactions at the activity level, and the detection ofpatterns ofproblems at the trade and overall projectlevels, along with the suggestion ofhigher-level corrective actions. One ofthe challengesconfrontedin 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 withthe reasoning approach adopted.Lastly, the graphical representation ofdaily site data is partially explored. Constructionpersonnel are often overwhelmed by the amount ofdata that describes a project. Theuse ofgraphics,1especially the stacking ofdifferent graphs, helps the user to identify patterns ofproblems andprovides insights into causation. Various graphical images are presented, along with suggestions formore complex three-dimensional representations.1.2 THESIS STRUCTUREChapter 1 describes the goals and structure ofthe thesis. The prototype framework ofthe datainterpretation and analysis system for individual problem sources as developed by Fayek (1992) isdescribed. This framework provides the starting point for the work described herein.Chapter 2 describes the field study performed. The method of data collection, the descriptionof the project, the type of data collected, and the acceptability and usefulness of the data collected aretreated. The usefulness of various graphical representations of the daily site data is explored, andsuggestions are made for further graphics work.Chapter 3 sets out the analysis schema devised for second and higher level analysis. Severaladditions to the existing system, including derivationoftrade attributes as a functionofactivity attributesand formulation of a dispersion index, are described.Testing and the validation ofthe extended interpretation system is described in Chapter 4.Chapter 5 summarizes the thesis in the form of conclusions and gives recommendations forfuture work.21.3 OVERVIEW OF FAYEKREASONING SYSTEMSince the work ofFayek (1992) providesthe starting point, an overview ofthe approachadopted along with a definition ofsymbolsis given. It is noted that other reasoning approaches couldbe examined (and should be in the longer term).However, the system as originally developed showspromise and its potential should befully explored, including several needed extensionsbefore otherreasoning schema are tackled.The basic building blocks ofFayek’ssystem consist of: project-wide data in theform ofweather conditions, site conditions, andwork force data; system-derived and user-assignedactivityattributes; problem sources and theirtime (days lost) and cost (man-hourslost) impacts; types ofproblems (time, cost, quality); andcorrective actions. In addition, an expertrule base, combinedwith a fuzzy logic framework,is used to link the various buildingblocks together. This frameworkmakes use oftwo analysisschema: one to link problem sourcesto corrective actions based on user-assigned activity interpretationattributes (Schema A); the other to linkproblem sources to correctiveactions based on the type ofproblem arising out ofthe problemsource (Schema B).In Schema A, S, is the strengthofthe linkage between a problemsource, X, and a user-assigned activity interpretation attribute,Va. It is the product ofthe degree ofapplicability, D,, toactivity i, of attributeVa by the user-assigned standard strength,B?,between problem source X3 andattributeVa.Matrix S(X, V) is composed ofelementsS?. T?cis the strength ofthe linkage betweenan interpretation attribute anda corrective action, Z, for a problem source,as determined by a set ofexpert rules. Matrix T(V,Z) iscomposed of elementsT. A fuzzycomposition operation (max-mmor cum-min) is used to determinethe relationship between the set ofproblem sources,X, and the setof corrective actions, Z, through theirrespective relationships to the set ofinterpretation attributes, V.3to yield a matrix R1(X,Z).In Schema B,Pjdis the strength ofthe linkage between a problem source,X, and a problemtype,‘1d.as determined by a set of expert rulesthat account for the attributes ofthe problemsource(days and man-hours lost) andthe type ofproblem source. Matrix P(X,Y) iscomposed of elementsPjd. Qis the strength ofthe linkage betweena problem type and a corrective action,Z,, for aproblem source, as determinedby a set of expert rules. Matrix Q(Y,Z)is composed of elementA fuzzy composition operation (man-mmor cum-min) is used to determine the relationship betweenthe set ofproblem sources, X, and theset of corrective actions, Z, through their respectiverelationships to the set of interpretationattributes, Y, to yield a matrix R2(X,Z).Analysis schema Aand B are combined using anintersection operation to producea matrix R(X,Z). The elements ofthismatrix are the strengths withwhich corrective actions, Z, are recommendedfor problem sources, X.The purpose of suggesting correctiveactions based on two sets ofdata (activityattributes andprobLem types) is to make use ofsupporting evidence from all sourcesas a form of corroboratinginformation to suggest themost suitable corrective action(s).It is possible to suggest correctiveactions based solely on reportedproblem sources. Accountingfor the activity’s attributes providesrefinement to these suggestions.Accounting for thetype(s) ofproblem(s) resulting also providesrefinement. Taking boththe attributes and the problem type(s)into account yields a set of correctiveactions that are recommendedmost strongly ifboth sets ofdata point to them. Thus, the greatertheamount ofsupporting evidence pointingto a corrective action, the more highlyit is recommended.Fayek demonstratedthe practicality ofthe prototype system.However, it was deficient inseveral respects. The diagnosisis conducted on a problem sourceby problem source basis for each4activity, and the results ofthe analysis, including suggested corrective actions, are output to the user,regardless of what corrective actions mayhave been initiated previously. Although suggested forfurther work, no attempt was made tomerge corrective actions for all problem sources for a givenactivity, and no analysis was conductedto look for patterns ofproblems across activities at both thetrade and overall project levels.What is needed is a weighing scheme to combine allof the sets of corrective actions for eachproblem source into oneset in such a way that conflicts are minimized. Giventhe recommendedcorrective actions for each problem sourcefor each activity, a number of criteria and procedurescould be used to combinethem. Weighing factors could be derived based upon oneofthe frequencyof problem sources, themagnitude oftime-lost or the magnitude ofman-hourslost. In some cases,this means that the number of elementsin the combined set will be less than the union oftheindividual sets. These corrective actions,along with the problem sources they address, shouldthenbe stored for further analysis at the tradeand overall project levels.Different sets of corrective actions andexpert rules’ bases are required for the higher levelsofanalysis. In order to fully assess theimpacts ofproblems occurring on a particularproject, theanalysis should be performedat each ofthese levels and corrective actions suggestedat each tier.Moreover, a schema in recordingrecommendations from previous analyses is needed.5CHAPTER 2.0 FIELD STUDY ANDGRAPIUCS REPRESENTATIONOF DATA2.1 OBJECTIVESThe objectives for the fieldstudy were several-fold:1. To let experts in industry reviewthe problem sources, the corrective action listand expert ruleslinking problem sources with correctiveactions.2. To obtain a comprehensivetime historyofan ongoing project inthe form ofa daily site data setfor system validation and calibrationpurposes. The goal here wasto have an impartial observercollect the data set so that it isas objective and as complete as possible. The potentialexists forsite personnel to be biased and/or selective inthe recording of information and attributionofproblems.3. To extend the current list ofproblemsources to treat commonly occurring ones.4. To identify additionalcorrective actions which are consistentwith the extended problem sourcelist and review existing corrective actionswith seasoned project managementpersonnel.2.2 DESCRIPTION OF THEPROJECT AN]) AUTHOR’S ROLE2.2.1 PHYSICAL FEATURESOF THE PROJECTTheproject studied was asix-story, reinforced concrete, 100 bed, extendedmedical care facilityat 3490 Porter Street, Vancouver, B.C.. Thetotal cost ofconstruction was approximately$4.0 million.J.C. Scott Construction Limited(JSC) ofVancouver was the constructionmanager.6The building itself is divided into north and south wings.A wall between the wings separatesthebuilding to obtain atwo-zone firerating. The basementofthe building contains kitchen, laundry andparking facilities. The main floor housesthe lobby and offices in the north wing and patient rooms inthe south wing. Levels two to five are typical floors for patient rooms.The sixth floor contains a largedining area and offices. Overall, the buildingis similar to a hospital except that it does not have anyoxygen supply service.The physical site was an irregular lot located at the cornerofVictoria Drive, Commercial Driveand Porter Street, formingthe east, south and west boundaries ofthe site, respectively. VictoriaDriveand Commercial Drivearebothbusy routes in Vancouver. Thus, therewereproblems for externalaccessto the site for loading/unloading. A special zoning wasgranted by the City on Victoria Drive adjacentto the sitetotemporarily disallowpublicparkingduringbusiness hours. In addition, trafficflagmenwereneeded for large/lengthy deliveries,e.g. concrete delivery for floor slabs. Only a limited amountofdelivery could be done ata time. Once in a while, delivery vehicles had to wait ina queue or return ata later time.During the removal ofthe crane, a specialoneday permit was issued to transform Victoria Driveinto single lane traffic. Thisfurther limited the delivery to the site onthat day. The constructionmanager arranged with the tradesto make sure that the suppliers had delivered allthe major materialsand equipment needed to completethe project before the crane’s removal. A week beforethe removalof crane, time usage for the cranewas scheduled in half-hour incrementsto complete loading of thebuilding. After the crane’s removal, forkliftsand mobile cranes were used on an intermittent basistoplace materials and equipment.7The elevated guideway for Skytrain (ALRT system in Vancouver)ran alongsidethe southwesternboundary of the project. This imposed limitson the location and usage of the crane. After muchconsideration, the crane was purposelyset up on the Skytrain sideofthe boundary, ten feet fromthe railstructure. The reason for doing thiswas to prevent the tip ofthe crane from swinging acrossthe rail.Doing so would cause an emergencyalarm in the crane to ring and could result inthe total shut downofthe crane by Skytrain officials.Becauseofthis position ofthe crane,the craneoperator was unable to see the delivery areawhenthe building height reached the 5th floor. Managementhad not envisaged the need to place an extracontrol room at the tip ofthe crane.Thus, a concrete pump was used to place the sixth floorslab andthe roof, resulting in extra cost.Whenforming the floor slab for the 4thfloor ofthe building, the structureitselfreachedthe levelof the rail. Vandals who enteredthe site illegally could therefore use the building toget onto theguideway. Thus, special meetings were conductedbetween Skytrain officials andJSC. To resolve thissituation, plywood sheets were usedto cover the crane’s column truss structure.It was done so thatintruders who went onto the site couldnot use the crane as a step to the guidewaystructure. Moreover,when it was time to form, pour andstrip the stairwell on the Skytrain sideofthebuilding, personnelfromthe ALRT control system visited thesite to ensure that no formwork or concrete wouldfall onto thetracks.During the drywall and exterior enclosurephase of the building, a tough 1” plastic meshwasplaced outsidethe scaffolding alongthe ALRT side ofthe building. The mesh was placedto prevent anywaste material from falling onto thetrack.82.2.2 ROLE OF J.C. SCOTT CONSTRUCTION LTD.J.C. Scott Construction Ltd. was the construction managerfor the project. The company is ayoung, aggressive firm in Vancouver which specializes in construction managementfor high-riseresidential buildings. For planning and scheduling, the company uses a commercialversion of theREPCON construction management program plus a Daily Site Reporting systemwhich has beendeveloped under a research program sponsored by J.C. Scott Construction Ltd. and W. A. StephensonConstruction Ltd.. This system is fully integrated with REPCON. REPCON was originally developedas part of an extended research program at UBC under the direction ofProfessor A. D.Russell.For this project, JCS representedthe owner and managed the construction aspects oftheproject.The majority ofthe work for this project was subcontracted out to different trades. Monitoring thesitedirectly, JCS coordinated all informationamongstthetrades andthedesign consultants.Informationfromthe consultants was first passed onto the project manager and then sent to the appropriatesub-trades.Inspections suchas buildinginspection, energy-efficiency inspection, concretetesting, etc., werearrangedby 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 oneforeman to the project for its entire duration. Occasionally, labourers and other carpenters were calledin for miscellaneous activities, e.g. installing window sills and hardware backing.2.2.3 MANAGEMENT PROCEDURESManagement procedures used are described below under the subheadings of communicationchannels, personality of key management personnel, and contractor information practices.9Communication ChannelsThe project manager acted as a bridge between the consultants and the trades. Informationrequested, clarifications, and errors were sent to the appropriate consultants to ensure constructibility ofthe 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 telephoneconversations, the consultants were asked to come to the site to resolve the problem.When a sub-trade encountered aproblem, the superintendent and theforeman were to be notifiedfirst about the problem. The superintendent would then try to resolve the problem or conflicts on siteor call upon the appropriate consultants for additional information/clarifications. He would alsosummarize problems at the site to the project manager at the end of each working day. Ifhe was notsuccessful in solving a problem, he would pass the relevant information on to the project manager andask ifhe could resolve the situation. The project manager would then take over the problem and woulddeal with the trade and/or consultant himself.Every Tuesday morning a trade meeting was held at the site to effect information flow andcoordination amongst the trades. The meeting was conducted by the projectmanager, and each trade inprogress was asked to send a representative to attend. During the meeting, progress ofthe trades wassummarized and their performance was evaluated. Any problems encountered were reported and theirsolutions 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 to1 hour in duration.Similar meetings were held at the site between the various consultants (architect and engineers).10These meetings were held initially once a month, and later became biweekly meetings at the request ofthe project manager. The architect chaired the meeting. The main purpose of these meetings was toimprove coordination amongst the consultants and to resolve design conflicts by viewing the situationdirectly on site. Information and clarifications requested by subcontractors were presented in themeetings to make sure that they were addressed.Personalities of management team key personnelSince different experts confront problems different ways, it is of interest to point out thepersonalities ofthe different construction experts involved in this project. During the study period, theprojectmanagers changed. Thetwo project managers had very different approaches to site management.The firstproject manager tended to reason with the sub-trades and worked with them as a team.This made him more forgiving oftrademistakes. He would allow thetrades to use extratime to recovertheir mistake as long as the total schedule was not delayed. He tried to be their friends and believed thatifhe was lenient then the trades would be more responsive. Overall, he sought to maintain harmony inthe working environment.This first manager used REPCON to schedule the project, although he did not use the programto its and his best advantage. The original projectplan and schedule was done in a very cursory mannerwhich 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 offto let drywalling start as early as possible. Moreover, he did not update the project schedule to reflectprogress ofon-going activities. He believed that a planning and scheduling system is just a tool to help11him get familiar with the project, andone should never be too deeply dependenton such a system. Hewas not conversant with the REPCONscheduling system. As part of this researchproject, a specialtraining session was held for himto get accustomed to it. As the project unfolded underthe directionofthis project manager, it fell furtherand further behind the anticipated spring delivery date.When anupdate ofthe schedule indicateda fall completion, the first project manager was effectivelyfired.The second project manager wasa much more aggressive person. He would nottolerate anydelay in a trade’s performance. Ifa trade was delayed or a mistake was made, he wouldthen ask thetrade to speed up and correctthe problem. He documented everything and wouldthreatenback-chargingand other legal actions if correctiveactions were not initiated. In addition,as soon as any activityfinished, he wanted its successoractivities to commence. Hisgoal was to have every activity start inaccordance with an early start date.He sought considerable detail in theplan and scheduled, and henceit was extensively modified,with many activities added. Strategies suchas sealing off floors to permitearly start ofdrywall activities wereadopted. The schedulewas ultimately brought back in line with therequired spring completion.This project manager, whilea user ofREPCON reports, wasnot familiar with the operation ofthe program; however, he isa strong believer in computerizedproject scheduling. He himself used amatrix schedule, i.e.,a chart with activities on the y-axis, activitylocations onthe x-axis and the startingdate in each cell, which was generatedby a spreadsheet program usingoutput from the planning andscheduling system. Projectperformance was closely monitoredagainst the matrix schedule.Interestingly, REPCONcan produce a matrix schedule withactivities on the x-axis and locations onthey-axis. The project manager insistedthat the results be transposed, hencethe use of a spreadsheet.12The superintendent was a very experienced field person who had been in construction for manyyears and had worked for JCS for over 7 years. He had encountered many different constructionproblems during his career. He worked well with the trades, and often he was able to solve theirproblems directly on site. Frequently, design errors and conflicts were detected by him before the workstarted on an activity. Moreover, with his experience, he could easily detect whether the trades had realproblems or werejust playing games to try to get more time.Contractor Information PracticesAs noted previously, JCS uses the commercial version ofREPCON plus an earlier versionofthedaily site reporting research system. Updating with the daily site reporting system becomes much easierand can be conducted more frequently. The system shows whether activities are progressing in anunacceptable manner or not. More creditability is given to the schedule since the decision maker has amore current representationofthe project. For example, the superintendent frequently utilized the dailysite reportto determine the performance ofthe forming subcontractor. He then used thedaily site reportto calculate the total man-hours of the crew, the percent of work completed, the cost-to-date, and theperformance index (input/output) of the trade. Overall, this provided him with the ability to controldifferent 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 eachworkingday, the superintendent completed that day’s daily sitereport. It was then sentbackto the officeand the relevant data entered into the computer by a person in office. The schedule could then beupdated to reflect progress in the field (although the frequency of updating was low and there was aconsiderable backlog ofdata entry).132.2.4 ROLE OF AUTHORA data set was obtained through a six month internship by the author from July 1992 to January1993 using the research version of REPCON which included Fayek’s prototype system. The datastructures for the commercial and research versions are different, and hence the project files were notcompatible. The original plan and schedule of the project designed by the first project manager wasrecreated using the research system and then refined with more details. This revised plan and schedulewas further refined as the project progressed, and was reworked extensively when project managerschanged. The schedule in bar-chart form, as of 14th January, 1993, is shown in Figure 2.1.Acting as an observer, I recorded theprogress for on-going activities using the daily site systemat the end of each working day. The report (see Figure 2.2 for a typical format) recorded informationdealing with weather data, work forcedata, tests and inspections, equipment rentals, materials delivered,activity status, problem sources and consequences, etc.. If a problem occurred in an activity, thecorresponding problem sources were selected by the user and description(s) ofthe problem(s) entered.The estimated amount of time lost and/or man-hours lost was noted down in the daily site report (seesection 2.3).Other duties of the author consisted of creating detailed schedules, e.g. drywall and finishingschedules, establishing a room numbering routine and layout for the consultants, contracting for thefireproofing trade, reporting delays in activities to the project manager and superintendent, helping withgeneral layout ofthe floors, and so forth.Decisions taken to rectify differentproblems were noted. Often, the projectmanager revised theschedule sequence to reflect changes in the construction strategy. For example, when constructing the14floor slab, dueto the considerable amount ofmechanical and electrical equipment to be placed on certainslabs, the rebar crew deliberately started from the other end ofthe building for those slabs to allow themechanical and electrical crews enough time to rough-in their equipment. These changes were noted inthe Daily Site Report.15UNCCOTISTOIJCTOONMANAGEMENTLABPEPCONINripUsed0ILP20DP00J3I\NT1lWTSelectAllAtliviliesSariSlarlDaleDaleSelethonkIlSth/EarlyScheiluleWindowhip07MAY92100920993toteI)c,nsSIloDETroutLakeManor—InOetaa]s(newRepcori)flepoptDale24SEP93Pope-ITile32443ProgressDate14J1093PensionNuuTYer:0PaqeOf4StartMilestoneVIiipt6CriticalFinishDaleslnneVistriticAlIInstalledEstimatedIIPosItiveIloat—19AtiVe(batN-’ 0ProgressDaleIProcure,eotPC019921993CootTYPEDDSCTTPT(OMMAYIJUNEJULYAUGSEPOCTNOVDECJANFEBIMARCHAPRMAYJIA25IN152261320274101724A142128S132629tO2371421II1025A1572IN1522296121929II1724YGOGIOGSNPPY6CT514111STV--.---.-—0101000PIJTJtAO041109U60201000SHOOIILblcS00IT00SIltPPSPAOI1I99STA‘5002000C0010NTHATEDSOILlltI01020001000106[4(40*0(99U6II0301000001St[SF0400906A00402000rooW/P0011W4LSS/COLS/VDEIIWGS040300AF0004/P00j0Wit/CotP4INCaPElLI0105000DACIFIIL£00401(11(0lIST0C.IW10900DWATEMPOUDEINS0114000101.8*91111£00401CM-EaSTIL0111000111594150699110156A0103000501111(1SEWASE10NaTeI01170001051410111100SF-(451uG01060000061(0105IN060051I01100001051015P1.04111-0051lA0115000IOETCIYTACINILEASTlICEI1203000INSTAlLIL00CM-WESTlICE0116000INSTaLLP104111-FAST[ICI:293000TEST16WISH-NESTILIl5000INSTAtE0611(4[49ILR1)11000INSTALlIL(ItCI.-FASTI303000INSTAlLIL[LECIRICAI-lISIIfl112000PACEFILITOIFINUSWESTI0184000P0CPIINCS0.6.WESTSlotI.11400DMACellISCOlIC.DCTOFr-EAST1309000[IEC191CAL1(51100-WEST0415000POlIO506-WESTSITEDCII‘0101000P050000SDC,-EASTSIDEILgA041600II10011NATOFLOORDAB-WESTI206000lESTIL00CM-EASTI131000DTICCTPICAI1151111-EISI061IA25AIS2?6II20274101724AIA21285II262916237II21IIlB25I81522A1522296121926310II247CODETYPED[SCPIPIIONMAYJUNEJULYIAUGSEPOCTNOVDECJANFEBMARCHAPRMAYJ29924993Fig.2.1ProjectscheduleinbarchartformatPane20119921993CODETYPEDEOCTIPTIOTAMAYJUNEJULYAUGSEPOCTNOVDECJANIFEBIMARCHAPRMAYJtO250152?61326274II172401421205132629162371421II1025I0IS22I0IS22296Il19263101724710404000POURS01-EASTSIDE.7405000P000MAINFLOORStAM-64511207000P1EIECCI4-MA-SL4W4(STI041000000T1(lIM5STEEL-MM-lOST1130200001EIEC6lOCH-MN-EASTNW040600000FORCINSSTEEL-MN-EAST10€I0410000FORM6POORWALLS/CDUMOIS0I041700OPOURMMFLSLAR-4SIMOO‘0412000REMAPWILLSMMDCOLUMN0162OHSRARIo4O70O0POOHMAINFLSLIM-EASTWOOI307000ELECTCORD6MECHINWIU./COL,MN!2RORSRNH1040100DUnNTYPICALSUM23460IPFI.0413000PLACEWALLS/COLUMNSPI203051600410000STAIRMDOK6MISC.FO10IMARE_________11305000ELECTC0lO0T19SLAM‘1306000lOCHSLEEVIIlOINSLAM2OR4060qa04l470lOIRE.STEELTNSLAM.0409000INSTALlCAMLETMSLAMS10400000ALICESLIM2045060OFI0113000OICKFILLEXT.MALIIJ6___________________________0411000STPDSSCAALES213005000I1070100SWAS0000TOALLFLOORS1-_________4120100DR1P1090110I24011001.001C______0503000EATERIOR5TGLSOR26ALLIDa26060WISCCOONWILLS0100030000111010111005.---..1025015220132022101724B1421295132629162371421II1025015220IS2229612IX26IX17247C000TYPEDESCOIPTIONMAYJUNEJULYAUGSEPOCTINOVDECJANFEBMARCHAPRMAYJ19921993Paqe301419921993COOtTYPE00000IP1000MAYJUNEJULYAUGSEPOCTINOVDECJANFEBMARCHAPRMAYJ19259IS22613202741072491421295132629162371421IIIi20I0IS220IS2229612II263IIII247G0O30009311370111(1160504000IWOSTEEl50005_________0420000COON000001.1301000UE0001CAL6CABLETV9.1.i35R G€230I000FINESP000WIERKIlNI_________o441209000O(CU0.0.4BACK.EONFIXTURE2JAB0007000rcoc114(0FIRI1101000060114CPFI090300S91100111150I11100I9A5II6_P2302000[lOOPCOILINGl9l300202000HAULNGI100STO4(040(09AR+2303000SPRINKlER40*0591€2P2501060FIRESTOPPI440Pill20394I60’150200SNICKINGFC104061160(100NI I IDR0601000IRSTLATTCWP-EASIp30602000lWsa0000u-4(ST43I060900000*00100-EASTW4I5OR2066300000*140006-4(ST..P*€2R4SR6124030001141000OlAIlPE-EASTWNORDI030200C10150*11tIEVATCIPI002402000001-11000ABATING-WESTml20006000T00P1440m2R39,1102000009001*1F00flOOrINGPW3301000STYCCO19€0611000CEILING-LASTJgOR0606000CEILIIE-WESPIil230.60II258152261320274IIIl2401421295132629162371421II1025815221815222961219260007247COOtTAPEOESCIIPTIOWMAYJUNEJULYAUGSEPOCTINOVDECJANFEDIMARCHAPRMAYJ19921993PNNP406419g2ogg3tOTTAPEDESCRIPTIONMAYJUNEJULYAUGSEPOCTNOVDECJANFERMARCHAPRMAYJ6258152263202740Ii246142!265II2629162311421IIIN25I615226152229&129263II17247060600 060500 061000 060000 060400 090100lD0I00130100 140100l00I00150100P120100 P1601000CEIlING-HOST0TAPEANDFILL-NGST0TWOANDFILL-EAST0DEAD-EAST0AD-I(SI01IL0656MAFCWARO0PAINflNEIII00050FINISHELECTRICALo811.11106NOSEFINISHING0FINISHFLNGRING0HANEHTAIL0FONISNNGCH06ICAL0CLEAN-OPI4N34114I400 56I3JSE4NN MN N66004000TESTINGMN)APPROVAL—SI—4IITE2E. •—3E4E1625IN152261320274tO17241421285132629162371421II102581522I815222061219263ID17247CODETYPEDESCRIPTIONMAYJUNEJULYAUGSEPOCTNOVDECJANFEBIMARCHAPRIMAYJ19g2igg. 061REPCONT1TUBCCONSTILUCTIONMANACEMENTLABTroutrileUsed:R:\RO’\pROJ3I’flTR5JTSuperintit: PleaseS9n.__________________________WORKENVIRONMENTDATAUsatterConditionslà)IrS))(leerI)ClooA*j1)RainIISnowI1k)(P11)ClearIIClooIgIRainIISnowIc)le.perelorelhgh_CLowC14)Precipitation:notelUsnd_hphSueCondilinnsflorndcooditions:PoorIIfairIICoo4IIIg)StorageansitePoorIIfairIICooSII(hlcestostePearlhairIICejodIICno.entsLakeManor-LnDetalIa(newaepcon)ACTIVITYDIARY-WEDNESDAY,14OCT1102IeporlDate:24Sl93Departho:16:47:ProgressDaLeI4J193WOREFORCEDATADELIVERIESPage)lIonIQtg1UnitsICaweotINSPECTIONSANDTESTSSaperTradew,iTradeIISatSkill1/I)MarlTMH/M/IH/WIIfIi)(jI1k)(I)l)In)IIIXrSlIS104FOIWRJ(/WUL1CI?tUI1113DiDRhI.Ca,eotsCVISITORSACCIDENTSSITEINSTRUCTIONSMISCELLANEOUSNOTESEQUIPMENT/RENTALS lollhowqtCaweotStaInsStaIns:D1lehinere4AUstine!:IdIeRRetarne4Fig.2.2Typica’formatfordailysitereportformREPCONTh0%)OneJogAenlow.AllProjectActinitiesbgDespCode(enciodiogcnwplntedactinities).locationsSTto5?.TOrtEciT.TlUIfl/00(O000SCVIYTHAGAb08011DAT1SIAdIR)SDAY500011€STATUSP809)131lADE))P00(0055OiYffJC/ftTiltLOST0(1)51tAlE(00€(DOE(DCDISCOiPT10115101111110)(4)0TODAYTODAYISIS?I(00€P000101DSSCE1PT1016101(5IDAYS(00€ItItLEIIoliIOISTAII1IE)RDIIIISC.IDIPWOI(joeTsI?1711001?nnooxxronn(PsoirIIIIB4192STAIMADR010ISC.FO101010002151?11Wn,onDDnnonIPS0iFlIII10119TSTAIIAWDIOISC,1010w101Az9Slr171WDIInnonenoaIPSoIrIIIIIIIloll,ISTAIOMDOIO1SU.IO(I1.080IOOGOCT154W)iInoonDTnnonlPSOlIIIIIIIIbusSSTAI0IOOI00SC.10E)ss80lotionznvlDOnnnoiP5oifIIIIII101500)1I0?0IILiYt4lDTY01LIlO0RSlADled10)4WDElownnbxooo,IPSOIFIIIIIIIID.ITTA1CNJIlTOSGDILIWIXETIOSY000130(1IGOCTIIooflnnnnIPSYIIIIIIIlinGItDtStm’IILIHSL.01iIAIIYCTIIYCTIIXEPSDIEIIwwoTui01110111115IIIIIpsoirlIIIIIIII—IIrsoirlIIIIIIIIIIPSOIFIIIIII•w1)180000000011(5IIIIIPsoirlUBCCONSTItt3CTION)1ANACEMLNTLABTroutLakeManor—OnDetail•(newRepcon)ACTIVITYDIARY-WEDNESDAY,14OCT1993rileDad:R\lii?200)\PAOJIIVITISOIITOepa’tDate:245(09)DeportTM:15:42:10ProgressDatel4JfttYTDewisionilaE.erAPage2IctCsMTl&lilOll)iE10131111LI)T.IA1Liol&slytzsrtllItuinoonxxonnnIPsoirIIIIIIioiot)o0fCI04016IDl0I1YPiC01SLctIA89OCT160(1SInonoxYnonnlPSYIIIIIII104006lltTAcL(00i1l0StS10110(1150(121flonIPsoIrlIIIIDIII68tlIt.ST[111115t00IAIWCTIbOCTIInno.XoonnIPSOII’I__________________IIIIIIrsolrl“01050*30(05IIIIPsoirlI____I_IIIiPsoIriIItaPage3T:ldephave LLetter flactcharge ExtraDarkOrderUUerhaIlustructiceisSTATUS68013FinishadIdle AngoingPPostponed5Started CriticalP0091339SiRCE6801366thAtDVIROIIIYff16SITECflhTl€26tUGMtCUtGtLffihTSIll5lt3I/DlPC460088fOHtt61Toemackprecipitation11Insultstoragespace21Itecisinvts)req.aired31Inwft./Ircorqcl.IraaiogIItkideemaweing62Tuelittleprecipitation12Inadequateeataccess22Chaugesrequested32Drawingerrors42Ouermauaiug63Teuqieraturetoohight3Inadequatemtaccess23loterf./Stnp-niurkorder33Designchanges/additions43TradestackingIIITeiqieraturetoelawIICongestion24Eutraworkrequested34ConflictinginformationIILeaskilltenet85kindlouhighISSitenetprepared/ready25tkaaitinginspection/test35PourdesigncoordinationISExcessiveturnover66Excessivehavidity16Poorgroundconditions26Excessivequalitydemand46leouetinatiue/m,rale67Freer-thawcycle17tiueepectedgrodcuedtus47Inadequateinstructions18Workspacevetcleaned46Ilusafepractices/aceid.49PeertradecoordinationSt138966WPPLIISMtLTDIIPNITS1795011416166UTlLTlt)CIT334DISt131MItSIItewurktDesigochaugest61Iosatficieotmaterials71Delayofactpredecessor81Daaitiogperuiits31Theft52Iteuarktkorkiaaushipt62Insufficientequipwont72Iiçruperactseipieicing82tkiaitingcniuiectinis92StrikesSTBeiwirktllamaged)63Latematerialdelivery73Outofonqueucework83tkaaitiagiospectos/tests33ttaudalisuSIOeuerktloapp.,rtlnidst64Lateequipmentdelivery74BelayofuftsitepeirDIlotertereecceeutogatil34IDSluitdour55Estimatingerrors65Tuel/eqoipmeutbreakdown85Damagetoeetogutil.85CuetractawarddelayStErectimcuastructiun66Damageddelivery66ttnaoticipatedutilities%l%iiselevelstuehigh57Layouterror67Fabricationerrorts)58Paceraurloaaoship68Poormaterialshandlingk9kroogequipawiotRISPWGIOILITT60613cInuta.t.UIT1tICTOR/Ul16PAINTIIC21Fuaicretetheirfinishing31Topping61IYCIRMTIMIII680fItE22Scaffoldr,er32Skylight62M6tlC121933WI01.23fl89SPLIIID)53510133[uterinewalltiuiidiing6313.L00TOIIPISTON13I1dITMICM.24ICRTIILSTSTOI31Ceiling64tttO’aKDK/UJUJLlE149111313683tIRESTtIPPI1C35Waterproofing6551611STt8tDItE15100*11616526tRot%TN’EMt[Ill.66DRtlWtLROM1OIIE1601A4127LaundryOnaoteSBPlaadiingeogioeer62MSC9I1I18fL009IIC26Misc.AhIalSIElectricalengineer191MiiiUIt6IUUS1966906291881.IltoTIJtTOR52tOotceusultmnt6TttlfL004ltS/tWIf488tC26Orchitect14PIPEI1Q8STOR53StructuralengineerMany discussion sessions were held between the project manager,the superintendent and theauthor. The meetings were informal, anddifferent approachesforresponding to specificproblem sourceswerediscussed. Theexisting compilationofproblem sources inthe currentresearch versionofREPCONwas reviewed and critiqued by these individuals.2.2.5 DATA COLLECTED & OBSERVATIONSUsing the plan and schedule shown in Figure 2.1as a basis for monitoring the project, theproblem source list, and example activity history reportshown in Figures 2.3 and 2.4, respectively wereproduced using the daily site reportingsystem.An extended problem source list (see bottom ofFigure 2.2) was used for recording problemsatthe site. A total of thirty-one differentproblem sources were encountered during my internship.Forpurposes ofthe work on automatedanalysis ofdaily site records, onlya subset ofthe problem sourceswere treated.There were difficulties associated withthe collection ofsite data. Oberlender (1989) came to thesame conclusion that obtaining theinformation from the site can be most difficult.It is realistic to saythat the data set collected does notreflect all problems encountered. On any givenday, some could bemissed because my site duties requiredme to focus my attention on specificparts ofthe project. (Thisis the same situation facedby a superintendent. The larger the site and/or the project,the more difficultit is for one person to havea complete view of progress and problems.) Otherswere not recordedbecause they were resolved very quickly.Nevertheless, I believe that I haverecorded the majordifficulties encountered during my timeon site.23USCCONSTRUCTIONMANAGEMENTLABREPCONTroutLakeManor-Enbeta!Is(newOtepcon)DAILYSITEPROBLEMSOURCESREPORT1CriticalCIotraDarkOrderoDan-workedDayILetter•llnscicdoled6DaneOOackcharge1TeieploioeCoogretedsiteduetomassinematerialsonsitelikeforwofordeckingscaffolds,plywoodetclayingarooodioticsite.loterioraccessproblem Coogestedsitecausesinleroalaccessproblemandstorageproblem.Congestedsitefortradestoworkortic2ndfloordeck.Limitaiwomntofspaceoositecostsinternalaccessproblemandstorageproblem.Temporarystorageowsite,stackofrebarsam!scaffoldsetcaffectinteroolaccessofworkersorsiteCongestedsitetoday.ToomanytradesareworkingonticdecktotrytogetticslabinbySep36.ReportDale6251Y93Reportfir:1755:25ProgressDatellJf863JRcwisinnlkither:6rileUsedU\tLT’2it1\P003t7\IRCIITOrfertPeriod14.11(1.92-26Jrtfi3AllProblem(Mrs(orfillftlinitirsBCTIOIIY/lYfDAriottOtI)I/DAE3I011111P0061131OIY01GIOLIfOtnttootSLASTDAYSLASTDATECOPELYERCOPDISCAIPIIAIP0001131RCOCAIPTIDACOOC10010071014CORESLMNOTOTfLf7300J111100PROBLEM:I)TonmuchpeerIpitattooI21JUL92i610906tE61DATOIP00011KRainprenentodwaterproofinginticenteriorwall.6.666.06IkPCC9Z630260Ito63ltEfrLLllLlllffOToonickmaterinlouIsfordonatorcremtoworkor.icodtopoq2.662.06aateromit.21DEC9213106116104CTYPPIKSomepartsofflooraretoowettolayingtoppingon.Assicaterto5.665.666.566.56warmticfloor.29OCt923361661143357110305101111411RcA1830110DElAYYSTlOIfT2.682.6631DEC9233010616433STUCCOStAidrcAgfil101(1310106001101102.662.66ISIJRIOINSI13.6613.66I1.584.56IPROBLEM:(a)Tninipeeaturetoolow67.1(603)0106662CIOPPI1S)tmTI31Llltn01wAt3:06t11.lRDTYfl6l9lyTTTtt01R6DAttl6ll1E.III6.586.56)I51tRfOrnSlIGM6256)fPROBLEM:(5)WIodtaohIghI645012•641966IttRISTAlAlitTt0RISC.I’fittnRRVimdtookigh,craneskitdownatl6:am.Canootpoorotairtoday.IInLafargeLearon1.660.66Iloscicduloticpoortonentworkingday.IStIRTOTN.SII1.661.66IIPROBLEM:)0)EsccmmIvnhnooldltpZgDLt92•66666611406CEILIK-blIf00110010110016OITIWS0111300100114ROll.RSC1(301010(8161TOt2.662.661.581.5600011lIPfORIDATO0661AlTTOEIOIST6JRCItIIIAIR.pISUDT6TPLSI2.662.061,581.56)PROBLEM:(14)Cnogrnttnn625(392i61016626410161TYPICJt51.0064Sl192•8401%264I’ORIIYPICId,SCSI605l3’9261010028110161IYPIC11.51141651092616100264181(11TYPICIA.51107fl5f397•611406464DCIIISIll).It511464101614601000L1t1.061.061.061.061.661.66Fig.2.3Dailysiteproblemsourcesreportt%) l.aOCTIUITY/lYTtADARK0RDDI/tOClt(nulLPRORWIRCTPOtIRUTYtROt151165LOSTDAYSLOSTtitlECODEI.OCRtTPDIICRIPTION10061131DIIEDIPIISI(083liltOCT1914(DOllf_IllliiiTOTS.flITAMtom.IojeToras3.603.00IIPROBLEM(15)Sitenotprepared/ready26ftit92011060Itt0410161IP9116lA’d..LS/f)JLIRDGWestkaqdidnothaveonecoinworeadyintimetopour.DanteDlf0I01lIK/COlVlCtEReturnunaseporti0.46iiofconcrete.ISTJOTOTfLSPROBLEM:(10)Workapacenotcleaned00517926401*20410161IYPIES.51.00Westhamphadn’tcleanouttIe2ndflourslabfortieelect,andmech..04fOItWRt/(OIVIETEYinTimoflkstkaq4.004.00Thishaddelayedbothactivitiesofroughingineech.andelect.Slonprogressofmech.andelect.wasobserned.01OCT32670160156766301010TO01.11100115083131711IllS15101331131.ftUtT14l91flL0006WIRO?.1W5(31111000004FOlOtnRRfflTETO1W(liStITt00.509711171(192076106Itt071515014191001.1.11,00115Mainflouroutcleanforlayoutofmasonryandottertrade.lkstkai04fTJfOUJRit/CfKaCfE2.002.06hadoutstartedcleaninguntillateintieafternoon.Difficultinlayout.120006Itt126.?.P1.101183Mainflournotcleanedforplumbertownrkou.04fOl6WRK/(016]IL’fE1.061.0011OCT92076100Itt8718301419TOlii.flOORSMarkspacestilltondirtyfortradetoworkon.04fl)IOUIIIK/fIKO3lETC8.061.0012600010112Dl.PtI#Illtit(lustfrougrindallnoertieflour.04fOIOIMOt/COtOJtCfC.0.lO0.1626OCT92050406Itt65IN?.SIll).511615llurkspacenetcleanedforinteriorstoutstudtoworkou.04foIotmRxiuJIonC0.580.5616152I056466305IN?.5111].51(105Seyie.narstatedthatworkspaceoutcleanou3rdflourfnrlayoutinC(2JUl01.(311411831000.460.46tiewestside.lbsoandcwçlyat11amISlJtlTOTN.S6.066.003.063.00PROBLEM:(22)Changearequeated2445921207*Itt(20.?.13.10IlDl-’lIf’SLAO-lllIWechitectrequestedchangesinentranceoftiebuilding.Mato.dour26Wechitectmechanism.NeedtorearrangemarkonslabandchangingtielandscapedraaiogtOriginalplanshaneplantsinfrontoftienenoutrance).I51IOTOTPLSI(PROBLEM:(34)Lotraworkrequemted244592‘64100010104RCltO’ORltESll]1.-ltt4OITMastkamprequestedpourWest101slabouToesdag,25thMagust,l992.04fOfOSAlRO/(3141Et0Needacceleratetoacco.ecdatetietightsciedaleISTIOTOTNSI(PROBLEM:(31)rnnuff./Ineooupl.Drawing20110.92611060150111151011Pl1l1T15-l0IT0ollfooddrawingshaneouweasorewont.Waitingforinformationtocompleteploaking.126710lit12liSTS!0610131-0111Rassell’sfooddrawingshannowoasoreaent.Needworeinformation4.004.00forlitntilitiesintIekitcleo.1710592120766Itt126.1.1311AltDfltI-51004l11Plomberhasprobleminlandscapedraaing.Needadditionaldrainage12lWntl00.inlandscapeareabutdrawingisincompleteinslouaingtielocation,andnonkerofoutlet.Willdiscosswith0.LeetocerroutosortitoutISIIRTOT01.Sl4.604.061(PROBLEM:(12(Drawingerrora10*1592126766161120.1.11111ItDHtI-S1.15101Laundrychatearealayoutprsklen.Needstructuralengineercomingintosortitout.IIII0’ctTIUIflhI)TOAlt000111/lOGOor#zP110011310tP0l6lO1IT9lit100105LOSTDAYS13151PATECOPELOGOOZPDfZCMPIIOIIP0013131OI3CT1IPTI01ICOOLWitOCUCOfCOOCTf(ST001TOTP4.PSI00310110.oisryy2010300204[0301torica51310chitecthasnotconsideredtIesizeoftiemech.neededinsteel20chitectstuds.NangtimetondesignedtiestudtooowallfortIemechanicalandelect,tofitinsideproperly$S1IRTOTPISIPROBLEM:(33)BenIgnchangen/edditione1010i192230100III23[IOU5P011131D00111DesignchangesintIebright[orsprinkler.ltdtocierdneoIonIc20Dechitect1.001.00forsprinklertirooghwalln-riandinterwallofradiosstairnaall.--SII0101[tSI1301.001PROBLEM:(30)PoordeilgocoordInation(0009212110003120.1.P138131%tlanecoordinationproblomwithsleetmetalguy.Pipeinthewagof20chitect1.004.00airduct.tedrelocationofpipe.I511010110.Sl1.001.001PROBLEM:(ii)Undernoanolng2110(02‘04lIII040131(001%S1OTh-ItfYlISTittenoughworkeronthesite.Oelagprogreexofreborlayingar.d0419IC01030LTEI0.liecallednba4.004.00electricalpipeslayingwhichrequiredallbottomlagerofreinfor.tobedote.DillworkooSattomakeoptimeforpoorooTuesday.13OCT92120000101120.1.P13813105ittenoughmantopreforoactinitg.Roeadditionalmaoopposedto121WWIIC41.001.00comeforplomkinghotdidnotslonu.op.11OCT92l2O101120.3.P00131%Ittenooghmaofortradetoworknofloor.Tradepromisewilltry121t0V1l1CtL0.580.58tofindmeremen.15OCT92120000101120.1.P111133%Cantoeonemeremanforpipingatnabfloor.1211331811Ca0.310.3101001922601101031111131bogthanexpected.CWinC01ITI00TOO041001925110310260311)0011111CannCWTflTO00510192I50(012C0110)00111131CWinCflTO00611309213C0111101111113cwincononooo00100921I300360300011111131WinCOlfTITO010100)92I5003003Cll111)011111131WilEd.COIIO00T001270t9211(013C81)130011)111Cwaawnisoo15DEC9224830010124111-11.000I1310Tl%-TIttenoughmanfortieactioitg.fioislnoolg2roomtoday.241(011%5151010.30.31h0159212403101012110-11.0001011T1%-ImTittenoughmanpowerfortietrade.241(001%50511310.500.5022DEC9224001221lll-ft000I€ftTl%-0T10311701(000106011fOIlPETTIlY?.11311iu€1131ill5113011%P11601100211(011%59511310.600.60ROOK.23OCT922400124111-11.000It31TI%-lT1113101€lORE0011105113001%P116011105101.211(001%5951010.600.6824OCT92I2403002410-11.0001(01105-170010311701150113110051030P1160110051113.24101101%59511110.310.3120P1192I23010023fIRESP01100D1131000001315CII113110005101111%(14Il53S01I.23flOESPIllitti59513.003.0029DEC9206031006001010105-11511011100(01110010)01011P0031ST0101%101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00PETl0ITY/IY000DARK000131/APEDOrdOxP008101A13POI€1811T?1801181105LOSTDAYSLOSTDATECODE101DlSPD13CRIPTIONPI1ODU3IDISCOIPTIDACODE118WOCTI81ICODFZ11310(01TOTN,1131(010fromtheverticals80513925101002AlfocAlTYPICN.SIfIOnemoochippingextra1”concreteofftopofmerticalsallday.04fOl8VlOR/IXOOJlCtC8.008.00O9SlY9284810020410181TyplIti.5100RoemaofromAestkaqchippingextra1concretefromverticalall0410l000380/CWflLTE8.808.00day.finishtoday.21S13928119002845101800808MISC.101001880keyiostairxxsoutheasternsidehetaeeo2odand3rdfloorisin04f0f8U188/CtOk3lCTE8.808.00orooglocatioo.Onemaochippedconcreteforproperlocationofkeyallday2351792041%02045101880008MISC.[01011888PartofmaineleoatoroatofplunkapprooimotelyI”.Tan—nfrom84fOfOWjOt/C100CTC4.001.00UestkaaçtriedtocorrectprohloainAFtanroing.380CT92‘130000181I]DJXTMIC018Cr011TVRI.DoeheogotochipconcreteForofflocationpipe.13I1ECTRIC012.002.00lWfl20503004AS13117108Sf133.STOP8RRTOPd.ItrdreoorbforarongstudASSTIt.Sf0001808.500.5830013928302001€03llOTPdl.DIlATORP8001131INP151101:ITISDATSTIAIOITA3l1lCS8(6111181018t18il881815.005.800.500.50DI2OITOOSUOTWOC.lilYOITSCTC134Tt31076”cAlf103)SCOTTTOP0108Still’C10LRCTE0181LOCATI18IIS513,I01T0Tfd.S47.5047.500.580.50PROBLEM:(67)Layouterror10141192120780184128.1.1111IlODlltI-5108-UfSProhlemro.laundryclnite.Mach.capdoeso’tfitinsocktightspace.haveScott,mech.sohtrudeandstructuraleogioeertogethertosolooprnhleo.