Preferences of Construction Managers Regarding the Quality and Optimization Criteria of Project Schedules
Abstract
:1. Introduction
1.1. The Research Focus
1.2. The Literature Review
2. The Method
- respondent’s particulars,
- introductory questions,
- the issue of downtimes in the work of crews,
- organization of work on the construction site,
- project realization date,
- selection of crews to perform tasks.
3. Results
3.1. Respondent’s Particulars
3.2. Introductory Questions
3.3. The Issue of Downtimes in the Work of Crews
3.4. Organization of Work on the Construction Site
3.5. Project Realization Date
3.6. Selection of Crews to Perform Tasks
4. Discussion
5. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
- RESPONDENT’S PARTICULARS
- What is your position?
- □
- construction manager
- □
- works manager
- □
- construction engineer
- □
- contract manager
- □
- foreman
- □
- other, what? ……………………………………
- How long do you hold the above-mentioned position?…………………………………………………………………………………………………
- How long do you work in the construction industry? …………………………………………………………………………………………………
- What is the average size of the construction (expressed in millions of PLN) carried out by you? …………………………………………………………………………………………………
- INTRODUCTION QUESTIONS
- 5.
- Do you use schedules in the project/construction process?
- □
- yes
- □
- no
- If the answer is “no”, questions 6–11 should be omitted.
- 6.
- Who is responsible for developing the schedule?
- □
- owner
- □
- construction manager
- □
- construction engineer
- □
- production preparation department
- □
- other, what? ……………………………………
- 7.
- For what reasons is the schedule created?
- □
- obligation imposed by the owner
- □
- obligation resulting from tender procedures
- □
- facilitating the work of construction management
- □
- a tool for synchronizing the work of crews
- □
- setting terms of employment of subcontractors/crews
- □
- the basis for the development of delivery plans
- □
- other, what? ……………………………………
- 8.
- Is the schedule updated?
- □
- yes, how often?…………………………………………
- □
- no
- If the answer is “no”, question 9 should be omitted.
- 9.
- Do schedule updates take place with a predetermined frequency?
- □
- yes
- □
- no
- 10.
- Are corrective plans bring taken in the event of delays in relation to the schedule?
- □
- yes what? …………………………………………………………………………………
- □
- no
- 11.
- What tools are used to support the scheduling of works?
- □
- MS Project
- □
- ProjectLibre
- □
- Planista
- □
- Primavera
- □
- other, what? …………………………
- □
- no such tools are used
- DOWNTIMES IN THE WORK OF CREWS
- 12.
- How important is it for you to maintain the continuity of crews’ work?
- □
- very important
- □
- important
- □
- rather important
- □
- hard to say
- □
- rather unimportant
- □
- not important
- □
- very little important
- If you select “very important”, “important” or “rather important”, please complete question 13.
- 13.
- Why is it important to ensure continuity of crews’ work? Please list at least one reason.…………………………………………………………………………………………………
- 14.
- How often are the downtimes in the work of crews?
- □
- always
- □
- sometimes
- □
- rarely
- □
- never
- If the answer is “never”, questions 15–17 should be omitted.
- 15.
- Are downtimes in the work of crews involve additional costs incurred by your company?
- □
- yes, what? ……………………………………………
- □
- no
- 16.
- What tasks do the crews perform during downtimes? …………………………………………………………………………………………………
- 17.
- How do downtimes at work affect employee morale?
- □
- positively
- □
- rather positively
- □
- hard to say
- □
- rather negatively
- □
- negatively
- ORGANISATION OF WORK ON CONSTRUCTION SITE
- 18.
- Do you use methods of organizing work on the construction site?
- □
- yes, what ………………………………………………………………………………
- □
- no
- 19.
- How important is it for you to maintain work continuity at the work unit/site/facility?
- □
- very important
- □
- important
- □
- rather important
- □
- hard to say
- □
- rather unimportant
- □
- not important
- □
- very little important
- If you select “very important”, “important” or “rather important”, please complete question 20.
- 20.
- Why is it important to ensure the continuity of work at the work unit/site/facility? Please list at least one reason. ………………………………………………………………………………………………… …………………………………………………………………………………………………
- 21.
- How often are there downtimes in work at the work unit/site/facility?
