Kim Building Construction Project Kim Building Constru

Kim Building Construction Project Kim Building Constru Kim Building Construction Project Kim Building Constru - Start

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Kim Engineering Building H Kim Engineering Building 155000 square foot project 155000 square foot project 16 research labs 16 research labs 6 educational labs 6 educational labs 12000 square foot clean room 12000 square foot clean room One of the mo ID: 72045 Download Pdf

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Kim Building Construction Project Kim Building Constru




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Kim Building Construction Project Kim Building Construction Project Critical Path Modeling, Crashing, Critical Path Modeling, Crashing, Sensitivity Analysis, and Sensitivity Analysis, and Time Time Cost Curve Cost Curve Richard Morgan Richard Morgan Matt Schechter Matt Schechter Doug Tilley Doug Tilley ENCE360 ENCE360 Spring 2005 Spring 2005
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Overview Overview Introduction Introduction Objectives Objectives Course Concepts Course Concepts Description of Project Description of Project Problems Encountered Problems Encountered Future Considerations Future Considerations
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Introduction Introduction Jeong Jeong H. Kim Engineering Building H. Kim Engineering Building 155,000 square foot project 155,000 square foot project 16 research labs 16 research labs 6 educational labs 6 educational labs 12,000 square foot clean room. 12,000 square foot clean room. One of the most advanced engineering One of the most advanced engineering facilities in the entire nation! facilities in the entire nation!
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Objectives Objectives Critical Path Modeling Critical Path Modeling Crash Analysis Crash Analysis Sensitivity Analysis Sensitivity Analysis Create Time Create Time Cost Curve Cost Curve Using linear programming software Using linear programming software Lindo Lindo Microsoft Excel Microsoft Excel
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Course Concepts Course Concepts Project Networks Project Networks AOA AOA AON AON Critical Path Critical Path Activities with 0 slack Activities with 0 slack Time Time Cost Tradeoff Cost Tradeoff Minimizing Project Duration Minimizing Project Duration
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What did we do? What did we do? Acquired data from similar Acquired data from similar building from UCLA building from UCLA Created AOA schedule Created AOA schedule Solved for Critical Path in Solved for Critical Path in Lindo Lindo Analyzed Effects of Crashing Analyzed Effects of Crashing Analyzed Sensitivity in Excel Analyzed Sensitivity in Excel Created Time Created Time Cost Curve Cost Curve
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Data Data 0.5 Closeout 2 1.3 21 28 Construction 2 0.5 0.5 0.5 Bid/Award 2 N/A 0.75 DOF WD Review 2 N/A 0.25 Agency Review PHASE 0.25 1.75 Closeout 1 1.1 17 24 Construction 1 0.5 0.5 Bid/Award 1 N/A DOF WD Review 1 N/A 0.5 A,B Agency Review PHASE 1.4 1.5 16 Working Drawings 0.2 0.25 0.25 SPWB Review 0.3 None 10 Preliminary Plans Crash Cost ($Mill ion/Month) Crash Time (months) Cost ($milli ons) Preceding Activities Duration (months) Activity Letter
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Bar Chart Bar Chart
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AOA Schedule AOA Schedule Start 10 11 12 13 14 End EFGH KLM
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Lindo Lindo Code Code min = x14 min = x14 x1; x1; x2 x2 x1>=10; x1>=10; x3 x3 x2>=2; x2>=2; x4 x4 x3>=16; x3>=16; x5 x5 x3>=2; x3>=2; x6 x6 x5>=1; x5>=1; x7 x7 x6>=3; x6>=3; x8 x8 x7>=24; x7>=24; x9 x9 x8>=2; x8>=2; x10 x10 x7>=2; x7>=2; x11 x11 x10>=1; x10>=1; x12 x12 x11>=3; x11>=3; x13 x13 x12>=28; x12>=28; x14 x14 x13>=2; x13>=2; end end LP Objective-Minimize the time from the end of the last activity to the start of the first activity Time constraints for each activity.
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Lindo Lindo Output Output Objective value: 54.00000 Objective value: 54.00000 Total solver iterations: 0 Total solver iterations: 0 Variable Value Reduced C Variable Value Reduced C ost ost X14 54.00000 0.000 X14 54.00000 0.000 000 000 X1 0.000000 X1 0.000000 0.000000 0.000000 X2 10.00000 0.000 X2 10.00000 0.000 000 000 X3 12.00000 0.000 X3 12.00000 0.000 000 000 X4 28.00000 0.000 X4 28.00000 0.000 000 000 X5 14.00000 0.000 X5 14.00000 0.000 000 000 X6 15.00000 0.000 X6 15.00000 0.000 000 000 X7 18.00000 0.000 X7 18.00000 0.000 000 000 X8 42.00000 0.000 X8 42.00000 0.000 000 000 X9 44.00000 0.000 X9 44.00000 0.000 000 000 X10 20.00000 0.000 X10 20.00000 0.000 000 000 X11 21.00000 0.000 X11 21.00000 0.000 000 000 X12 24.00000 0.000 X12 24.00000 0.000 000 000 X13 52.00000 