Project Compression Strategies

The assignment delves into project compression strategies by analyzing the impacts of increasing labor and equipment resources on specific tasks. It examines cost implications and discusses the effects of working six days a week. Additionally, it outlines alternative compression methods like project fast-tracking and crashing, emphasizing the importance of time study for identifying bottlenecks and enhancing performance.

STUDENT NAME: KULTAR SINGH
STUDENT NO: 368734501
UNIT:CPCCBC5003A ed 3 - Supervise the planning of on-site
medium rise building or construction work
ASSIGNMENT: CPCCBC5003A - Assessment 5 - LA015106
DATE SUBMITTED : 18/03/2018

a. Determine accurate measured material quantities using appropriate units of
measurement for the item of work :
Table 1: Concrete work
ITEMS Unit Quantity
Concrete placement M3 224
Floor finishing M2 109
Rebar works M3 125
Floor fabrication kgs 113
Table 2: Masonry
ITEMS Unit Quantity
Glazed tiles M2 106
Brickwork M2 242
Plaster wall and ceiling M2 120
Vinyl Floor tile M2 32
NB: the excel sheets attached provides the activity precedence diagram and the critical path
is established using the method of critical path method where zero float activities are the
candidates for inclusion in the critical path network.
b. Determine appropriate productivity constants for the item of work
The productivity constant for a Mason in brickwork laying is given as (Scribd, 2018) 1.0hrs
per m2 and for Metal work is 0.8hrs per m2
.
c. Determine tradesman hours worked
In Masonry, for example, placement of reinforced concrete on slabs:
Labour= 1.3hrs per m3
For 150 slab- 107m3 (allow 12% waste) hence = 107+107x0.12= 119.84m3
Therefore trades man hours worked= 119.84/1.3= 92.18 hrs
d. Determine a suitable gang size
Gang size n= Q/Pw
Where n= number of workers, Q= quantity of work, and W= work duration, P= productivity
(in m3/hr)
= 113/(1.3-1 x 24x6) = 1.02 roughly 2 men
e. Determine time needed to complete the task.
For the 1st task, the productivity constant: Rebar works for ground floor is 0.14kgs per hr

The total amount of work available to do ground floor = 125
Hence time needed to complete work= 125 x 0.14x 5= 87.5hrs = 3.65days
For task 2, the productivity constant: Glazed tiles are 6.0sqr meter per hr
Hence time to complete work = 6.0 x 106= 636hrs= 26.5 days
f. Review the task shown in the project and verify its sequence and the duration allowed.
Would you make any changes? If so what would you change, and why?
This is a perfect job scheduling since the predecessor must be allowed sufficient time to cure
before the task can set in. Afterwards task 1 is simply a continuation of predecessor hence
this is okay.
In the second task selected, (Glazed tiles), the predecessor activity is task 23 takes 2 days
while the activity that follows the selected task is a continuation of the said task as we move
to the next level. This is also a perfect scheduling strategy since the basement needs to be
ready and adequate to carry the elements of windows and doors otherwise it would be
impossible to accomplish this task without the predecessor task being done first.
2 Critique the program provided – find and discuss any inconsistencies that you can
find. Would you ask for changes to be made, and why?
In the section of waterproofing, it should have been scheduled earlier not later when
masonry is already done. Sound waterproofing requires that consideration be made right
at the time of sinking the foundation walls and piers: unfortunately in this case, the
foundation was done without much consideration to waterproofing.
Secondly, the program does not include acoustic requirements yet it is also critical for
effective building performance; that should have been factored in perhaps as one of the
finishing construction elements.
The program also seems to be highly inflexible given the almost time dependent lineated
activities, in other words, there are more activities that are dependent on the predecessor

activities such that should there be any delay as a result of unexpected external shocks,
then the whole project will greatly be affected. This is what a critical path is.To cushion it
against the externalities would require the contingency plan to be reviewed in anticipation
for these shocks hence overall project timeline will have to be revised by reducing the
number of conditional activities.
Additionally, the program is designed for implementation per trades section. However,
the most effective method would have been if it was divided into phases, such that we
appreciate time value of the project. After every phase is completed, we undertake a brief
project review to capture the strengths and weaknesses so far. This could be done by
considering the levels of the building since most tasks, a part from foundation
establishment, are repetitive among the levels.
However, the current activity program provides a basis onto which further improvements
can be made.
3 Overall is the schedule realistic or optimistic? Would you accept the schedule and
provide it to your client or architect?
As far as the current schedule is concerned, it seems to be optimistic as some critical
elements of consideration have been neglected yet they directly impact the project
performance. For instance, we assume that the project will go on successfully without a
careful thought to the externalities. That needs to be accommodated. Besides, certain
activities would run concurrently if the program is revised as proposed.
5. Assume that construction activities have fallen behind program. Task compression is
required. For the two tasks selected earlier outline:
a. Time cost and compression impacts of working overtime each day.
To undertake compression, we would have to increase the total labour and equipment in each
task and time:
Hence suppose, we compress the 1st task by additional 4hours per day and task 2 by 3 hours per
day and then we add an extra labour of 3 in each case;
The extra cost (assuming equipment cost negligible):

For Task 1:
And new activity time for the task: 3.65+ 4/24x5= 4.48 days
For Task 2:
Activity time: 3+ 3/24x3= 3.375 days
The labour cost implications:
For Mechanical: 31.28 x 0.83+3x31.28= 119.8024 AUD
For Metal work: 23.46 x 3+23.46x0.375= 79.1775 AUD
b. Time cost and compression impacts of working 6 days per week.
To undertake compression in this case, we would have to increase the number of days by 1 in
each case:
For task 67:
New activity time= 5+5/6= 5.833 days
For activity 24:
New activity time= 3+1/2= 3.5 days
Hence suppose, we compress the 1st task (task 67) by additional 4hours per day and task 2 (task
24) by 3 hours per day and then we add an extra labour of 3 in each case;
The extra cost (assuming equipment cost negligible):
For Task 67:
And new activity time for task 67: 5+ 4/24x5= 5.83 days
For Task 24:
Activity time: 3+ 3/24x3= 3.375 days
And the labour implications:
For Mechanical: 31.28x0.83+3x31.28= 119.8024 AUD
For Masonry: 1.5x31.28+2x31.28= 109.48

c. Outline other ways to compress the project schedule
(i) We can do Project fast tracking in which activities can be merged as concurrent activities while
choosing to delay some activities that may not be very impactful if delayed by some hours or days.
(ii) In crashing the project, we can increase the labour and equipment capacity so as to cover more
within a short period.
(iii) We undertake time study beforehand to reveal the areas that are a bottleneck to the entire project
and strategize on improving performance.
REFERENCE
Scribd. (2018). Productivity Rate (Labor & Eqpt). [online] Available at:
https://www.scribd.com/doc/151591149/Productivity-Rate-Labor-Eqpt [Accessed 7 Apr.
2018].