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CHAPTER 1
INTRODUCTION
1.1.
GENERAL
Construction projects are characterized by their complexity, uniqueness, and the fact that
there are various types of constraints imposed by stakeholders. This includes numerous
constraints of various types, including contractual due dates, resource limitations, safety,
financial, and managerial constraints. Satisfying project constraints is one of the most
challenging tasks in the construction scheduling process. The practicality of a schedule
depends considerably on the degree to which these constraints are satisfied. Previous
scheduling systems primarily employed the critical path method to produce schedules. CPM
in its present form has proven inadequate for the consideration of constraints in real-life
construction projects. This paper views construction scheduling as a constraint satisfaction
problem. CSP gradually generates valid schedules using constraint propagation and constraint
consistency checking techniques. These techniques are useful for handling constraints that are
predetermined as well as those that become apparent during schedule development. A CSPbased scheduling method has been developed to facilitate expressive constraint representation
and to provide effective generation of practical, valid project schedules.
The nature of the constraints varies. The most commonly encountered constraints in the case
of high rise buildings includes time, technological, managerial, logistic, resource and space
constraints. Technological constraints, such as the placement of formwork and rebar must be
completed before pouring concrete, are rigid. Some constraints are imposed to ensure that
certain activities cannot be executed concurrently for safety reasons. These constraints do not
specifically dictate which activity is the predecessor or successor. They can be classified as
conditional constraints. Organizational policies can be regarded as managerial constraints.
Some of them are rigid while others may be treated as preferential (i.e., soft constraints).
Constraints play an important role in the scheduling generation process. Rigid constraints
impose a fixed logic, whereas conditional and preferential ones signifies flexible and multiple
logics in the project network. The quality of schedules produced depends largely on the
degree to which project constraints are satisfied.
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Construction scheduling has been an active research area over the last five decades. Many of
the previous efforts use the critical path method (CPM) to determine the overall project
duration as well as the activity start and finish times. CPM is based on the assumption that the
duration and cost of activities in a project network are deterministic. Traditional CPM
scheduling methods have proven to be helpful only when the project deadline is not fixed and
the resources are not constrained by either availability or time. These methods have been
widely criticized for their inability to cope with non technological constraints. In addition,
CPM-based methods can primarily handle a predetermined and rigid logic. In the later stage,
Precedence Network Analysis (PNA) framework is developed to manage constraints that
arise from static and dynamic construction requirements. This PNA technique is commonly
used for time planning of construction projects. They introduce a concept called meta
intervals to represent the complex requirements that cause conditional relationships. The PNA
framework, however, does not address the treatment of constraints in the situation in which
they cannot be satisfied.
In this study, a new scheduling method called Constraint Satisfaction Problem (CSP) method
is discussed with the intent of overcoming this major drawback inherent to most CPM-based
methods. The proposed method views construction scheduling as a constraint satisfaction
problem (CSP). CSP views this problem as a set of decision variables, each having a set of
possible values and a set of constraints restricting the values to variables. The task of CSP is
to instantiate the variables with the values while satisfying all the constraints. Efficient CSP
formulation and solution generation techniques are described. A practical case example that
incorporates both technological and non technological constraints is used to demonstrate the
practicality of the proposed method
1.2.
OBJECTIVES
To develop a comprehensive knowledge about the various categories of constraints
faced in a construction project.
To know about the various scheduling processes employed in construction projects.
To identify the inadequacies of construction scheduling using Critical Path Method
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CHAPTER 2
LITERATURE REVIEW
Construction projects are subjected to numerous constraints of various types including
contractual due dates, resource limitations, safety, financial, and managerial constraints.
Satisfying project constraints is one of the most challenging tasks in the construction
scheduling process. The practicality of a schedule depends considerably on the degree to
which these constraints are satisfied. For the literature review related to the current study,
articles from the following journals were reviewed.
According to Pasit Lorterapong and Mongkol Ussavadilokrit (2013), Construction
projects are characterized by their complexity, uniqueness, and the fact that there are various
types of constraints imposed by stakeholders. The nature of these constraints varies. They
identified six types of constraints that are commonly encountered in most high-rise building
constructions, including time, technological, managerial, logistic, resource, and space
constraints. Technological constraints, such as the placement of formwork and rebar must be
completed before pouring concrete, are rigid. Some constraints are imposed to ensure that
certain activities cannot be executed concurrently for safety reasons. These constraints do not
specifically dictate which activity is the predecessor or successor. They can be classified as
conditional constraints. Organizational policies can be regarded as managerial constraints.
Some of them are rigid while others may be treated as preferential (i.e., soft constraints).
Constraints play an important role in the scheduling generation process. Rigid constraints
impose a fixed logic, whereas conditional and preferential ones signify flexible (i.e., soft) and
multiple logics in the project network. The quality of schedules produced depends largely on
the degree to which project constraints are satisfied.