- □
- always
- □
- sometimes
- □
- rarely
- □
- never
- If the answer is “never”, question 22 should be omitted.
- 22.
- Does the owner control the progress of works at the work unit/site/facility?
- □
- if yes, how? …………………… ……………………………………………………………………………………………………………………………………
- □
- no
- PROJECT REALIZATION DATE
- 23.
- How important is it for you to keep the project completion date?
- □
- very important
- □
- important
- □
- rather important
- □
- hard to say
- □
- rather unimportant
- □
- not important
- □
- very little important
- If you select “very important”, “important” or “rather important”, please complete question 24.
- 24.
- Why is keeping the project realization date important? Please list at least one reason. …………………………………………………………………………………………………
- 25.
- On what percentage of construction projects realized by you did you miss the project realization date? …………………………………………………………………………………………………
- If the answer is “0%”, question 26 should be omitted.
- 26.
- How much (on average) percent of the initial completion date is the increase in the realization of the project? …………………………………………………………………………………………………
- 27.
- What methods do you use to avoid delays in project realization? …………………………………………………………………………………………………
- 28.
- Are there any bonuses for the contractor for the completion of construction before the deadline specified in the contract (often, rarely)? How high are these bonuses (please specify the percentage of the contract value)?…………………………………………………………………………………………………
- 29.
- What are the contractual penalties (on average) for delays in the realization of the project (in PLN for each day of delay)? …………………………………………………………………………………………………
- 30.
- What percentage of the basic salary in your company are financial bonuses for people managing the construction site for shortening the duration of the project (in relation to the contractual deadline)? …………………………………………………………………………………………………
- 31.
- What is more important for you: maintaining continuity in the crew work or maintaining continuity at the work unit?
- □
- definitely maintaining continuity in the work of the crews
- □
- rather maintaining continuity in the work of the crews
- □
- hard to say
- □
- rather maintaining work continuity at the work unit/site/facility
- □
- definitely maintaining work continuity at the work unit/site/facility
- 32.
- What is more important to you: maintaining continuity in the work of crews or keeping the project deadline?
- □
- definitely maintaining continuity in the work of the crews
- □
- rather maintaining continuity in the work of the crews
- □
- hard to say
- □
- rather keeping the project deadline
- □
- definitely keeping the project deadline
- 33.
- What is more important to you: maintaining work continuity at the work unit/site/facility or keeping the project completion deadline?
- □
- definitely maintaining work continuity at the work unit/site/facility
- □
- rather maintaining work continuity at the work unit
- □
- hard to say
- □
- rather keeping the project deadline
- □
- definitely keeping the project deadline
- CHOICE OF CREWS FOR TASKS
- 34.
- Do you have permanent crews in your company, which are assigned to the realization of specific tasks, or are the crews selected for a specific task each time?
- □
- permanent teams of working crews
- □
- no permanent teams of working crews
- □
- crews consist of several permanent working teams (the number of teams depends on the size of the task)
- □
- mixed system
- □
- hard to say
- 35.
- What types of crews are there in your company?
- □
- multi-sector
- □
- industry
- □
- specialist
- □
- complex
- □
- hard to say
- 36.
- What percentage of tasks in the projects in which you participate are realized by subcontractors (measured by the value of the realized work)? …………………………………………………………………………………………………
- 37.
- What is the dominant way of settling accounts with employees in your company?
