This report describes the current status of personnel scheduling management in Washington State Department of Transportation's construction field offices, assesses the current status, and outlines a conceptual personnel scheduling management system that may improve the existing situation. The report develops a model of personnel scheduling that becomes the basis for comparing current field office practices. Instead of a unified personnel scheduling management system for all the offices, four general levels of scheduling, labeled Informal, "To Do" List, Bar Chart and Network, were found. These are described in the report in detail.
The assessment confirmed the existence of several constraints on personnel scheduling at the construction field office level. These constraints limit the field office Project Engineer in managing personnel schedules by restricting the schedule balancing options normally available in project management. This is particularly true with respect to the project dimension of the scheduling model. Most of the constraints come from outside the field office.
A unified personnel scheduling management system concept is outlined, based on patterns of scheduling already in existence at the field offices. Despite the constraints, this system concept is expected to provide most Project Engineers with ways to improve their current personnel scheduling practices. Three design approaches, a manual approach, a spreadsheet approach and a network approach, are suggested.