‫ضغط البرنامج الزمنى )‪(Schedule Compression‬‬

‫أ‪.‬د‪ .‬عماد البلتاجى‬

‫أستاذ ادارة المشروعات – كلية الهندسة ‪ -‬جامعة المنصورة‬
‫إعـــداد‬

‫فبراير ‪2022‬‬ ‫التاريـخ‬

‫‪-1-‬‬
 ‫األهــــداف‬

‫التعرف على أسباب ضغط البرنامج الزمنى والطرق التى يمكن اتباعها لذلك‪.‬‬ ‫▪‬

‫دراسة تأثير ضغط الوقت على التكلفة‪.‬‬ ‫▪‬

‫دراسة العالقة بين الوقت والتكلفة على مستوى النشاط ومستوى المشروع‪.‬‬ ‫▪‬

‫معرفة الخطوات المتبعة لضغط المشروع‪.‬‬ ‫▪‬

‫تطبيق ضغط المشروع على مثال‪.‬‬ ‫▪‬

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 ‫مـقــدمــة‬
‫فى كثير من األحيان يلزم ضغط البرنامج الزمنى للتقيد بتنفيذ المشروع فى وقت محددد أو‬ ‫▪‬

‫لتالفى التأخيرات التى تحدث أثناء التنفيذ‪.‬‬

‫ضغط البرنامج الزمنى قد يتم بعدد من الوسائل مثل زيادة مصادر العمل أو زيادة ساعات‬ ‫▪‬

‫العمل أو العمل بنظام الورديات أو استخدام طرق تنفيذ متقدمة أو وسائل أخرى‪.‬‬

‫▪ إن أى محاولة لضغط المشروع ينجم عنها زيادة التكاليف المباشرة ونقص التكاليف غير‬

‫المباشرة لذا أصب من الضرورى دراسة العالقة بين وقت وتكلفة المشروع‪.‬‬

‫▪ لذا عند ضغط المشروع يلجأ المخطط لمحاولة الضغط مع المحافظة على الزيادة فى‬

‫التكاليف عند حدها األدنى‪.‬‬

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 Agenda
1. Time-cost trade-off
▪ 1-1 Why?
▪ 1-2 How?
2. Time-cost relationship
2-1 Activity time-cost trade-off
2-1 Project time-cost trade-off
Example 1
3 Shortening project duration
• Example 2
• Exercise (1)

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 ‫الملخـص‬
‫إن من الموضوعات الهامة فى تخطيط المشروعات هو امكانية ضغط المشروع وذلك ألاسباب‬
‫عدة قد تدعو لذلك ومنها التنفيذ السريع للشروع‪ .‬لذلك تهتم هذه الدراسة بمناقشة العالقة بين‪:‬‬

‫‪ -‬وقت وتكلفة النشاط (التكاليف المباشرة)‪.‬‬

‫‪ -‬وقت وتكلفة المشروع (التكاليف المباشر والتكاليف غير المباشرة)‪.‬‬

‫أيضا تقدم هذه الدراسة آليه لضغط المشروع تضمن أن تكون الزيادة فى التكاليف الناجمة عن‬
‫عملية الضغط اقل مايمكن‪.‬‬
‫لذا يتم دوما ضغط األنشطة الواقعة على المسار الحرج فقط‪ ،‬ويتم اختيار النشاط الذى يؤدى‬
‫الى زيادة أقل فى التكلفة (النشاط ذو أقل انحدار تكلفة)‪.‬‬
‫فى حالة أن المشروع يحتوى على أكثر من مسار حرج يتم ضغط كا المسارات الحرجة وذلك‬
‫حتى نضمن انضغاط المشروع‪.‬‬

‫‪-5-‬‬
 ‫المصـــادر‬
Awani, Alfred O. (1983). “Project Management Techniques.” Petrocelli Books Inc.

Clough, Richard H. & Sears, Gelen A. (1979). “Construction Project Management.”

John Wiley & Sons Inc., NY.