- remuneration by working time (rate per hour of work)
- piecework system
- fixed monthly salary
- other, what? …………………………………
Appendix B
No. | Content of the Question | Answers Given | Obtained Answers and Their Percentage Share |
---|---|---|---|
1 | What is your position? | site engineer | 28 (38%) |
site manager | 15 (20%) | ||
works manager | 14 (19%) | ||
foreman | 12 (16%) | ||
contract manager | 5 (7%) | ||
owner supervisor | 2 (3%) | ||
design engineer | 2 (3%) | ||
cost planner | 1 (1%) | ||
2 | How long do you hold the above-mentioned position? | less than 1 year | 18 (24%) |
from 1 to less than 5 years | 36 (49%) | ||
from 5 to less than 10 years | 14 (19%) | ||
10 years and more | 6 (8%) | ||
3 | How long do you work in the construction industry? | less than 1 year | 5 (7%) |
from 1 to less than 5 years | 31 (42%) | ||
from 5 to less than 10 years | 18 (24%) | ||
10 years and more | 20 (27%) | ||
4 | What is the average contract value (expressed in €) that you participate in? | less than € 220,000 | 10 (15%) |
from € 220,000 to less than € 1,120,000 | 17 (23%) | ||
from € 1,120,000 to less than € 4,460,000 | 20 (27%) | ||
from € 4,460,000 to less than € 22,300,000 | 15 (20%) | ||
over € 22,300,000 | 11 (15%) | ||
5 | Do you use schedules in the project/construction process? If the answer is “no”, questions 6–11 should be omitted. | yes | 59 (80%) |
no | 15 (20%) | ||
6 | Who is responsible for developing the schedule (owner, site manager, site engineer)? | site manager | 41 (57%) |
site engineer | 12 (17%) | ||
production preparation department | 11 (15%) | ||
owner | 7 (10%) | ||
contract manager | 1 (1%) | ||
7 | For what reasons is the schedule created? | a tool for synchronizing the work of crews | 24 (40%) |
facilitating the work of construction management | 24 (40%) | ||
setting terms of employment of subcontractors/crews | 23 (38%) | ||
obligation imposed by the owner | 22 (37%) | ||
the basis for the development of delivery plans | 19 (32%) | ||
obligation resulting from tender procedures | 15 (25%) | ||
control of work progress and delays | 1 (2%) | ||
task completion deadline control | 1 (2%) | ||
budget control | 1 (2%) | ||
8 | Is the schedule updated? If yes, how often? If the answer is “no”, question 9 should be omitted. | no | 18 (29%) |
yes, on a regular basis | 14 (23%) | ||
yes, once a month or once every two months | 11 (18%) | ||
yes, once a week or once every two weeks | 10 (16%) | ||
yes, as needed | 6 (9%) | ||
yes | 2 (3%) | ||
9 | Do schedule updates take place with a predetermined frequency? | no | 32 (68%) |
yes | 16 (33%) | ||
10 | Are corrective actions taken in case of delays in relation to the schedule? | no | 59 (32%) |
yes, hiring subcontractors | 22 (37%) | ||
yes, shifting crews from other construction sites | 20 (34%) | ||
yes | 16 (27%) | ||
yes, technology change | 9 (15%) | ||
yes, the use of more efficient machines | 6 (10%) | ||
yes, negotiations with the owner | 2(3%) | ||
yes, working overtime and on days off | 1 (2%) | ||
11 | What tools are used to support the scheduling of works? | Ms Project | 27 (45%) |
such tools are not used | 24 (40%) | ||
MS Excel | 13 (22%) | ||
Primavera | 3 (5%) | ||
Planista | 1 (2%) | ||
ProjectLibre | 1 (2%) | ||
12 | How important is it for you to maintain the continuity of crews’ work? If you select “very important”, “important” or “rather important”, please complete question 13. | very important | 43 (58%) |
important | 28 (38%) | ||
rather important | 2 (3%) | ||
hard to say | 1 (1%) | ||
13 | Why is it important to ensure continuity of crews’ work? Please list at least one reason. | bearing the costs of relocating crews to other construction sites | 31 (43%) |
the need to pay remuneration for employees not settled with a lump sum | 29 (40%) | ||
incurring indirect/time-dependent costs despite the work downtime | 22 (31%) | ||
the risk of a subcontractor starting a new contract on another construction site | 18 (25%) | ||
