The focus of this study is the current state of personnel scheduling management systems in the washington state department of transportation construction field offices. It is assumed that, although all of the field offices use some level of scheduling, there could be more effective and systematic and less reactive ways of doing personnel scheduling at this level. The study finds that the project engineers are scheduling under a variety of constraints and concerns thatdirectly affect their ability to do long-range planning and respondquickly to short-range scheduling changes. In response to the findings, a unified personnel scheduling management system has been conceived, using patterns of scheduling already in existence at the fieldoffices. Three design approaches are suggested that would fit into many of the field offices. Recommendations for implementation are also made, which are intended to ease the changeover into these proposed systems. This paper appears in transportation research record no.1229, Economics, finance, planning, and administration.
Abstract