Production rates for various activities and overall construction project duration are significantly influenced by crew formation. Crews are composed of available renewable resources. Construction companies tend to reduce the number of permanent employees, which reduces fixed costs, but at the same time limits production capacity. Therefore, construction project planning must be carried out by means of scheduling methods which allow for resource constrains. Authors create a mathematical model for optimized scheduling of linear construction projects with consideration of resources and work continuity constraints. Proposed approach enables user to select optimal crew formation under limited resource supply. This minimizes project duration and improves renewable resource utilization in construction linear projects. This paper presents mixed integer linear programming to model this problem and uses a case study to illustrate it.

The methodology and research results presented in the article indicate the practical possibility of conducting optimization of construction project management course. The goal of the achievement leads to the rationalization of the management of investment tasks, in which there are a series of uncertain parameterized events. The goal was achieved through many years of the author’s own research, which was personally carried out on several hundred construction projects according to original methodology for assessing and forecasting the characteristic parameters of construction investments (cost and time) in conditions of uncertainty: from determinism, through probability and randomness, to fuzziness. The presented and documented achievement stands for accomplishment in project management of construction projects, where decision-making with an increasing degree of uncertainty takes place and requires the course of investment tasks that will be implemented in the future to be forecasted. In the conducted research and conclusions it was proven that construction processes should be considered as phenomena with random events and various degrees of uncertainty, to which methodology with developed modelling parameters should be used.

Modeling and numerical analysis of the design of building structures, their technology, organization and management methods of construction processes are the subject of the work of many scientists in Poland. Schedule designers try to best reflect the reality of construction projects with the available methods, although this procedure is not always successful. One of the scheduling methods is the Time Coupling Methods (TCM), which can be refined using the predictive durations of the Multivariate Method of Statistical Models (MMSM) construction processes and standard deviations. A new scheduling method in the probabilistic approach was developed – Probabilistic Time Couplings Method I (PTCM I). At PTCM I, work is organized in such a way as to maintain the continuity of work of employees, as downtime of workers is disadvantageous and costly. The total duration of the new investment was forecasted and compared with the other methods of scheduling and with real time after its completion. The results clearly show that the developed methodology can be successfully used in scheduling construction works.

This paper discusses the approaches of Polish construction managers in terms of their preferences for the use of the two most popular project management (PM) standards and methodologies, namely PMBoK and PRINCE2. Our empirical survey was carried out in a group of managers and construction experts and involved 192 Polish SME companies from the Polish construction sector. The answers to the questionnaire were carefully analysed and interpreted with the use of the Structural Equation Modeling (SEM) Method. The results show what can affect the choice of management methodology, with a particular focus on such latent variables as PM flexibility, rigidity, knowledge and control. Our study provides empirical evidence which contributes to more effective management of investment projects undertaken by construction companies. The most important conclusions from our study are that PMBoK is more likely tied to flexibility and knowledge and PRINCE2 to rigidity and control. However, it does not necessarily mean that PMBoK has an advantage over PRINCE2. Simply put, the choice of the right methodology may depend on a number of other additional factors, such as: project size, its specific environmental conditions, size of a company implementing specific project, etc. Therefore, under certain conditions (e.g. for larger and more complex projects, etc.) it may be advisable to rely on the PRINCE2 methodology.