Cormican, David. (1985). “Construction Management: Planning and Finance.”

Construction Press, London.

Eldosouky, Adel I. (1996). “Principles of Construction Project Management.”

Mansoura University Press, Mansoura, Egypt.

Gould, Frederick E. (1997). “Managing the Construction Process: Estimating,

Scheduling, and Project Control.” Prentice-Hall Inc., New Gersy.

Harris, Frank & McCaffer, Ronald. (1983). “Modern Construction Management.”

Granada Publishing, Great Britain.

Harris, Robert. (1978). “Precedence and Arrow Networking Techniques for

Construction.” John Wiley & Sons Inc., NY.

Hegazy, Tarek. (2002). “Computer-Based Construction Project Management.”

Prentice Hall, Upper Saddle River, NJ, USA.

Pilcher, Roy. (1992). “Principles of Construction Management.” Mc-Graw Hill Book

company, 3rd ed.

Braimah, Nuhu. (2013). “Construction Delay Analysis Techniques—A Review of

Application Issues and Improvement Needs.” Buildings 2013, 3, 506-531;
doi:10.3390/buildings3030506.

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 ‫فهرس المحتويات‬

‫رقم الصفحة‬ ‫المــوضــــــــــوع‬

2 ‫▪ األهداف‬
3 ‫▪ مقدمة‬
4 ‫▪ االجندة‬
5 ‫▪ الملخص‬
6 ‫▪ المصادر‬
7 ‫▪ فهرس المحتويات‬
8 1 Introduction
8 2 Time-Cost Trade-Off
9 3 Activity Time-Cost Relationship
11 Example 1
12 4 Project Time-Cost Relationship
13 5 Shortening Project Duration
14 Example 2
18 Exercise No. 1

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 SCHEDULE COMPRESSION
1- Introduction

Duration of activities are either fixed or random numbers with known characteristics.
However, activity durations can often vary depending upon the type and amount of resources
that are applied. Assigning more workers to a particular activity will normally result in a
shorter duration. Greater speed may result in higher costs and lower quality.

Reducing both construction projects’ cost and time is critical in today’s market-driven
economy. This relationship between construction projects’ time and cost is called time-cost
trade-off decisions, which has been investigated extensively in the construction management
literature. Time-cost trade-off decisions are complex and require selection of appropriate
construction method for each project task. Time-cost trade-off, in fact, is an important
management tool for overcoming one of the critical path method limitations of being unable
to bring the project schedule to a specified duration.

2- Time-Cost Trade-Off

The objective of the time-cost trade-off analysis is to reduce the original project duration,
determined form the critical path analysis, to meet a specific deadline, with the least cost. In
addition to that it might be necessary to compress the schedule into a specific time to:

- Finish the project in a predefined deadline date.

- Recover early delays.
- Avoid liquidated damages.
- Free key resources early for other projects.
- Avoid adverse weather conditions that might affect productivity.
- Receive an early completion-bonus.
- Improve project cash flow

Reducing project duration can be done by adjusting overlaps between activities or by reducing
activities’ duration. What is the reason for an increase in direct cost as the activity duration is
reduced? A simple case arises in the use of overtime work. By scheduling weekend or evening
work, the completion time for an activity as measured in calendar days will be reduced.
However, extra wages must be paid for such overtime work, so the cost will increase. Also,

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overtime work is more prone to accidents and quality problems that must be corrected, so
costs may increase. The activity duration can be reduced by one of the following actions:

- Applying multiple-shifts work.

- Working extended hours (over time).
- Offering incentive payments to increase the productivity.
- Working on week-ends and holidays.
- Using additional resources.
- Using materials with faster installation methods.
- Using alternate construction methods or sequence.

3- Activity Time-Cost Relationship

In general, there is a trade-off between the time and the direct cost to complete an activity;
the less expensive the resources, the larger duration they take to complete an activity.
Shortening the duration on an activity will normally increase its direct cost which comprises:
the cost of labor, equipment, and material. It should never be assumed that the quantity of
resources deployed and the task duration are inversely related. Thus, one should never
automatically assume that the work that can be done by one man in 16 weeks can actually be
done by 16 men in one week.

