Optimizing Construction Scheduling across Varying Degrees of Flexibility

Abstract

In construction project management, it is utmost important to strictly adhere to deadlines. To address this challenge, it becomes essential to have a flexible schedule that can accommodate expected delays during construction. This study delves into the impact of varying degrees of flexibility on overall project outcomes. Flexibility in scheduling was modelled as a function of the activities’ unused modes of construction. The proposed approach integrates flexibility into schedule optimization during the planning phase, with the flexibility degree denoted as “n.” As “n” increases, flexibility decreases, allowing for more crashing options (i.e., expedited construction). Drawing from existing literature, a case study was considered to explore the relationship between the flexibility degree and schedule outcomes, represented in five scenarios. Results reveal that implementing this approach ensures project activities maintain residual flexibility as the project progresses. However, it also leads to higher cost estimates during the planning stage. Conversely, opting for a low value of “n” significantly restricts compression options for activities during planning, resulting in higher total project cost estimates. In extreme scenarios (e.g., Scenario #5), selecting a low “n” value could even cause the project duration to exceed the deadline. Ultimately, the optimal choice of the flexibility degree “n” relies on the unique conditions and requirements of each project. Balancing time, cost, and flexibility becomes critical to mitigate the risk of failing to meet project constraints and enhance the schedule’s ability to absorb unforeseen challenges causing delay during construction.