#L92I81180018184101818P0118Ofd.LS/COIJJt€OrchitectchangestheinteriormallinCland2Ineottostairlfrom20A’ckitect38”to5’.Maedtofignreoutsolotinnonsiteandiofarmarchitect.22OCT97l20151120.1.PUO01I%FlankerischippiogcoareteforDolesofwrongrough-inlocation.Ore12IWffiIfTt8.008.00mandidthatforwhaleday.1101092020000151120.!.PUO8II€Caoitiioietochippingcorereteonmi’onglocationofcansatIII.12lWflllCfd,3.803.0026OCT92120000101120.1.P118011%Contiometochipconcreteforaroeglocationofcanning.Mastlgdone.12hl33fl4lC01.2.002.000)8092‘230180III23fIRESPRIIIOD15111$Orooglocationofcanninginsareasonmall.Mae4chippingon3.803.001.001.00ncoemalloonthatthefiresprinklerremainssheight.ISCITOTAI16.8016.001.801.80PROBLEM:(88)Poorworkmaamhlp02613’92011008Ith04fOlMI8POORltdl.SFCOUJN€Elevatormallinnorthdidnothooeenooghtierodsandhraceinfoman04fs3flUJRk/fI8OICTC0SpeedltohkstTiemallhulgeoutpastmalllinereynirereotduringtIeponr.Remedialmorbmillkanetobedone.03S13’lZ04110104181818P008DAdJ..S/COU.8t€CleootnrshaftatAlisoutacceptahle.Lackoftierodsandkraciog04I’OlMO.VRO/CXOCRCTE0SpeedtoTimetc.intheforuccausedmalltohalgeoutpastmalllinereqoireneot.UOerhalmtSept3,Oenedialmnrhmillhaoetohedone.2418011211010081IIROOfIlLMaterialsdidoutstickproperlytoedge.Inspectionoutapproned.1180011184.801.001.501.50MainlydoetopooraerlnwaoshipForthematerialdidoutpotonattIehniliogteratoreofthetar.22DEC921182808111ALiCIA.1118000111€103)101111101.015308883)0188[005811101ff.103)TOAL38IILDTO?.8100011%30.0030.801.001.0010101TOPRRO1831TRAIN.813308Ih€TAIATlfOlOf511011011fillRASTESllTLIl3lT’S00810315Tilt0118801011.2001392•801100111801311180-fOCI1181131IN03111*SfIlETOP000I18OIDDAOIIP01[001181(81033117TO0104fOtOl8180/C1003111t1.004.00PATOI3100RECODESIN3OTLUITOE111111€.ISOOIRIftS38.8038.00)2.582.58)(PROBLEM:(80)ln,ufficleotmatorlmlm208139205048053181397•0501101SAS181.STIt.STUDSAS1111STIt.STUDS3.503.502.002.08OSTIUTTY/COTROkOOK000hi/DcCd(3401qP000WIRCOPkOGIRLITTIflI1(4015LOST0005LoSTDATECOKELocRtSPOCOCITIPTIBI£00011310COlPTTCtlCORE100€RETIEIICOOLSfT003TOOK.f5003TON.SIMTON.SI5.585.50)PROBLEM:(62)Io.afflelentequipmentIft92I042000604MISC.Ofl1(415Tightcranetine.TinereservedforpouringtakenopbyMastkaqfor04fOltUAD/C(4€RETE3.003.00loadingshereoffsite.Delaypourfrom3:00to)01pm.Mdonertine1/2heforSCOTTemployees.‘050460205lOT.STt33.STUDSTightcranetine.Materialscannotbeliftedtothefloorintine.2.002.00Deedtoawaittoloadoffmaterialbybirdontheside.131(U92070100607005(011?TO(0.1.fI.0005lbcranetine.Materialforbricklayercan’tbeliftedoptoproper1.001.00floor.WilltrytodonoonIboday.17OCt02070100307lOl1lOTO(0.1.1100115lbcranetineinliftingmaterialtotheflour.Idleahenwaiting5.005.000.500.50forcrane.ISURTOTN.S10.0010.001.501.50PROBLEM:(63)LatematerialdelIvery11(01692104160010104fOWlMaIM11000St00-lTScaffoldingneppesedtocinat730aw.rieediositeat1:45pm.1.001.00Delaythebuildingofnoaffoldingtoneetday21(0169210ll10104REII0OllltCSTU1-lOl-6OSTDebardidnotarriwetodaynetil100pmintheafternoon.Debarguy2.002.00didnetbaneenenyhmaterialtofinishoffkitchenarea.26001692040600101010I300C11165Tf11-l0I-fPSTDebarsteeldidnotarriveinmorning.Markerscannotstartbottomsteel.Thisdelayedbothrebarpersoonelandelectricao.ahereqoiredthebottomlayofrebartobedonebeforestarting.1051292040000201llCT(0J.(tOtEIN56005PTcabledidnotarrinetositetoday.Cannotinstallcableonnec.KToRichfield1.001.00floorslab.Reassignmarkerstoprefabricaterebarinoerticalforthesecondfloor.I5llRTOTfLS2.002.002.1012.00)PROBLEM;(65)Tool/equIpmentbreakdown24502920410003MIfOWlIPOlIOLS/COU0tCCranebrokedeantodayataround2:00pm.PoorconcreteforcolaimisTforrepairat2:1512.0012.000.500.50atthetine.HidtosendaboutSbofcoecretebacktoplantat1:00pmforithaskeenstayedtonlong.2100192I600101CTOPPIICPompfortoppingbreakdeanormetmnesimthenereieg.fioiohaunall0.750.75partofthetotalflooronly.I50WTOTN.S12.0012.001.31.3PROBLEM:(60)WrongequIpment1751792646100301fOWlT?Plf4.51.01llmacsdeliverywrongbracestothesite.SizetonumallTInform.lbacsRel0001292041000504fOWl0P000OWLS/COIIJMCMasonryporeinadequatetopoorcurbmallonmain.TIneinchespipe04fOWWO0/CEIIJETE6.006.00gotstochedfrequently.Eneotoallygotittomurk.Startat3:00pm.finishedat5:pmIWRTRTfLS6.006.00(PROBLEM:(7I)DcIapofactprodceomao2ISl3’920414003040(111.STIRIllSillDecaaseformingdidnotfinishallfor,maerkonthethirddeckattheRIfOfOMMRO/COIO31ETE0.130.13hegioninyofthemorning,rebarcannotstartoothirddeckeffectierlyLastaboutIheintinlost.150M3131311T(OWlETIMSI.00Electircalcan’tstartinstallingelectricalconduitbecansebottom01fOl000)RD/U.*VIETE1.001.00steelandcableshaoen’tkeenfinishedlayingyet.29S1792I130500I1313.1STCOOCRETINSl.00Electricalcannotlayelectricalpipeonlessalargeportionofbottom190131000.100.10steelislaid.IbidopbyDebarpartially.Markie45dsrioythetTIOIfl/CITOUPARE0101)1/6930Dm1P1001139OUflllLlTTP69110100LASTOARSLOSTPATE(00€LOCRILPIISCOIPTISIP0001131OOtCRIPTI06(06€tUEOCtISI(06(0fT401TON,F[ST1011TOOtawhileperio,l.3051792!646900404PtKI5100IlestkuqsaidthedeckwouldbereadgkglU06aw.frtualstartaround04fOlKI7OK/fl?t10.0010.00lU25aw.Delagschedolecausedholdupofcnccretetwiceinthedag.finishpourkgO:fiO.11OCT92‘041406604BEllE.STIRIll.00Deckwasn’tfinisheduntilIlo’clock.Cainotworkonwestsidewetil04P)R0006/CREOETC0.300.30deckfinished.120000101120.1.PIINItEStillwaitingforgrindingofceilingtobefinished.04fOIRt060/01EIIETE1.06III?l5066IIlift?COIPE?Ill51.00Reckworkdidfinishuntil11o’clock.Electricalcainwulstartoo04fOlUttIlK/COO3IEOE0.566.50westsideofthebuilding.Relocatewaopowertoworkinkasewentduringawaitingtine20OCT92042604MISC.3100011.5BUMPOUR013001640(0lodETO001101??OUTRl?.OURU)fORMlfOlOOJlRll/l30C0E?EC10CRETCAT2:30PM.110106POORAT410PM.M3R2¶0420006MlMISC.GIRD0115OelaginpeoriogcnrhaaIlat06flour.Schedoleat):OOp...Pourat04fOIR0..ORK/I30VICTE3:tSpta110(092600011(106llG1djj01lAiodewon6thfloorcanootfinishwitleintthelinerwed/orTgnekon.06PROWl],000001000.500.50finishas‘nickaspeesikleandwillcanehacklatertoconipplete.300(092‘2lM22416-11000W.ATIICEMTPEATI1E1105RITh00113)11)tO10011101OTIUI00011DIll1010TIsoTWiTOW071660101?0.250.251105010)9SPOTPt4)E011.1lOTSIt]’CMIEATI1EPIPEtR0311001001.100IiRSS0I,OCX.lOUSY06IPP1OI?II’l]ASS010(01ISRRTOTN.5f10.0610.00I3.703.70IPROBLEM(74)Delayofoffelteprocur153)19264030600MlfOIRl/PO01ILL/COtPCMRM)€0110?OfCTE011110)19.NlRftAT20110(0BInHOWE(POEAT041OIPIMRK/CCIEI1CTE2:SOPII.0043lTlPEPARK100P001100015161)113).ISIIMTOT00SI(PROBLEM:(94)WeBShutdown645179204010020410*1T9Plf5)1(1Tiltedpowerpoleisunsafefortheworkersinsite.0411calledTl)$rocaneandfin0.500.50llgdrnand1030.001slotdownsitefeetheafteramew130506213WIT(REtOrt10S106linsafesitedoetntiltedpowerpoleinPorterstreet.0.500.50CI5)IRTOTP&SII1.001.001ITONS1107.50107.50I55.9355.93ItIDCCONSTRUCTIONMANAGEMENTLABREPCONTroutLakeManor—InDetaIls(newftepeoeo)DAILYSITEHISTORYREPORTaCritical£ExtraDArkOrderthan-workedDayLLetterFUnscheduledFtthemIRackchargeTTelep)waneReportDate:29SEP93ReportTine:1RS354ProgressRate:t135193Revisionthinker:0FileUsed0\Rt3’Z00\PROJ3t\FOTRSITReportPeriod:07111092—1435193DyRespoosihilityCode(Oil.SOIEIOLLT1ML9tUftRHODATEPRRRLIIIFF11(SODS1.051RAtSLOSTLOCSTOATfINISHDUDSTARTFINISHSiRDSTATUSDESPCOREDI311RKSIP001191DCTCI1IPTIONACTIONFISTADJTOTAl.FCOTARJTRTALActivity:040100FORMTYPICALSLAB—--203SEP9217SEP92901SEP9210SEP926DRSIY92StIE)Startheildingscaffoldingfor2ndfloorslabintieafternoon.02SEP920tIE)Newloadofscaffoldingarrioedinthearning.Cootioaetosetapscaffoldsfor2odslab.InstallfonisforcenterstairwalltO.caroelDl(RI)CongestedsitedoetonassioeMaterialsmasitelikefernsfordocking1.00scaffolds,plgwoedetclayingarawaaadinthesite.Interioraccessprohleai03SEP920tIE)LayingscaffoldingintheeastsideoftIehoildieg.75?westsideplywood.25?.soothsidoscaffolding.oOISEP920tIE)forwalongeastwingofthebuilding.Installscaffoldsandlagdecking.(RI)Congestedsitecaasesinternalaccessproblewandstorageproblew.20(32)Rechitecthasoatconsideredthesizeofthenech.neededinsteelstads.thingtinehedesignedthestadtowswallfortiewechanicalandelect,tofitiosideproperly04(56)ReongestiwationofheightMakestheoerticalpearI”higherthan4.00specification.HoewanfrewUestkawçchippedtheextraceecreteofffrowtheoerticals(94)Tiltedpowerpoleisaesafeforthewarhersinsite.Iillcalled0Hodracsmandfieoverweekend.0.50HodreandACR.(ICRskitdeansitefortheafternoon005EP920tIE)Stillhaoeo’tfinishedforwiog2ndfloordeck.Delayplankingandelectrical.(14)Ceegostedsitefortradesteweekowthe2ndfloordeck.Linitaawaaetofspaceonsitecostsinternalaccessproblenandstorageprwblew.04(10)DAstkaqhadn’tcleannottheledfloorslabfortheelect,andnech..0ToTinofVrstkaq.4.00Thishaddelayedbothactioitiesofroughinginneck,andelect.Sloeprogressofneck,andelect.wasobseroed.04(56)OnenunchippingoetraI”concreteofftapofoerticalsallday.0.0009SEP920tIE)2ndslabis90’!finished.04(56)OnewanfrowIestkawpchippingeotraI”concretefrewnorticalall0.00day.Fioishtoday.10SEP92F(RE)Hioordockwork(14)TewperargstorageonsitestackofrebarsandscaffoldsetcaffectRONinternalaccessofworkersonsite323SEP9201OCT92717SEP9221SEP92317SEP92StOE)Lielinoryat1R:3Daa(69)Onacsdeliaerywroogbracestothesite,SizetoosnaIlTleforw.tksacsReliwertaocarrona10SEP92AIDE)Startandcootiooeworkingonthirddock.20SEP92fIDE)Deckfinishedintheworeiog.04(41)(Jestkawphadonly20?ofsafetyhandrailinstalledenthe3rdfloorHTalktaAestkanp’sownersHforewandeck.Unsafeworkconditionforworkers.430SEP9205OCT92425SEP9230SEP92425SEP92S(RE)Startworkingwoertineennorthwing.o26SEP92R(th)SettingopscaffoldsandpI’pwaedfor4thfloordecknorthwingandparteastwing.28SEP920(DC)forwingsuspendedslabeastwing.DArklatetofinish.Oinerworktegoinnorthwing.Strippedstairatfl-fl.70?finishedFig.2.4ExampleactivityhistoryreportsuatwircavmamiTtP031w1ml1005LOSTOATSLOSTLOt5110flmlUSTOSflHl4UISiAM19COOtAllOWSIP100TholscrnnlmlOCT10FIST903blOt1ST903IDIOtActivlty:040100FORMTYPICALSLAB-----29507920(Of)Minorjokondeck.MainlyFinish.JS1792Ilit)Cleawoutdeckwithbluer.Minorweekiwknkcapsandhandrail.01OCT9219OCT92402OCT9207OCT92402OCT92S(it)Startsettingupseafloldi.gIrnoeastwingaOIOCT920(It)Settingupscaf1oldingnothe5thfloordeck05OCT920(it)907cr.aleted.Deedtwrinishwestuiwgtuerru.16OCT92007OCT92F(It)Cautiruaeworkingnocorkwallnowain.Startinstallingcorkwall.616OCT9221OCT92409OCT9211OCT92S09OCT92S(At)StartscaFfoldingfrcaitieeastendoftiebuilding.Startareond10:00an.04tlS)l(irenewcrewwentwsite3.00otOltT920(it)Settingupscaffoldingfartiedeck.2OCT920(t)Ieckisolzdaieattleendnrdag.04(IS)HiringencreurnFrauoutsideduetwtoolerleftsite.11OCT929It)Decknaeotfinished.wtil00wcI.ck.StillhwsbaardcapsOwinstallandstairnorkat13-14.15OCT920(it)957coopleted.STillworkingnocorkwallnoslab.16OCT92Al22OCT9220OCT92S22OCT9229OCT92I22OCT92SIt)StartsettingupscarfaldsFarrooF.Cawletedapprosiwatelg407oftiedeck.22OCT920(it)CewtinoetosetupscaFFoldsfortieroot.21OCT920(WItaatimeemarknodeck.017coqleted.27OCT920lOt)Intoopeningforskylightnoroot.CT920(it)952ordeckfinished.WillrootslabnoFriday.29OCT92F(it)Mienworktoday.ITOTtLS29.000.50Various problem sources were encountered on a recurring basis, such as undermanning,errorsin construction and drawing errors (see Figure 2.3). An enormous amount oftime wasspent requestingadditional information and clarifications. These problem sources hada negative impact on the cost, timeand quality aspects of the project. Some problems affectedongoing activities, while others affectedactivities not scheduled to start until several weeks later. Different correctiveactions were utilized inorder to ensure a continuous flow of work.In terms ofdetailing and accuracy, the architectural drawings for thebuilding were ofvery poorquality. Too many errors and mistakes were found inthe drawings and they required substantial timeto resolve. To help copewith such problems, JCS changed its foreman toa more experienced one to helpthe superintendent detect mistakes in the drawings.Information coordination problems amongst consultantswere another recurring theme. Becauseof the complexity of the building,especially in terms of mechanical equipment, a large number ofdrawings was required. Design conflicts were oftenencountered. Computer aided design was not usedby the consultants.The lowest priced subcontractor almost always was selectedbecause ofthe tight budget of theowner. As a result, trades known for quality were oftennot selected due to the higherprice they carried.Some trades had worked with the construction managerbefore, while others had not (e.g. forming).None ofthe trades, except the elevatorsubcontractor, involved union workers.For the forming contractor, this was their first mid-riseproject. All oftheir previous projects33were two-story apartment buildings.They underbid this project due to their lack of experience inestimating thecomplexity ofinstitutional typebuildings. Since they were losing money onthejob, muchtension arose between JCS and the formingcontractor.Weather had a significant impact onconstruction. For example, during the winter, specialprecautions were needed to preventthe water linefrom freezing. On one occasion,the finishing activityfor the floor slab had tobe stopped due to a frozen pipe. Exterior labour-intensiveactivities such asshovelling and cleanup tended to slowdown in cold weather. In addition, heat wasneeded continuouslyto keep the dampness out sothat the workers could install the interior finishing.It was observed that the selectionof key management personnel is importantfor a project tosucceed. Under the management ofthe firstproject manager, with his lenient approachto thetrades, theproject schedule suffered andbecame longer and longer as the project proceeded.When a new projectmanager was assigned, a new approachwas used. The project schedulewas refined and controlled ina professional manner resulting in a earlierproject finish date for the project.JCS personnel were very safety conscious.During the author’s on-site stay, there weretimeswhen workers were sent offthe site because of their unwillingnessto comply with WCB safetyrequirements. The construction safetyofficergavewarningnotices to different subtradesmenforworkingunsafely (e.g. not willing to weara safety helmet, no steel-toed shoes, andnot wearing a harness whenworking outside the fencingarea ofa deck). It was observed that most workerswere willing to complywith safety standards oncea warning was issued. In one incident,due to the unwillingness of twoworkers to comply with the safetyrequirements, they were asked toget offthe site immediately. Thiscaused the whole crew to stop workand walk offthejob site, resultingin the loss ofhalf a day’s work.34Undermanning was a problemsource that appeared quite frequently. Although many peoplewalked onto the site looking for workduring working hours, most ofthem were inexperiencedworkersand only suitable for general labouringtypework. Trades that experienced frequent undermanning weremechanical (plumbing) in the earlier stageand in-floor heating.Several days werelostdueto insufficientmanpower on site. At the end ofthe study period,most ofthe trades that suffered under-manning hadhired additional workers.It was also observed that time was needed forworkers to adapt to new technology andconstructionmethods. A slow learningcurvephenomenon was noticed on site. For example, the in-floorheating, which used metal stripsinstead of wire mesh to hold rubber heatingtubes onto the floors,involved a learning curve effect.The metal strips, at first, could not hold thetubes onto the floorproperly. Althoughit presented a cash saving for the owner,delays were encountered in the first slablevel. After considerable practice, andas more workers were hired and more equipment (e.g. pin-guns)was purchased, productivity finallyrose to an acceptable level.Overall, according to the superintendent,themorale among theworkforce was high. Theywerehighly motivated, and pride couldbe felt when they completed their work withinthe confines ofa tightschedule. There was competition in terms ofspeed and quality amongst the tradesat the site.Security was also a problem atthe site. The project suffered many break-ins whichresulted inthe loss of materials, toolsand equipment. Reports to the police andinsurance companies took upvaluable time of management personnel.After suffering many break-ins,the superintendent hired asecurity guard to monitor the site duringoff-work hours.352.3 USEFULNESS OF THE DATACOLLECTEDUsing the daily site system offersmany advantages. Analysis of the dailysite data helped theproject manager to evaluate performanceof the project. Problem sources organizedin a structuredframework permit easy retrievalfor legal documentation andreference. Documenting activity progress,problems encountered withactivities and environment,site and work force conditions is veryvaluablewhen preparing claims.Generally, site data are not gatheredand organized ina logical fashion. Information andexperiencefrom a projectusually remain as heuristic and seldomdocumented knowledge. Often,peoplefind that problem sourceshave happened repetitively, onlytoo late in time. If a patternof problemsources canbedetected early, correctiveactions can usuallybe initiatedto limit their impact. Knowledgegained from a project, whenincorporated in an expert system,can be used again for future projects.Knowledge can be analyzedand formalized ina way that lends itself to heuristic formsof problemsolving.Nevertheless, some disadvantagesaccompany such a system. Amajor drawback is the amountofeffort needed to collect reliable dailysite data. For instance, thephysicalactivity start and finishdatesare sometimes difficult todetermine. Often, a sub-contractorfound design conflicts ina small part ofhis work. He would tell theproject manager, completewhat could be done on a floor, andgo onto thenext level. Whenthe clarification came in later, hewould then go back and finish thefloor. Thus, thefinish date for this activitywas not firm since the activitywas not finished; however,the successoractivity could be started since mostofthe work for the predecessoractivity had been done. Toresolvethis problem, theauthorfrequentlyconferred with the superintendentregardingtheprogress ofindividualactivities. I noted down thedate which the superintendent indicatedas the start of the successor activity36and marked that date asthe finish date for the previous activity. Final completion ofthe predecessoractivity, when design conflicts were resolved,would then be noted in the daily site system.Prior to the study period, the superintendentused a free format report for the daily site reportand chose not to follow its general format.Many times, he neglected to record informationsuch as theskill level ofthe sub-trades, their overtime,etc.. Moreover, as stated previously,the original schedulewas brief and had not been updated to reflectthe on-going schedule of the project. Thus,thesuperintendent, when completingthe daily site report, frequently needed to cross outmany of theactivities listed, sincethey were eitheralready completed or were not in the currenttime window.Otheron-going activities had tobe penned in. Thus, these changes made the schedulevery difficult to updateprior to the study period.As stated previously, fora sizeable project, it is difficult to maintain a completemental imageof the status of the project and hencerecord it on a daily site form. Forexample, during the studyperiod, many tradesmen wereon site. Since they were usually notstatic in one location, determining anaccurate work force countwas not very easy. Moreover, anaccurate inventory of materials andprocurement for the tradeswas difficult to determine.2.3.1 ADDITIONAL PROBLEMSOURCESA total of 15 problem sourceswere examined in this thesis;7 from Fayek’s work pIus 8 newones. Thetotal listofproblem sourcesused at site is shown in Table 2.1(and on the bottom ofthedailysite form), and the new onesadded to the automated analysis areflagged.37Table 2.1 Activity Problem Source List1*.Conflicting information2*.Construction error3*•Delay in awarding contract4*•Drawing error5*•Layout error6*.Low moral/motivation in worker(s)7*•Site not ready/available8*.Skill too low9. Too much precipitation10. Drawings insufficient/incomplete11. Undermanniñg12. Rework (workmanship)13. Inadequate external access14. Poor ground conditions15. Unanticipated utilitiesThe selection ofthe eight new problem sources wasdone using the following procedure:1. The complete set ofproblem sourcesidentified to date (see figure 2.2), minusthe seven whichthe prototype system can already analyze, were presentedto the experts. Each problem sourcecategory was discussed with the expertsone at a time to minimize confusion.2. Theexperts wereaskedto rank theproblem sources under each category accordingto the amountof impact they experienced on previousprojects.3. Thetop two problem sources undereach problem source categorywerethen selectedfor possible38treatment. The elements of this set of eighteen problem sources were then ranked inorder ofimportance.4. From this ordered list, I selected thetop eightproblem sourcesas the additional problem sourcesfor the thesis.2.3.2 CORRECTIVE ACTIONSNew corrective actions were added to thelistofexisting corrective actions(seeTable2.2). Theywere obtained using the following procedure:1. The original corrective action set was first presentedto the experts for review. It was ofparticular interest to pinpoint the corrective actions whichthe experts believed they would neverapply on a construction project or whichwere redundant with others. These actions wereeliminated from thecorrectiveactionset. Examplesincludecombining correctiveactions “pursuea project time extension for unreasonable delay” and“request a time extension from the Ownerfor unanticipated utilities” intoa single corrective action “pursue a project time extension forunreasonable delay beyond contactcontrol” and modifying corrective action “open a claim foracceleration” to more specific “open a claimfor acceleration at owner request”, etc..2. The 15 problem sources identifiedin Table 2.1 were presented to the experts again.Selectivesets of corrective actions for these problem sourceswere created by the author prior to thediscussion with the experts. I formulated thecorrective action sets by using the literature anddrawing on observations I made at the site.An attempt was made to formulate correctiveactionsto focus on specific problems but which are applicableto the same problem source on more thanone project.3. Each list ofcorrective actions was presentedto the experts for their comments. I asked them to39view the information from a general point ofview and not limit themselvesto a specific project.Questions like “what would you do if you encountered this [problem source]?” were askedtoimprove the brainstorming sessions so that a completeset ofcorrective actions for each problemsources was created. New corrective actions elicited from the expertswere added to eachcorrective action set.Due to the complexity ofthis project, the management teampersonnel were preoccupiedwith the project and did not make significant contributions duringthe discussionsessions. Manytimes I attempted to arrange meetings with the experts,but achieved only limited success.Moreover, it proved to be difficult to documentconstruction knowledge in a codified format.There is not a clear boundary ofwhat one shouldand should not do in a situation. Seemingly,therange ofcorrective actions that management can pursue are quite limitedin scope. Thetrickseems to be to identify the condition variables that makethe selection of one action moreappropriate than another. See Chapter3 for dealing with the formulation of rules to selectcorrective actions.4. The generated sets of correctiveactions were combined into a global correctiveaction set.Redundant corrective actions were eliminated. All corrective actionswere categorized underrelevant headings.5. Since there was a great emphasis on management,I refined this corrective action set and brokethe “Management” category into subgroups of “On-siteManagement” and “Off-siteManagement”. On-site management refersto those corrective actions which can be implementeddirectly at the field, e.g. improve supervision, purchase/rentequipment, etc.. Similarly, off-sitemanagement deals with actions by head office personnel,subcontractors, and suppliers.Corrective actions such as “submit letter of intent”,“request information from architect and/orconsultant ASAP”, etc. are grouped under this category.406. The complete list ofcorrective actions was then presentedto the experts to check forcompleteness and appropriateness. Few changes were made.Table 2.2 Activity Corrective Action List0.0 Do Nothing (Default)1.0 ENVIRONMENT1.1 Provide a protected environment or shelter.1.2 Postpone the activityto a time window with better anticipated weather conditions.1•3*Try to improve working conditions.2.0 WORK FORCE2.1 Seek additional tradesmenand allocate them to activity XXYYZZ.2.2 Reallocate manpower frompreferably a buffer or non-critical activity(XXSSTT) toactivity XXYYZZ.2.3*Upgrade untrained personnel to trainedpersonnel.2.4*Discuss with subtrade foreman workforceperformance.412.5*If low motivation is exhibited by specificcrew members, lay offunproductive workersand seek new ones.2.6*When workers are idle, reroute manpowerto other activities to prevent severe manpowerloss.2.7*Seek alternative subcontractor ifpossible.2.8*Perform work with own forces and backchargesubtrade.2.9*Hire more experienced workersto lead inexperienced workers.2.10*Reassign inexperienced workersto activities which do not require extensiveskills.2.11*Hire experienced workers and substitutefor inexperienced workers.3.0 CONSTRUCTION METHODS3.1 Conduct more on-sitesoil investigations.3.2*Where appropriate, use extra supportor shoring to alleviate poor groundconditions.3•3*Seek possible alternative designsto save time, i.e. prefabricate beam and columnforms inshop vs. free form.3.4 Use an alternate constructionmethod.3•5*To save time, use more equipment andless labour intensive construction method ifbudgetand/or site conditions permit.424.0 ON-SITE MANAGEMENT4.1 Postpone the activity.4.2 Do secondary work on the activity.4.3 Increase the remaining duration ofthe activity.4.4 Postpone interfering buffer or non-criticalactivities.4.5 Investigate resequencing ofremainingwork.4.6 Employ staggered shifts for interferingtrades (trade stacking).4.7 Investigate use ofscheduled overtime.4.8 Increase or improve supervision.4.09 Reallocate tools/equipment frompreferably a buffer or non- critical activityto a criticalone.4.10 Purchase or rent backupequipment/tools.4.11 Use alternate routes ofaccess.4.12 Monitor the activity closely.4.13*Change follow-up layouts so error canbe absorbed.4.14*Correct construction error at site immediatelyifpossible.4.15*Discuss with/notify subtrade(s) ofrequiredchanges in layout.434.16*Seek possible alternativesto accommodate changes iftheir details are likely to arrivetoolate to properly plan for.4.17*Reschedule procurements toa later date.4.18*Note down in daily report dates of informationrequested, conversations/verbalinstructions, telephone callsetc.4.19*Commence work on a time and material basis.4.20*See if an alternative design can be used ratherthan performing remedial work to correctproblems.4.21*Allocate time for rework to correcterror.4.22*Videotape on-going constructionsequences to pinpoint problems and solutionsto improveperformance. Use as partoftargeted training program.5.0 OFF-SITE MANAGEMENT5.1 Improve subtrade management/coordination.5.2 Employ a quality control program.5.3 Establish improved equipmentmaintenance and management policies.5.4 Make periodic visitsto the fabricator’s shop.5.5 Identify alternate supplier(s).5.6 Obtain street closure permit.445.7 Reschedule the work to hours withless traffic.5.8 Obtain from the City a location mapof all utilities on the site.5.9 Improve architect/engineer/consultantcoordination.5.10*Contact relevant parties for correctionand/or information.5.11*Call the architect to provide necessary informationASAP.5.12*Notify owner/project manager about the possibilityofdelay ifthe activity affected is acritical one.5.13*Submit letter of intent.5.14*Request information/clarification fromarchitect and/or consultant(s) ASAP.5.15*Notify owner/project manager regardingthe conflict in writing.5.16*Issue speedy memo to affectedparties.5.17*Determine the impact ofconstruction error on the project; ifcritical, seek additionaltrade/workers for rework.6.0 CONTRACT REMEDIES6.1*Pursue a project time extension forunreasonable delay beyondthe contractor’s control.6.2 Notify the Owner under a contractclause for unexpected conditions(ground conditions,utilities).456.3*Ifaward ofthe contract is delayed, ask ifthe owner willpay for acceleration once thecontract is awarded.7.0 PROTECTIVE ACTIONS7.1 Issue a memo to the Ownerto request decision(s).7.2 Issue a memo to the party concernedto 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 toa subtrade or supplier for delay.7.7 Open a backchargeto a subtrade or supplier for extra work.7.8 Open a backeharge to a subtrade orsupplier for acceleration.7.9 Issue a memo to the supplieror fabricator requesting correction(s).7.10 Notify the City ofunanticipatedutilities.7.11 Open a claim for conditionsnot covered by the contract.8.0 MATERIALS8.1 Explore use of admixtures for concrete462.4 GRAPHICALREPRESENTATION OF DAILYSITE DATAThere is an old sayingthat“a pictureis worth a thousand words”.It is possible to have too muchraw data, precludingthe decision-maker from drawingmeaningful conclusions. Whenexpressinginformation in text form,one wants to select only themost important data for presentation.Unlikegraphical displays, textand numerical tables cannotbescannedeasilyto obtaininformation. Manytimes,negative outcomes happendue to the project managers’ inabilityto interpret the data in time. Theuseof graphics for reviewingdaily site data could help simplifythe analysis process and allow theuser theflexibility to explore relationshipsor correlations amongst data items.Roth and Hendrickson(1991) describedthe development of automatic graphicspresentationsystems. Sinceusers ofprojectmanagement systems havedifferentpreferences forgraphicalformats anddifferent information-seekinggoals, the abilityto select from a range of presentation techniquestorepresent data and to integratethem in a simple picture is vital.There is a growing literaturewhich addresses graphics representation.Roth et al. (1991)presented an application-independentgraphics presentation systemwhich utilizes graphics andnaturallanguage as componentsof automatic explanation. Thesystem combines both textand graphics for itsexplanations, and thereforeserves as a vehicle for exploringthe interaction between these two modesofpresentation. The goal ofthesystem is to eliminatethe need for end-users and applicationprogrammersto specify, design, and arrangea display each time output is neededfor a project. Mackinlay(1986,1991)developedanapplication-independentpresentationtoolthatautomaticallydesignseffectivegraphicalpresentations of relationalinformation. He stated thatexpressiveness and effectivenessare two crucialterms in graphics representation.Expressiveness criteria determinewhether a graphical languagecanexpressthedesiredinformation.Effectiveness criteriadeterminewhether agraphical languagecanexploit47the capabilities ofthe output medium and the human visual system.The objective here is not to recreate these systems but to focus on the kinds ofgraphical imagesthat might prove to be useful for construction management personnel. Thus, the effectiveness ofgraphical representations is the objective we seek here.Somedaily sitedatagraphicshave alreadybeen implemented intheresearchversionofREPCONto support this thesis work. Some of the graphical images programmed were selected based ondiscussions with the project manager and the superintendent, while other modes ofrepresentation weregenerated internally and/or from the literature. Ultimately, an ideal situation would be to develop aflexible 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 dataitems. For example, a comparison between two histograms, with number of supervisors on top andamount of labour allocated on bottom, would help a project manager realize whether sufficientsupervision has been assigned by each trade. See Figure 2.5 for a representation of this data fortheproject studied. Similarly, a dual screen of precipitation data on top and total lost time for an activitywithin a time window due to too much precipitation would indicate to a project manager whether specialprecautions should betaken for weather protection or extensions sought under relevant provisionsofthecontract. Aligned bar graphs can be used to display different information for the same data set. Forexample, time lost, man-hours lost and frequency ofoccurrence can be shown together for the problemsource domain set. Figure 2.6 illustrates the problem sources encountered during theperiod of 1stDecember, 1992 and 14th January, 1992. Figure 2.7 and 2.8 illustrate the site conditions forthe sameperiod.48URtCDNSIPUCTIONMANAGEMENTLABliltUsed0\POO\PR0J3l\NrROUTfltoo.’LPeriodOIOEC92-14JAN93PogeILEGENDTroutLakeManor—InDetails(newRepcon)DailySiteGraphicsAEPCONPeortDate13DEC93ReportTime15.35IIRevisionNumber90WorkForceSizeforResp.CodeGGENERALCONTRACTOR/CMIADEC9aOltI€t92tATISSMIC115SeterrsseTerrsseTMTISSetcrrssMtlOEt9228t904JAN93I1JAN93Figure2.5BargraphsofworkforcedataforGeneralContractorLu CUBCCONSTRUCTIONMANOBEMENTLABFileUsed0\REP200\PPDJ3I\NTRDUIReportPeriod01DEC92—1&JAN93PqeLEGENDTroutLakeManorInOetails(newRepcon)DailySiteGraphicsREPCDN’ReportDate13DEC93Report!i.e:163725Rt1SionNu.Oer0No.ofProblemsforwholeproject16 12B j123456ProblemCodesmanhoursTotalManhoursLostforwholeproject20 t:123456ProblemCodesDaysTotalTimeLostforwholeproject12P123156ProblemCodesFigure2.6Splitscreengraphsforproblemsources,totalmanhourlostandtotaltimelostU8CCDNSTRUC11DNMA1iAGEMENTtATroutLakeManor—InDetails(newflepcon)REPC0ii1eUsed0\PEP200\P10J31\NTqDUIDeportDate13DEC93ReportTue153117ReportPeriod01DEC92-14JAN93DaiiySiteGraphics0PageILEGENDGroundConditionsGood FairHHHld.KthU.dlluniou.1PoorTKIF55wIIF55NINIF5$KINIFSSNINIFS$NINIISSN07DEC9214DEC9221DEC9228DEC9204JAN9311JAN93StorageonSiteGoodPuorINIF55NIKIF55NINIFS’SNTNT155NTNIFSSNINIFSSN07DEC9214DEC9021DEC9028DEC9204JAN9311JAN93AccesstoSiteGood Fair PoorjOflU11111.1111.11K.1101.1IKIF550IaIF55NTIIIFSSNINI1558TNT155NIKIF55HT07DEC9214DEC9221DEC9228DEC9204JAN9311JAN93Figure2.7SiteConditions(1)forCaseStudy3‘33——_.,,__________-.\\\\\\\\‘‘n—-.-\“‘I-,-—I________I_______I—Z•:•—-,—Cççç’c_____________——rrI—________OJ00----.—-.DQJn0)D_____—U,-C________-o—4u-,‘.—._______CDCDI__________3,()U,o-C—-I—I_________Dr-’-D__________-,I-i-CD—‘z-;0$——I-,.CD_______________01C)CD:rr—.o_______o0Jci,CDCDcm-.DU)D—0)-.-.U’____________n-CaU,U)C’,,,,,,D.,--I1<——‘:w.-x-iCD__C-,-C-C___________D\“-‘t\\\‘X\\\\\’t,,,\\‘s_______tooUn-__________________Cumu1tive*5__________________A dual screen graphic ofsite conditions versus problem sourcefrequency and/or time lost wouldindicate possible correlations between the two factors and may suggest the need for initiating correctiveactions. 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 StatusFor a specific time window, we can superimpose up to three ofthe following graphs at a time:Sky conditions (AM, PM)PrecipitationTemperature (High, Low)Wind SpeedGround Conditions (Good, Fair, Poor)Storage on Site (Good, Fair, Poor)Access to Site (Good, Fair, Poor)Activity statusThe foregoing are all plotted versus time. For activity status, the information is shown only fora single activity at a time.2. Work ForceFor a specific time window, the following work force data can be plotted for a single trade:53Work force sizeOvertime HoursSkill 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. ProblemsThe items listed below can be plotted against problem source for a specified time window andfour levels of detail: by activity location, by activity code, by responsibility code, and by wholeproject.Number ofProblemsTotal Man-hours lostTotal Time LostFrequency ofProblemsPercentile ofMan-hours LostPercentile ofTime Lost3-D GraphicsThree dimensional representations of daily site data could be of significant value toprojectmanagement personnel, as they would help identify patterns or pockets ofproblems. Examples ofsuchgraphs include the distribution ofproblems (or their consequences) versus time or location (Figure2.9).54A split screen format which synthesizestwo and three dimensional views would alsoenhance the evaluation of the project. Onerecommendation is a 3-D graph on one sidetogether with three smaller 2-D graphs,representingthe relationships ofthethree axis, onthe other side. An example is shown in Figure2.10.03E30CProblem sourceFigure 2.9 Sample 3D Graph55U) 0-JU) I. D 0-CC C”AmountofTimeLostforTrade3fromDayItoDays1IZZI IL\I-‘IIIcMAmountofTimeLostforProjectfromDayItoDaysDay3TimeAmountofTimeLoston0ayI2TradeFigure2.10Sample3DsplitscreengraphsCHAPTER 3.0 HIGHER LEVEL LOGIC3.1 BACKGROUNDA major objective ofthis thesisis to develop the capability to analyze the data recordedagainstindividual activities in order to be ableto view it from a more global perspective. Problemsmay occurindividually at the activity level; however,when activities are analyzed togetheras a group, significantpatterns may be observed.Currently, the data interpretation system in REPCON(Fayek 1992) workson an activity-by-activity basis,with an activity being defined for analysis purposesas a single locationof a multi-location activity. Eachactivity and problem source are treatedseparately. The correctiveactions suggested for one problem sourceare independent of the results obtainedfor other problemsources for the same activity. Givena system potential of ninety problem sources and consideringaproject with two hundred activities,many of which could be multi-locationactivities, the volume ofcorrective actions generated is potentiallymassive. A project manager mayfind that some of thesuggested corrective actions contradicteach other, and consequently, they may notbeveryuseful. Thus,a schema to integrate all problem sourcesfor a given activity to produceone compatiblesetofcorrectiveactions is sought.Dubois and Prade (1993) statedthat in their expert system, “partial conclusionsobtained fromdifferent rules whose conclusionspertain to the same variable, haveto be combined into a globalconclusion. This combination stepraises difficult problems: reinforcementor not in case ofconvergingconclusions, synthesis of (partially) conflictingconclusions, preference of conclusionsobtained by themost specific rules,... More generallyit may be necessary to process several rulestogether in order to57take into account dependencies and imprecisionofthe input facts.” Thus, there is a need fora schemato combine different problem sources and correctiveactions when information is accumulatedandpresented at different levels of aggregation.In addition, we seek to examine patterns ofproblem sources across all ofthe activitiesofa singletrade as well as across all tradesfor a given time window. Considerationof the problem sourcesrecorded and corrective actions initiated duringa previous time frame when selecting corrective actionsfor the current time frame is leftfor future work.A number of assumptions have guidedthe work. They are:1. There is a commonalityof problem sources amongst projects(e.g. undermanning). Thus, itshould be possible to compilea comprehensive list ofproblem sources which is applicableto abroad range of projects or,at the very least, to a specific class of projects(e.g. high-riseresidential projects). Clearly, thereareproblemsources that appear on an exceptionalbasis. Forexample, damage by warcan be a significant problem source forconstruction projects inpolitically unstable countries. Such problemsources can be treated on an one-offbasis.2. Knowledge andlessons learnt from one project canbe treated as experience and used on futureprojects. Heuristic knowledge,as noted from chapter 2, is difficult to formulate.However, asdemonstrated in the literature, knowledgeis documentable. Systems like MYCIN (Shortliffe,1976), MASON (Hendrickson etal. 1987), etc. arejust a few ofthe many successful examplesofknowledge collection and documentation.3. There exists, at least on a partialbasis, a set of corrective actionsthat spans most projects andwhich responds to the list of problemsources. The selection of any one ofthese actions is58conditional on prevailing site conditionsand project characteristics and also possiblyonmanagement style. The case study presented inthe previous chapter suggested that for a givenproblem source, thereareonly asmall numberofcorrective actionsthatmanagement can initiate.For example, for the problem source under-manning,depending on project situations, one canhire more workers, upgrade the workforce,allocate more workers from buffer activities,etc. tocope with this situation. In addition, this problem sourceis universal and could appear on anyconstruction site.4. The base strengthsthat link problem sources with activity attributes are similarfrom oneprojectto the next. This allows us to usethe rule base on multiple projects (although some allowanceshould be made for editing the strengths whichlink problem sources and project conditionswithcorrective actions).5. The basic reasoning schemadeveloped by Fayek (1992) providesa satisfactory startingpoint forreasoningabout correctiveactions forindividual problemsourcesattheactivitylevel. Extensionsthat relatedirectlyto her work includeadditions to theproblem source list, additionaland refinedcorrective actions, normalization ofthe strengths suggested for the corrective actions,and anupgraded inference engine that canhandle both forward and backwardchaining. This latterimprovement allows us to employ morecomplex rules.Additionally, we have used onlyher schema A (see chapter 1), butwith the addedflexibility that the user canset the criterion to be used in the analysis- frequency of problemsource, man-hours lostor time lost.6. The compatibility factorsthat measure the conflict or reinforcementbetween corrective actionson a pair-wise basis are invariantfor different problem sourcesand are independent ofdifferentcombinations of corrective actions.7. The standard strengthsthat link problem sources with activityattributes are the same for trade59and project attributes. See AppendixA forthelinkingvalues used for the examplesinthis thesis.8. We seek an analysis schemathat does not require feedback from the userduring the analysisprocess. In particular, nointermediate assessments ofthe relative desirabilityofone correctiveaction over another is required, althoughit would be desirable. The reasonsfor this approachare that the amount offeedback requiredcould be considerable, and the analysiscycles could belengthened unduly. A consequenceofthis assumption is that it is not possibleto optimize thereductions ofthe corrective actionset.3.2 BUILDING BLOCKSUSED FOR HIGHER LEVELROUTINEAn attempt has been madeto develop a schema that isapplicable to three higher levels ofanalysis:•integrating across all correctiveactions for all problem sources foran activity;•integrating across all problemsources for all activities ofeach trade; and•integrating across all problemsources for all activities of all trades.No attempt has beenmade in the current workto detect patterns of problems amongstanactivity’s location set. Thiscould be important for beingable to take preventative actions,such asadjusting the durationofremaining locations.Building blocks developedas part ofthe task offormulatinga higher level analysis schemaaredescribed below.60Dispersion IndexOne issue in our analysis schema is how to distinguish a problem source that is very localizedfrom one that is widely spread. Our hypothesis is that problem sources that occur at more than onelocation and/or for more than one activity may be more damaging than a problem that reoccurs for asingle activity at a single location. To assist in identifying such situations, we introduce the concept ofdispersion index (DI). The dispersion index is defined as:DI= Number of unique appearances ofa problem source(3.1)Number ofactive activitiesWe start by counting the number of locations of all activities active in the time window underconsideration. This is equal to the number ofactive activities which is the denominator in the previousexpression. We then count the incidenceofproblems. A problem that occurs at a single location ofanactivity is counted only once, no matter how many times it occurs for that activity at that location. Forexample, if a problem source happens five times at one location of one activity, of which the culpabletrade has a total of 20 different activities (locations) active, then the DI for this problem source wouldstill be 1/20. On the other hand, if a problem source happens five times at five different locations, ofwhich the trade has a total of20 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 zeroindicates that the problem source at hand never occurs; on the other hand, a value of one denotes thatevery activity at every location has at least one occurrence ofthe problem source. Using this index, thedistinction between a very localized problem and a widely spread problem can be accounted for.61Compatibility FactorLetCFbe a measure of the compatibilityMatrix CFbetween two corrective actions Z and Z. We have(Assumed symmetrical)definedCFto lie in the range -1 CF 1,Z1 Z2 Z3 • • •shown in Figure 3.1. This notion of compatibility is Z11 1 -1similar in many respects to the concept of correlation Z21 1 0between random variables. The value -1 illustrates Z3 -1 0 1that 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 Matrixcorrective actions and their simultaneous applicationis likely to nullify their potential effectiveness. On the other hand, the factor + 1 represents completecompatibility of two corrective actions, and taken together, they reinforce each other. Doing both ofthem would enhance the effectiveness of the corrective actions for the project sources, although onecannot assertthatthe effect ofthe actions wouldbe greater than thesum oftheparts(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 islimited to the values -1, 0 or 1 in this thesis, rather than taking on any value in the range -ito 1. Futurework should address the reasonableness ofusingfractional values and the burden ofeliciting CF13values.An example compatibility factor matrix is presented in Table 3.1 for the first threecorrectiveactions listed in Table 2.2. These values were established in discussion with Dr. Russell,and have notbeen reviewed by industry personnel. After estimating values ofthe three levels ofcompatibilitymatrix62Table 3.1 Sample activity level compatibility factor matrixCorrective action 1 Corrective action 2Coefficient1.1 Provide a protected 9.1 Do nothing.