Volume 2, Issue 4, December 2018, Page: 104-112
Modelling of Project Buffer in Critical Chain Scheduling
Fatima Yousif Khalifa Abdulla Ali Alasbool, Department of Mechanical Engineering, University of Bahrain, Manama, Bahrain
Saad Mohammed Ahmed Suliman, Department of Mechanical Engineering, University of Bahrain, Manama, Bahrain
Received: Dec. 5, 2018;       Accepted: Dec. 25, 2018;       Published: Jan. 18, 2019
DOI: 10.11648/j.ijem.20180204.14      View  828      Downloads  88
The aim of this research is to increase the accuracy in planning of the project duration by developing a mathematical model for project buffer to create a critical chain that will end with project duration near to the actual one required for building construction projects in Bahrain. Gathered actual data and questionnaire survey data were used to evaluate the previous models for project buffers as well as new developed ones; one was selected as the best model to be used for two story villas in Bahrain. The selected one was developed further to obtain a new model that will be more effective, and realistic to enhance the planning stage of such projects in Bahrain. The results showed that a merged model of critical chain density and resource density is the best model that has produced final project duration with a variance of 23.065 days from the actual project duration of 89.94 days obtained from the documented data of two story villas. A model was developed based on the above by creating a relationship between actual and planned durations of the selected best model, this model was then validated. Although the focus of this research is on projects of two story villas in Bahrain, having defined the specifications of these projects, the developed model can be used for projects with similar specifications.
Project Management, Critical Chain, Project Buffer, Planned Project Duration
To cite this article
Fatima Yousif Khalifa Abdulla Ali Alasbool, Saad Mohammed Ahmed Suliman, Modelling of Project Buffer in Critical Chain Scheduling, International Journal of Engineering Management. Vol. 2, No. 4, 2018, pp. 104-112. doi: 10.11648/j.ijem.20180204.14
Copyright © 2018 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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