Final Project

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

Revision No. 1 of 126

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



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 reso urces ....................... 26

5.3 Report relationship between activities and cost ................................. 30

6. Section Sٍix: 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 Eٍigth: 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 Tٍen: 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

8 00108 RC FORM WORKS FOR FOUNDATIONS & TIE BEAMS& RET.WALLS

9 00109 STEEL FIXING FOR FOUNDATION & TIE BEAMS & RET.WALLS

10 00110 RC POURING FOR FOUNDATIONS & TIE BEAMS &RET.WALLS

11 00111 RC FOUNDATIONS & TIE BEAMS & RET.WALLS 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

23 00208 BASEMENT FLOOR CEILING&STAIRS FORMWORKS 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

31 00216 GROUND FLOOR CEILING&STAIRS FORMWORKS REMOVING

32 00217 FORM WORKS FOR FIRST FLOOR COLUMNS



Serial Task_code Task_name No. Activity ID Activity Name 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

47 00303 EXTERNAL PAINTING WORKS BASIC-COATS FOR ELEVATIONS

48 00304 EXTERNAL PAINTING WORKS FINAL-COAT FOR 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



Serial Task_code Task_name No. Activity ID Activity Name 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 fina l sequence of events:



2. Activities Precedence Relationships

Serial No.

Activity ID Activity Name (*)Predecessors (*)Successors

1 00101 SITE ACCESS & MOBILIZATION 00102 2 00102 SITE SURVEYING 00101 00103

3 00103 INSITE SOIL TESTS & PREPARING SOIL REPORT 00102 00104

4 00104 EXCAVATION & COMPACTION 00103 00105

5 00105 PC FORM WORKS FOR ISOLATED FOOTING

00104 00106

6 00106 PC POURING FOR ISOLATED FOOTING 00105 00107, 00108 7 00107 PC FOOTINGS FORMWORKS REMOVING 00106

8 00108 RC FORM WORKS FOR FOUNDATIONS & TIE BEAMS& RET.WALLS

00106 00109, 00110


00108 00110

10 00110 RC POURING FOR FOUNDATIONS & TIE BEAMS &RET.WALLS 00108, 00109 00111, 00201


00110 00112, 00113, 00114, 00229

12 00112 INSULATION FOR FOUNDATIONS 00111, 00113,

00204 00114

13 00113 MASONRY WORKS UP TO (SOG) LEVEL 00111 00114, 00112, 00306

14 00114 BACKFILLING UP TO SOG LEVEL 00113, 00111,

00112, 00204, 00229

00115

15 00115 SLABE ON GRADE 00114, 00204

16 00201 FORM WORKS FOR BASEMENT FLOOR COLUMNS

00110 00202, 00203

17 00202 STEEL FIXING FOR BASEMENT FLOOR COLUMNS

00201 00203

18 00203 POURING OF BASEMENT FLOOR COLUMNS

00202, 00201 00204, 00205

19 00204 BASEMENT FLOOR COLUMNS FORMWORKS REMOVING 00203

00112, 00114, 00115, 00309

20 00205 BASEMENT FLOOR CEILING&STAIRS FORMWORKS 00203

00207, 00206, 00307

21 00206 BASEMENT FLOOR CEILING&STAIRS STEEL FIXING

00205 00207

22 00207 BASEMENT FLOOR CEILING&STAIRS POURING 00206, 00205 00208, 00209

23 00208 BASEMENT FLOOR CEILING&STAIRS FORMWORKS REMOVING 00207 00305, 00309

24 00209 FORM WORKS FOR GROUND FLOOR COLUMNS 00207 00210, 00211



Serial No.


