IN
This edition published 2011 by Spon Press 2 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN Simultaneously published in the USA and Canada by Spon Press 270 Madison Avenue, New York, NY 10016 Spon Press is an imprint of the Taylor & Francis Group, an informa business 2011 Thomas E Uher and Adam Zantis The right of Thomas E Uher and Adam Zantis to be identified as authors of this work has been asserted by them in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
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ANSWERS TO EXERCISES
IN PROGRAMMING AND SCHEDULING TECHNIQUES
2nd edition
FOREWORD
This Answers to Exercises document supplements the Programming and Scheduling Techniques textbook. It contains worked solutions to exercises set out in most chapters of the textbook. The exercises have been carefully formulated to improve your comprehension of important topics explained in the textbook and to enable you to self-test your knowledge. Upon accessing Answers to Exercises on the Spon Press website, you may peruse this document, download it or even print it free of charge. The most effective way of using Answers to Exercises is for you to solve or attempt to solve individual problems first before looking up the answers. We trust you will find Answers to Exercises a useful supplement to the textbook. We are confident that it will improve your understanding of the programming and scheduling techniques introduced in the textbook, and make your study much easier and more enjoyable.
CONTENTS
ANSWERS TO EXERCISES IN CHAPTER 3 ANSWERS TO EXERCISES IN CHAPTER 4 ANSWERS TO EXERCISES IN CHAPTER 5 ANSWERS TO EXERCISES IN CHAPTER 6 ANSWERS TO EXERCISES IN CHAPTER 9 ANSWERS TO EXERCISES IN CHAPTER 10 ANSWERS TO EXERCISES IN CHAPTER 11 ANSWERS TO EXERCISES IN CHAPTER 13
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A more even distribution of the total daily labour resource may be achieved by varying it or by splitting it.
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Trade Contract
Activity
1 2
3 4
9 10 11
12 13
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Formwork Contingency Reinforcement Concrete Conduits & cables Contingency Handrails Contingency A/C ducts Sprinkler pipes Contingency Plumbing stock Lift rails Contingency Bricks Mortar Windows Door frames Contingency Electrical Plaster Glazing Contingency Ceiling frames Wall & floor tiles Contingency Toilet partitions Contingency Plumbing fixtures Contingency Ceiling tiles Lights Contingency Lift doors Contingency Doors Vanity units Venetian blinds Mirrors Contingency Induction units Lift lobby finish Door hardware Contingency
28 64
2 8
66 74
78
16
94
26
120
10
130
1 2 11
9 9
153 162
169
Cumulative Hoist Lifting Schedule Week Hoist time/week Cumulative hoist time No. in hours in hours
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 016 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34
28 36 2 8 4 16 26 10 1 2 11 9 9 7
28 64 66 74 78 94 120 130 131 133 144 153 162 169 169 169 169 169 169 169 141 105 103 95 91 75 49 39 38 36 25 16 7 0
OK
OK
47 weeks 18 days
35 weeks 18 days
OK
OK
6.2 t OK
5.4 t OK
4.5 t NOT OK
5.5 t 6 days
4.8 t 4 days
4.0 t 4 days
In selecting the appropriate crane for the project, all project information needs to be reviewed and a crane selected based on the crane speed, maximum reach, capacity at the maximum reach & average cycle time per lift. The project particular information should be tabulated as shown in the above table and each crane's ability to meet the project particular information should be analysed. The crane that can carry all heavy loads at the required distances and has the most efficient cycle time should then be selected. Based on the requirements of in the above exercise, Crane 2 appears to meet the requirements.
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Case 1: Case 2: Case 3: Case 4: Case 5: Case 6: Case 7: Case 8: Case 9: Case 10: Case 11: Case 12: Case 13:
The project is on schedule and within cost budget. The project is behind schedule but within cost budget. The project is on schedule and under cost budget. The project is ahead of schedule and under cost budget. The project is behind schedule and over cost budget. The project is ahead of schedule and under cost budget. The project is behind schedule and over cost budget. The project is on schedule but over cost budget. The project is ahead of schedule and within cost budget. The project is behind schedule and over cost budget. The project is behind schedule but under cost budget. The project is ahead of schedule and under cost budget. The project is ahead of schedule but over cost budget.
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With introduction of resource restraints, which ensure a logical progression of Trades A, B and C through the structure, the overlap between the activities Level 4 and Level 5 in Trade C was eliminated. However, the project duration was extended by 2 time units. Discontinuity in the use of the committed resources continues in Trades B and C. A clearer picture of the use of resources can be deduced by converting a critical path schedule to a MAC schedule.
