Final Project

Management of Project Resources- PRMG 020
Document Title: Final Project Construction of a Residential Villa
THE PROFESSIONAL PROGRAM

IN
PROJECT MANAGEMENT
Final Project
"Construction of a Residential Villa"
For
PRMG 020
"Management of Project Resources"
Prepared For: Dr.Tarek Sakr
Prepared by:
Name ID No.
Abd El-Kader, Marwa Samy 700091710
Atea, Sara Ali 700091889
Emam, Mahmoud Mohamed 700090278
Hassan, Mahmoud Mohammed 700091634
Magour, Hatem Medhat 700091703
Summer 2010
Revision No. 1 Page 1 of 126

Contents
1 Section One: Project Glossary................................................................ 3

2 Section Two: Project Scope of work ...................................................... 8
3 Section Three: List of Activities ............................................................ 11
4 Section Four: Precedence Relationships............................................. 15
5 Section Five: Resources Optimization ................................................. 24
5.1 Introduction ............................................................................................ 25
5.2 Report relationship between activities and resources ....................... 26
5.3 Report relationship between activities and cost ................................. 30
6. Section ٍSix: Network Diagram and Gantt Chart .................................. 32
6.1 Introduction ............................................................................................ 33
6.1 Network Diagram.................................................................................... 35
6.2 Gantt Chart ............................................................................................. 44
7 Section Seven: CPM Calculations ........................................................ 48
7.1 Introduction ............................................................................................ 49
7.2 CPM Calculations ................................................................................... 53
8 Section ٍEigth: Resources Loading ....................................................... 57
9 Section Nine: Crashing .......................................................................... 66
9.1 Reducing Project Duration .................................................................... 67
9.2 PDM Network .......................................................................................... 75
9.3 Gantt Chart after crash .......................................................................... 92
9.4 CPM Calculations ................................................................................... 94
10 Section ٍTen: Project Resources Analysis.......................................... 102
10.1 Overview for Earned Value Analysis .................................................. 103
10.2 How do we use earned Value .............................................................. 113
10.3 Project Cost Analysis .......................................................................... 119

Section I
Project Glossary

Activity
An element of work performed during the course of a project. An activity normally has an
expected duration, an expected cost, and expected resource requirements. Activities are often
subdivided into tasks.
Activity delay
The maximum amount of time that an activity can be delayed due to lack of resources.
Activity priority
A priority value assigned to activities to provide an ordering for activities that are waiting for
resources (during resource-constrained scheduling).
Activity splitting
Allowing activities to be split into segments during resource allocation. In some instances,
preemption of activities may free a resource to be used by a more critical activity.
Actual Cost of Work Performed (ACWP)

Total costs incurred (direct and indirect) in accomplishing work during a given time period.
Baseline schedule
A project schedule consisting of baseline start and finish dates, which represent an estimated or
expected schedule, or both. This schedule is often derived from an initial set of early, late, or
scheduled finish dates. Typically, once a baseline schedule is established, it does change over the
course of a project.
Baseline Finish date (BF)

The calendar date when work is scheduled to end on an activity. This date is usually estimated, or
it can be derived from the early, late or scheduled finish dates. Typically, once a baseline schedule
is established, it does not change over the course of the project.
Baseline Start date (BS)

The calendar date when work was scheduled to begin on an activity. This date is usually
estimated, or it can be derived from the early, late, or scheduled start dates. Typically, once a
baseline schedule is established, it does not change over the course of the project.
Budget at Completion (BAC)

The estimated total cost of the project when done.
Budgeted Cost of Work Performed (BCWP)

The sum of the approved cost estimates (including any overhead allocation) for activities (or
portions of activities) completed during a given period (usually project-to-date).
Budgeted Cost of Work Scheduled (BCWS)

The sum of the approved cost estimates (including any overhead allocation) for activities (or
portions of activities) scheduled to be performed during a given period (usually project-to date).

Calendar
A calendar identifies project work days, and it can be altered so that weekends, holidays, vacation,
weather days, and so forth are not included.
Cost Performance Index (CPI)

The ratio of budgeted costs to actual costs (BCWP/ACWP). The CPI is often used to predict the
magnitude of a possible cost overrun using the following formula: original cost estimate/CPI =
projected cost at completion.
Cost variance (CV)

(1) Any difference between the estimated cost of an activity and the actual cost of an activity.
(2) In earned value, BCWP less ACWP.
Critical activity
Any activity on the critical path.
Critical path
The series of activities of a project that determines the earliest completion of the project. The
critical path generally changes from time to time as activities are completed ahead of or behind
schedule. The critical path is usually defined as those activities with total float less than or equal
to zero. See also critical path method.
Critical path method (CPM)

A network analysis technique used to predict project duration by analyzing which sequence of
activities (which path) has the least amount of scheduling flexibility (the least amount of total
float). Early dates are calculated by means of a forward pass using a specified start date. Late
dates are calculated by means of a backward pass starting from a specified completion date
(usually the forward pass’s calculated project early finish date).
Duration
The number of work periods (not including holidays or other nonworking periods) required to
complete an activity or set of activities. All activity durations are specified with the same duration
unit.
Early Finish date (EF)

In the critical path method, the earliest possible point in time on which the uncompleted portions
of an activity (or the project) can finish, based on the network logic and any schedule constraints.
Early finish dates can change as the project progresses and changes are made to the project plan.
Early Start date (ES)

In the critical path method, the earliest possible point in time on which the uncompleted portions
of an activity (or the project) can start, based on the network logic and any schedule constraints.
Early start dates can change as the project progresses and changes are made to the project plan.

Earned value (EV)

(1) A method for measuring project performance. It compares the amount of work that was
planned with what was actually accomplished to determine if cost and schedule performance is as
planned.
(2) The budgeted cost of work performed, for an activity or group of activities.
Estimate at Completion (EAC)

The expected total cost of an activity, group of activities, or the project when the defined scope of
work has been completed. Most techniques for forecasting EAC include some adjustment of the
original cost estimate based on project performance to date. Also called “estimated at
completion.” Often shown as EAC = Actuals-to-date.
Gantt chart
A graphic representation of work activities shown by a time-scaled bar chart.
Lag
A modification of a logical relationship that directs a delay of the successor task. For example, in
a finish-to-start dependency with a 10-day lag, the successor activity can start 10 days after the
predecessor has finished.
Late Finish date (LF)

In critical path method, the latest possible point in time that an activity can be completed without
delaying a specified milestone (usually the project finish date).
Late Start date (LS)

In critical path method, the latest possible point in time that an activity can begin without delaying
a specified milestone (usually the project finish date).
Lead
A modification of a logical relationship that allows an acceleration of the successor task. For
example, in a finish-to-start dependency with a 10-day lead, the successor activity can start 10
days before the predecessor has finished.
Organizational breakdown structure (OBS)

A depiction of the project organization arranged so as to relate work packages to organizational
units.
Precedence diagramming method (PDM)

A network diagramming technique in which activities are represented by boxes (or nodes).
Activities are linked together by precedence relationships to show the sequence in which the
activities are to be performed.

Precedence relationship
The term used in the precedence diagramming method for a logical relationship. In current usage,
however, precedence relationship, logical relationship, and dependency are widely used
interchangeably regardless of the diagramming method in use.
Predecessor activity
Any activity that exists on a common path with the activity in question and occurs before the
activity in question.
Project schedule
The planned dates for performing activities and the planned dates for meeting milestones.
Resource-constrained scheduling
The scheduling of activities in a project with the knowledge of certain resource constraints and
requirements. This process adjusts activity scheduled start and finish dates to conform to resource
availability and use.
Resource leveling
Any form of network analysis in which scheduling decisions (start and finish dates) are driven by
resource management concerns (for example, limited resource availability or difficult-to-manage
changes in resource levels).
Schedule performance index (SPI)

The ratio of work performed to work scheduled (BCWP/BCWS). See earned value.
Schedule variance
(1) Any difference between the scheduled completion of an activity and the actual completion of
that activity.
(2) In earned value, BCWP less BCWS.
Scheduled Finish date (SF)

The date when the activity is scheduled to be completed using the resource constrained scheduling
process.
Scheduled Start date (SS)

The date when the activity is scheduled to begin using the resource-constrained scheduling
process. This date is equal to or greater than the early start date.
Slack
Term used in PERT for float (see also total float).
Work breakdown structure (WBS)

A deliverable-oriented grouping of project elements that organizes and defines the total scope of
the project. Each descending level represents an increasingly detailed definition of a project
component. Project components can be products or services.

Section II
Project Scope of Work

2.1 Project Scope
Our Company is specialized in the field of Construction Projects management

and thus from our past experience we have faced main problems which we have
made this project "Construction of a Residential Villa" in order to analyze the
project as a sample to be repeated in our on going and future projects as
Gardens Compound located at 6th October city…etc.
Usual Documentation procedures and preparation works before the execution

phase shall be completed within 18 working days as follow:-

Project Description:
• Land Area : 1030 m2

• Location: At New Cairo
• No. of floors:
1- Basement = 0.5 * 1030 = 515 m2
2- Ground = 0.5 * 1030 = 515 m2
3- First Floor = 0.55 * 1030 = 566.5 m2
4- Roof = 0.25 * 566.5 = 142 m2
• Deluxe Finishing
• Duration: 6 Months
• Budgeted Cost: LE 3,277,042
In order to discuss our main problems as follow:-
After settling our Project schedule which have been assigned according to the
optimization of our actual available resources and thus we compute our Project
duration to be 6 months, the Customer asks us to receive his villa earlier than the
completion date and we have got a problem which shall be solved through
increasing the cost of the Project and increase our resources through outsourcing
the additional required resources or increasing our self resources.

Section III
List of Activities

Serial Task_code Task_name

No. Activity ID Activity Name
1 00101 SITE ACCESS & MOBILIZATION
2 00102 SITE SURVEYING
3 00103 INSITE SOIL TESTS & PREPARING SOIL REPORT
4 00104 EXCAVATION & COMPACTION
5 00105 PC FORM WORKS FOR ISOLATED FOOTING
6 00106 PC POURING FOR ISOLATED FOOTING
7 00107 PC FOOTINGS FORMWORKS REMOVING
RC FORM WORKS FOR FOUNDATIONS & TIE BEAMS&
8 00108
RET.WALLS
STEEL FIXING FOR FOUNDATION & TIE BEAMS &
9 00109
RET.WALLS
RC POURING FOR FOUNDATIONS & TIE BEAMS
10 00110
&RET.WALLS
RC FOUNDATIONS & TIE BEAMS & RET.WALLS
11 00111
FORMWORKS REMOVING
12 00112 INSULATION FOR FOUNDATIONS
13 00113 MASONRY WORKS UP TO (SOG) LEVEL
14 00114 BACKFILLING UP TO SOG LEVEL
15 00115 SLABE ON GRADE
16 00201 FORM WORKS FOR BASEMENT FLOOR COLUMNS
17 00202 STEEL FIXING FOR BASEMENT FLOOR COLUMNS
18 00203 POURING OF BASEMENT FLOOR COLUMNS
19 00204 BASEMENT FLOOR COLUMNS FORMWORKS REMOVING
20 00205 BASEMENT FLOOR CEILING&STAIRS FORMWORKS
21 00206 BASEMENT FLOOR CEILING&STAIRS STEEL FIXING
22 00207 BASEMENT FLOOR CEILING&STAIRS POURING
BASEMENT FLOOR CEILING&STAIRS FORMWORKS
23 00208
REMOVING
24 00209 FORM WORKS FOR GROUND FLOOR COLUMNS
25 00210 STEEL FIXING FOR GROUND FLOOR COLUMNS
26 00211 POURING OF GROUND FLOOR COLUMNS
27 00212 GROUND FLOOR COLUMNS FORMWORKS REMOVING
28 00213 GROUND FLOOR CEILING&STAIRS FORMWORKS
29 00214 GROUND FLOOR CEILING&STAIRS STEEL FIXING
30 00215 GROUND FLOOR CEILING&STAIRS POURING
GROUND FLOOR CEILING&STAIRS FORMWORKS
31 00216
REMOVING
32 00217 FORM WORKS FOR FIRST FLOOR COLUMNS


33 00218 STEEL FIXING FOR FIRST FLOOR COLUMNS
34 00219 POURING OF FIRST FLOOR COLUMNS
35 00220 FIRST FLOOR COLUMNS FORMWORKS REMOVING
36 00221 FIRST FLOOR CEILING&STAIRS FORMWORKS
37 00222 FIRST FLOOR CEILING&STAIRS STEEL FIXING
38 00223 FIRST FLOOR CEILING&STAIRS POURING
39 00224 FIRST FLOOR CEILING&STAIRS FORMWORKS REMOVING
40 00225 FORM WORKS FOR UPPER ROOF ROOMS
41 00226 STEEL FIXING FOR UPPER ROOF ROOMS
42 00227 POURING OF UPPER ROOF ROOMS
43 00228 UPPER ROOF ROOMS FORMWORKS REMOVING
44 00229 RETAINING WALL INSULATION
45 00301 EXTERNAL MASONRY WORKS
46 00302 EXTERNAL PLASTERING WORKS
EXTERNAL PAINTING WORKS BASIC-COATS FOR
47 00303
ELEVATIONS
EXTERNAL PAINTING WORKS FINAL-COAT FOR
48 00304
ELEVATIONS
49 00305 INTERNAL MASONARY WORKS
50 00306 PLUMBING WORKS
51 00307 ELECTRIC WORKS
52 00308 WOOD SUB-FRAMES WORKS
53 00309 INTERNAL PLASTERING WORKS
54 00310 PAINTING WORKS BASIC-COATS FOR CEILINGS
55 00311 PAINTING WORKS BASIC-COATS FOR WALLS
56 00312 TOILETS&KITCHENS WALLS CERAMIC WORKS
57 00313 TOILETS&KITCHENS FLOORING INSULATION
58 00314 TOILETS&KITCHENS FLOORING CERAMIC WORKS
59 00315 WOOD FLOORING
60 00316 GRANITE FLOORING
61 00317 TERRAZZO FLOORING
62 00318 ALUMINUM WORKS
63 00319 HVAC WORKS
64 00320 WOOD DOOR INSTALLATION
65 00321 PAINTING WORKS FINAL-COAT FOR CEILINGS
66 00322 PAINTING WORKS FINAL-COAT FOR WALLS
67 00323 WOOD FLOOR COATING
68 00324 GRANITE WORKS FOR STAIRS


69 00325 STAIRS HANDRAILS
70 00326 ROOF MOISTURE INSULATION
71 00327 ROOF THERMAL INSULATION
72 00328 UPPER ROOF MOISTURE INSULATION
73 00329 UPPER ROOF THERMAL INSULATION
74 00330 GENERAL LAYOUT WORKS

Section IV
Precedence Relationships

1. Overview
Precedence diagramming method (PDM): Nodes represent activities and arrows
show dependencies. This technique is also called activity-on-node (AON) and is
the method used by most project management software packages.
PDM includes four types of dependencies or precedence relationships:
• Finish-to-Start: Activity A must finish before Activity B can start.