A simple representation of the possible relationship between the duration of an activity and
its direct costs appears in Figure 1. Considering only this activity in isolation and without
reference to the project completion deadline, a manager would choose a duration which
implies minimum direct cost, called the normal duration. At the other extreme, a manager
might choose to complete the activity in the minimum possible time, called crashed duration,
but at a maximum cost.
Cost Crash duration
&
Crash cost

Normal duration
&
Normal cost
Time
Figure 1: Illustration of linear time/cost trade-off for an activity

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The linear relationship shown in the Figure 1 between these two points implies that any
intermediate duration could also be chosen. It is possible that some intermediate point may
represent the ideal or optimal trade-off between time and cost for this activity. The slope of
the line connecting the normal point (lower point) and the crash point (upper point) is called
the cost slope of the activity. The slope of this line can be calculated mathematically by
knowing the coordinates of the normal and crash points.

Cost slope = crash cost – normal cost / normal duration – crash duration

As shown in Figures 1, 2, and 3, the least direct cost required to complete an activity is called
the normal cost (minimum cost), and the corresponding duration is called the normal duration.
The shortest possible duration required for completing the activity is called the crash duration,
and the corresponding cost is called the crash cost. Normally, a planner starts his/her
estimation and scheduling process by assuming the least costly option

Cost Crash duration

&
Crash cost

Normal duration
&
Normal cost

Time
Figure 2: Illustration of non-linear time/cost trade-off for an activity
Cost

Crash duration
&
Crash cost

Normal duration
&
Normal cost

Time

Figure 3: Illustration of discrete time/cost trade-off for an activity

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Example 1

A subcontractor has the task of erecting 8400 square meter of metal scaffolds. The contractor
can use several crews with various costs. It is expected that the production will vary with the
crew size as given in the table below:

Crew
Estimated daily production
size Crew formation
(square meter)
(men)
166 5 1 scaffold set, 2 labors, 2 carpenter, 1 foreman
204 6 2 scaffold set, 3 labors, 2 carpenter, 1 foreman
230 7 2 scaffold set, 3 labors, 3 carpenter, 1 foreman

Consider the following rates: Labor LE96/day; carpenter LE128/day; foreman LE144/day
and scaffolding LE60/day. Determine the direct cost of this activity considering different
crews formation.

Solution

The duration for installing the metal scaffold can be determined by dividing the total quantity
by the estimated daily production. The cost can be determined by summing up the daily cost
of each crew and then multiply it by the duration of using that crew. The calculations are
shown in the following table.

Crew size Duration (days) Cost (LE)

5 50.6 (use 51) 51 x (1x60 + 2x96 + 2x128 + 1x144) = 33252
6 41.2 (use 42) 42 x (2x60 + 3x96 + 2x128 + 1x144) = 33936
7 36.5 (use 37) 37 x (2x60 + 3x96 + 3x128 + 1x144) = 34632

This example illustrates the options which the planner develops as he/she establishes the
normal duration for an activity by choosing the least cost alternative. The time-cost
relationship for this example is shown in Figure 4. The cost slop for this activity can be
calculates as follow:

Cost slope 1 (between points 1 and 2) = (33936 – 33252) / (51 – 42) = 76.22 LE/day

Cost slope 2 (between points 2 and 3) = (34632 – 33936) / (42 – 37) = 139.2 LE/day

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 34800
3
34600
34400
34200
Cost (LE)

34000
2
33800
33600
33400
1
33200
33000
30 35 40 45 50 55

Duration (days)

Figure 4: Time-cost relationship of Example 1

4- Project Time-Cost Relationship

Total project costs include both direct costs and indirect costs of performing the activities of
the project. Direct costs for the project include the costs of materials, labor, equipment, and
subcontractors. Indirect costs, on the other hand, are the necessary costs of doing work which
cannot be related to a particular activity, and in some cases cannot be related to a specific
project.