25 00210 STEEL FIXING FOR GROUND FLOOR COLUMNS

00209 00211

26 00211 POURING OF GROUND FLOOR COLUMNS

00210, 00209 00212, 00213

27 00212 GROUND FLOOR COLUMNS FORMWORKS REMOVING

00211 00309

28 00213 GROUND FLOOR CEILING&STAIRS FORMWORKS 00211 00214, 00215

29 00214 GROUND FLOOR CEILING&STAIRS STEEL FIXING 00213 00215

30 00215 GROUND FLOOR CEILING&STAIRS POURING 00214, 00213 00216, 00217

31 00216 GROUND FLOOR CEILING&STAIRS FORMWORKS REMOVING

00215 00301, 00309

32 00217 FORM WORKS FOR FIRST FLOOR COLUMNS

00215 00218, 00219

33 00218 STEEL FIXING FOR FIRST FLOOR COLUMNS

00217 00219

34 00219 POURING OF FIRST FLOOR COLUMNS 00218, 00217 00220, 00221

35 00220 FIRST FLOOR COLUMNS FORMWORKS REMOVING 00219 00309

36 00221 FIRST FLOOR CEILING&STAIRS FORMWORKS 00219 00222, 00223

37 00222 FIRST FLOOR CEILING&STAIRS STEEL FIXING 00221 00223

38 00223 FIRST FLOOR CEILING&STAIRS POURING

00222, 00221 00224, 00225

39 00224 FIRST FLOOR CEILING&STAIRS FORMWORKS REMOVING

00223 00327, 00309

40 00225 FORM WORKS FOR UPPER ROOF ROOMS

00223 00226, 00227

41 00226 STEEL FIXING FOR UPPER ROOF ROOMS 00225 00227

42 00227 POURING OF UPPER ROOF ROOMS 00226, 00225 00228

43 00228 UPPER ROOF ROOMS FORMWORKS REMOVING

00227 00329, 00330, 00301, 00305,

00309 44 00229 RETAINING WALL INSULATION 00111 00114 45 00301 EXTERNAL MASONRY WORKS 00216, 00228 00302, 00306 46 00302 EXTERNAL PLASTERING WORKS 00301 00303


00302 00304

48 00304 EXTERNAL PAINTING WORKS FINAL-COAT FOR ELEVATIONS 00303

49 00305 INTERNAL MASONARY WORKS 00208, 00228 00308, 00309, 00306, 00313



Serial No.


50 00306 PLUMBING WORKS 00113, 00301, 00305

51 00307 ELECTRIC WORKS 00205, 00330 00309

52 00308 WOOD SUB-FRAMES WORKS 00305, 00309 00320

53 00309 INTERNAL PLASTERING WORKS

00305, 00307, 00228,

00224, 00220, 00216,

00212, 00208, 00204

00310, 00311, 00321, 00322,

00308

54 00310 PAINTING WORKS BASIC-COATS FOR CEILINGS

00309

00316, 00317, 00318, 00319, 00320, 00321, 00324, 00315

55 00311 PAINTING WORKS BASIC-COATS FOR WALLS 00309

00315, 00316, 00317, 00318,

00319, 00320,

00322, 00324

56 00312 TOILETS&KITCHENS WALLS CERAMIC WORKS 00313 00314

57 00313 TOILETS&KITCHENS FLOORING INSULATION 00305 00314, 00312

58 00314 TOILETS&KITCHENS FLOORING CERAMIC WORKS

00313, 00312

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

64 00320 WOOD DOOR INSTALLATION 00308, 00310, 00311

00323

65 00321 PAINTING WORKS FINAL-COAT FOR CEILINGS

00310, 00309, 00315,

00316, 00317, 00318, 00319

00323



Serial No.


66 00322 PAINTING WORKS FINAL-COAT FOR WALLS

00311, 00315, 00316,

00317, 00318, 00319, 00309

00323

67 00323 WOOD FLOOR COATING 00322, 00321, 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 Resou rces Activity