-1.0environment or shelter.1.3 Try to improve working conditions. -1.04.1 Postpone the activity. 1.04.4 Postpone interfering buffer or non- 1.0critical_activity.4.5 Investigate resequencing ofremaining 1.0work.1.2 Postpone the activity to a 4.17 Reschedule procurements to a later 1.0time window with better date.anticipated weatherconditions.5.12 Notify owner/project manager about the 1.0possibility_ofdelay.6.1 Pursue a project time extension for 1.0unreasonable delay beyond thecontractor’s control.7.11 Open a claim for conditions not 1.0covered by the contract.9.1 Do nothing. -1.03.5 To save time, use more equipment and -1.0less labour intensive construction1.3 Try to improve workingmethod ifbudget and/or site conditionsconditions.permit.9.1 Do nothing. -1.0been reviewed by industry personnel. After estimating values ofthe three levels ofcompatibility matrixfiles, it is noted that there is not a significant number of-1 values, i.e. corrective action pairs withcontradictions, amongst all the corrective actions. As a consequence,the corrective action set for anactivity (trade or project) may not be reduced significantlyusing the process described later.63One major drawback in the formation ofthis matrix is the substantial effort required to elicit allof the compatibility linkings. From our limited experience to date, it would appear that many of thecorrective actions are independent ofone another. They neither conflict with nor reinforce each other.Thus, the default value ofCF1is zero, easing the elicitation task.Resolving Conflict Amongst Corrective Actions Using the Compatibility MatrixWe seek a process for reducing the corrective action set to minimize conflicts amongst thecorrective actions recommended. This leads to a strengthening oftheweights for some corrective actionsand the elimination of others. This is similar to the many conflict resolution routines used in expertsystems today. For example, in Hayes-Roth et al. (1983), a “consistency enforcer” is used to maintaina consistentrepresentation oftheemerging solution. The same literature also concluded that most expertsystems use some kind ofnumerical adjustment schemeto determine thedegreeofbeliefin eachpotentialdecision. The scheme attempts to ensure that plausible conclusions are reached and inconsistent ones areavoided.Other consistency enforcing schemes have been described in the literature. For example, Weisset al. (1978) described a model-based medical consultation system. CASNET, the model described, isused 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.64The described system utilizes forward and backward weighting schemes to determine theadmissible pathway from one node to another. The test result which is held with greatest confidence istaken as the accepted result. If conflicting results are received with equal confidence, then the conflictis noted, and the status ofthe state ofdisease remains undetermined until additional results, with greaterconfidence, resolve the conflict.It is also noted that in general, the overall effect offorward weight calculation is to increase theweights of those nodes resulting from confirmed nodes while decreasing those from denied nodes. Onthe other hand, the calculationofinverseweights is strongly influenced by evidencefor the confirmationor denial of nodes. The weight of a node may be increased when its effects are confirmed. Itissuggested that initially, a pathway may be an unlikely alternative, but after some testing it may becomethe only feasible pathway to a particular confirmed node. This results in increased weight assignmentsto the remaining causes ofthe confirmed node.Such weighting schemes might suggest some insights for the selection ofcorrective actionsas tominimize conflicts for the application described herein. However, I was unableto find in the literaturea conflict resolution schema that was directly applicable to theproblem ofreducing the corrective actionset to minimize conflicts. We therefore sought a metric or scalar whose properties we could exploit inorder to determine which corrective action weights should be strengthened or weakened.Let:S=ZTCFZ(3.2)be a scalar which measures the compatibility of a set of corrective actions: Z isa n-dimensional vectorof normalized strengths of corrective actions (Z1,i = 1, ..., n and Z = 1),as recommended by the65expert system following the analysis of daily site records and CF is the compatibility matrix describedpreviously. Some properties of S are:(i). Its maximum value is 1. This can be achieved if all of the strength is assigned to a singlecorrective action. It is independent ofthe 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 withij,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 actionsstrengths should be reassigned to a single corrective action. In order to do this, however, we wouldrequire an assessment of the relative effectiveness of each corrective action for the problem sources athand for prevailing project conditions. This would require intervention by the user, something we aretrying to avoid. The Z represent the strengths with which a corrective action is recommended, basedon project conditions, activity attributes, etc.. They are not a measure ofrelative effectiveness. Thus,we have no basis for reassigning Z to increase S (i.e. we cannot optimize the value of5). However, inthe case of conflict between pairs of corrective actions, we can exploit the properties of S to reassignweights to increase the value ofS. Ifthere is not significant conflict between corrective actions (i.e. fewCF13 = -1), then the schema proposed will not result in much reduction in the corrective action set.Our approach is as follows:662. We are interested in the scalar value of.When the value of is less than zero, the associatedvalue ofZ should be driven to zero in order to increase S while reducing conflicts. The valueassigned to Z should be reassignedto the corrective action k, which has the largestpositivevalueof (or the least negative value if all < 0) in order to maximize growth in S.3. Ifthere is more than one Zk that has the largest positive4,redistribute the value ofZ equallyto the Z with the samecSk.4. This reassignment process in steps 2 and 3 should be repeated until all are greater than orequal to zero.One advantage ofthis approach is that the strengths assigned to the corrective action set remainnormalized. The use ofthis schema for reassigning weights is demonstrated in an example at the end of1 CF12 CF13 ...CF21 1 CF ... CFCF31 CF32 I ... CFCF1 CF2 .. .. 1 -1. Expand S = ZT CF Z, i.e.[Z1Z24....Z]aswhich can be written aswherez1411S =Z1(ZCF11)+Z2(Z,CF)+ ... +S =(3.4)(3.5)(3.6)67this chapter.Additional check for corrective action “DO NOTIUNG”After completing the aggregation schema for corrective actions, a corrective action“DONOTHING”, with a weight of 1.0, is assigned by default to those problem sources which associatewithno corrective action dueto lack ofevidence. Thus, this “DONOTHING” is differentfrom the correctiveaction which resulted from either no time and manhours lost or just notenough time to act upon aproblem source. A distinction between them is needed.In coping with this situation, three distinctive ‘DO NOTHING’s” areadded. These correctiveactions are more informative in explaining the causes of the correctiveactions. The three “DONOTHING”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 routineand are treated as any other correctiveactions for that level of analysis.The priority ofthese three corrective actions is (a) < (b) <(c). Thus for example if a problemsource has no time or man-hours lost and has no correctiveactions dueto lack ofevidence, (b) will takeprecedenceover (a) and bethe only “DO NOTHING” for thisproblem source. Moreover, the correctiveaction “DO NOTHING” has acompatibility matrix coefficientof-ilinked between it and any otherdirectimplementable actions.68Other building blocks for higherlevel routineOther building blocks for analysisat the trade and project levels are discussed in more detail insections 3.3.3 and 3.3.4. The basic ingredientsare attributes (as seen later, trade and project levelattributes can be derived from activitylevel attributes), total man-hours and time lost,a linkage betweenattributes, problem sources andcorrective actions, expert system rules (describedbelow), compatibilitymatrices and corrective action files.The analysis process performed atthe trade and project levels issimilar to the process usedat the activity level.Based on the work to date,the number of corrective actions at the higher levels ofanalysis issignificantly less than attheactivity level. Thisseems reasonable, as theprerogatives availableto addressproblems are quite restricted,and generally relate to management actionsdealing with key personnel,subtrades, etc..3.3 GENERAL LAYOUTOF HIGHER LEVEL ANALYSESThis routine breaks the analysisprocess into several steps as follows:a). Define a hierarchical analysis schemafor the project.b). Suggest corrective actions for each problemsource for an activity.c). Analyze and combine the correctiveaction sets for different problem sourcesofone activity.d). Combine different problem sourcesfor different activities forthe sametrade andsuggest trade level corrective actions.e). Combine and analyze different problemsources at the project level and suggest69project level corrective actions.3.3.1 HIERARCHICAL ANALYSISSCHEMAA five level hierarchy is envisagedas part of a comprehensive system:a). Individual problemsource at the activity level.b). All problem sources atthe activity level.c). All problem sources atthe trade level.d). All problem sourcesat the sub-project level.e). All problem sourcesat the project level.For our analysis scheme,we omit thesubprojectlevel. The simplifieddiagramthatweused/for the base of this thesis isshown in Figure 3.2.TFd5 AdMies Problem SowcesNevertheless, thesubproject level wouldbe anessential ingredient fora system designed toaccommodate largeprojects. Asnoted previously, anFigure 3.2 Hierarchicaldiagramadditional step could be insertedbetween (b) and (c)for the case of activitieswith multiple locations.When we analyze a project,we start from the individual problemsource level and proceedtowards the project level. Thefirst level has been treated byFayek (1992) with the modificationsasnoted in section3.1 and isnot considered furtherhere. Thecorrectiveactions suggested foran individualproblem source are first checkedfor their compatibilitywith other actions and problem sourcesfor the70same activity. When this is completed, a reduced corrective action set is suggested for the complete setofproblem sources.3.3.2 ACTIVITY LEVEL ROUTINEHere, we present the steps involved in the activity level analysis, after corrective actions havebeen suggested for each problem source encountered. The routine utilizes a weighting schema and thecompatibility matrix to combine all the corrective actions suggested for different problem sources at theactivity level. Basically, the activity analysis can be separated into several modules as shown inFigure 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, ..., Ik be the problem source number k= 1, ..., Kjbe the corrective action number j=1, ..., JZ(j) be thestrength assigned to thejthcorrection action for theithactivity andkthproblem sourcefrom the first level of analysis.W be weight given to thekthproblem source for theithactivityCF, be the compatibility between corrective actions m and n (the notation CF1 was usedpreviously.)To simplify the exposition at the activity level, we drop the subscript i. Moreover, keep in mindthat our goal is to merge corrective actions across all problem sources.71Datafrom 1St level analysis (Fayek1992)Figure 3.3 Activity level analysisOutputtoUserActivity level analysisCombine corrective actionsaccording to:1. Frequencyof problemoccurrence2. Man-hours lost3. TIme lost‘i,Reducecorrective action setusingCompatibility MatrixS_ZTCFZOutput routineOutputto higher level analysis723.3.2.1 Weighting corrective actionsFrom the initial analysis, we have an adjusted vectorZkof corrective action strengths for eachproblem source k that affected an activity - i.e. we haveZk(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 thecombined vector (i.e. the number having non-zero strengths) using the compatibility matrices betweenthe various corrective actions.1. We start by assigning a set ofnormalized weights to the problem sources to denotetheir relativeimportance. We consider three ways to determine the weightsWk;k = 1, ..., K, whenWk(i) Weights are determined by frequency ofoccurrence ofproblem source.w= number ofoccurrences ofthproblem source(3.8)kTotal number ofoccurrences ofall problem sources(ii) Weights are determined by man-hours lost.w= manhours lost due tothproblem source(39)kTotal manhours lostfrom all problem sources(iii) Weights are determined by time lost.73= time lost due tokthproblem source(3.10)kTotal time lostfrom all problem sources2. Beforeconsideringthecompatibilityofcorrectiveactions, we sumthevectorsofcorrectiveactionstrengths weighted by the importanceoftheproblem sourceto obtain asinglevector ofcorrectiveactions,.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 sinceZkis normalized and is normalized, then is normalized.3. We now seek to reduce the number of corrective actions selected by considering their pairwisecompatibility. This reduction step uses the process described previously in section 3.2.3.3.2.2 Run through Compatibility factorsAssume the activity compatibility matrix is created ahead of time. From the above weightingscheme of corrective actions, we have for thejthcorrective action a strength Z(j) i.e.Z(j)=Wl*Zl(j)+W2*Z(j)+...+WK*ZK(J)(3.12)1. Get all compatibility factors (CF1),where i and j are the corrective actions.2. Utilizing the S= ZTCF Z reduction scheme described in Eqn. (3.4), we have74S = Z(1)* *CF1 + Z(2)* *CF2+ ... + Z(J)* *CF(3.13)3. Let=Z(j)*CF(3.14)4. We drive the value ofZ(n) to zero when qS < 0 and assign the weight ofZ(n) to the Z(m) withthe largest positivem°5. If none ofthe4*Z(n) is less than zero, stop and exit the routine.Ifnone ofthe cb is greater than zero, then pick the most negativec,and assign its Z(n) to theZ with least negative.Iftwo or more çb’s are equal and negative in value, reassign the one with the smallest Z(n) tothe Z(j) with the largest positive.Iftwo or more Z(j) have the same largestpositive,reassign the strength(s) to the one with thelargest Z(j).If two or more Z(j) have the same largest positive4and value Z(j), distribute the strengthsevenly amongst them.Otherwise, return to step 3.3.3.2.3 Feedback to userThe system outputs the reduced set of corrective actions for this activity. The output also liststhe 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 reportedto theuser.753.3.3 Trade Level RoutineIn the trade level analysis,the goal is to determine if a pattern of a problemsource over theactivities of a trade exists.It is asserted that additional emphasis shouldbe placed on problem sourceswhich appear over many locationsofthe same activity and/or over manyactivities and work locationsof these activities. Whenthe same problem source appears frequentlyacross the trade’s activities,itsends a signal to the decision-makerthat there may be something wrong withone or more of themanagement ofthe trade,the design ofthe trade’s work, site conditionsfor the trade, etc.. Thus,thetrade’s work should be examined moreclosely to determine if additionalcorrective actions over andabove those identified at theactivity level should be explored.In developing an analysis routine forthe trade and project levels, we haveattempted to emulatethe analysis process used atthe activity level. In essence, at thetrade level, we have merged all oftheon-going activities ofa trade for the time window specified intoa single work package which is treatedas an “activity” (similarly for the projectlevel). We determine attributesfor this activity as a functionof the activities it represents,and call these trade attributes. Correctiveactions sets are then suggestedfor each problem source,using the reasoning processused at the individual activity and problemsourcelevel, but with a differentrule base and corrective actionset. We then seek to merge the correctiveaction sets into one, takingaccount of the relative importanceof the various problemsources (asmeasured by their consequencesand dispersion) and their compatibility.3.3.3.1 Trade Problem SourceFor this thesis, problem sourcestreated to date are “Conflictinginformation”, “Undermanning’and “Construction error”for the trade level analysis.These problem sources were selectedbased on theobservations from the fieldstudy described in chapter 2.763.3.3.2 Trade CorrectiveAction ListThe corrective actions for thetrade level analysis are shown in Table 3.2.Table 3.2 Trade corrective actionlist1.0 Workforce1.01 Assign more men to the project.1.02 Reduce workforce size.1.03 Replace crew with a more experiencedone.1.04 Investigate alternate staitof work day for crew.1.05 Seek additional workmenfor rework.2.0 Management2.01 Adopt a more stringentquality control program for thistrade.2.02 Discuss with subtrade its overallperformance.2.03 Acquire new subtrade.2.04 Prepare delayclaim.2.05 Place special attentionon activities for localized problemsource.2.06 Improve subtradecoordination.2.07 Improve architect/engineer/projectmanager coordination.2.08 Open extra workorder since problem originated witharchitect/engineer.3.3.3.3 Trade Level AnalysisSchemaLet:p be the trade numberp= 1, ..., Pk be the trade problemsource number k= 1, . .a be the trade attribute numbera=1, ..., A77M, be the number ofunique occurrencesofproblem source k for tradepN be the number of active activities fortrade pVa(p) be value oftrade attributea for trade number pW, be the weight for problemsource k for trade pThe process is elaboratedas follows:(1) Determine TradeAttributesThe trade attribute set is the same asthe activity attribute set, as shown inTable 3.3.Table 3.3 Trade attributesSensitive to:1. High precipitation2. Low precipitation3. High temperature4. Low temperature5. Humidity6. Wind7. Ground conditions8. Storage on site9. Site congestion10. Internal access1 1. External accessCharacteristics: 12. Labour intensive13. Equipment intensive14. Buffer activity15. Innovative MethodsSubject to: 16. Designchanges17. High inspection18. Contract provision19. Controlled environment20. Low tolerance21. Learning curve effects22. Design complexityTrade attributes are derived fromthe trade’s activities that are activein the time window selected.Each78trade attribute is definedby:= Sum ofthe attribute valuesforall active activities(3INwnber ofactive activitiesfor the tradeFor example, if the trade has fiveactivities in total, and each of their activities’attributesregarding the sensitivityto high precipitation is [1.0, 1.0, 0.5,0.0, 0.5], then thetrade attribute for highprecipitation is obtainedas:(l.0+1.0+0.5+0.0+0.5)15 = 0.60In the calculation procedure, eachlocation ofa multi-location activity is consideredas a separateactivity; i.e. ifan activity takesplace at 5 work locations during the timewindow selected, its activity’sattributes will be multipliedby the weight of5 in calculatingthe trade attribute.With the trade attributes defined,we calculate allVaQ)) to obtain a matrix [V], in which eachelement V(p) representsthe attribute value fortheathattribute,pthtrade as:V1(1) V1(2) ... 1’1(P)= V2(1) V2(2) ... V2(P)(3.17)V4(1)VA(2) ... VA(P)Each column representsthe trade attributes for eachtrade in the current window.(ii) Determine CorrectiveActions for Each Problem SourceUsing the trade level attributes,trade level problem sources,expert rules, and corrective actionset, trade level analysis can beperformed to generate a setof suggested corrective actionsfor eachproblem source.(1). Each V(p) is linkedup with the problem sources bythe standard strengths S(X, V), definedat79the activity level. (Note the assumption thatthe linkage between attributes and problem sourcesis identical at the activity, trade and project levels.)(2). T(V, Z) is the trade level rulebasewhich links the trade attributes with the trade levelcorrectiveactions. All ofthe rules followthe general “IF-THEN” rule format, and focus on the attributesand performance of the various trades. Examplesof trade level expert rules dealing withtheproblem source “Undermanning” are shownin Figure 3.4. These rules lead to differentcorrective actions; for example,the first rule in Figure 3.4 simply states thatif the dispersionindex is less than 0.3 (a localized problemat hand), then link the trade attribute 12(labourintensive) with corrective action1.1 (assign more men to the project) witha strength of0.3*@DI.Similarly, the second rule statesthat ifthe current problem is undermanning,and ifthe dispersion index is greater than 0.7,and if less than 25% of the trade’sactivities arecompleted, then link tradeattribute 12 (labour intensive) withtrade correctiveaction 2.4 (acquirenew subtrade from outsidesources) 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, weightingof 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)#thenSag_strength 12 1001 0.3*@DI#end#If current(problem, Undermanning)and> =(@DI, 0.7) andtrade((percent_remain_duration,@B), > (@B, 75))#thenSag_strength 12 2004 1 .0*@DI#rem Acquire new trade#endFigure 3.4 Sample ofTradelevel expert rule80(iii) Determining Weights for Combining Corrective Actions1. Compute dispersion indexAs before, the dispersion index DI, is defined as:DI =(3.17)°Npand for thepthtrade, we obtain a vector for all problem sources:DI1p= DI,(3.18)DIA,,Generate a matrix [M] which contains the number of unique instances of each problem sourcefor each trade, i.e.M11 M12 ... M1[M]= M21 M22... M2P(3.19)MKJ MK2...Generate a vector N which contains the number ofactive locations/activities for each trade, i.e.N1[NJ=N23.20)NDivide every M by N for p= 1, ..., P, k=1, ...K to obtain the dispersion matrix[DI].81D111 D112 ... DI1[DI]= D121 D42... DII,,(3.22)DIK1 DIK2 —Each column in Eqn. (3.22) isused asDIfor trade analysis.2. Compute Weights WFor trade p, compute vector ofweights,whereW1(p)w=W2(p)(3.23)W(p)andoccurrencefor all activities oftradep,Number of manhours lost=__________time lost problem source k(3.24)occurrencefor all activities oftradep,Number of manhourslosttime lost all problem sources kThen, we know that is normalized,i.e.Wkp=1(3.25)Now, we seek to adjust these weightsusing the dispersion indexto reflect how widely distributed each82problem source is. Ourgoal is to end with a renormalizedset ofweights.We summarize the properties ofj:• It is not normalized;•The maximum value that any entrycan have is 1 (i.e. N unique occurrences);•The minimum value, excluding non-occurringproblem sources, is 1IN.Here, we suggest a reasonablystraight forward approach for derivinga set ofweights that can be usedto combine the corrective action setssuggested for each problem sourceat the trade level.Define= * DI(p) (3.26)andw= kp(3.27)kpThen, the vectorWwill be normalized.To illustrate the foregoing,consider the following example fora single trade. Assumethat forthe time window understudy,K, the number ofproblem sourcesencountered = 5N, the number ofactivelocations = 1083,based on time lost is equal toW1(p)0.35W2(p)0.30W = W3(p) 0.20W4(p) 0.10W5(p)0.05UI(p),the dispersion vector, is.2 2 out of 10 locations/activities.4 4 out of 10 locations/activitiesDI = .1 1 out of10 locations/activities.8 8 out of 10 locationslactiviites.1 1 out of 10 locations/activitiesWe know that problemsat the local level have already beenaddressed at the activity level.Our revised, intermediateweighted vector is:0.35x.2 0.070.30x.4 0.12W 0.20x.10.02—p0.lOx.8 0.080.05x.1 0.005Thus, we have0.23730.4068= 0.06780.27120.0169Taking into accountthe distribution ofthe various problemsources has altered considerably theweightsto be used in combining the differentcorrective sets at the trade level.84(iv) Combining Corrective ActionSetsThe corrective actions suggested for the differenttradeproblem sources are then combined usingthetrade compatibility matrix and themodified weight vectorto producea reduced set oftrade correctiveactions. This process is identicalto the oneused at the activity level. A listingofthetrade compatibilitymatrix is shown in Table3.4.3.3.4 Project Level AnalysisAt theproject level, problem sourcesare viewed as to how they affect all activitiesfor all tradesfor a given time window. Forexample, ifmany activities, regardlessofwhich trades are responsibleforthem, suffer from undermanning, thenit may indicateto the projectmanagerthereis a shortage oflabourin the area during this period, orthat the field superintendent is not aggressiveenough on trades to makethem allocate enough manpowerto the project. Possible corrective actions mightincludefor the former,discussion with various trades, andthe hiring ofworkers fromoutside ofthe local area. For the latter,possible corrective actionsmight embrace formal estimationof manpower requirements and thendiscussion with the trades.The analysis processused for the trade level is also adopted forthe project level. Hence, in thissection, only selected aspects are discussedto highlight different corrective actionsets, rule bases, etc..3.3.4.1 Project problem sourceOnly the problem source “Undermanning”was selected for the overall projectlevel analysis.Again, the selection ofthis problemsource was selected basedon the observations from the fieldstudydescribed in chapter 2. Becauseonly one problem source hasbeen treated, no examples ofthecombination ofcorrective actionsacross problem sources at theprojectlevel were explored in thethesis.85Table 3.4 Trade LevelCorrective Action CoefficientCorrective Action ICorrective Action 2[Coef1.1 Assign more men to the1.2 Reduceworkforce size.-1.0project.1.3 Replace crew with a more experiencedone. -1.01.5 Seek additional workmenfor rework.1.02.3 Acquire new subtrade.1.02.8 Open extra work order sinceproblem originated with1.0architect/engineer.1.2 Reduce workforce size.1.3 Replace crew with a more experiencedone.1.01.4 Investigate alternate start ofworkday for crew.1.01.5 Seek additional workmen for rework.-1.02.2 Discuss with subtrade its overallperformance.1.01.3 Replace crew with a1.5 Seek additional workmen for rework.-1.0more experienced one..2.1 Adopt a more stringentquality control program for this trade.1.02.2 Discuss with subtrade its overallperformance.1.01 .4 Investigate alternate start1.5 Seek additional workmen for rework.-1.0ofwork day for crew.2.6 Improve subtrade coordination.1.02.7 Improve architect/engineer/projectmanager coordination.1.01.5 Seek additional workmen2.1 Adopt a more stringent qualitycontrol program for this trade.1.0for rework..2.2 Discuss with subtrade its overall performance.1.02.8 Open extra work order since problemoriginated with1.0architect/engineer.2.1 Adopt a more stringent2.2 Discuss with subtrsde its overall performance.1.0quality control programfor this trade.2.3 Acquire new subtrade.1.02.2 Discuss with subtradeits 2.5 Place special attentionon activities for localized problem source.1.0overall performance.2.6 Improve subtrade coordination.1.02.3 Acquire new subtrade.2.6 Improve subtrade coordination.1.02.5 Place special attentionon 2.8 Open extra workorder since problem originated with1.0activities for localizedarchitect/engineer.problem sources.2.7 Improve architect/2.8 Open extra work ordersince problem originated with1.0engineer/ projectarchitect/engineer.manager coordination.3.3.4.2 Project correctiveaction listThe project level correctiveaction list which addressesthe undermanning problem sourceisshown in Table 3.5:86Table 3.5 Project CorrectiveAction List1.0 Workforce1.01 Hire more workers for all trades.1.02 Dismiss the trade.1.03 Focus labour resources on criticalactivities.2.0 Management2.01 Extend workday/utilize overtime.2.02 Resequence the work to a bettertime window.2.03 Noti1’ owner of existing site conditions.2.04 Special attention should be givento particular trade and/or activities.2.05 Revise the project finish date.2.06 Extend the durations ofthoseactivities that have problems.2.07 Obtain estimates of activitymanpower requirements and produce resourceloadedschedule for a]] trades. Use tomonitor manpower levels at site.2.08 Discuss with various trades.The intention here is not toconstruct a complete project level corrective actionlist but rather toshow the system’s applicabilityfor analysis at the project level.3.3.4.3 Project Level AnalysisSchema(i) Compute Project AttributesSimilar to the trade level, theentire project is now treated asa single activity, whose attributesare derived from all activitiesactive for the time window at hand, i.e.87EEVjp)(3.28)y= p-li.laNumber ofactivitiesforprojectandV1v(3.29)VAA total of22 project attributesare computed this way, forthe time window under consideration.(ii) DetermineCorrective Action for EachProblem SourceProject level expertrulesA project level expert rulebase is used to link the projectattributes with the correctiveactions.One ofthe project levelexpert rules for the problemsource “Undermanning” isshown in Figure 3.5.In plain English,this rule says that ifthecurrent(probiem, undermanning)#thencurrent 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 workforceofthe whole> 0.3), 0.7)#thenproject is sufficient 70% ofthe time, and if theSag_strength 12 01003 0.7#endnumber of critical activitiesfor the current timeFigure 3.5 Exampleof project level expert rulesframe is between 30% and70% ofthe number of(Undermanning)total current activities, thenthe linkage betweenthe project attribute 12 (labourintensive) and theproject corrective action1.3 (Reassign manpowerresources from buffer activitiesto critical activities) is recommendedwith a strength of0.7.88Clearly, the challengeexists in formulatingsuch rules so that reasonable thresholdsfordetermining when actionshould be initiated canbe found. Much consultation with industrypersonnelremains to be done to developthe rule set andthreshold values.(iii) DetermineWeight for CombiningCorrective Actions1. Compute DispersionIndexFor thekthproblem source, we createa vectorkfrom using Equations (3.20)and (3.21) suchthatD11=(3.30)DIKandDI= p-i(3.31)892. Compute WeightWkWk is used to replace W, so that:occurrencefor all activities of wholeproject,Number of manhours losttime lost problem source k(3.32)occurrencefor all activities ofwholeproject,Number of manhourslosttime lost allproblem sources(iv) CombiningCorrective Action SetsProject Compatibility MatrixThe project level compatibilitymatrix is used with the modifiedweight vector to produceareduced set of project correctiveactions. The project level correctiveaction compatibility matrixisshown in Table 3.6.90Table 3.6 Project Level Corrective Action CoefficientCorrective Action 1 Corrective Action 2 Coefficient1.1 Hire more workers for all trade. 1.3 Focus labour resources on critical 1.0activities.2.3 Notif’ owner of existing site conditions. 1.02.8 Discuss with various trades. 1.01.2 Dismiss the trade. 2.4 Special attention should be given to 1.0particular trade and/or activities.2.8 Discuss with various trades. 1.01.3 Focus labour resources on critical 2.1 Extend workday/utilize overtime. 1.0activities.2.2 Resequence the work to a better time -1.0window.2.7 Obtain estimates of activity manpower 1.0requirements and produce resourcesloaded schedule for all trades. Use tomonitor manpower levels at site.2.1 Extend workday/utilize overtime. 2.2 Resequence the work to a better time-1,0window.2.2 Resequence the work to a better time 2.5 Revise the project finish date. 1.0window.2.6 Extend the durations of those activities 1.0that have problems.2.8 Discuss with various trades. 1.02.3 Notil’ owner of existing site 2.5 Revise the project finish date. 1.0conditions.2.4 Special attention should be given to 2.6 Extend the durations ofthose activities 1.0particular trade and/or activities, that have problems.2.5 Revise the project finish date. 2.8 Discuss with various trades. 1.02.6 Extend the durations ofthose activities 2.7 Obtain estimates of activity manpower 1.0that have problems. requirements and produce resourcesloaded schedule for all trades. Use tomonitor manpower levels at site.2.8 Discuss with various trades. 1.0913.4 EXAMPLEA 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, asshown in Table 3.7.Table 3.7 Activity locations and problem incidences for exampleTRADE 1 TRADE 2Location Activity 1 Activity 2 Activity 31 3xPl,lxP2 P12 P1 P1 6xP23 P1 , P3 P2, P3 P1 , P24 P1 P1,P25 P1,P2 P1 P1,P26 P178910The darkened line in Table 3.7 represents the current status of the project (i.e. work on subsequentlocations has notyet commenced). Problem 1, 2 and 3 (P1, P2, P3) appear frequently duringthe projectlife cycle. With the above data, we would like to explain the analysis process at the activity, trade andproject levels. Note that each locationof an activity is treated as a separate activity. Thus, for the timewindow being examined, a total of 16 activities were commenced, in progress or completed, and 14activities had one or more problem sources recorded against them.921. Activity Level AnalysisTo start the analysis process, consider activity oneat location one.Assume the corrective actionssuggested 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, determinedby the frequency ofoccurrence ofproblem sources, are:Wk: W= 3/4 = 0.75W2=1/4 = 0.25Therefore,Z1(1) Z2(1)z = w1Z(2)+ W2 4(4)Z1(3) Z2(5)0.6 0.0.3 0.0Z then = 0.75 0.1 + 0.25 0.00.0 0.30.0 0.2930.575Z1(1)*W1 + 4(1) * W20.2254(2)*w10.075Z1(3)*W10.0754(4)*W20.054(5)*W2(ii) Compatibility FactorsAssumez1,z12 z13 z14 z151 0 —1 1 1zU Hz51 z521 0 —1 1 1S = ZT CF Ztherefore,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 + 0.625Z5Since ofz3 is negative, we driveZ3to zero and assign the weight ofZ3to the Z with largest positiveçb. Since both Z1 and Z5satisfy this criteria,the weight ofZ3 is distributed equally amongst them.i.e. Z1 = 0.575 + 0.0375 = 0.6125Z5 = 0.05 + 0.0375 = 0.087594Z1O.6125fl4 0.22540Z40.075zO.08755Therefore, 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 Z5Since none ofthe is negative forcorrective actions with non-zero strengths (Z3hasbeen driven tozero), stop and exit the routine.Therefore,Z(1) 0.6125Z(2) 0.225Z(j) = Z(3) 0Z(4) 0.075Z(5) 0.0875This process would then be repeated for eachactive location of each activity.2. Trade Level Analysis(i) Fortrade 1, compute the trade levelattributes by considering all active locations ofactivities oneand two.95Using Eqn. (3.16), the first trade attribute is calculated as:V(l)- V ofActivity One x 6 + V ofActivity Two x5I— 11 active activitiesThe process is repeated for the other attributes.(ii) Determine corrective action strengths for each tradeproblem 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 0.50.4 0.0 0.0z= z=z=21.0 0.00.1 0.0 0.5(iii) Determining Weights for CombiningCorrective ActionsAssume weights are determinedby frequency ofoccurrence.(1). Calculate W,11Wi1W -2116216(2). Calculate Dispersion IndexN1=1196M11=9 M21=3 M31=2r1D1111 I i21131DI = DI-I I-ui[D131jI 21Li(3). GetW*,W’iq, = WkP*DIk(P)riiIriii10.56251WIX= 10.051141I 16 11Lo.o2273il22lLi ill10.080311kp =[0.03572]Thus,Zbecomes:r5Tool ro59 rO.4598110.41 10.01 10.01 10.353561= 0.88390.01+ 0.0803 111.01+ 0.0357210.01= 1008031ILo.i][o.oj [0.5] [0.10625]97(4). Utilize Compatibility MatrixCF11 CF1213CF14[CF]= C21 CF22 ... CF24CF1 CF42 CF43 CFS =ZCFZS = 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 - 0.7331Z3 + 0.56425 Z4Since3is negative, assign weight ofZ3to Z4 (largest)1 0 —1 10 1 -1 0—1 —1 1 010010.35356 - 0.08031 + 0)0.45980.35356NewZ=0.18656New 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 + 0.64636Z4Since Z3 = 0, allqS*Z’sare positive. Stop and exit routine.Z10.4598:.Z=Z2= 0.353560.18656Assume:for Trade 1983. Project Level Analysis(i) ObtainVa for project(ii) Obtain correctiveactions for individual problem sourcesat the project level.Assume:P1: Z1, Z2, Z4 with strengths[0.4 0.5 0.11P2: Zi, Z2, Z3 with strengths[0.1 0.1 0.8]P3: Z4 with strength [1.0](iii) Determine WeightWkAssume weights are determinedby frequency ofoccurrenceW1 = 14 /28W2= 12 /28W3 = 2 /2812D1116DI= D12 -D132160.6563.. W*k =0.32810.01563990.4x0.6563 + 0.1x0.3281 0.29533Z1- O.5x0.6563 + 0.lxO.3281- 0.360964z— 0.8x0.3281- 0.2624841.OxO.01563 + 0.lxO.65630.08126z4(iv) Utilize compatibility matrixAssume:CF11 CF12 CF13 CF141 -1 0 0CF21 CF ... CF-1 1 1 1[CF1== 0110CF41 CF42 CF43 CF 0 1 0 1S=ZTCF ZS = Z (0.29533 - 0.36096 + 0+ 0) + Z2(-0.29533 + 0.36096 + 0.26248 +0.08126)+Z3(0+ 0.36096 + 0.26248+ 0) +Z4(0+ 0.36096 + 0 + 0.08126)S = -0.06563 Z1 + 0.40937 Z2 + 0.62344Z3 + 0.4422 Z4Since4is negative, assign weight ofZ1 toZ3 (largest)00.36096NewZ=— 0.55780.08126New 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’sare positive. Stop and exit routine.1000.36096...