If each activity is scheduled for the duration that resulted in the minimum direct cost in this
way, the time to complete the entire project might be too long and substantial penalties
associated with the late project completion might be incurred. Thus, planners perform what
is called time-cost trade-off analysis to shorten the project duration. This can be done by
selecting some activities on the critical path to shorten their duration.

As the direct cost for the project equals the sum of the direct costs of its activities, then the
project direct cost will increase by decreasing its duration. On the other hand, the indirect cost
will decrease by decreasing the project duration, as the indirect cost are almost a linear
function with the project duration. Figure 5 illustrates the direct and indirect cost relationships
with the project duration.

The project total time-cost relationship can be determined by adding up the direct cost and
indirect cost values together as shown in Figure 5. The optimum project duration can be
determined as the project duration that results in the least project total cost.

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 Project cost

Project duration

Figure 5: Project time-cost relationship

5- Shortening Project Duration

The minimum time to complete a project is called the project-crash time. This minimum
completion time can be found by applying critical path scheduling with all activity durations
set to their minimum values. This minimum completion time for the project can then be used
to determine the project-crash cost. Since there are some activities not on the critical path that
can be assigned longer duration without delaying the project, it is advantageous to change the
all-crash schedule and thereby reduce costs.

Heuristic approaches are used to solve the time/cost tradeoff problem such as the cost-lope
method used in this chapter. In particular, a simple approach is to first apply critical path
scheduling with all activity durations assumed to be at minimum cost. Next, the planner can
examine activities on the critical path and reduce the scheduled duration of activities which
have the lowest resulting increase in costs. In essence, the planner develops a list of activities
on the critical path ranked with their cost slopes. The heuristic solution proceeds by shortening
activities in the order of their lowest cost slopes. As the duration of activities on the shortest
path are shortened, the project duration is also reduced. Eventually, another path becomes
critical, and a new list of activities on the critical path must be prepared. Using this way, good
but not necessarily optimal schedules can be identified.

The procedure for shortening project duration can be summarized in the following steps:

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 1. Draw the project network.

2. Perform CPM calculations and identify the critical path, use normal durations and costs
for all activities.

3. Compute the cost slope for each activity from the following equation:

cost slope = crash cost – normal cost / normal duration – crash duration

4. Start by shortening the activity duration on the critical path which has the least cost slope
and not been shortened to its crash duration.

5. Reduce the duration of the critical activities with least cost slope until its crash duration
is reached or until the critical path changes.

6. When multiple critical paths are involved, the activity(ies) to shorten is determined by
comparing the cost slope of the activity which lies on all critical paths (if any), with the
sum of cost slope for a group of activities, each one of them lies on one of the critical
paths.

7. Having shortened a critical path, you should adjust activities timings, and floats.

8. The cost increase due to activity shortening is calculated as the cost slope multiplied by
the time of time units shortened.

9. Continue until no further shortening is possible, and then the crash point is reached.

10. The results may be represented graphically by plotting project completion time against
cumulative cost increase. This is the project direct-cost / time relationship. By adding the
project indirect cost to this curve to obtain the project time / cost curve. This curve gives
the optimum duration and the corresponding minimum cost.

Example 2:

Assume the following project data given in Table 1. It is required to crash the project duration
from its original duration to a final duration of 110 days. Assume daily indirect cost of LE100.

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Table 1: Data for Example 2
Normal Crash
Activity Preceded by
Duration (day) Cost (LE) Duration (day) Cost (LE)

A - 120 12000 100 14000

B - 20 1800 15 2800
C B 40 16000 30 22000
D C 30 1400 20 2000
E D, F 50 3600 40 4800
F B 60 13500 45 18000

Solution

The cost slope of each activity is calculated. Both the crashability and the cost slope are shown
beneath each activity in the precedence diagram. The critical path is B-C-D-E and the project
duration in 140 days. Project total normal direct cost = sum of normal direct costs of all
activities = LE 48300.

