This report from the second Strategic Highway Research Program (SHRP 2), which is administered by the Transportation Research Board of the National Academies, provides help in the development and implementation of fatigue risk management in rapid renewal highway construction environments. The guide includes organization practices guidance, technical reference materials, fatigue training materials, and work scheduling aids and guidance.

"This guide, Guide to Identifying and Reducing Workforce Fatigue in Rapid Renewal Projects, describes a 3-year research project and results performed as SHRP 2 Project R03. The research scope involved studying factors associated with workforce fatigue and stress in the rapid renewal environment and the risks to worker safety and construction productivity. The study team developed an integrated fatigue management toolkit, including work scheduling and work practice guidance based on fatigue models, organizational practice guidance, fatigue management reference material, and training materials for managers and workers. This suite of products was prepared with the goal of integrating applicable components into existing safety management systems for highway projects, thereby reducing fatigue risk and increasing safety. Worker and manager fatigue is a problem on highway construction projects and is exacerbated by the rapid renewal or accelerated construction practices that involve longer shifts, night work, and weekend closures. This problem is widely acknowledged by both management and labor, although current methods that address fatigue tend to be informal and are widely variable. Working conditions associated with rapid renewal approaches include conducting work during off-peak hours, continuous weekend construction, extended nighttime operations, and conducting work in zones adjacent to traffic. Fatigue countermeasures and their effectiveness have been studied extensively and are already practiced in other industries. Countermeasures include strategic management interventions (e.g., fatigue training, work scheduling aids, incident reporting) as well as individual interventions (e.g., sleep hygiene, napping, appropriate use of caffeine, self-monitoring, and peer-monitoring). A comprehensive description of factors contributing to workforce fatigue and stress in the rapid renewal environment was developed as part of this study. These factors were examined in a range of scenarios and in the ways in which different segments of the highway construction workforce are affected"--Foreword.

"TRB’s second Strategic Highway Research Program (SHRP 2) Report S2-R03-RW-1: Identifying and Reducing Workforce Fatigue in Rapid Renewal Projects documents worker fatigue impacts during rapid renewal operations in the highway construction industry; and describes development of an integrated fatigue management toolkit. SHRP 2 Report S2-R03-RW-1 is only available electronically. The same project that developed SHRP 2 Report S2-R03-RW-1 also produced a 'Guide to Identifying and Reducing Workforce Fatigue in Rapid Renewal Projects' designed to help in the development and implementation of fatigue risk management in rapid renewal highway construction environments.

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Delayed completion affects IT, process plant, oil and gas, civil engineering, shipbuilding and marine work contracts. In fact it affects all industries in all countries and the bigger the project, the more damage delayed completion causes to costs, to reputation and sometimes, even to the survival of the contracting parties themselves. In simple projects, time can be managed intuitively by any reasonably competent person, but complex projects cannot and a more analytical approach is necessary if the project is to succeed. Although much has been written about how to apportion liability for delay after a project has gone wrong there was, until recently, no guidance on how to manage time pro-actively and effectively on complex projects. In 2008, the CIOB embarked upon a 5-year strategy to provide standards, education, training and accreditation in time management. The first stage, this Guide to Good Practice in Managing Time in Complex Projects, sets down the process and standards to be achieved in preparing and managing the time model. As a handbook for practitioners it uses logical step by step procedures and examples from inception and risk appraisal, through design and construction to testing and commissioning, to show how an effective and dynamic time model can be used to manage the risk of delay to completion of construction projects.