ID Activity Name GANGS NO. OF

GANGS EQUIPMENTS MAN-POWER

00101 SITE ACCESS & MOBILIZATION 1

00102 SITE SURVEYING 1

00103 INSITE SOIL TESTS & PREPARING SOIL REPORT

1

00104 EXCAVATION & COMPACTION Excavator Truck Surveyour

2 4 1 1

00105 PC FORM WORKS FOR ISOLATED FOOTING Carpenter Helper 1 1 6

00106 PC POURING FOR ISOLATED FOOTING

0.75 Concrete

Mixer Worker

1 20 1

00107 PC FOOTINGS FORMWORKS REMOVING Carpenter Helper 1 1 1

00108 RC FORM WORKS FOR FOUNDATIONS & TIE BEAMS& RET.WALLS

Carpenter Helper 1 1 6

00109 STEEL FIXING FOR FOUNDATION & TIE BEAMS & RET.WALLS

Steel Fixer Helper 1 2 6

00110 RC POURING FOR FOUNDATIONS & TIE BEAMS &RET.WALLS

0.75 Concrete

Mixer Worker

1 20 1

00111 RC FOUNDATIONS & TIE BEAMS & RET.WALLS FORMWORKS REMOVING


00112 INSULATION FOR FOUNDATIONS Worker 2 4

00113 MASONRY WORKS UP TO (SOG) LEVEL Mason Helper 1 3 6

00114 BACKFILLING UP TO SOG LEVEL Loader Truck Supervisor

1 1 1 1

00115 SLABE ON GRADE Worker 1 20 1

00201 FORM WORKS FOR BASEMENT FLOOR COLUMNS

Carpenter Helper Worker 1 1 1 4

00202 STEEL FIXING FOR BASEMENT FLOOR COLUMNS


00203 POURING OF BASEMENT FLOOR COLUMNS

0.75 Concrete

Mixer Worker

1 20 1

00204 BASEMENT FLOOR COLUMNS FORMWORKS REMOVING


00205 BASEMENT FLOOR CEILING&STAIRS FORMWORKS


00206 BASEMENT FLOOR CEILING&STAIRS STEEL FIXING

Steel Fixer Helper 1 2 10 1



Activity



00207 BASEMENT FLOOR CEILING&STAIRS POURING

0.75 Concrete

Mixer Worker

1 20 1

00208 BASEMENT FLOOR CEILING&STAIRS FORMWORKS REMOVING

1

00209 FORM WORKS FOR GROUND FLOOR COLUMNS


00210 STEEL FIXING FOR GROUND FLOOR COLUMNS


00211 POURING OF GROUND FLOOR COLUMNS

0.75 Concrete

Mixer Worker

1 20 1

00212 GROUND FLOOR COLUMNS FORMWORKS REMOVING

1

00213 GROUND FLOOR CEILING&STAIRS FORMWORKS


00214 GROUND FLOOR CEILING&STAIRS STEEL FIXING

1 2 10

00215 GROUND FLOOR CEILING&STAIRS POURING

0.75 Concrete

Mixer Worker

1 20 1

00216 GROUND FLOOR CEILING&STAIRS FORMWORKS REMOVING


00217 FORM WORKS FOR FIRST FLOOR COLUMNS Carpenter Helper Worker 1 1 1 4

00218 STEEL FIXING FOR FIRST FLOOR COLUMNS Steel Fixer Helper 1 2 3

00219 POURING OF FIRST FLOOR COLUMNS

0.75 Concrete

Mixer Worker

1 20 1

00220 FIRST FLOOR COLUMNS FORMWORKS REMOVING


00221 FIRST FLOOR CEILING&STAIRS FORMWORKS Carpenter Helper Worker 2 2 1 6

00222 FIRST FLOOR CEILING&STAIRS STEEL FIXING 1 2 10

00223 FIRST FLOOR CEILING&STAIRS POURING

0.75 Concrete

Mixer Worker

1 20 1

00224 FIRST FLOOR CEILING&STAIRS FORMWORKS REMOVING




Activity



00225 FORM WORKS FOR UPPER ROOF ROOMS Carpenter Helper Worker 1 1 1 4

00226 STEEL FIXING FOR UPPER ROOF ROOMS 1 2 3

00227 POURING OF UPPER ROOF ROOMS

0.75 Concrete

Mixer Worker

1 20 1

00228 UPPER ROOF ROOMS FORMWORKS REMOVING