0 120 140 140

A (120) End (0)
20 140 140 140
0 0 20@100 20 60 60 90 90 140
Start (0) C (40) D (30) E (50)
0 0 20 60 60 90 90 140
10@600 10@60 10@120
0 20 20 80
B (20) F (60)
0 20 30 90
5@200 15@300

1. The activity on the critical path with the lowest cost slope is of activity “D”, this activity
can be crashed by 10 days. Then adjust timing of the activities.

0 120 130 130

A (120) End (0)
10 130 130 130
0 0 20@100 20 60 60 80 80 130
Start (0) C (40) D (20) E (50)
0 0 20 60 60 80 80 130
10@600 10@120
0 20 20 80
B (20) F (60)
0 20 20 80
5@200 15@300
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 A new critical path will be formed, B-F-E.
New Project duration is 130 days.
The project direct cost is increased by 10 x 60 = LE 600.
Project direct cost = 48300 + 600 = LE 48900
2. At this step activity “E” will be crashed, as this activity lies on both critical paths. Activity
“E” will be shortened by 10 days.

0 120 120 120

A (120) End (0)
0 120 120 120
0 0 20@100 20 60 60 80 80 120
Start (0) C (40) D (20) E (40)
0 0 20 60 60 80 80 120
10@600
0 20 20 80
B (20) F (60)
0 20 20 80
5@200 15@300
Accordingly, all activities will b turn to critical activities.
New Project duration is 120 days.
The project direct cost is increased by 10 x 120 = LE 1200.
Project direct cost = 48900 + 1200 = LE 50100
3. In this step, it is difficult to decrease one activity’s duration and achieve decreasing in the
project duration. So, either to crash an activity on all critical paths (if any), otherwise,
choose several activities on different critical paths. As shown, activities “A” and “B” can
be crashed together which have the least cost slope (100 + 200). Then, crash activities “A”
and “B” by 5 days.
0 115 115 115
A (115) End (0)
0 115 115 115
0 0 15@100 15 55 55 75 75 115
Start (0) C (40) D (20) E (40)
0 0 15 55 55 75 75 115
10@600
0 15 15 75
B (15) F (60)
0 15 15 75
15@300

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 New Project duration is 115 days.
The project direct cost is increased by 5 x (100 + 200) = LE 1500.
Project direct cost = 50100 + 1500 = LE 51600
4. In this final step, it is required to decrease the duration of an activity from each path. The
duration of activity” A” will be crashed to 110 days, “C” to 35 days, and “F” to 55 days.
Thus, achieving decreasing project duration to 110 days. Also, increase in the project direct
cost by 5 x (100 + 600 + 300) = LE 5000

0 110 110 110

A (110) End (0)
0 110 110 110
0 0 10@100 15 50 50 70 70 110
Start (0) C (35) D (20) E (40)
0 0 15 50 50 70 70 110
5@600
0 15 15 70
B (15) F (55)
0 15 15 70
10@300

Duration (days) Direct cost (LE) Indirect cost (LE) Total cost (LE)

140 48300 14000 62300

130 48900 13000 61900
120 50100 12000 62100
115 51600 11500 63100
110 56600 11000 67600

80000

70000

60000

50000
Cost (LE)

40000

30000

20000

10000

0
100 110 120 130 140 150

Project duration (days)

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Exercise No. (1)

The durations and direct costs for each activity in the network of a small construction
contract under both normal and crash conditions are given in the following table. Establish
the least cost for expediting the contract. Determine the optimum duration of the contract
assuming the indirect cost is LE 125/day.

Table 2: Data for Exercise 1

Normal Crash
Activity Preceded by
Duration (day) Cost (LE) Duration (day) Cost (LE)

A - 12 7000 10 7200
B A 8 5000 6 5300
C A 15 4000 12 4600
D B 23 5000 23 5000
E B 5 1000 4 1050
F C 5 3000 4 3300
G E, C 20 6000 15 6300
H F 13 2500 11 2580
I D, G, H 12 3000 10 3150

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