= Z3= 0.5578Z4 0.08126for the project.101CHAPTER 4.0 TESTING AN!)APPLICATIONThe objectives ofthis chapter areto describe the implementation ofthe concepts set forth in theprevious chapter in the formof an application program andto test their applicability and validityonsimplified examples. The applicationprogram was written in Cby William Wong, a senior computerprogrammer in the constructionmanagement laboratory ofthe UniversityofBritish Columbia, based onpseudo code prepared by theauthor.4.1 PROGRAM ORGANIZATIONThe schematic diagramofthe system developed is shownin Figure 4.1. It can be observedthatparallel structures existfor the activity, trade andproject level analyses. This approachsimplifies theanalysis process by applyingsimilar diagnosis schemafor all levels in the analysishierarchy.Several building blockswere used to formulate the prototype.At the activity level, a weightingschema and compatibilitymatrix were added tothe existing individual problem sourceanalysis schema.Forthetrade andprojectlevels,thefollowing constituentsmake upthe componentsforthesetwo analysislevels: problem source lists,attributes, expert rulebases, corrective action lists, weightingschemes,dispersion indexes andcompatibility matrices.4.2 LIST OF PREDICATESNewpredicatesdefined fortheactivity, tradeand projectlevelsofexpertrules arepresentedhere.These predicates areused to provide context informationfor the inferenceengine for evaluation oftheexpert rules. The systemsearches for the informationidentified in these rules andthen it reports eithernumerical or Boolean valuessuch as TRUE, FALSE,or UNKNOWN.102Figure 4.1 System diagram forprototype1034.2.1 SYNTAX OF THE RULESThe rules for the REPCON inference engine are expressed inthe following syntax:predicate name(X1, X2...).The parameters X1 in the expression arelinked using the predicate predicate_name. Each predicatecontains a constant number of parametersdetermined when the inference engine first encountersthepredicate. A parameter that starts withthe character@indicates that it is a variable. A@by itself isan unnamed variable. All other stringsare constants. For example, consider the following predicate:problem(@problem_no, resp code, @rc)This predicate will look upthe code number for the party which was responsible forthe problem@problem_no and assign it to @rc. If a value is found, this predicate will beassigned a value TRUE.Combined with predefinedpredicatessuch as AND, OR, EQ (equal), etc., differentexpertrulesarefired.For example, ifwe 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 valueFALSE if @rc contains a value but itis not equal to g, or a value UNKNOWN if no valueis found forthe variable @rc.4.2.2 ACTIVITY PREDICATESNew activity predicates wereidentified and added to the original predicates definedby Fayek(1992). They specify the informationneeded from the project data so that the inferenceengine canevaluate each expert rule to determinewhether it should activate the rule. Thenew activity predicates,range ofvalues, and their descriptionsare listed as follows:104PREDICATES RANGEOF INTERPRETATIONVALUESproblem(@problemno, G, 01-99 Report theresponsibility code for theresp_code,@) party which causes the current problem.activity(actual duration,@)0 - variable Report the actual durationofthe activity.activity(freefloat,@)0 - variable Report the amount offreefloat for thecurrent activity.activity(respcode,@)G, 01-99 Report which trademanages the currentactivity.activity(total_manhour_lost, 0 - variableReport the total number ofmanhours lostfor this activity during the analysistimeframe.activity(total_time_lost,@)0 - variable Report the totalamount oftime lost forthe current activity during the analysistime frame.activityj,roblem0 - variable Report the number ofmanhours lost for(@problem_no, manhour I-the current problem source@problem_noost,@) for the current activity.105activity_problem0 - variable Report the amountoftime lost for the(@problem_no, time_lost,current problem source@problem_no forthe current activity.otheractivity(freefloat)TRUE, Returnthe value TRUE ifother activitiesFALSE, ofthe same trade have non-zero free floatUNKNOWN in the currenttime window.activity(gc, critical)TRUE, Returnthe value TRUE ifthe currentFALSE, UN- activitybelongs to the General ContractorKNOWN and iscritical.4.2.3 TRADE PREDICATESThe new predicates usedin the trade level expert rulesofthis thesis are as follows:PREDICATERANGES OF INTERPRETATIONVALUESproblem_source (number-I - variable Reportthe number oftimes this problem_of_occurrence,@) source appears during the analysistimeframe.106trade(percentremai- 0 - 100Report percentage of activities that are notn_duration,@)completed for the current trade. Thispredicate does not limit itself to thecurrent time frame, but rather it iscomputed using the whole projectduration. This predicate is calculated as:(Number ofunstarted activities for trade+ Sum of (activity remain duration/actualduration) )I(# of activities for the trade)*100for the total project duration.trade(critical_act_timelost, 0 - variableReport the sum oftime lost due to thecurrent problem source for criticalactivities ofthe current trade for thecurrent analysis time window.trade(critical_act_manhour- 0 - variableReport the total manhours lost due tothelost,@) current problem source for critical activities ofthe current trade forthe analysistime window.trade(percent_critical,@)0 - 100 Report the percentage of activitiesthat arecritical for the current trade. It is calcu107lated by dividing (number of critical activities for current trade) by (total number ofactivities for current trade) during theanalysis time frame.number_activity(@) 0 - variable Report the total number ofactivities/locations for the current trade,regardless ofwhether or not they arecompleted, started or ongoing, during theanalysis time frame.probsource(dispersion index, 0 - 1.0 Computethe dispersion index for the cur@di) rent problem source.problem(@problem_no, 0 - 100 Report the percentage ofthe current probpercent_critical,@)lem source which take place on thecritical activities for the trade. It iscalculated by (number ofoccurrences forthis problem source that appear on criticalactivities)! (total number ofoccurrences ofthis problem source) during the analysistime frame.108trade(total_tiine_lost,@)0 - variable Report the total time lost for the currenttrade during the analysis time frame.trade(total_manhour_lost,@)0 - variable Report the total number ofman-hours lostfor the current trade during the analysistime frame.trade_problem0 - variable Report the number ofthe manhours lost(@problem_no, manhour_I- forthe current problem source @probost,@) lem_no for the current trade for theanalysis time frame.trade_problem0 - variable Report the amount oftime lostfor the(@problem_no, time_lost,current problem source @problem_no forthe current trade for the analysis timeframe.4.2.4 PROJECT LEVELPREDICATESThe following list presents new predicatesused at the project level of analysis.PREDICATE RANGESOF DESCRIPTIONSVALUESprobsource(dispersion_index,0 - 1.0 Report the value forthe dispersion index@di)for the current project level problem109source during the analysis time frame.manpower(percent_sufficient, 0 - 100Report the value for the percentage ofdays for all trades that have sufficientmanpower during the analysis time frame.project(percent_critical,@)0 - 100 Report the percentage ofactivitiesfor alllocations which are critical during theanalysis time frame.project(percent0 - 100 Report percentageof activities that are notremain_duration,@) completed for the project. Note that thispredicate is not limited to the analysistime window but rather treats the wholeduration ofthe project. The value iscalculated by:(Total number ofunstarted activities!locations + Sum of (remaining durationofon-going activities I Actual duration forthe activities))I (Total number ofactivities per locations for the project)110problem(@problem_no, 0 - 100 Reportthe percentage ofthe currentpercent_critical,@) problem source which takes place on thecritical activities for the project. It iscalculated by (number ofoccurrences forthis problem source that appear oncriticalactivities)! (total number ofoccurrences ofthis problem source) during the analysistime frame.project(critical_aet_time_lost,0 - variable Reportthe time-lost due to currentproblem source which occurs oncriticalactivities of the project during theanalysistime frame.project_problem0 - variable Reportthe number of manhours lost for(@problem_no, manhour_l-the current problem source@problem_noOst,@) during the analysis timeframe.project_problem0 - variable Reportthe amount oftime lost for the(@problemno, time_lost,current problem source@problem_noduring the analysis time frame.1114.3 APPLICATION INTERFACEIN REPCONThe prototype system is integratedwithin the educational/research versionof the REPCONconstruction management program.The new menus which wereadded to the interface describedbyFayek (1992) includedata interpretation for trade and projectlevels, compatibility factor coefficientsforcorrective actions, and selection ofthe weighting criterion tobe used to guide the analysis. Use of anintegrated approach allowsfor changes, additionsand deletions to be automatically accountedfor. Anexample of the benefits of integrationlies with the additions,subtractions, and modificationsof thecorrective action lists. Whenevercorrective actions are addedor subtracted, the system automaticallymakes the changes withinthe corresponding level expertrules.Currently, the analysis schemahas three levels. Figure 4.2shows the sub-menu for“DataInterpretation” underdaily sitereport. Underthis menu, theuserhas two choices.He can either modifythe corrective actionsets and their compatibilitymatrix coefficientsor activate the data interpretationroutine for any oneofthe three analysis levels.When any level (activity,trade, project) of correctiveaction set is selected, thescreen inFigure 4.3 appears.The user can then add,delete, or revise anycorrective action categoriesand theirconstituents. Ifthe userselects “Coefficients”,a new screen will appearas shown in Figure 4.4. Thisscreen illustratesthe menu for inputting compatibilitycoefficients for correctiveactions at the activitylevel. Inside the menu,the user can enter the compatibilitymatrix by initially selectinga correctiveaction from Group(A). When this is completed,the system will highlightcorrective actionsat Group(B). Under this group,the user can enter coefficientsfor any corrective actionto link to the correctiveaction initially selected inGroup (A).112REPCOFIUer. 2.80Educational and ResearchUersionDaily Site DataDiarj FortisTiMe SheetsTrades PersonsEquiprientExtra LJor’k OrdersI—PLANNING &SIJIIIIARY CASH FLOU &SYSTEM PROJECT SCHEDULINGPROCUREMENT REPORTING RESOURCESProjects DataGenerate ResourcesStandards CalendarMacros Cash FlouUtilities Rept.Mgt.Reports Sch. of UaluesStd. Proj. Alt.CodeChange OrdersExit Sel.—SortReportsI Actiuiti.i Level Corrective Actionsurrent Project D:\REPZet up activity level correctiveactions for autoMated datainterpretation.(C) Copyright AlanD. Russell i85—193Trade Level CorrectiveActionsProject Level Corrective ActionsInterpret Activity LevelDataInterpret Trade Level DataInterpret. Project LevelDat*Figure 4.2 Screenshot of menu under DATAINTERPRETATION4.4 PROCEDURE FORAUTOMATED INTERPIWI’ATIONThe following step-by-step approachshould be followed in order to create andanalyze a projectat any level.(i) Create a projectusing REPCON. Setupactivity data e.g. relationships,duration, schedule startdate, attributes, milestones,etc. for the project. Checkthe logic ofthe activity and computetheschedule by selecting“Execute” under the “Planning& Scheduling” category. This processinitiates a project andcreates a schedule for all activitiesofthe project.(ii) When the projectis created, go to “ProblemSource” under “Daily Site”.Set up the projectproblem sources and input theircorresponding standard strengths(mapping onto theactivityattribute set). This will createthe base for problem sources recordedat the daily site report.(iii) Go to “Data Interpretation”under “Daily Site” menu.When selected, another menuwill bedisplayed. Theuser has two groupsofchoices here. Either he canmodify the corrective actions113)AILY SITE/ACTIUIT LEUEL ORRECTIUE ACTIONS D:%REP2UAdd Delete Edit Constituents CoefficientsReport eXitCorrective Action Categor9£ 1] ENUIROI*IENT[ 2] UORK FORCE[ 3] CONSTRUCTION METHODS£ 4] OH—SITE MANAGEMENTC Si OFF—SITE MANAGEMENTC hi CONTRACT REMEDIESC 7] PROTECTIUE ACTIONSC 8] MATERIALSC 9] DO NOTHINGFiHelp -i*-:ScrolI Enter:Select. EscExitFigure 4.3 Screen under activity corrective actionmenuor perform interpretation at any one level. Sofar, we can only modify the corrective actionsbecause no daily site data have been entered.(iv) When the user selects any correctiveaction level, a new screen will be displayed. Theuser canthen adjust the corrective actions and their corresponding compatibilitymatrix. Default valueshave already been defined (all values except the diagonalare set to 0). However, the user canadjust the values to best reflect the project and their experience. Any valuebetween -1compatibility value 1 can be assigned. For this thesis, only values of-1, 0 or 1 have beenconsidered.(v) Having completed the initial projectsetup, go to“Daily SiteData” under “Daily Site”. Setup andrecord the daily site activities using the daily site report. Recordthe progress ofthe activities,site conditions data, workforcedata, problem sources encountered, timelost, manhours lost, etc..(vi) When performance data for a suitabletime window hasbeen captured, go to the main menu and114)RLL’ SITE/ACTIUIV LEUEL ORRECTIUEACTIONSAdd Delete Edit Constituents______________Corrective Action CategoryCoefficients Report eXit___________D:\REP2UCorrective Action CoefficientsCorrective Action Category/Code Itens[ 1.1 ) ENUIROFIMENT Providea protected envlron,ient or shelter.[ 1.Z 3 DIUIRONMENT Postponethe activity to a tine uindou uith[ 1.3 3 ENUIRONF1ENT Tryto inproue uorking conditions.[ 2.1 3 IJORI< FORCE Seekadditional tradesnen and allocate theM[ 2.2 3 UORK FORCE Reallocatenanpouer fron preferably a bufferCorrective Action Category/Code IteMsCoeff —[ 1.1 3 ENUIRONIIENT Providea protected enuironnent or s[ 1.2 ] ENVIRONMENT Postponethe activity to a tine uind[ 1.3 3 ENVIRONMENT Tryto inprove uorking conditions.C 2.1 3 LIORK FORCESeek additional tradesnen and alloca£ Z.Z 3 IJORK FORCEReallocate rianpouer fron preferablyFl. Help-‘i-Scroll Enter Select Esc ExitFigure 4.4 Clip Screen of Activity LevelCorrective Action Coefficientsselect “update project”. Use “BatchUpdate” and select “daily site data” as input data. Specifya new progress date.(vii) When the project is updated, re-executethe schedule to calculate a new schedule which revealsthe implications of the problems encountered atthe site. The data are now ready for analysis.Select “Data Interpretation” underthe “Daily Site” menu in order to carryout the automatedanalysis.(viii) Select the level (activity, trade,project) for interpretation. When one is selected,a new screenwill be displayed as in Figure 4.5.(ix) Enterpreferences displayedon screen regardingthe analysis e.g. timeframe,outputto, weightingcriterion, etc.. Thesystem then analyzesthe daily site datausing thepreferencesspecified. Theinterpretation will run for several minutesto evaluatethedata. An output will be generated withboth the corrective actions for each individualproblem source and the aggregated corrective115action set which should be considered for implementationfor the level analyzed.(x) Repeat from (viii) for other analysislevels.AILY SITEproj29%benyuuDAILY SLTE TRADE LEUEL INTERPRETATIONOUTPUT DEUICE[1] Screen[2] DIrectly to Printer’[3] PrInt in Background[4] Printer’ FileEnter SelectLonStart Date: IY44IIFinish Date iriiUse r :iIT ruleProcess Problens By: frequencyof occurrenceiFinish Date For analysis shouldnot exceedLast date for uhich Daily SiteData entered.Fi:Help F2:List F1O:ConfirM Esc:Exlt.Alt—P:Print fllt—A,—S:ListsFigure 4.5 Screen Shot ofTrade LevelInterpretation Menu4.5 TESTING AND VALIDATION OFTHE PROTOTYPETwo example projects were created fortestingdifferent scenarios. A highly simplified and smallscale project was used with a varietyofproblem sources at the individual locations ofan activity to testout the activity level. The responses ofthesystem for each individual problem source werecomparedto the manual computations for each problem sourceto check the accuracy ofthe implementation.For the activity, trade and project levels,a more realistic (yet still simplified) project with onlya few problem sources was created. Again,the output ofthe computer analysis was thenvalidated by116the manual computation ofthe interpretation process. Last,the usefulness ofthe system was tested byexamining a fictional case studyproject which reflected some ofthe field experience gained(Chapter 2).4.5.1 VALIDATION FORACTIVITY LEVEL ANALYSIS4.5.1.1 PROJECT DATAThe project data used for analysis at theactivity level contains three activities, ten locationsanda total oftwo trades. Figure4.6 shows for thisexample projectnumber ofwork locations,activity logic,duration, attribute values,etc.. The daily site report shown in Figure4.7 contains the information formanpower, site data, activitystatus, 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 heretobe realistic in the assignment ofproblem sources or consequences.117111W4ONSTIOIJCTIONIvIANAGEMENTLADltEPii)NLOSampleteetprojectforBenjumin’ntheuIs()Page1017Activityrelatlon.hlpreportFileOsrK:\OGPiIHi\PlI0JH\IfTL’TReportDaieOZDliY]‘CriticaltivitgReportTi,tS:SSstCririlAllfttioitie•CovervingpredecessorofanactivitgRevisiont4aberItToilftIlvitCodeorsuccessorgonerodhgactiniIgProgressDate70i10fl7WTIOITYPOCDLtIS0RSSTXflTSORSLOGOAIPROD.DATA10411T4SCRIKTIODIiaCOlICDlCRIPTl0HTYPEPLOCDlitOGKIT/I/iCDEl.CODEDICRlPTIO0TOPESlOGILLTOGOIT/IfiC0600SKIPIOJR‘11161110frIloligIICOOTOItProjectStartlITIISI*•010200Retioitg21150(111I-IIII03LOG11111FLOATTOTIE.FLOATHi0hparc-t.oaapreci-Hightrq-I.o.aloupe-IA.aidltgRindGroundcv-StorageonSitecong-lntrrnal-Eutrrnal-LabourinIqaiponnt1131001.COTRA11311101.COTRAipitationpitatiourratureratureoditionssiteostiomaccessaccesstensineintensiuIBIt/A0H/K1.0001100.060.000.000.001.066.061.001.000001.00I0026tI/AIIl/A30K/A2lI/A4KlI/A3It/K50H/AIIl/AI.011/ASH/A70H/A6H/AIi0H/A7it/A—30lI/AOil/A-lB‘0Il/AIl/ADullerat-InnovativeDesignrh-11196ivsp-Contract-ControlledLaobIer-Learning-DesigncvlivitgnetlodsaogesectiooprovisioneoniroranantecurverIfeapieoitg6.060.0060011101.000.000.000.000.0013110110PREDLtISORSSOGICOSOIISl,OCIltItPROD.ROTAcoii:II15CRIPTIOHDEl.CODEDFCRIPTIOtlTYPEhOCRD.LOGOI1’/IOCOCT.CODED[TCRIPTIOIITYPESt/iCDliLOGKIT/LOGROOKSKIPDiR‘1110/lOtftlivilg71.010100RetiaitgII[S00111.070100fttioitg3T[50III-10104lOGCOltflOATTOTOt.flOATHighparc-Loupreci-Highteup-La.loupe-IhaaiditgRindGroundcv-StorageciiSitecuing-Internal-Evtrrval-LabourinEguiponot000001.COlOnROPJRO.COTRAipitationpatatiuneratureratureoditionssitrrslioeaccessaccesslens/neintensiaC•10lI/A0N/A0.000.000.000.060.000.000.000.061.0110.000.001.0100.011.200/AOIl/A•30Il/AOIl/A‘46H/AOil/A‘SOIl/AOH/A‘60N/A011/A170tI/AOIl/A‘RDIl/liOH/A‘90Il/AON/A‘100lI/A0Il/ADullerac-InnovativeDesignch-Highinsp-Contract-Caotrolledlavatolrr-Learning-Ilesigocctlaitg,etbodsangesrclinnproalsionroairocioantetic-nerileaplenitg0.000.1101.001.001.000.061.000.060.000111VITOPHEDECCOSOHSSI633SORSLOGR014TPROD.DATA(ORER[5CRIPTIOIIOCT.COnG0[SCOIPTIOHTYPEP1/iCDO.LOGHIT/LOGOCT.CODEICOCKIPTI00ITYPESLOGIllLOGKIT/LOGROIl/ISAl?tOdD‘11/0101101lioilgi.010700fttivitg7TIS0011“IO2tl6ProjectFinislIlITTO[S0IttI-IllI03Figure4.6ActivityrelationshipreportfortestingatactivitylevelPage201bC(3)11flOATTOTIN.FlOATHighprec-boopreci-Hightnt-baate”pe-liamidityWindGroundto-StoragenoSitetong-Internal-External-labourin-Cqiiipoent14)10CC.EXTRA14)10W.EXTRAipilationpitatinoeratureratorenditionssiteestinoaccessaccesstensineintensioeIIN/A9N/AfiNNN.NNINNN.NNNANN.NNN.NNt.NN.ANINNN.RtINNNAN21N/ANWA31N/A7N/A41N/AbN/ASIN/ASN/A6IN/AIN/A7!N/A3N/AAIN/A2N/AIIN/AIN/A‘INNN/ANN/Alitterac-InnnnatioeDesignch-Highiosp-Contract-CootrolledLoutoler-Learning-Designtotiait9irtludsangesectionpeunisionennirs.noaxetarnciteleaitgNANNON1.06N.061.061.061.06UNN.ON14111410POIII11ISSOISSIXC1SONSICCPUNIPOND.DATAcool;PlC0IPTI0NCCI.CODEIEXCIIPTITNTYPEP1CC00.1RCIT/LOCOCT.CONENISCIIPTI4)lTYPESLAC011ICCOtT/ICC-DANKSKIPCUD‘QIOIONProjectStart‘NINIONDetinitylNTIFSN1I-IINN/ALOCFIATflOAT101CCFLOATHighprec-Ionpreci-Nighteaqn-Iontagie-lAa.iditgWindGroundto-StoragenoSitecnng-loternal-internal-labourin-Eqnipncntl4)INtd.EXTRAIN)lNil.EXTRAipitatinapitationeraturnratureeditionssiteestinnaccessaccesstensienintensiveIN/AN/AN/AN/AN.ONNNNN.NNN-ONN.ONN.ONN.ONN.06N.ONN.NN6.06NONANNlitterat-lnnnaatineDesignch-Nighinsp-Contract-Controlledboototer-learning-Designcotint9netludsangesectinnprnnisinnenoirniorniaxecurveciteIenitqNONN.NNN-ONN.NNNONN.ON0.06N.ON0.0614111410PYIDIEII5SOAS9.flDSOIISICC10041PNAN.DATACOPEPFSIIIPTI10ICCI.CONEOISCNIPTI4)tTYPEPIACNaICCNIT/ICCOCT.CODEDFSCJ1IPTI4)lTYPESIOCNIl,bftS0ff/ICCDANASKIPINtO‘(30)/ANProjectFinish“A2NIANtttiait93NTINISNININ-ININN/AICC11111FLOAT101CCFLOATNighprec-Ionpreci-Highteq-boatagie-llnaoiditgWindCruondto-StorageonSitetong-Internal-internal-Latanirin-Eqaipnient1CCNW,EXTRANIINItEXTRAipitutinnpitatinaneruinrenaturenditinessiteestinuaccessaccesstensioninteosine•INNN/ANWANANN-ONN.ONN.ONN.06N.ANN.ONNONN.06N.06N.ONNONNANNailerarlnnnnatineDesignch-Highinsp-Contract-ControlledLeobIer-learning-Designto---tinilyoettodsangesectinnpraaisinnennironuoenaxeaaronciteoplnoitgNNNNONNONANNNANN-ONN.ONN.ONN.06FCCH1(114.OfSCCIIOITIFSREPCONtOFileIJseiUD:\1CO200\PIOJO7\ITISTSnperinteedent Pleasesign:_________________________WORKENVIRONMENTDATAHeatlerConditionstat(01)’ClearIIClondy101lainIISnnwlI11)iPli:ClearIIClendy101lainIISnowI(citenperuture:HighlOGlow-3C(dlPrecipitatinn:15inn(ciHind:AhhSiteConditions:tnGroundcnnditinns’Pnnr101FairIIGoodIIigiStoragennsite:PoorIIFair101GoodI(hiAccesstnsite:Poor101FairIIGoodIICo,n,ents:INSPECTIONSANDTESTSVISITORS ACCIDENTSSITEINSTRUCTIONSACTIVITYSTATUSLOUISF:Finisltd IdleOAn-goingP:Postponed5:Started*:CriticalP000101SOIJOFELOUIS12001WMFAIGLTHIITS30l151121/UISJRHSReportDate:1lD1t93ReportTit:10:21:23ProgressDate:7010012OenisionlNu&r:H1.TDCCONSTRUCTIONMANAGEMENTLABSampletestprojectforBenjamin’sthesIs(2)DAILYSITEREPORT-MONDAY,20JAN1992WORKFORCEDATASoperTradessenTrade00SoPShillT/AAnerTinne0/NH/I/IA/H/IIllS(il(ji(hIIll(in)(01OlTradelI1I310)1III0.00)DELIVERIESCants: MISCELLANEOUSNOTESIItesIItylOnitICoinnentEQUIPMENT/RENTALSStatus:ID)elineeed(AlctioeIlIdle10)etornedIlesIliesIHoantity)StatosandConsentAllProjectActinities.locationIto10.Tw(ACT.0(510111lOTUSIA:OGT!R1STAT1JS11101010000PDAQIISSmC/ItTiltLASTACTIONlistFOULFOOLLOGDISGIIPIIOtISTcdITFlASHHIMIRONYlISPCOOtP000(121DISCOIPTIHISISISIDOTSCOVE111010115-I*tDIProjectStartIA203101203011SFITradeI001011ActinityIA2010$1231011145(3213.003.0030(3416.004.00(4113.003.00(4413.002.00(4614.114.11(56)3.113.00(57)3.113.11(9513.004.0000GROUP00JoeHLATII3I14000011FADGEAUToo‘inchprecipitation31lnsoIT./Inco*çI.DrawingIAInseflicicotnanpowerASSitenotready32DrawingerrorsIII.ewshilllenel34ConFlictinginfornatine46Lownetination/neraleISO(lull60SOVPIIIScotIOVIPIEITS7000OTILITIIS/CITTI52ReworkIIkrIa*aoship)-70Inadequatee:ternalace.01Unanticipatedutilities95Delayinaward.contractS6Errorinconstruction72Poorgroondconditions57l.ayooterrorACTIONLOUISTTelephoneI:letterIIachcharge Futru01urhOrder3:(terhallostroctionsFigure4.7DailysitereportfortestingatactivitylevelUI3CCONSTRUCTIONMANAGEMENTLABREPCONTMSampIeFileUsedD:\tITzON\pROJHl\KTLSTSoperiotendeor Please_________________________WORKENVIRONMENTDATAReatterConditionstat(Nil:ClearIICloudyIt)lainIISnowIItk(lPfll:ClearIICloodyltllainlISoowlIIdTenperatore:HighICLeoC(dlPrecipitationISto,teltied:31kphSiteConditions:If)Ceneodconditions:PeerIA)FairIICoedI)191Storageonsite:PoorIIFair101CoedII(hIDecesstositePoetIIIFairIIGoodIIcesqeots:INSPECTIONSANDTESTSV[SITORSACCIDENTSSITEINSTRUCTIONSWOREFORCEDATASuperTradesunTradeIISetSkillT/tUeerli,e0/NH/fl/IH/fl/IIllSIi)tj)1k)(I)to)•In)OlIradelIIiiNjIILIloll——‘-—,.-lbsICo.weots•MISCELLANEOUSNOTESDELIVERIES IIteoI)ltylboitlCetorotIEQUIPMENT/RENTALSStatus(Dle)ioered(A)ctioeoldieIllletoroedito.IQoaotitylStatusandCetweotAl)ProjectUstiuities.LocationIto10.TAA1ICALT.ACTIIIITYDATFE(HACTUAL)STATUSP1)01101100)0PROGRESS10511)5/FtTIlELOSTACT)0t1liltCOlICCOlICLACDESCRIPTIONSTARTtuSHDIIITODAYIESPCHICP10111)1DESCRIPTIOIS114)5IDAYSCODE1)043005TradeI‘fill)Ifrtioity0A2015112315114HItItS)tS.flHLION(31)2.113.01156)4.002.00195)5.112.01IIToepudipreeipitwtieo31IosoFt./Incoql.Drawing41InsotticientoaopowerOSSitenotready32Drawingerrors44l.eoskilllend34Coot)ictiogintonation4kLow,etieatioe/israIeISO1000160SOPPLIIEtillL’oJIPtUITS170lIeUTILITIES/CITY190-52Rework(Workoaoship)71Inadequateeateroa)ace.01Unanticipatedotilities95Delayinaward.contract5kCrrorinceostrectioo32Poorgroundconditions57byonteetorP00111)1SOURCECODES00GUNS06f10I.EATIIDR1200601)1MlCOISUITNITS130DESUJI/DIN1I1CIllDAlIFARCEtestprojectforBenjamIn’sthesis(2)DAILYSITEREPORT-TUESDAY,21JAN1902ReportDate04DLt93ReportTiwo:10:2030ProgressDate:2115192Oeoisioo14,oher0ACT1OITOSTATUSCODESFFioishedIIdle Un-goingPPos(pooed5:Started CriticalACTIONCODESTTelepbonieILetterfib.sIRackcharge CotraDeckOrderHOerkal)ostroctioos4.5.1.2 COMPUTER OUTPUT FORANALYSIS AT ACTIVITY LEVELWiththeprojectdata created, thedaily siteinterpretationwasfirstperformed atthe activity level.Figures 4.8, 4.9, and 4.10 show the resultsofusing “MAX-MIN” and weighting criteria of frequencyofoccurrence, manhours lost and timelost, respectively. Each report contains the summary informationsuch as trade responsible, time window under analysis,durationofthe activity, remaining duration, freefloat and total float, activity attributes andthe total amount ofdays and manhours lost for each activity.In addition, for each problem sourcethe reportdisplays both percent and number ofdays lost, manhourslost, and number ofoccurrences foreach problem source, plus the corrective actions suggested andthestrengths for each ofthem.It is observed that for the firstpart of the daily site activity interpretation, i.e. the individualproblem source analysis,the results are identical for all three weighting criteriaused since Schema A ofFayek (1992) was used. (It is suggestedfor futurework that Schema A incorporatethe criterionspecifiedby the user (frequency ofoccurrence, manhourslost, time lost), such a change has been madeand onlypartially tested--see AppendixB for comparison results for Figures 4.8,4.9 and 4.10.) This behaviouris expected since the weighting criteria onlyaffects the combination ofcorrective actions ofone activityand does not change the reasoning forthe individual problem source analysis.Note that the ranking ofthe corrective actions for the aggregatedanalysis is a function ofthe analysis criterionspecified.4.5.1.3 MANUAL COMPUTATIONAT ACTIVITY LEVELThe manual calculations for individualproblem sources atone work locationofan activity verifythe accuracy ofthe analysisprocess performedby the computer. The calculation is includedin AppendixB. Only schema A ofFayek’s routine is utilizedin the calculations.122UBCCONSTRUCTIONMANAGEMENTLABREPCONSampleteatprojectforBenjamIn’.theele()Page1Of3DAILYSITEACTIVITYANALYSISREPORTfileLIsed\IlfP280\PROJ87\tfTTReportDate2210193DeportTinel9:2:SSDecisionlder:0ProgressDate:2tWfT2DateUindouUrn.20JH192to2138092Ilethodusedwan-vieIkightingconditionfrelluencliofoccurrenceCocludecoopletedactivitiesfttioitg810100tivttgIIcc:ITraderesponsible:TradeIStartdate20J8092Prnjected(tual)finishdate21J8092Totalduration:IdaysRenamingdoration:3days,757freefloat:dogstotalClooU0daysTotalfloat/renamingduration:0.00tioityAttributesDegreeofOpplicabilitgIHighprecipitative:1.807Crovndconditions:1.809Sitecongestion1.0010Internalaccess:1.8012Labourintensiee:1.0013Cqnipneotinteosint:1.8017Highinspection:1.0018Contractprovision:1.80Totalnw.berofdigslest:13.80Totalvunherofnanlonurslost:54.80ProbleeSource7totaltotal7.totaltotal2totalRetieitylevelCorrectivetinnStrengthRe.DescriptiondaysInstdayslestidoslostairslestoccuroccurDo.DescriptionISSitenotready2110.802815.0013.5Tnsavetine,050neroequipnentaodlesslabour0.8000intensiveconstroctionnetlodiCbudgetand/orsiteconditionspernit.4.2Dosecondaryaorkonhractivity.1.04.7Investigateuseofocle&ledoreetine.l.05.12Retifgowner/projectaanageraboutthepossibility1.ofdelayiftheactivityaffectedisacriticaluve.6.1Purnueaprojecttineextensionfororreasnoable1.0080delaybeyondcontractor’strol.6.3Ifawardofthecontractisdnlaged,askifthe1.0ownerwillpayforaccelerationoncethecontractisawarded.7.3Openadelayclai...1.000031Insnff./lnconpl.Drawing73.118I2.1188IRecorrectiveaction-lackofnupportingevidence12l)rawingerrors3.0813.88814.18Dotedownindailyreportdatesofinforwatino1.8880Figure4.8DailySiteActivityAnalysisReportusingFrequencyofOccurrencePage/01reirstedconnersatiows/nerbaliostroctionstelepherecallsetc..S.14Requestinforwalion/clarificationfrowarchitect1.0808wed/orcoosaitwot(s).7.2loseramtothepartgconesroedtorequest1.0880drannqcoqletion.14fnnfliclirqinformation4.90II6.80814.18Retedownindougreportdatesofinformation1.8880requested,cnnwersatiowo/nerhalinstructions,teleptemnecallsetc..5.9lrçronearchitect/nngimeer/coneoltantcoordination.5.15Retifgmmwnrr/projectmanagerregardingtIeconflictinwriting.6.1ruea‘ojecttineeotinnieiiforninasonabledelaghrpomdcontractor’scontrol.41Insufficientmanpower73.803.00812.1Seekadditinnattrak.enandallocatethemtowctinitgXXYY7Z.44(owskilllevelS2.8063.80912.3Upgradeontraiwodpersenneltotrainedpemowonel.2.4Riocusswithuabtradefomewanuorkforceperformance.2.9Hireworeegeriercelworkerstoleadjr.experiewcndworkers.2.10Reassigninenperinocedworkerstoactinitimswhichdonotrequireenteoci,edulls.2.11Hireeoperiencedwosandsehstitotnforjneoperinncndworkers.45Ionnvtjwation/mmrale99I2.1Seekadditionaltradensenandallocatetie,,toactinitgXXTY.2.5Iflouwoti,ationiseohibitedhajspecificcrew.emers,lagoffwiproductiweworkersandseekins,owes.SI,[terminconstruction12131722.1Seekadditionaltradee,enandallocatethento1.8080actiwitgtX6672.4.9Reallocatetools/euipeentfroapreferahlmja8.5809bufferornon-criticalactinitgInacriticalone.4.18Purchaseorrenthadoipeqoipirot/tools.1.80884.21Pllocatetineforrewoiktocorrecterror.1.89005.2[qlogaqualitgcontrolpmn,gran.1.88805.12Retifgowner/projectnarmageraboutthepossibilitgI.0ofAeloujiftIeactl,itgaffectedisacriticalone.5.16Isseeo4’eed9itoaffectedparties.5.17llotermninetIeiiq’actorconstrictionerrorontheproject;ifcritical,seekadditionaltrade/workersforresorb.7.3Openadelagclaim.57l.ajnuterror714.55Oineusswith/owtifgsebtradetslofrequiredchangesinlajout.5.14Hequestinformation/clarificationfm.,architectand/orconseltantlo).95tmrlainaward,contract145.60ISI?26.3Ifawardoftiecontractisdelaged,askiftienamervillpaqforaccelerationonestiecontractisawarded.AqreqntodfroblensftlmnitqILnrlCarrrcti,efttiunStrengthProblonthaikertOm.Or’scriptinnI,]IfonardofLIecontractisdelaed,askiftir0.1789115%PagelOf3oonerwillpayforaccelerationoncetiecontract-isawarded.5.16Isseespeedyneimxtoaffectedparties.0.1648562.1Seekadditionaltradesmenandallocatethemto0.1146Il1656actinityXXYVZZ.5.11Dopiestioforiaatinn/clarificationfromarchitect0.06l3257and/orcensnltantts)fEW.4.10Dotedownindailyrepnrtdatesofinformation0.05273234reynested,coenersatioos/aerkalinstenetinns,telepieeecallsetc..4.15Piscnsswith/notifysohtrade(s)ofreynired8.811757changesinlayent.5.12Ittifyowner/projectmanagerakenttiepessihility0.03t91556ofdelayiftieactinityaffectedisacriticalone.7.3Openadelayclaim.0.031915567.2Isseeameowtoliepartyconcernedtnreynest0.027832drawingcenpletioo.6.1Parsoeaprojectlimeeolensinnfornereasnoahle0.02721534delaykenjendcnnitracter’scontrol.5.9lmprnnearchitecl/engineer/coosmltant0.024934cenrdinatioe.2.4Discnsswithnoktradeferemaownrkforce0.0208IIperformance.2.9Hiremareeoperiencedworkerstolead0.0208IIinexperiencedworkers.4.10Parchaseorrenthacknpeqwipment/teols.0.01%564.21Allocatelimeforremarktncorrecterror.0.01%565.2faiplnyaynalitycontrolprogra0.01%565.17Determinetheimpactofcoostrocliooerrornotie0.01%56çjgproject;ifcritical,seekadditionaltrade/workersforrewerk.5.15lbtifyowner/projectmanagerregardingtie0.0111?34conflictinwriting.2.3Opgradeootrainedpersooneltotrainedperseonel.0.0167II2.11Hireenperiencedworkersandsokstitntefor0.01%44inexperiencedworkers.4.2Dosecondarymarkontieoctioity.0.0123154.7lnoestigatenseofsciedoledenertime.0.0123154.9Deallocateteols/eqwipmemtfrompreferahlya8.08%56kofferornon-criticalactinitytoacriticalone.UlICiDONSTICUCT1OI9MANAGEMENTLABREPCONTSSampletwitproject(orBenjamin.the.ls(2)Page101DAILYSITEACTIVITYANALYSISREPORTflIlsedI)\7OOPPOJ01dftltDeportDale:2211tV33DeportlimeI:3S7DecisionWrProgressDate:2faifl92bate,dow:Crow703(0192lv213(01)2Dothednsnd:Deightuigcondition”wanheurlostCocludernwg’letediclioititsfrtivily:616166kti,ityIbc:1tradrrespoosiblTradeIStartdale:70.J(0f37Projrcledltual)finishdate23.3(01)2lolalduration4Demainingdorat,nn3days,?SX[ronCloaLDdaysTotalfloat6daysTotalfloat/reiwaininyduration6.66ftiwityAttributesDegreeofiplicabiIityIHighprciptatno:1.06?Coundcor4itions:1.06Sitecongestion:1.06lbInternalaccess:1.0617Lwbcwirinlensiot:1.06IIEquipmentsotnnsiu:1.06I?highinspection:1.06IAContractpronision1.06Totalnun3.erofdayslost:43.661taIrooterof,.anlu,nrslost54.06froble,,Sonrcetotallotaltotaltotal2totaltinitgtenniEorroctioetionStrengthDo.1)eccriptioodayslostdayslosteslostotislostoccuroccurDo.DescriptionISSiterotready2310.002815.06II13.5Tosawntime,nonmereeqiiipwrntaodlosslabour6.0066inteosiooconstructionmethedifbudgetand/ncsitetonditionspermit.(.2Dosecondargworkontheactinitg.I.?lonestigateoneefonjedoledonertime.5.12Dotifgowner/projectmanageraboutthepossibilitg1.0606ofdelayiftIeactioitgaffoctedisacriticalone.b.lPureeaprojecttimenotcosionForonre.asonable1.6606ilelagbenjondcootractor’econtrol.61IFawardofthecontractisdelanjed,ashiftie1.ownerwillpagforaccelerationothecontractisawarded.7.3Openadnlaijclaim.1.666091lne(1./lnromplPraoinq7IIIDocorrectiveaction-lackofepportingceidence11Droningrrrors78I4.18Dotedowninlailgreportdittoofinformation1.0666Figure4.9DailySiteActivityAnalysisReportusingManhoursLostcriterionPage7013requested,conoersations/nerkalieotrwctioos,telephocecallsetc..5.14Requestiolormation/clarificatiuaFromarchitect1.6060and/orconsultautls)1t.1.2Issueairetotheportgconcernedtorequest1.6666drawiogcompletion.34(ontlittiogcnlornotios31.66II614.16RetedeanindoUgrepertdatesofinformation1.6666requested,coooersatioos/oerkalinstructions,telephonecoltsetc..5.9Inprowearchitect/eogioeer/cooociltaot1.6066coordination.5.15lhctifqowner/projectmanagerregardingtie6.7566conflictinwriting.6.1Parsonaprojecttimeesteosionfornraeaueoahte6.6660delaghegoodcontractor’scontrol.ittosolticientmanpower73.66h31416I2.1Seekadditionaltradesoeoandallocatethento1.6666actioitg019172.44towstilttenetS2.66t,3.66612.3Upgradenntrainedpersonneltotrainedpersonnel.6.60662.4Riocusswithsoktradeforemanworkforce1.6666perfornarce.2.9Hireworeenperiecredtenetstolead1.6060ioeoperiencedworkers.2.16Reassigoior.operiecceedceirloirstoactioitieswhich6.5666docentrequireeoteosioechills.2.11Hireeoperiercedworkersandowkstitatefor63666ioeeperieocedaorkers.ittoowetenatcon/ewerate94.667HI2.1Seekadditionaltradreoandallocatethemto1.6666actioitgt11172.2.511lroawotieatiomiseohikitedkgspecificcrew1.6666traders,lagoffwoprodoctioeworkersandseekcrwones.SErrorincoostroctisoIl13Il22.1Seekadditionaltradesmenandallocatetintol.actioitgflflU.4.9Reallocatetools/eqoipmentfrompreferaklga6.5666kafferoreon-criticalactioitgtnacriticalone.4.16Parchaoeorrootkacloipngnipcrmt/tnolo.1.66601.21Allocatetineforreworktoaerrecterror.1.66665.2Employaqualitycontrolprogram.1.60665.12lttifgcorner/projectmanageraknwttiepossikilitej1.6666ofdelayiftieactinitgaffectedisacritical000.5.16Isseespeedytoaffectedparties.1.66605.11DeterminetieimpactofconstructionerrorontIe1.6666projectifcritical,seekadditionaltrade/workersforrework.7.3Openadelayclaim.57spenterror766I4.15Dircossoitklontifgowbtrade(slofrequiredchangesiolageot.5.14Requestiofoneoationfclorificatioofromarchitectand/orceosoltaottslOW.35Pntaqinaward.coetrattt4lS6.661726.3IfawardnOtiecontractisdelayed,askiftieownerwillpayforaccelerationoiceotiecontractisawarded.OpgregatedProklemsfttinit9lendforrectioefrtiooStrengthProhlenlhcmkertte.DescriptionI,.]Ifawardofttecontractisdelayed.askiftIeI6.lt96IS95‘ageJUlownermillpagmraccelerationoncetIecontractisawarded.6.1Pursueaprojectlineeutensionforunreasonable8.1144IS34drla’gbeqiinlcontractor’scontrol.2.!Sethadditionaltradesmenandallocatethento8.1070114656actioitqXXV???.5.12Ilatilqraioer/projectmanagerabouttIepossihilitg8.05611556ofdelaqiftheactioitgaffectedisacriticalone.1.]Dpenadelaqclaim.0.056115564.18tbitedownindailqreportdatesofinrnrnatioo0.05173234reqoested,conversations/verbalinstrnctioos,telepheoecallsetc..S.IlBequestinturmatioo/clarificatinofronarchitect0.04633257and/orcnnouiltantts)I&f.4.2Dosecondarqnorkontheactivity.0.048015I.?Innestigateuseofscheduledooertiwe.8.0480155.9Inpronearckitect/eogioeer/consoltant0.033?34coordination.4,15Aiscnssoith/notirqonbtradels)ofrequired0.027057changesinlaqoot.5.15lh,tifgowner/projectmanagerregardingthe0.024931cnnrlictiowriting.7.2Issueameowtothepartyconcernedtorequest0.010532draoingcompletion.1.10Porchaseorrentkackopequipment/bob.0.0153564.21Allocatetimeforreworktocorrecterror.0.0153565.2Faipbnyaqualitycontrolprogram.0.0153565.16Issuespeedymeowtoarfectedparties.0.0153565.17Determinetheimpactofcnnstroctiooerroronthe0.015356project;ircritical,seekadditionaltrade/workersroerework.2.4Discusswithsuktraderoreaianmorkrnrce0.813944performance.2.9Itiremareenperiencedworkerstolead0.013944inenperiencedworkers.2.3Upgradenotrainedpersonneltotrwinedpersonnel.0.0111442.11Itireeuperiencedworkersandsobstitotefoe0.8097IIineiperirncednorhers.1.9Reallocatetools/equipmentfronpreferablya0.807656barfrrornun-criticalactivitytoacriticalone.UBCCONSTRUCTIONMANACEMENTLABIDEPCON1MSwmpl.ti.LprojectforBenjamlo’.theel.(2)PageIll3DAILYSITEACTIVITYANALYSISICEPOICTfileUse.EI:\88\r80JO7\tITITDeportDat&220ThDeportTine:11:4800Revisiontha,erIProgreosDate20J1t102DoteOindon:from283ct432to213(8192Dethodosejman-winUcightingcnndiliontine_lostIncludecompletedactinitiesDetiv)tg010180DetinitgIlocITraderespansibleTrade1Startdate283(4192Projected(Detnal)finishdate233r4f32TotaldnratinnIdogsRemainingduration3dogs,75/freeFloat:OdagsTotallinaCdigstotalIloat/reavainingduration8.88ktiuit.jAttributesDegreeof(jiplicabtlitgIiiihreciritation:1.88?Ccnnditions:1.88Sitecongestion1.8010Internalaccess1.80l2habuorintensive1.8013Iqoipneotintensive:1.80I?highinspection:1.00IIContractprovision1.88Totalnw.kerofdagslost:43.80Total,o,nber.1,.a,ilnjnrslost51.80Pruhie.SourcetotaltotaltotaltotaltotalDetivitgLevelCorrectiveDetio.Strtngthllj.Descriptiondagslostdogsloste’frslostrjrslostoccuroccnrPa.DeecriptionISSiteoutreadg2316.882015.80813.5Tosanetine,iononceequiponotandlesslabour6.8880intensivecoonbrgctioanetlodifbudgetand/orsittconditionsperneit.4.2Dosecor4orgmarknotOnwctlnitg.4.7Investigateoneofneldulednnertine.I.M5.12&tifgovoer/projectmanageraboittOnpnssibilitg1.ofdelagiftOnacti,itgaffectedisacriticalone.6.1Puroneaprojecttinecotensinoforonrcasonable1.6delagbegondcontractor’scontrol.6.3IiawardoftincontractisIelaged,askiftIn1.8000owneraillpagforacozlerationoncetincontractisaaarded.7.3Openadeligclaim.1.808831Iusnff./lnuivpl.braving73.00I2.8881Pacorrectionaction—lackofnapportiogevidence1/Draaingerrors1380I,3.06014,18Patedawninlail4reportdatesofinformation1.8800Figure4.10DailySiteActivityAnalysisReportusingTimeLostCriterionPage201334Conflictinyinformation41Insufficientmanpower44[owskilllevel46[owwotination/nerale56Drorinconstruction57layouterror95Delayinaaard.contract9 7 S 912II166 2.08 4.663.8011613 IS6.68 3.86 3.063.88 8.608 017 172requested,counersatiuns/nerbalinstructions,telephonecallsetc..5.14Requestinfomnatiow/clurificatianIronarchitectand/orcousultaut(slASPI.7.2Issueaneontothepartyconcernedtoreqaestdraniugcopyiletion.4.10lttedewoindailyreportdatesofinformationrequested,connersatious/nerhalinstructions,telephonecallsetc..5.9leqeronearchitect/eugieeer/cnnsnltantcoordination.5.15Ittifyinter/projectmanagerregardingtheconflictinwriting.6.1Pursueaprojecttineeoteusinnforunreasonabledelaybeyondcontractor’scontrol.2.!Seekadditionaltradegemandallocatethentoactinity801172.2.3Upgradeuntrainedpersonneltotrainedpersonnel.2.4Discusswithsubtradnforopeunworhforceperfornaucn.2.9Hireworeeoperioncndworkerstoleadineoperieocedworkers.2.10Reassigniuexperiencedworkerstoactiwitiesediichdonotrequireeotensineskills.2.10Hireenperinncedworkersandsubstituteforineoperinocedworkers.2.1Seekadditionaltradesmenandallocatethentaactiuity007772.2.5Iflinewotinationisexhibitedkgspecificcrewekers,lugoffonprudoctineworkersandseekneweows.2.1Seekadditionaltradesmenandallocatethentoactinity019122.4.9Reallocatetwols/eqoipneutIronpreferablyabufferorwon-criticalactinitytoacriticalone.1.16Purchaseorrentbackupequiperut/tuols.4.21Allocatetinefurreworktocorrecterror.5.2Deployaqualitycontrolprogram.5.12ittifyowner/projectmanageraboutthepossibilityofdelayiftheactinityaffectedisacriticalone.5.16Issunspeedytoaffectedparties.5.17Ontnrninetheie,actnfceoistrnctiwoerrorontheproject;ifcritical,seekadditionaltrade/workersforrework.7.3Openadelayclaim.4.15Discussaithmsotifysuktrade(s)ofrequiredchengesinlagnat.5.14Requestinformation/clarificationfromarchitectand/orcousultant(s)ASPI.6.3Ifawardofthecontractisdolayed,askiftheownerwillpayforaccelerationnicethecontractisawarded.1.6 l.6 1.6 63506 6.6866 116661.6666 6.5 63 1.6666 1.0 1.6 6.5 11666 11600 l.8 1.68661. 