decrease in work efficiency after a downtime | 16 (22%) | ||
increased risk of meeting the contractual deadline | 12 (17%) | ||
increases the efficiency of employees, no need to train new employees, no risk of dismissal of employees | 2 (3%) | ||
14 | How often are the downtimes in the work of crews? If the answer is “never”, omit questions 15–17. | rarely | 35 (47%) |
sometimes | 29 (39%) | ||
never | 7 (9%) | ||
always | 1 (1%) | ||
15 | Are downtimes in the work of crews related to additional costs incurred by your company? | yes, increased construction fixed costs | 29 (45%) |
no | 16 (25%) | ||
yes, reduced employee productivity | 12 (19%) | ||
yes, the cost of transferring workers to another construction site | 10 (16%) | ||
yes | 5 (8%) | ||
yes, the cost of equipment downtime | 2 (3%) | ||
16 | What tasks do the crews perform during downtimes? | assigning other, secondary tasks | 32 (50%) |
transfer to other construction sites | 30 (47%) | ||
breaking up the crew and adding employees to other tasks | 12 (19%) | ||
sending employees on vacation | 2(3%) | ||
not applicable | 2 (3%) | ||
17 | How do downtimes at work affect employee morale? | hard to say | 32 (46%) |
rather negative | 15 (22%) | ||
negative | 12 (17%) | ||
rather positive | 7 (10%) | ||
positive | 1 (1%) | ||
18 | Do you use methods of organizing work on the construction site? | no | 67 (92%) |
the MPR method | 5 (7%) | ||
Line of Balance | 2 (3%) | ||
19 | How important is it for you to maintain the work continuity at the work unit/site/facility (and therefore minimize the time taken to complete the site)? If you select “very important”, “important” or “rather important”, please complete question 20. | important | 30 (41%) |
very important | 29 (39%) | ||
rather important | 12 (16%) | ||
hard to say | 2 (3%) | ||
not important | 1 (1%) | ||
20 | Why is minimizing downtime at the work unit/site/facility (and therefore minimize the time taken to complete the site) important? Please list at least one reason. | they extend the realization time of the entire construction | 42 (62%) |
incurring time-dependent costs | 34 (50%) | ||
the owner has the impression that the contractor does not have adequate resources | 13 (19%) | ||
public dissatisfaction | 11 (16%) | ||
the need to provide other work for the crews | 6 (9%) | ||
may indicate poor planning by management | 3 (4%) | ||
21 | How often are there downtimes in work at the work unit/site/facility? If the answer is “never”, question 22 should be omitted. | rarely | 35 (47%) |
sometimes | 31 (42%) | ||
never | 6 (8%) | ||
22 | Does the owner control the progress of works at the work unit/site/facility? | yes, by owner supervision | 30 (46%) |
no | 28 (43%) | ||
yes, checking the progress of works according to the schedule at the assumed time intervals | 14 (22%) | ||
yes, local visits | 11 (17%) | ||
yes, construction consultations | 5 (8%) | ||
yes | 2 (3%) | ||
23 | How important is it for you to keep the project completion date? If you select “very important”, “important” or “rather important”, please complete question 24. | very important | 51 (69%) |
important 188–90 | 17 (23%) | ||
rather important | 4 (5%) | ||
hard to say | 2 (3%) | ||
24 | Why is keeping the deadline/shortening the time of project realization important? Please list at least one reason. | contractual penalties | 55 (77%) |
time-dependent cost increase | 38 (54%) | ||
lowering the company’s reputation | 23 (32%) | ||
no bonuses | 14 (20%) | ||
enabling the realization of works in accordance with the technology in favourable weather conditions | 4 (6%) | ||
receipt of payment as soon as possible | 3 (4%) | ||
individual goal and satisfaction with a well-realized project | 2 (3%) | ||
25 | In the case of how many construction sites (in %) of construction sites realized by you have you missed the deadline for completing the project? If the answer is “0%”, question 26 should be omitted. | 0% | 30 (42%) |