• Start-to-Start: Activity A must start before Activity B can start.
• Finish-to-Finish: Activity A must finish before Activity B can finish.
• Start-to-Finish: Activity A must start before Activity B can finish.
Here first two types of dependencies are most frequently used and last two
dependencies are least frequently used.

• Lead & Lag concepts
• Float = total float = slack = path float
• Computerized (Primavera) Activity flow:
• Networks Comparisons:

Activity sequencing relies on inputs to create final sequence of events:

2. Activities Precedence Relationships

Serial Activity
Activity Name (*)Predecessors (*)Successors
No. ID
1 00101 SITE ACCESS & MOBILIZATION 00102
2 00102 SITE SURVEYING 00101 00103
INSITE SOIL TESTS & PREPARING SOIL
3 00103 00102 00104
REPORT
4 00104 EXCAVATION & COMPACTION 00103 00105
PC FORM WORKS FOR ISOLATED
5 00105 00104 00106
FOOTING
6 00106 PC POURING FOR ISOLATED FOOTING 00105 00107, 00108
7 00107 PC FOOTINGS FORMWORKS REMOVING 00106
RC FORM WORKS FOR FOUNDATIONS
8 00108 00106 00109, 00110
& TIE BEAMS& RET.WALLS
STEEL FIXING FOR FOUNDATION
9 00109 00108 00110
& TIE BEAMS & RET.WALLS
RC POURING FOR FOUNDATIONS
10 00110 00108, 00109 00111, 00201
& TIE BEAMS &RET.WALLS
RC FOUNDATIONS & TIE BEAMS & 00112, 00113,
11 00111 00110
RET.WALLS FORMWORKS REMOVING 00114, 00229
00111, 00113,
12 00112 INSULATION FOR FOUNDATIONS 00114
00204
00114, 00112,
13 00113 MASONRY WORKS UP TO (SOG) LEVEL 00111
00306
00113, 00111,
14 00114 BACKFILLING UP TO SOG LEVEL 00112, 00115
00204, 00229
15 00115 SLABE ON GRADE 00114, 00204
FORM WORKS FOR BASEMENT FLOOR
16 00201 00110 00202, 00203
COLUMNS
STEEL FIXING FOR BASEMENT FLOOR
17 00202 00201 00203
COLUMNS
POURING OF BASEMENT FLOOR
18 00203 00202, 00201 00204, 00205
COLUMNS
BASEMENT FLOOR COLUMNS 00112, 00114,
19 00204 00203
FORMWORKS REMOVING 00115, 00309
BASEMENT FLOOR CEILING&STAIRS 00207, 00206,
20 00205 00203
FORMWORKS 00307
BASEMENT FLOOR CEILING&STAIRS
21 00206 00205 00207
STEEL FIXING
22 00207 00206, 00205 00208, 00209
POURING
23 00208 00207 00305, 00309
FORMWORKS REMOVING
FORM WORKS FOR GROUND FLOOR
24 00209 00207 00210, 00211
COLUMNS

Serial Activity
No. ID
STEEL FIXING FOR GROUND FLOOR
25 00210 00209 00211
COLUMNS
POURING OF GROUND FLOOR
26 00211 00210, 00209 00212, 00213
COLUMNS
GROUND FLOOR COLUMNS
27 00212 00211 00309
FORMWORKS REMOVING
GROUND FLOOR CEILING&STAIRS
28 00213 00211 00214, 00215
FORMWORKS
29 00214 00213 00215
STEEL FIXING
30 00215 00214, 00213 00216, 00217
POURING
31 00216 00215 00301, 00309
FORMWORKS REMOVING
FORM WORKS FOR FIRST FLOOR
32 00217 00215 00218, 00219
COLUMNS
STEEL FIXING FOR FIRST FLOOR
33 00218 00217 00219
COLUMNS
34 00219 POURING OF FIRST FLOOR COLUMNS 00218, 00217 00220, 00221
FIRST FLOOR COLUMNS
35 00220 00219 00309
FORMWORKS REMOVING
FIRST FLOOR CEILING&STAIRS
36 00221 00219 00222, 00223
FORMWORKS
FIRST FLOOR CEILING&STAIRS STEEL
37 00222 00221 00223
FIXING
38 00223 00222, 00221 00224, 00225
POURING
39 00224 00223 00327, 00309
FORMWORKS REMOVING
FORM WORKS FOR UPPER ROOF
40 00225 00223 00226, 00227
ROOMS
STEEL FIXING FOR UPPER ROOF
41 00226 00225 00227
ROOMS
42 00227 POURING OF UPPER ROOF ROOMS 00226, 00225 00228
00329, 00330,
UPPER ROOF ROOMS
43 00228 00227 00301, 00305,
FORMWORKS REMOVING
00309
44 00229 RETAINING WALL INSULATION 00111 00114
45 00301 EXTERNAL MASONRY WORKS 00216, 00228 00302, 00306
46 00302 EXTERNAL PLASTERING WORKS 00301 00303
EXTERNAL PAINTING WORKS
47 00303 00302 00304
BASIC-COATS FOR ELEVATIONS
EXTERNAL PAINTING WORKS
48 00304 00303
FINAL-COAT FOR ELEVATIONS
00308, 00309,
49 00305 INTERNAL MASONARY WORKS 00208, 00228
00306, 00313

Serial Activity
No. ID
00113, 00301,
00305
51 00307 ELECTRIC WORKS 00205, 00330 00309
52 00308 WOOD SUB-FRAMES WORKS 00305, 00309 00320

00305, 00307,
00228,
00310, 00311,
00224, 00220,
53 00309 INTERNAL PLASTERING WORKS 00321, 00322,
00216,
00308
00212, 00208,
00204
00316, 00317,
PAINTING WORKS BASIC-COATS FOR 00318, 00319,
54 00310 00309
CEILINGS 00320, 00321,
00324, 00315
00315, 00316,
00317, 00318,
PAINTING WORKS BASIC-COATS FOR
55 00311 00309 00319,
WALLS
00320,
00322, 00324
TOILETS&KITCHENS WALLS CERAMIC
56 00312 00313 00314
WORKS
TOILETS&KITCHENS FLOORING
57 00313 00305 00314, 00312
INSULATION
TOILETS&KITCHENS FLOORING
58 00314 00313, 00312
CERAMIC WORKS
59 00315 WOOD FLOORING 00311, 00310 00321, 00322
60 00316 GRANITE FLOORING 00310, 00311 00321, 00322
61 00317 TERRAZZO FLOORING 00310, 00311 00321, 00322
62 00318 ALUMINUM WORKS 00310, 00311 00321, 00322
63 00319 HVAC WORKS 00310, 00311 00321, 00322

00308, 00310,
64 00320 WOOD DOOR INSTALLATION 00323
00311
00310, 00309,
00315,
PAINTING WORKS FINAL-COAT FOR
65 00321 00316, 00317, 00323
CEILINGS
00318,
00319

Serial Activity
No. ID
00311, 00315,
00316,
PAINTING WORKS FINAL-COAT FOR
66 00322 00317, 00318, 00323
WALLS
00319,
00309
00322, 00321,
67 00323 WOOD FLOOR COATING
00320
68 00324 GRANITE WORKS FOR STAIRS 00310, 00311 00325
69 00325 STAIRS HANDRAILS 00324
70 00326 ROOF MOISTURE INSULATION 00327
71 00327 ROOF THERMAL INSULATION 00224 00326
72 00328 UPPER ROOF MOISTURE INSULATION 00329
73 00329 UPPER ROOF THERMAL INSULATION 00228 00328
74 00330 GENERAL LAYOUT WORKS 00228 00307


Section V
Resources Optimization

1. Introduction:
Critical path method (CPM) is the most common method used for construction
project scheduling. It takes into account time and determines critical activities to
minimize project total duration. Due to surmount different limitations of CPM,
several techniques have been proposed to overcome these shortcomings. Most
of these techniques, namely time-cost trade-off analysis, resource leveling,
resource allocation, and resource constraint scheduling, however, deal with
distinct sub problems and thus can only be applied to a project one after the
other, rather simultaneously. So, the need for practical and automated
simultaneous optimization of different aspects of projects has increased in recent
years, especially as a result of the application of new and emerging construction
contracting and project delivery methods. A mathematical technique for schedule
optimization considering resource constraint, cost of time, resource leveling and
allocation and minimized the moment of the resource histogram around the
horizontal axis (time).
The main purpose of this project is to provide a management support for

construction planners to optimally select the best possible implementation method
for each activity with respect to project’s overall performance throughout the
planning stage. The project employs to minimize the weight summation of time,
cost, and resources distribution indices as the objective function. The project
assumes each activity has different execution methods accompanied by different
time, cost, and multiple resource utilization. Besides, each kind of resources is
supposed to be limited and has a constant limitation during project total duration.
This project develops a multi-objective optimization model that selects the best
combination of implementation option for each activity with respect to time, cost,
and total moment of resource histograms around horizontal and vertical axis. The
proposed model considers both resource allocation and leveling. It takes into
account to decrease resource fluctuation in resource histograms and to consider
resource utilization period. This technique was used to determine the optimal
solution. In addition, for handling multi-objective optimization, weighted sum
method was utilized.
The results of the model demonstrated that required resources for critical
activities were very important in determination of the modified total duration of
project. When the amount of resource utilization for options of critical activities
was high, the model tended to select the option with lower required resources to
decrease the project total duration while it may cause project total cost increases.

2. Report relationship between activities and Resources

Activity GANGS NO. OF
Activity Name
ID EQUIPMENTS MAN-POWER GANGS
00101 SITE ACCESS & MOBILIZATION

1
00102 SITE SURVEYING
1
INSITE SOIL TESTS & PREPARING
00103
SOIL REPORT 1
Excavator Truck Surveyour
00104 EXCAVATION & COMPACTION
2 4 1 1
Carpenter Helper
00105 PC FORM WORKS FOR ISOLATED FOOTING
1 1 6
0.75
Concrete Worker
00106 PC POURING FOR ISOLATED FOOTING Mixer
1 20 1
Carpenter Helper
00107 PC FOOTINGS FORMWORKS REMOVING
1 1 1
RC FORM WORKS FOR FOUNDATIONS & Carpenter Helper
00108
TIE BEAMS& RET.WALLS 1 1 6
STEEL FIXING FOR FOUNDATION & Steel Fixer Helper
00109
TIE BEAMS & RET.WALLS 1 2 6
0.75
RC POURING FOR FOUNDATIONS & Concrete Worker
00110 Mixer
TIE BEAMS &RET.WALLS
1 20 1
RC FOUNDATIONS & TIE BEAMS & Carpenter Helper
00111
RET.WALLS FORMWORKS REMOVING 1 1 1
Worker
00112 INSULATION FOR FOUNDATIONS
2 4
Mason Helper
00113 MASONRY WORKS UP TO (SOG) LEVEL
1 3 6
Loader Truck Supervisor
00114 BACKFILLING UP TO SOG LEVEL
1 1 1 1
Worker
00115 SLABE ON GRADE
1 20 1
FORM WORKS FOR BASEMENT Carpenter Helper Worker
00201
FLOOR COLUMNS 1 1 1 4
STEEL FIXING FOR BASEMENT Steel Fixer Helper
00202
FLOOR COLUMNS 1 2 3
0.75
Concrete Worker
00203 POURING OF BASEMENT FLOOR COLUMNS Mixer
1 20 1
BASEMENT FLOOR COLUMNS Carpenter Helper
00204
FORMWORKS REMOVING 1 1 1
BASEMENT FLOOR CEILING&STAIRS Carpenter Helper Worker
00205
FORMWORKS 2 2 1 6
Steel Fixer Helper
00206 1 2 10
STEEL FIXING
1