1.6666 t.6 1.6 1.6AggregatedPrablewsflctieilyLeonCorrectineActionStrengthProblewthinkerito.Description6.1Pursoeaprojecttineentensinuforunreasonable6.2*311534IU) CPage3013delaybeyondcontractor’scontrol.6.3IIawardorthecontractisdelayed,ashifthe0.17371595onoerwillpayforaccelerationoncethecontractisawarded.2.1Seekadditionaltradro&nandallocatethemto0.1300411656actinity000Y2Z.5.11Hequestioformation/clarificationfromarchitect0.05013257and/arcuns,altaotts)AS’.4.10lttedownindailyreportdateoofinformation0.05103234requested,conoersations/nerhaliostrnctioos,telephenecallsetc..5.12Detilyowner/projectmanagerahanatthepossibility0.04791556ofdelayiftheactinityaffectedioacriticalone.7.3Openadelayclaim.0.047915564.15Discusswith/notifysuhtradets)ofreqoired0.034957changesinlayent.1.2Desecondarywnrkootheactioity.0.0312154.7lnaestigateuseofschedoledonertime.0.0342IS5.3Improvearchitect/engieeer/cnmsoltant0.027834coordination.7.2Issueameamotothepartyconcernedtorequest0.023332drawingcompletion.5.15Ittifyowner/projectmanagerregardingthe0.020034conflictinwriting.1.10Purchaseorrentbackupeqnipmeot/tools.0.0137564.21Allocatetimeforreiwnrhtocorrecterror.0.0t37565.2fa.ployaqualitycontrolprogram.0.0137565.16Issuespeedymematoaffectedparties.0.0)37565.17Determinetheimpactofconstruetionerroronthe0.013756project:ifcritical,seekadditionaltrade/onrkersforrework.2.4Discusswithsnhtradeforemanworhforce0.011644performance.2.9Hiremereeuperiencedworkerstolead0.0116IIinenperiencedworhers.2.3Upgradeuntrainedpersanoeltotrainedpersunnel.0.08’))442.11Hireeaperiencedworkersandsubstitutefar0.000144ineeperiencedworkers.4.9Deallocatetools/equipmentfranpreferablya0.0056kalferornon-criticalactioitytoacriticalone.4.5.2 VALIDATION FOR TRADE ANDPROJECT LEVEL ANALYSIS4.5.2.1 PROJECT DATA FOR TRADEAND PROJECT LEVEL ANALYSISSimilar to the daily site analysis atthe activity level, aproject was created from 20 January 1992to 14 February, 1992. The activity reportfortheproject is shown in Figure4.11; theWork EnvironmentData Report, Work Force Data Report,and Daily Site History Report are shown in Figures 4.12,4.13,and 4.14, respectively.132tTtC4)IISTIIIJCTION)‘IANACEMEFITLABRER’Ct)N10Filellsr4D:\RIy700\pR0J36\T1)lSelect’AllfrtinitiesSort’&tivit9CodeSampleteatprojecttorBenjamin’•theol,ActivityrelitlonehipreportoCriticalkttoitg•CstnerniogpredecessoroPanactioitgorsuccessorgonernodhgactioitgllrportDote71110003Reportlie&15:12:86RevisionIfl,nbcr8ProgressRate:IllTh92PaqeIor7(FtCWillPOOR.ROTATOPCSlotRI],1aAlT/tnt-00011SKIP[410II’S8881-10107lOt11111ft00110110,11001Highprec-lowpreci-Highteop-lowtaco-lhomiditgRindGrooMto-StorageonSitecoog-Internal-Coteroal-Lahoorio-£qnipro’nt1100100.l)TRA1101811,151PMipitatioopitatiooeratoreratoreoditinossiterstiooaccessaccesstcnsioeintensiveIH/A0/AWAH/A8.088888.888.808.888.888.888.881.888.088.801.888.811‘70H/AOH/A‘18H/A88/A‘10H/A88/A•SO8/A88/A‘68H/A80/A‘78H/A88/A•A88/A8H/A•98H/fl8H/A•IA88/A80/AOilerac-lnnnnalioeDesignch-Itighiosp-Contract-tootrolledleabIer-looming-Resigncotio•tgncttndsangesectinoprnvisionennirooaeoaucecurveottoçlenitg0000.01)1.881.881.1108.1181.888.1018.80PISCOIPTICII fttio.tqIPRI]ILtLSSARSotI.tOPEP1’St8IPTI101010100,ProjectStnrtTOOtPlOtRI],totCIT/lOtC.(COtRt’SC8IPTlOtt81II’S81‘818280&tioitg2w I.,)TOOtSlAtRI].titCAlT/lOt1I’S8081.0€FftHlPRAR.ROTA110011SKIPlolAI-18I8Slot[Otttl.AATgAIN.FLOATHighprer-lowpreci-highleap-tan.teqe-IlaniditgKind(‘cooedto-StorageonSitetong-Internal-Internal-labourin-tqnipeent1101011.1)18.01108111.1)100ipitatinnpitatiooeratureratorenditinossiteestionaccessaccesstensieeintensineoI8/A8/fl8/A8/A1.008,81)8.888.888.888.8111.888.881.881.088.088.801.8878/A8/AH/AH/A38H/AIH/AI8H/A3H/A588/ASWA688/A78/A708/A9H/A088/AII8/A98H/A13H/A10158/AIS8/A(CT(CIII((IC‘0101110A1lt’IlO (TIC‘018’00AhTITIlToIl’‘OPLVRIPTIBI ft’lieilq2RotteracInnovativeResignclv-Highinsp-Contract-ControlledtowbIer-learning-DesigntoheitgirtIn.dsangesectionprnnisionmnirowoaucecomeePPooçleoitg8.088.008.881.888.008.888.888.888.88POII1IIFSSORSOtT.COltRCSC8IPTIO8•018100Deti,itgI10805501$T8PCPIACRI].totOFT/lotOtt.(CR1RFSCOIPTIOIIIPS88H0.870188frtieitg31O13(CCISSOOSSIICCISSOHSlotANtIPOOP.POlOIqs’AlrllogOCT.EPiC1ICTIIPTICIITiltPlOtRI).lotCIT/lotOtT,COOtDISCRIPTINITYPEStOtRI].huitOIT,1.Ot1008SKIPlAIRíamph;1‘‘010/00(Clinil21[5888“010208ProjectFinish,8118I’S0IIIF10IASFigure4.11ActivityReportfortestingattradeandprojectlevelsPage2012LOCflEEFLOATTOTALFLOATHighprec-Lawpreci-Hightenp-Loutempo-IhiwiditgWindGrounden—StoragenoSitetong-Internal-Ceternal-Lahnnrin-Eqnipnont0001111.COTTAOAOIHTLCOTTAipitationpitatinneratureratnrenditinnssiteestinoaccessaccesstensineintensive100/A160/A0.00HOW1.000.000.000.000.001.001.001.000.001.000.0022N/A16N/A32N/Aii0/AI20/A120/A520/A100/A62li/Ag0/A72N/A60/A020/AIN/A920/A20/Aw1000/A0N/ADullerac—InnnnatineDesignch-Highinsp-Contract-ControlledLowtome-Learning-DesigntotinitymethodsangesectionprnnisinnennirnnwenoncetunenIlemqmlenitg0.000.001.000.001.001.001.000.000.00Onilerac-Ilnnnnatineloesigneh-IHighinsp—Ilontroct-ItontrnlledlLowtoler-ILoarning-benignco-II-. n_iaItinityImetNmdsIangnsIectinnprnnisieuIennirnnonnlanceItoneelIelmqleuitgI.p.I0.0010.0010.OOILOO0.OOIO.00I0.OOi&OOIo.00ILOCIDACP000.DATATYPESLOtDELLAGOFI/LAC0000SHIP010110-10100/ALACFREEFLOATTOTALFLOATHighprec-Lowpreci-Hightnt,-Lowtempo-Ihn.iditgWindGroundto-StorageonSitecnng-Internal-Eutornal-l.ahnnrin-EqnipmentOAAO11LCOTtAN3TI11LCOTtAipitatinnpitatinneratoreratureeditionssiteestinnaccessaccesstensionintensiveo1000/A0N/A0.000.000.000.000.000.000.000.000.000.000.000.000.00Wolferac—lnnnnatineDesignch-Highiasp-Contract—ControlledLowtuler-Learning-DesigncutinilymethodsangesectinnpronisinoenvirnmnoncecomeeFFemçleuitg0.000.000.000.000.000.000.000.000.00ACTIVITYPOEDYIESSOTSSt01ESSOOSLOCW0EPROD.DATACODEDESCRIPTIONACT.CODEDESCRIPTIONTYPEPLOtDELLAGOFT/bCALT.CODEDESC0IPTIA0TYPESLACDELLAGOFF/LAC0000SHIPDUOWGOOI0OProjectStartw010100Detinitg1NTIES001-I100/AICC1101FLOATTOTALFLOATHighproc-Lowpmeci-Hightom,-lowtnmqmo-IliuiditgWindGroundto—StorageonSitetong-Internal-External-baheurin-Equipmentl11Tfft1010000I011L10100ipitationpitatiuneraturerationeditionssiteestiuoaccessaccesstensineintensineI0/A0/AN/AN/A0.000.000.000.000.000.000.000.000.000.000.000.000.00ACTIVITYPIIIIIIIOSSOIISSOCCESSOOSCODEDESCRIPTIONALT.EOYCDESCRIPTI00TYPEPLOC1111LAGDOT/LOtALT.COALDESCOIPTI10InCC0200PrnjectFinish0.020100frtinitg)NT10150-10--FATATOTAL015ACTIVITIESREPCONTMFileUsed:p:\OEpZ08\pOUJ36\T[TfleportPeriad2OJf92to14F12leatherandSiteConditions.0Ihei-worhedDogUFflBCOtlDITlSITEKItIGtI’ll1131’Ce)(3101119COt19ItI01STOIINEOilSITEACGS10SITEPATE(a)Ib)Ic)Id)hod(F)(9)(6)c0111IfTSClearCIoudilainiSoonCleariClondRainiSnowHighilowPrecipSpeedPoorFainGoodPoorFainGoodPoor1FairGoodCCkph2Oitt9ZU015780UU2lJIT2U0135S20UU22itUJZHUII61238HUZ3J0112UU1301525UI21JPA12UU13I38UU27JlZPU122028UUZUJPAT2UU100010UU29JtJZUU15530UU3UIrdZHH187815U31JKZUK14S815UKO3FEU32UH165015UUU41t992UU10381HOSITU9Z0U1638UUUSFLUTZUU1540UUOIFCOUZUH1220UHIHFCHU2HU153820UUUI1FF132UUU1103930UUU12FEB92KU102018UKU13FEB92U15202011114FEB92UU17I015UUHUBCCONSTRUCTIONMANAGEMENTLABSampleteotprojectforBenjamin’ethelDAILYSITEWORKENVIRONMENTREPORTOeportlate:ZI113Deporthoe:15:39:82Progresslate:14113192Ilenisioolheer:0Figure4.12WorkEnvironmentDataReportfortestingattradeandprojectlevelsREPCONAMIi)TAAAD3)UlDeepSuper(4)(kA(I)(ml(ii)DATECodeTradeintendentASatSkillTurnoverAnerlitsCosientsPTIMAAll.AKI.DearsZAJcSDTZCA-AAAAlTradelASADAAZAJ(tiAZCAAKAAlTradelISAKA2235)92CITAAAlTradel1SNAAZ3Jctl92AlTradeII£AlAIA2435192C17ilA2735)92CIAAAAlTradel17AKA2AJctAA2CI-AAAAlTradeA17AAK29i5192G-AAAA-AltradelA7AAA3AJSI92IAIAradeAf171AAIAllJc.n2CIAAAAlTradelIIAAAAA3FED92CAAAAAATraAeAIIAAAAA4FA92CAAAANATradelAIAAAAASFA92C--AAAAAITradeAAAAAA%1tA92CAAAAAATradeIAAAAAA7FCA92CIAAAAlTradeAIAAAAA2Trade213AAAAAFCA92CAAAAAlTradelAAAAKA2AradeZA3VAAAeportDate:21(1)993DeportThe:15:39:39ProgressDat&A4FA92AenisionItisker:AUBCCONSTRUCTIONMANAGEMENTLABSampletestprojectforBenjamin’sthesisDAILYSITEWORKFORCEREPORTFileAced:D:\AEP2AA\PA0336\TESTDeportPeriod:2AJ1t192—AIFEA92AllAespnnsibilitgCodes.to) aflgure4.13WorkForceDataReportfortestingattradeandprojectlevels(UTRAPDIDIRespSuper-(j)1k)(I)(N)PATECodeTradeinteedentNSupSkillTurnonerNP/NHIPILKfIIJL(n)PuerTiNeIkoirsCuiNlents1I1EP9251PPPNITradel1PNPPNZTradeZISVPPI2ITPVZCIPPPPiTradelISNPPPZTradeZ3PPPP1315092C1PPOlTrudelI12PP1P2Trade2I6PPP14SEP93CIPP1PITradel1SNPPN2Trade216PPP—IUBCCONSTRUCTIONMANAGEMENTLABREPCONTOSampletestprojectforBenjamin’stheeIsDAILYSITEHISTORYREPORTCriticalCExtraReckOrderolAin-workedRagILetter1Ilnochedwled0Resin0BackchargeITeleptoneReportRate:22B1C93ReportTii&20:30:06ProgressDate14FEB92RevisionFtjnber0FileUsed:B:\BEp200\PRUJ36\TEBTReportPeriod20310192-14)11192UI)Projectfttivities.00SOIERULEB/FPRL1ACTUAL(DlBATEP00(1131tAll100)05LUSTBOOSLOSTLU)START[1111811P1)11START[1015)110300STATUSOCOPCOREBDW(RS0P000)331(COCIIPTIOIIACTION[STABJTOTALF_FM0113TOTALActi”ity:010190ActieityII2030313224310192S2030319220310192720310192S01(32)4.001.0001(31)3.002.0021310)92U0)(40)2.0022303092URI(II)2.0023310192URI(4(1(.0024303192 273030)2U20310)92F231,1031920611092529303)9204(11192S2930319253(310192001(41)2.002.0031303032U031119200411192F3071119213(1092505(1(9210111921005113192 0611192001(41)2.002.00011%)1.00071119201011192U01(41)2.000.3011111920 1211192001(41)0.4013113)92000(4(10.300.200115615.000.1011113192001(II)0.300.30)SURTUTALS19.6013.30lActlvity:010200Actlvity2131303)92101109272930309206110927293030925OR(41)3.001.00(46)10.000.5030303192001(41)2,000.403(303192001(4(13.000.30031119200411092 0511092006(1192F2111109219FEB92707FD19219FEB92907FEB92501(II)1.0010FEB92002(41)3.000.2011FEB92 12FEB92001141)2.0001(56)5.001311092U01141)2.000.4001(56)4.0014FEB92U(34)2.000.50Figure4.14DailySiteHistoryReportfortestingattradeandprojectlevelsISURTUTrtS16.081.78SCW.OULEP/FfdlLYACTUAl.RI)?PATEP800W?FAR?lOUTSLASTTAOSLOSTLotSTART1101501TOOSTART0101514lAIR1STATUSRESTCUTERI3ITI1AS1P800W?DESCRIPTIONACTIONFISTOOJTOTALF_ESTATJTOTALActivity:010200ActivityII!0H4flIIoo--ISOOTOTALSI36.484.90Actlvity:020100Actlvity$IllltR9Z1710892S87008921900892907FEB92S02(34)2.0008FEB92U(34)5.088.401100092A01141)3.000.401200892 13FEB92013412.080.401400892U(34)4.808.50)ns172.00119904.5.2.2 COMPUTEROUTPUT FOR TRADE ANDPROJECT LEVEL ANALYSISCalculations wereperformed at tradeand projectlevels using the “MAX-MIN”method. Figures4.15, 4.16, 4.17 are analyses performedat the trade level using “MAX-MIN”method with weightingcriteriaofeitherfrequencyofoccurrence, manhours lost, or timelost. Similarly, figures 4.18, 4.19, and4.20 illustrate the analysesperformed at the project levelusing “MAX-MIN” method with weightingcriteria ofeither frequencyofoccurrence, manhours lost, ortime lost.4.5.2.3 MANUAL COMPUTATIONAT TRADE ANDPROJECT LEVELThe manual calculations forthe trade and project level analysisare presented in Appendix C andD respectively. Themanual computations verifiedthe analysis process completedby the computer. Thethree separate calculations foraggregating corrective actionsusing different weightingcriteria are alsoshown for each calculation.4.6 CASE STUDY EXAMPLEAfter verifying the computationalaccuracy ofthe system usingthe previous test projects,datasomewhat similarto that found in the case studydescribed in chapter 2 was generatedin order to morefully explore the prototype. Dailysite data for the period of7th February, 1994 to 4th March,1994were generated. AppendixE includes all the supportiveinformation for this case studysuch as activitylogicreport, listingofactivity attributes,projectschedule inbarchartformat, historyreport, projectdailysitedata, workforcereport,site condition report,etc.. Table4.1 summarizes thedata interpretation runsconducted and their reportsare included in AppendixF.140URICii)NSTI0UCTIONMANAGEMENTLADREPCONT0SampleSewSprojectforBenjamIn’.Shoal.Page1012DAILYSITETRADEANALYSISREPORTtileusedR\RlYlRO\PROJ36\TESTReportRate:7201193ReportTine19:18:57Reoisioohawker:aProgressRate1111192toteRiodowfrom783101112to1111197Detloidosed001-010kiglatiogcondition:frequencyofoccoereoceTradeRITradeITotalrooterofdayslost:1878Totaltoimberofoaoloairslost:56.80ProblemSoorceRispeesioototaltotal7.totaltotaltotalTradel.eoelCoreectimeRetioeStrengthho.Rescriptionlr.deotagslostdayslostekeslostekeslostoctoroccurho.Deocriptioo32traaiogerrors8.2101000S1.8074.8041Itocorrectinoactioo—lickofsapportiogenideoce31Cooflictingofoematioo8.488080142.5095.00I22.1Adoptaworestringentqoalitgcootrolprogramforthistrade.2.2Riscosswithwhtradeitsooerallperformance.0.48002.4Preparedelayclaim.0.l2.6Imprononahtradecoordination.0.48002.7Iwprooeaechitect/eogiwoer/prnjectmanager0.4880coordination.2.0Openeotraworkordersinceproblemoriginated0.4080iiitharchitecteoioeer.IIlnoiifficieolmanpower7714.1039601?1.1si9nworewontotheproject.0.01.3Replacecrewwithaworeeoperieocedone.0.48802-2Discusswithonhtradeitsowerallperformance.0.39002.3Requiremewsiaktrmde.0.48002.4Preparedelayclaim.0.4000IIleawotieation/,awale0.28888430.581918.8041lbcorrectinoactioo-lackofnappartingewideoce‘3,Errorinrooslractioo0181160010.182715.0016II.)Replacecrowwithaworeeopeeieecedone.1.4Inoestigatealternatestartofworkdayforcrew.0.5800ISSeekadditionalonelnroforreoneii.0.49002.1Adoptaworeotriogootqoalitgcontrolprogramfor0.7800tkiotrade.2.2Discusswithoakteadeitsonerallperfoemasce.0.40002.5Placespecialatteotiononactioitiosfor0.Slocalizedproklemonorco.IljgrryaledfroklrmsTrade[eoelCorrectioeIttionlStreogtkProblemltimker01,.DescriptionI.]Ileplarecrewoithaworeeoperieoredone.0.19394156?APreparedelayclaim.0.18783441IIAssignrorementotIeproject.0.1888II2.3&qiiirenewsoktrade0.1980412.Discussauthsoktradeitsnoerallperformaoce.0.155731415621Adoptaworestringentqoalitycontrolprogramfor0.03433456Figure4.15AnalysisatTradeLevelforexampleusingFrequencyofOccurrence1%)thistrade.1.1Investigatealternatestartofworkdayforcrew.2.5Placespecialatteotiononactivitiesforlocalizedproblemsource.1.5Seekadditionalworkmentarrework.2.6Improvesuktradecoordination.2.7Improvearchitect/engineer/projectmanagercoordination.2.0Opeoentraworkordersinceproblemoriginatedoitkarchitect/engineer.Trade:02trade2Totalnumberofdayslnvt1.70Totalenimberatnaniniursloot:16.060.0163 0.6163 6.0136 0.0671 6.0071 0.06715& Sb 56 34 34 34Page20f2ProblemSauteDispersion2totaltotal2totaltotal7.totalTradeItnelCorrectionDetionStrengthIt,.Descriptionlodendayslostdayslostwitslostwitslostoccurnccnrlhi.llescriptioo34Conflictinginformationt.600761.360113.0011042.1Moptawornstringentqnalitgcootrolprogramfor0.5066thintrade.2.2Dincosswithoobtradeitsaural)perlnemance.0.50602.4Preparedelayclaim.1.02.6Impromewhtradecoordination.6.70602.7lqronearchitect/engineer/projectmanager1.6060coordination.2.0Openeotraworkordersiocoproblemoriginated1.0000witharchitect/engineor.IIInsufficientmanpower1.066600240.40193.062011.1signmaremantotheproject.1.00061.3eplacecrewwithamareenperieecedone.0.56602.3Deqoirenewonhtrade.1.06602.4Preparedelanjclaim.0.5066AggregatedProblems2.4Preparedelayclaim.2.7Improvearchitect/engineer/projectmanagercoordinatino.2.6Apeoentraworkordersinceproblemoriginatedwitharchitect/engineer.2.6Improvesobtradecoordination.2.1optamarestringentqualitycontrolprogramforthistrade.2.2Oiscosswithsahtradeitsoverallperformance.1.1Rssignworewontotheproject.2.3kqairenewoobtrade.1.3Oeplacecrewwithaworeenperiencedone.3441 34 34 34 34 34 41 4’ IITradeleoelCorrectivektiooStrengthPrahlemllosherWI.Description0.2035 0.1702 0.1702 0.1191 0.0651 0.0051 0.0667 0.0667 0.6333UBCCONSTRUCTIONMANAGEMENTLABREPCONTSSampleteatprojectforBenjamIn’.thn.l.PageIII2DAILYSITETRADEANALYSISREPORTrileused:D:\DEP280\PD0J36\TlTReportDate:22D1t93ReportTire:19:51:59OevisiooWr8ProgressDate:14111192DateAiodoa:from20Jf192tollfED92Retiedosed:mae-edoReightiogceoditionpanleor_lostTrade:81Trade1iota)neaterofdayslost:10.20Totaleonterofeanleorslost:56.80ProblemSoorceDispersioo2totaltotal7.totaltotal2totalTradeLeoelCarrectineDetinoStreogtkRe.DescriptionlodeodayslostdayslostaIrslestaIrslostoccoroccorRe.llewriptioo32Draaiogerrors8.2DB51.0074.8041Recorrectiveaction—lackofoipportiogevidence14Cooflictinyinformation0.480142.5895.00022.tAdoptamarestriogeotqoalitymetro)programfor0.2tkiotrade.2.2Discossmitkeiktradeitsoverallperformance.0.40002.4Preparedelayclaim.0.40662.6lqronenihtradecoordioatioo.0.40062.7liqirovearckitect/eogioeer/projectmaoager0.4000coordioatioe.2.0Opennotraimrkordersinceprnklemoriginated0.lcitharckitect/eagineer.IIlesafficientnaopnaerl.8007?14.103922.0060I?1.1igomaremantatIeproject.0.40001.3Replacecremmithamareeoperiencedone.0.40802.2Oiscnssaitheihtradeitsoverallperformance.0.30002.3Requiremannibtrade.0.l2.4Preparedelayclaim.0.400016Leamatieatinn/marale0.20000830.501010.0041Recnrrectineaction-lackofsupportingevidenceStErrorincenstruction8.48880018.182?15.8016I1.3Replacecraawithamareeeperiencedone.8.40801.1lonestigatealternatestartofmarkdayforcren.0.S1.5SeekadditinealmarIneforreaork.0.40002.1Adoptamarestringentqualitycontrolprogramfor0.21818tkistrade.2.2Disunssmitho,ktradeitsoverallperformance.0.46002.5Placespecialattentionomactinitiesfor0.5886loealizedprakiemsoorce.AygreyatedPrntlemsTradeLevelCorrectiveActionStrengthProblemReekerRe.Description1.3Replacecremaittamareenperiencedone.0.170?11562.4Preparedelayclaim.0.1519344t2.2Discusswithsnttradeitsoverallperformance.0.14613441561.1Designmaremantotheproject.0.1412II2.3Acqaireoemsnbtrade.0.1112112.1Adoptamarestringentqualitycontrolprogramfor8.11353456Figure4.16AnalysisatTradeLevelExampleusingManhoursLostPage2012thistrade.1.1Investigatealternatestartofworkdayforera..2.5Placespecialattentionnoactinitiesforlocalizedprohlensource.1.5Seekadditionalwnrln.enforrework.2.6Improvesohtradecaordinatinw.2.?lmproeearchitect/engineer/projectmanagercoordination.2.8Openentraworkordersinceprohieworiginatedwitharchitect/engineer.Trade:02Trade2TotalrankerofdaysIost1.28Totaloankrrofwanlarorslost:16.80AggregatedProhiens8.8369 8.8369 8.82% 8.8187 8.810? 8.818756 56 56 34 31 31PrnhlewSourceDispersion2totaltotal2totaltotal7.totalTradehanoICarroctineDelia..Strengthft.DescriptionlndendaysInstdayslostwitslastairslastaccaroccurft.Description34Conflictinginforaatiwn1.088761.388113.888842.1Adoptamarestringentqaalitgcentralprogramfor8.5088thistrade.2.2Discusswitha.ibtradeitsenerallperformance.8.58802.4Preparedelayclaim.1.88882.6Impranenohtradecoordination.8.78882.7Impronearchitect/engineer/projectmanager1.8coardinatian.2.8Opeaextraworkordersinceproblemoriginated1.witharchitect/engineer.41Insofficientmanpower1.8248.48193.887811.)Assignmareiantofirproject.1.3lteplacecrewwithamareeaperiencedone.8.58082.3Deqoirenewnahtrade.1.88882.1Preparedelayclaim.8.58802.1Preparedelayclaim.2.?Iwprneearchitect/engineer/projectmanagercoordination.2.8Openeatraworkordersinceprahlennriginatedaitharchitect/engineer.2.6Twpronesehtradecenrdinatina.2.1Adeptaworestringentqualitycoatrelprogramforthistrade.2.2Discossaithsnhtradeitsonerallperformance.1.1Assignworeiantotheproject.2.3Asqeirenewsnhtrade.1.3Replacecrewwithaworeenperiencedone.8.2841 8.1729 8.172g 8.1218 8.8864 8.8064 8.8625 8.8625 8.8312344134 34 34 31 34 41 41 IITradeLareelCorrectionDetionIStrengthPrnhlenIknd.erft.DescriptineUBCCONSTRUCTIONMANAGEMENTLABREPCONTOfileUsedD:\R[P209\p10j36\TISrSampletestprojectforBenjamin’.thesisDAILYSITETRADEANALYSISREPORTReportRate:72Df113ReportThe:19:54:20OcoisiuwRewker:aPropessRate:1411192PageIOf2DateUindoo:Fros28.19892to1411192Retlndused:sax-alelkightiegcusditioetue_lostTrad&81Trade1Totaleusherofdayslest18.28Totaleusherofaaoheurslost:56.00ProblesSourceDispersieu7totaltotal7totaltotal7totalTradeLevelCarrectiseRetiowStrespthIt.DescriptiouIedeodayslestdayslestideslostsirslostoccuroccurRe.Descriptioo32Drawiugerrors0.288060S1.0074.0041lbcorrectieeactiou-lackofoippurtiuyeoideoce34CenflictiegiuIorsatiue0.480000142.5095.00822.1Adoptawerestriugeutqualityceutralprograsfur0.2900thistrade.2.2Discusswithoditradeitsowerallperlurwauce.0.48002.4Preparedelayclaiw.0.42.6lwprouesuhtradecuerdiuatiow.0.40002.7lspruuearchitect/eugieeer/projectwauager0.4800coordioatiuu.2.9Openeutraiwirkordersiuceprubleaunigisated&4witharchitect/eugiweer.41Iusefficieutsaupower1.0000607714.103922.00681?1.1Resiguweretototheproject.1.3Replacecrewaithawereeuperieucedeec.0.40002.2Discusswithsuhtradeitsoeerallpertorsauce.0110002.3qairewe.njhtrade.0.40002.4Preparedelaydais.0.480046Lawweti,atiuu)weralr0.28000030.501010.0041lbcurrectiseactiuw-lackuPouppertiugeuidewee56Erroriecaustructiae0.498000I0.102715.0016I1.3Replacecrewwithawereeoperieuceduse.0.40001.1lusestigatealteruatestartofworkdayforcrew.0.51.5Seekadditinualworkueufurresurh.0.40002.1Adoptawerestriugeutqualitycoutrolprugrasfor0.2900thistrade.2.2Discusswithsuhtradeitsooerallperfursauce.0.40002.5PlacespecialattewtioeweactisitiesFor0.Slocalizedpruhlnwuworce.AggregatedPreblessTradeCruelCurrrctiueActiusStreugthPrahleuItawlierlb.tescriptiou2,4Preparedelaydais.8.2834411.3Orplacecreauithaworeeuperieuceduse.0.192741561.1Assigusurewestothepraject.0.1923412.3Acquireceosahtrade.0.1923412.2Discussaithsohtradeitsouerallpertorwasce.9.15603441562.1AdoptawerestrisgeutqualitycoutrolprugrasFor0.02773456LI’Figure4.17AnalysisatTradeLevelforExampleusingTimeLostthistrade.2.6Improvesnhtradecoordination.2.7Improvearchitect/engineer/projectmanagercoordination.2.0Openextraworkordersinceproblemoriginatedwitharchitect/engineer.1.4InvestigatealternatestartofworkdagForcrew.2.5Placespecialattentisonoactivitiestsrlocalizedproblemsource.1.5SeekadditionalworhoonForrework.Trade:02Trade2Totalsomberofda9slost:0.70Totalnomberofmanbn,rslost:tk.08AggregotedProblems8.8114340.01t4348.8t14348.088556 0.0885Sb8.888156PateZIP2ProklewSourceDispersion7totaltotal7totaltotal7totalTradeLendcorrectineActionStrengthtt.DescriptionIndeodaqslostda9slostmirslost*5lostoccurnccorIt.Doscriptioo34Conflictinginformation1.080888761.388113.608042.1Adoptwworestringeotqowlitgcontrolprogramfor0.5088thistrade.2.2Discnsswithwktrwdeitsnnerwllperforownce.0.50002.4Preparedelwgclaim.I.02.6Iqrnnewktrwdecoordination.0.76002.7Iqronearckitoot/eogiocer/projectmanager1.0800coordination.2.0Opeoentroworkordersinceproblemnrigioote41.0800withwrchitect/eogineer.IIInnefficientmanpower1.088880240.48093.602011.1designworewoototheproject.1.00081.3lleplacecrewwithoworeenperiencedone.0.S2.3Acquirenewonhtrade.2.4Preparedelwgclaim.0.52.4Preparedeluqclaim.2.7Improvearchitect/engineer/projectmanagercoordination.2.8Openestraworkordersinceprokleneoriginatedwitharchitect/eogineer.2.6Ioprsnesihtrwdecoordination.2.1AdoptaworestringentqoalitgcontrolprogramForthistrade.2.2tiscssswithwktradeitssnerallperformance.1.1designworewontotheproject.2.3Acquirewowsnhtrade.1.3ReplacecrewwithaworeenperieocedPoe.0,2019 0.1627 8.1627 8.1139 0.0814 0.8014 8.8184 8.0184 8.8392344134 34 34 34 34 II It IITradet.enelCorrectiveActionlStrengthProblemlh*erIt.DescriptiooUBCCONSTRUCTIONMANAGEMENTLABREPCONTSSampleteetprojectforBenjamin’.theslePage1oriDAILYSITEPROJECTANALYSISREPORTtileUsed:R\U1Y200\PROJ36\TITReportDate:220F393ReportTi:20:00:22RenisionReeker0oessRate:14Fl92PatePiodoutrue20Jul92tollFl3I9ZRetiedused:mao-,,jnUsightingcondition:trequencgatoccurrenceTotalvinierofdagslost:19.90Totalmemberofimanleurslost:72.00Prokle,mSourceDispcrsisuZtotaltotal2totaltotal2totalProjectLevelCorrectivetiooStrengthRa.I)escriptionIndexdagslostdagslosteli’slostdi’slostoccuroccorRe.Rascription32Prawiogerrors0.16666751.0064.003IRecorrectionaction-lackofsopportinevidence34Conflictinginfornation0.500000193.802518.00206Recorrectionaction-lackofoupportiogeoidenco41Insufficient..anponer1.6006007314.503525.6060181.1Hireonreworkersforalltrades.0.5800IiCocoslabomwrcesoncriticalactinities.6.l2.3Retifgwooerofeoistiogsiteconditions.0.50602.5Fleoisetheprojectfinishdate.lblowehoationmnarale0.16666730.501110.003IRecorrectionaction-lackofsupportingevidence56Freerioconstruction0.33333310.102115.0013IHocorrectiveaction—lackofsupportingeoidencegregatedProkiensProjectFeudCorrectivePctioo1*,.Ilescription1.1hireworeourkersfuralltrades.0.4706II2.3Retifyoaoerofeoistingsiteconditious.0.2617411.3Focuslabourresourcesnocriticalactivities.8.2118It2.5Renisetheprojectfinishdate.0.6529Ii1StrengtPrebleoitimberIFigure4.18AnalysisatProjectLevelforExampleusingFrequencyofOccurrenceURSaCONSTfttTCTIONMANAGEMENTLABREPCONT5SampleteitprojectforBenjamIn’.LIneal.PagelOtDAILYSITEPROJECTANALYSISREPORTfileOsedl’\0IP7tm\flIOJJ,\T1TReportDate:7201193ReportTiw78:01:22Revisionlbnher:0ProgressDate:1411192Patediodon[roe703(01)2to1111897Rettosiusednunviodei9ldiogcooditioo.aotoiorlostTotalnnp,hrrofdaslost:1998Totalrno,hervioanto,orslost:72.00frohiroSourceDispersino2totaltotal7totaltotal2totalProjectjoelforenctinoRetionStrengthit,liesrriptioo1Mevdayslostdayslostdrslostairslostoccuroccurlb.Description.p.12Provingerrors0.11,666751.8861.803Ilbcorrectionaction-lackofoopportiogeoideoce00TI(onflictioyinior.atioo0.580000193.0818.00206lbcorrectionaction-lackofsspportiognoideoceIItoq,ti,cieotnaopiwerI.887314.5835.8060181.1Hireenorkoesfoealltrades.0.5080I.]focuslakesresonecesoncriticalactivities.0OO002.3tbtifgnooseofenistiogsiteconditions.0.50002.5Revivetheprojectiioishdate.0.100011,leo,onitooatioo/’e’rale0.16666730.50II10103Ilbcorrectionaction-lackofnoopportiogooiderce56Errorjoroostroctioo0.333333I0.102115.80134lbcorrectionaction—lackofuopportiognnideoc.n(qgeeqatedfrohlenosProjectlevelCorrectioeRetinoStrengthProhlenIbodier1¾..PeriptiooIIlireonceaorkrrsforalltrades.0.5968II7,3tblolyneverofeoistiogsitecooditioos.0.2016III3[anuslahoorresnoircesoncriticalactinitios.0.1613II25Rinsetinproject(isis6date.0.0103IIFigure4.19AnalysisatProjectLevelforExampleusingManhoursLostUSCCONSTRUCTIONMANAGEMENTLABREPCONThSampleteatprojectforBenjamin’.SheilaPage1OfDAILYSITEPROJECTANALYSISREPORTFileReed:D:\Rl3’280\PROJ*\TRTReportDate:221t1E93ReportTiwe20:o2:36Revisionthoibor0ProgressRat&tlflE92DateVindna’frco’28i1t192tol4flE92Rethedosed:man-adoReightingcondition:tine_lostTotaloonherofda’slost:19.90Totaleomherof,maolnorslest:72.08PrnhleeSeorceDispersion7totaltotal7totaltotal2totalProjectLenelCorrectineRetinaStrengthRe.DescriptionlodendogslostdogslestaIrsInstedrslestoccuroccurRe.Rescriptioa32Rraaingerrors0.166567S1.0854.0031Recorrectineaction-lackofwppnrtioenideece34Conflictinginformatioo0.500000193.882518.08286Itcorrectineaction-lackofsnpportiogeoideeco41lneofficionteanponer1.8800887314.50356.0068181.1Hireworenerknesforalltrades.0.50001.3focuslabourresmirceooncriticalactiolties.0.02.3Retifgmawrofeniotiegsiteconditions.0.58002.5Denisetheprojectfieishdate.0.1000lSlm,wtinatinn/nerale0.16666?30.501410.883IRecorrectineactieo-lachofnipportingenideoceenideoceDggregatedProhiensProjectLenelCorrectineRetionStrengthProhlonItrnberRe.Description1.1Hireneroworkersforalltrades.0.4206412.3Retifgownerofeeistiogsiteconditions.0.209?411.3focuslahoorresourcesoncriticalactioities.8,2318412.5DenisetIeprojectFinishdate.0.057941Figure4.20AnalysisatProjectLevelforExampleusingTimeLostTable 4.1 Interpretations of CaseStudy Example which are included in AppendixFFull time frame (07FEB94 -Partial time frame (07FEB94 -04MAR94) 18FEB94)Freq. Time MHrsFreq. Time MHrsLost Lost LostLostActivity /wxcompleted activitiesActivity w/ocompleted activitiesTrade Level XX X X XXProject LevelX X XFrom the results ofthe interpretation,several conclusions were drawn:•The project sustained the majorityof its manhours lost fromproblem source “Too muchprecipitation”, although it was nota wide spread problem at the site and onlyaffected about 18%ofthe activities (treating eachlocation of each activity asa separate activity) (See Figure 4.21).•Problem source “Insufficient manpower”was one of the more frequently appearingproblems(Figure 4.21). It resulted in15.58 days lost and appeared in halfof the activities at differentlocations (DI = 0.5); however,it was not a large contributor to manhourslost (only 6 Out of265.5 manhours lost). Overall,this problem source was a project problemthat managementneeded to focus upon sinceit was not a localized problem(as compared to problem source“Insufficient / Incomplete Drawing”which had a DI of0.107).150UBCCONSTRUCTIONMANAGEMENTLABREPCONThUt 0-BENJAMINYUE-EXTENDEDEXAMPLEPROJECTPageIOfIDAILYSITEPROJECTANALYSISREPORTfileUsed:k:\01y200\Pll0329\OBIYIRIReportlate:22R1t93ReportTime:21:13:00ReoioioolIa,ther:IProgrossDate04W194PateUiodoo:from0711094toOllkll9lIttloolosed:oaomioReigktiogcondition:freqoeocgofoccorreoceTotoloonkerofdogslost:44.23Totaloomberofoao[oorolos’1:265.50ProblemSoorceRe.RescriptiooIIToomockprecipitotiso31Iosuff./locoopl.Rraoiog32Rraoingerrors31fooflictiogioformatioo41losofficieotmacpowerIItaoshillleoel46laomotioatioolmarole52Remark(Uorlouaosbip)5kErroriocoostroction57l.agooterror72Poorgroondconditions95Relaginaoard.contractAggregatedProblemsProjecttendCorrectioeActionRe.Rescriptioo2.3Retifgminerofexistingsiteconditions.0.6849411.1liremareoortersforalltrades.0.1972412.5Reoisetheprojectfioiskdate.0.l54RIII.)focoslakoorresoorcesoncriticalactioitieo.0.0440II(Streeotk129331.1 1.3 2.3 2.50.17057162.75020.0011120.07112910.50512.00330.03531421.0000.00110.17057152.401611.5014160.170571135.7526.00090.03571420.7500.00330.03571473.0000.0045Rispersieo2totaltotal2totaltotal2totalProjectLaoelCoerectioektiooItdogslostdogslootEu-slostudislostoccuwoccorRe.Description0.170571IS6.7540127.001315Recorrectinoactioo-lackofsupportingeoideoce0.107143S2.25617.0056Recorrectioeactioo—lackofsupportingeoideoce0.07142931.25410.0022Recirrectioeaction—lackofoeppmtiogenidence0.10714352.251026.0067Recorrectioeactiom-lackofsupportingeniderce0.S003515.5026.00Hiremareworkersforalltrades.fontslakuourresourcesoocriticalactinities.Retifgminerofeoistingsitecooditioos.Denisetieprojectfioiskdate.Recorrectioeidiom-lackofsupportiogenideoceRecorrectioeaction-lackofsupportingenideoceRecerrectineaction-lockofsupportingenidenceRecorrectioeactioo-lockofsupportingeoideoceRecorrectioeactioo—lackofsupportingenideoceRecorrectinoaction-lockofsupportingenideou-eRecorrectiooactioo-lackofsupportingeoidence0.0564 0.2000 0.0564 0.700015treogtkjProkfto.rIFigure4.21AnalysisatprojectlevelforCaseStudyusingFrequencyofOccurrence•The system successfully combined the corrective actions accordingto the different weightingcriteria. The aggregate corrective action routine worked as expected, though fewcorrectiveactions were eliminated (which confirmed our observations in chapter 3). For example,Figure 4.22 illustrates the activity analysis of “Hard Landscaping” for the analysistime frameof07FEB94 to 04MAR94. Out of a total of 36 corrective actions, only two correctiveactions(9.1 and 1.3) were eliminated during the aggregation process. Ifthe compatibility coefficientsare accurate, this resultpoints to theneed for additional input from theuser dealing with relativeeffectiveness ofdifferent corrective actions.• Using the same example in Figure 4.22, it is clearthat some ofthe rules used in the thesis needreview and refinement. For example, problem source “Errorin Construction” suggestedcorrective action 7.3 (Open a delay claim) with strengthof0.5 which is not appropriate for thesituation. Nevertheless, after aggregating correctiveactions, thiscorrective action receivedalowpriority in the suggested list of correctiveactions.•Ifno information is recorded fortheuserselected criteria, e.g. no manhours lost for atradewhentheuser selected manhours lost as his criterion, then the aggregationroutine for thetrade/projectis skipped and a message “No time_lost/manhours lostfor all problems ofthe trade” is printedout.•Only one problem source, “undermanning”, was treatedat the project level; thus, the analysisfor all other recorded problem sources reported “Nocorrective action - lack of supportingevidence”.• Only a limited number of problemsources are treated at the trade level--”Conflictinginformation”, “Insufficient manpower”,and “Construction Error”. However, other untreatedproblem sources still take part in the corrective actionaggregation routine by assigningacorrective action of “DO NOTHING - LACKOF EVIDENCE” to them.152UBCCONSTRUCTIONMANAGEMENTLABFLEPCONEBBENJAMINYUE-EXTENDEDEXAMPLEPROJECTPageIOf3DAILYSITEACTIVITYANALYSISREPORTFileUsedP:\HEPZOS\PI1OJ29\0l)WUUDeportPate23DEC93DeportTine:10:52:24RevisiontImber:0ProgressDate:0408094PateUindvuFrom07FEB94to04100194Dethednnedmax-ojohoightingconditinnfrequencyofoccurrenceExcludecompletedactivitiestivity:500388F/D/P/C/S110111laIDSCDd1tObc:SITETraderesponsible:aODStartdate:09FEB94Projected(10tual)finishdate:08100191Totalduration:20daysRemainingduration:2days,102Freefloat67daysTotalfloat:67daystotalfloat/remainingduration:33.50ButinityAttributesDegreeoffplicabilityIHighprecipitation:1.003Hightemperature:0.601teatemperature:1.007Crxxndcooditions:1.00OStoragenosite:1.009Sitecongestion:1.08IIExternalaccess:1.0012tebourintensine:0.0014Bufferactivity:0.5016Designchanges:1.00lBContractprovision:0.5021l.earningcurveeffects:0.2022Designcomplexity:1.00Totalnumberofdogslost:9.55Totalnxmberofmanhourslost:00.00-ProblemSoorcetotaltotal2totaltotal2totalActinityl.eoelEarrectineActiouStrengthIi.Descriptiondayslostdogslostmli’slostmli’slostoccuroccur08.Description11Toonechprecipitation161.501917.0014I1.1Provideaprotectedeooirooneotorshelter.0.40001.2Postponetheactioitytoatinewiodowwithbetter1.0000anticipatedweatherconditions.3.2Ubereappropriate,useextrasopportorshoringto1.0000alleoiatepoorgroundconditions.4.3Increasetheremainingdurationontheactinity.1.00006.1Pursueaprojecttineextensionforunreasonable0.5000delaybeyondcontractor’scontrol.9.1Donothing.0.500031losoIf/Incompl.Drawing00.7507.001034.1Postponetheactinity.1.08004.2Dxsecondaryworkoutheactioity.0.2000Figure4.22ActivityAnalysisReportforActivity“HardLandscaping”inCaseStudyPage20f34.3Increasetheremainingdaratioonotheactivity.SiInprovearchitect/enqineer/cenioultantcoerdioatioo.7.2Issuea.rctothepartyconcernedtoreqoestdraningcoqletion.32Praoioyerrors354.00312.6ienworkersareidle,remotevanpioiertootheractivitiestopreventseveremaopouerloss.4.18Notedownindailyreportdatesofinformationrequested,coenersations/verhaliztroctinns,telepheiccallsetc..5.14Begoestiofov’motion/clorificotioofromarchitect1.0600and/orcooseltanttslAS.34Conflictinginformation101.753026.001752.6lbnworkersoreidle,reroutemanpnvertoother8.0000actinitiestopreoentseveremanpowerloss.4.2Dosecondaryworkontheactioity.0.00001.12Ithuitortheactivityclosely.1.00005.9Improvearchitect/enyineer/coosoltant1.0000coordination.5.10Contactrelenantpartiesforcorroctiovand/or1.0000information.41lesofficientvanpoaer292.7500.001754.3Increasetheremainingdorationontheactinity.0.000046leavetiaatioo/vorale50.5090.00721.3Trytoimproneworkingconditions.0.30002.2Reallocatemanpowerfran.preferablyahefferorO.5non-criticalactivity(TXSSTTItoactivity0)19972.2.5Iflawwotinationiseohihitedbyspecificcrew0.7000venhers,layoffonprodoetiveworkersandseekoemones.2.6I0ieoanrkersareidle,reroutemanpowertoother0.5000actinitiestopreventseveremanpowerloss.4.1Postpovetlcactivity.0.5000StErrorincoostroctino111.052320.002802.2Oeallocatemanpowerfrompreferablyabmfferor0.0000won—criticalactivity(OOSSTTItoactivity0)11972.4.3Increasetheremainingdarationnotheactivity.0.50004.21Allocatetiweforreworktocorrecterror.5.10Contactrelevantpartiesforcvrrectiwoand/or1.0000information.5.12Notifyowoer/projectmanageraboutthepossibility0.5600ofdelayittheactivityaffectedisacriticalvile.5.16Issuespeedy.rctvaffectedparties.0.50005.17Determinetheimpactofcowotroctionerrorovthe0.5000project:ifcritical,seekadditionaltrade/workersforreverb.7.3Openadelayclaim.57layouterror101.0076.00314.14Correctconstructionerroratsiteimmediatelyifpossible.4.05Discussmith/wotifysoktrade(slofreqoiredchangesinlayout.5.14Reqoestinformation/clarificationfromarchitect1.0000and/orcoveultantle)ASO?.AggregatedProblensActivitylendCorrectiveActionStrengthProblemthinkerlbs.Description4.]Increasetherevainivydurationontheactinity.0.2500113111S65.10Contactrelenantpartiesforcnrrectiaoand/or0.09163456inforvatinn.2.2Deallocatemanpowerfrompreferablyakofferor0.057146S6Page3Of3non-criticalactivity(ttSSTT)toactivityXXVY?2.2.klihenworkersareidle,reroutewanponertoother0.0553323446activitiestopreventseveremanpowerloss.5.9Inprovearchitect/engineer/consultant0.85153131coordination.4.21AllocatetilEforreunrhtocorrecterror.0.0433564.1Postponetheactioity.0.041831164.12llvnitertkeactivityclosely.0.0375341.2Dosecondarywarkootheactinity.0.035k31344.18thvtedownindailyreportdatesofinforoation0.035132re’piested,conoersatiees/nerhalinstructions,telephenecallsetc..1.2PostponetheactivitytoatilEwindowwithhetter0.031311anticipatedweatherconditions.3.2lMwreappropriate,assentrasupportersheringto0.031311alleniatepouryrnonilconditions.7.2Issueamewetothepartyconcernedtorequest0.828031drawingcnwpletion.5.12Ittifyowner/projectwanayeraheutthepussihility8.027056ofdelayiftheactivityaffectediswcriticalone.5.16IssuespeedyinInaffectedparties.0.02705.17lleterwinethepactofconstructionerroronthe0.0270project:ifcritical,seekwdditionaltrade/workersforrework.7.3Openadelayclaim.0.02705k5.11leynestinformation/clarificationfrowarchitect0.02483257and/orconsoltantlsl$f.çjy2.5Iflowwvtinationisenhihitedhyspecificcrew0.019346tagwev’kcrs,layoffnoprodnctioewoekersandseeknewnoes.6.1Parsonaprojecttimeeotensiooforanreasnoahle8.8157Ildelayheynodcontractor’scontrol.4.15Piscosswith/notifysnhtradelslofrequired0.013357ckanyesinlayout.1.1Provideaprotectedeooirecmeotorskelter.0.0125Il1.14Correctconstructionerroratsiteimediatelyif0.00805?possiklr.•Different weighting conditionsused in the analysis did effectively result in different aggregatedcorrective actions and corrective actionrankings.An example can be observed by comparing theprojectanalysis reports for DateWindow07FEB94to 04MAR94 using weightingcriteriaoftimelost and manhours lost (see Figure 4.23 and Figure4.24). When the analysis used time lost asthe weighting criteria, with a large percentage ofthe timeloss coming from the problem source“undermanning”, the corrective actions fromthe problem source were retained. On theotherhand, when the analysis utilized manhourslost as its weighting criteria, due to the smallcontributionoftheundermanningproblem sourceto manhours lost (only6outof265.5 manhourslost were from undermanning), the correctiveactions for undermanning were effectivelyeliminated using the correctiveaction aggregation routine.•More problem sources need to betreated at the project and trade levels. The idealsituationwould be to have the same setof problem sources treated at all three analysis levels.It wasobserved that corrective actionsfrom trade and project level analyses goteliminated due to thislack of treatment. A goodexample is displayed in the trade analysisfor the drywallsubcontractor (Trade09) in Figure 4.25 accompanied by the calculations in Figure4.26. Sincemany problem sources underthistradewere nottreated, the result led to thesuggested correctiveaction of “DO NOTHING - LACKOF EVIDENCE”. As verified fromthe manual calculation,the analysis procedure is correct and isa result ofthe small number ofproblemsources treatedat the higher level of analysis.•A deficiency was observed in the calculationofthe dispersion index (DI) fora trade when thereis only one single activity ofthe trade during the analytical timeframe. It was observed that aDI of 1.0 would result for aproblem source when the trade either workedonly on a singlelocation activity or just startedat the first location of an activity forthe whole project.Modifications for calculation ofthe dispersion index should be explored infuture work.156UBCCONSTRUCTIONMANAGEMENTLABREPCONT0fileUsed:D:\tt7200\P0tJ29\DfDfflJJBENJAMINYUE-EXTENDEDEXAMPLEPROJECTDAILYSITEPROJECTANALYSISREPORTReportDat&2200293ReportTie:21:00:27ReoisiooWr0ProgressDate:0*80194Page101IDateWindow:from0711194to0ll94Iletludused:qac-niolkigktingcondition:timeostTotalsinkerofdagslost:11.21Totaloookerofmaolowrslost:265.50Dispersiom7totaltotaltotaltotal7totalProjectlevelCorrectionUstiooludnodagslostdagslostodeslostdirslostoccoroscorlb.Desoription0.17091156.75401271013ISlbcorrectionaction-lackofsupportingnoidonci0.107143S2.25617,0056lbcorrectionactioo-lackofsopportingnoideoce0.07112931.25410.0022lbcorrnctiooactioo-lackofsopportingowidnnce0.107ll3S2.251026.0067lbcorrectionaction-lackofsopportiogooidence0.5000003515.5026.002933Hirewornworkersforalltrades.raceslakoorresourcesoncriticalactioities.lbtifgownerofooistiogsiteconditions.OonisetInprojectfiniskdate.lbcorrectionactioo-lackofsopportiogenidnocelbcorroctioeaction—lackofsupportiogonidencelbcorrectionaction-lackofsuppnrtingonideocelbcorrectionaction-lockofsupportingooidoorelbcorrectionaction-lackofsupportingevidencelbcorrectionaction-lackofsupportingonideecelbcorrectionaction-lackofsupportingowideoco0.0964 0.2000 0.0961 0.7000AggregatedProblemsProjectLendCorrectionUstiooStrengtkProkleoDaterlb.Descriptino2.3Lbtifgownerofenistingsiteconditions.0.5565411.1llireworennrkersforalltrades.0.2213II2.5Renisetheprojectfioiskdate.0.1720III.)ficoslaknnrresourcesnocriticalactioities.0.0494IIFigure4.23ProjectAnalysisReportforCaseStudyusingManhoursLostcriteriafromPrnklewSourceIt.DescriptionIIToninickprecipitation31losuff./locn,gil.Draaieg32Drawingerrors34Conflictinginformation41InsufficientmanpowerkM -a1.1 1.3 2.3 2.544l.oaskilllend0.17057162.75020.00111246tonwotinatinn/oaraln0.071429I0.50S12.003352ReworktRerlnsanship)0.03571421.0000.00I156frrnrinconstruction0.170571S2.401641.50II1657Lagonterror0.170571135.7526.000972Poorgroundcnnditinns0.03571420.7500.003395Onlaginaward,contract0.03571473.0000.004Strenotj07FEB94to04MAR94UBCCONSTRUCTIONMANAGEMENTLABREPCONThBENJAMINYUE-EXTENDEDEXAMPLEPROJECTPage1011DAILYSITEPROJECTANALYSISREPORTFileUsed:R:\R()’208\Pll0i29\RI3WIOIReportRate:2Z0.93ReportTine:2109:47RevisionWr:0ProgressDate:094PateIdindow:Fm..07113191to0415994RetIedusedvax-ninIk)ightingconditicovanleurlostTotalnuvberofda9slost:44.23Totalnor.berofoaolooarslost:265.501.1 1.3 2.3 2.5Proble..SourceDispersion2totaltotaltotaltotal2totalProjectl.eoelCorrectiveIhtionStrength1k).Rescriptionlodendagslostda.jslostideslostmirslostoccoroccor1k).Oeseriptioe111evpinchprecipitation0.170571056.75II127.801)151k)correctiveaction—hckofsupportingeoidence31lnsuff./lncavpl.Draaing0.007143S2.25617.0056Recorrectiveaction-lackofsupportingvoidence32Draainqerrors0.07142931.25410.0022Recorrectiveaction-lackofsupportingewideoce34Conflictingiofornatioo0.10714352.251026.0067Mocorrectiveaction—lackofsupportingevidence41InsufficientManpower8.5868603515.5926.002933Hireworeworkersforalltrades.Focostabonereenircesnocriticalactivities.Retilgownerofeoistingsiteconditions.Revisetheprojectfinishdate.Recorrectiveaction—lackofsupportingeoidenceItocnnroctiveaction-lackofsupportingevidenceRecorrectiveaction-lackofsupportingevidenceItocorrectiveaction-lackofsupportingevidenceRecorrectiveaction—lacknfsupportingevidence1k)correctineactioo—lackofsupportingevidence1k)correctiveaction—lackoFsupportingevidence44louskilllenel46leomnitinatioo/woeale52Rework(rkuaos1iipl56FrrorinconstructionSiLagoaterror72Poorgroundconditions95Pelajinaaard.contract0.179571 0.011429 0.035714 0.170570 8.170571 0.035714 0.635714S132 72.75 8.58 1.00 2.48 5.75 0.75 3.665 0lb2 0 82000 12.000.0041.506.00 0.00 8.8011 14912 lb9 S0.0%I 0.2600 0.11964 0.7800AgUregatedPrnblevsProjectLevelCorrectivetioeStrengthProblepil*udierRe.Pescriptiov Donothing-lackofeoidence.I1.0088jil30323444465657IFigure4.24ProjectAnalysisReportforCaseStudyusingTimeLostcriteriafrom07FEB94I— (It 00to04MAR94UBCCONSTRUCTIONMANAGEMENTLABREPCONT0BENJAMINYUE-EXTENDEDEXAMPLEPROJECTDAILYSITETRADEANALYSISREPORTPageiOf3FileIlsed:D:\DEP200\P00J29\IBWISDateDiodoo:Fron07FEB94to04100194ltthodesed:mao—nmlkightiogceoditiooFreqoencgofoccorreoceDeportDate:22D1t93DeportTion:21:15:59Deoisioothinker:0ProgressDate:O4ltdPD4Trade09DDV00LL1K.Totalnooherofdagslost:6.00Totalnooherofmanhourslost:6.00ProhlenSoorceDispersion7totaltotal2totaltotal2totalTradeLendCorrectioeActionStrengthIt.Descriptioolodendagslostdagslostida’slosttEn’slostoccoroccorIt.Description32Drawingerrors0.142057D71.001006.0051Itcorrectionactioo—lackofsupportiogeoideoce41losnlficieotnanpower0.420571332.0000.003371.tDesignmaremantotIneproject.1.3Deplacocrewwithaworeeeperiencedone.0.50002.4Preparedelagclaim.0.500044leaskillleoel0.205714130,7500.00296itcorrectionaction—lackofsupportingeoidence52DenerktUorlamanckip)0.142057171.0000.0051Itcorrectionaction—lackofsupportingeoidernee56Errorinconstroctioo0.14215700.5000.001021.3Deplacecrewwithaworeenperiencedone.0.50001.5Seekadditionalwnrloieoforrework.0.50002.5Placespecialattentionnoactioitiesfor0.3000localizedprohlenntrce.57Lagooterror0.205714130.7500.00194Itcorrectionaction-lackofsupportingenidenceAggregatedProhleosTradeLendCorrectineActionStrengthProblemltnherHo.Description Donothinglackofenidence.I1.0000132445257Figure4.25TradeAnalysisReportforCaseStudyinvestigatingeffectoflimitednumberofUItreatedproblemsourcesFigure 4.26 Calculation for Trade09 (Drywall) to validate the effect of limitednumber of problemsources4.7 SUMMARYThe results of the analysis atthe activity, trade, and project levels of thecase study helped tovalidate the analysis processof automated interpretation. Manyrefinements are needed for the systemsuch as validationofthe expert rules and compatibilitymatrix coefficients, modificationin the dispersionindex for single location activity, andtreatment of more problem sourcesat the project and trade levelsbefore the system can becomea truly useful tool. Nevertheless, the resultsdemonstrated the potentialusefulness ofthe system for construction projects.Case study emple at trade levelBy Frequency of occurrenceProblem DlSourre32 0.142857Freqof 0cc.