00229 RETAINING WALL INSULATION Mason Helper 1 3 6

00301 EXTERNAL MASONRY WORKS

Plaster Painter

Helper

1 3 3

00302 EXTERNAL PLASTERING WORKS Painter Helper 1 1 3

00303 EXTERNAL PAINTING WORKS BASIC-COATS FOR ELEVATIONS

Skilled Worker

Worker

1 1 3

00304 EXTERNAL PAINTING WORKS FINAL-COAT FOR ELEVATIONS

Mason Helper 1 3 3

00305 INTERNAL MASONARY WORKS 1

00306 PLUMBING WORKS 1

00307 ELECTRIC WORKS Worker 2 2

00308 WOOD SUB-FRAMES WORKS

Plaster Painter

Helper

1 3 12

00309 INTERNAL PLASTERING WORKS Painter Helper 1 1 3

00310 PAINTING WORKS BASIC-COATS FOR CEILINGS

Painter Helper 1 1 3

00311 PAINTING WORKS BASIC-COATS FOR WALLS

Skilled Worker

Worker

1 2 2

00312 TOILETS&KITCHENS WALLS CERAMIC WORKS Workers 2 1

00313 TOILETS&KITCHENS FLOORING INSULATION

Skilled Worker

Worker

1 2 2

00314 TOILETS&KITCHENS FLOORING CERAMIC WORKS


00315 WOOD FLOORING

Skilled Worker

Worker

1 2 2



Activity ID Activity Name

GANGS NO. OF GANGS EQUIPMENTS MAN-POWER

00316 GRANITE FLOORING

Skilled Worker

Worker

1 2 2

00317 TERRAZZO FLOORING Workers 2 10

00318 ALUMINUM WORKS 1

00319 HVAC WORKS Worker 2 1

00320 WOOD DOOR INSTALLATION Painter Helper 1 1 3

00321 PAINTING WORKS FINAL-COAT FOR CEILINGS


00322 PAINTING WORKS FINAL-COAT FOR WALLS


00323 WOOD FLOOR COATING

Skilled Worker

Worker

1 2 1

00324 GRANITE WORKS FOR STAIRS 1

00325 STAIRS HANDRAILS Worker 5 1

00326 ROOF MOISTURE INSULATION Worker 5 1

00327 ROOF THERMAL INSULATION Worker 5 1

00328 UPPER ROOF MOISTURE INSULATION

Worker 5 1

00329 UPPER ROOF THERMAL 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 & Quantit y” of each resource. If we want to add a room to our present setup in the u niversity, we estimate how much money, men, materials and machines would b e required. We would further estimate cost of furniture and gadget s for the room such as white-board, multimedia, clock, air-conditioners an d tube- lights.

“Resource loading” is assigning resources to activi ties. 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 fini shing. The money, men, materials and machines, as given in the budget, wou ld be re-distributed in terms of activities.

To sum up, “Resource Loading” is the process of ass igning resources for each and every activity required for the project.

WHAT IS RESOURCE LEVELING?

Resource leveling is a sort of adjustment. If resou rces are provided as per schedule, there would be no need for resource level ing. 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 act ivities or do the job in small lots. The ultimate objective would be to comp lete the project within the same cost and time constraints. For this purpos e, 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 No.