Claude Le Pape defined Constraint Satisfaction Problem as a programming method based on
three principles. The problem to be solved is explicitly represented in terms of variables and
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incorporates both technological and non technological constraints is used to demonstrate the
practicality of the proposed method.
CHAPTER 3
CONSTRAINT SATISFACTION PROBLEM
3.1. CSP AN OVERVIEW
In general, a Constraint Satisfaction Problem or CSP is defined by a set of variables Xi = {x1,
x2, x3,..........xn}, and a set of constraints C1, C2, C3.........Cm. Each variable Xi has a non empty
domain Di of possible values. Each constraint is defined over a subset of variables, and it
restricts the combination of values that these variables can assume. A CSP can be visualized
as a constraint graph consisting of nodes and arrows. A state of the problem is defined by an
assignment of values to some or all of the variables, {Xi = vi, Xj = vj,.}. The nodes of the
graph correspond to variables, and the arcs correspond to project constraints. Typical
variables in the scheduling problem are the start and finish times of project activities.
Variables SA and FA represent the start and finish times of activity A, respectively. Scheduling
constraints can be imposed on the scheduling variables introduced in two formats
unary or non unary. The unary constraint is used to restrain a set of possible values for each
variable. The non unary constraint, on the other hand, is applied between any two scheduling
variables. Interactions among scheduling variables and constraints are modeled using a
project graph. The figure given below shows an example of a project constraint graph
consisting of four activities A, B, C, and D, and their representative scheduling variables. The
figure shows the way in which unary and non unary constraints are imposed on the
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scheduling variables. For instance, the unary constraint S A > 20 indicates that the domain of
SA must be greater than day 20.
The non unary constraints SA + 2 = FA, FB SC, and SB + 5 = FB, each represented by an arc,
signify a constraint from one variable to another. Conditional constraints, such as activity C
can be performed after A or B is finished, can effectively be incorporated using a node OR
in the constraint graph.
In some situations, it is possible that activities A and B cannot be executed simultaneously.
Their precedence relationships are interchangeable. This situation generates a condition by
which A can precede B or vice versa.
Logical operators such as , , =, and are used to specify the relationships between
variables. A solution to the CSP problem is the assignment of a value from its domain to
every variable in such a way that all imposed constraints are satisfied. Partial solutions are
progressively generated and tested through the use of CSP and search techniques. Two widely
used CSP techniques, node and arc consistency checking, are employed to ensure that all
imposed constraints are locally satisfied. In a network-type problem, however, the assignment
of a value to one variable can affect the domain of the others. A technique called constraint
propagation is then used to disseminate the effect of such an assignment to others. The
effectiveness of any CSP depends on how well constraints are represented and the techniques
used to propagate them.
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CSP Model
Remarks
Si = [l , u]
Fi = [l , u]
Examples
Constrain
t
Time
Non
unary
Constrain
t
Conditiona
l
Constraint
Managerial
of
decision
by
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construction
construction
work
site
such
and
as
in
Safety
isolation
because
it
produces
Space
parallel
activities
to
be
performed in sequence
Space constraints are introduced to
prevent any trade interference
Each variable is characterized by its domain interval (i.e., its lower and upper bounds [l, u]).
CSP scheduling involves modifying the domains of all scheduling variables by successively
imposing project constraints in a stepwise manner. A CSP scheduling procedure is generally
performed in the five stages: initialization, propagation, backtracking search, relaxation, and
realization.
Stage 1: Initialization
Formulate the problem by identifying project constraints and activities. Scheduling variables
(i.e., Si and Fi) are generated. The overall project duration specified in the contract is used to
generate the initial domain values [l, u] of Si and Fi.
Stage 2: Propagation
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Impose project constraints input in Stage 1 in a sequential manner. The order in which those
constraints are imposed is not restricted. To facilitate faster schedule generation, however, it
is recommended that activity duration constraints are imposed first. Then, proceed with rigid
constraints (i.e., constraints that cannot be relaxed such as technological, safety, and
managerial), conditional, and soft constraints, respectively. The widely known depth-first
search algorithm is employed to identify the relevant constraints. Each constraint is checked
to ensure its consistency. The successful constraint is then propagated to the scheduling
variables involved where their domain values are updated (i.e., being reduced). Each time a
new domain value of any scheduling variable is obtained, the related node and arc checks
must be performed to ensure consistency.
Stage 3: Backtracking Search
In the situation in which no possible domain values can be found, a backtracking search is
performed to locate the decision point at which a non explored alternative path exists (i.e., the
OR gate in the project constraint graph). Stage 2 is then repeated for the new path.