‘5Dl NonoclizedW W5DI0.047619 0.006893 0.0153850.3333330.2857140.0476190.0952380.1904760.3230770.1846150.0153850.0307690.4307690.1428570.0816330.0968030.0136050.1904760.44217744 521 10 00 00 00 00 0Odg Dsta32000000.01.11.31.52.42.5Sum =41 0.428571 744 0.285714 652 0.142857 156 0.142857 257 0.285714 4Sum= 214100.30.500.501.3Normalized Strengths32 340.0 1 01.1 0 0.2307691.3 0 0.3846151.5 0 02.4 0 0.3846152.5 0 056000.50.500.31.3570000041 46 561 1 00 0 00 0 0.3846150 0 0.3846150 0 00 0 0.2307695700000Sum= 1 1Combined Adjusted Strengthlet Data Coeff.0.0 0.646154 0.2923081.1 0.074556 -0.695861.3 0.136995 -0.596451.5 0.011834 -0.719532nd Data0.6579880.0745560.13699502.4 0.12426 -0.52189Coeff.0.315977-0.71953-0.59645-0.719532.5 0.037101 -0.639053rd Data0.73254400.1360950Coeff. 4th Data0.465089 0.739645-0.86864 0-0.59645 0.136995-0.86864 00.12426 -0.53373 0.12426 -0.608280.124260.037101 -0.65089 0.037101 -0.725440Coeff. 5th Data Coeff.0.47929 0.863905 0.727811-0.87574 0 -1-0.60355 0.136095 -0.72781-0.87574 0 -1-0.615386th DataCoeff.1 10 -10 -10 -1-0.739650 -0.86391 0 -10 -0.86391 0 -1160CHAPTER 5.0 SUMMARY AN])RECOMMENDATIONS FOR FUTUREWORK5.1 SUMMARYWith today’s advancements in technology,many new decision-making tools arepossible for aprojectmanagerto controla project. Two such tools, a daily sitedata interpretation system and graphicalrepresentation ofdaily site data,were described in this thesis.The main objective of this thesis wasto develop a system which could record andanalyzeproblem sources andsuggest relevant corrective actionsat the activity, trade, and project levels. Usingthe work ofFayek (1992)as the starting point for the work, thefollowing has been accomplished in thisthesis:(1). The number ofproblem sources treatedby the system at the activity level has been increasedfrom 7 to 15. The problemsources added were determinedthrough an extensive field study.(2). A six-month durationcase study conducted on an on-going projectenabled us to capture moreknowledge from the constructionindustry. Specifically, insights intoactivity problem sources,corrective actions and reasoningprocesses linking problems withcorrective actions were gainedthrough observation of and discussionwith construction experts.(3). The ability and usefulness ofgraphics for viewing data sitedata was demonstrated. Theuse ofgraphics allows large amountsofdata tobevisualized quickly, assistingin thespotting oftrendsand correlations amongst data items.(4) A routine wasdeveloped to combine correctiveactions from individual problem sourcesat onework location of an activity toprovide a single compatibleset of corrective actions for allproblem sources for thatactivity. The concept of compatibilitycoefficients was formulated forthis task and a schemainvolving no user interventionwas devised.161(5). Trade andproject level analysis frameworks were developedusing an analysis structure thatparallels theone adopted attheactivity level.Elements such as dispersion indexes, compatibilitycoefficients, and trade and projectattributes weredeveloped as part ofthe analysis schema. Theopen architecture of the analysis frameworkprovides an interface that is flexible enoughto beadopted for a diverse range ofprojecttypes.(6). A prototype systemwas implemented in REPCONand tested using progressingly morecomplicated examples. Valid, ifsomewhat simplified, correctiveactions were suggested fortheactivities, trades and projectwhichexperienced difficulties. The accuracy oftheresultsproducedby the prototype systemwas verified through a seriesof manual calculations.(7). Nevertheless, itwas found thatconstructionknowledge is verydifficultto formulate. Muchmoreresearch is needed in order tocapture and document whatconstitutes construction expertiseinthe form of corrective actions,reasoning and data usedto select one or more corrective actionsto mitigate a problemsource.5.2 RECOMMENDATIONSFOR FUTURE WORKFurther refinements and enhancementsto the prototype system are required beforeit can providethe basis for an operational tool forproject managers. The followingrecommendations reflect someofthe deficiencies of the currentsystem and highlight specificparts of the system which needto bestrengthened and enhanced.Construction knowledge is difficultto formulate and document ina codified format. Much workremains to be done on the formulationand verification ofexpert rules. More problem sourcesneed tobe treated at the trade and projectlevels. Currently, only threeproblem sources, i.e. undermanning,162conflicting information, and construction error, are treatedat thetrade level and only theproblem source“undermanning” is treated at the project level. This severely limitsthe capability of the system at thehigher levels of analysis.Another feature that needs to be addressed for the data interpretationsystem is the analysis ofproblem sources for multi-location activitiesas a single unit. Currently, each location is treated as anindependent activity. Clearly, there isa high potential for correlation ofproblems and corrective actionsamongst locations of a repetitive or multi-locationactivity. Fayek (1992) indicated that a multi-locationactivity should be treated with an increase in durationfor all successive locations ofthe activity,basedonthelikelthoodofencounteringsimilar problemsintheremaining locations. Moreover, when a detailedschedule is defined, it often happens thatan activity’s remaining duration at a specific location willbetoo short for the system to suggest proper correctiveactions. A routine to combine all locations of anactivity, or indeed all types ofrelated work-- e.g. all activities relatedto concreteforming, into one workpackage is needed. This addition wouldlengthen the duration of a work package; andthus correctiveactions suggested by the system could besuggested and implemented.Refinements should be considered in the computationof the dispersion index which applies toproblem sources assigned to activities(recall: each location of a multi-location activityis treated as aseparate activity) for analysisat the trade/project level. If a trade contains only oneactivity locationduring any analytical time frame,a dispersion index of 1.0 will be given to the problem source beinganalyzed. This suggests that theproblem sourceis a very widely-spread problem, which is really notthecase forthis situation. An enhancedDI would account for the number ofactivity locationsactive duringthe analysis time frame.163Moreover, the dispersion index should bemodified to consider the weighting criterion selectedby the user. This adjustment will producea more meaningful result at the individual problem sourceanalysis. The current system calculatesthe dispersion index only according to frequency ofoccurrence;thus, the individual problem source analysesusing the three weighting criteria produce identical results.Consider thefollowing example usingthe modified dispersion index. Ifa problem appears at 5 locationsfor atrade with 5 activity locations,and only 4ofthe 5 locations have manhours lost, and iftheuserusesmanhours lost as the weighting criterion,the current disperison index would report a value of 1.0 whilethe modified DI would reporta value of4/5 = 0.8.Refinement is also needed forthe compatibility matrixroutine. For simplicity, this thesis limitedthe value ofthe compatibility coefficientsat all analysis levels to either -1, 0, or 1. It is suggestedthatfuture researchers explore the effectofusing compatibility coefficient with values within the rangeof -1and 1. More work is also neededto verify whether the schema converges for all cases.To date, allevidence suggests that it does, althoughmathematical proof is needed to demonstratethat this is alwaysthe case.From the results ofthe aggregation routine,plus a review ofthe compatibility matrices, it seemsthatthere is not a greatdeal ofconflict amongstthe corrective actions. This phenomenon resultedin veryfew reductions of corrective actions.Future work should investigatethe value of user intervention ingauging the effectiveness ofvarious correctiveactions through a feedback loop. By assigninga value toeach corrective action selected,the scalar S could be optimized, potentially leadingto a much reducedcorrective action set. Currently, the systemdoes not take into account which corrective actionsthe userimplemented through a previous roundofanalysis. A feedback loop between the user andthe system isneeded to consider actions previouslyimplemented.164BIBLIOGRAPHYAliwood, R. J. (1989), Techniques and Applications of Expert Systems in the Construction Industry,Ellis Horwood Limited, ChichesterDiekmann, J. E. and Al-Tabtabai, H. (1992), “Knowledge-based approach to construction projectcontrol,” International Journal of Project Management, Vol. 10, No. 1,pp.23-30Dirt, W. and Schlehofer, U. (1988), “A Project Management Support Tool Based on Feedback LoopTechnique” in Annual Review in Automatic Programming, Vol. 14, Pt. 2,pp.15-20Dubois, Didier and Prade, Henri (1993), “Fuzzy Sets. A survey of engineering applications,”Computer & Chemical Engineering, Vol. 17, n Suppi,pp.373-380Fayek, A. (1992), “An Automated Corrective Action Selection Assistant” Master Thesis, Departmentof Civil Engineering, University ofBritish Columbia, Vancouver, CanadaForgy, Charles L. (1982), “Rete: A Fast Algorithm for Many Pattern/Many Object Pattern MatchProblem,” Artifical Intelligence Vol. 19,pp.17-37Grzymala-Busse, Jerzy W. (1991), Managing uncertainty in expert systems, Kiuwer AcademicPublishers, BostonHayes-Roth, F., Waterman, D.A. and Lenat, D. B., ed. (1983), “Building Expert Systems” Addison-Wesley Publishing, Mass.Hendrickson, Chris, Martinelli, David and Rehak, Daniel (1987), “Hierarchical Rule-Based ActivityDuration Estimation,” Journal of Construction Engineering and Management, Vol.113, No.2,pp.288-301Levitt, R.E. and Kunz, J.C. (1987), “Using artificial intelligence technique to support projectmanagement,” Al EDAM, Vol. 1,pp.3-24McGartland, Martin R. and Hendrickson, Chris T. (1985), “Expert Systems for Construction ProjectMonitoring,” Journal ofConstruction Engineering and Management, Vol. 111, No.3,pp.293-307Mohan, Satish (1990), “Expert Systems Applications in Construction Management and Engineering,”Journal of Construction Engineering and Management, Vol. 116, No. 1,pp.87-99Roth, StevenandHendrickson, Chris (1991), “Computer-Generated Explanations inProjectManagementSystems,” Journal ofComputing in Civil Engineering, Vol. 5, No. 2,pp231-244Roth, S., Mattis, J. and Mesnard, X. (1991), “Graphics and Natural Language as Components ofAutomatic Explanation,” Intelligent User Interfaces, Sullivan, Joseph and Tyler, Sherman, ed.,ACM Press, New York,pp.207-239165Russell, Alan D. (1991), “Automated daily site reporting,” Proceedings ofthe 1991 Canadian Societyfor Civil Engineering Annual Conference, Vol. III,pp.405-414Russell,JeffreyS. andChang, Luh-Maan (1987), “Methods forConstructionProductivityMeasurement,”AACE Transaction, pp. K.1.1-K.1.10Shortliffe, E.H. (1976), “Computer-based medical consultation: MYCIN,” American Elsevier, NewYorkWeiss, S., Kulikowski, C., Amarel, S. and Safir, A. (1978), “A Model-Based Method for ComputerAided Medical Decision-Making,” Artificial Intelligence, Vol. 11,pp.145-172166APPENDIX A STANDARD STRENGTHVALUES FOR EXAMPLES IN THESIS167APPENDIX A STANDARD STRENGTHVALUES FOR EXAMPLES IN THESISPROLBEM DESCRWIONATTRIBUTES AND WEIGHTSToo much precipitaiton01 High precipitation 1.0007 Ground Conditions 1.0012 Labour intensive0.8013 Equipment intensive 1.0014 Buffer activity 1.0018 Contract provision1.0019 Controlled environment 1.0020 Low tolerance1.0015 Site not ready09 Site congestion 1.0011 External access 1.0012 Labour intensive 1.0013 Equipment intensive1.0014 Buffer activity1.0016 Design changes1.0017 High inspection0.5018 Contract provision1.0031 Insuff./Incompl. Drawing12 Labour intensive1.0013 Equipment intensive 1.0014 Buffer activity1.0015 Innovative methods1.0016 Design changes1.0032 Drawing errors14 Buffer activity1.0016 Design changes1.0017 High inspection1.0018 Contract provision1.0019 Controlled environment1.0020 Low tolerance1.0034 Conflicting information09 Site congestion 1.0010 Internal access1.0012 Labour intensive1.0013 Equipment intensive1.0014 Buffer activity1.0016 Design changes1.0018 Contract provision1.0019 Controlled environment1.0020 Low tolerance1.0016841 Insufficientmanpower 12 Labourintensive 1.0013 Equipment intensive0.5014 Buffer activity 1.0044 Low skill level12 Labour intensive1.0013 Equipment intensive0.5014 Buffer activity1.0015 Innovative methods1.0020 Low tolerance1.0022 Design complexity1.0046 Low motivation/morale01 High precipitation1.0003 High temperature1.0005 Humidity1.0012 Labour intensive1.0013 Equipment intensive1.0014 Buffer activity1.0017 High inspection1.0018 Contract provision1.0019 Controlled environment1.0020 Low tolerance1.0052 Rework (Workmanship)12 Labour intensive1.0013 Equipment intensive0.5014 Buffer activity1.0015 Innovative methods1.0016 Design changes0.5017 High inspection1.0020 Low tolerance1.0056 Error in construction09 Site congestion1.0012 Labour intensive1.0013 Equipment intensive1.0014 Buffer activity1.0015 Innovative methods1.0016 Design changes1.0017 High inspection1.0018 Contract provision1.0020 Low tolerance1.0022 Design complexity1.0057 Layout error09 Site congestion1.0010 Internal access1.0012 Labour intensive1.0016 Design changes1.0017 High inspection1.0018 Contract provision1.0022 Design complexity1.0016971 Inadequate external access11 External access13 Equipment intensive14 Buffer activity01 High precipitation02 Low precipitation07 Ground conditions13 Equipment intensive14 Buffer activity12 Labour intensive13 Equipment intensive14 Buffer activity18 Contract provision14 Buffer activity15 Innovative methods16 Design changes18 Contract provision22 Design complexity72 Poor ground condtiions81 Unanticipated utilities95 Delay in awarding contract1.000.501.000.800.801.000.501.001.001.001.001.001.001.001.001.001.00170APPENDIX B ACTIVITY LEVEL ANALYSIS BY MANUALCOMPUTATION171Activity level analysisActivity 1 at location 1 (010101)Method used: MAX-MINProblem source (Xi): 15 Site not readyStandard Strength:V9 VII V12 V13 V14V16 V17 V18X[1.0 1.0 1.0 1.0 1.0 1.00.5 1.0System-derived data:Critical activityPercent_remaining_duration = 75%Ground Condition = PoorManpower = insufficientAmount oftime-lost = 10Amount ofman-hours lost = 15Total amount oftime lost = 43Total amount ofman-hours lost 54Activity attributes:V1 V7 V9 V10V12 V13 V17 V18010100[1.0 1.0 1.0 1.0 1.01.0 1.0 1.0S(X, V) matrix:V9 V12 V13 V17 V18X[1.0 1.0 1.0 0.5 1.01T(V, Z) matrix:V9 V12 V13 V17V184007[0 0 0 0 1.0]7003[0 0 0 0 1.0]5012[0 0 00 1.016003[0 0 0 0 1.014002[0 0 0 0 1.0]6001[0 0 0 0 1.0]3005[0 0 0.8 001R1(X, Z):3.5 4.2 4.7 5.126.1 6.3 7.3X[0.8 1.0 1.0 1.0 1.01.0 1.0Activity 1 at location 1 (010101)Method used: MAX-MINProblem Source (X3):31Insufficient/Incomplete drawingStandard Strength:V12 V13 V14 V15 V16X[1.0 1.0 1.0 1.0 1.01System-derived data:172Critical activityPercent_remaining_duration = 75%Ground Condition = PoorManpower = insufficientAmount oftime-lost 3Amount of man-hours lost = 2Total amount oftime lost = 43Total amount ofman-hours lost = 54Activity attributes:V1 V7 V9 V10 V12 V13 V17 V18010100[1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0S(X, V) matrix:V2 V13X[1.0 1.0]T(V, Z) matrix:V12 V13 V14 V15 V164002[0 0 0.4 0 0.47002[0 0 1.0 0 1.07003[0 0 1.0 0 1.05009L0 0 1.0 0 1.0R(X, Z):4.2 5.9 7.2 7.3X[0.0 0.0 0.0 0.0]Activity 1 at location 1 (010101)Method used: MAX-MINProblem Source (Xi): 32 Drawing errorsStandard Strength:V14 V16 V17 V18 V19 V,X[1.0 1.0 1.0 1.0 1.0 1.0System-derived data:Critical activityPercent_remaining_duration = 75%Ground Condition = PoorManpower = insufficientAmount oftime-lost = 3Amount of man-hours lost = 3Total amount of time lost = 43Total amount ofman-hours lost = 54Activity attributes:V1 V7 V V10 V12 V13V17 V18010100[1.0 1.0 1.0 1.0 1.0 1.01.0 1.0]173S(X, V) matrix:V17 V18X[1.0 1.01T(V, Z) matrix:V14 V16 V17 V18 V19 V205014[0 1.0 0 1.0 00]7002[0 1.0 0 1.0 0 014018[0 1.0 0 1.0 00]5012[0 0.75 0 0 0 01R(X, Z):4.18 5.14 7.02X[1.0 1.0 1.01Activity 1 at location 1 (010101)Method used: MAX-MINProblem Source (Xi): 34 ConflictinginformationStandard Strength:V9 V10 V12 V1 V14V16 V18 V19 V29X[1.0 1.0 1.0 1.01.0 1.0 1.0 1.0 1.0]System-derived data:Critical activityPercent_remaining_duration = 75%Ground Condition = PoorManpower = insufficientAmount oftime-lost = 4Amount ofman-hours lost= 6Total amount oftime lost = 43Total amount of man-hourslost = 54Responsibility code for problemsource = 30Activity attributes:v1 V7 V9 V10 V12V13 V17 V18010100[1.0 1.0 1.0 1.01.0 1.0 1.0 1.0S(X, V) matrix:V9 V10 V2 V13V1X[1.0 1.0 1.0 1.01.01T(V, Z) matrix:V9 V10 V12 V13 V14V16 V18 V19 V205010[ 0 00 0 1.0 1.00 0 0]5009[0 0 1.00 0 1.0 1.0 01.05011[0 0 0 0 01.0 0 0 04018[0 0 1.0 00 1.0 1.0 001745015[0 0 0.75 0.75 0 0.75 00 04018[ 0 0 0 00 0.600 0 06001[ 0 00 0 0 0 0.600 0R(X, Z):4.18 5.09 5.15 6.01X[1.0 1.0 0.75 0.6]Activity 1 at location 1 (010101)Method used: MAX-MINProblem Source (Xi): 41 InsufficientmanpowerStandard Strength:V12 V13 V14X[1.0 0.5 1.01System-derived data:Critical activityPercent_remaining_duration = 75%Ground Condition = PoorManpower = insufficientAmount oftime-lost = 3Amount of man-hours lost= 3Total amount oftime lost43Total amount ofman-hours lost= 54Responsibility code for problem source= 30Activity attributes:Vi V7 V9 V10V12 V13 V17 V18010100[1.0 1.0 1.0 1.0 1.01.0 1.0 1.0]S(X, V) matrix:V12 V13X[1.0 0.51T(V, Z) matrix:V12 V13 V142001[1.0 0 1.0]R(X, Z):2.01X[1.0]Activity 1 at location 1 (010101)Method used: MAX-MINProblem Source (X3):44Low Skill LevelStandard Strength:175V12 V13 V14 V1 V20 V22X[1.0 0.5 1.0 1.0 1.0 1.01System-derived data:Critical activityPercent_remaining_duration = 75%Ground Condition = PoorManpower = insufficientAmount oftime-lost = 2Amount ofman-hours lost= 3Total amount oftime lost = 43Total amount ofman-hours lost = 54Activity attributes:V1 V7 V9 V10 V12 V1 V17 V18010100[1.0 1.0 1.0 1.0 1.0 1.0 1.01.0S(X, V) matrix:V12 V13X[1.0 0.51T(V, Z) matrix:V12 V13 V14 V15 V20V222004[1.0 0 0 0 001200911.0 0 00 0 0]2010[0.5 0 0 0 00]2011[0.7 0 0 00 012003[0.8 0 0 0 0015002[0 0 0 0 0015006[0 0 0 0 001R(X, Z):2.3 2.4 2.9 2.10 2.11X[0.8 1.0 1.0 0.5 0.7]Activity 1 at location 1 (010101)Method used: MAX-MINProblem Source (Xi): 46 Lowmotivation/moralStandard Strength:vi V3 V5 V12 V13 V14V17 V18 V19 V20X[1.0 1.0 1.0 1.0 1.01.0 1.0 1.0 1.0 1.0System-derived data:Critical activityPercent_remaining_duration = 75%Ground Condition = PoorManpower = insufficient176Amount oftime-lost = 4Amount ofman-hours lost = 4Total amount oftime lost = 43Total amount of man-hours lost = 54Activity attributes:V1 V7 V9 V10 V12V13 V17 V18010100[1.0 1.0 1.0 1.0 1.0 1.01.0 1.0S(X, V) matrix:V1 V12 V13 V17 V18X[1.0 1.0 1.0 1.01.0]T(V, Z) matrix:Vi V3 V5 V12 V13 V14V17 V18 V19 V202005[0 0 0 1.0 002001[0 0 0 1.0 0 0]R(X, Z):2.1 2.5X[1.0 1.0]Activity 1 at location 1 (010101)Method used: MAX-MINProblem Source (X3):56 Errorin constructionStandard Strength:V9 V12 V13 V14 V15 V16V17 V18 V20 VX[1.0 1.0 1.0 1.0 1.0 1.01.0 1.0 1.0 1.0]System-derived data:Critical activityPercent_remainIng_duration = 75%Ground Condition = PoorManpower = insufficientAmount oftime-lost = 5Amount of man-hours lost = 7Total amount oftime lost = 43Total amount of man-hours lost =54Frequency ofoccurrence = 2Otheractivity(freefloat) = FalseActivity attributes:V1 V7 V9 V10 V12V13 V17 V18010100[1.0 1.0 1.0 1.0 1.01.0 1.0 1.0S(X, V) matrix:V9 V12 V13 V17V18X[1.0 1.0 1.0 1.0 1.0T(V, Z) matrix:V9 V12 V13 V14 V15V16 V17 V18 V20V177R(X, Z):2.1 4.09 4.10 4.21 5.25.12 5.16 5.17 7.03X[1.0 0.5 1.0 1.0 1.0 1.0 1.0 1.01.0Activity 1 at location 1 (010101)Method used: MAX-MINProblem Source (Xi): 57 LayouterrorStandard Strength:System-derived data:Critical activityPercent_remaining_duration = 75%Ground Condition = PoorManpower = insufficientAmount oftime-lost = 3Amount of man-hours lost= 3Total amount oftime lost = 43Total amount ofman-hourslost = 54I5010[ 0 00 1.0 1.0 1.0 0 0 0 014021[ 0 1.0 00 0 0 0 0 0 05017[ 0 0 00 0 0 1.0 0 0 04020[ 0 0 00 1.0 0 0 0 0 05002[ 0 0 00 0 0 1.0 0 0 0]7003[ 0 1.0 00 0 0 0 1.0 0 0]5012[ 0 0 00 0 0 0 1.0 0 015016[ 0 0 00 0 0 0 1.0 0 014010[ 0 0 1.00 0 0 0 0 0 014009[ 0 0 0.50 0 0 0 0 0 02001[ 0 1.00 0 0 0 0 0 0 01V9 V10 V12 V16 V17V18 V22X[1.0 1.0 1.0 1.0 1.01.0 1.0IActivity attributes:010100S(X, V) matrix:V1 V7 V9 V10V12 V13 V17 V181.0 1.0 1.0 1.0 1.0 1.0 1.01.0V9 V10 V12 V17V18X[1.0 1.0 1.0 1.01.0T(V, Z) matrix:IIV9 V10 V12 V1V17 V18 V225014[0 0 1.0 1.0 0 1.0014015[0 0 1.0 1.00 1.0 014014[0 0 0 1.0 00 012002[0 0 0 1.0 00 0R(X, Z):1784.15 5.14X[1.0 1.01Activity 1 at location 1 (010101)Method used: MAX-MINProblem Source (Xi): 95 Delay in awardingcontractStandard Strength:V14 V15 V16 V18 V22X[1.0 1.0 1.0 1.0 1.01System-derived data:Critical activityPercent_remaining_duration = 75%Ground Condition = PoorManpower = insufficientAmount of time-lost = 6Amount of man-hours lost = 8Total amount oftime lost = 43Total amount ofman-hours lost= 54Frequency ofoccurrence = 2User input:Buffer activity in current timeframe = YesActivity attributes:V1 V7 V9 V10 V12 V13V17 V18010100[1.0 1.0 1.0 1.0 1.0 1.01.0 1.0S(X, V) matrix:V18X[1.01T(V, Z) matrix:V12 V13 V14 V15 V16V1 V226003[1.0 1.0 0 1.00 1.0 0]2002[1.0 0 00 0 0 02008[1.0 0 0 00 0 04010[ 0 0.7500 0 0 0]4009[0 1.0 0 00 0 0]2008[1.0 0 00 0 0 0]4010[0 1.0 0 0 00 0R(X, Z):6.3X[1.0]179Activity level aggregation analysisFrom Problem Source 15 we have35 4.2 4.7 5.12 6.1 6.3 7.3X[0.8 1.0 1.0 1.0 1.0 1.0 1.0]From Problem Source 31 we have0.0X[1.0]For problem source 32 we have4.18 5.14 7.02X[1.0 1.0 1.01For problem source 34 we have4.18 5.09 5.15 6.01X[1.0 1.0 0.75 0.6]For problem source 41 we have2.01X[1.01For problem source 44 we have2.3 2.4 2.9 2.10 2.11X[0.8 1.0 1.0 0.5 0.7]For problem source 46 we have2.1 2.5X[1.0 1.01For problem source 56 we have2.1 4.09 4.10 4.21 5.25.12 5.16 5.17 7.03X[1.0 0.5 1.0 1.0 1.0 1.01.0 1.0 1.0]For problem source 57 we have4.15 5.14X[1.0 1.0]For problem source 95 we have6.3X[1.0]Renormalized each ofthem, we have,3.5 4.2 4.7 5.12 6.1 6.3 7.315[0.118 0.147 0.147 0.147 0.147 0.1470.147]1800.031[1.014.18 5.14 7.0232[0.333 0.333 0.334]4.18 5.09 5.15 6.0134[0.30 0.30 0.22 0.1812.0141[1.012.3 2.4 2.9 2.10 2.1144[0.20 0.25 0.25 0.125 0.175]2.1 2.546[0.5 0.512.2 4.09 4.10 4.21 5.2 5.12 5.16 5.17 7.0356[0.1176 0.1176 0.0592 0.1176 0.1176 0.1176 0.11760.1176 0.1176]4.15 5.1457[0.5 0.5]6.395[1.01(i) Weights determined by frequencyofoccurrence are:Wk: W15=1/12 = 0.0833W31=1/12 = 0.0833W21/12 = 0.0833W= 1/12 = 0.0833W41=1/12 = 0.0833W= 1/12 = 0.0833W= 1/12 = 0.0833W56=2/12 = 0.1667W57=1/12 = 0.0833W= 2/12 0.1633Therefore,when renormalized each ofthem, we have,1813.5 4.2 4.7 5.12 6.1 6.3 7.3Z = 0.0833 x[0.118 0.147 0.147 0.147 0.147 0.147 0.147]+0.0 4.18 5.14 7.020.0833 x[1.0]+ 0.0833 x[0.333 0.333 0.3341 +4.18 5.09 5.15 6.012.010.0833 x[0.30 0.30 0.22 0.18]+ 0.0833 x[1.01 +2.3 2.4 2.9 2.10 2.112.1 2.50.0833 x[0.20 0.25 0.25 0.125 0.1751+ 0.0833 x[0.5 0.51 +2.1 4.09 4.10 4.21 5.2 5.125.16 5.17 7.030.1667 x[0.1176 0.0592 0.1176 0.1176 0.1176 0.11760.1176 0.1176 0.1176] +4.15 5.14 6.30.0833 x[0.5 0.51+ 0.1667 x[1.01and0.0 2.1 2.3 2.4 2.52.9 2.10 2.11 3.5 4.2Z= [0.0833 0.1446 0.0167 0.021 0.04170.0208 0.0104 0.01460.01 0.0122 +4.7 4.9 4.104.15 4.18 4.21 5.2 5.9 5.125.14 5.150.0122 0.01 0.0196 0.0420.0527 0.0196 0.0196 0.0250.0318 0.0694 0.0186 +5.16 5.17 6.16.3 7.2 7.30.0196 0.0196 0.0272 0.17890.0278 0.03181182NP..NNtoItotototoNICattoNIDIDto0atCcoC.)toU(U—ZNCCU°OatINxI.4I to(UN>.. NONC.)>04->4-,C.)oooo0oooo0oooo0oo.-o0.-0,-.oooooo0oeo—ooo0.-000,-.-o00.-.-o,.-0000000000000.-00000.-.-000oo0000OOOOOOOO0.-OO.-O.-O,.-0.-O.-o0000000——000—000—000000000000000000000—00000000000—0—00000000000000000000O0000oooO•;000000000000—.-O ——0- 0—0,000oo0000000—.-00—000—000000000000000-00000000000ooo•;•—0000000—000000000000oooo000000OO.-OOOOOOO.OOOOOOOO‘00O000OOOOOO0O..-OOOO.OO‘‘;•000000-0000000o00000.:0o000— —0—’;•0000000000000000oo0-—O000000O000000000000000--0000000000000000000000’00000000-0000000000N N N N NINtoNIN at tNC’)to to p.. p..183The resulted aggregationruns are equal:Original 1st run Rearranged 2nd run Rearrange3rd run Rearranged 4th run Rearranged 5th runData Data 1 Data2 Data 3 Data 40.0 0.0833 .0.8338 0-1.0004 0 -1.0004 0 -1.0004 0-1.00042.1 0.1446 0.0288 0.14460.1121 0.1446 0.1221 0.1446 0.1325 0.14460.17422.3 0.0167 -0.022 0.0167 0.06130.0167 0.0613 0.0167 0.0717 0.0167 0.07172.4 0.021 0.0106 0.021 0.09390.021 0.0939 0.021 0.0835 0.021 0.04182.5 0.0417 -0.1652 0.0417-0.0819 0.0417 -0.0819 0.0417-0.0819 0 -0.12362.9 0.0208 -0.0302 0.0208 0.0531 0.02080.0531 0.0208 0.0635 0.02080.06352.10 0.0104 -0.2194 0.0104 -0.13610.0104 -0.1361 0 -0.1465 0-0.14652.11 0.0146 -0.0624 0.0146 0.02090.0146 0.0209 0.0146 0.0105 0.0146 0.01053.5 0.01 .0.2375 0.01 -0.15420 -0.1642 0 -0.1642 0 -0.16424.2 0.0122 0.0419 0.01220.1252 0.0122 0.1252 0.0122 0.1252 0.01220.12524.7 0.0122 -0.0271 0.01220.0562 0.0122 0.0562 0.0122 0.05620.0122 0.05624.9 0.01 0.0835 0.01 0.16680.01 0.1668 0.01 0.1668 0.010.16684.10 0.0196 0.0809 0.01960.1642 0.0196 0.1642 0.0196 0.16420.0196 0.16424.15 0.042 0.056 0.042 0.22260.042 0.2326 0.042 0.243 0.042 0.28474.18 0.0527 0.2447 0.0527 0.41130.0527 0.4213 0.0527 0.4317 0.05270.47344.21 0.0196 0.0086 0.0196 0.09190.0196 0.0919 0.0196 0.0919 0.0196 0.09195.2 0.0196 0.0057 0.0196 0.0890.0196 0.089 0.0196 0.089 0.0196 0.0895.9 0.025 0.1005 0.0250.2671 0.025 0.2771 0.025 0.28750.025 0.32925.12 0.0318 0.2635 0.03180.3468 0.0318 0.3468 0.03180.3468 0.0318 0.34685.14 0.0694 0.1384 0.06940.305 0.0694 0.315 0.06940.3254 0.0694 0.36715.15 0.0183 0.00730.0183 0.1739 0.0183 .0.18390.0183 0.1943 0.0183 0.2365.16 0.0196 0.3504 0.10290.517 0.1129 0.527 0.1233 0.53740.165 0.57915.17 0.0196 -0.0015 0.01960.0818 0.0196 0.0918 0.0196 0.09180.0196 0.09186.1 0.0272 0.3207 0.02720.404 0.0272 0.404 0.02720.404 0.0272 0.4046.3 0.1789 0.1742 0.1789 0.34080.1789 0.3508 0.1789 0.3612 0.17890.40297.2 0.0278 0.1112 0.02780.2778 0.0278 0.2878 0.02780.2982 0.0278 0.33997.3 0.0318 0.0393 0.03180.1226 0.0318 0.1226 0.0318 0.12260.0318 0.1226The Rearranged Data 4represented the final output data for aggregatingcorrective actions accordingtofrequency ofoccurrence.The following pages showthe aggregating corrective actions routineby manhours and time losts.184Aggregating corrective actions by manhours lost15 31 32 34 41 44 46 56 5795MIlL 15 23 6.0000 3.0000 3.0000 4.0000 7.0000 3.0000 8.0000W 0.2778 0.0370 0.0556 0.1111 0.05560.0556 0.0741 0.1296 0.0556 0.1481Orig. Coeff. Rearr. Coeff. Rearr.Coeff. Rearr. 4th run Rearr. 5th runData*WData 1 Data 2 Data3 Data 40.0 0.0370 -0.9259 0.0000 -1.00000.0000 -1.0000 0.0000 -1.0000 0.0000 -1.00002.1 0.1078 0.0170 0.1078 0.05410.1078 0.0610 0.1078 0.0937 0.10780.13072.3 0.0111 0.0060 0.0111 0.0430 0.01110.0500 0.0111 0.0500 0.0111 0.05002.4 0.0139 0.0347 0.0139 0.07180.0139 0.0648 0.0139 0.0648 0.01390.02782.5 0.0370 -0.0940 0.0370 -0.0569 0.0370-0.0569 0.0370 -0.0569 0.0000 -0.09402.9 0.0139 00004 0.0139 0.0375 0.0139 0.04440.0139 0.0444 0.0139 0.04442.10 0.0069 -0.1393 0.0069 -0.10230.0000 -0.1092 0.0000 -0.1092 0.0000 -0.10922.11 0.0097 -0.0231 0.00970.0139 0.0097 0.0069 0.0097 0.0069 0.00970.00693.5 0.0327 -0.1275 0.0327 -0.0904 0.0327 -0.09040.0000 -0.1231 0.0000 -0.12314.2 0.0408 0.2252 0.04080.2993 0.0408 0.3063 0.0408 0.3389 0.04080.37604.7 00408 0.1008 0.04080.1378 0.0408 0.1378 0.0408 0.1378 0.04080.13784.9 0.0076 0.1193 0.00760.1563 0.0076 0.1563 0.0076 0.1563 0.00760.15634.10 0.0153 0.0861 0.01530.1231 0.0153 0.1231 0.0153 0.12310.0153 0.12314.15 0.0278 0.0908 0.02780.1279 0.0278 0.1279 0.0278 0.12790.0278 0.12794.18 0.0517 0.2947 0.05170.3688 0.0517 0.3757 0.0517 0.4084 0.05170.44554.21 0.0153 0.0452 0.01530.0822 0.0153 0.0822 0.0153 0.0822 0.01530.08225.2 0.0153 0.0410 0.0153 0.07800.0153 0.0780 0.0153 0.0780 0.01530.07805.9 0.0332 0.1040 0.0332 0.1410 0.03320.1410 0.0332 0.1410 0.0332 0.14105.12 0.0561 0.4583 0.05610.5324 0.0561 0.5393 0.0561 0.57200.0561 0.60905.14 0.0463 0.1886 0.04630.2627 0.0463 0.2697 0.0463 0.30230.0463 0.33945.15 0.0249 0.0548 0.02490.0918 0.0249 0.0918 0.0249 0.0918 0.02490.09185.16 0.0153 0.3695 0.01530.4066 0.0153 0.4066 0.0153 0.40660.0153 0.40665.17 0.0153 0.0308 0.01530.0678 0.0153 0.0678 0.01530.1005 0.0153 0.10056.1 0.0608 0.4637 0.09780.5378 0.1047 0.5448 0.1374 0.57740.1744 0.61456.3 0.1890 0.2841 0.18900.3581 0.1890 0.3651 0.1890 0.3978 0.18900.43487.2 0.0185 0.1279 0.01850.1649 0.0185 0.1649 0.0185 0.16490.0185 0.16497.3 0.0561 0.1920 0.0561 0.26610.0561 0.2730 0.0561 0.3057 0.0561 0.3427The rearranged data 4 displayedthe end results ofthe aggregating routineusing manhours lost criterion.185Aggregating corrective actions by time lost at activity level15 31 32 34 41 44 4656 57 95TL 10 3 3 43 2 4 5 3 6W 0.2326 0.0698 0.0698 0.0930 0.06980.0465 0.0930 0.1163 0.0698 0.1395Orig. Coeff. Rearr. Coeff. Rearr. Coeff.Rearr. 4th run Rearr. 5th runData*W Data 1 Data 2Data 3 Data 40.0 0.0698 -0.8605 0.0000 -1.00000.0000 -1.0000 0.0000 -1.0000 0.0000 -1.00002.1 0.1300 0.0010 0.1300 0.0708 0.13000.0766 0.1300 0.1040 0.1300 0.15052.3 0.0093 -0.0328 0.0093 0.0369 0.00930.0427 0.0093 0.0427 0.0093 0.04272.4 0.0116 0.0058 0.0116 0.0756 0.01160.0698 0.0116 0.0698 0.0116 0.02332.5 0.0465 -0.1416 0.0465 -0.0718 0.0465 -0.07180.0465 -0.0718 0.0000 -0.11832.9 0.0116 -0.0375 0.0116 0.0323 0.0116 0.03810.0116 0.0381 0.0116 0.03812.10 0.0058 -0.1951 0.0058 -0.12530.0000 -0.1311 0.0000 -0.1311 0.0000 -0.13112.11 0.0081 -0.0581 0.0081 0.01160.0081 0.0058 0.0081 0.0058 0.00810.00583.5 0.0274 -0.1860 0.0274 -0.1163 0.0274 -0.11630.0000 -0.1436 0.0000 -0.14364.2 0.0342 0.1521 0.0342 0.29160.0342 0.2974 0.0342 0.3248 0.0342 0.37134.7 0.0342 0.0465 0.03420.1163 0.0342 0.1163 0.0342 0.1163 0.03420.11634.9 0.0068 0.1012 0.0068 0.17100.0068 0.1710 0.0068 0.1710 0.0068 0.17104.10 0.0137 0.0739 0.01370.1436 0.0137 0.1436 0.0137 0.1436 0.01370.14364.15 0.0349 0.0576 0.03490.1274 0.0349 0.1274 0.0349 0.1274 0.03490.12744.18 0.0510 0.2581 0.0510 0.39770.0510 0.4035 0.0510 0.4309 0.0510 0.47744.21 0.0137 0.00860.0137 0.0784 0.0137 0.0784 0.0137 0.07840.0137 0.07845.2 0.0137 0.0042 0.0137 0.07400.0137 0.0740 0.0137 0.0740 0.0137 0.07405.9 0.0278 0.0880 0.0278 0.1577 0.02780.1577 0.0278 0.1577 0.0278 0.15775.12 0.0479 0.3700 0.0479 0.50950.0479 0.5154 0.0479 0.5427 0.0479 0.58925.14 0.0581 0. 1550 0.0581 0.29450.0581 0.3003 0.0581 0.3277 0.0581 0.37425.15 0.0208 0.0158 0.0208 0.08550.0208 0.0855 0.0208 0.0855 0.02080.08555.16 0.0137 0.3335 0.0137 0.40330.0137 0.4033 0.0137 0.4033 0.01370.40335.17 0.0137 -0.0103 0.0137 0.05950.0137 0.0595 0.0137 0.0869 0.0137 0.08696.1 0.0509 0.39400.1206 0.5335 0.1264 0.5393 0.1538 0.56670.2003 0.61326.3 0.1737 0.2164 0.1737 0.35590.1737 0.3617 0.1737 0.3891 0.1737 0.43567.2 0.0233 0.1041 0.0233 0.17390.0233 0.1739 0.0233 0.1739 0.02330.17397.3 0.0479 0.1247 0.0479 0.26430.0479 0.2701 0.0479 0.29740.0479 0.3440The rearranged data 4 displayedthe end results ofthe aggregating routine usingtime lost as weightingcriterion.186APPENDIX C TRADE LEVELANALYSIS BY MANUAL CALCULATION187Trade: 01Method used: MAX-MINWeighting criterion: Frequency ofoccurrenceProblem source (Xi): 34 ConflictinginformationStandard Strength:V9 V10 V12 V13 V14 V16 V18 V19V20X[1.0 1.0 1.0 1.0 1.0 1.0 1.01.0 1.0System-derived data:Dispersion index = 2/5 = 0.4Percent_critical= 3/5*100= 60%Trade(Percent_remaining_duration)= (7+2/10 +8+3/9)120*100= 77.67%Ground Condition = FairManpower = insufficientManpower(skill) = FairCritical activity day lost = 12.9Amount oftime-lost = 2.5Amount of man-hours lost = 5Total amount oftime lost = 18.2Total amount ofman-hours lost= 56Trade attributes:Vi V7 V9 V10V12 V13 V16 V17 V18 V20Trade 01[0.6 0.6 1.00.6 0.4 0.6 0.4 1.0 0.4 0.4S(X, V) matrix:V9 V10 V12V13 V16 V18 V20X[1.0 0.6 0.40.6 0.4 0.4 0.4]T(V, Z) matrix:V9 V10 V12 V13V14 V15 V16 V18 V19 V202008[0 0 0 00 0 0.7 0.280 0.282004[ 00 0 0 0 00 0.7 0 0]2006[ 00 0.5 00 0 0 00 02007[ 00 0.5 0 0 00.280 0 02001[ 00 0 00 0 0 0 00.2811003[ 00 0 00 0.5 0 0 0 02002[ 00 0 0 00 0 0.5 00R(X, Z):2.1 2.2 2.42.6 2.7 2.8X[0.28 0.4 0.4 0.40.4 0.41Trade: 01Method used: MAX-MINWeighting criterion: Frequencyof occurrenceProblem source (Xi): 41 UndermanningStandard Strength:188V12 V13 V14X[1.0 0.5 1.01System-derived data:Dispersion index = 5/5 = 1.0trade_percent_critical= 3/5*100= 60%Percent_remaining_duration = 77.67%Ground Condition = FairSite access = FairManpower = insufficientCritical activity day lost = 12.9Amount oftime-lost = 14.10Amount of man-hours lost = 22.00Total amount oftime lost = 18.2Total amount of man-hours lost = 56Trade attributes:V1 V7 V9 V10V12 V13 V16 V17 V18 V20Trade 01[0.6 0.6 1.0 0.6 0.4 0.60.4 1.0 0.4 0.4S(X, V) matrix:V12 V13X[0.4 0.3]T(V, Z) matrix:V9 V12 V13 V16 V17V18 V201001[0 1.0 0 0 00 02003[0 1.0 0 00 0 01003[0 0.5 0 0 00 01004[0.5 0 0 00 0 0]2002[0 0.2 0.5 0 00 02004[ 0 1.00 0 0 1.00R(X, Z):1.1 1.3 2.2 2.32.4X[0.4 0.4 0.30.4 0.4]Trade: 01Method used: MAX-MINWeighting criterion: Frequency ofoccurrenceProblem source (Xi): 56 ConstructionErrorStandard Strength:V9 V12 V13 V14 V15V16 V17 V18 V20 V22X[1.0 1.0 1.0 1.0 1.01.0 1.0 1.0 1.01.0System-derived data:Dispersion index = 2/5 = 0.4189Trade percent_critical= 3/5*10060%Percent_remaining_duration = 77.67%Ground Condition = FairSite access = FairManpower = insufficientManpower(skill) = FairCritical activity time lost = 12.9Amount oftime-lost = 0.1Amount of man-hours lost = 15Total amount oftime lost = 18.2Total amount ofman-hours lost = 56Site(access) = FairTrade attributes:V1 V7 V9 V10 V12 V13 V16V17 V18 VTrade 01[0.6 0.6 1.0 0.6 0.4 0.6 0.4 1.0 0.40.4S(X, V) matrix:V9 V12 V13 V16 V17 V18 V20X[1.0 0.4 0.6 0.4 1.0 0.4 0.4T(V, Z) matrix:V9 V12 V13 V14 V15 V16 V17V18 V20 V222001[ 0 00 0 0 0 0 0.28002005[ 0.5 0.50 0 0 0 0 0.50 01005[ 00.8 0 0 0 0 00 0 01003[ 0 0.50 0 0 0 00 0 01004[ 0.5 0 00 0 0 0 0 0 02002[ 0 0.2000 0 0 0 0.5 0 0R(X, Z):1.3 1.4 1.5 2.1 2.2 2.5X[0.4 0.5 0.4 0.28 0.40.5]Trade: 02Method used: MAX-MINWeighting criterion: Frequency ofoccurrenceProblem source (X): 34Conflicting informationStandard Strength:V9 V V12 V13 V14 V16 V18V19 V20X[1.0 1.0 1.0 1.0 1.01.0 1.0 1.0 1.0]System-derived data:Dispersion index = 1/1 = 1.0Trade percent_critical= 0/1*100%= 0%Percent_remaining_duration = (3/9/10)*100% = 93.33%Ground Condition = FairSite access = Fair190Manpower = sufficientManpower(skill) = FairCritical activity time lost = 0Amount oftime-lost = 1.3Amount ofman-hours lost 13Total amount oftime lost = 1.7Total amount ofman-hours lost = 16Site(access) = FairTrade attributes:V3 V8 V9 V10 V12V16 V18 V19 V20Trade 02[1.0 1.0 1.0 1.0 1.0 1.01.0 1.0 1.0]S(X, V) matrix:V9 V10 V12 V16 V18 V19 V20X[1.0 1.0 1.0 1.0 1.01.0 1.0]T(V, Z) matrix:V12 V15 V16 V18 V202008[0 0 0 1.0 0.512007[0.7 0 1.00 012006[0.7 0 0 0012001[0 0 0 00.5]2004[0 0 0 1.0 1.011003[0 0.5 0 0 0]2002[0 0 0 0.501R(X, Z):2.1 2.2 2.4 2.62.7 2.8X[0.5 0.5 1.0 0.7 1.01.0Trade: 02Method used: MAX-MINWeighting criterion: Frequencyof occurrenceProblem source (X3):41 UndermanningStandard Strength:V12 V13 V14X[1.0 0.5 1.0System-derived data:Dispersion index = 1/1 = 1.0Trade percent_critical= 0/1*100%= 0%Percent_remaining_duration = 93.33%Ground Condition = FairSite access = FairManpower = sufficientManpower(skill) = FairCritical activity time lost= 0Amount oftime-lost = 0.4Amount of man-hours lost =3191Total amount oftime lost = 1.7Total amount ofman-hours lost = 16Site(access) = FairTrade attributes:Trade 02S(X, V) matrix:V’2X[1.0V3 V8 V9 V,0 V,2V16 V18 V19 V20[1.0 1.0 1.0 1.0 1.0 1.01.0 1.0 1.0]IW = 2/25W41 = 17/25W = 4/25W32 = 1/25W = 1/25Calculate Dispersion Index as:= 0.4D14,= 1.0DI = 0.4D132 = 0.2= 0.08= 0.68= 0.16= 0.04= 0.04T(V, Z) matrix:V9 V,2 V,3 V181001[0 1.0 0 0]2003[0 1.0 0 011003[0 0.5 0 011004[0.5 0 0 012004[0 0.5 0 0.512002[0 0 0.5 01R(X, Z):1.1 1.3 2.3 2.4X[1.0 0.5 1.00.5AGGREGATION ROUTINEFOR TRADE LEVEL ANALYSISTrade: 01Weighting criterion: FrequencyofoccurrenceWeight distributions determineby frequency ofoccurrence are:]192DI = 0.2Calculate modified weight as:W*DI = 0.032W41*DI = 0.68W*DI= 0.064W32*D132 = 0.008W*DI = 0.0080.792Renormalized modified weight, we have:W = 0.0404W41 = 0.8586W = 0.0808W32= 0.0101W46 = 0.0101When multiply each ofthem with the correctiveactions, we have:2.1 2.2 2.4 2.6 2.7 2.8Z = 0.0404 x[0. 1228 0.1754 0.1754 0.1754 0.1754 0.1754]+1.1 1.3 2.2 2.3 2.40.8586 x[0.21 0.21 0.16 0.21 0.21] +1.3 1.4 1.5 2.1 2.2 2.50.0808 x[0.1613 0.2016 0.1613 0.1129 0.1613 0.20161+0.0 0.00.0101 x[1.0] + 0.0101 x[1.01193Trade compatibility matrixcoefficients for the corrective actions are:Trade level aggregation level0.0 1.1 1.3 1.4 1.5 2.1 2.2 2.3 2.42.5 2.6 2.7 2.80.0 1 -1 -1 -1-1 -1.zL.-1 -1 -1 -11.1 -1 1 -10 1 0 0 1 00 0 0 11.3-1 -1 10 -1 1 1 0 0.00 0 01.4 -1 0 0 1-1 0 0 0 00 1 1 01.5 -1 1 -1 -1 1 11 0 0 0 00 12.1 -1 0 10 1 1 1 1 00 0 0 02.2 -1 0 10 1 1 1 0 0 1 10 02.3 -1 1 00 0 1 0 1 00 1 0 02.4 -1 0 00 0 0 0 0 10 0 0 02.5 -1 0 00 0 0 1 0 01 0 0 12.6 -1 0 0 10 0 1 1 0 01 0 02.7 -1 00 1 0 0 00 0 0 0 1 12.8 -1 1 00 1 0 0 0 01 0 1 1The calculation for the compatibilityfactor routine at trade level usingfrequency of occurrence ofproblem sources is as follows:Original Coeff.2nd Run Coeff.Data0.0 0.0202-0.959590 -0.999991.1 0.1803060.167192 0.180306 0.1873921.3 0.1933390.151379 0.1933390.1917791.4 0.016289-0.00277 0.0162890.0174291.5 0.013033 0.1421760.013033 0.1825762.1 0.0140830.538057 0.034283 0.5784572.2 0.1574950.381126 0.1574950.4215261942.3 0.180306 0.361582 0.1803060.4019822.4 0.187392 0.1671920.187392 0.1873922.5 0.016289 0.160671 0.0162890.1808712.6 0.007086 0.340977 0.0070860.3611772.7 0.007086 0.010262 0.0070860.0304622.8 0.007086 0.2036010.007086 0.223801Trade level manual calculations using manhours lostcriterionProblem DI Manhours W*DINormalizedSource LostW W*DI32 0.2 40.071429 0.014286 0.0243934 0.4 50.089286 0.035714 0.06097641 1 220.392857 0.3928570.67073246 0.210 0.178571 0.0357140.06097656 0.4 150.267857 0.107143 0.182927Sum =56 1 0.5857141Original Data32 3441 46560.0 10 0 101.1 00 0.4 001.3 00 0.4 0 0.41.4 00 0 00.51.5 00 0 00.42.1 00.28 00 0.282.2 0 0.40.3 0 0.42.3 00 0.4 001952.4 0 0.4 0.40 02.5 0 00 0 0.52.6 0 0.4 00 02.7 0 0.4 00 02.8 0 0.40 0 0Normalized_Strengths32 34 41 46560.0 1 00 1 01.1 00 0.210526 0 013 00 0.210526 0 0.161291.4 00 0 0 0.2016131.5 00 0 0 0.161292.1 0 0.1228070 0 0.1129032.2 0 0.1754390.157895 0 0.161292.3 00 0.210526 002.4 0 0.1754390.210526 0 02.5 00 0 0 0.2016132.6 0 0.1754390 0 02.7 0 0.1754390 0 02.8 0 0.1754390 0 0Sum= 1 11 1 1Compatibility Matrix calculations1st Data Coeff. 2nd DataCoeff.0.0 0.085366 -0.829270 -11.1 0.141207 0.0665380.141207 0.1519041961.3 0.170711 0.088882 0.1707110.2596141.4 0.03688 -0.056590.03688 0.0287711.5 0.029504 0.0626990.029504 0.2334312.1 0.028141 0.4303040.113507 0.6010362.2 0.146107 0.3366750.146107 0.5074072.3 0.141207 0.2358860.141207 0.4066182.4 0.151904 0.0665380.151904 0.1519042.5 0.03688 0.1083190.03688 0.1936852.6 0.010697 0.2495260.010697 0.3348912.7 0.010697 -0.027090.010697 0.0582752.8 0.010697 0.1436210.010697 0.228986197Trade level manual calculations using time lost criterionBy Time LostProblem DI Time W*DINormalizedSource LostWW*DI32 0.2 10.054945 0.010989 0.01295334 0.4 2.50.137363 0.054945 0.06476741 1 14.1 0.7747250.774725 0.91321246 0.2 0.5 0.0274730.005495 0.00647756 0.4 0.1 0.0054950.002198 0.002591Sum 18.21 0.848352 1Original Data32 34 41 46560.0 1 00 1 01.1 00 0.4 0 01.3 0 00.4 0 0.41.4 0 00 0 0.51.5 00 0 0 0.42.1 00.28 00 0.282.2 0 0.40.3 0 0.42.3 0 00.4 0 02.4 00.4 0.4 002.5 00 0 0 0.52.6 00.4 0 002.7 0 0.40 0 02.8 0 0.40 0 0Sum 12.28 1.9 1 2.48198Normalized Strengths32 34 41 46 560.0 1 0 0 1 01.1 0 0 0.210526 001.3 0 0 0.210526 0 0.161291.4 0 0 0 0 0.2016131.5 0 0 0 0 0.161292.1 0 0.122807 0 0 0.1129032.2 0 0.175439 0.157895 0 0.161292.3 0 0 0.210526 002.4 0 0.175439 0.210526 002.5 0 0 0 0 0.2016132.6 0 0.1754390 0 02.7 0 0.1754390 0 02.8 0 0.1754390 0 0Sum= 1 1 1 11Compatibility matrix routine1st Data Coeff. 