Activity ID Activity Name (*)Resource IDs

1 00101 SITE ACCESS & MOBILIZATION 2 00102 SITE SURVEYING

3 00103 INSITE SOIL TESTS & PREPARING SOIL REPORT

4 00104 EXCAVATION & COMPACTION GN120 5 00105 PC FORM WORKS FOR ISOLATED FOOTING GN010

6 00106 PC POURING FOR ISOLATED FOOTING MT010, MT020,

MT030, MT040, GN030

7 00107 PC FOOTINGS FORMWORKS REMOVING GN012

8 00108 RC FORM WORKS FOR FOUNDATIONS & TIE BEAMS& RET.WALLS GN011


MT050, GN020

10 00110 RC POURING FOR FOUNDATIONS & TIE BEAMS &RET.WALLS

MT010, MT020, MT030,

MT040, GN031


GN012

12 00112 INSULATION FOR FOUNDATIONS

13 00113 MASONRY WORKS UP TO (SOG) LEVEL GN040, MT060,

MT010, MT030

14 00114 BACKFILLING UP TO SOG LEVEL GN121, MT030

15 00115 SLABE ON GRADE MT010, MT020,

MT030, MT040, GN030

16 00201 FORM WORKS FOR BASEMENT FLOOR COLUMNS GN013

17 00202 STEEL FIXING FOR BASEMENT FLOOR COLUMNS

GN021, MT050

18 00203 POURING OF BASEMENT FLOOR COLUMNS MT010, MT020,

MT030, MT040, GN031

19 00204 BASEMENT FLOOR COLUMNS FORMWORKS REMOVING

GN012

20 00205 BASEMENT FLOOR CEILING&STAIRS FORMWORKS GN014

21 00206 BASEMENT FLOOR CEILING&STAIRS STEEL FIXING GN022, MT050



Serial No.


22 00207 BASEMENT FLOOR CEILING&STAIRS POURING MT010, MT020,

MT030, MT040, GN031

23 00208 BASEMENT FLOOR CEILING&STAIRS FORMWORKS REMOVING

GN012

24 00209 FORM WORKS FOR GROUND FLOOR COLUMNS GN013 25 00210 STEEL FIXING FOR GROUND FLOOR COLUMNS GN021, MT050

26 00211 POURING OF GROUND FLOOR COLUMNS MT010, MT020,

MT030, MT040, GN031

27 00212 GROUND FLOOR COLUMNS FORMWORKS REMOVING GN012

28 00213 GROUND FLOOR CEILING&STAIRS FORMWORKS GN014 29 00214 GROUND FLOOR CEILING&STAIRS STEEL FIXING MT050, GN022

30 00215 GROUND FLOOR CEILING&STAIRS POURING MT010, MT020,

MT030, MT040, GN031

31 00216 GROUND FLOOR CEILING&STAIRS FORMWORKS REMOVING GN012

32 00217 FORM WORKS FOR FIRST FLOOR COLUMNS GN013 33 00218 STEEL FIXING FOR FIRST FLOOR COLUMNS GN021, MT050

34 00219 POURING OF FIRST FLOOR COLUMNS MT010, MT020,

MT030, MT040, GN031

35 00220 FIRST FLOOR COLUMNS FORMWORKS REMOVING

GN012

36 00221 FIRST FLOOR CEILING&STAIRS FORMWORKS GN014 37 00222 FIRST FLOOR CEILING&STAIRS STEEL FIXING MT050, GN022

38 00223 FIRST FLOOR CEILING&STAIRS POURING MT010, MT020,

MT030, MT040, GN031

39 00224 FIRST FLOOR CEILING&STAIRS FORMWORKS REMOVING GN012

40 00225 FORM WORKS FOR UPPER ROOF ROOMS GN013 41 00226 STEEL FIXING FOR UPPER ROOF ROOMS GN021, MT050

42 00227 POURING OF UPPER ROOF ROOMS MT010, MT020,

MT030, MT040, GN031

43 00228 UPPER ROOF ROOMS FORMWORKS REMOVING GN012 44 00229 RETAINING WALL INSULATION

45 00301 EXTERNAL MASONRY WORKS GN040, MT060, MT010, MT030



Serial No.


