shows a typical diagram for a 40-foot by 100-foot rigid-frame building.
Having determined the construction schedule on the precedence network, you must now transfer that information to a bar chart. You can manually draw the bar chart, or you can generate the bar chart on the Seabee Construction Management (CBCM) computer program. All of the "construction activities" are listed down the left-hand column of the bar chart. Refer to the Seabee Crewleader's Handbook for a computer generated Level III bar chart. A time scale is at the top of the page. The time scale goes from the first workday of the project to the last workday. The start date, the finish date, and the duration of each construction activity are shown on the bar chart. The double horizontal dash lines represent critical construction activity durations. The single dash lines represent noncritical activity durations. Free floats are shown as dots behind each noncritical activity. For activities with no free float, you have to look at the activity that they are sharing floats with to find the total float.
Resource leveling involves matching the construction activities scheduled to the crew size available. You want the entire crew to be gainfully employed every day. You also want to keep up with the scheduled work and not fall behind. To perform resource leveling, you need a known crew size, a time-scaled schedule, and a histogram. The histogram shows how many people in each rating are required on a daily basis to complete the tasks scheduled. You can create these documents by hand or computer. The numbers give the required resources needed to complete the critical activities scheduled for each day. These activities cannot be moved without delaying the project!
The primary task in resource leveling is to schedule the noncritical work as you have people to do the work. You have resource leveled this project for a small detachment scenario. Here the prime/sub arrangement is not practical and extensive cross-rate use of personnel is common. Some minor adjustments on crew sizes and durations maybe required to ensure the full use of the assigned crew. Once all the activities are scheduled, you can input the noncritical resources and delayed start dates (using lags) and create a new bar chart. You can create this new bar chart with the computer or manually.
You make a Level II bar chart from the information gained from the Level III. Figure 2-33 is a Level II bar chart with master activities listed in a column on the left and the weeks of the entire deployment across the top. The date used is always the Monday of that week. Next to each master activity is the man-day estimate for that master activity. The next column is the weighted percent, which is the master activity man-day estimate divided by the total project man-day estimate expressed as a percent (multiplied by 100). If you look at the Level II bar chart, you will see that master activity 03 has 140 man-days scheduled during the weeks beginning with 19 May through the week of 28 July. Figure 2-33 has a horizontal bar connecting the weeks of 19 May and running to the end of week of 28 July for master activity 03 (concrete construction). The scheduled man-days for activity 03 are printed above the bar.
Once you have all the bars signifying master activity durations and the man-days scheduled on the bar chart, total the man-days scheduled for each 2-week period at the bottom of each column. The cumulative man-days scheduled is equal to the man-days scheduled for each 2-week period added to all previous man-days scheduled. The percent complete scheduled (plot) is equal to the cumulative man-days scheduled divided by the total project man-days. You then draw the scheduled progress curve by plotting the percent complete scheduled at the end of each 2-week period plotted against the percentage scale on the right of the Level II bar chart.
Engineered Performance Standards (EPS) is one of many sources of facilities maintenance and repair standards. Developed by the Department of Defense, it is the only source of facilities maintenance and repair standards used by DoD personnel.
In the early 1950s, the Department of Defense (DoD) became concerned about managing real property maintenance activities. All the services faced a growing problem of maintaining an ever- increasing inventory of facilities (many of which were World WarContinue Reading