Activity Name
0.75
BASEMENT FLOOR CEILING&STAIRS Concrete Worker
00207 Mixer
POURING
1 20 1
00208
FORMWORKS REMOVING 1
FORM WORKS FOR GROUND FLOOR Carpenter Helper Worker
00209
COLUMNS 1 1 1 4
STEEL FIXING FOR GROUND FLOOR Steel Fixer Helper
00210
COLUMNS 1 2 3
0.75
Concrete Worker
00211 POURING OF GROUND FLOOR COLUMNS Mixer
1 20 1
GROUND FLOOR COLUMNS
00212
FORMWORKS REMOVING 1
GROUND FLOOR CEILING&STAIRS Carpenter Helper Worker
00213
FORMWORKS 2 2 1 6
GROUND FLOOR CEILING&STAIRS STEEL
00214
FIXING 1 2 10
0.75
Concrete Worker
00215 GROUND FLOOR CEILING&STAIRS POURING Mixer
1 20 1
GROUND FLOOR CEILING&STAIRS Carpenter Helper
00216
Carpenter Helper Worker
00217 FORM WORKS FOR FIRST FLOOR COLUMNS
1 1 1 4
Steel Fixer Helper
00218 STEEL FIXING FOR FIRST FLOOR COLUMNS
1 2 3
0.75
Concrete Worker
00219 POURING OF FIRST FLOOR COLUMNS Mixer
1 20 1
FIRST FLOOR COLUMNS FORMWORKS Carpenter Helper
00220
REMOVING 1 1 1
00221 FIRST FLOOR CEILING&STAIRS FORMWORKS
2 2 1 6
00222 FIRST FLOOR CEILING&STAIRS STEEL FIXING
1 2 10
0.75
Concrete Worker
00223 FIRST FLOOR CEILING&STAIRS POURING Mixer
1 20 1
FIRST FLOOR CEILING&STAIRS Carpenter Helper
00224


Activity Name
00225 FORM WORKS FOR UPPER ROOF ROOMS
1 1 1 4
00226 STEEL FIXING FOR UPPER ROOF ROOMS
1 2 3
0.75
Concrete Worker
00227 POURING OF UPPER ROOF ROOMS Mixer
1 20 1
UPPER ROOF ROOMS Carpenter Helper
00228
Mason Helper
00229 RETAINING WALL INSULATION
1 3 6
Plaster
Helper
00301 EXTERNAL MASONRY WORKS Painter
1 3 3
Painter Helper
00302 EXTERNAL PLASTERING WORKS
1 1 3
Skilled
EXTERNAL PAINTING WORKS BASIC-COATS Worker
00303 Worker
FOR ELEVATIONS
1 1 3
EXTERNAL PAINTING WORKS FINAL-COAT Mason Helper
00304
FOR ELEVATIONS 1 3 3
00305 INTERNAL MASONARY WORKS
1
00306 PLUMBING WORKS
1
Worker
00307 ELECTRIC WORKS
2 2
Plaster
Helper
00308 WOOD SUB-FRAMES WORKS Painter
1 3 12
Painter Helper
00309 INTERNAL PLASTERING WORKS
1 1 3
PAINTING WORKS BASIC-COATS FOR Painter Helper
00310
CEILINGS 1 1 3
Skilled
Worker
00311 PAINTING WORKS BASIC-COATS FOR WALLS Worker
1 2 2
Workers
00312 TOILETS&KITCHENS WALLS CERAMIC WORKS
2 1
Skilled
Worker
00313 TOILETS&KITCHENS FLOORING INSULATION Worker
1 2 2
TOILETS&KITCHENS FLOORING Carpenter Helper
00314
CERAMIC WORKS 1 1 1
Skilled
Worker
00315 WOOD FLOORING Worker
1 2 2


Activity Name
Skilled
Worker
00316 GRANITE FLOORING Worker
1 2 2
Workers
00317 TERRAZZO FLOORING
2 10
00318 ALUMINUM WORKS
1
Worker
00319 HVAC WORKS
2 1
Painter Helper
00320 WOOD DOOR INSTALLATION
1 1 3
PAINTING WORKS FINAL-COAT Painter Helper
00321
FOR CEILINGS 1 1 3
PAINTING WORKS FINAL-COAT Painter Helper
00322
FOR WALLS 1 1 1
Skilled
Worker
00323 WOOD FLOOR COATING Worker
1 2 1
00324 GRANITE WORKS FOR STAIRS

1
Worker
00325 STAIRS HANDRAILS
5 1
Worker
00326 ROOF MOISTURE INSULATION
5 1
Worker
00327 ROOF THERMAL INSULATION
5 1
UPPER ROOF MOISTURE Worker
00328
INSULATION 5 1
UPPER ROOF THERMAL
00329
INSULATION 1
00330 GENERAL LAYOUT WORKS
1

3. Report relationship between activities and Cost


Section VI
Network diagram and Gantt chart

1. Overview
A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts
illustrate the start and finish dates of the terminal elements and summary
elements of a project. Terminal elements and summary elements comprise the
work breakdown structure of the project. Some Gantt charts also show the
dependency (i.e. precedence network) relationships between activities. Gantt
charts can be used to show current schedule status using percent-complete
shadings and a vertical "TODAY" line as shown here.
Although now regarded as a common charting technique, Gantt charts were

considered revolutionary when they were introduced. In recognition of Henry
Gantt's contributions, the Henry Laurence Gantt Medal is awarded for
distinguished achievement in management and in community service. This chart
is used also in Information Technology to represent data that have been
collected.
Advantages and limitations
Gantt charts have become a common technique for representing the phases and
activities of a project work breakdown structure (WBS), so they can be
understood by a wide audience.
A common error made by those who equate Gantt chart design with project
design is that they attempt to define the project work breakdown structure at the
same time that they define schedule activities. This practice makes it very difficult
to follow the 100% Rule. Instead the WBS should be fully defined to follow the
100% Rule, then the project schedule can be designed. [3]
Although a Gantt chart is useful and valuable for small projects that fit on a single
sheet or screen, they can become quite unwieldy for projects with more than
about 30 activities. Larger Gantt charts may not be suitable for most computer
displays. A related criticism is that Gantt charts communicate relatively little
information per unit area of display. That is, projects are often considerably more
complex than can be communicated effectively with a Gantt chart.

Gantt charts only represent part of the triple constraints (cost, time and scope) of
projects, because they focus primarily on schedule management. Moreover,
Gantt charts do not represent the size of a project or the relative size of work
elements, therefore the magnitude of a behind-schedule condition is easily miss
communicated. If two projects are the same number of days behind schedule, the
larger project has a larger impact on resource utilization, yet the Gantt does not
represent this difference.
Although project management software can show schedule dependencies as

lines between activities, displaying a large number of dependencies may result in
a cluttered or unreadable chart.
Because the horizontal bars of a Gantt chart have a fixed height, they can
misrepresent the time-phased workload (resource requirements) of a project,
which may cause confusion especially in large projects. In the example shown in
this article, Activities E and G appear to be the same size, but in reality they may
be orders of magnitude different. A related criticism is that all activities of a Gantt
chart show planned workload as constant. In practice, many activities (especially
summary elements) have front-loaded or back-loaded work plans, so a Gantt
chart with percent-complete shading may actually miss-communicate the true
schedule performance status.

2. Project Network Diagram









3. Gantt chart




Section VII
CPM Calculations

1. INTRODUCTION
Basically, CPM (Critical Path Method) and PERT (Program Evaluation Review
Technique) are project management techniques, which have been created out of
the need of Western industrial and military establishments to plan, schedule and
control complex projects.
1.1 Brief History of CPM/PERT
CPM/PERT or Network Analysis as the technique is sometimes called, developed

along two parallel streams, one industrial and the other military.
CPM was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co. and
J.E.Kelly of Remington Rand, circa 1957. The computation was designed for the
UNIVAC-I computer. The first test was made in 1958, when CPM was applied to
the construction of a new chemical plant. In March 1959, the method was applied
to a maintenance shut-down at the Du Pont works in Louisville, Kentucky.
Unproductive time was reduced from 125 to 93 hours.
PERT was devised in 1958 for the POLARIS missile program by the Program
Evaluation Branch of the Special Projects office of the U.S.Navy, helped by the
Lockheed Missile Systems division and the Consultant firm of Booz-Allen &
Hamilton. The calculations were so arranged so that they could be carried out on
the IBM Naval Ordinance Research Computer (NORC) at Dahlgren, Virginia.
1.2 Planning, Scheduling & Control
Planning, Scheduling (or organizing) and Control are considered to be basic

Managerial functions, and CPM/PERT has been rightfully accorded due
importance in the literature on Operations Research and Quantitative Analysis.
Far more than the technical benefits, it was found that PERT/CPM provided a
focus around which managers could brain-storm and put their ideas together. It
proved to be a great communication medium by which thinkers and planners at
one level could communicate their ideas, their doubts and fears to another level.
Most important, it became a useful tool for evaluating the performance of
individuals and teams.
There are many variations of CPM/PERT which have been useful in planning
costs, scheduling manpower and machine time. CPM/PERT can answer the
following important questions:

How long will the entire project take to be completed? What are the risks
involved?
Which are the critical activities or tasks in the project which could delay the entire
project if they were not completed on time?
Is the project on schedule, behind schedule or ahead of schedule?
If the project has to be finished earlier than planned, what is the best way to do
this at the least cost?
1.3 The Framework for PERT and CPM
Essentially, there are six steps which are common to both the techniques. The
procedure is listed below:
I. Define the Project and all of its significant activities or tasks. The Project
(made up of several tasks) should have only a single start activity and a
single finish activity.
II. Develop the relationships among the activities. Decide which activities
must precede and which must follow others.
III. Draw the "Network" connecting all the activities. Each Activity should have
unique event numbers. Dummy arrows are used where required to avoid
giving the same numbering to two activities.
IV. Assign time and/or cost estimates to each activity
V. Compute the longest time path through the network. This is called the
critical path.
VI. Use the Network to help plan, schedule, monitor and control the project.
The Key Concept used by CPM/PERT is that a small set of activities, which make
up the longest path through the activity network control the entire project. If these
"critical" activities could be identified and assigned to responsible persons,
management resources could be optimally used by concentrating on the few
activities which determine the fate of the entire project.
Non-critical activities can be re-planned, rescheduled and resources for them can
be reallocated flexibly, without affecting the whole project.

Five useful questions to ask when preparing an activity network are:
Is this a Start Activity?

Is this a Finish Activity?
What Activity Precedes this?
What Activity Follows this?
What Activity is Concurrent with this?
Some activities are serially linked. The second activity can begin only after the
first activity is completed. In certain cases, the activities are concurrent, because
they are independent of each other and can start simultaneously. This is
especially the case in organizations which have supervisory resources so that
work can be delegated to various departments which will be responsible for the
activities and their completion as planned.
When work is delegated like this, the need for constant feedback and co-
ordination becomes an important senior management pre-occupation.
1.4 Drawing the CPM/PERT Network
Each activity (or sub-project) in a PERT/CPM Network is represented by an arrow

symbol. Each activity is preceded and succeeded by an event, represented as a
circle and numbered.
1.5.1 The Forward Pass - Earliest Finish Time Rule
To make the Forward Pass, we begin at first event and work forwards to the final
event by taking the maximum early finish.
1.5.2 The Backward Pass - Latest Finish Time Rule
To make the Backward Pass, we begin at the sink or the final event and work
backwards to the first event by taking the minimum late finish.
1.5.3 Tabulation & Analysis of Activities
We are now ready to tabulate the various events and calculate the Earliest and
Latest Start and Finish times. We are also now ready to compute the SLACK or
TOTAL FLOAT, which is defined as the difference between the Latest Start and
Earliest Start.

1.6 Basic Technique
The essential technique for using CPM is to construct a model of the project that
includes the following:
1) A list of all activities required to complete the project (typically categorized

within a work breakdown structure),
2) The time (duration) that each activity will take to completion, and
3) The dependencies between the activities
Using these values, CPM calculates the longest path of planned activities to the
end of the project, and the earliest and latest that each activity can start and finish
without making the project longer. This process determines which activities are
"critical" (i.e., on the longest path) and which have "total float" (i.e., can be
delayed without making the project longer). In project management, a critical path
is the sequence of project network activities which add up to the longest overall
duration. This determines the shortest time possible to complete the project. Any
delay of an activity on the critical path directly impacts the planned project
completion date (i.e. there is no float on the critical path). A project can have
several, parallel, near critical paths. An additional parallel path through the
network with the total durations shorter than the critical path is called a sub-critical
or non-critical path.
These results allow managers to prioritize activities for the effective management
of project completion, and to shorten the planned critical path of a project by
pruning critical path activities, by "fast tracking" (i.e., performing more activities in
parallel), and/or by "crashing the critical path" (i.e., shortening the durations of
critical path activities by adding resources).