46 00302 EXTERNAL PLASTERING WORKS MT010, MT030, GN050


MT080, MT100, MT090, GN061

48 00304 EXTERNAL PAINTING WORKS FINAL-COAT FOR ELEVATIONS

GN061, MT090, MT100, MT080

49 00305 INTERNAL MASONARY WORKS MT060, MT010, MT030, GN040

50 00306 PLUMBING WORKS 51 00307 ELECTRIC WORKS 52 00308 WOOD SUB-FRAMES WORKS

53 00309 INTERNAL PLASTERING WORKS GN051, MT010, MT030

54 00310 PAINTING WORKS BASIC-COATS FOR CEILINGS GN051, MT080, MT100, MT090

55 00311 PAINTING WORKS BASIC-COATS FOR WALLS MT090, MT100, MT080, GN060

56 00312 TOILETS&KITCHENS WALLS CERAMIC WORKS

MT110, MT120, MT030,

MT040, GN070, MT130

57 00313 TOILETS&KITCHENS FLOORING INSULATION

58 00314 TOILETS&KITCHENS FLOORING CERAMIC WORKS

MT110, MT040, MT120,

MT030, GN070, MT130

59 00315 WOOD FLOORING

60 00316 GRANITE FLOORING MT110, MT120,

MT030, GN080, MT140

61 00317 TERRAZZO FLOORING MT110, MT120,

MT030, GN090, MT150

62 00318 ALUMINUM WORKS 63 00319 HVAC WORKS 64 00320 WOOD DOOR INSTALLATION

65 00321 PAINTING WORKS FINAL-COAT FOR CEILINGS GN060, MT080, MT090, MT100

66 00322 PAINTING WORKS FINAL-COAT FOR WALLS GN060, MT090, MT100, MT080

67 00323 WOOD FLOOR COATING GN131, MT080

68 00324 GRANITE WORKS FOR STAIRS MT110, MT120,

MT030, GN080, MT140

69 00325 STAIRS HANDRAILS 70 00326 ROOF MOISTURE INSULATION



Serial No.


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 ID

Activity Name Original

Duration(d) (*)Budgeted

Total Cost(LE) (*)BL1

Duration(d) (*)BL1 Total

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


5 54,912 10 49,920

00109 STEEL FIXING FOR FOUNDATION & TIE BEAMS &

RET.WALLS 5 148,032 10 83,520

00110 RC POURING FOR FOUNDATIONS & TIE BEAMS

&RET.WALLS 3 85,140 3 85,140

00111 RC FOUNDATIONS & TIE BEAMS & RET.WALLS

FORMWORKS REMOVING 2 1,664 2 1,664

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

00204 BASEMENT FLOOR COLUMNS FORMWORKS

REMOVING 2 1,664 2 1,664

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

00208 BASEMENT FLOOR CEILING&STAIRS FORMWORKS

REMOVING 2 1,664 2 1,664

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



00212 GROUND FLOOR COLUMNS FORMWORKS

REMOVING 2 1,664 2 1,664

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

00216 GROUND FLOOR CEILING&STAIRS FORMWORKS

REMOVING 2 1,664 2 1,664

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

00224 FIRST FLOOR CEILING&STAIRS FORMWORKS

REMOVING 2 1,664 2 1,664

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

00303 EXTERNAL PAINTING WORKS BASIC-COATS FOR

ELEVATIONS 5 18,816 5 18,816

00304 EXTERNAL PAINTING WORKS FINAL-COAT FOR ELEVATIONS

5 18,816 5 18,816

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 Cost(LE)

3,447,234 Total BL1 Total

Cost(LE) 3,190,047

Crashing Cost(LE)

257,187

Days to be

crashed 43

Crashing Cost per day(LE)

5,981



9.2 PDM network



9.3 Gantt chart after crashing



9.4 CPM calculations after crashing

Activity

ID Activity Name Original

Duration(d) (*)BL1

Duration(d) (*)Early

Start (*)Early Finish

(*)Late Start (*)Late Finish

(*)Free Float(d)

(*)Total Float(d)