Stage 4: Relaxation
In the situation in which a valid schedule cannot be obtained, some constraints will have to be
relaxed. This stage allows planners to involve in the constraint relaxation process. The newly
relaxed constraint must then be re-propagated by repeating Stage 2. The scheduling process
ends when all project constraints have been satisfied and S i and Fi have been assigned valid
domain intervals. Upon exhausting all paths in the constraint graph, and still, some
constraints are not satisfied, it can be stated that the project is so constrained that no valid
schedule can be obtained.
Stage 4: Realization
If a solution exists, the next step is to convert the final domains of each Si and F i to the
common activity start and finish times, [ES i, EFi], respectively. Accordingly, ESi takes the
lower bound of Si, while EFi assumes the lower bound of Fi. Similarly, the latest possible
timeline of activity i, [LSi, LFi], can be determined using the upper bounds of Si and Fi.
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Figure. 3.2. CSP based scheduling Algorithm (Pasit Lorterapong et.al 2013)
CHAPTER 4
CASE STUDY
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4.1. DEFINITION
The management of a general hospital has decided to construct new buildings just opposite to
the old buildings. The figure given below shows the site layout of this project. A solid line
divides the existing buildings from the new construction area. At present, the existing road R1
and Gates G1 and G2 are used to serve the hospital, while G3 is used as a spare gate. The
scope of the work described in this case study includes overhauling the existing road R1
(Sections 1-1, 1-2, 1-3) and constructing two new roads, R2 (Sections 2-1, 2-2, 2-3, 2-4) and
R3 (Sections 3-1, 3-2, 3-3, 3-4, 3-5). The management of this hospital demands that existing
hospital buildings must be fully accessible during the twenty-week construction period (i.e.,
time constraint). In other words, at least one road and one gate must be available to serve the
hospital at any time. Decisions regarding which road and which gates be in-service at what
time are left to the authority at the project level. Such a policy can be regarded as managerial
constraints. These managerial constraints have created several planning alternatives for this
project. Construction activities that take place in front of any gate necessitates the closure of
that gate. For demonstration purposes, only the time, managerial, and the common
technological constraints are imposed on the case example.
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Road Sections
R1
R2
R3
1-1
1-2
1-3
21
22
23
24
31
32
33
34
35
Remarks
Overhaul the
existing road
Construct a new
road
Construct a new
road
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alternative satisfies the given project constraints. Actually, the planning process can end once
a satisfied schedule is discovered. More alternatives can, however, be explored if desired.
Trial 3: Suppose that the planner would like to explore other planning option based on Trial
2. This time, it is decided that R1 (1-3) is the predecessor of R3 (3-5). The project duration is
calculated to be 19 weeks (i.e., one week shorter than the required project duration).
As illustrated, the critical path method can be employed to calculate project schedules.
However, the challenging task of generating a project network that satisfies all project
constraints is still borne by the planner. This task is very challenging, especially for the
projects that are complicated, subjecting it to numerous and a variety of constraints.
4.3. SOLUTIONS GENERATED USING CSP
The proposed CSP-based scheduling procedure has been applied to the case example.
Technological constraints are also considered along with the other constraints. The
managerial constraints regarding the accessible road and gates needed to maintain the
hospitals functionality are formulated, and their representations modeled in the CSP format
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are illustrated in tables 4.2 & 4.3 shows the CSP functions classified by the types of
constraints.
Table 4.2. Managerial Constraints and their CSP representations
(Pasit Lorterapong et.al 2013)
Managerial Constraint
Resulting Precedence
Description
Relationship
Constraint Function
the
hospital
during
the
construction period
Consequently, Section R1 (1
3) and Section R3 (3 5) cannot
be constructed simultaneously.
[Constructing Section R1 (1 3)
constructing Section R3 (3 5)
causes G2 to be closed]
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Table 4.3. CSP Constraint functions of the Case Study (Pasit Lorterapong et.al 2013)
Constraint Number
Constraint Function
Type of Constraint
All Variables 20
Time - related
Time - related
Time related
Time related
Time related
Time related
Time related
Time related
Time related
10
Time related
11
Time related
12
Time related
13
Time related
14
F2-1 S2-2
Technological
15
F2-1 S3-1
Technological
16
F2-2 S2-3
Technological
17
F2-3 S2-4
Technological
18
F3-1 S3-4
Technological
19
F3-2 S3-3
Technological
20
F3-3 S3-4
Technological
21
F3-4 S3-5
Technological
22
F1-1 S1-2
Technological
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23
F1-2 S1-3
Technological
24
Managerial
25
Managerial
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result, the domains of both F2-4 and S1-1 are reduced to [11, 13]. Node and arc consistency
is checked to ensure that these new domains do not cause any violation to other
constraints. This process is repeated for Constraint 25.