more than 0% and less than 50% | 23 (32%) | ||
at least 50% and less than 100% | 14 (20%) | ||
100% | 4 (6%) | ||
26 | How much (on average) percent of the initial completion date is the increase in the realization of the project? | less than 10% | 10 (24%) |
at least 10% and less than 20% | 23 (56%) | ||
at least 20% and less than 50% | 5 (12%) | ||
at least 50 % | 3 (7%) | ||
27 | What methods do you use to avoid delays in project realization? | involvement of additional resources | 49 (66%) |
change of work organization | 35 (47%) | ||
change of works technology | 14 (19%) | ||
increased mobilization of workers from the very beginning of construction | 1 (1%) | ||
28 | Are there any bonuses for the contractor for the completion of construction before the deadline specified in the contract (often, rarely)? How much are these bonuses (please specify the percentage of the contract value)? | never | 32 (44%) |
I do not know | 15 (21%) | ||
rarely, up to 5% | 15 (21%) | ||
up to 2.5 | 2 (3%) | ||
up to 20% of profit | 2 (3%) | ||
29 | What are the contractual penalties (on average) for delays in the realization of the project (in € or in % of the contract value for each day of delay)? | at least 0.5% | 11 (17%) |
more than 0% and less than 0.5% | 11 (17%) | ||
€ 2250 and more | 13 (20%) | ||
at least € 450 and less than € 2250 | 10 (16%) | ||
I do not know | 10 (16%) | ||
€ 450 | 5 (8%) | ||
PLN 0 | 3 (5%) | ||
30 | What percentage of the basic salary in your company are the financial bonuses for people managing the construction site for shortening the duration of the project (in relation to the contractual deadline)? | 0% | 34 (51%) |
more than 0% and less than 10% | 6 (9%) | ||
at least 10% and less than 20% | 13 (19%) | ||
20% and more | 6 (9%) | ||
I do not know | 13 (19%) | ||
31 | What is more important for you: maintaining continuity in the crews work or minimizing the time of works and reducing downtime at the work unit? | rather minimizing the time of works at the work unit/site/facility | 27 (38%) |
rather maintaining continuity in the crews work | 15 (21%) | ||
definitely minimizing the time of works at the work unit/site/facility | 11 (15%) | ||
definitely maintaining continuity in the crews work | 9 (13%) | ||
hard to say | 8 (11%) | ||
32 | What is more important to you: maintaining continuity in the crews work or keeping the project deadline? | definitely keeping the project deadline | 35 (48%) |
rather keeping the project deadline | 27 (37%) | ||
rather maintaining continuity in the crews work | 4 (5%) | ||
definitely maintaining continuity in the crews work | 3 (4%) | ||
hard to say | 2 (3%) | ||
33 | What is more important to you: minimizing the time for of works at the work unit/site/facility or keeping the project deadline? | definitely keeping the project deadline | 36 (50%) |
rather keeping the project deadline | 25 (35%) | ||
hard to say | 4 (6%) | ||
rather minimizing the time of works at the work unit/site/facility | 3 (4%) | ||
definitely minimizing the time of works at the work unit/site/facility | 2 (3%) | ||
34 | Do you have permanent crews in your company, which are assigned to the realization of specific tasks or are the crews selected for a specific task each time? | permanent teams of working crews | 23 (32%) |
mixed system | 20 (28%) | ||
crews include several permanent teams | 9 (13%) | ||
no permanent working teams of crews | 5 (7%) | ||
hard to say | 1 (1%) | ||
35 | What types of crews are there in your company? | industry | 29 (40%) |
specialist | 17 (23%) | ||
multi-sector | 16 (22%) | ||
comprehensive | 7 (10%) | ||
hard to say | 3 (4%) | ||
36 | What percentage of tasks in the projects in which you participate are realized by subcontractors (measured by the value of the realized work)? | 0% | 1 (1%) |
less than 25% | 18 (25%) | ||
at least 25% and less than 50% | 13 (18%) | ||
at least 50% and less than 75% | 19 (26%) | ||
at least 75% | 21 (29%) | ||