2. Project CPM Calculations




Section VIII
Resources Loading

Overview:
WHAT IS RESOURCE LOADING?
While making a budget, we estimated “Cost & Quantity” of each resource. If
we want to add a room to our present setup in the university, we estimate
how much money, men, materials and machines would be required. We
would further estimate cost of furniture and gadgets for the room such as
white-board, multimedia, clock, air-conditioners and tube- lights.
“Resource loading” is assigning resources to activities. It is the same as
budget but broken down in terms of activities like (a) get approval of
building extension, (b) lay foundations, (c) build super-structure, (d) put on
a roof, (e) plaster the walls and (g) complete finishing. The money, men,
materials and machines, as given in the budget, would be re-distributed in
terms of activities.
To sum up, “Resource Loading” is the process of assigning resources for
each and every activity required for the project.
WHAT IS RESOURCE LEVELING?
Resource leveling is a sort of adjustment. If resources are provided as per
schedule, there would be no need for resource leveling. But when there is a
mismatch between what is required and what is made available, we need to
give priority to some activities, postpone some activities or do the job in
small lots. The ultimate objective would be to complete the project within
the same cost and time constraints. For this purpose, we slip or split the
activities within margin or slacks available.
The following chart shows:
(i) Resource Loading sample
(ii) (ii) Resource leveling sample
RESOURCE LOADING

We can easily split activities U & X within the available slack as would be
observed from the following:
LEVELED
Example

SOLUTION
Both resource loading and leveling charts are given below: It would be observed
that in one case that an activity had to be adjusted within its Total Float (Late
Finish - Early Start - Duration). Please note there can many solution not just one.
The aim is to complete the project within the given time through a logical
adjustment.

Project Resources Loading
Serial Activity
Activity Name (*)Resource IDs
No. ID
1 00101 SITE ACCESS & MOBILIZATION
2 00102 SITE SURVEYING
INSITE SOIL TESTS & PREPARING SOIL
3 00103
REPORT
4 00104 EXCAVATION & COMPACTION GN120
5 00105 PC FORM WORKS FOR ISOLATED FOOTING GN010
MT010, MT020,
6 00106 PC POURING FOR ISOLATED FOOTING MT030,
MT040, GN030
7 00107 PC FOOTINGS FORMWORKS REMOVING GN012
RC FORM WORKS FOR FOUNDATIONS &
8 00108 GN011
TIE BEAMS& RET.WALLS
STEEL FIXING FOR FOUNDATION & TIE
9 00109 BEAMS MT050, GN020
& RET.WALLS
RC POURING FOR FOUNDATIONS & TIE MT010, MT020,
10 00110 BEAMS MT030,
&RET.WALLS MT040, GN031
RC FOUNDATIONS & TIE BEAMS &
11 00111 RET.WALLS GN012
FORMWORKS REMOVING
12 00112 INSULATION FOR FOUNDATIONS
GN040, MT060,
13 00113 MASONRY WORKS UP TO (SOG) LEVEL MT010,
MT030
14 00114 BACKFILLING UP TO SOG LEVEL GN121, MT030
MT010, MT020,
15 00115 SLABE ON GRADE MT030,
MT040, GN030
FORM WORKS FOR BASEMENT FLOOR
16 00201 GN013
COLUMNS
STEEL FIXING FOR BASEMENT FLOOR
17 00202 GN021, MT050
COLUMNS
MT010, MT020,
18 00203 POURING OF BASEMENT FLOOR COLUMNS MT030,
MT040, GN031
BASEMENT FLOOR COLUMNS FORMWORKS
19 00204 GN012
REMOVING
20 00205 GN014
FORMWORKS
BASEMENT FLOOR CEILING&STAIRS STEEL
21 00206 GN022, MT050
FIXING

Serial Activity
No. ID
MT010, MT020,
22 00207 BASEMENT FLOOR CEILING&STAIRS POURING MT030,
MT040, GN031
23 00208 FORMWORKS GN012
REMOVING
24 00209 FORM WORKS FOR GROUND FLOOR COLUMNS GN013
25 00210 STEEL FIXING FOR GROUND FLOOR COLUMNS GN021, MT050
MT010, MT020,
26 00211 POURING OF GROUND FLOOR COLUMNS MT030,
MT040, GN031
GROUND FLOOR COLUMNS FORMWORKS
27 00212 GN012
REMOVING
28 00213 GROUND FLOOR CEILING&STAIRS FORMWORKS GN014
29 00214 GROUND FLOOR CEILING&STAIRS STEEL FIXING MT050, GN022
MT010, MT020,
30 00215 GROUND FLOOR CEILING&STAIRS POURING MT030,
MT040, GN031
31 00216 GN012
FORMWORKS REMOVING
32 00217 FORM WORKS FOR FIRST FLOOR COLUMNS GN013
33 00218 STEEL FIXING FOR FIRST FLOOR COLUMNS GN021, MT050
MT010, MT020,
34 00219 POURING OF FIRST FLOOR COLUMNS MT030,
MT040, GN031
FIRST FLOOR COLUMNS FORMWORKS
35 00220 GN012
REMOVING
36 00221 FIRST FLOOR CEILING&STAIRS FORMWORKS GN014
37 00222 FIRST FLOOR CEILING&STAIRS STEEL FIXING MT050, GN022
MT010, MT020,
38 00223 FIRST FLOOR CEILING&STAIRS POURING MT030,
MT040, GN031
39 00224 GN012
FORMWORKS REMOVING
40 00225 FORM WORKS FOR UPPER ROOF ROOMS GN013
41 00226 STEEL FIXING FOR UPPER ROOF ROOMS GN021, MT050
MT010, MT020,
42 00227 POURING OF UPPER ROOF ROOMS MT030,
MT040, GN031
43 00228 UPPER ROOF ROOMS FORMWORKS REMOVING GN012
44 00229 RETAINING WALL INSULATION
GN040, MT060,
45 00301 EXTERNAL MASONRY WORKS
MT010, MT030

Serial Activity
No. ID
MT010, MT030,
46 00302 EXTERNAL PLASTERING WORKS
GN050
EXTERNAL PAINTING WORKS BASIC-COATS FOR MT080, MT100,
47 00303
ELEVATIONS MT090, GN061
EXTERNAL PAINTING WORKS FINAL-COAT FOR GN061, MT090,
48 00304
ELEVATIONS MT100, MT080
MT060, MT010,
49 00305 INTERNAL MASONARY WORKS
MT030, GN040
51 00307 ELECTRIC WORKS
52 00308 WOOD SUB-FRAMES WORKS
GN051, MT010,
53 00309 INTERNAL PLASTERING WORKS
MT030
GN051, MT080,
54 00310 PAINTING WORKS BASIC-COATS FOR CEILINGS
MT100, MT090
MT090, MT100,
55 00311 PAINTING WORKS BASIC-COATS FOR WALLS
MT080, GN060
MT110, MT120,
MT030,
56 00312 TOILETS&KITCHENS WALLS CERAMIC WORKS
MT040, GN070,
MT130
57 00313 TOILETS&KITCHENS FLOORING INSULATION
MT110, MT040,
TOILETS&KITCHENS FLOORING CERAMIC MT120,
58 00314
WORKS MT030, GN070,
MT130
59 00315 WOOD FLOORING
MT110, MT120,
60 00316 GRANITE FLOORING MT030,
GN080, MT140
MT110, MT120,
61 00317 TERRAZZO FLOORING MT030,
GN090, MT150
62 00318 ALUMINUM WORKS
63 00319 HVAC WORKS
64 00320 WOOD DOOR INSTALLATION
GN060, MT080,
65 00321 PAINTING WORKS FINAL-COAT FOR CEILINGS
MT090, MT100
GN060, MT090,
66 00322 PAINTING WORKS FINAL-COAT FOR WALLS
MT100, MT080
67 00323 WOOD FLOOR COATING GN131, MT080
MT110, MT120,
68 00324 GRANITE WORKS FOR STAIRS MT030,
GN080, MT140
69 00325 STAIRS HANDRAILS
70 00326 ROOF MOISTURE INSULATION

Serial Activity
No. ID
71 00327 ROOF THERMAL INSULATION
72 00328 UPPER ROOF MOISTURE INSULATION
73 00329 UPPER ROOF THERMAL INSULATION
74 00330 GENERAL LAYOUT WORKS


Section IX
Crashing

1. Reducing Project Duration

In recent years emphasis on time –to- market has taken on new importance
because of intense global competition and rapid technological advances. The
market imposes a project duration date. For example, a rule of thumb for
moderator – to high- technology firms is that a 6 month delay in bringing a
product to market can result in a gross profit, loss or market share of about 30%.
In these cases, high-technology firms typically assume that the time savings and
avoidance of lost profits are worth any additional cost to reduce time without any
formal analysis. It is interesting to observe how more serious analysis occurs in
reception periods when cash flows are tight.
Incentive contracts in partnering arrangements can make reduction of project time
regarding usually both the project contractor and owner. For example, a
contractor finished a bridge across a lake eighteen months early and received
more than $6 million for the early completion. The availability of the bridge to the
surrounding community eighteen months early to reduce traffic gridlock make the
incentive cost to the community seen small to users. In another example, in a
partnering continuous improvement arrangement, the joint effort of the owner and
contractor resulted in early completion of a river lock and a 50/50 split of the
savings to the owner and contractor.
Another reason for reducing project time occurs when unforeseen delays, for
example, adverse whether design flaws and equipment breakdown a cause
substantial delays midway in the project. Getting back on schedule usually
requires compressing the time on some of the remaining critical activities the
additional costs of getting back on schedule need to be complied with the cost of
being late.
Sometimes very high overhead or good will costs are recognized before the
project begins. In these cases it is prudent to examine direct costs of shortening
the critical path versus the overhead end /or goodwill cost savings. Usually there
area opportunities to shorten a few critical activates at less than the daily
overhead rate or perceived goodwill cost. Under specific conditions (which are not
rare), huge saving are possible with little risk.
Managers have several effective methods for crashing specific projects activities
when resources are not constrained. Several of these are summarized below:

1.1 Adding resources

The most common method for shortening project time is to assign addition staff
and equipment to activities. There are limits, however, as to how much speed can
be gained by adding staff. Doubling the size of the work force will not necessarily
reduce completion time by half.
1.2 Outsourcing project Work

A common method for shortening the project time is to subcontract an activity.
The subcontract may have access to superior technology or expertise that will
accelerate the completion of the activity.
1.3 Scheduling overtime

The easiest way to add more labor to a project is not to add more people, but to
schedule overtime. If a team works 50 hours a week instead of 40, it might
accomplish 25 percent more. By scheduling over time you avoid the additional
costs of coordination and communication encountered when new people are
added. If people involved are salaried workers. There may be no real additional
cost for the extra work. Another advantage is that there is less distraction when
people work outside normal hours.
Overtime has disadvantages. First, hourly workers are typically paid time and a
half for overtime and double time for weekends and holidays. Sustained overtime
work by salaried employees may incur intangible costs such as divorce and
turnover.
1.4 Crashing Project

• In order to reduce the project time, the duration of critical activities have to be
reduced (by increasing resources etc.).
• The reduction in duration will generally increase the cost of the project.
• In order to curtail the duration of the activity, cost slope values have to be
viewed carefully.
• Least cost slope activity must be curtailed first and so on.
• If more than one critical path is generated after Crashing then duration of
activities on all paths have to be curtailed.

Activity Original (*)Budgeted (*)BL1 (*)BL1 Total

Activity Name
ID Duration(d) Total Cost(LE) Duration(d) Cost(LE)
00101 SITE ACCESS & MOBILIZATION 5 10,000 5 10,000
00102 SITE SURVEYING 2 5,000 2 5,000
00103 INSITE SOIL TESTS & PREPARING SOIL REPORT 5 1,500 5 1,500
00104 EXCAVATION & COMPACTION 4 89,600 4 89,600
00105 PC FORM WORKS FOR ISOLATED FOOTING 4 36,960 7 33,600
00106 PC POURING FOR ISOLATED FOOTING 3 68,755 3 68,755
00107 PC FOOTINGS FORMWORKS REMOVING 2 1,664 2 1,664
RC FORM WORKS FOR FOUNDATIONS & TIE BEAMS&

00108 5 54,912 10 49,920
RET.WALLS
STEEL FIXING FOR FOUNDATION & TIE BEAMS &
00109 5 148,032 10 83,520
RET.WALLS
RC POURING FOR FOUNDATIONS & TIE BEAMS
00110 3 85,140 3 85,140
&RET.WALLS
RC FOUNDATIONS & TIE BEAMS & RET.WALLS
00111 2 1,664 2 1,664
FORMWORKS REMOVING
00112 INSULATION FOR FOUNDATIONS 6 18,240 6 18,240

00113 MASONRY WORKS UP TO (SOG) LEVEL 4 93,747 8 30,669
00114 BACKFILLING UP TO SOG LEVEL 2 25,500 2 25,500
00115 SLABE ON GRADE 1 24,965 1 24,965
00201 FORM WORKS FOR BASEMENT FLOOR COLUMNS 3 13,824 3 13,824
00202 STEEL FIXING FOR BASEMENT FLOOR COLUMNS 3 11,856 3 11,856
00203 POURING OF BASEMENT FLOOR COLUMNS 1 16,215 1 16,215
BASEMENT FLOOR COLUMNS FORMWORKS