2nd Data Coeff.0.0 0.01943 -0.96114 0 -11.1 0.192255 0.184188 0.1922550.2036181.3 0.192673 0.1447880.192673 0.1836481.4 0.000522 0.0034 0.0005220.022831.5 0.000418 0.155628 0.000418 0.1944892.1 0.008246 0.530134 0.027676 0.5689942.2 0.155972 0.349764 0.155972 0.3886242.3 0.192255 0.384689 0.192255 0.4235492.4 0.203618 0.184188 0.203618 0.2036181992.5 0.000522 0.148427 0.000522 0.1678572.6 0.011363 0.340682 0.011363 0.3601122.7 0.011363 0.003817 0.011363 0.0232482.8 0.011363 0.196491 0.011363 0.215921200AGGREGATING CORRECTIVE ACTION ROUTINEFOR TRADE 02Compatibiility matrix for trade 02Trade level aggregation level0.0 1.1 1.3 2.1 2.2 2.3 2.42.6 2.7 2.80.0 1 -1 -1 -1 -1 -1-1 -1 -1 -11.1 -1 1 -1 0 0 10 0 0 11.3 -1 -1 1 1 10 0 0 002.1 -1 0 1 1 11 0 0 0 02.2 -1 0 1 1 10 0 1 0 02.3 -1 1 0 10 1 0 1 0 02.4 -1 00 0 0 0 10 0 02.6 -1 0 0 0 11 0 1 002.7 -1 0 00 0 0 0 0 112.8 -1 10 0 0 0 0 0 1 1ProblemSourceDI Freq. of0cc.wW*DINormalizedW*DITrade 02 by Frequency of OccurrenceSum5344111410.80.20.80.2Original Data NormalizedStrengthsProbSour 3441 34 410.0 00 0 01.1 0 10 0.3333330.80.2201Sum = 4.73 11.3 0 0.50 0.1666672.1 0.50 0.106383 02.2 0.5 00.106383 02.3 01 0 0.3333332.4 1 0.50.212766 0.1666672.6 0.70 0.148936 02.7 10 0.212766 02.8 10 0.212766 0Compatibiliy matrix routine1st Data Coeff.0.0 0-11.1 0.066667 0.2702131.3 0.0333330.1368792.1 0.0851060.2702132.2 0.085106 0.3226952.3 0.066667 0.3375892.4 0.203546 0.2035462.6 0.119149 0.2709222.7 0.170213 0.3404262.8 0.170213 0.4070921202Aggregating corrective actions of Trade 02 by Manhours LostTrade 02 By Manhours LostProblemSource3441Sum =DI11Compatibility Matrix Routine1st Data Coeff.0.0 0 -11.1 0.0625 0.2666221.3 0.03125 0.141622ManhoursW*DINormalizedLost WW*DI13 0.8125 0.8125 0.81253 0.1875 0.1875 0.187516 1 1 1Original Data Normalized_Strengths34 41 34 410.0 0 0 0 01.1 0 1 0 0.3333331.3 0 0.5 0 0.1666672.1 0.5 0 0.10638302.2 0.5 0 0.106383 02.3 0 1 0 0.3333332.4 1 0.5 0.212766 0.1666672.6 0.7 0 0.14893602.7 1 0 0.21276602.8 1 0 0.2127660Sum= 4.7 3 1 12032.1 0.086436 0.2666222.2 0.086436 0.3251332.3 0.0625 0.3324472.4 0.204122 0.2041222.6 0.121011 0.2699472.7 0.172872 0.3457452.8 0.172872 0.408245Aggregating corrective actions routine for trade 02 using time lost criterionTrade 02 by Time LostProblem DI Time W*DINormalizedSource Lost W W*DI34 1 1.3 0.7647060.764706 0.76470641 1 0.4 0.2352940.235294 0.235294Sum= 1.71 1 1Original_Data Normalized_Strengths34 41 34 410.0 0 0 0 01.1 0 10 0.3333331.3 0 0.5 00.1666672.1 0.5 0 0.10638302.2 0.5 0 0.10638302.3 0 10 0.3333332042.4 1 0.5 0.212766 0.1666672.6 0.7 0 0.148936 02.7 1 0 0.212766 02.8 1 0 0.212766 0Sum 4.7 3 1 1205The adjusted corrective actions and their coefficientsfrom the compatibility matrix routine are shownbelow:Compatibility_Matrix_Routine1st Data Coeff.0.0 0 -11.1 0.078431 0.280351.3 0.039216 0.1234882.1 0.081352 0.280352.2 0.081352 0.3158112.3 0.078431 0.3521072.4 0.201919 0.2019192.6 0.113892 0.2736752.7 0. 162703 0.3254072.8 0.162703 0.403838206APPENDIX D PROJECT LEVEL ANALYSISBY MANUAL CALCULATION207Project level analysisProblem source - 41 UndermanningSystem derived data:Project dispersion index =6/6 = 1.0Site precipitation > 12Project total time lost = 19.9Project total manhours lost = 72.0Manpower(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 = 18Total number ofoccurrencefor all problem = 30Site precipitation > = 12problem(41, percent_critical,@perc)= 11/18*100%= 61.11%Standard strength:V12 V13 V14X[1.0 0.5 1.0Project attributes:V12 V13 V14Proj.[0.5 0.5 0.0S(X, V):V12 V13 V14X[0.5 0.2501T(V, Z):V12 V13 V42005[0.1 0 012003[1.0 0 01001[1.0 0 011003[0.4 0 0]R(X, Z):1.1 1.3 2.3 2.5X[0.5 0.4 0.5 0.1]208AGGREGATION ROUTINE FORPROJECT LEVELWeight distributions determine by frequency ofoccurrence are:W32 = 1/30 = 0.033W = 6/30 = 0.200W41 = 18/30 = 0.600W = 1/30 = 0.033W = 4/30 = 0.133Calculate Dispersion Index as:D132 = 0.1667DI 0.5000D141 = 1.000DI = 0.1667D1 0.3333Calculate modified weight as:W2*D132 = 0.005534*D1= 0.01W41*DI1 = 0.6W*DI = 0.0055W*DI = 0.04430.6653Renormalized modified weight, we have:= 0.008267= 0.01503= 0.9018= 0.008267= 0.06659When multiply each ofthem with the correctiveactions, we have:0.0 0.0Z = 0.008267 x[1.01+ 0.01503 x[1.01 +1.1 1.3 2.3 2.50.9018 x[0.333 0.267 0.333 0.06671 +2090.0 0.00.008267 x[1.01+ 0.06659 x[1.01I I IIProject Level Compatibility Matrix for Manual CalculationExample00 1.1 1.3 2.32.50.0 1 -1 -1 -1-11.1 -1 1 11 01.3 -1 11 0 02.3 -1 1 01 12.5 -1 00 1 1By Frequency of OccurrenceFreq. ofNormalizedDI Occu.WDI*W DI*W32 0.1667 10.033333 0.005557 0.00735434 0.56 0.2 0.1 0.13235341 1 180.6 0.6 0.7941246 0.1667 10.033333 0.005557 0.00735456 0.3333 4 0.133333 0.044440.058818Sum =30 1 0.755553 12100.01.11.32.32.5Data0.205880.2647070.2117650.2647070.052941By Manhours LostProblemSource32344146DI0.16670.51Coeff.-0.588710.535750.2709660.376880.112095ManhoursLost4Run00.4705870.2117650.2647070.052941w0.0555560.25Coeff.—10.9470430.6822590.7881720.317741DI*W0.0092610.125Original 1st0.0 0.395161 -0.20968 0-11.1 0.201613 0.169356 0.5967740.95967756Sum=0.16670.3333OriginalData1825101572Coeff.0.3472220.1388890.20833311stRun0.3472220.0231530.0694380.574074Coeff.NormalizedDIW0.0161320.2177420.6048390.0403310.12095612111.3 0.16129 -0.03226 0.16129 0.7580642.3 0.201613 0.048388 0.201613 0.838712.5 0.040323 -0.15323 0.040323 0.241936By Time LostProblem Time NormalizedSource DI Lost WDI*W DI*W32 0.1667 1 0.050251 0.008377 0.00999234 0.5 3.8 0.190955 0.095477 0.11388641 1 14.5 0.728643 0.728643 0.86912846 0.1667 0.5 0.025126 0.004188 0.00499656 0.3333 0.1 0.005025 0.001675 0.0019980.0 0.130872 -0.73826 0 -11.1 0.289709 0.680315 0.420581 0.9420581.3 0.231768 0.390606 0.231768 0.6523492.3 0.289709 0.506489 0.289709 0.7682322.5 0.057942 0.21678 0.057942 0.347651Sum=OriginalData19.9Coeff.1stRun0.838361Coeff.212APPENDIX E SUPPORTIVE INFORMATION FORCASE STUDY EXAMPLE213UBCCONSTRUCTIONMANAGEMENTLABREPCONTUFilelesa:9:\R17200\P80J13\IlJlgillSelectAllDtivitiesSvrUActivityCedeBENJAMINYUE-EXTENDEDEXAMPLEPROJECTPRED/SUCC/PRODUCTIONoCriticalActivity+QwervivgpredecessoroFanactivityorsoccessorgovernedbyactivityReportRate:19013103ReportTiv14:20:52Revisiontimber:0Progresslate:11113194PageIll200110119 LODEolECRIflIUNPRUOIISSOIE001.cODERISCRIPTIMI00LLODERISLRIPTI00 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Eli(IITftNOND1ReopSuper-(JI(kl(I)(mllv)PATECodeTradeintendeetftSatSkillTurnoverOvertimeCermentsftYIN0)1111A)niLIknirsT1110I211E!IT0ISPEGWIICAL2N0ftICEILtIftICA),30ft021FEft94CGIIV1AI.COft(TPTOft19Nftftft3POVLJ.4N0ftl2W5?ftISTEOfIIICAI.2NftftiCuitiftICa--——311ftft221’Eft94CClJtftAI.CAtfTlCTftftftftNftftft9PftftlLL1Nftftl2mSONftYSTftftlSftftuftllCa2NftftICEIltIftICa311ft23R194CWafttffltOft19NftftftYPftftlflL2Nftftl2(SONftftSVTftISTWWOCAL3VftftftCEIItTOICAI31ftft24ft194CajaCfte1TlITftflft11ftTftft9DftftlftL37ftftl2fT5?ftTlS)tlJftftlEAl3VftftICuLtTwa3Vftft25FEft94CCftl€ftaCAftftTftTOftft9NftTft9PftY(4L3ftftftl2ft1fttNlft5ftftftlSIWflftlCtt3VftftlCELfttTftlCt2NftTZOltfttICCftWftAI,CftftltRACTftftftftftftftftftftftftft(4i.2NftftlZWiSO(ftlY5ftftftIsTlurtIlCaftNftftICugTftICaNTftCCftJI3C°LCftftfTIIiCTftftft9NftftftYftftYftJftU.INftftIZFSONftYSftftftISTECftWIICALftNftftICEITftICNftftft2lWl9ICCULftA1CCIfftlTftI)ft9Nftftft9ftftYLIftftftl21Sftftft4VftftIsTluwIlCa3ftftICELEUTOICAL2Nftftft3ftOft9ICCEIIERALCftPfTftALTftft19ft--ftN)ftftftLL4ftftl2ft4ftftlCPNflutlICtt3PftN0’(I)RespSeper—(j)(k)U)(N)(n)PATECedeTradeintendedISalSki)ITnrimverOverT)’.CoqientsI7/F)011111)11)11)turs1G13,CCTR)CaI71lxiiiIX04Ov091Guutx.COPAPACTOX)))700xna4yxxIZFflS000Y3700)S)LUWIICAL3V00)6ILItTO)CAL3700REPCONTM*CriticalEEatraReekOrderolan-workedlayLLetterUnscheduledlilies,0llackchargeITelephaneDrawingsforelectricalweekareincomplete.IttwrewheretoplaceallhanesPeroutlets,ceilingfixtures,etc.t0zrhreallybeingslowedhecauseelectricaldraaingsnutcoordinatedwitharchitecturaldrawings.Oil!loseatleastanotherhalfday.Electricalsubcomplainingaboutlossinprodactinity.Drawingsforhardlandscapingincompleteandmisleading.dillproceedwithlayout,andgetarchitecttocheck.Incompletedrawingsledtolayouterror.Timecountedagainstcode5?Sendnotetoarchitectrequestingtimeeutensiowbecansnthisactivityiscritical.Poorqoalityofdraaingsstillcausingproklewoinlaynot.lintabletogetclearanowersCrowarchitect.Drawingsstillnotcompleteenough.Sincethisisfirstflouroftypicallayout,drawingfiaesforpreniunsflournutapplicable.Willrough-inwhatisknown-getclarificationfromarchitect.ReportDate:2001193ReportTime14:3?:%Progresslate:6400094Uenisiantbinber:0UIUCCONSTRUCTIONMANAGEMENTLABBENJAMINYUEfileUsed:U\UCP200\PUUJ29\UF30TIUIReportPeriod:0715091-001191AllProblemCodesfurAllOrtinities.EXTENDEDEXAMPLEPROJECTDAILYSITEPROBLEMSOURCESREPORTUs) -J0121!VITV/IYTUAyORKUUDUlfU(011111P10011)1U50DTR€1Ut119DElllOOtSLOSTDAYSLOSDATCCODELOCUPD11CDIPTISIP105ThU50CUIPTISICODEIDAtDETlOEUDUSfT103TUllEf[21TAlt?TUllEPROBLEM:(11)TonmuchprecipitatIon071T.U94(300100SCf/U/P/C/SSUPCDSTUUCIUUEfreezingraindelayedconcretepour.40.0040.001.000.00UU1EU9I(3001005Cf/U/P/C/SSUPEUSTUUCDUUEfreezingrainagain.Letworkersnosnperstrncturegoat0:30am.30.0030.000.001.00300300SITECf/U/P/C/S103RDl.ft0)SCAPIISfreezingrainledtopnstpenementofstartofhardlandscaping.Since1.001.00itiscritical,thiswilldelaythejab.llfCD9l(I006Cf/U/P/C/SSOIPIESTIUETUUEfreezingrainandsiowawakingworkingconditinasimpossible.Letmen6.00k.000.500.50goatnoon.(300300SITECf/ft/P/C/S103RDLflSSC01’ltEfreezingrainandsnowwakinglayoutworkandpreliminaryworknery1.001.000.50630difficnlt.Letworkcrewinafternoon.141T194(3001006Cf/U/P/C/SSTJPI31STUUCTUUEOeaoysnowwakingworkneryslow.ShinnIedoffslabfnrownrk.Rept5.006.000.500.50haningtocleanbecauseofsnow.500300SITECf/U/P/C/S(ODDl.ftI(SCdPI1ESnowslowingworknohardlandscaping.Thiswillaffectstartof0Requesttineeutr3.003.0011.506.50scaffoldingerection,anddelaycnmpletinoofproject.Suggestwenotifyarchitectandrequestentensinn.lSff.g9l•5001006Cf/U/P/C/SSI3PEDSTUI.ETIJUCItanyrainresultinginlowerproductinitgandredncedworale.4.004.00IlinidedestimateofpEtslostbetweeneachproblemsource.500300SITEC1/0/P/C/S(BI1DIJIIDSCPPIIEHeanyrainslowingproductinitg.1.001.001711194!13001006Cf/U/P/C/SSIIPEIISTUOCTUUCHadtnpostponedpour.Theoghtwecouldcatchitatmidday.1.001.00500300SITECf/I/P/C/S103RDLIIOISCAI’IIEHeanyrainslowingproduction.Tryandgeteutension.6.006.000.500.50IUfEU9I5001006Cf/U/P/C/SSUPU3ISTUIICTURERentaheadwiththepnor.Oillhanetodosowogrindingoftheslab0.000.00laterbecauseofraindamagetothefinish.22150945001007Cf/U/P/C/SSDPI]1STIRICTDUE(tangrainaffectingprndactinitg.6.005.0023ltD945001007Cf/U/P/C/SSIJPEUSTOrTIIUERuinaffectingprodoctinity.6.006.0002111194(3101000Cf/U/P/C/SSIIPEUSTIUETIO1Egain,especiallyfreezingrain,slowingwork.1.004.000.250.25I50110201.5127.00127.006.756.75PROBLEM:(11)In.uff./Rneompl.Druwing0715094 0115094 0915094 IOfEU9I IlfET9l 151111941601000010lbOAlJJf-1013.IXTUIC4.160100001016RUtIGI-IllU3IETUICPd.500300SITECf/U/P/C/S103RDLftIDSCACIDE500300SITECf/U/P/C/S103RDIRIDSCAPI1L(310300SITECf/U/P/C/S(SODIftIISCAPIIS160100216000(31-10ELECTUICTI.0.500.500.500.501.001.006.006.004.004.003.003.000Uequesttimeenten0Toarch.RrauingsIISeekclarif.reel0.50 0.25 0.500.50 0.3 0.50Seewsthatdrywallsohtradelightonwanpower.Bockioodorswithhiw. Onp.allerooderwaneiogjob.itwell,shilllevelofstaddersoatoptopar.Recordedprohlovayaiestshilllevelaswell.Ittenoughneotogetcopperroogh-iwneniegquickly.Haylose0.5toOdays.Insufficientwaopm.eraffectiogpaceoCiwwk.Ileallocatedpersoonelfrowhardlandscaping,hottheyhonetogetfawiliarizodwiththerootine. lhstorthewanpewerhasheeoreassignedtosuperstructureworhhecaoseouteooughweeshooedaptoday.Ittenooghneoshowedtoday.Theyweresupposedtohefinishedhynoootheowoveontoneotfloor.Instead,ittoohallday.Startpostponedootiltoworrnabecauseofieswfficieotwaopooer.Lusttinealreadycountedforpreoi005locatiou.Onlyonewanworkinghecaoseshortofwanpowerdoetoweather.Lightonwanpuwer.Flayaffectduration.Checkwaopuwerleveltoworrow. Seentohesendingontoanotherjob.Goingtostretchoutdaration.Sinceoutcritical,prohahlyoh.Keepaneye00it.Harhinywithundersizedcrew.Grabbedwanpuwerfrowlandscaping.(1Tt0lT0/FD1100100000131/0(1.0CUDJITEP001(1)1HERP1001IOLIT0lOlllaiRSLOSTOATSLOSTDOTECODEbCAtSptlCRtPTI011P0001131OISCHIPTIIICOKElilt4Th00CODESFESTWtiTOT01.FtSTfillTON.SUBTOTALS117.0017.00I2152.251PROBLEM:(32)DrawIngerror!OIEED9I090100209(MOAT14.LS/IIOTL5100SILl.lousingtinehecansedrawingerrorsresultinginIaipiterrors.6.006.001.0111.00151131911310300SITE6f/H/P/C/S0000L01105C001101Errordiscoveredindrawings-architectaral,strectoral1electrical1.004.000.250.25outcoordinated,Hadtochangesoweofthefor,w.nrh.$slJoToT01s10.0010.000.25115PROBLEM:(34)ConflIctingInformation16fEB94160100216HOtIBI-INL1IETDICAI.Soweconflictsininstrnctiuusreplacenentofelectricalronyh-in0.250.25andplowkingrewgh—iu.Hillloseapprwo.1/4dayiwresolvingconflicts.I7fEH941502002151101031-10COPPERP11.0111101Stilleoperieocinysonelosttinefruwcooflictsiudesigndrawings.0.250.2521FEB94500300SITECf/H/P/C/S11100IR0ISCSiPII01Structural,electricalandlandscapedrawingsinconsistent.losttine4.004.000.250.25andwanheorstryingtoresoloeconflicts.23fEB941300300SITECf/H/P/C/S0000LIOSCAPItEConflictinginforwatiuwiudrawingshasreswltndiwwistahein0.000.000.500.50fnrrwiorh.Hodtotearpartofitoutandrehaild.bessofbethwaehaorsandtine.2OfEl94500300SITECf/H/P/C/S0000L01IIISCAI’lF01Hareconflictsdiscoveredindrawings-thistinedealswithhluchoutsEOpenLWrelandsc4.004.000.250.25fornechawicalandelectrical.Talkwitharchitect.Startthinhingahootaclam.Olthlll9l1110300SITECf/H/P/C/S10100LftIOSCAPIIEConflictinginferwatineslowingprodoctiow.Uaitingforinforwation.4.004.000.500.50RunningoutofworbCureoenredacedwanpowerleoelbecauseoflachofclarifications.021001940904001111009110110111YTEIOITI.14.1.00000Needsoneclarificatiwnsoohoardingaroundwindows.Don’thoowall0.250.25detailsofhewwindowstohefastened.1110300SITECC/H/P/C/S00110IRIDSCAPIIFYConflictingieforwatioeleadingtowereprodactioitylossanderrors.6.006.000.250.25031100940904001011N09ltCTflLIYTEOF011.14.1.00000Stillwaitingfordetailsaroundwindows.0.250.25100100110101011011011011(10115Can’tstartinstallingwiodowsantildetailsofmternalhwarding1.001.00aroundwindowssertndout.ISIJRTOT01.SI26.0026.00I3.753.75PROBLEM:(41)Inwuffleleotmanpowert%) 001001094 1111094 LSfER94 17fEB94 11fEB94 210109409020020911011011101001511105!090200209100101.1.0(101.STUDS1502002IS11010)1-10COPPER£11001100n5001006CF/H/P/C/SSIIPEBSTMET0HE600300SITECf/I/P/C/S11100IIt0lSfAPllE‘1502002150010)4-IllCOPPERP110111110115020031500001-INCOPPERP11011111015002003CIO01TALI.OLOCILIIICfOR0100010090100409LO000T141.S/I101TL5100SILl15020031500004-INCOPPERPtOllOItE5001007Cf/ft/P/C/SSOPEOSTOOCIOHE6.006.00IS0IDWIICAL150f13#llCO109010141150WttlICoL0.250.250.250.250.500.500.200.200.500.500.500.500.500.500.500.500.200.20Usingapprenticecarpenters.Theirskillleveliswianmatchodtotictask.Loosingprodoctinityandtine.Lowskilllevelofapprenticesslowingpaceofprodactiononblocking.Tolddrywallertoweedontkisworkcrew.lanaskilllevelleadingtodowagetometalstods;seatnotplot.Tiwecountedwgwinstmanpewerlenel. Lowskilllevellendingtoproklea€ivcowstroctioo.Timelostrecordedondeeerrorsincnostructiow.prenticesstillneedalotofguidanceindoingklockingwork.Haoowoodgrainronningwrongway.Hatfasteningblockingsecorelyeneogh. lowskilllendofstndderswillcaasequalityproblemslater.Haarelosingmercyonthoseapprentices.Swggestweletonegoandreplacewitkwereseasonedcarpenterwincanoverseeworkofapprentice. Lowskilllevelnfstaddersleadingtotoowangmistakes.HavetogobackandreplonkseatoFthestods.Also,detailsfordropceilingsinbathroomsnotbeingadheredto.Gigconfroototionovercrappyworkbeiogdonekgstodders.Icyweretnldthatwewillbackchargeforreplookingstods.Also,seatstudsarebentandbanetnbereplaced.Seereworkcode.WTIUITU/IYTRAAggtgUDEg/gALU0401CCP800101gCTPgoCloLlTg1501IflOUSLUST•gypyLUSTDOTECODEt.OCHCTPDIISCOIPTIUOIPlltOLThlEgClllPTlttlCtUEWHtUCTICOICOACTfIST01)3TOTALFF5101)3ggT01.0)02003CIItSTAIJ.PLUCUIPE[OH0111)005Hatenanaghwenonsitetoday.IleallocatedonepersonProwblocking0.500.50tosaperstrnctore.Willentendblockingworkdorotion.22FED94090106409CAPUOT001.1.5/11611STUDSillLackofmanpowerslnwingprodaction.0.250.251502003isOUtOTO—lOyppgPLFUIDIIELackofwanpwerirapediegprndaction.15OEOtOIICAL0.330.33C06l007CF/H/P/C/SSUPEIISTIIIICTgREShortonmanpower.Slowingdowoprodoctinn.Cewplicatedbyrain.0.50O.S05062003Cl0$TALI,ULOCtIIEIOUWINDOWSRecanseofshortageofmanpower,assignedallwentosupeestractare.1.001.00Willloseadayonblocking.Hatcritical—ob.500306SITEF/H/P/C/S)tOWDLft1)SCAPIPEWosigoedallmentosoperstroctorehecaoseofmanpowershortage.Will1.001.00loseday.Criticalphaseoflandscapingalwestnoerhecansenotinterferingwithscaffoldingerection.23118946902064Hgl)ETAI.LOCTALSTUDSLockofmanpowerslowingprodoction.150260315RollOl-lyCOl’PCIFPLANDIIELightonmanpower.0)6300SITECf/H/P/C/SlODlft1)SCAPIIEWorkingwithoolyapartialcrewbecanseofshortageofmanpower.0.750.25Superstrnctareisloppriority.2SFED9I090200409lIETALL111801.STUDSLightonmanpower,andqoalitystillpoor.Won’tfinishactivity0.250.75ontilitoday.1k61003lB8001)410alxTglCcd.Fewermentoday.flayslowdownworkonelectrical.0.250.755001607CF/U/P/C/SSUPD1STOUCTUREHarkingwithondersizedcrew.0.100.102011894090200IoyII6STAI.LOCTALSTUDSHatenoughmanpowertogetactivityfinished.Lostanotherday.1.001.00156700I15OO’,lOflOCOPPERP1.1018116Hateoonghmanpowertoreallygetgoing.Willloseaday.1.601.00lkOtOO3lbIly004-lHCLLCTHIC$4.Hahedyshowedop.If,D1DETOICUI.1.001.00011401940904001011009l)ETALLCITOHItlOW!0000DPostponedstartbecaaseoflackofmanpower.09D01FflJ.1.001.001501005150000)-IN50Hl01TIIFISEI1SWorkproceedingslowlyhecanseoflackofmanpowerdantocold15OOflflllCfd,0.500.50weather?150206IIS8000)-INCOPPERPUU18FIELackofmanpowermeantnoaorkdoneonthis.151IDWIICN,1.001.0010)10631680013)-INI1EETFIICOLHahndyshowedbecanseofcoldweather?16E10ETI1FCtO.1.001.005001000CF/U/P/C/SSUPERSTRUCTURELightonmanpower.Seemsthattradesmeonotshowingopbecaoseof0.250.25cnldweather.Pottingwestofmanpoweronsoperstroctorn.1)012004CI1ITALLOLUEDI1E[000111)016Allocatedmanpowertoswperstrnctore.1.061.000210094500300SITECF/HIP/C/S11110IR18SCI9IDEPoorweathercaosingseatwnrhorstostayaway.Harkingwith0.500.50ondersizedcrew.63008940)0300SITECf/H/P/C/SIOWDL011)SCP1IIEHarkingwithonlyapartialcrewhecaosnweathercaosingseatworkers0.S00.50nottoshownp.---ISUOTOTALS6.006.0016.5016.50PROBLEM:(44)LowmklIIloveFt%) t%)07118940)02000010ClOElfdiOLUCUIIEFURWIHDOUS00FE8940500200lAINCllET0l.LHLUCDIIEFUR01100)1511FEB940096200209RETAIlPETALSTUDS500100BCf/K/P/C/SSUPFJISTIOJCTURE5007062CPETAl!OLUCUIIEfUUWINDOWS14FEB940696200209IIETALLPETALSTUDSt2062C10001COINTfORWIllOWS15FEB94690200309IPETALLOCTALSTUDS16fEB940962003OyINSTALLOCTALSTUDS4.004.000.500.504.064.000.500.564,004.000.500.504.000.504.060.50 0.50ErrorinroriwinrkconstructionresultsFromlowskilllevel.Errorsbeingmadeiulaynotorsteelandusingcnerectbars.Attrikoteinparttolnwskilllenels.Itedtospendmoretimechocking. Lawskilllenelscnmlnuuwlingproblemsorpoorlycoordinateddrawings,loadingtoco,gnundingorrectorerrors.Pickedopmireerrorsinreinrorcingsteellayoutdoetowlowskilllevels. l,ackormanpower,lowskilllenelandcoorlictingdrawingsleadingtncnostroctionerrors.IladtnwodiFyFoi,t.Poorskilllevelleadingtoinstallationproblems.Olockiognotbeingprnperlyraslonod.ConFlictinginFormationandlowskilllenelsloadingInerrnrs.Arrectingprodnctinityandduratino.ErrorinlagoatoFsteelagain.Theguyscan’troaddrawings.Hanototakemoretimeprnnidinginstrnctinnsandcheckingwork.Hareerrorsinsteellaynotandinbuttoningapronit.RadeamistakeinlayoutoFpartortheFnrmsbecauseorconFlictinginFormationindraoiogs.TimeInstcbargeagainstconFlictinginFnrmatinncode.Rawbaneenoughmen,butpoorqualityorworkrorceleadingtnerrnrsinstudwalls.Outorplumb,soreembersdamaged,detailsinbathroomnotbeingWiltproperly,gillarrecthoardinglater.PoorqualityorworkrurceandlackoFerrectiwesopernisionresultinginerrors.Soporbaniogtospendtowithtirecheckingwork.Telldrywallsubtbatwillstartbacbcbargingroesoporinision.Lawskilllevelsandpourdrawingsleadingtoworeconstructionerrors. Lawskilllevelscausingmiteproblemsagain.HareerrorscowingupbecauseoFcuoFlictioginFormatinnivdrawings.Talkedtoarchitect—toldheritistopprioritytoresolvedirrereuresindrawings.SeecoorlictingmmcoderortimeestimatesOunthererror,dnetoconrlicts.lloralenrstarrbeingarFected.frchitectclaimsthatitiscurerror.DETIOITY/EBTRA0000O00ER/W0010CCpgogtniIIESPOICIOLIT!1W1031105LOSTDAYSLOSTDATECODELOClISPRISCRIPTI01IP00011)1OtSC1IIPTI00CORElArt0311011COOlSp1ST00JTOT10.FIST003TOTOC17FEB940907110309IDETALLPETALSTAYSSloppyworkstillbeingperFormed.Statedthatwillkachckargeagain.0.250.25I0901006CF/U/P/C/SSIJPE0STOOCTO0Etowskillleoelinpactiogonprndactioity.4.001.00IOFCO94I090200309I1tSTALLPETAl.STAYSSkillleooloutouchimproved,althoughsawsorenewrarosinthe09DOTWI.crew.ISOBTATULS20.0020.0012.252.251PROBLEM;(46)Lowcontivwtlnn/mnrwlo-15FEB91I0901006CF/RIP/C/SSIIPETISTIDETIITIEl.nwmoraleduetolousyweather-impactingnegativelyonprodnctinitg4.001.0010FEB94090300SITEGF/DIP/C/S101011I30O)SCOPI1IEGuysaresomewhatdemoralizedbecauseorcontinuedrain.Orrecting1.004.00prodnctioitg.01100194090300SITECF/H/P/C/S10100IR01SCAPIIEIlorkersgettingredupbecanseoFlackoFinrurmatiowandcoorlicts4.004.000.500.50-ininstructionsgioen.ISUBTOTALSI12.0012.000.500.50PROBLEM;(B))Rework(Workmanmlnlp)16FEB94I0902011309IPISTOCI.PETAl,STAllSCorrectionorpourqualityworkwillcostaday.III1.001.00ISO0TOTALSI1.001.00PROBLEM;(56)Errorineonmtruetion10FEB91CR01006ITFER9ICR01006C090300SITE090100 090300SITE0902003090300SITE09010070901007090300SITECF/R/P/C/SSOPERSTIIIICTtIOECF/R/P/C/SSUrERSTOOCTORECF/B/P/C/S11110l.aOISCAl’llcCF/RIP/C/SSIIPOISTI10CTORCCF/B/P/C/S10100l.NIDSCAPI1ECIPGTAI.L0L01311P03FORWINDOWSCF/B/P/C/S11010IIAAISCAl’IlECF/H/P/C/SSUPEI1STRIICTOI1ECF/B/F/C/SSOPI3TS’TOIICTTIDECF/R/P/C/S10100IROISEAPIIO314FEB94 10FEB94 21FEB94 2211194 23FEB94 24FEB94 25FEB94 01000940200094090200I09IIISTAI.LOCTALSTAYS090200409IIGTFtI.PETAl.STUDS090300SITEG00300SITE090300SITE6.006.1106.006.003.003.002.002.003.003.002.002.005.005.002.502.502.002.002.002.00CF/R/P/C/S11dbI401SCwIlLCF/R/P/C/S013111)lftObSEBPlIECF/R/P/C/SI01ODISO01SCAPIPE0.250.250.100.100.250.250.200.200.100.100.200.200.100.100.250.250.250.250.200.2004100191010)00SITECF/H/P/C/S0000LIIDSCP4’I1030.000.000.50U)OCTIOITO/COTDAWORDORDER/BALDOTiOCEP0001111ODEPODGIOLITY100100005LUSTOAYSLUSTPATECOPELOCOCOPPESCDIPTIONPOORERDESCRIPTIONCODElOUtACTIONCODESDEST093TOTALrESTAOJTOTALISODTOTAI.SIl1.SO41.50I2.402.10IPROBLEM:(57)Layouterror0711094090100209LAYOUTIOU.l.S/INSTLSTUDSILLLageoterrorcausedbgpeerqualityofdrawingsanderrorindrawings.Subtradewantstobillfortineandmanheurslost.Timecoontedonderdrawingerrorcode.0011094090100209LAYOUTIALLS/INSTLSTUDSILLLagooterrorbecaoseofdrawingerrorslowedpaceofwork.finallycompletedtoday.Tinelostestimatedgesterdag,15010031500001-IN50ADATEDDISCOSlhcbanicalsohtradepotsleeningiowrongplacewhenfleerslabbuilt.USLWOUIICAL1.001.00Dillreqoirecoringofslab.Willloseadayortwo.Thisproblemwillenistonnentslabaswell.Changelagnotforremainingslabs.091109415010031510001-IDSOAOUTEDDISEDSLaynoterrnrforsleeningforriserswerethaoatfirstthanght.1.001.00lhiredrillingwillbereqoired.Dillloseatleastanotherdog.l0ItD4150100315001101-ID50AOUTEDRISERSDittingreinforcingsteelwhewdrilling.Slowingdrilliogdown.Will1.001.00probablyloseanotherday.CR0300SITECf/D/P/C/SlOUlDLSOIDSCAPI1EDisconeredalaynoterrorinpositioningretainingandplanterwalls6.006.001.001.00onmainslab.Attrihntetopeerdrawings,includinginconsistencies.1111094090100309LAYOUTOUI.l.S/IUTTLSTUDSILLfoonddrywallsebtradenotosingupdateddrawings.Deseltedinminor0.2S0.25layouterror.14fED91090100309LAYOUTOULLS/IUTTLSTUDSILLLayouterrorcostusanentrahalfdag.0.500.50151119415010041500001-INSO0OUTERRISERSLayouterrorwilladdeotradaybecauseofrequirementtodrillslab1.001.00fornewlocationofrisers.ISODTOTALSI6.006.00I5.755.75I)PROBLEM:(72)Pourgroundeundltiouw1011094120100091012ERECTSCNTDLDIN3DUDIODSONDPeergroundconditionscausedbgcontinuedrainsmeansentracare0.250.25requiredinsettingopscaffolding.22fED941201001011012ERECTSCNTOLDIIEFOR1015000Peergroundconditionsbecauseofrainwahingset-updifficult.0.250.2523110941201001011012ERLITSCALfOLDIIEDODIBS000Poorgroundconditionsbecauseofrainslowingseaffuldingset-up.0.2S0.25ISIJDTOTAI.SII0.750.75IPROBLEM:(55)Delayloaward.eootraet1511094120100091012ERECTSCAFfOLDI1EFORFODS000Sobjastphaned.Sagsthatbecausewewornslowinawardingcontract,thatheishawingahardtimeinsecuringenoughscaffolding,flagneedaneatradayortwo.Can’tcounttodaybecausepred.notdune.1611094120100091012ERECTSCUATOLDI1EDOD0950101Subtradehaningdifficulttimeinroundingupenoughscaffolding.1.001.00Willloseanotherdag.Couldhanestartedtosetup,becauseprod.almostfarenoughalong.g7fER9l120100091012ERECTSCNTULDI1EFOR1015000Subtradewillhanetobringscaffoldinginfromnutoftown.Dlaming1.001.00lateawardofcontract.2111091120100091012ERECTSCAFfULDItEFOR1YIS000Stillhaningproblemsgettingenoughscaffolding.flagdelagactioity1.001.00somemore.Destestimatenowisanotherdag.25FER94120100091012ERECTSCADIOLDIFEDUDYBS000Tradecomplainingmereaboutshertagenfscaffoldingandblamingusforlateaward.Mayaffectpacoofworkonupperlends.03001094120100212ERECTSCAFfOLDIIEDUDIODS000Donningoutofscaffnlding.Willtabeanentradaytocomplete1.001DBsecondflour.ISIJDTOTALS4.004.00IITOTOI.S1265.50265.50117.7347.73USCCONSTRUCTIONMANAGEMENTLASREPCONTWFilelinedft\REP200\PPOJI2\NENYSJESelect:AllActivitiesSortStartTateDateSelectosAct/Sch/EarlpScheiloleWindowlit13DEC93To30MAY94locAtionsSITETo15SFStartMilestoneVISmtctCriticalFinishWitestoneVIocriticalCInstalledBENJAMINYUE—EXTENDEDEXAMPLEPROJECTBASELINESCHEDULEEstimatedIIPa9etlfIBeDortDate22DEC93TeoortTimeID3020ProqreoslateNeaioiosNumberProgressDateIProcireotPc>Pooitieefloat_jItgatioefloatrtJ59931994CYSFTYPEDESCTTPTIDNScheduled/actualIt)DECJANUARYFEBRUARYMARCHAPRILMAYStartFinishSir2929ID17247142t7142t294111925291624aY9945SWSTARTSDPERSTTILTDRE13DEC93SITEVaSYTITYAF/A/P/C/SSARERSTNDCTTITTE13DEC9321MAR94NTMAIN3579DDAIF2—4t0IY150105AelITES-IN56WMATERRISERS21JAN9425MAR9449MAR9023904905906790990.1090001110ALa000TWaLLS/INSTI5155SILLS20JAN9431MAY9447WAIN9029038485tO780098ITS090790IINSTALLMETALSTAYS31JAN9415APR9447WAII4290390490C7909090tSI200ItAYeEA-INCYPRETPLDNNI1C11EN94I2APNN449NCC459C0901190CC790tIDIlYISASH-INELECTRICALTJ’EB9419APR9453NCoCa90CACtO500200IINSTALLBLICEITSFDAWINDI3ISDTEN9407APR9449NC28704558687008ITOa5153l5IF/P/P/C/SHAtSLAINISCAPITSTNEN942WE994ISSITEaT70IDDAERECTSCAFFCLITNSFANWASIWAY15FEB9411APR9440WAIN3•fl5S051190fl79090m095401IINSTALLEDTENNAI.WILL0099123FEB9415APR9439WAINfi34fl799090090090aIDDIOD0INSTALLWINDOWS25FEB0419APR9439WAIlIflflfl90090fl6509011900090355AINSTALLTNSLEATIYN/YAPIAABAYD3WAtt9422APR9437NNflfl45.790990fl900901190170200CAYILDBRICEWALLSD3WABS42YNAY94S7NNzzZ3905790IC20CACA90AC00905(5COPAWALL9OARAI%DAWAA9413NAY9449N0IN329aY9I5STSTAPS/FILL/SUITIRYMALL14NA15430MAY9455WAIW909011390C30WJJJ/S//JA2529101724714217142129411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F DATA INTERPRETATION FOR CASE STUDY 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Doootking-lackofeoideoce.I1.8888111313244‘UBCCONSTRUCTIONMANAGEMENTLABREPCONTMBENJAMINVUE-EXTENDEDEXAMPLEPROJECTPageior23DAILYSITEACTIVITYANALYSISREPORTFilelined:t\OIYZRR\PI0J29\IThYlOlReportlaW221ttE93ReportTiwe22:38:42Reoisionthiwber9ProgressRate:04111194DateWiodow:‘rn’.07(1191to84111194linthodused:mao-winWeightingcondition:frequencyofoccurrenceIncludecompletedactiuitiesDetinity:01111WtultDJtIKdlS/ltGtLSTUDSILLSbc:2Traderesponsible:1091111Startdate:8311194Projectedlktual)Finishdate:90ff094Totalduration:4daysRemainingduration:8days,02freefloat:8daystotalfloat:19daysTotalfloat/remainingduration:Dodefinedtli,ideRyRIOctinityDttrihotesDegreeofft’plicabilitg18Internalaccess:0.99t2Labourintensioe:1.99lbResignchanges:1.8028Loutolerance:9.9921Learningcoreoeffects:0.1022Resigncoapleoity:0.50Totalcomberofdayslost:1.00totalnumberofwanlooirslost:6.00ProblemSource2totaltotal7totaltotal7.totaltinityLendCorrectiooRetionStrengthOn.DescriptiondayslostdayslostidoslostmhrslostoccuroccurRe.Rescription32Drawingerrors1991.991995.9033I2.6Weeoanchorsareidle,reroutemoopewertootler1.8008octioitiestopreventscoeremanpowerloss.4.18Ittedcowiindailyreportdatesofinformationt.requested,coeoersatioes/,erbalinstructions,telephaoecallsetc..5.14Requestinformation/clarificationfromarchitectt.aud/orconsultant(s)ASS’.57Layouterror00.9080.906724.14Correctconstructionerroratsiteimediatelyif8.6possible.4.15liscuasswith/notifysobtradetslofrequiredl.0changesinlayout.5.01Dequestinformatioe/clarificatioufromarchitect1.0090and/orcooseltootts)nsce.Page20123AggregatedProblemsActivityLevelCorrectiveActionStrengthProblemlumberthu.Itescriptivu5.11Reqnestioformatioo/clarificationfromarchitectO.%753257and/orconsultant(s)ASAP.1.15Discosswith/notifysuhtraile(slofrequired0.36457changesinlayout.4.14Correctconstructionerroratsiteiiwiediatelyif0.153057possible.2.6Idienworhersareidle,reroutemavpoaertootlwr0.111132activitiestopreventseveremanpowerloss.4.18Ittedeanivdailyreportdatesofinformative0.111132requested,conoersatinus/nerhalinstructions,telephonecallsetc..Activity:090100LAYOUTlthlJ.S/ll€TLSTUDSILLSLee:3Traderesponsible:DRTI4.l.Startdate:11FEB94Projected(Actaa(lfinishdate:15113191Totalduration:3daysIteuainiogduration:0days,OXfreefloat:0daysTotalfloat:12daysTotalfloat/remainingduration:Ilndefined(llivideHg0)ActivityAttributesDegreeofApplicability10Internalaccess:1.0012t.ahvorintensive:1.00lhlesigochavges:1.0020Leatolerance:0.0021Learningcomeeffects:0.00Z2lesigocveçleoity:&60Totalnumberofdayslost:0.75Totalminterofmanhourslost:0.00PrvhlemSourceY.totaltotalXtotaltotal2totalActivityLendCorrectiveActionStrength1lb.Descriptiondayslostdayslostirslostirslostoccurnccorlb.DescriptiveS7Layonterror1000.750.0000024.14Correctcuestructineerroratsitei.mediatelyif0.hpossihle.4.15Discusswith/notifysubtradetslofrequired1.0000changesinlayout.5.11Requestinformatino/clarificatinefromarchitect1.0000and/orconsultant(s)ASPI’.AggregatedProblemsActivityLenelCorrectiveActioeStrengthProblemthimberlb.Description4.15Discusswith/notifysobtrade(slofrequired0.304657changesivlayout.5.14Requestinformation/clarificationfrvuarchitectA.301hS7and/orconsvltavtlslATOP.4.14Cvrrectcvvstructionerroratsiteiimiediatrlyif0.230057l’age30123possible.Activity:890100IP000TLLS/I89TLSTUDSIlLSLec:Traderesponsible:110011011.Startdate:10FEB94Prujected(ft:taal)finishdate:23FEB94Totaldnratia&4daysRemainingdaratinn0days,02freefloat:0daysTotalfloat15daysTotalfloat/remainingduration:llndefined(IlioideBy0)ActivityAttribatesDegreeofApplicahility10Internalaccess:1.0012labrairintensive:1.00lbDesigncbanges:1.0020Lao.tolerance:0.0021Learningcarveeffects:0.0022Designcomplexity:0.bOTotalnumberofdayslost:0.25Totalnor-herofmanhourslost:0.00ProbleaSource2totaltotal2totaltotal7.totalActivityLevelCorrectivefttiooStrengthFt.DescriptiondayslustdayslostaIrsInstaIrsInstoccuroccurFt.Description41Insufficientmanpower1000.250.0010024.3Increasethereavainingdurationnotheactinitg.1.00009.1Donothing.1.0000AggregatedProblemsActioitgLevelCorrectiveActionStrengthProhlenlianherFt.Description4.3Increasetheremainingdurationontheactivity.0.5000II9.1Dvnothing.0.500041Activity0902001891011.FtTAI.STUDSLou:2Traderesponsible:D011011.l.Startdate:09113191Prnjected(Actaallfiniuladate:14FEB94Totalduration:4daysDemainivydaratiuo0days,OXFreefloat:0daysTotalfloat:9daysTotalfloat/remainingduration:UodefinedllinidnDy0)ActivityAttributesDegreeofApplicability10Internalaccess:1.0012Labuorintensive:1.00lbDesiyschanges:1.0021Learningcarveeffects:0.0022Designcumplevity:0.10Totalvumberofdayslost:0.50Totalvumberofmanhourslost0.00Page40123t) (ItProblemSoorcetotaltotal2totaltotal)totalActivityl.eoelCorrectiveActionStrengthtla.DescriptinodayslostdayslostMrslostMrslostoccuroccurOh,.DescriptionItlnsolficieotmacpowertOO8.580.885822.2Reallocatemanpowerfrompreferahlgataifferor8.6non-criticalactiwity(8555111toactivityXX0Y.9.1Onnothing.0.088814l.ewskilllevel80.888.885822.4Discosswithsnbtradeforemanmnrkforce1.0888performance.yeeyatedfroblemoActivitylevelCorrectiveActionStrengthPrnhlemllamherRe.Description2,4Discosswithsnhtradeforemanwnrkforce8.7857IIpcrfnrmance.2.7Reallocatemanpowerfrompreferablyatoffeeyr0.2143IInon-criticalactivity(0155111toactinity109922.Activity.820Ol85T.1lt’faSMSLnc:3Traderesponsible:D1t100t1.Startdate:l5fD3l94Prnjected(frtuallfinishdate:lUfDIllItotaldnration:IlaysRemainingduration:0daysOXfreefloau0daysTotalfloat:12daysTotalfloat/remaininglmrationRndefinedtltimideD81ActivityAttributesDegreeofApplicability00Internalaccess:1.0002l.aboorintensive:1.0816Designchanges:1.0821learningcurveeffects:0.08Z2Desigocnmplenity:0.10totalvnnnkrrofdayslost:135Tetalnumberofmanlnnirslost:8.00ProblemSource2totaltotal2totaltotal7.totalActinityl.noelCorrectiveActionlStrengthlRe.DescriptionlayslostdayslostMrslostMrslostoccuroccurRe.Description44lineshilllevel430.758.800842.3Upgrademntraiondpersonneltotrainedpersonnel.0.80002.4Uiscnsswithonhtradeforemanmnrkforce1.8080performance.2.9Hiremoreeoperiencedworknrstolead1.10108ioenperieocedworkers.52Reworktlkrkmaoshipl571.880.082812.3Upgradenntrainedpersonneltotrainedpersonnel.1.08884.3IncreasetieremainingdurationontIeactinity.0.58881.0Increaseorinprovesopervision.1.08007.6Openatachchurgetoasobtradeornupplierfor1.0888accelerntion.Page5AC23AggregatedProhiensDetinitgLevelCorrectineDetinaStrengthProhlewlieterlb.Description2.3Upgradeuntrainedpersonneltntrainedpersnnnel.8.285714522.4DiscusswithsnbtradeEnrewanaorhfnrce8.285744perfnrwance.2.9Hireworeenperiencedanrberotolead8.285714ineuperiencedanrhers.4.8Increaseorinpronesopernisinn.8.8571527.6OpenahachchargetnawhtradeorsupplierForL857152acceleratinn.I.]Increasetierenamingduratinnnotheactinitg.8.828652Detinity:898288l)€TALI.maSTUDSLoc:ITraderespnnsihleD8lfli.Startdate:23FC894Prnjected(Detnal)Finishdate81198194TntaldnratinnSdagsRenamingdnration8dags,87FreeFInatHdaysTotalrlnat:144agsTotalfloat/renamingduration:Uodefined(DinidePg0)&tinitgAttrihutesIlegreeoFAgplicahilitg18Internalaccess:1.8812Labourintensive:1.8816Designchanges:1.8821LearningcurveeFfects:8.8822Designcnqleoitg:8.48Totalneoherofdagslout:1.75Totalonoherorwanhoorslout:8.88PrnhleoSource7totaltotal7totaltotal7totalfrtioitgl.eoelCorrectionktiooStreopthPu.DescriptiondagsloutdagsloutwitsloutidesloutocuiroccurIt.Pescriptioo41InsufFicientaanpoaer71.758.886834.3IncreasethereoaioingdarationontIeactioitg.1.88889.1Donothing.1.888856Errorinconstruction298.588.884825.18ContactreleoaotpartiesForcorrectionand/or1.8888inFormation.AggregatedPrnhlensfrtinitglevelCorrectioeDetionStrengthProhle’nIt.imherIt.Description5.18ContactrelenantpartiesForcorrectionand/or8.788856istorwatioe.4.3increasetherenaioinAoratiooontieactinity.8.388841tinity120188LTICCTSCaTOI.DItEFAIl88501811bc:88THTraderespoosihle:itos000lTStartdate:IOFCD9IProjected(Actaallfinishdate:8188891Tutu)duration:8daysPage6AfziOeoaininyduration:0daysOXFreefloat:daysTotalfloat:-2daysTotalfloat/renamingduration:tlndelined)ltinideDy0)DotioityAttributesDegreeofApplicability6Aind:0.007tonndconditions:OStorageensite6.409sitecongestinn:0.06DICnternalaccess:too12labourintensioe:1.0617Aighinspectino:0.5620learningcurveeffects0.46Totaliemberofdayslost:0.75Totalneoberofoaehearslost:0.06ProblenSource7.totaltotal7totaltotal7totaltioitylevelCorrectiveDetioolStrengthltOn.Descriptiondayslestdayslostohrslostmb’slostoccuroccurIt.Description72PourgroundconditionsI)0.750.006033.1Conductmareon-sitesoiliooestigatioos.0.00064.3locreasetherenamingdorationontheactioity.0.00006.2l*atifytheOwnerunderacontractclaosefor0.0006unexpectedconditions(groundconditions,utilities).7.3Openadelayclaim.7.01OpenaclaimforconditinnsnutcoveredOnjtIeO.contract.9.0Dxnething.0.000095Delayinaaard.contract570.060.00402Hocorrectiveaction-lackofsapportingevidenceAgyregatedProhlneDetinityl.eoelCorrectiveDetionStrengthProblonlHamkerIt.Descriptinn Donething-lackofenideoce.0.000695ktinity:150100000QI-lO51000T1310051305Lec:3Traderesponsible:t%J34IlCP6,Startdate:0Ol’13l94Prujected(Actual)finishdate:11103094Totalduration:4daysIlemainingderatino:0days,OXFreefloat:0daysTntalflout:12daysTotalfloat/remainingduratinoOndefinedttiaideOy0)frtioityAttributesDegreeofApplicability16Internalaccess:0.0602laheurintensive:0.50lbDesignchanges:0.0607Oighinspection:0.0019Controlledennironment:0.5620leatolerance:0.2020Learningcomeeffects:0.5622Designcnupleaity:0.50Page7012]Totaleunherofdayslost:3.06Totaloonherofnanluoirslost:6.00frohlenSource7.totaltotal7totaltotal7totalActioitgLaudCorrectioeActionStrengthlb.DescriptiondagslostdayslostwIn’slostdo’slostoccuroccurlb.Description57Layouterror1663.600.0000031.14Correctconstructionerroratsitei,niediatelgif6.6060possible.4.15Discusswith/oetifgsubtradeto)ofrequired1.0606changesinlayout.5.11Requestiofornatioe/clarificationtrio,architect1.and/orcunsultantlslW.AggregatedProblensfttioityl.eoelCurrectiueActionStrengthPrublenDenSerlb.Description1.15Discusswith/outifyoshtradelslofrequired6.384657chaugesinlaquot.5.14Requestiuforwatiuo/clarificationIronarchitect0.384657and/orcunsultantlslASAF.1.14Correctcuosteuctieuerroratsiteiineliatelyif0.2w57possible.Actinity156160llQfl6SI086Tt01513151.oc:Iraderesponsible:lIDflill38.Startdate:15113194ProjectedldutuallIioishdate:DDfD319ITotalduration:4daysRenamingduration:0dags.67Freefloat:6daysTotalfloat:12daysTotalflout/renamingduration:tiudefioedlDinideDy0)ActinitgAttrihntesDegreeofplicabilitq16Internalaccess:1.0612Laheurioteosiue:6.5016Designchanges:1.60I?Highinspection:6.8619Controlledeooiroioueot:6.50201.0wtolerauce:6.2621Learoiugcurueeffects:0.5022Designconplenity6.50Totaleenheeofdayslost8.60Totaleueèerofnauluoirslost:6.66PrnblenSource7totaltotal7.totaltotal7totalActinitylendCorrectiveActionStrengthlb.Descriptiusdayslostdayslostdo’slostdo’slostoccuroccurlb.Description57Layouterror1061.060.6010011.11Correctcoostructionerroratsiteirniediatelyif0.6060possible.4.15Discusswith/notifysubtradelslofrequired1.0600changesinlayout.5.14Requestiufornatiuo/clarificationfronarchitect1.0060and/ercousultautls)ASAP.Page0Of23Detiwity:150200oni-i0COPP0PIJOIlICTraderesponsihl&iwwicaStartdat&lSFD9lPrnjected(Octnal)Finishdate:18113194Totalduration:4daysllenaioiogduration:0days,OXFreefloatIdaysTotalfloat:12dayst) \0OggregatedPrublerasfrtioityLevelCnrrectioeDetiaoStrengthProblesIhonberlie.Description415Discussaith/ontifysohteade(s)ofrequired6304557changesinlayout.5.14teqaestiofnrvatioo/clarificatioofronarchitect6.304557ni/orconsultant(s)ftStt1.11Correctcoastractinaerroratsiteionediatelgif6.230057possible.Detinity:150100lng730-l0S8800TlJlDlSt3lSmc:Traderesponsible:lfJ3WllCStartdate:2001194ProjectedlDetaallfinishdate:0Jl94Totaldoratioo4daysRemainingduration:0days,OXfreefloat:6daysTotalfloat:12daysTotalfloat/remaioioydoratianltodefioedllioideOg0)DetioityAttribotesDegreeofplicabilitg10Internalaccess:1.0012Labourietensioe:6.50tt.Designchanges:1.0017Highinspection:0.0019Controlledeooironot:6.50Z0Leutoleraoce:oio21learningcoroeeffects:0.5022Desigoculeoity:6.50Totalmiterofdayslost:6.50Totaluo’erofmanhourslost:0.00ProblemSource7totaltotal2totaltotal2totalIttioitgI.eoelCorrectiveDetiooStrengthIt.Descriptiondayslostdayslostmli’sloutmli’slostoccuroccurIt.PescriptiooIIInsufficientmaopower1000.500.00100I4.3IncreasetheremainingdurationontIeactiaitg.0.50009.1Donothing.0.5000OggregatedProblemsDetinityLenelCorrectioefctiooStrengthProblemItoberIt.Description4.3IncreasetIeremaioiugdurationontIeactioitg.0.5000It9.1Donothing.0.5000II—-Lo2Page9Of23Totalflea/rennainingduration:llodefioedllinideDy01tinityAttrihotesDegreeofAgplicahilitg10Internalaccess:1.9012l.ahoorintensioo:0.9016Designchanges:0.901?Highinspection:0.9019Controlledennironaieot:0.7921Learningcoroeeffects:0.5022Designconplenity0.50Totalrainkerofdayslost:1.25Totalnonkorofwanloorslost:0.00Actinity:150290190101-10COPPI3IPUOlll06bc:3Traderesponsible:ltlIWllCOI,Startdate:21f194Projectedtft:toallfioinbdate:Thf194Totaldoration:5daysIlonainiogduration:0days,02Freefloat:IdagsTotalfloat:16daysTotalfloat/revaioiogdoration:llndefioed(DioideDy01ActinityAttributesDegreeofApplicabilitg10Internalaccess:1.0012bahonrinteosine:0.90lbDesigochanges:0.9017Highinspection:0.90I-fl 0ProhletnSoorce7.totaltotal7totaltotaltotalActinityLevelCorrectivektiooStrength110.Descriptinndayslostdayslostntislostirslostoccoroccur110.Description34Conflictingioforaation200.250.003312.5Stunworkersareidle,rerootewanpowertoother0.9000activitiestoprenentseverewanpowerloss.1.211wsecondaryworkowtheactivity.0.90001.12Ihnoitortheactioitycloselg.0.90905.9lwprooearchitect/eogineer/coorailtaot0.9000coordination.5.10ContactrelevantpartiesForcorrectionand/or0.9000infornatinan.IIlnsnfficientnanpower001.000.006724.3Increasetherewainingdurationontheactivity.0.90009.1Onnothing.0.9AggregatedProblensActinityLeoelCorrectineActionStrengthPrnblewHankerIt,Description4.12Ibsoitortheactioitgclosely.0.4000344.3Increasetherenamingdurationontheactinitg.0.3333II2.6mOwnworkersareidle,remotewanpniurtoother0.066734activitiestopreventseverenanpowerloss.4.2Dosecondaryworkontheactiwitg.0.0667345.9lnprnnearchitect/engineer/cnnsoltant0.066734coordination.5.10Contactrelevantpartiesforcorrectionand/or0.066734infnrnation.Page19Of2319Controlledeooireniaent6.7921Learningcsroeeffects:9.5922Designcomplexity:9.59Totalraoaherofdayslost:9.93Totalronderofmaolanirslost9.99ProblemSource2totaltotal2totaltotal2totalRetinitylenelCorrectionRetinaStrengthFin.Descriptioodayslostdayslost‘airslost‘aIrslostoccuractorFt.DescriptionIIInsofficientmanpower1099.030.0919932.7Reallocatemanpowerfrompreferablyabufferor94.999non-criticalactinityIOXSSTT)toactioity090022.9.1Donothing.9.0999(It a-.AggregatedProblemsActinityleastCearectiveActionStrengthProblemFtnherFt.Description9.1Rnnothing.I1.9999IIIRetinity15920910101-INCAPPIJInitwtcLet:ITraderespnnsible:FIDVIIICPLStartdate:2911391ProjectediRetoal)fioishdate:9l9ITotalduration:5daysRemainingduration:9days,92freefloat:1daysTotalfloat:lbdaysTotalfloat/remainingduration:liodefinedilinideBy9)RetinityAttributesDegreeof‘plicahilitg19Internalacceos:0.9912Lahcaarinteosine:999lbDesigncbunges:9.9917Highiospectioo:9.0019Controlledeooirnaaaeot:97921Learningceroeeffects:9.5922Resigncomplenity:9.59Totalnaodiernfdayslost:2.99Totalnumherofmanhourslast:9.99ProblemSource2totaltotal2totaltotal2totalRetioityLeadCorrectionActionStrengthFt.Descriptiondayslostdayslostairslust‘alaslostoccuroccurtin.DescriptionItlnsofficieotmanpower1992.099.0919922.2Reallocatemanpowerfruit.preferablyabufferor9.6090nan-criticalactiuity(XXSSTT)tuactiaity091172.9.1Donothing.9.9960AggregatedPrahiemsActinityLevelCorrectineRetinaStrengthPruhlen.FtmberFt.Description9.1Donothing.1.0909IIIPage12Of23lbDesignchanges:0.9017Highinspection:0.11019Controlledennironuent:0.7021learningcurneeffects:0.5022Designcnnplenitg:0.60Totalnunherofdayslost:8.75Totalnnnberofmanhourslost:0.08ProblewSnorce7.totaltotal7.totaltotal7.totalDetinitgbeonlCorrectionfttioolStrengthlIt.Descriptiondayslostdagslostohrslostdo’slostoccoroccorIt.Inscription31lnsnff./lnco.mpl.Drawing670.500.005014.1Postpnnetheactinitg.0.90004.3Increasetheremainingderationentheactinitg.0.90005.9lnpronnarchitect/enginenr/cnosnltant0.5800coordination.7.2Isseeamemotothepartgconcernedtorequest0.98(10drawingcommpletion.34Conflictinginfnrwation330.250.005012.6Whenenrhersareidle,rerooteManpowertoother0.98110actinitinstoprenentseneremanpowerloss.4.2ltnsecondargworhowtheactinitg.0.98084.12Itnitnrtheactinitgclnselg.0.90085.9Inpronearchitect/engineer/consultant0.9008coordination.5.10Contactrelenantpartiesforcorrectionand/or0.9infornation.