The Challenge
Data center construction schedules are frequently constrained by preferential or “soft” logic—decisions that are based on assumed sequences and resource allocation. For example, a team may choose to start construction from east to west instead of west to east. In contrast, “hard” logic involves tasks that must occur in a specific sequence due to technical dependencies, such as laying the foundation before installing IT racks or cooling systems.
Traditional scheduling tools require planners to link every activity with logic, but this invites bias that leads to inefficiencies, increased risks, and longer project timelines. Conversely, neglecting hard logic can introduce technical errors, increased risks, and project failures.
The general contractor (GC) needed a solution to help rethink their scheduling approach, identify inefficiencies, and optimize the use of critical resources to accelerate project delivery.
The Solution
By removing soft logic from the project schedule, ALICE could re-sequence activities to find the most efficient path forward. As a dynamic, constraint-driven optimization engine, ALICE excels at adhering to all constraints while optimizing for overall project duration and resource leveling by default.
This approach led to the identification of acceleration opportunities. By reordering tasks within different rooms and areas of the facility—with the same critical resource, ALICE uncovered the potential to reduce the project duration without increasing risk.
The Results
Removing preferential logic and allowing ALICE to determine the optimal sequence of activities led to a 63-day schedule reduction.
ALICE ensured that critical resources were allocated in the most efficient manner by adhering to hard engineering constraints, significantly improving resource utilization minimized delays.
The project manager added, “Using ALICE completely transformed how we approached scheduling. It helped us spot inefficiencies we hadn't noticed and gave us the tools to optimize our project timeline.
“As a result, we were able to shave 60 days off the schedule and make much better use of our resources.”