00204 2 1,664 2 1,664
REMOVING
00205 BASEMENT FLOOR CEILING&STAIRS FORMWORKS 6 57,600 6 57,600
00206 BASEMENT FLOOR CEILING&STAIRS STEEL FIXING 5 145,053 10 133,533
00207 BASEMENT FLOOR CEILING&STAIRS POURING 1 24,345 1 24,345
BASEMENT FLOOR CEILING&STAIRS FORMWORKS

00208 2 1,664 2 1,664
REMOVING
00209 FORM WORKS FOR GROUND FLOOR COLUMNS 4 18,432 4 18,432
00210 STEEL FIXING FOR GROUND FLOOR COLUMNS 3 20,368 3 20,368
00211 POURING OF GROUND FLOOR COLUMNS 1 16,784 1 16,784

GROUND FLOOR COLUMNS FORMWORKS

00212 2 1,664 2 1,664
REMOVING
00213 GROUND FLOOR CEILING&STAIRS FORMWORKS 6 95,040 9 86,400
00214 GROUND FLOOR CEILING&STAIRS STEEL FIXING 6 171,392 11 158,720
00215 GROUND FLOOR CEILING&STAIRS POURING 1 30,012 1 30,012
GROUND FLOOR CEILING&STAIRS FORMWORKS

00216 2 1,664 2 1,664
REMOVING
00217 FORM WORKS FOR FIRST FLOOR COLUMNS 3 10,368 3 10,368
00218 STEEL FIXING FOR FIRST FLOOR COLUMNS 2 14,912 2 14,912
00219 POURING OF FIRST FLOOR COLUMNS 1 15,948 1 15,948
00220 FIRST FLOOR COLUMNS FORMWORKS REMOVING 2 1,664 2 1,664
00221 FIRST FLOOR CEILING&STAIRS FORMWORKS 6 95,040 9 86,400
00222 FIRST FLOOR CEILING&STAIRS STEEL FIXING 6 171,392 11 158,720
00223 FIRST FLOOR CEILING&STAIRS POURING 1 30,002 1 30,002
FIRST FLOOR CEILING&STAIRS FORMWORKS

00224 2 1,664 2 1,664
REMOVING
00225 FORM WORKS FOR UPPER ROOF ROOMS 6 27,648 6 27,648

00226 STEEL FIXING FOR UPPER ROOF ROOMS 4 23,824 4 23,824
00227 POURING OF UPPER ROOF ROOMS 1 18,925 1 18,925
00228 UPPER ROOF ROOMS FORMWORKS REMOVING 2 1,664 2 1,664
00229 RETAINING WALL INSULATION 2 8,404 2 8,404
00301 EXTERNAL MASONRY WORKS 7 166,384 14 154,557
00302 EXTERNAL PLASTERING WORKS 11 100,864 21 91,994
EXTERNAL PAINTING WORKS BASIC-COATS FOR

00303 5 18,816 5 18,816
ELEVATIONS
EXTERNAL PAINTING WORKS FINAL-COAT FOR
00304 5 18,816 5 18,816
ELEVATIONS
00305 INTERNAL MASONARY WORKS 8 43,878 8 43,878
00306 PLUMBING WORKS 30 150,000 30 150,000
00307 ELECTRIC WORKS 30 200,000 30 200,000
00308 WOOD SUB-FRAMES WORKS 3 0 3 0
00309 INTERNAL PLASTERING WORKS 11 425,598 22 388,427
00310 PAINTING WORKS BASIC-COATS FOR CEILINGS 5 24,514 5 24,514

00311 PAINTING WORKS BASIC-COATS FOR WALLS 11 35,660 11 35,660
00312 TOILETS&KITCHENS WALLS CERAMIC WORKS 5 17,565 5 17,565
00313 TOILETS&KITCHENS FLOORING INSULATION 2 2,068 2 2,068
00314 TOILETS&KITCHENS FLOORING CERAMIC WORKS 8 55,304 15 52,424
00315 WOOD FLOORING 8 36,091 10 32,810
00316 GRANITE FLOORING 8 86,007 16 82,935
00317 TERRAZZO FLOORING 7 23,679 7 23,679
00318 ALUMINUM WORKS 3 50,000 3 50,000
00319 HVAC WORKS 5 25,000 5 25,000
00320 WOOD DOOR INSTALLATION 5 10,000 5 10,000
00321 PAINTING WORKS FINAL-COAT FOR CEILINGS 5 15,853 5 15,853
00322 PAINTING WORKS FINAL-COAT FOR WALLS 11 35,668 11 35,668
00323 WOOD FLOOR COATING 4 19,730 4 19,730
00324 GRANITE WORKS FOR STAIRS 4 5,528 4 5,528

00325 STAIRS HANDRAILS 7 3,000 7 3,000
00326 ROOF MOISTURE INSULATION 2 25,000 2 25,000
00327 ROOF THERMAL INSULATION 3 25,000 3 25,000
00328 UPPER ROOF MOISTURE INSULATION 1 6,250 1 6,250
00329 UPPER ROOF THERMAL INSULATION 1 6,250 1 6,250
00330 GENERAL LAYOUT WORKS 20 100,000 20 100,000
Total Budgeted Total BL1 Total

3,447,234 3,190,047
Total Cost(LE) Cost(LE)
Crashing
257,187
Cost(LE)
Days to be
43
crashed
Crashing Cost
5,981
per day(LE)

9.2 PDM network

















9.3 Gantt chart after crashing


9.4 CPM calculations after crashing
Activity Original (*)BL1 (*)Early (*)Early (*)Late (*)Free (*)Total

Activity Name (*)Late Start
ID Duration(d) Duration(d) Start Finish Finish Float(d) Float(d)
SITE ACCESS & 01/06/2010 07/06/2010 01/06/2010 07/06/2010

00101 5 5 0 0
MOBILIZATION 07:30:00 11:30:00 07:30:00 11:30:00
07/06/2010 09/06/2010 07/06/2010 09/06/2010

00102 SITE SURVEYING 2 2 0 0
11:30:00 09:30:00 11:30:00 09:30:00
INSITE SOIL TESTS & 07/06/2010 13/06/2010 07/06/2010 13/06/2010

00103 5 5 0 0
PREPARING SOIL REPORT 11:30:00 15:30:00 11:30:00 15:30:00
EXCAVATION & 13/06/2010 17/06/2010 13/06/2010 17/06/2010

00104 4 4 0 0
COMPACTION 15:30:00 11:30:00 15:30:00 11:30:00
PC FORM WORKS FOR 17/06/2010 22/06/2010 17/06/2010 22/06/2010

00105 4 7 0 0
ISOLATED FOOTING 11:30:00 12:30:00 11:30:00 12:30:00
PC POURING FOR 22/06/2010 27/06/2010 22/06/2010 27/06/2010

00106 3 3 0 0
ISOLATED FOOTING 12:30:00 09:30:00 12:30:00 09:30:00
PC FOOTINGS 28/06/2010 29/06/2010 23/11/2010 25/11/2010

00107 2 2 120 120
FORMWORKS REMOVING 08:30:00 15:30:00 14:33:00 12:33:00
RC FORM WORKS FOR

27/06/2010 01/07/2010 27/06/2010 01/07/2010
00108 FOUNDATIONS & TIE 5 10 0 0
09:30:00 13:30:00 09:30:00 13:30:00
BEAMS& RET.WALLS
STEEL FIXING FOR
29/06/2010 06/07/2010 29/06/2010 06/07/2010
00109 FOUNDATION & TIE BEAMS 5 10 0 0
15:30:00 10:30:00 15:30:00 10:30:00
& RET.WALLS

RC POURING FOR
06/07/2010 08/07/2010 06/07/2010 08/07/2010
00110 FOUNDATIONS & TIE 3 3 0 0
10:30:00 16:30:00 10:30:00 16:30:00
BEAMS &RET.WALLS
RC FOUNDATIONS & TIE
11/07/2010 13/07/2010 12/10/2010 14/10/2010
00111 BEAMS & RET.WALLS 2 2 0 75
15:30:00 13:30:00 12:33:00 10:33:00
FORMWORKS REMOVING
INSULATION FOR 21/07/2010 28/07/2010 15/11/2010 22/11/2010

00112 6 6 0 94
FOUNDATIONS 07:30:00 10:30:00 12:33:00 15:33:00
MASONRY WORKS UP TO 13/07/2010 19/07/2010 14/10/2010 19/10/2010

00113 4 8 2 75
(SOG) LEVEL 13:30:00 09:30:00 10:33:00 15:33:00
BACKFILLING UP TO SOG 28/07/2010 01/08/2010 22/11/2010 24/11/2010

00114 2 2 0 94
LEVEL 10:30:00 08:30:00 15:33:00 13:33:00
01/08/2010 01/08/2010 24/11/2010 25/11/2010

00115 SLABE ON GRADE 1 1 94 94
08:30:00 16:30:00 13:33:00 12:33:00
FORM WORKS FOR

11/07/2010 13/07/2010 11/07/2010 13/07/2010
00201 BASEMENT FLOOR 3 3 0 0
07:30:00 13:30:00 07:30:00 13:30:00
COLUMNS
STEEL FIXING FOR
12/07/2010 15/07/2010 12/07/2010 15/07/2010
00202 BASEMENT FLOOR 3 3 0 0
14:30:00 11:30:00 14:30:00 11:30:00
COLUMNS
POURING OF BASEMENT 15/07/2010 18/07/2010 15/07/2010 18/07/2010

00203 1 1 0 0
FLOOR COLUMNS 11:30:00 10:30:00 11:30:00 10:30:00
BASEMENT FLOOR
19/07/2010 20/07/2010 28/09/2010 30/09/2010
00204 COLUMNS FORMWORKS 2 2 0 58
09:30:00 16:30:00 14:30:00 12:30:00
REMOVING

BASEMENT FLOOR
18/07/2010 25/07/2010 18/07/2010 25/07/2010
00205 CEILING&STAIRS 6 6 0 0
10:30:00 13:30:00 10:30:00 13:30:00
FORMWORKS
BASEMENT FLOOR
20/07/2010 26/07/2010 20/07/2010 26/07/2010
00206 CEILING&STAIRS STEEL 5 10 0 0
08:30:00 12:30:00 08:30:00 12:30:00
FIXING
BASEMENT FLOOR
26/07/2010 27/07/2010 26/07/2010 27/07/2010
12:30:00 11:30:00 12:30:00 11:30:00
POURING
BASEMENT FLOOR
12/08/2010 16/08/2010 23/09/2010 26/09/2010
15:30:00 13:30:00 09:30:00 16:30:00
FORMWORKS REMOVING
FORM WORKS FOR
27/07/2010 01/08/2010 27/07/2010 01/08/2010
00209 GROUND FLOOR 4 4 0 0
11:30:00 16:30:00 11:30:00 16:30:00
COLUMNS
STEEL FIXING FOR
29/07/2010 02/08/2010 29/07/2010 02/08/2010
00210 GROUND FLOOR 3 3 0 0
09:30:00 15:30:00 09:30:00 15:30:00
COLUMNS
POURING OF GROUND 02/08/2010 03/08/2010 02/08/2010 03/08/2010

00211 1 1 0 0
FLOOR COLUMNS 15:30:00 14:30:00 15:30:00 14:30:00
GROUND FLOOR
04/08/2010 08/08/2010 28/09/2010 30/09/2010
00212 COLUMNS FORMWORKS 2 2 44 44
13:30:00 11:30:00 14:30:00 12:30:00
REMOVING
GROUND FLOOR
03/08/2010 11/08/2010 03/08/2010 11/08/2010
14:30:00 08:30:00 14:30:00 08:30:00
FORMWORKS
GROUND FLOOR
08/08/2010 15/08/2010 08/08/2010 15/08/2010
11:30:00 10:30:00 11:30:00 10:30:00
FIXING

GROUND FLOOR
15/08/2010 16/08/2010 15/08/2010 16/08/2010
10:30:00 09:30:00 10:30:00 09:30:00
POURING
GROUND FLOOR
01/09/2010 05/09/2010 28/09/2010 30/09/2010
13:30:00 11:30:00 14:30:00 12:30:00
FORMWORKS REMOVING
FORM WORKS FOR FIRST 16/08/2010 18/08/2010 16/08/2010 18/08/2010

00217 3 3 0 0
FLOOR COLUMNS 09:30:00 15:30:00 09:30:00 15:30:00
STEEL FIXING FOR FIRST 18/08/2010 19/08/2010 18/08/2010 19/08/2010

00218 2 2 0 0
FLOOR COLUMNS 07:30:00 14:30:00 07:30:00 14:30:00
POURING OF FIRST 19/08/2010 22/08/2010 19/08/2010 22/08/2010

00219 1 1 0 0
FLOOR COLUMNS 14:30:00 13:30:00 14:30:00 13:30:00
FIRST FLOOR COLUMNS 23/08/2010 25/08/2010 28/09/2010 30/09/2010

00220 2 2 30 30
FIRST FLOOR
22/08/2010 29/08/2010 22/08/2010 29/08/2010
13:30:00 16:30:00 13:30:00 16:30:00
FORMWORKS
FIRST FLOOR
25/08/2010 01/09/2010 25/08/2010 01/09/2010
10:30:00 09:30:00 10:30:00 09:30:00
FIXING
FIRST FLOOR
01/09/2010 02/09/2010 01/09/2010 02/09/2010
09:30:00 08:30:00 09:30:00 08:30:00
POURING
FIRST FLOOR
20/09/2010 22/09/2010 28/09/2010 30/09/2010
12:30:00 10:30:00 14:30:00 12:30:00
FORMWORKS REMOVING

