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IN
Thomas E. Uher
Adam Zantis
This edition published 2011
by Spon Press
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IN
PROGRAMMING AND SCHEDULING
TECHNIQUES
2nd edition
Thomas E. Uher
Adam Zantis
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.
T.E. Uher
A. Zantis
CONTENTS
Precedence schedule
C G
A D F M
E L N P
B K J O
1
Solution to exercise 3.2
Precedence schedule
C G
A D H L
J K O
B F E M Q
N P
Precedence schedule
A C D N
E H J L M
F G
2
Solution to exercise 3.4
Precedence schedule
Precedence schedule
3
Solution to exercise 3.6
4
ANSWERS TO EXERCISES IN
CHAPTER 4 (pp...........)
Solution to exercise 4.1 (a)
5
Solution to Exercise 4.2 (a)
A more even distribution of the total daily labour resource may be achieved by varying
it or by splitting it.
6
Solution to exercise 4.3
7
Cumulative Hoist Lifting Schedule
Week Hoist time/week Cumulative hoist time
No. in hours in hours
1 28 28
2 36 64
3 2 66
4 8 74
5 4 78
6 16 94
7 26 120
8 10 130
9 1 131
10 2 133
11 11 144
12 9 153
13 9 162
14 7 169
15 169
016 169
17 169
18 169
19 169
20 169
21 141
22 105
23 103
24 95
25 91
26 75
27 49
28 39
29 38
30 36
31 25
32 16
33 7
34 0
8
Hoist Lifting Schedule
9
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.
10
ANSWERES TO EXERCISES IN
CHAPTER 5 (pp...........)
11
Solution to exercise 5.2
12
Solution to exercise 5.3
13
ANSWERS TO EXERCISES IN
CHAPTER 6 (pp. )
Solution to exercise 6.1
14
15
16
Solution to exercise 6.2
17
18
Solution to exercise 6.3
19
20
21
22
23
Solution to exercise 6.4 (adapted from Burke, 1999, p 213)
Case 10: The project is behind schedule and over cost budget.
Case 11: The project is behind schedule but under cost budget.
Case 12: The project is ahead of schedule and under cost budget.
Case 13: The project is ahead of schedule but over cost budget.
24
ANSWERS TO EXERCISES IN
CHAPTER 9 (pp............)
Solution to exercise 9.1
The original schedule provides continuity of resource use for Trade A only (verify this
by examining the earliest start and finish dates). Trade B is discontinuous as is Trade C.
In Trade C, two activities Level 4 and Level 5 compete for the same resource.
A clearer picture of the use of resources can be deduced by converting a critical path
schedule to a MAC schedule.
25
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.
26
Solution to exercise 9.2
Alternative 1
Quantities of materials per floor and crew sizes have been calculated and are given in
the table below.
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.
27
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.
28
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.
29
30
Solution to exercise 9.3
The first truck will be unloaded in 54 minutes when the 8th pallet has been loaded with
bricks. The cycle time of moving three pallets through the system is 21 minutes.
31
Solution to exercise 9.4
Precedence schedule
32
MAC schedule
Solution to Exercise 4.
33
Solution to exercise 9.5
34
Final MAC schedule
35
ANSWERS TO EXERCISES IN
CHAPTER 10 (pp. ..............)
Solution to exercise 10.1
With only one crew per activity, the total construction time in days per activity is
calculated first. For example, the activity A will take 4 days x 40 floors = 160 days.
Durations of the other activities are given in the following table in the third column.
Start and finish dates of the repetitive activities are given in columns 4 & 5. For
example, the activity D, which is faster per cycle of work than its preceding activity
B will be scheduled from the end of the 40th completed activity B, which is day 164.
The 40th activity D will then be completed 3 days later or on day 167. The start of the
1st activity D will then be 167 120 = 47.
Lets now add time buffer zones of 6 days and recalculate start and finish dates of the
activities.
40 typical floors will be constructed in 362 days with the first floor fully completed on
day 206.
36
The LOB schedule in the form of a graph
37
Solution to exercise 10.2
The production rates per week are calculated first from activity durations. They are
given in the following LOB table in column 3. To achieve the required production
output of 2 service stations per week, multiple crews are introduced to each activity, see
column 4. Please remember that with multiple crews durations of activities per
repetitive cycle will remain the same. Crews in each activity will work concurrently.
For example, the activity A will continue to take 3 weeks per service station, however,
there will be 6 of these activities built concurrently with 6 crews.
The total duration in weeks per activity will be calculated next, see column 5. Since the
crew numbers per activity are uneven, these durations may need to be adjusted later.
Star and finish dates of each activity will be determined in the same manner as in
Exercise 10.1, see columns 6 & 7.
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 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
38
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 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.
39
ANSWERS TO EXERCISES IN
CHAPTER 11 (pp. .............)
Solution to exercise 11.1
Assessed rating
Basic time = Observed time x
Standard rating
40
Solution to exercise 11.2
The MAC schedule shows that the present method of work that uses 1 m3 kibble can
deliver 1 m3 of concrete every 4.5 minutes. Consequently, the delivery of 130 m3 of
concrete will take (130 x 4.5 min.) / 60 or 9.8 hours. However, since the delivery of
materials is restricted to only 8.5 hours during the working day, this method of
distributing concrete is inadequate.
If the contractor engaged 1.5 m3 kibble, the cycle time of delivering 1.5 m3 of concrete
to the working floor would be 5.5 minutes. The delivery of 130 m3 of concrete would
then take ((130 / 1.5) x 5.5 min.) / 60 = 7.9 hours, which is within the limit of delivery
hours.
41
ANSWERS TO EXERCISES IN
CHAPTER 13 (pp............)
Solution to exercise 13.1
Precedence schedule
42
Solution to exercise 13.3
43