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The first three columns of MAC show the converted original schedule. The discontinuity in the use of the committed resources is clearly apparent as is the overlap between the activities Level 4 and Level 5 in Trade C. The next three columns show the converted schedule with the resource restraints. The planner can now adjust the schedule to eliminate or minimise discontinuity in the use of resources. The adjusted MAC is shown in the last three columns.
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Setout ceiling grid Ceiling hangers @ 2m centres Ceiling frame Ceiling tiles Sprinkler heads @ 3m centres Light fittings @ 3m centres Aircon. registers @ 4m centres
In this alternative, crew sizes have been kept at the maximum of 2 persons per crew per activity. To speed up Ceiling fixing, it is assumed that 2 crew of 2 persons each will work at the same time. The following MAC shows the arrangement of work for all the crews.
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While the continuity of work of the ceiling fixing crews has been maintained, the other crews work discontinuously. The pattern of work of the ceiling fixing crews also changes substantially from one level to the next.
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Alternative 2 The previous solution requires crews to move from floor to floor. Lets try to work out a better solution by changing crew sizes. The adjusted MAC now provides a more satisfactory solution.
Activities Quantities Production rates Person hours 8 16x11 = 176 (31x20m) + (41x30m) = 1,850m 30mx20m = 600m2 9x6 = 54 9x6 = 54 7x4 = 28 0.1 person hrs/hanger 50m/person hr 12.2 m2/person 3/person 6/person 3/person say 20 37 48 18 9 10 Activity duration in hours 4 20 10 12 10 9 10 Crew size 2 1 4 4 2 1 1
Setout ceiling grid Ceiling hangers @ 2m centres Ceiling frame Ceiling tiles Sprinkler heads @ 3m centres Light fittings @ 3m centres Aircon. registers @ 4m centres
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MAC schedule
Solution to Exercise 4.
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A B C D E F
Lets now add time buffer zones of 6 days and recalculate start and finish dates of the activities. The LOB table with buffer zones
Activity Time duration in days 4 4 6 3 8 4 Total construction time in days 160 160 240 120 320 160 Start of activity in days 0 10 20 59 32 202 Finish of activity in days 160 170 260 179 352 362
A B C D E F
The LOB schedule for the project in question is given below. 40 typical floors will be constructed in 362 days with the first floor fully completed on day 206.
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A B C D E F G H I
Lets examine the impact of having an uneven number of multiple crews of workers. The activity F requires 8 crews of workers while the preceding activities C and D only 4 & 6 respectively. It means that on week 6 only six crews of the activity F will be able to star. It will therefore be necessary to delay the start of the activity F until all of its crew could star, which will be on week 9. The activity F will then be completed on week 59, see the following table. The start and finish dates of the activities G & H will be recalculated as 11 & 61 and 13 & 63 respectively. The adjusted LOB table
Activity Time duration in weeks 3 3 2 3 2 4 2 4 2 Production rate per week 0.33 0.33 0.50 0.33 0.50 0.25 0.50 0.25 0.50 Number of crews 6 6 4 6 4 8 4 8 4 Total duration in weeks 51 51 50 51 50 50 50 50 50 Start of activity 0 3 3 3 6 9 11 15 17 Finish of activity 51 54 53 54 56 59 61 65 67
A B C D E F G H I
The activity H requires eight crews of workers while the preceding activities G and E only four each. It means that on week 13 only four crews of the activity H will be
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able to start. By delaying the activity H by two weeks, all of its crews will be able to commence work. Therefore, the activity H will start on week 15 and finish on week 65. The activity I will then start on week 17 and finish on week 67. The final start and finish dates of the activities are given in the following table. The adjusted LOB table with buffer zones
Activity Time duration in weeks 3 3 2 3 2 4 2 4 2 Production rate per week 0.33 0.33 0.50 0.33 0.50 0.25 0.50 0.25 0.50 Number of crews 6 6 4 6 4 8 4 8 4 Total duration in weeks 51 51 50 51 50 50 50 50 50 Start of activity 0 4 4 4 8 11 14 19 22 Finish of activity 51 55 54 55 58 61 64 69 72
A B C D E F G H I
The project will completed in 72 weeks with the first service station delivered on week 24. The crew sizes are sufficient to meet the contract requirements.
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Utilisation =
Basic time = 6 min. x (120/100) = 7.2 minutes Standard time = 7.2 + (7.2 x 50/100) = 10.8 minutes Utilisation = ((10.8 x 160) / (4days x 8hrs x 60min)) x 100% = 90%
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