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Abu‐Hijleh, S F and Ibbs, C W (1989) Schedule‐Based Construction Incentives. Journal of Construction Engineering and Management, 115(03), 430–43.

Davis, K, Ledbetter, W B and Burati, J L (1989) Measuring Design and Construction Quality Costs. Journal of Construction Engineering and Management, 115(03), 385–400.

Eldin, N N (1989) Measurement of Work Progress: Quantitative Technique. Journal of Construction Engineering and Management, 115(03), 462–74.

Hughes, P J, O'Connor, J T and Traver, A E (1989) Pipe Manipulator Enhancements for Increased Automation. Journal of Construction Engineering and Management, 115(03), 412–23.

Ioannou, P G (1989) Evaluation of Subsurface Exploration Programs. Journal of Construction Engineering and Management, 115(03), 339–56.

Johnston, D W, Kahn, K P and Phillips, J B (1989) Formwork Pressures in Tall and Thick Concrete Walls. Journal of Construction Engineering and Management, 115(03), 444–61.

Reda, R and Carr, R I (1989) Time‐Cost Trade‐Off Among Related Activities. Journal of Construction Engineering and Management, 115(03), 475–86.

  • Type: Journal Article
  • Keywords: Computer applications; Construction management; Costs; Critical path method; Estimation; Scheduling; Time factors;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(1989)115:3(475)
  • Abstract:
    This paper describes the typical pragmatic approach that construction planners taken in performing time‐cost trade‐off (TCT). In general, projects have major dominant characteristics, operations, or resources whose planning affects or dominates planning of other operations and resources. Planning focuses first on the dominant characteristics and is then fine‐tuned in its details. Planners typically cycle between plan generation and cost estimating at ever finer levels of detail until they settle on a plan that has an acceptable cost and duration. Computerized TCT methods do not follow this cycle. Instead, they separate the plan into activities, each of which is assumed to have a single time‐cost curve in which all points are compatible and independent of all points in other activities' curves and that contains all direct cost differences among its methods. In general, these assumptions are not true for construction. Construction activities are related because they share methods and resources. Crashing activities usually require changes from normal, least‐cost methods and resources. Changes in one activity are not independent of changes in related activities. Therefore, normal computerized TCT techniques are conceptually wrong for construction and they are not useful in practice.

Rutherford, A W (1989) Organizational Evolution I‐595 Port Everglades Expressway. Journal of Construction Engineering and Management, 115(03), 357–69.

Shanmuganayagam, V (1989) Current Float Techniques for Resources Scheduling. Journal of Construction Engineering and Management, 115(03), 401–11.

Thomas, H R, Sanvido, V E and Sanders, S R (1989) Impact of Material Management on Productivity—A Case Study. Journal of Construction Engineering and Management, 115(03), 370–84.