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Figure 4.6. Final Domains of all scheduling variables (Pasit Lorterapong et.al 2013)
Stage 5: Realization
1. Finally, it is necessary to convert the domain of all Si and Fi to their respective start and
finish times. As this figure demonstrates, the final domains of S 2-2 and F2-2 for this
alternative are [2, 3] and [6, 7], respectively. Thus, section 2-2 can start at any time
between the end of weeks 2 and 3, and it can finish at any time between the end of weeks 6
and 7.
2. Combine the domains of the activity start and finish times into early or late Gantt charts.
Figure 4.7 illustrates the resulting early Gantt chart obtained from the combination. As
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explained in Stage 5, the early start time (ES) for R 2 (2-2) assumes the lower bound of
domains of S2-2 [2,3], which is day 2. Similarly, the early finish time (EF) takes the lower
bound of F2-2 [6, 7], which is day 6. Figure 4.7 also illustrates the earliest possible start
and finish times of all activities.
Figure 4.7. Resulting earliest possible times for all project activities
(Pasit Lorterapong et.al 2013)
4.5. DISCUSSIONS
Construction projects are well known for their complexities, and they are subject to numerous
constraints of various types. The proposed CSP-based scheduling method focuses on the
satisfaction of project constraints, whereas most CPM-based methods focus on scheduling
activities according to a predefined and fixed logic. As indicated in the case example, CPM
generally requires planners to comprehend all project constraints at the outset of the
scheduling process. These constraints are then used to formulate a project network for
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forward and backward CPM calculations. Conditional constraints, such as Road 1 can begin
as soon as Road 2 or Road 3 is finished, cannot be incorporated into one network logic.
Multiple logics will have to be modeled separately in different networks. For large projects,
this process can be time consuming. More importantly, this drawback can limit the
opportunity to obtain schedules of better quality.
The CSP-based scheduling method, on the other hand, allows constraints to be imposed in a
more flexible and expressive manner. The conditional constraints can be effectively
incorporated. The less rigid constraint such as G1 and G2 cannot be closed at the same time
can effectively be modeled. This type of constraint naturally causes multiple logics that
cannot be effectively modeled by CPM-based methods. To produce schedules, the proposed
CSP based method propagates constraints and performs consistency checking to ensure the
production of a valid schedule. When inconsistencies are detected, backtrack searching can
be performed to find an alternative logic
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CHAPTER 6
CONCLUSION
Construction projects are subjected to numerous constraints of various types including
contractual due dates, resource limitations, safety, financial, and managerial constraints.
Satisfying project constraints is one of the most challenging tasks in the construction
scheduling process. The practicality of a schedule depends considerably on the degree to
which these constraints are satisfied. Most scheduling methods based on Critical Path Method
require that all projects constraints should be arranged in to a single logical network for
developing project schedule. CPM in its present form has proven inadequate for the
consideration of constraints in real-life construction projects. This study considered
construction scheduling as a constraint satisfaction problem. CSP gradually generates valid
schedules using constraint propagation and constraint consistency checking techniques. These
techniques are useful for handling constraints that are predetermined as well as those that
become apparent during schedule development. A CSP-based scheduling method has been
developed to facilitate expressive constraint representation and to provide effective
generation of practical, valid project schedules. CSP method can be performed in five stages
initialization, propagation, backtracking search, relaxation, and realization. An application
example is analyzed to illustrate the use of the proposed method and to demonstrate its
capability in comparison to CPM. CSP exhibits a close resemblance to construction
scheduling problems; the variables of the CSP correspond directly to the scheduling
information related to project activities. In addition, CSP allows constraints to be explicitly
expressed and satisfied. This process helps to facilitate the formulation of solutions and the
selection of search algorithms to guide the solution. The present method is superior to CPM
because of its more expressive constraint representations and ability to handle multi logic
project networks. Alternative schedules can be obtained with relative ease. Comparing with
the traditional CPM-based methods, the proposed method has the potential to transform the
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way construction schedules are generated and managed. A computerized CSP method
supports humanmachine interactions in generating a more realistic schedule.
REFERENCES
1. Pasit Lorterapong and Mongkol Ussavadilokrit (2013), Construction Scheduling Using
the Constraint Satisfaction Problem Method Journal of Construction Engineering and
Management, 2013.139 (ASCE), pp. 414 422 (9).
2. Ioana Cobeanu, Vasile Comnac (2012), Multi-Agent Scheduling using Constraint
Satisfaction Problem, 11th International Conference On Development And Application
Systems, pp. 183 186 (4)
3. Chan, W. T., and Hu, H. (2002), Constraint programming approach to precast production
scheduling, Journal of Construction Engineering and Management, pp. 513521(9)
4. Liliana Cucu - Grosjean & Olivier Buffet, Global Multiprocessor Real-Time Scheduling
as a Constraint Satisfaction Problem, pp. 01 08
5.
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