FORM WORKS FOR UPPER 02/09/2010 09/09/2010 02/09/2010 09/09/2010

00225 6 6 0 0
ROOF ROOMS 08:30:00 11:30:00 08:30:00 11:30:00
STEEL FIXING FOR UPPER 05/09/2010 09/09/2010 05/09/2010 09/09/2010

00226 4 4 0 0
ROOF ROOMS 15:30:00 11:30:00 15:30:00 11:30:00
POURING OF UPPER 09/09/2010 12/09/2010 09/09/2010 12/09/2010

00227 1 1 0 0
ROOF ROOMS 11:30:00 10:30:00 11:30:00 10:30:00
UPPER ROOF ROOMS 28/09/2010 30/09/2010 28/09/2010 30/09/2010

00228 2 2 0 0
RETAINING WALL 13/07/2010 15/07/2010 21/11/2010 22/11/2010

00229 2 2 10 104
INSULATION 13:30:00 11:30:00 08:33:00 15:33:00
EXTERNAL MASONRY 27/09/2010 06/10/2010 24/10/2010 01/11/2010

00301 7 14 0 20
WORKS 15:28:00 08:30:00 08:18:00 10:20:00
EXTERNAL PLASTERING 06/10/2010 19/10/2010 01/11/2010 14/11/2010

00302 11 21 0 20
WORKS 08:30:00 11:43:00 10:20:00 13:33:00
EXTERNAL PAINTING
19/10/2010 25/10/2010 14/11/2010 21/11/2010
00303 WORKS BASIC-COATS 5 5 0 20
11:43:00 15:43:00 13:33:00 08:33:00
FOR ELEVATIONS
EXTERNAL PAINTING
25/10/2010 01/11/2010 21/11/2010 25/11/2010
00304 WORKS FINAL-COAT FOR 5 5 20 20
15:43:00 10:43:00 08:33:00 12:33:00
ELEVATIONS
INTERNAL MASONARY 23/09/2010 04/10/2010 27/09/2010 06/10/2010

00305 8 8 0 2
WORKS 09:30:00 10:30:00 07:30:00 08:30:00

02/09/2010 10/10/2010 19/10/2010 25/11/2010

00306 PLUMBING WORKS 30 30 38 38
08:30:00 14:30:00 15:33:00 12:33:00
19/09/2010 26/10/2010 30/09/2010 08/11/2010

00307 ELECTRIC WORKS 30 30 10 10
13:30:00 10:30:00 12:30:00 09:30:00
WOOD SUB-FRAMES 11/10/2010 14/10/2010 10/11/2010 15/11/2010

00308 3 3 11 25
WORKS 13:33:00 10:33:00 15:33:00 12:33:00
INTERNAL PLASTERING 30/09/2010 14/10/2010 30/09/2010 14/10/2010

00309 11 22 0 0
WORKS 12:30:00 10:33:00 12:30:00 10:33:00
PAINTING WORKS BASIC- 14/10/2010 20/10/2010 21/10/2010 28/10/2010

00310 5 5 6 6
COATS FOR CEILINGS 10:33:00 14:33:00 13:33:00 08:33:00
PAINTING WORKS BASIC- 14/10/2010 28/10/2010 14/10/2010 28/10/2010

00311 11 11 0 0
COATS FOR WALLS 10:33:00 08:33:00 10:33:00 08:33:00
TOILETS&KITCHENS 30/09/2010 06/10/2010 10/11/2010 16/11/2010

00312 5 5 0 33
WALLS CERAMIC WORKS 12:30:00 16:30:00 11:33:00 15:33:00
TOILETS&KITCHENS 28/09/2010 30/09/2010 08/11/2010 10/11/2010

00313 2 2 0 33
FLOORING INSULATION 14:30:00 12:30:00 13:33:00 11:33:00
TOILETS&KITCHENS
07/10/2010 17/10/2010 16/11/2010 25/11/2010
00314 FLOORING CERAMIC 8 15 33 33
07:30:00 13:30:00 15:33:00 12:33:00
WORKS
28/10/2010 08/11/2010 28/10/2010 08/11/2010

00315 WOOD FLOORING 8 10 0 0
08:33:00 09:33:00 08:33:00 09:33:00

28/10/2010 08/11/2010 28/10/2010 08/11/2010

00316 GRANITE FLOORING 8 16 0 0
08:33:00 09:33:00 08:33:00 09:33:00
28/10/2010 07/11/2010 31/10/2010 08/11/2010

00317 TERRAZZO FLOORING 7 7 1 1
08:33:00 10:33:00 07:33:00 09:33:00
28/10/2010 01/11/2010 03/11/2010 08/11/2010

00318 ALUMINUM WORKS 3 3 5 5
08:33:00 14:33:00 12:33:00 09:33:00
28/10/2010 03/11/2010 01/11/2010 08/11/2010

00319 HVAC WORKS 5 5 3 3
08:33:00 12:33:00 14:33:00 09:33:00
WOOD DOOR 28/10/2010 03/11/2010 15/11/2010 22/11/2010

00320 5 5 14 14
INSTALLATION 08:33:00 12:33:00 12:33:00 07:33:00
PAINTING WORKS FINAL- 08/11/2010 14/11/2010 15/11/2010 22/11/2010

00321 5 5 6 6
COAT FOR CEILINGS 09:33:00 13:33:00 12:33:00 07:33:00
PAINTING WORKS FINAL- 08/11/2010 22/11/2010 08/11/2010 22/11/2010

00322 11 11 0 0
COAT FOR WALLS 09:33:00 07:33:00 09:33:00 07:33:00
22/11/2010 25/11/2010 22/11/2010 25/11/2010

00323 WOOD FLOOR COATING 4 4 0 0
07:33:00 12:33:00 07:33:00 12:33:00
GRANITE WORKS FOR 28/10/2010 02/11/2010 11/11/2010 17/11/2010

00324 4 4 0 12
STAIRS 08:33:00 13:33:00 14:33:00 10:33:00
02/11/2010 10/11/2010 17/11/2010 25/11/2010

00325 STAIRS HANDRAILS 7 7 12 12
13:33:00 15:33:00 10:33:00 12:33:00

ROOF MOISTURE 27/09/2010 28/09/2010 23/11/2010 25/11/2010

00326 2 2 47 47
INSULATION 07:30:00 14:30:00 14:33:00 12:33:00
ROOF THERMAL 22/09/2010 26/09/2010 21/11/2010 23/11/2010

00327 3 3 0 47
INSULATION 10:30:00 16:30:00 08:33:00 14:33:00
UPPER ROOF MOISTURE 03/10/2010 04/10/2010 24/11/2010 25/11/2010

00328 1 1 43 43
INSULATION 11:30:00 10:30:00 13:33:00 12:33:00
UPPER ROOF THERMAL 30/09/2010 03/10/2010 23/11/2010 24/11/2010

00329 1 1 0 43
INSULATION 12:30:00 11:30:00 14:33:00 13:33:00
30/09/2010 26/10/2010 13/10/2010 08/11/2010

00330 GENERAL LAYOUT WORKS 20 20 0 10
12:30:00 10:30:00 11:30:00 09:30:00

Section X
Project Resources Analysis

1. Overview for Earned Value Analysis
Earned value is focused on the relation between incurred actual costs and the
work performed in the project in a given time period. The focus is on performance
obtained in comparison to what was spent to get it. (FLEMING & KOPPELMAN,
1999). Earned value is the evaluation between what was actually spent and what
was budgeted; proposing that the value to be earned initially by an activity is the
value budgeted for it. As each activity or task of a project is performed, the initial
budgeted value for the activity starts to constitute now the Earned Value of the
project.
Project Budget:
The most basic cost control technique is to develop a project budget and then
track spending against it. On a small project, this can be as simple as having a
target cost goal for the total project. You could monitor project costs and sound
the alarm if the percent of dollars spent exceeds the percent completion
estimated for the project. You could also prepare a time-phased budget, breaking
the overall budget goal into intervals of weeks, months, quarters or years. This
can provide a budget baseline for tracking actual costs against periodic budget
targets. When the cumulative budget of estimated project costs are plotted

graphically over time, they usually result in the shape illustrated, which is
sometimes called an "S" curve, since it looks like an inclined "S."
Earned Value Management System (EVMS):
Project cost and schedule performance measurements should really be managed

as integrated elements and not as separate entities. If your budget spend plan
shows you over spending and your schedule shows milestones slipping, you can
know you may be in trouble, but you will have no way to make a quantitative
assessment of how bad the trouble is. EVMS solves this problem by providing an
accurate picture of spending and accomplishments related to a baseline plan.
This enables you to quickly form conclusions about the project team's staffing
levels and productivity, as well as giving insight into areas of the WBS where the
problems are occurring. I will never run a project without at least applying EVM
principles if not having an informal or formal EVM tracking system in place.
In the past, EVM has been called Cost/Schedule Control System (C/SCS) or, for
the old-timers, 7000.2 or C-Spec, after the DoD standards that originated the
approach. Earned Value Management provides an integrated view of cost and
schedule performance. Unless you are tracking earned value, you really have no
idea what is going on with your project!
EVMS compares three pieces of information:
• How much work you planned to have accomplished by now (in dollars or
hours) called the Planned Value;
• How much you have actually spent by now (in dollars or hours), called
Actual Cost; and
• The value, in terms of your baseline budget, of the work accomplished by
now (in dollars or hours), called the Earned Value!
The first two pieces of data are compared to the Earned Value in terms of
differences and ratios, to result in variances and performance indexes. That is
the essence of EVM; the rest is details.
In order to formalize the mentioned concepts based on instruction DOD (1997)

and on norm ANSI/EIA 748 of the American National Standards Institute, a
specific terminology was created based on forecasted and actual costs, as well
earned value. The basic three elements of the earned value measurement
systems EVMS are:

Budget Cost of Work Scheduled (BCWS) – the spending plan This is also
known as Planned Value or simply PV which is the value that indicates the
budget portion that should be spent, taking into account the activity budget base
line cost, allocation or resource. BCWS is calculated as budget base line cost
divided into phases and cumulative up to the status date, or current date. It is the
budgeted cost. For example, if you have a two-day task that is scheduled to cost
$50 per day, the BCWS for that task after the first day is $50; after the second
day, it is $100. This measure tells you how much should have been spent up to a
certain date according to your plan.
Budgeted Cost of Work Performed (BCWP) also known as Earned value or

simply EV which is the value that indicates the budget portion that should be
spent, taking into account the work performed up to the moment and budget
base line cost for the activity, allocation or resource. BCWP is also called Earned
Value.
Actual Cost of Work Performed (ACWP) – actual spending. This is also

known as Actual cost (AC) which is the value that shows actual costs incurred
from the work already performed by a resource or task up to the status date or
project current date from financial inputs. Once these three parameters are
determined, the outcome analysis is obtained based on the correlation between
values found for each one in a given status date (Exhibit 5).
Earned Value Chart

• 3 lines on chart:
– Baseline—planned cost over time (BCWS)
– Actual Cost line (ACWP)
– Earned Value line (BCWP)
• Schedule variance (negative is bad)
• Cost variance (negative is bad)

The correlation among BCWS, BCWP and ACWP values allows to rate project
outcomes and to proceed evaluations and future final cost forecasts.
To treat the ratio among BCWP and BCWS and ACWP parameters, there are the
following indexes:
A) SPI (Schedule Performance Index) – Division between the Earned Value
(BCWP) and the budgeted base line cost (BCWS). SPI shows the conversion rate
of the budgeted value in the Earned value.
SPI = BCWP/BCWS
SPI equals 1 indicate that the budgeted value was completely earned to the
project. SPI lower than 1 indicates that the project is being performed at a
conversion rate lower than scheduled, that is, the financial amount scheduled to
be earned in the period was not achieved and the project is late. SPI higher than
1 indicates that the project is earning outcomes in a speed higher than scheduled,
i.e., it is advanced.
B) CPI (Cost Performance Index) – Division between the Earned Value (BCWP)
and the actual cost and (ACWP). CPI shows the conversion between the actual
values spent by the project and the earned values in the same period.
CPI = BCWP/BCWS
CPI equals 1 indicate that the value spent by the project was completely earned
to the project (project in the budget). CPI lower than 1 indicates that the project is
spending more than scheduled up to the moment. If CPI is higher than 1 indicates
that the project is costing less than scheduled up to that moment. From BCWS,

BCWP, and ACWP, you can derive two variance metrics: Cost Variance (CV) and
Schedule Variance (SV) as detailed below:-
1. The equation for Schedule Variance is SV = BCWP - BCWS. Here’s how we

can interpret this metric:
• If SV = 0, the task or project is going exactly to schedule.
• If SV < 0, the task or project is behind schedule.
• If SV > 0, the task or project is ahead of schedule.
2. The equation for Cost Variance (CV) is CV = BCWP – ACWP. Here’s how we
can interpret this metric:
• If CV = 0, the task is right on track with the budget.
• If CV < 0, the task is over budget.
• If CV > 0, the task is under budget.
In this example we have the SV > 0, the task or project is ahead of schedule
and the CV < 0, the task is over budget.
Evaluating risk process effectiveness
A risk can be defined as “any uncertainty that, if it occurs, would have a positive
or negative effect on achievement of one or more project objectives”. RM aims to
address this uncertainty proactively in order to ensure that project objectives are
achieved, including completing on time and within budget. As a result, if RM is
fully effective, actual project performance should closely match the plan.