&tinitgknelCorrectineDetionStrengthProblemthnmhertin.Description5.9Inpronearchitect/engineer/consultant0.17013134coordination.4.1Postponetheactinitg.0.1406314.3Increasetheremmainingdnrationontheactinitg.8.1406317.2Issueamemotothepartyconcernedtorequest0.1406311drawingcowpletinn.2.6Whenenrhersareidle,rerouteenpowertouther0.100834actinitiestoprenentsenerenanponerloss.4.2Dosecnndargwnrhontheactinitg.0.1808344.12ttnitortheactinitgcloselg.0.1000345.10Contactrelenantpartiesforcorrectionand/or0.100834infnrnation.Detinity:160100tgllQl—INt1DZT8ICl.ac:Traderesponsible:I3.IITAICPLStartdate:24111194PrnjectedtDetnallfinishdate:04881191Totaldnration7dagsIlenainingduration0dogs,87freefloat:8dogsTotalfloat:11daysTntalfloat/remainingdoratinn:Ilndefined(Dinidellg0)ActinityAttributesDegreeofpIicabilitg18Internalaccess:1.8812I.abenrintensine:8.90‘JoAggregatedPruhiensPage11Of73frtinitg:160100IOOQI-IMI1IXIDICPI,l.oc:0010Traderesponsible:I3JtTIICPLStartdate:030tt94Prajectedlktnal)Finishdate:10f5091Totaldnratian5dadsRemainingdaratioo0days,07FreeFloat:1daysTotalfloat:ItdaysTotalFloat/remainingdaratino:UndefioedttinideDy0)DetinityAttributesDegreeofPçplicahilitg10Internalaccess:IMO12labourintensive:0.90thDesignchaages:0.90t7Highinspection:19Controlledenoiroaornt:03021learningcurveeffects:0.5072Designcooplenity:0.60Totalnumberofdayslest:1.00Totalnumberofmanlnmarslest:10.00ProblemSource7totaltotal7totaltotal2totalRetinitylevelCorrectionktiooStrengthIttDescriptiondaysInstdaysInstdrsInstoh’sInstactoroccirIt.Descriptiom31losaff./lncoopl.Drawing1001.0010010.0010021.1Postponetheactivity.0.9000I.)Increasetheremainingdoratinoontheactinity.0.90005.9Improvearchitect/engineer/causaltaut0.5000coordination.7.2Issneapeontothepartyconcernedtorequest0.9000draaingcançletioo.AggregatedProblemsDetioitylendCorrectioeDetiouStrengthProblemthioberIt.Description1.1Postponetheactivity.0.2012314.3Increasetheremainingdarationantheactivity.0.2012317.2lssoeamemotothepartyconcernedtorequest0.281231drawingcompletion.5.9lmprooearchitect/eogineer/cnnsoltaut0.156331coordination.Detiuity:ISOIOODAIIQHIIDIITDICPLbc:2Traderespunsihle:I1IIT0lCStartdate:tSPUlProjected)ztaaI)finishdate:2JUl91Totaldoration:7daysRemainingduration:0days,07freefloat:0daysTotalfloat:13daysTatalfloat/remainingdurationOndefinedttioideBy0)DetimityAttributesDegreeofftaplicabilitg10Internalaccess:1.0012labourintensiue:0.90Page130123If,Desigochanges0.9017Highiospectioo:19Controlledenmiroemeot0.7021l.earniogcnroeeffects:6.5022Resignciempleoitg:0.60Totalnumberofdayslost:2.25Totaloomberofmanlo,orslost:0.00ProblemSource7.totaltotal2totaltotal2totaltioitgloadCorrectineRetionStreogthRe.DescriptiondayslostdayslosteRrslosteRrsInstmeciaraccorIt.DescriptioeIIlosofficientmanpower1002.250.0010031.3Increasetheremaioioghiratiooo”theactioitg.0.99.1Donothiog.0.9000OggregotedProblemsRetioitylendCorrectivetiooIt.tescriptinoI.]Increasetheremaioingdurationnotheactioitg.0.5000II9.1Donothing.0.5000IIRetimity)3100FIR/P/C/SSRWCISTIHETII1IELeeTraderesponsible:)3NIIcLCOHTI00TORStaetdate:31J1fl91l’rojectedtktnaltfinishdate:0911194Totalduration0daysRemainingdaratioo0days,OXfreefloat:0daysTotalfloat:—2daysTotalfloat/remaioiogduration:Uo.lefinedtDioide090)ft:tioityAttributesDegreeofPq’plicabilitg1Highprecipitalioo:1.003Highteqeratore:0.604loutemperatare:1.00bRim):0000Storageonsite:1.00IIExternalaccess:1.0012lahoorioteosioe:0.9013Equipmentintensine:0.00ISlnoouatioenotloids:0.0016Designchanges:1.0012Highinspection:1.00tgContractprooisioo:1.0020lenatolerance:0.7021learningcomeeffects:0.9022Resignconipleoitg:1.00Totalomiherofdayslost:2.00Totalonmherofmanleoarslost:70.00ProblemSource2tntaltotal7totaltotal7.totalRetioitylenelCorrectioefrtiooStrengthIt.DescriptiondayslostdayslostelmslostmloslostoccuroccurIt.Description11TooouchprecipitationI100I2.00I10070.001160211.1Prooideaprotectedenoiroementnoshelter.I0.4000IViJStreogth1ProblemlhimhorIPage1401231.2Postponethewctinitgtoatinewindowwithbetter1.anticipatedweathercenditimas.4.3Increasetherenamingdurationontheactivity.1.00005.1Porveeapruojecttineeotnnsionforwnreasnoable0.0000delaybeyondceatractor’scontrol.9.!Dxnothing.0.7200AggregatedProhleiasfrtivitglevelCerrectioeDetionStrengthProhienthanhertha.Description5.1Parseeaprojecttineentensionforanreasonable0117tIIdelayheynedcontractor’scentrnl.1.2Postponetheactioitgtoatinewindowwithbetter0.2551Itanticipatedweatherconditions.I.)Increasetherenamingdurationnotheactinitg.0.351It1.1Provideaprotectedennironnentorshelter.0.1020ItDetivity:0l00fin/P/C/SSllPlIlSIHllClllICl.ac:5Traderespensihie:GtlltllPd.C0ttTtTHRStartdate:10111191Prajectedt&tnallfinishdate:11111191Totalduration7daysRenamingduration0days,02Freefloat:0daysTotalfloat:-ldaysTotalPIvot/renamingduration:tlndefinedttinideBy01Ruft:tinityAttribatesDegreeofAgplicabilityIHighprecipitation:1.003Hightenperatore:0.50lientenperatare:1.085Wind:0.10IStorageonsite:1.00Itinternalaccess:1.0012lahenrintensine:0.9013t)gnipnentinteosine:0.0015Innenativenetheds:0.0015Designchanges:1.00I?Highinspection:1.90IACeotractprevision:t.0020Iontolerance:0.7021learningcarveeffects:0.9022Designconplenitg:1.08Totalonanherofdayslnst2.55Totalmu*aerofnanlonarslost:57.00PruhlenSeorce2totaltotal7totaltotal2tntwlktinitglevelCnrrectinodetionStrength1Dx.Descriptiondayslostdayslostidu’slostekesInstoccuroccurIt.DescriptionIIToonochprecipitation702.004521.084251.1Provideaprotectedennirnianentorshelter.0.40001.2Postponetheactinitgtnatinewindowwithbetter1.0000anticipatedweatherconditiens.4.3Increasetherenamingdaratinoontheactivitg.1.00005.1Pursueaprojecttineentensionforunreasonable0.0000delayhegondcontractor’scentral.PageIS01239.11)nothing.4.3Increasetheremainingdurationontheactioitg.9.1Punothing.2.4Piscosswithsubtradeforemanwvrkfvrceperformance. livcorrectiveactino—lackofsupportingevidence2.1SeekadditionaltradesmenandallocatethemtoactivitgO1YYZZ.2.2Reallocatemanpowerfrompreferahlgahollerormen-criticalactimitg(XXSSTT)toactivitgXXYTZZ.(.9Reallocatetools/eqnipmemtfrompreferablgahullerorvon-criticalactivitgtoacriticalone.4.10Pnrchaseorrentbackupeqnipmeot/tools.4.20Seeifanalternativedesigncanbewsedratherthanperformingremedialworktocorrectproblems.421Allocatetimeforreworktocorrecterror.5.2fiiplvgaqnalitgcontrolprogram.5.10Contactrelevantpartiesforcorrectionand/orinformation.5.17Determinetheimpactofcnnstrnctionerrorentheproject;ifcritical,seekadditionaltrade!workersforrework.7.3Openadelagclaim.8.7200 0.9608 0.9000 0.9000Actinitt8l80F/B/P/C/SS0P13ISTRlJCTlJ0Traderesponsible:GUIEBALc0NTRTOftStartdate:21FEB94£rojected(ktoallfinishdate:28FEB94bc7IIInsufficientmanpower44I.ooskilllevel4kInnmotivation/morale56ErrorinconstructionB 8140.20 0.86 0.80 0.3512 276.86 4.01) 4.0614.8017 252AggregatedProblems0.9000 0.9600 0.5 0.0066 1.001)0 1.0606 1.0868fttiuitl.enelCorrectivetinnStrengthProblemIbimberPu.Description6.1Pursueaprojecttimeextensionfornoreasonable0.611delayhe,jovdcontractor’scontrol.2.4PiscosswithsnbtradeForemanworkforce0.166744performance.4.3Increasetheremainingdnratiomontheactivitg.0.146611411.2PostponetheactivitgtoatimewindowwithheLter0.1%)11anticipatedweatherconditions.1.1Prooideaprotectedenvironmentorshelter.0.0425IlS.2CopIngaqoalitgcontrolprogram.0.0301565.10Contactrelevantpartiesforcorrectionand/or0.830156information.5.17Determinetheimpactofcnnstractionerroronthe8.030156project;ifcritical,seekadditionaltrade/workersforrework.2.1Seekadditinnaltradesmenandallocatethemto6.027156actinitg0000ZZ.2.2DeallocatemanpowerIronprelerablgaholleror0.027156nun-criticalactimitg(DISSIT)toactimitg839072.4.21AllocatetimeForreworktocorrecterror.0.0271564.10Purchaseorreotbackupeaipmewt/tnols.0.0241564.20Seeifanalternativedesigncanbeosedrather0.024156thanperlormiogremedialworktocorrectproblems.1.9fleallncatetnnls/eqnipmentfrompreferablga0.015056bailervi’non-criticalactimitgtoacriticalone.7.3Openadelayclaim.0.015156Page16Of23t) Vi —0Totalduration:6daysDemainiogduration:days,02freefloat:0daystotalfloat:-ldaysTotalfloat/remainingduration:Ondefined(DioideDy0)(ttioityAttributesDegreeof‘plicahilityIHighprecipitation:1.003Itightemperatare:0.60Ilowtemperature:1.00Wind:0.00Storageonsite:1.0011Internalaccess:1.0012l.ahoorioteosioe:0.9013Equipmentiotensioe:0.00ISlnnnoatioemethods:0.00lbDesignchanges:1.0017Highinspection:1.0010Contractprooisioo:1.0020lao.tolerance:0.7021Learningcnirneeffects:0.9022Designcnmpleoity:1.00Totalnumberofdayslost:1.10Totalnumberofmanhourslost:19.50ProblemSource2totaltotal2totaltotal2totalActinitgtactCorrectionActionStrengthDo.DescriptiondaysInstdayslostida’sInstmli’slastoccuroccurlb.DescriptionIITnomachprecipitation00.006212.002921.1Pranideaprotectedennironmentorshelter.0.10001.2Pestpooetheactinitytoatimemiodnuwithbetter1.001*1anticipatedweatherconditions.I.)Increasetheremainingdurationontheactinitg.1.06.1Pursueaprnjecttimeentensinofarunreasonable0.0000delaghegendcontractor’scontrol.9.1Donothing.0.7200IIlosofficientmanpower730.0000.004334.3Increasetheremainingdurationontheactimitg.0.90009.1Doonthing.0.9000SbErrorinconstruction270.30307.502922.1Seekadditionaltradesmenandallocatethemto0.9000actinitg000072.2.2Deallocatemanpowerfrompreferahlgahnfferor0.9non-criticalactimity110SSTT)toactinitg009972.4.9Deallocatetonlsleqnipmeotfrompreferahlga0.5000bufferornun—criticalactinitytoacriticalone.4.10Purchaseorrenthachnpeqoipment/tonls.0.00001.20Seeifaoalternationdesigncanheusedrather0.0000thanperformingremedialmurktocorrectprahleme.4.21Allocatetimefarrewnrhtocorrecterror.0.90005.2LopIngaqnalitgcnotrolprogram.1.00005.10Contactrelenantpartiesforcorrectionand/or1.0000informatino.5.17Determinetheimpactofconstructionerroraothe1.0000project:ifcritical,seekadditionaltrade/workersfnrrework.7.3Openadelayclaim.0.5000Page170123greyatedProblemsActivitylevelCorrectiveActionStrengthProblemFloaterIt.Description6.1Porsneaprojecttbextensionforunreasonable0.3251IIdelaybeyondcontractor’scnntrnl.4.3Increasetheremainingdurationontheactinitg.0.2872liii1.2Pnstpnnetheactivitytoatinewindvawithbetter0.8729Itanticipatedweatherconditions.5.2fsaplnyaqoalitycontrolprogram.0.0344565.10Contactrelevantpartiesforcorrectionand/or0.834456infnrmatinn.5.07Determinetheiwpactofcoostroctionerrnronthe8.834456prnject;ifcritical,seehadditionaltrado/aorhersforrevork.2.1Seehadditionaltrademoandallocatetlato8.831856activity008172.2.2HeallocatemanpowerIrmapreferablyahulleror8.831856non-criticalactivity111SSTT)toactioity011922.4.21Allocatetueforreiaochtocorrecterror.8.8318561.1Provideaprotectedenoireoaieotorshelter.8.8292114.18Purchaseorroothachnpeqiaipnaot/tools.8.0275564.28Seeifanalternativedesigncanhewoodrather8.027556thanperlnrniogre’edialieirhtocorrectprohleac.4.9Reallocatetools/equipeentfrompreferablya0.817256hofferoronn-ceiticalactinitytoacriticalone.t%)7.3Openadelayclaim.0.017256UI-00-Activity:018100f/H/P/C/SSIIPI3ISTIIIICTIJRCmc:Traderesponsible:wiiaCOItfRTAHStartdate:01119194ProjectedtActoallfinishdate:87119194Totalduration:5daysRemainingdoratioo1days,282freefloat:0daysTotalfloat:4daysTotalflnat/remainingdoratioo4.00ActinityAttributesDegreeofplicahilityOHighprecipitation:1.003Hightemperatore:0.01Il.owtemperature:1.00bOred AStorageonsite:1.00IiEnteroalaccess:1.0012t,ahvairiotensine:9.9013Equipmentintensive:0.9015Innonatinenetheds:0.9016Designchanges:1.0007Highinspection:1.0018Contractprnoisioo:1.0020lowtolerance:9.7921learningcurveeffects:0.9022Desiyocomplexity:1.00Totalnomherofdayslost:0.50Totalnonherofmaoheorslost4.00Page100123ProblemSoorce7.totaltotal7totaltotal7totalMioityl.eoelcorrectiooDetiooStreogtbIt.Descriptioodayslostdayslostairslost‘airslastoccoroccurlb.DescriptiooIIToomichprecipitation500.25ItO4.0050I1.1Provideaprotectodeoniroin€otorshelter.0.40001.2Postponetheactioitgtoatimeaiodoaawithbetter1.aoticipatedweathercooditioos.I.]locreasetheremainingdurationnotheactivity.1.06.1Pursueaprojecttimeeoteosioaforooreawuable0.0000delaybeyondcontractor’scontrol.9.1Dooothiog.0.720041losolficientmaopoaerSt0.2500.005014.3locreasetheremalologduration00theactinity.0.90009.1tooothiog.0.9000AggregaledProblemsDetinitylevelCorrectiveUctiooStreogthProblemlhaEerIt.Descriptioo6.1Pursueaprojecttimeeoteosiooforaireasoeable0.143911delaybeyondcootractor’scootrol.I.)locreasetheremainingdoratiooastheactioitg.0.377611411.2Postponetheactivitytoatimewindowwithbetter0.1276tlanticipatedweatherconditions.1.1Provideaprotectedenniromrotorshelter.0.051011Detinity:500200ItGTAU.tl.OClll05FOR0100005bc:0019t.)Traderespoosible:61311.3101.C0tt1HTDflStartdate:0310294“0Projectedlfrtoallfinishdate:0010294Totalduration:4daysRemaioiogdnratioo:0days,OXFreefloat:3daysTotalFbar60daysTotalfloat/renvainingdoratioo:thidefinedtltioideD01OttinityAttributesItegreeofUpplicability10Interoalaccess:0.0012Labenariotensioe:1.00IItalleractioity:1.00lbDesigocbaoges:0.0017Highinspection:0.3020l.owtolerance:0.5021Learningcarveeffects:0.5022Designcoopleaitg:0.50Totalonnberofdayslost:1.00Totalnoaberofwaoheaarslast:0.00ProblemSoorce7totaltotal7.totaltotal2totalDetinitybroelCorrection&tiooStrengthIt.Descriptiondayslostdayslast*slostEnlastoccurorcurIt.Description44lowsl:illlevel1001.001000.0010022.3Upgradeaotrainedpersonneltotrainedpersonnel.0.00002.4Discussaithsobtradeforemanworliforce1.0000.performance.2.9Hiremoreeoperieocedwarherstolead1.0000ioeoperiencedaorhers.Page19Of23Activity:500200INTTAIJ.RLOCKIRArot0100005I.oc:3Traderesponsible:01)03101.CONTRACTORStartlate:101)3194t) SAggregatedProblemsActieityLevelCorrectiveActionStrengthProblemlhxmherAc.Description2.1Discusswithsobtradeforemanworhferce0.3571‘IIperformance.2.9Hiremereexperiencedworkerstolead0.357141inexperiencedworkers.7.3tpgradeentrainedpersonneltotrainedpersonnel.0.205744Actioity:500200lNTTAl.l.Dl.OCIIINTFUR0100005Lec:2Traderespxnsible:01JUFAI.CONTRACTORStartdate11113194Projected(Acteallfinishdate:1Sl’5094Totaldoration3daysRemainingdoration0days,HZFreefloat:3daysTotalfloat:57daysTotalfloat/remainingdoratiooOodefioed(DioideBy0)ActivityAttributesDegreeofplicahility10Internalaccess:0.1012Laboorintensive:1.0014Bufferactivity:1.00lbDesignchanges:0.1017Highivspectioe:0.3020Lamtelerance:0.5021Learningcurveeffects:0.5022Designcompleoity:0.50Totalcomberofdayslest:1.10Totalnemberofmacboorslost:6.00ProblemSoarce2totaltotal7.totaltotal2totalActinityLevelCnrrectioeActionStrengthFbi.Descriptiondayslostdayslostida’slostmhrslestoccuroccorAc.DescriptionIIlowskilllevel1001.001001.0010022.3Rpgradeontrainedpersonneltotrainedpersonnel.0.00002.1Discusswithsohtradeforemaomorhforce1.6000performance.2.9Hireworeenperiencedmorherstolead1.0600inexperiencedmorhero.AggregatedProblemsActivityLevelCorrectiveActiooiStrengtkProblemlhimberFbi.Description2.4Discussaithsehtradeforemanmorhforce0.357114performance.2.9Hiremereeeperiencedmarkerstolead6.357144inexperiencedworkers.2.3Upgradeootrainedpersonneltotrainedpersonnel.6.205744Pays20Of23Prujectedthtuallfinishdate:2311194Totalduration:4daysRemainingduration:0days,OXFreefloat:IdaysTotalfloat:57daysTotalfloat/remainingduration:RndefinedtTiuideBy01frtinityAttributesDegreeofiplicahilitg10Internalaccess:0.90I?Labourintensiee:1.0014Bufferactiuity:1.0016Desnchanges:0.90I?Highinspection:0.3020I.e..tolerance0.5021Learningcnroeeffects:0.50ZlDesignco.çleaity:0.50Totalnumberofdayslost:2.20Totalrnjmherof..anlaonrslost:0.00ProblemSourceXtotaltntal2totaltotal2totalDetinityLendCurrnctinetionStrengthlha.DescriptinodayslostJayslestmb’sInstado’sloutnccuroccurBu.lescriptionIIInsefficientmanpower912.900.007534.3lrnreasntheremainingdurationowtieactivity.1.09.1(Innnthing.1.9000SErrorinconstruction90.200.002515.10Cuotactremnantpartiesfurcorrectionand/nr1.0000N)information.gregatedProblemsDetinitylendCorrectionDetinoStrengthPrnhlnmIhudierIt.Description1.3IncreasetIeremainingdurationontheactioitg.0.7500II5.10Contactreleoantpartiesfurcorrectionand/ne0.30056ioformatioo.frtioity:1300290INSTAlLOLOCIIIIEFOR011010115l.oc:4Traderesponsible:GD3tlIAI.fO0TRT00Startdate:29913191ProjectedlActoallfinishdate:07)90194Totaldoratinn:3daysRemainingduration:0days,OXfreefloat:6daysTotalfloat:54daysTotalfloat/remainingduration:HndefimndllliuideDy01ActioitgAttributesDegreeof‘pIicahiIity10Internalaccess:0.9012Labouriotensioe:1.00IIBufferactioitg:1.0016lesignchanges:0.9017Highinspection:0.3020Lu..tolerance:0.5021Learningcuroeeffects:0.5022Designcompleoity:0.50Totalnumberofdayslost:1.00Page21OF23TotaloooheroF,raoluoirslost:6.66ProblemSource2totaltotal2totaltotal2totalActioitgLenolCorrectiveActionStrengthtin.Descriptiondagslostdagslostmlv’slestdo’slostoccuroccurtin.Descriptioo41losoIFicieotmaopower1661.660.0616614.3locreasethero.raioiogdoratioro00theactioitg.1.66669.1Itonothing.1.6666AggregatedProhlensActioitgLevelCorrectioeActionStrengthProhlemthurberDo.Descriptioo4.3Increasetherevaluingdurationontheactioitg.6.5606II9.1ltonothing.6.5606IIttieitg:666366F/DIP/C/S10611IRIISCAPIIEl.ec:SITCTraderespeosible:(DIM.COt6TAT66Startdate:69111391Projected(ft:toallFinishdate:6306191Totaldoratien:20dagsRemainingduration:2dags162FreeFloat:67dagsTotalFloat:67dagsTotalFloat/remainingduration:33.56t) 0”RetioitgAttributesIlogreeoFplicahilitgIHighprecipitation:1.063Highteoperature6.664Lowtemperature:1.667Groundconditions:1.066Storageensite:1.669Sitecongestion:1.6611Externalaccess:1.0612Lahnnrinteesioe:6.6614DoFFeractioitg:6.56lbDesignchanges:1.6616Contractprovision:6.5621learningcomeeFFects:6.2022Designcoopleeitg:1.66TntalnooheroFdagslost:9.55TotalnumberoFmanheorslost:66.66ProhleoSource2totaltotal7.totaltotal2totalActioitgI.enelCerrectineActionStrengthDo.Descriptiondagslostdagslostohrslostmlv’slostoccuroccurDo.DescriptionIITooreichprecipitationlb1.561917.661441.1Provideaprotectedeoeiroioentorshelter.6.46661.2Postponetheactioitgtoatirewindowwithhotter1.6666anticipatedweatherconditions.3.23ieroappropriate,oseentrasopportorsharingto1.6666alleoiatepoorgroundconditions.4.3Increasetheromainiogdnratiooontheactioitg.1.60661.1PorseeaprojecttireeoteusiooForonreasnnahlo6.5666dolaghegoodcootractor’scontrol.9.1Donothing.6.566631lnsuFF./Incenpl.Drawing60.7507.601634.1Postpoootheactinitg.1.6606Page2201234.2Dosecnodamjworkontieactivity.4.3locreasetieremainingdurationontieactivity.INO5.9lmçrovearchitect/engioeer/coeseltant0.5800coordination.7.2IssueaometotiepartyconcernedtorequestD.NOdrawiogce.g’Ietion.32Prayingerrors30.255312.6Ottoworkersareidle,remotemaopvwertootter1.NOactimitiestopreveotseveremanpowerloss.4.10Dotedowniodailyreportdatesofinfonvation1.0000reqoested,conversations/verbalinstructions,telepleoecallsetc..5.14Requestinformation/clarificationfromarchitect1.0000and/orcvnsoltavtls)ASPi.34Cenflictinyinformation100.753026.001752.6OPenworkersareidle,remotemanpenertootter0.0000actioitiestopreventseveremnopnwerloss.4.2Dvsecendaryworkontieactinity.0.00004.12Phoitortieactivityclosely.0.00005.9liçronearchitect/eogieeer/cvnsoltantIONcoordination.5.10Contactreleoaotparties[orcorrectionand/orl.MlOinformative.IIInsafficientmanpower292.7500.001754.3IncreasetieremainingdoratiooentIeactivity.0.000046leowotinativn/worale50.5090.00721.3Trytoiiq’roneworkingconditions.0.30002.2Reallocatewoopeworfrompreferablyahofferor0.5000non-criticalactivity100SSTT)toactivity1009U.2.5Iflowwotivatienisevkibitedbyspecificcrev0.7000members,layoffonprodoctinnworkersandseekt—Jnewones.2.610evworkersareidle,remotemanpowertootter0.SNto.)activitiestopreveotseveremanpowerloss.4.1Pestpowotieactinity.0.500056[trotinceestroctive111.052320.002002.2Reallocatemanpowerfrompreferablyaknfferor0.0000non-criticalactinity(0055011toactivity000022.4.3Increasetieremainingdoratinoontieactinity.0.50004.21Allocatetinefeereworktocorrecterror.5.10Contactrelenootpartiesforcorrectionand/orl.N0informativo.5.12Ihitifyowner/projectmanageraheottiepossibility0.5800ofdelayiftIeactivityaffectedisacriticalole.5.16Issuespeedywowotoaffectedparties.0.50005.17Deterniwotiei’çactofconstructionerrorontie0.5800project:ifcritical,seekadditionaltrade/workersforrework.7.3Openadelayclaim.0.SN57Lvgeoterror101.0076.00311.11Correctconstructionerroratsiteimediatelyif0.6800possible.1.15Discusswith/notifysubtrade(s)efrequired1.0000ckangesinlayvot.5.14Requestinformation/clarificationfromarchitect1.0000and/ercnnsnltavtls)0501’.AggregatedPreblewoActivitylevelCorrectiveActiveStrengthProblemthinkerIt.Description4.3Increasetieremainingdvratinventieactivity.0.2500113111565.10Contactrelevantpartiesforcorrectionand/or0.09163456informative.Page2301232.2Reallocatemanpowerfrompreferablyaholleror0.85711656non-criticalactinityt1ISSTT)toactinity11101Z.2.6ienworkersareidle,reroutemanpowertoother0.0553323116actioitiestopreoentseoeremanpowerloss.5.9lmprooearchitect/engineer/cnnsnltant0.05153131coordination.1.21Allocatetimeforreanrktocorrecterror.0.0433561.1Postponetheactinity.0.011031461.12tboeitortheactivityclosely.0.0375344.2Resecnedanjaerhontheactioity.0.035630344.10Retedownindailyrepnrtdatesofinfnrmatiee0.035432reqnested,cennersatinns/eerbalinstrnctines,telephonecallsetc..1.2Postpone11€activitytoatimewindowwithbetter0.031311anticipatedmeatiercnnditiees.3.2lOereappropriate,oseeatraonppnrtorshoringtn0.031311alleoiatepeergrenndcnoditions.7.2Issneamemotothepartyconcernedtorequest0.020031draminycompletion.5.12Ittifyowner/projectmanageraboutthepossibility0.027056nfdelayiftheactinityaffectedisacriticalone.5.16Issuespeedymemotoaffectedparties.0.0270565.17I1eterminetheimpactofconstructionerrorenthe0.027056prnjectifcritical,seekadditionaltrade/merhersforrewnrh.7.3Openadelayclaim.0.0270565.14Requestinfnrmatinn/clarificatioefromarchitect0.02403257and/arcnnwltantlslasce.2.5Ifluwmetimatinnisenhibitedbgspecificcrew0.019346memhers,laynflnnprnductieeworhersandseekmewones.b.1Pursueaprojecttimeentensinaforenreamnuahle0.0157IIdelaybeyondcontractor’scontrol.4.15Riscusswith/notifymnbtradetslofrequired0.013357changesinlayout.1.1Prenideaprntectedennirnincotorshelter.0.0125114.14Correctconstructionerroratsitei,mediatelyif0.000057possible.UBCCONSTRUCTIONMANAGEMENTLABREPC0ThfilePsedp:\1l3700\f10329\IflfflJJBENJAMINYUE-EXTENDEDEXAMPLEPROJECTDAILYSITETRADEANALYSISREPORTReportlate2210193Reportlion:21:46:27llemisiooRe’er0Progresslate094rageIof3tJ 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Donothing-lockofenidence.I1.000032Trade12001011315iIStWtD3liSTotalnooherofdogslost:2.25lotalmetierofnanl’aon’slnst0.00ProblemSnnrceDispersioa7.totaltotal2totaltotal2totalTradelevelCorrectiveRetiomStrengthIt.Descriptionladendayslostdayslostmdi’slostmdi’slostnccoroccnirIt.Description72Poorgrenndconditinesl.000110.250.00251Itcoreectineaction-lackofsmppnrtingevidence95Delayinaward,contract1.0092.000.00753Itcnrrectineaction-lackofsupportingevidenceItmanlenr_lostforallproblemsofthistradeTrade:151(11.0SRICOLDAIRIIRITL3ITotalnumberofdayslost:5.25Tntalnumberofnanlenrslost:0.00Page20f3TradeCODECOttSTRtlCTltOIWthCD3VOTLAOTotalnumberoPdayslost:12.30Totalnumberofmaoheorslust:182.0044Lowskillleoel46lowmotivation/moraleSbErrorinconstruction0.500000 0.333333 0.333333lbcnrrectioeaction—lackofsopportingenidencetincorrectionaction—lackofsupportingeoideecotincorrectiveaction-lackofsupportingenidence1.1Assignmorementotheproject.1.3Replacecrewwithamoreenperiencedone.2.2Itiscosswithsnhtrodeitsoverallperformance.2.4Preparedelagclaim.lbcurrectineaction-lackofsupportingenidencelbcurrectineaction-lackofsupportingevidence1.3Replacecrewwithamoreeoperieocodone.1.4Inoestigatealternatestartofworkdayforcrew.1.5Seekadditionalworkmenforrework.2.1Adoptamorestringentqualitycontrolprogramforthistrade.2.2Discusswithsokteudeitsonerallperformance.0.3500 0.9333 0.1333 0.3000 0.9333 0.1667 0.7500 0.2333 0.5833ProblemSoorceDispersioototaltotal7totaltotal2totalTradel.eoelCorrectiveAstionStrengthlb.Descriptioolodendaqslostdayslostmkrslostmkrslostoccuroccwrlb.Description34Cooflictinyinformation0.25000050.250.001412.6lmprooosuktrodecoordination.0.10002.7Improvewrckitect/engiroer/projectmanager0.lcoordination.2.8Openeotraworkordersinceprubbeworiginated0.witharchitect/engineer.IIlnsnfficientmanpower0.250000190.000.002921.1Assignmorementotheproject.0.07501.3Replacecrewwithamoreeoperiencedone.0.500057Laysnterror0.500000760.000.00574lbcorrectineaction—lackofsupportingevidencelbmantour_lostforoilproblewsofthistradeTrade:16P04631iC.Totalrunéerofdayslost:t.75Totalnnmberofmanlooirslost:10.00ProblemSnnrceDispersion7.totaltotal2totaltotal2totalTradelevelCorrectionAstionStreogtklb.Descriptioelodendayslostdayslostidrslostwitslostoccnroccurlb.Description31lnsoff./lnconçl.Drawing1.000000%1.5010010.00753lbcorrectimeaction-lackofsupportingevidence34Conflictinginformative0.SO0II0.2500.002512.6lruoesubtradecoordination.0.02.7Improvewrckitect/engineer/projectmanager0.3500coordination.0%) 05 ‘.0AggregatedProblemsTradel.enelCerrectineAstinuStrengthProblemthinkerlb.Descriplion Donothing-lacknfeoidence.I1.t131I11innmockprecipitation31lnsuff./lncnnpl.Drawing32DrawingerrorsIIInsufficientmanpower0.500000 0.166667 0.066667 0.500000ProblemSnorceDispersion7.totaltotal7.totaltotaltotalTradel.enelCorrectimeAstionStrengthllb.Descriptionlodendayslostdayslostdu’sInstvitolostoccoroccurlb.Description53 10 lb6.50 0.75 0.25 1.20 2.00 0.00 0.1,061 II 11111.007.00 4.00 6.0020.000.0020.00369 3 9to6Is123 2 S-J CPac30132.5Placespecialattentiononoctinitiesfor9.5600localizedproblnosoorce.57l.ayoaterror6.16666791.0036.6631FIncorrectionaction—lackofoopportiogevidenceAggregatedProkleosTradeLenelCorrectiveActionStrengthProhlenthoiberlb.Pescription Ftnothing-lackofenideoce.I1.0006Itt3132444657IDepartlate:22111t93DepartTine:21:59:50lleoisioolkwker:6ProgressDate:61168191PateIjiadow:frey6411194to11111194lttla,dused:wae-ooIdeightiogcondition:tinelostTrade:891119flJ.lIt.Totalnooherofdayslast:1.66Totalrevikerefaaidnvaeslast:6.66ProblenSourcelispersioo2totaltotal2totaltotal7totalTradeLoadforrectiaeDetinoStrength1k,.PescriptieelodeadayslostdayslostMrslastMnlostoccuroccurIt.Pescriptiow32Drawingerrors6.266686251.661666.8671Itcorrectiveaction-lackofsupportingevidenceIIlosofficieotvaopnwer6.268668II6.5666.861421.1DesignnereitototIeproject.8.66661.3Replacecrewaithaonreeoperieecedoee.1.6666IILowshilllevel6.166666196Th66.66136Itcorrectioeactien—lackoFsupportingevidence52llewqrl<lloekvaoslnipl6.266666251.6668.8671Itcorrectiveactive-lackelsnppeetiogevidence57Layouterror6.468686198.7586.86294Itcorrectioeaction-lackvisupportingevideoceAggregatedProbleicTradeLevelCorrectivefrtiooIt.[Iescriptioo Doeothing-lackofeoideoce.Trade:12RHIC11IISSIItIStJSTotalroiokerofdayslast:2.25TotalrvaerofwaoDeerslast:6.86ProklenSourceDispersiontotaltotal2totaltotal2totalTradeLeoelCorrectiveDetionStrengthIt.DescriptionledeodayslostdayslostMrslostaIrslostoccuroccurIt.Descriptioo72Poorgroundcooditioos1.686666Il8.256.8631Itcerrectioeachy-lackofsupportingevidence95Delayioaward.cootract1.8668661192.666.66753Hocnrrectioeactieo-lackofsopportiogevideeceAggregatedProblensTradeLeoelCorrectioeDetiooIt.Description Inootkiog-lackofevidence.Trade:151031.1fillCDLIAIRIDeTl3lTotaloooherofdayslost:5.25UBCCONSTRUCTIONMANAGEMENTLABFileItsed:lf\I17266\PIDJZ9\RtJfflJJBENJAMINYUE-EXTENDEDEXAMPLEPROJECTDAILYSITETRADEANALYSISREPORTREPCONTM PageIOf3Streogth1ProklenthinkerIiiii;52IStreegtk1ProklenthinkerII1.(7295IPage2Of3Totalnnmherofmanhourslost:0.00ProblemSourceDispersion7totaltotal7.totaltotaltotalTradelevelCorrectinetioeStrengthlhn.DescriptionlindendayslostdayslostmkrslostinkslostoccuroccurIt.Oescriptioo34Conflictinginformation0.250000S0.250.001412.6lppronesobtradecoordination.0.10002.?lpprnoearchitect/engineer/prajoctmanager0.1000coordination.2.8Openontraworkordersincnprohlemoriginated0.3000witharchitect/engineer.IIlosnfficientmanpower0.250000191.000.002921.1Assigoworewontotheproject.0.02501.3Deplacecrewwithaworeeoperieocedone.0.S5?layouterror0.500000764.000.00574Itcnrrectineaction-lockofsupportingevidenceAggregatedProblems11Toomuchprecipitation0.500000536.5061111.00361231lnsoff./lncompl.Drawing0.1666676025I7.009332Drawingerrors0.16666720.2524.0031IIInsufficientmanpower0.500000100.2036.009344leoskilllenel0.500000162.001120.0010Itcorrectiweaction-lackofsupportingevidenceItcorrectiweaction-lackofuippertingeoidenceItcorrectineaction—lackofsupportingeeidence1.1Assignworewoetotheprnject.0.35001.3Replacecrewwithaworeeoperiencedone.0.93332.2Iliscosswithsohtradeitsoverallperforwoece.0.13332.1Preparedelayclaim.0.3000Itcorrectiveaction-lackofsupportingevidence—0 0%)TradelevelCorrectionAstinoStrengthProblemItmkerIt.Descriptino Itnothing—lackofenidence.I1.000015?Trade:16POktRlIE.Totalnumberofdayslost:1.75Totalinvokerofwanboorslost:10.00ProblemSourceDispersion7.totaltntal7totaltotal7totalTradelendCorrectionAstionStrengthIt.DescriptionlodendayslostdayslostideslostideslostoccoroccorIt.[Inscription31lnswff./lncnmpl.Drawing1.000000060.5010010.00753Itcorrectineaction—lackofsnppertingevidence34Conflictinginformation0.S00140.2500.002512.6lpprooesuhtradecnerdinatiow.0.32.?liçrooearchitect/engineer/projectmaoager0.3500coordination.AggregatedProblemsTradelenelCorrectionfrtiooStrengthProblemthinherIt.Description Doosthing-lackofenidence.Il.0b131TradeCOILWLTIItTI&lI4100DUIT1Tntalnumberofdayslost:12.30Totalnumberofmanhourslost:102.00ProblemSourceDispersiontotaltotal7.totaltotal7.totalTradelevelCorrectiveAstionStrengthDescriptionIndeedayslostdayslostideslostideslostoccuroccurIt.Pescriptine46Lea,.otioationlnnrale0.33333300.0048.002itcorrectineaction—lackofsupportingeoidence56Errorinconstruction0.33333350.60Ii28.001551.3Deplacecrewwithaworeenperiencedone.0.33331.4Investigatealternatestartofworkdagforcrew.0.16671.5Seekadditiowalworlumenfeereiwnrk.035002.1Adoptaworestringentqualitgcnntrnipnograwfor0.2333thistrade.2.2Discusswithssihtradeitsonerallperforsiance.0.58332.5Placespecialattentiwwonactinitiesfor0.5000lwcalioedpruhlewscarce.53l.anuterror0.15666?81.0035.0031Itcorrectineaction-lackofnapportingeeidencePage3tf3AggregatedProklensTradeLevelCorrectiveActionStrengthI’rohlmathiwkerIt.Pescription Tonothing-lackofevidence.It.000011313244S7IP.3URICCONSTRUCTIONMANAGEMENTLABREPCONTSBENJAMINYUE-EXTENDEDEXAMPLEPROJECTDAILYSITETRADEANALYSISREPORTPage1Of3FileSsed’P:\AtP200\PR0J29\008609PateAiodsoFromO7FIE9Ito01100194Rethodusedmax-mbUeightingcooditioo.fre4pieOcljofoccurrenceReportDate:220t193ReportTime:21:15:59HeoisiooSomber:0ProgressDate:0400091Trade:09DtTl.l.lIE.Totalosmberofdayslost:6.00Totalcomberofmaolojarslost:6.005?l.ageoterrorAggregatedProblen€Tradel.eorlCorrectivefrtiooIt.PescriptiooProblemSoorceDispersioototultotal2totaltotal2totalTradeleoelorrectioe&tiooStreogtkIt.PrscriptioolodeadayslostdayslostmbrslostmlwslostoccuroccurIto.Descriptioo72foorgrooodcooditioosI.510000200.750.00303Itcorrectiveactioo-lackofsopportingeoideoce9SPelaginaward.cootract1.006080003.000.0063SMocorrectioeactioo-lackofsopportiogeoideoceProblemSoorceDispersioo2totaltotaltotaltotal2totalTradeleadCarroctimektiooStrengthIt.Pescriptioolodeodayslostdogslostmlv’slostmOm’slostoccuroccorIt.llescriptioo32Drawiogerrors0.14205?17l.001006.00S1Itocorrectiveactioo-lackorsoppertingeoideoce41lesofFicieotmaopower0.420571332.0000.003371.1ItsigaimiromentotIeproject.0.30001.3Replacecrewwithaworeeopcrieocedooe.0.50002.4Preparedelayclaim.IILeoshillleoel0.205714130.7500.00296Itcorrectiveaction-lackofoapportiogevideoce52Reworklllorkmaosbipt0.142057171.0000.00S1Itcorrectimeactive-lackofsopportivgevidence56Crrorinconstrsctioo0.14205?00.5000.00tO21.3Replacecrewwithaworeeoperieocedone.0.50001.5Seekadditiooalworkmenforreverb.0.50002.5Placespecialatteotimommactivitiesfor0.3000localizedproblemsoorco.0.205711130.7500.00194Itcorrectiveactioo-lackofsopportingeoideoceTrade:12RRlO09Om00Totalnumberofdayslost:335Totalvovkerofwaoboorslost:0.00Streogth1ProklevItidierDoeotkiog-lackofeoideece.I1.0000132415257USCCONSTRUCTIONMANAGEMENTLABWeUsed:I:50872965P30J29\ID*28BENJAMINYUE-EXTENDEDEXAMPLEPROJECTDAILYSITETRADEANALYSISREPORTSegortSaw2251593ReportTire:21:15:59Reoisioetb*erIProgresslateR894REPCONTT PatetUT—IRateUiodootree1719594to8154194tkttcdnt:..aeeisIki9htiojcocditio&Tro9srrc900xssrrt.trTrade:69ttlTdlLtIC.TotalcurAreoFdaystoot:6.8Totaleaterotoaeloo.rstoot:6.857I.cyenterrorAggregatedProbteonTradekeelCarrestieeRho..It..Description-ProtteeSoarreDispersionZTotaltotalStttttotalV.tatatTradekeelCorrectionkIlo..Strength9.DescriptionIntrodayslostdaystest*5testairslestoccuroccorltcleocriptien37Traaiogerrors6.142857171.4t86.85Ilbcorroclineaction-tack..PeopportioeoikcurIttrsoTtacarntoaepeaerl.lZtSlt332.451.43371.1iqoeonetotieproject.t.3Replacewe..eitkaonceeepeetercederr.6.5882.4Preparedelaydale.0.58841lenshillteoet1.7952141367588.8296lbcorrectionaction-tacktOrepportiegeeiderce57Reaorkltkrke.arshipl8.142857171.800.85IIRacorrectionaction-lackoPeapgortiegroideace56[roariocoostrsctioo6.11765350.5808.8II21.3Replacecaseaitkaonceeoprriercrdore.0.5881.5Seekadditioeatam-toe..Forreourk.0.5862.6Placespecialatleolioonoactieitiesfor0.localliedprsktonnra.4295714tI0.2500.819Ilbcarrectieeaction-lackofeapportingeoidereelboothiog-lackofroideect.ItegtjoklonBroker11.18632II5257Page2Af3TradelevelCorrectiveActionStrengthProblemItmberIt.Description Donothing-lackofevidence.I1.800017295Trade:IS00111011COIl)AltI08Tl11Totaloumberofdayslost:0.50Totalrumherofmanhourslost:0.00frohlemSourceDispersion7totaltotal7totaltotal7totalTradeLevelCorrectiveActionStrengthIt.DescriptionlodeodayslostdayslostmlwslostwhrslostoccuroccurIt.Description34Cooflictioginformation0.14285730.250.00712.6Improvesohtrodecoordination.0.10882.7Improvearchitect/eogineer/projectmaoayee0.1800cooriinatioo.2.0Opeoeotraworkodorsinceprohlemoriginated0.3000witharchitect/engineer.IIInsufficientmanpower0.571429504.330.006491.1Assignmarewontotheproject.0.I1.3Replacecrowaithaneroeoperieocedone.0.50002.4Preparedelayclaim.8.500857laycoiterror0.285714174.080.00294Accorrectiveaction-lachofsupportingevidenceAggregatedProblemsTradeLevelCorrectiveActiveStrengthPrehiemthimherIt.Description2.4Preparedelayclaim.0.6921II1.3Replacecrowoithoworeeuperiencedone.0.2857412.0Openeotraovrhordersinceproblemoriginated8.013334witharchitect/engineer.2.6Improvesnhtradecvurdiootiov.8.0044342.7Improvearchitect/engineer/projectmanager0.001134coordination.Trade:16P0103)lItTetalmmEerofdayslost:4.00Totalino’k,ervfmardvonrslost:10.00ProblemSovrceDispersion7totaltotaltotaltotal7totalTradeLevelerrectienActionStrengthIt.Description1MevdayslostdaysInstmbrslostmhrslostoccnvroccurIt.Description31lvsuff/lvconpl.Drawing0.500000301.5010010.00433Itcorrectiveaction—lackofsupportingevidence31CavIlictivyinformation0.25000060.2500.001412.6Iiqirvvesnbtradecnnrdivatinn.0.10002.7Improvearchitect/engineer/projectmanager0.1000coordination.2.0Openeotraworhordersinceprnhlemoriginated0.3aitharchitect/engineer.IIInsufficientmavpoarr0.250000562.2580.004331.1Assignworewontotheproject.0.07501.3Replacecrowaithaworeeoperiencedone.0.50002.4Preparedelayclaim.0.2080Agyrcyatcdfrohlems0%) -J 05Page3013AggregatedProklevsTradelevelCarrectineDetionIt.Description Donothing-lackofevidence.Itmhrn’II1.6666131I-a -aTrade:CABCCAABT6JCTItII1114d3)flflLABTotalenoherofdagslost:21.66Totalnamherefwanlviorslost:249.56ProhlemSourceDispersion7totaltotal7totaltotal7.totalTradelevelCorrectiveDetienStrengthdo.DescriptionlodendanjsInstdogslosteArslosteArsInstactoroccurIt.DescriptionIIToonickprecipitation6.SSSSSG316.25SI127.6624ISlbcorrectionoction-lackofsupportingevidence31lvsvff./lvcnmpl.Drawing6.11111136.7537.6653Itcorrectioeaction—lathofsupportingevidence32Drawingerrors6.11111116.2524.6621Itcorrectiveaction—lathofsoppertingenideoce34Conflictinginformation6.111111I1.751626.66I52.2liscvsswithsehtradeitsoverallperforwaoce.6.56662.5Placespecialattentiononactinitiesfor6.5666localizedprohlea.source.2.6Improvesohtradecoordination.6.62.7Improvearchitect/engineer/projectmanager6.3666coordination.2.6Openextraworkordersinceprohlemoriginated6.3666witharchitect/engineer.IIInsufficientwanpvoer6.6k6667327.6626.6623141.1Resignworeiwototheproject.6*671.3Replacecrewwithameeoperieecedone.6.93332.2Discusswithsohtradeitseverallperformance.6.S2.4Preparedelagclaim.6.566644towskilllevel6.33333392.66626.66166Itcorrectiveaction—lackefsupportingevidence46len.m,tioative/mjrale6.22222226.56512.6653Itcorrectineaction-lackofsupportingevidence56Errorivconstruction6.41441491.661?41.5623141.3Replacecrewwithaworeeoperiencedone.6.93331.4Innestigatealternatestartofworhdogforcrew.6.11111.5Seekadditionalworkmenforrework.6.93332.1Adoptaworestriogeotqvalitgcontrolprograwfor6.3111thistrade.2.2liscosswithsohtradeitsoverallperformance.6.56662.5Placespecialattentiononactivitiesfor6.5666localizedproblemseorce.57lagvuterror6.11111151.6626.6621Itcorrectiveaction-lackofviopportingevidenceAggregatedProblemsTradelevelCorrectiveRetinaStrengthPreblemItEerIt.Description2.2liscvsswithsobtradeitsoverallperformance.6.741134Ii56I.)Replacecrewaithaworeevperiencedone.6.1956II562.5Placespecialattentiononactivitiesfor6.63953456lvcalizedprohlemsavrce.2.1Adoptawirestringentqvalitgcootrelprogramfor6.621356thistrade.2.6Improvesohtradecoordination.6.663234IUBCCONSTRUCTIONMANAGEMENTLABREPCONTMBENJAMINThE-EXTENDEDEXAMPLEPROJECTPageor3DAILYSITETRADEANALYSISREPORTrileusedD:\113’2Wd\P1l0i29\DfDfulOlDepartDate:2305E93Departlive:12:17:58Nenisiowsodler:0ProgressDat&0400194DateViadowtren07fEB94to01100194ltthodased:Max—oleUeightiegcooditiea:vaalaoar_lasttrade:09DtT00l.l.lIE.Totaloaokerofdayslast:6.00TotalonrJjerof..aelnorslosU6.00ProklevSnorceDispersioe7totaltotal7totaltotaltotalTradelevelCorrectiveRetionStrengthIt.Descriptiaalodeodayslastdayslast,drslostvirslestactoroccorIt.Deacriptioo32Drawingerrors8.142057171.001006.0051Itcorrectiaeaction-lackatsoppoctiegeaideoce41lasotficievtvaopeaer0.420571332.0000.603371.1Ossigowireiratotheproject.0.30001.3Replacecrewwitkavereeoperieocedooe.0.50002.4Preparedelayclaiv.0.50000044LeoskillIrnel8.205711130.7508.00296Itcorrectiveaction-lachofropportiogevidence52Rework(Ikrkoaoship)0.112057171.0000.00S1Itcorrectiveaction-lackofoupportiegevidence56Errorincoostroctiov0.14205700.5000.601021.3Replacecrewwithaworeeoperieocedair.0.50001.5Seekadditiovalwarlnroforrework.0.52.5Placespecialattevtiooonwctioitiesfor0.3060localizedprohlewsource.57l.ayooterror0.205714130.7500.00194itcorrectiveaction-lackofsopportiogeoideoceOggregatedProhlewoTradeleoelCorrectioeittiooStrengthProhlavItoberIt.Description (Inoothivg-lackateoideoce.I1.000032ITrade:12RRICR131SttOW80tlSTotaloiniherofdayslost:3.75Totaloovherofvaolnanrslost:0.00ProNe.SoorceDispersioetotaltotal7.totaltotal7.totalTradeLevelCorrectineRetionStrengthIt.DescriptionlodendayslostdayslostideslostideslostnoractorIt.Dencciptioo72Poorgreoodcooditiens1.060000200.750.00303itcorrectiveaction-lackofsopportiogenideoce95Delayinaward,contract1.000800003.000.80635tIncorrectiveactiov-lackofonpportiogevidenceitmanhourostforallprahlevsofthistradeTrade’1508111110(01.0AIRIRATERTotalovduerofdayslost:0.50Page2013Totaltointerofmonitorslost.0.00TradeClUGCTIIKTI80lflh1l33VltIllTotalnamkerofdayslost:21.90Totaloaokerofoanlonurslost:249.58ProblemSourceDispersion2totaltotal7.totaltotal2totalTradelendCorrectineDetiooStrengthIt.Descriptionlndeodayslostdayslostmb’sInstdo’slosteccoruccorIt.DescriptionIIToonickprecipitatioo0.555556316.7551127.002415Itcorrectioeaction—lackofsupportingeoidenceIIlosoff./lrre.gil.Draaiog0.11111138.7537.0053Itcorrectiveaction—lackofsupportingevidence32Draniogerrors0.11111110.2524.082INocorrectioeaction-lackofsupportingenidence34Conflictingioformatioo6.11111101.751026.00IS2.2Discosswithsuktradeitsooerallperformaoce.0.50602.5Placespecialattentionooactioitiesfor8.5080localizedproblemsource.2.lIiçruoesoktradecoordination.0.M60PreklenSourceDispersion7.totaltotal7.totaltotal2totalTradel.eoelCurrectioefttieoStrrngtkNo.Descriptionlodendayslostdayslestdo’sInstdo’slostoccoroccurIt.Description34Ceoflictiogioformation0.14205730.250.08712.6lmprooesuktradecoordination.0.10082.?liçrooearckitect/eogineer/projectmauagee8.1*8ceerdioatiiov.2.8Openeotraworkordersinceproblemoriginated0.3000witharchitect/eogioeer.41losofficientmaopoaer8.571129501.338.006491.1Assignmerementothepreject.0.18881.3Deplacecreaaithamereeeperiencedone.0.50682.4Preparedelayclaim.0.580057layeeterror0.2057114?4.000.80294Itcorrectieeaction—lackofsupportingeoideeceItmaeboior_lostforallproblemsofthistradeTrade:16potto11€.Totalnooberofdayslost:1.08Totalnumberofmaoleiurslost:10.00jStrengthl18.00433Nocorrectioeaction-lackofsupportingeoidence0.001412.6liq’rooesaktradecoordination.0.10082.7Iwpreoearchitectleegieeer/prujectmanager0.1000coordination.2.0Openeotraverbordersinceproblemoriginated0.3008witharchitect/engineer.0.001331.1Assignmerementotheproject.0.07501.3Deplacecrewwithamereeoperiencedone.0.50802.4Preparedelayclaim.8.2080ProblemSourceDispersion2totaltotal2totaltotal2totalTradeleoelCorrectivedetiooIt.Descriptionlodendayslostdayslostido’sInstttrslostoccuroccurIt.Description31losoff./Iocompl,Drawing0.508080301.5000034Conflictinginformation0.3800060.250-J soIIInsufficientmanpower0.250800562.250AggregatedProblemsTradehoodCorrectiveDetionStrengthProblemIiamherIt.Description Donothing-lackofeoideoce.I1.0*813100 0Page30132.7lapronearchitect/engineer/projectwaoagercoordination.2.0Openextraworkordersinceprobleworiginatedwitharchitect/engineer.41Insufficientmanpower32223141.1Resignneronentotheproject.8.416?1.3Replacecrewwitha,wmreeoperieocedone.8.93332.2Iliscosswithsuhtradeitsoverallperforwance.0.50002.4Preparedelagclaiw.8.5080IILouskilllevel0.33333392.00020.00101Nocorrectiveaction-lackofsopportingevidencel6Louxetioation/rxorale0.22222220.50512.0053Recorrectioeaction-lackofsopportingewidence56Errorinconstroctiov0.14414491.901741.5023II1.3Replacecrewwithaworeexperiencedone.0.93331.4Investigatealternatestartofworkdo0foxcrew.0.11111.5Seekadditionalworkmenforrework.0.93332.1Poloptanerostringextnalitgcontrolpxograwfor0.3111thistrade.2.2Discosswithsohtradeitsoverallperforwance.8.50002.5Placespecialattentiononactioitiesfor0.5000localizedprohlewsource.57L.apenterror0.11111151.00221Recorrectioeaction—lackofsopportingevidenceAggregatedProblemsTradel.eoelCorrectiveRetionStrengthProblemItodierNo.Descriptioo 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