0.000 X13 52.00000 0.000 000 000 Row Slack or Surplus Dual Pr Row Slack or Surplus Dual Pr ice ice 1 54.00000 1 54.00000 1.000000 1.000000 2 0.000000 2 0.000000 1.000000 1.000000 3 0.000000 3 0.000000 1.000000 1.000000 4 0.000000 4 0.000000 0.000000 0.000000 5 0.000000 5 0.000000 1.000000 1.000000 6 0.000000 6 0.000000 1.000000 1.000000 7 0.000000 7 0.000000 1.000000 1.000000 8 0.000000 8 0.000000 0.000000 0.000000 9 0.000000 9 0.000000 0.000000 0.000000 10 0.000000 10 0.000000 1.000000 1.000000 11 0.000000 11 0.000000 1.000000 1.000000 12 0.000000 12 0.000000 1.000000 1.000000 13 0.000000 13 0.000000 1.000000 1.000000 14 0.000000 14 0.000000 1.000000 1.000000 The project will take 54 months! Thus, Activities A, B, D, E, F, J, K, L, M are on the critical path (Dual Price=-1)
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Crashing the Project Crashing the Project Change constraint Change constraint < 54 months < 54 months Decrease one month each cycle Decrease one month each cycle Determine cost at each cycle Determine cost at each cycle
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Lindo Lindo Code Code min = .3*A + 0.2*B + 1.4*C + 0.5*F + 1.1*G + 2*H + 0.5*K + 1.3*L min = .3*A + 0.2*B + 1.4*C + 0.5*F + 1.1*G + 2*H + 0.5*K + 1.3*L + 2*M; + 2*M; A<=2; A<=2; B<=0.25; B<=0.25; C<=3; C<=3; D<=0; D<=0; E<=0; E<=0; F<=1; F<=1; G<=5; G<=5; H<=0.25; H<=0.25; I<=0; I<=0; J<=0; J<=0; K<=0.5; K<=0.5; L<=7; L<=7; M<=0.5; M<=0.5; x2 x2 x1+A>=10; x1+A>=10; x3 x3 x2+B>=2; x2+B>=2; x4 x4 x3+C>=16; x3+C>=16; x5 x5 x3+D>=2; x3+D>=2; x6 x6 x5+E>=1; x5+E>=1; x7 x7 x6+F>=3; x6+F>=3; x8 x8 x7+G>=24; x7+G>=24; x9 x9 x8+H>=2; x8+H>=2; x10 x10 x7+I>=2; x7+I>=2; x11 x11 x10+J>=1; x10+J>=1; x12 x12 x11+K>=3; x11+K>=3; x13 x13 x12+L>=28; x12+L>=28; x14 x14 x13+M>=2; x13+M>=2; x14 x14 x1<=53; x1<=53; end end The objective function includes coefficients that refer to the cost to crash an activity by one time unit and a letter that corresponds to an activity. The activity crash time will be less than the maximum time it is allowed to be crashed. (Final time-Initial time+Activity Crash Time) must be greater than or equal to the time that an activity can take. The project must occur in 53 time units or less. This code will output the minimum cost. After many cycles, the time-cost curve could be created!
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Time Time Cost Curve Cost Curve Time-Cost Curve 48 50 52 54 56 58 60 62 64 42 47 52 Completion time (months) Cost (millions of dollars)
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Sensitivity Analysis Sensitivity Analysis Infinite 0.5 Closeout 2 Infinite 28 28 Construction 2 Infinite 0.5 Bid/Award 2 Infinite DOF WD Review 2 Infinite Agency Review Infinite 0.25 Closeout 1 Infinite 24 24 Construction 1 Infinite Bid/Award 1 Infinite DOF WD Review 1 Infinite Agency Review Infinite 16 16 Working Drawings Infinite 0.25 SPWB Review Infinite 10 10 Preliminary Plans Shadow Price (months) Allowable Increase (months) Allowable Decrease (months) Optimal Use (month s) Current RHS (months) Activity
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Conclusions Conclusions Project will take 54 months, Project will take 54 months, pending delay pending delay Crashing Crashing Time Time cost curve shows it is cost curve shows it is advantageous to keep crashing at advantageous to keep crashing at only 3 months (< $1 million) only 3 months (< $1 million) After 3 months crashed, price After 3 months crashed, price goes to over $1 million/month goes to over $1 million/month
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Problems Encountered Problems Encountered The data was difficult to find The data was difficult to find Economic and schedule Economic and schedule confidentiality in private projects confidentiality in private projects Found data from building in UCLA Found data from building in UCLA to make realistic predictions to make realistic predictions Started doing project in Excel Started doing project in Excel Lindo Lindo proved to be much easier to proved to be much easier to use for this project use for this project
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Future Considerations Future Considerations Shorten project duration by Shorten project duration by examining resources? examining resources? You may find it possible to reduce the You may find it possible to reduce the project cost by rearranging and project cost by rearranging and balancing the use of workers, supplies, balancing the use of workers, supplies, or equipment. or equipment. Breakdown the crash costs into Breakdown the crash costs into equipment and human resource equipment and human resource costs costs Some workers may be able to perform Some workers may be able to perform multiple tasks multiple tasks
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Questions? Questions?

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