37 | What is the dominant way of settling accounts with employees in your company? | salary for working time | 49 (67%) |
fixed monthly salary | 16 (22%) | ||
piecework system | 7 (10%) | ||
contract for the realization of individual tasks | 2 (3%) |
References
- Czarnecki, L.; Kaproń, M. Definiowanie zrównoważonego budownictwa. Cz.1. Mater. Bud. 2010, 1, 69–71. [Google Scholar]
- Dasović, B.; Galić, M.; Klanšek, U. A survey on integration of optimization and project management tools for sustainable construction scheduling. Sustainability 2020, 12, 3405. [Google Scholar] [CrossRef] [Green Version]
- Hermarij, J. Better Practices of Project Management Based on IPMA Competences; Van Haren Publishing: Hertogenbosch, The Netherlands, 2013. [Google Scholar]
- Jaworski, K.M. Metodologia Projektowania Realizacji Budowy; Wydawnictwo Naukowe PWN: Warszawa, Poland, 2009. [Google Scholar]
- Tomczak, M.; Jaśkowski, P. Application of Type-2 Interval Fuzzy Sets to Contractor Qualification Process. KSCE J. Civ. Eng. 2018, 22, 2702–2713. [Google Scholar] [CrossRef]
- Tomczak, M.; Jaśkowski, P. New Approach to Improve General Contractor Crew’s Work Continuity in Repetitive Construction Projects. J. Constr. Eng. Manag. 2020, 146, 04020043. [Google Scholar] [CrossRef]
- Tomczak, M. Modeling of the harmonization method for executing a multi-unit construction project. Open Eng. 2019, 9, 282–291. [Google Scholar] [CrossRef] [Green Version]
- Tomczak, M.; Jaskowski, P. Crashing construction project schedules by relocating resources. IEEE Access 2020, 8, 224522–224531. [Google Scholar] [CrossRef]
- Rzepecki, Ł. Optimization of inventory costs management in the construction enterprise. IOP Conf. Ser. Mater. Sci. Eng. 2019, 603, 032046. [Google Scholar] [CrossRef] [Green Version]
- Tomczak, M.; Rzepecki, Ł. Evaluation of Supply Chain Management Systems Used in Civil Engineering. IOP Conf. Ser. Mater. Sci. Eng. 2017, 245, 072005. [Google Scholar] [CrossRef] [Green Version]
- Agrama, F.A.E.M. Linear projects scheduling using spreadsheets features. Alex. Eng. J. 2011, 50, 179–185. [Google Scholar] [CrossRef] [Green Version]
- Bakry, I.; Moselhi, O.; Zayed, T. Optimized scheduling and buffering of repetitive construction projects under uncertainty. Eng. Constr. Archit. Manag. 2016, 23, 782–800. [Google Scholar] [CrossRef]
- Arditi, D.; Tokdemir, O.B.; Suh, K. Challenges in line-of-balance scheduling. J. Constr. Eng. Manag. 2002, 128, 545–556. [Google Scholar] [CrossRef]
- Su, Y.; Lucko, G. Linear scheduling with multiple crews based on line-of-balance and productivity scheduling method with singularity functions. Autom. Constr. 2016, 70, 38–50. [Google Scholar] [CrossRef]
- Tomczak, M.; Jaśkowski, P. Accelerating the Execution of Construction Projects by Relocating Resources. In Proceedings of the Creative Construction e-Conference 2020, Opatija, Croatia, 28 June–1 July 2020; pp. 14–19. [Google Scholar]
- Tomczak, M.; Jaśkowski, P. The method of scheduling construction projects increasing the use of resources of the general contractor. In Proceedings of the 13th International Conference “Modern Building Materials, Structures and Techniques”: Selected Papers, Vilnius, Lithuania, 16–17 May 2019; Juozapaitis, A., Daniūnas, A., Juknevičius, L., Eds.; Vilnius Gediminas Technical University: Vilnius, Lithuania, 2019; ISBN 978-609-476-197-3. [Google Scholar]
- Panwar, A.; Jha, K.N. A many-objective optimization model for construction scheduling. Constr. Manag. Econ. 2019, 37, 727–739. [Google Scholar] [CrossRef]
- Panwar, A.; Tripathi, K.K.; Jha, K.N. A qualitative framework for selection of optimization algorithm for multi-objective trade-off problem in construction projects. Eng. Constr. Archit. Manag. 2019, 26, 1924–1945. [Google Scholar] [CrossRef]
- Russell, A.D.; Caselton, W.F. Extensions to linear scheduling optimization. J. Constr. Eng. Manag. 1988, 114, 36–52. [Google Scholar] [CrossRef]