Since EVM performance indices (CPI, SPI) measure deviation from plan, they
can be used to indicate whether the risk process is being effective in addressing
uncertainty and controlling its effects on project performance as follow:-
• If CPI and/or SPI are below 1.0 indicating that project performance is falling
short of the plan, then one of the most likely underlying causes is that the risk
process is failing to keep the project on course. An ineffective risk process
would fail to avoid adverse risks (threats) proactively, and when threats
materialize into problems the project incurs delay and/or additional cost. Either
the risk process is not identifying the threats, or it is not preventing them from
occurring. In this situation, management attention should be directed to the
risk process, to review its effectiveness and consider whether additional
resources are required, or whether different techniques should be used.
• Conversely, if CPI and/or SPI are above 1.0 indicating that project performance
is ahead of plan, the risk process should be focused on exploiting the
opportunities created by this situation. Best-practice RM addresses both
threats and opportunities, seeking to minimize threats and maximize
opportunities. When EVM indicates that opportunities exist, the risk process
should explore options to capture them and create additional benefits for the
project.
• It should also be noted that if CPI and/or SPI far exceed 1.0, this may indicate
other problems in the project and may not simply be due to the existence of
opportunities. Typically, if actual performance is much greater than expected
or planned, this could indicate poor planning or incorrect scoping when setting
up the initial baseline plan. If this highly anomalous behavior continues, a
baseline re-planning effort should be considered, which of course will involve
the need for further risk management.
• Similarly if CPI and/or SPI are well below 1.0, this may not simply be due to
the impact of unmanaged threats, but may indicate problems with the baseline
plan or scope.

Exhibit 3 illustrates the relationship between the values of EVM indices (CPI
and/or SPI) and RM process effectiveness.
The key to using EVM indices as indicators of RM effectiveness is to determine
appropriate thresholds where action is required to refocus the risk process.
Clearly some variation of EVM indices is to be expected as the project unfolds,
and it would not be wise to modify the risk process in response to every small
change in CPI and/or SPI. However if a trend develops and crosses the
thresholds of “common variance”, action should be considered. Exhibit 4
illustrates this, with the thresholds of “common variance” for CPI and/or SPI set at
≥ 0.9 and ≤ 1.25. A further “warning threshold” is set at 0.75, suggesting that an
adverse trend is developing and preparatory steps should be taken.
The thresholds of 0.75, 0.9 and 1.25 used in Exhibit 4 are illustrative only, and
organizations may be able to determine more appropriate threshold values by
reviewing historical trend data for CPI and SPI, and identifying the limits of
“common variance” for their projects.
Plotting the trend of CPI and SPI over time against such thresholds also gives
useful information on the type of risk exposure faced by the project at any given
point. For example Exhibit 4 indicates that the project schedule is under pressure
(SPI trend is consistently below 1.0), suggesting that the risk process should
focus on addressing sources of time risk. The exhibit also suggests that cost
savings are possible which might create opportunities that can be exploited, and
the risk process might be able to maximize these. These recommended action
types are illustrated in Exhibit 5, corresponding to the following four situations:-
1. Both CPI and SPI high (top-right quadrant), creating opportunities to be
captured
2. Both CPI and SPI low (bottom-left quadrant), requiring aggressive action to
address threats
3. High SPI but low CPI (top-left quadrant), requiring focused attention to cost
risk, with the possibility of spending additional time to address this
4. High CPI but low SPI (bottom-right quadrant), where attention should be paid
to addressing schedule risk, and cost trade-offs can be considered.

Exhibit 3: Relationship between EVM indices and RM process effectiveness
Exhibit 4: EVM index trends as indicators of RM process effectiveness

Exhibit 5: RM action types indicated by EVM indices
Ten Criteria for Successful EVMS
1. Define authorized work elements.

2. Identify project organizational structure.
3. Provide integrated planning, scheduling, budgeting, work authorization,
and cost accumulation processes.
4. Schedule the authorized work in a sequential manner that identifies the
significant task dependencies.
5. Identify physical products and organizations.
6. Establish and maintain time–phased budget baseline.
7. Record direct costs consistently in a formal manner.
8. Periodically generate project metrics.
9. Develop revised cost estimates–at–completion based on performance to
date.
10. Incorporate authorized changes in a timely manner.

Ten Benefits of EVMS
1. It is a single management control system to provide reliable and consistent

data on project performance.
2. It integrates work, schedule, and cost using a work breakdown structure.
3. The associated database of completed projects is useful for comparative
analysis.
4. The cumulative cost performance index (CPI) provides an early warning
signal.
5. The schedule performance index provides an early warning signal.
6. The CPI is a predictor for the final cost of the project.
7. It uses an index–based method to forecast the final cost of the project.
8. The “to-complete” performance index allows evaluation of the forecasted
final cost.
9. The periodic (e.g., weekly or monthly) CPI is a benchmark.
10. The management.
CONCLUSION
Both Earned Value Management (EVM) and Risk Management (RM) seek to
improve decision-making by providing a rational framework based on project
performance. EVM examines past performance against clearly defined
quantitative metrics, and uses these to predict the future outcome for the project.
RM looks ahead to identify and assess uncertainties with the potential to affect
project performance either positively or negatively, and develops responses to
address each risk proactively.
Both techniques share a focus on project performance, and have the same
purpose of developing effective actions to correct unwelcome trends in order to
maximize the likelihood of achieving project objectives. One (EVM) does this by
looking back at past performance as an indicator of likely future performance. The
other (RM) looks ahead at possible influences on future project outcomes.
These two approaches are not in conflict or mutually exclusive. Indeed their
commonalities imply a powerful synergy, which is available through combining the
complementary strengths of each technique and using insights from one to inform
the application of the other. The practical suggestions outlined in this paper
indicate that if they are used together, EVM and RM provide a potent framework
for managing change on a project, based on a realistic assessment of both past
performance and future uncertainty.

2. How Do We Use Earned Value?
At this point we come to the practical part of actually seeing how Earned Value is
applied on any project. There are 5 steps in setting up the Earned Value system
on a project, and 4 steps in using it. These steps are described generically but
they are the same for all projects. Each of these steps will be discussed in detail.
To set up the Earned Value system:
1. Establish the Work Breakdown Structure (WBS) to divide the project into
manageable portions.
2. Identify the activities to be scheduled that represent the entire project.
3. Allocate the costs to be expended on each activity.
4. Schedule the activities over time.
5. Tabulate, plot and analyze the data to confirm that the plan is acceptable.
To use the information generated by the Earned Value calculations:
6. Update the schedule by reporting activity progress.

7. Enter the actual costs on the activities.
8. Execute the Earned Value calculations, print and plot the reports and charts.
9. Analyze the data and write the performance narrative.
Step 1: Establish the WBS; the WBS is the roadmap for analyzing the project
progress and performance. It provides a multi-level structure for analyzing the
project at varying degrees of detail. A properly defined WBS also provides that
each element of the structure at each level is the responsibility of an individual
who has management authority over that element and all the elements that roll up
into that element. Furthermore, the WBS must contain the full scope of the
project.
Otherwise, the information generated will not represent the total project. The
WBS is generally a hierarchical structure in which each lower level element rolls
into one and only one element at the level above it. The bottom level of the WBS
should be the activities of the project. The key here is that each element has a
responsible individual identified with it and each element represents a part of the
project that someone or more people are interested in monitoring.

While this personal responsibility might bring to mind an Organizational

Breakdown Structure (OBS), the WBS should not be confused with an OBS.
either structure can function as the framework for analyzing the project
performance. However, an OBS is generally employed in a matrix organization
where the functional management of the organization wants to analyze the
performance of their functional unit on the project. The WBS is organized along
the component lines of the project. For example, the project team member who is
responsible for the Fan Assembly, has components (cost accounts and activities)
in several engineering disciplines within the OBS. On the other hand, the
Mechanical Design Manager in the OBS is interested in all the mechanical
elements of all project components. Which each lower level element rolls into one
and only one element at the level above it. The bottom level of the WBS should
be the activities of the project. The key here is that each element has a
responsible individual identified with it and each element represents a part of the
project that someone or more people are interested in monitoring.
While this personal responsibility might bring to mind an Organizational

Breakdown Structure (OBS), the WBS should not be confused with an OBS.
either structure can function as the framework for analyzing the project
performance. However, an OBS is generally employed in a matrix organization
where the functional management of the organization wants to analyze the
performance of their functional unit on the project. The WBS is organized along
the component lines of the project. For example, the project team member who is
responsible for the Fan Assembly, has components (cost accounts and activities)
in several engineering disciplines within the OBS. On the other hand, the
Mechanical Design Manager in the OBS is interested in all the mechanical
elements of all project components.
Step 2: Identify The Activities the second step is to identify the activities of the
project. The WBS provides the framework for identifying the project components.
Each activity should be assigned to one element in the WBS. The completion of
this step will produce the project schedule of activities, typically in a CPM
network.
Step 3: Allocate The Costs the third step is to identify and allocate the costs to be
expended for each activity. Since an activity represents a finite effort within the
project, it has duration of time and it requires the expenditure of some resources.
The practitioner needs to decide whether to use labor resources only, such as
work hours, or to use dollars and load all project costs into the schedule. The
allocation of resources (costs) requires a choice of the degree of detail with which
one will allocate the resources. These options include linear spread across the
duration of the activity or use of a curve to approximate the expected expenditure

during the activity’s execution. These curves have an unlimited variety of shapes,
the most common ones being symmetrical bell shape, front loaded triangle, back
loaded triangle, equal triangle, lump sum at the beginning or end of the activity.
However, detailed discussion of the application of resource curves is beyond the
scope of this paper.
Step 4: Schedule The Activities The fourth step is to calculate the schedule of the
activities. This step generally provides the spread of the resources over the entire
time duration of the project. It generates the traditional S-curve of the project plan
or baseline, also called the BCWS Curve.
Step 5: Tabulate, Plot and Analyze the final step is to tabulate and plot the
information that was loaded and then to analyze this information. The purpose is
to assure that the allocation of resources is properly planned. This includes
analysis of individual resources to see if the maximum requirement during any
time period is available. It also includes review of cash flows, if dollars are
entered, to see if the financing plan for the project supports the schedule. Third, it
provides a review to see that all project resources and costs that are budgeted
are entered into the program. Of course, correction of any anomalies discovered
during this step is implied to be a part of this step. Also illustrates it with this very
simple example, that the result is the traditional S-curve. Once these five steps
are completed, the project team will have the basis for conducting periodic
analysis of the project progress and performance. That process is explained in
the next four steps.
Step 6: Update the Schedule The first step in the periodic process is to update
the schedule with the period progress. This is generally done whether Earned
Value is used or not. The project schedule activities are reported as started,
completed or with a remaining duration, as appropriate. The per cent complete of
unfinished activities should also be reported. Here is where the practitioner
should avoid subjectivity. For physical work it may be easy to determine the per
cent complete. If 1000 cubic yards of concrete are planned to be poured and 300
yards have been done to date, then the activity is 30% complete. For efforts that
are not so easily measured, special earning rules might have to be employed. Full
discussion of earning rules is also beyond the scope of this paper. Two examples
are presented to illustrate the point. One common rule is to report per cent
complete according to completed milestones within the activity. For example, if
the activity is the creation of a design drawing, progress might be reported as
follows: 10% when the preliminary research and background study are
completed, 20% when the drawing draft is completed and passed on to drafting,
40% when the first draft is printed, 50% when the first draft is reviewed, 60%
when the second draft is completed, 75% when the client review is completed,

90% when the final draft is completed and 100% when the drawing is issued for
construction. The key in defining this kind of rule is that each “milestone” is
discrete, and its achievement is easily recognized by such evidence as transmittal
memos.
A second common rule that is quite effective when the project has several
thousand activities is to use the 50-50 rule. In this rule, each activity is considered
50% complete when its start date is reported and it is 100% complete when the
activity finish date is reported. Reporting progress provides the basis for the
Earned Value calculations.
Step 7: Enter The Actual Costs the second step in the periodic process is to enter
the actual costs into the schedule. This information comes from the time sheets
and invoices to the project. Whether the data is entered manually or electronically
is a matter of choice, depending on the degree of integration between the
company’s financial accounting system and the project control systems. In any
case, it is necessary to determine which costs are to be allocated to which
activity. By proper integration of the financial and project accounting systems, this
process is facilitated to the point of total automation. However, human analysis of
the actual data is recommended to assure that improper data doesn’t
inadvertently enter the system.
Step 8: Calculate, Print and Plot The next step in the periodic process is to
calculate the Earned Value and to print reports and plot charts for analysis. The
Earned Value is simply the per cent complete of an activity times its budget. This
provides the key value in the Earned Value process. Other calculations include
the schedule and cost variances, performance indices, estimates at completion
and per cent complete of the upper elements of the WBS.
Schedule Variance (SV) is the Earned Value minus the planned budget for the
completed work (BCWP-BCWS).
Cost Variance (CV) is the Earned Value minus the actual cost (BCWP-ACWP).
Performance indices are merely ratio expressions of the SV and CV. The
Schedule Performance Index (SPI) is the Earned Value divided by the planned
value (BCWP/BCWS).
The Cost Performance Index (CPI) is the Earned Value divided by the actual cost
(BCWP/ACWP).

