Resource & Manpower Loading

We load the crew mix and labor rates you specify. Union agreements often set apprentice ratios and shift differentials, which change the loaded cost and crew size. Open-shop crews may have different productivity factors. We document the assumption in the basis of estimate. If you operate in multiple markets, we can provide separate loadings for each labor scenario. For example, a union crew might require a 1:1 journeyman-to-apprentice ratio, while open-shop might allow 2:1. We also adjust for shift differentials like 1.5x for second shift. The loading will show the impact on total man-hours and cost.

Yes, but we will flag missing logic ties. Without ties, we cannot sequence activities accurately, which affects the histogram. We can build a preliminary loading based on your activity list and durations, then refine it once the logic is complete. The loading will show where float exists and where activities are critical. For example, if drywall activities are not tied to MEP rough-in, we may show overlapping peaks that are not realistic. We will note the assumption and recommend adding logic ties for a more accurate histogram.

Resource loading assigns labor hours, crew sizes, and equipment to activities. Cost loading assigns dollar values. We do both, but this service focuses on resources. The loaded hours become the basis for the cost loading when multiplied by labor rates. Cost loading alone does not tell you if the schedule is staffable; resource loading does. For instance, a cost-loaded schedule might show $100,000 for drywall, but without resource loading, you won't know if that requires 2 workers or 10 workers over the same period.

We apply a reduction in unit man-hours after the first two floors, but only when the drawings show identical floor plans. Typical reductions are 10% for floors 3–5 and 15% for floors 6 and above. We document the basis. If the floors are not identical, we do not apply the reduction. The learning curve effect is real but must be supported by the drawings. For example, if floor 3 has a different unit mix or MEP layout, we treat it as a new first floor and reset the learning curve.

Yes, if your crew installs it. Owner-furnished equipment (OFE) often requires coordination, rigging, and startup hours from your team. We load those hours against the installation activities. We also flag any OFE that requires special handling or certification, which can add hours. The loading assumes the equipment is on site when needed. For example, if the owner furnishes an air handler, we include hours for rigging, setting, and connecting to ductwork and piping, as well as startup and testing.

We load the calendar you provide. A 4x10 calendar spreads 40 hours over 4 days but may reduce daily output due to fatigue. Overtime increases hours per day but can reduce productivity over time. We show the histogram for each scenario and note the cost impact. Shift differentials are applied to labor rates where applicable. For example, a 5x8 calendar with 8-hour days might yield 100% productivity, while a 4x10 might yield 95% after the first week. We adjust the unit man-hours accordingly.

Yes. We deliver an Excel workbook with activity IDs, hours, and crew sizes that can be imported into P6 or Microsoft Project. We also provide a PDF summary and marked-up plans. The Excel file includes one tab per CSI division and a summary tab with the histogram. You can map the columns to your scheduling software. For P6, we typically provide a .xer or .xlsx file with activity IDs, resource IDs, and budgeted units. For Microsoft Project, we provide a .mpp-compatible .xlsx file.

Most projects are delivered within 24–48 hours. Rush service is available for an additional fee. The turnaround depends on the completeness of your plan set and schedule. If we need to request missing information, it may extend the timeline. We confirm the schedule when you send the files. For example, a 10-floor multi-family project with a complete plan set and CPM schedule can be loaded in 24 hours. If the schedule lacks logic ties or the plans are incomplete, we may need 48–72 hours.

We use RSMeans data and our historical database. Factors are adjusted for project-specific conditions such as floor height, site access, and repetition. We document the source and adjustment in the basis of estimate. If you have your own historical factors, we can use them. The goal is to provide factors you can audit and defend. For example, if your historical data shows 0.05 MH/SF for drywall instead of 0.045, we will use your factor and note the difference.

Yes. We spread general conditions labor (superintendent, foreman, safety officer, cleanup) across the actual months, not as a lump sum. We also load temporary facilities (office, storage, toilets) and equipment (crane, hoist). This ensures the histogram reflects the true supervision and support headcount, which often peaks early and tapers off. For example, a superintendent might be 100% for months 1–6, then 50% for months 7–10. We load those hours accordingly.

We flag the peak and show which activities can float or be resequenced. We can also model additional shifts or overtime to reduce the peak. The leveled histogram becomes the basis for your staffing plan. If the peak cannot be reduced, we document the risk and the need for additional crews. For example, if the peak is 20 workers but you have 15, we can suggest moving some drywall activities to a later phase or adding a second shift to spread the load.

We apply a weather calendar based on the project location and month. For exterior activities like concrete, steel erection, and roofing, we reduce available work days. The loaded hours are then spread over the remaining days, which may increase crew size. We show the histogram with and without weather days so you can see the impact. For example, in January in Chicago, we might assume 15 work days instead of 22, which increases the daily crew size for concrete by 30%.

Resource loading for contractors covers labor hours, crew mix, and equipment by activity, then levels them into a resource histogram that ties to your CPM schedule. We separate formwork, rebar, and concrete by unit of measure so the hours follow the install sequence, and we tag each line to the work breakdown structure. The deliverable is Excel and PDF by CSI division, with a basis of estimate documenting every productivity rate and activity duration assumption.

Yes. If you send an IFC model or a Navisworks file, we pull quantities by element and map them to schedule activities, which shortens the takeoff step. Where the model is not fully developed, we fall back to the plan set and specs. Either way, the crew loading estimate carries unit rates, activity durations, and a resource histogram you can import into P6 or Microsoft Project.

For public work, we load hours at the wage determination rates that apply to each classification, then keep the hours separate from the dollar extension so certified payroll reporting stays clean. Davis-Bacon and state prevailing-wage rates change the cost side, not the productivity rate, so the crew size and histogram stay the same. Confirm the applicable wage determination with the awarding agency before bid.

Send the plan set and specs, the CPM schedule with activity IDs and durations, and any crew constraints you already know. If the schedule is not fully logic-tied, we still load it, but we flag activities without predecessors. We organize the output by CSI division, tag each line to your WBS, and return Excel and PDF with marked-up plan sets. Turnaround is 24–48 hours for most projects.