PRACTICAL IMPLICATIONS OF LOCATION-BASED SCHEDULING

The traditional method for planning, scheduling and controlling activities and resources in construction projects is the CPM-scheduling, which has been the predominant scheduling method since its introduction in the late 1950s. Over the years, CPM has proven to be a very powerful technique for planning, scheduling and controlling projects. However, criticism has been raised on the CPM method, specifically in the case of construction projects, for deficient management of construction work and discontinuous flow of resources. Alternative scheduling techniques, often called repetitive or linear scheduling methods, have proven to be well suited for projects of a repetitive nature, such as building projects. As the repetitive or linear scheduling methods may include locations or places, they are also referred to by the comprehensive term of location-based scheduling (LBS), which is the concept that will be used in this study. LBS is a scheduling method that rests upon the theories of line-of-balance and which uses the graphic representation of a flowline chart. As such, LBS is adapted for planning and management of workflows and, thus, may provide a solution to the identified shortcomings of CPM. Even though LBS has a long history and is well grounded theoretically, it has gained generally little attention in the construction industry. Besides the theoretical research available on LBS, some studies report on the application of LBS, but empirical data on the practical implications of LBS is limited. This study rests upon three case studies of residential projects carried out in Denmark in 2006. The purpose is to test and evaluate the practical implications of LBS when applied on site. The study concludes, with emphasis from the site management involved, that improved schedule overview, establishment of workflows and improved project control constitute the three most important implications of LBS.