- Kelley, J.E.; Walker, M.R. Critical-path planning and scheduling. In Proceedings of the Eastern Joint Computer Conference, IRE-AIEE-ACM 1959, Boston, MA, USA, 1–3 December 1959; Association for Computing Machinery, Inc.: New York, NY, USA, 1959; pp. 160–173. [Google Scholar]
- Jaśkowski, P.; Tomczak, M. Assignment problem and its extensions for construction project scheduling. Czas. Tech. 2014, 2, 241–248. [Google Scholar]
- Rogalska, M.; Bożejko, W.; Hejducki, Z. Time/cost optimization using hybrid evolutionary algorithm in construction project scheduling. Autom. Constr. 2008, 18, 24–31. [Google Scholar] [CrossRef]
- Abbasnia, R.; Afshar, A.; Eshtehardian, E. Time-cost trade-off problem in construction project management, based on fuzzy logic. J. Appl. Sci. 2008, 8, 4159–4165. [Google Scholar] [CrossRef] [Green Version]
- Chassiakos, A.P.; Sakellaropoulos, S.P. Time-Cost Optimization of Construction Projects with Generalized Activity Constraints. J. Constr. Eng. Manag. 2005, 131, 1115–1124. [Google Scholar] [CrossRef]
- Marzouk, M.; Madany, M.; Abou-Zied, A.; El-said, M. Handling construction pollutions using multi-objective optimization. Constr. Manag. Econ. 2008, 26, 1113–1125. [Google Scholar] [CrossRef]
- Ozcan-Deniz, G.; Zhu, Y.; Ceron, V. Time, cost, and environmental impact analysis on construction operation optimization using genetic algorithms. J. Manag. Eng. 2012, 28, 265–272. [Google Scholar] [CrossRef]
- Xu, J.; Zheng, H.; Zeng, Z.; Wu, S.; Shen, M. Discrete time-cost-environment trade-off problem for large-scale construction systems with multiple modes under fuzzy uncertainty and its application to Jinping-II Hydroelectric Project. Int. J. Proj. Manag. 2012, 30, 950–966. [Google Scholar] [CrossRef]
- Elbeltagi, E.; Ammar, M.; Sanad, H.; Kassab, M. Overall multiobjective optimization of construction projects scheduling using particle swarm. Eng. Constr. Archit. Manag. 2016, 23, 265–282. [Google Scholar] [CrossRef]
- Kannimuthu, M.; Raphael, B.; Palaneeswaran, E.; Kuppuswamy, A. Optimizing time, cost and quality in multi-mode resource-constrained project scheduling. Built Environ. Proj. Asset Manag. 2019, 9, 44–63. [Google Scholar] [CrossRef]
- Wang, T.; Abdallah, M.; Clevenger, C.; Monghasemi, S. Time–cost–quality trade-off analysis for planning construction projects. Eng. Constr. Archit. Manag. 2019. [Google Scholar] [CrossRef]
- Eid, M.S.; Elbeltagi, E.; El-Adaway, I.H. Simultaneous multi-criteria optimization for scheduling linear infrastructure projects. Int. J. Constr. Manag. 2018. [Google Scholar] [CrossRef]
- Krzemiński, M. KASS v.2.2. Scheduling Software for Construction with Optimization Criteria Description. Acta Phys. Pol. A 2016, 130, 1439–1442. [Google Scholar] [CrossRef]
- Zou, X.; Wu, G.; Zhang, Q. Work continuity constraints in repetitive project scheduling considering soft logic. Eng. Constr. Archit. Manag. 2020. [Google Scholar] [CrossRef]
Minimizing the Time of Works at the Work Unit/Site/Facility | Maintaining Continuity in the Crews Work | Keeping the Project Deadline | |
---|---|---|---|
Minimizing the time of works at the work unit/site/facility | – | 0.48 | 0.25 |
Maintaining continuity in the crews work | 0.52 | – | 0.35 |
Keeping the project deadline | 0.75 | 0.65 | – |
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. |
© 2021 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/).
Share and Cite
Tomczak, M.; Jaśkowski, P. Preferences of Construction Managers Regarding the Quality and Optimization Criteria of Project Schedules. Sustainability 2021, 13, 544. https://doi.org/10.3390/su13020544
Tomczak M, Jaśkowski P. Preferences of Construction Managers Regarding the Quality and Optimization Criteria of Project Schedules. Sustainability. 2021; 13(2):544. https://doi.org/10.3390/su13020544
Chicago/Turabian StyleTomczak, Michał, and Piotr Jaśkowski. 2021. "Preferences of Construction Managers Regarding the Quality and Optimization Criteria of Project Schedules" Sustainability 13, no. 2: 544. https://doi.org/10.3390/su13020544