The Estimate At Completion (EAC) is a number of great interest each update

cycle. It indicates where the project cost is heading. Calculating a new EAC is
one of the great benefits of Earned Value. However, the actual formula to use for
this calculation is a matter of much discussion. For the purpose of this paper, we
will look at the basic impact of cost performance on the EAC. The intent is to
show that Earned Value is a key forecasting tool for managing a project. Let us
assume a project is having some trouble meeting its cost goals.
At the data date, the actual cost is greater than the planned cost for the
completed work (ACWP > BCWP). If performance continues at the same trend,
we can easily see that at completion the actual cost (EAC) far exceeds the
budget (BAC). The simplest formula for arriving at the EAC at the time of the data
date is:
EAC = ((BAC-BCWP) / CPI) + ACWP
This formula determines the unfinished or unearned work (BAC –BCWP) and
divides it by the CPI. To that is added the sunk cost, or the cost of the completed
work (ACWP). From this we can see that poor cost performance. a CPI less than
1, would result in an EAC that is greater than the BAC. More complex formulas
are used which factor the CPI to give it more or less influence on the EAC.
One more calculation is noteworthy since it is specifically made possible by the

use of Earned Value. That is the per cent complete at the upper levels of the
WBS. While progress is typically recorded at the activity level of detail (the bottom
of the WBS), those responsible for the project at higher levels of the WBS want to
know the same kind of information as the “activity managers.” The process
involves rolling up the data through the WBS. Budgets and actual costs are easy
to roll up; simply add the values of the lower elements to get the value of the
parent element. However, how does one roll up per cent complete? The answer
is, of course, Earned Value. Since Earned Value is directly related to per cent
complete, one can simply add the Earned Value of the lower elements to get the
value of the parent element. Then, one can use this information at the upper
levels to back calculate the per cent complete of the upper elements. Just as
Earned Value equals the BAC times the per cent complete at the lower levels, so
does per cent complete equal BAC divided by Earned Value for any element in
the WBS.

Step 9: Analyze and Report. The final step in the Earned Value process is to
analyze the data and the report the result of that analysis. The scope of this paper
does not allow detailed discussion of the analysis process. However, from the
above, the reader can recognize the significance of the various calculations
discussed above. How he or she interprets that information is left to his or her
common sense.

Project Cost Analysis
(*)Budgeted (*)Earned (*)Actual (*)Cost

Activity Original (*)Actual (*)Cost
Activity Name Total Value Total Variance
ID Duration(d) Duration(d) Variance(LE)
Cost(LE) Cost(LE) Cost(LE) Index
SITE ACCESS &

00101 5 5 10000 10000 10750 -750 -0.08
MOBILIZATION
00102 SITE SURVEYING 2 2 5000 5000 5000 0 0
INSITE SOIL TESTS

00103 & PREPARING SOIL 5 5 1500 1500 1500 0 0
REPORT
EXCAVATION &
00104 4 0 89600 89600 92400 -2800 -0.03
COMPACTION
PC FORM WORKS
00105 FOR ISOLATED 4 0 36960 33600 33600 0 0
FOOTING
PC POURING FOR
00106 3 0 68755 68755 70730 -1975 -0.03
ISOLATED FOOTING
PC FOOTINGS
00107 FORMWORKS 2 2 1664 1664 0 1664 1
REMOVING
RC FORM WORKS
FOR FOUNDATIONS
00108 5 0 54912 49920 49920 0 0
& TIE BEAMS&
RET.WALLS

STEEL FIXING FOR

FOUNDATION & TIE
00109 5 8 148032 83520 141120 -57600 -0.69
BEAMS &
RET.WALLS
RC POURING FOR
FOUNDATIONS &
00110 3 3 85140 85140 86115 -975 -0.01
TIE BEAMS
&RET.WALLS
RC FOUNDATIONS
& TIE BEAMS &
00111 RET.WALLS 2 0 1664 1664 1664 0 0
FORMWORKS
REMOVING
INSULATION FOR
00112 6 6 18240 18240 18500 -260 -0.01
FOUNDATIONS
MASONRY WORKS
00113 4 4 93747 30669 87334 -56665 -1.85
UP TO (SOG) LEVEL
BACKFILLING UP TO
00114 2 0 25500 0 0 0 0
SOG LEVEL
00115 SLABE ON GRADE 1 0 24965 0 0 0 0
FORM WORKS FOR

00201 BASEMENT FLOOR 3 0 13824 0 0 0 0
COLUMNS
STEEL FIXING FOR
00202 BASEMENT FLOOR 3 0 11856 0 0 0 0
COLUMNS

POURING OF
00203 BASEMENT FLOOR 1 0 16215 0 0 0 0
COLUMNS
BASEMENT FLOOR
COLUMNS
00204 2 0 1664 0 0 0 0
FORMWORKS
REMOVING
BASEMENT FLOOR
00205 CEILING&STAIRS 6 0 57600 0 0 0 0
FORMWORKS
BASEMENT FLOOR
00206 CEILING&STAIRS 5 0 145053 0 0 0 0
STEEL FIXING
BASEMENT FLOOR
00207 CEILING&STAIRS 1 0 24345 0 0 0 0
POURING
BASEMENT FLOOR
CEILING&STAIRS
00208 2 0 1664 0 0 0 0
FORMWORKS
REMOVING
FORM WORKS FOR
00209 GROUND FLOOR 4 0 18432 0 0 0 0
COLUMNS
STEEL FIXING FOR
00210 GROUND FLOOR 3 0 20368 0 0 0 0
COLUMNS
POURING OF
00211 GROUND FLOOR 1 0 16784 0 0 0 0
COLUMNS
GROUND FLOOR
COLUMNS
00212 2 0 1664 0 0 0 0
FORMWORKS
REMOVING

GROUND FLOOR
00213 CEILING&STAIRS 6 0 95040 0 0 0 0
FORMWORKS
GROUND FLOOR
00214 CEILING&STAIRS 6 0 171392 0 0 0 0
STEEL FIXING
GROUND FLOOR
00215 CEILING&STAIRS 1 0 30012 0 0 0 0
POURING
GROUND FLOOR
CEILING&STAIRS
00216 2 0 1664 0 0 0 0
FORMWORKS
REMOVING
FORM WORKS FOR
00217 FIRST FLOOR 3 0 10368 0 0 0 0
COLUMNS
STEEL FIXING FOR
00218 FIRST FLOOR 2 0 14912 0 0 0 0
COLUMNS
POURING OF FIRST
00219 1 0 15948 0 0 0 0
FLOOR COLUMNS
FIRST FLOOR
COLUMNS
00220 2 0 1664 0 0 0 0
FORMWORKS
REMOVING
FIRST FLOOR
00221 CEILING&STAIRS 6 0 95040 0 0 0 0
FORMWORKS
FIRST FLOOR
00222 CEILING&STAIRS 6 0 171392 0 0 0 0
STEEL FIXING

FIRST FLOOR
00223 CEILING&STAIRS 1 0 30002 0 0 0 0
POURING
FIRST FLOOR
CEILING&STAIRS
00224 2 0 1664 0 0 0 0
FORMWORKS
REMOVING
FORM WORKS FOR
00225 UPPER ROOF 6 0 27648 0 0 0 0
ROOMS
STEEL FIXING FOR
00226 UPPER ROOF 4 0 23824 0 0 0 0
ROOMS
POURING OF
00227 UPPER ROOF 1 0 18925 0 0 0 0
ROOMS
UPPER ROOF
ROOMS
00228 2 0 1664 0 0 0 0
FORMWORKS
REMOVING
RETAINING WALL
00229 2 0 8404 0 0 0 0
INSULATION
EXTERNAL
00301 7 0 166384 0 0 0 0
MASONRY WORKS
EXTERNAL
00302 PLASTERING 11 0 100864 0 0 0 0
WORKS
EXTERNAL
PAINTING WORKS
00303 5 0 18816 0 0 0 0
BASIC-COATS FOR
ELEVATIONS

EXTERNAL
PAINTING WORKS
00304 5 0 18816 0 0 0 0
FINAL-COAT FOR
ELEVATIONS
INTERNAL
00305 8 0 43878 0 0 0 0
MASONARY WORKS
00306 PLUMBING WORKS 30 0 150000 0 0 0 0
00307 ELECTRIC WORKS 30 0 200000 0 0 0 0
WOOD SUB-
00308 3 0 0 0 0 0 0
FRAMES WORKS
INTERNAL
00309 PLASTERING 11 0 425598 0 0 0 0
WORKS
PAINTING WORKS
00310 BASIC-COATS FOR 5 0 24514 0 0 0 0
CEILINGS
PAINTING WORKS
00311 BASIC-COATS FOR 11 0 35660 0 0 0 0
WALLS
TOILETS&KITCHENS
00312 WALLS CERAMIC 5 0 17565 0 0 0 0
WORKS
TOILETS&KITCHENS
00313 FLOORING 2 0 2068 0 0 0 0
INSULATION

TOILETS&KITCHENS
00314 FLOORING 8 0 55304 0 0 0 0
CERAMIC WORKS
00315 WOOD FLOORING 8 0 36091 0 0 0 0
GRANITE
00316 8 0 86007 0 0 0 0
FLOORING
TERRAZZO
00317 7 0 23679 0 0 0 0
FLOORING
00318 ALUMINUM WORKS 3 0 50000 0 0 0 0
00319 HVAC WORKS 5 0 25000 0 0 0 0
WOOD DOOR
00320 5 0 10000 0 0 0 0
INSTALLATION
PAINTING WORKS
00321 FINAL-COAT FOR 5 0 15853 0 0 0 0
CEILINGS
PAINTING WORKS
00322 FINAL-COAT FOR 11 0 35668 0 0 0 0
WALLS
WOOD FLOOR
00323 4 0 19730 0 0 0 0
COATING

GRANITE WORKS
00324 4 0 5528 0 0 0 0
FOR STAIRS
00325 STAIRS HANDRAILS 7 0 3000 0 0 0 0
ROOF MOISTURE
00326 2 0 25000 0 0 0 0
INSULATION
ROOF THERMAL
00327 3 0 25000 0 0 0 0
INSULATION
UPPER ROOF
00328 MOISTURE 1 0 6250 0 0 0 0
INSULATION
UPPER ROOF
00329 THERMAL 1 0 6250 0 0 0 0
INSULATION
GENERAL LAYOUT
00330 20 0 100000 0 0 0 0
WORKS
Conclusion
The cost is overrun.

Final Project

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Final Project

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Management of Project Resources- PRMG 020

Document Title: Final Project Construction of a Residential Villa

THE PROFESSIONAL PROGRAM

Prepared For: Dr.Tarek Sakr

Revision No. 1 Page 1 of 126

1 Section One: Project Glossary................................................................ 3

Revision No. 1 Page 2 of 126

Revision No. 1 Page 3 of 126

Actual Cost of Work Performed (ACWP)

Baseline Finish date (BF)

Baseline Start date (BS)

Budget at Completion (BAC)

Budgeted Cost of Work Performed (BCWP)

Budgeted Cost of Work Scheduled (BCWS)

Revision No. 1 Page 4 of 126

Cost Performance Index (CPI)

Cost variance (CV)

Critical path method (CPM)

Early Finish date (EF)

Early Start date (ES)

Revision No. 1 Page 5 of 126

Earned value (EV)

Estimate at Completion (EAC)

Late Finish date (LF)

Late Start date (LS)

Organizational breakdown structure (OBS)

Precedence diagramming method (PDM)

Revision No. 1 Page 6 of 126

Schedule performance index (SPI)

Scheduled Finish date (SF)

Scheduled Start date (SS)

Work breakdown structure (WBS)

Revision No. 1 Page 7 of 126

Project Scope of Work

Revision No. 1 Page 8 of 126

2.1 Project Scope

Our Company is specialized in the field of Construction Projects management

Usual Documentation procedures and preparation works before the execution

Revision No. 1 Page 9 of 126

• Land Area : 1030 m2

In order to discuss our main problems as follow:-

Revision No. 1 Page 10 of 126

Revision No. 1 Page 11 of 126

Serial Task_code Task_name

Revision No. 1 Page 12 of 126

Serial Task_code Task_name

Revision No. 1 Page 13 of 126

Serial Task_code Task_name

Revision No. 1 Page 14 of 126

Revision No. 1 Page 15 of 126

PDM includes four types of dependencies or precedence relationships:

• Finish-to-Start: Activity A must finish before Activity B can start.

Revision No. 1 Page 16 of 126

• Lead & Lag concepts

• Float = total float = slack = path float

• Computerized (Primavera) Activity flow:

Revision No. 1 Page 17 of 126

Activity sequencing relies on inputs to create final sequence of events:

Revision No. 1 Page 18 of 126

2. Activities Precedence Relationships

Revision No. 1 Page 19 of 126

Revision No. 1 Page 20 of 126

52 00308 WOOD SUB-FRAMES WORKS 00305, 00309 00320

60 00316 GRANITE FLOORING 00310, 00311 00321, 00322