00101 SITE ACCESS & MOBILIZATION

5 5 01/06/2010 07:30:00

07/06/2010 11:30:00

01/06/2010 07:30:00

07/06/2010 11:30:00

0 0

00102 SITE SURVEYING 2 2 07/06/2010 11:30:00

09/06/2010 09:30:00

07/06/2010 11:30:00

09/06/2010 09:30:00

0 0

00103 INSITE SOIL TESTS &

PREPARING SOIL REPORT 5 5

07/06/2010 11:30:00

13/06/2010 15:30:00

07/06/2010 11:30:00

13/06/2010 15:30:00

0 0

00104 EXCAVATION & COMPACTION

4 4 13/06/2010 15:30:00

17/06/2010 11:30:00

13/06/2010 15:30:00

17/06/2010 11:30:00

0 0

00105 PC FORM WORKS FOR ISOLATED FOOTING

4 7 17/06/2010 11:30:00

22/06/2010 12:30:00

17/06/2010 11:30:00

22/06/2010 12:30:00

0 0

00106 PC POURING FOR

ISOLATED FOOTING 3 3 22/06/2010 12:30:00

27/06/2010 09:30:00

22/06/2010 12:30:00

27/06/2010 09:30:00 0 0

00107 PC FOOTINGS

FORMWORKS REMOVING 2 2

28/06/2010 08:30:00

29/06/2010 15:30:00

23/11/2010 14:33:00

25/11/2010 12:33:00

120 120


5 10 27/06/2010 09:30:00

01/07/2010 13:30:00

27/06/2010 09:30:00

01/07/2010 13:30:00

0 0

00109 STEEL FIXING FOR

FOUNDATION & TIE BEAMS & RET.WALLS

5 10 29/06/2010 15:30:00

06/07/2010 10:30:00

29/06/2010 15:30:00

06/07/2010 10:30:00

0 0



00110 RC POURING FOR

FOUNDATIONS & TIE BEAMS &RET.WALLS

3 3 06/07/2010 10:30:00

08/07/2010 16:30:00

06/07/2010 10:30:00

08/07/2010 16:30:00

0 0

00111 RC FOUNDATIONS & TIE

BEAMS & RET.WALLS FORMWORKS REMOVING

2 2 11/07/2010 15:30:00

13/07/2010 13:30:00

12/10/2010 12:33:00

14/10/2010 10:33:00

0 75

00112 INSULATION FOR FOUNDATIONS

6 6 21/07/2010 07:30:00

28/07/2010 10:30:00

15/11/2010 12:33:00

22/11/2010 15:33:00

0 94

00113 MASONRY WORKS UP TO

(SOG) LEVEL 4 8

13/07/2010 13:30:00

19/07/2010 09:30:00

14/10/2010 10:33:00

19/10/2010 15:33:00

2 75

00114 BACKFILLING UP TO SOG

LEVEL 2 2

28/07/2010 10:30:00

01/08/2010 08:30:00

22/11/2010 15:33:00

24/11/2010 13:33:00

0 94

00115 SLABE ON GRADE 1 1 01/08/2010 08:30:00

01/08/2010 16:30:00

24/11/2010 13:33:00

25/11/2010 12:33:00

94 94

00201 FORM WORKS FOR BASEMENT FLOOR

COLUMNS 3 3

11/07/2010 07:30:00

13/07/2010 13:30:00

11/07/2010 07:30:00

13/07/2010 13:30:00

0 0

00202 STEEL FIXING FOR BASEMENT FLOOR

COLUMNS 3 3

12/07/2010 14:30:00

15/07/2010 11:30:00

12/07/2010 14:30:00

15/07/2010 11:30:00

0 0

00203 POURING OF BASEMENT

FLOOR COLUMNS 1 1

15/07/2010 11:30:00

18/07/2010 10:30:00

15/07/2010 11:30:00

18/07/2010 10:30:00

0 0

00204 BASEMENT FLOOR

COLUMNS FORMWORKS REMOVING

2 2 19/07/2010 09:30:00

20/07/2010 16:30:00

28/09/2010 14:30:00

30/09/2010 12:30:00

0 58



00205 BASEMENT FLOOR CEILING&STAIRS

FORMWORKS 6 6

18/07/2010 10:30:00

25/07/2010 13:30:00

18/07/2010 10:30:00

25/07/2010 13:30:00

0 0

00206 BASEMENT FLOOR

CEILING&STAIRS STEEL FIXING

5 10 20/07/2010 08:30:00

26/07/2010 12:30:00

20/07/2010 08:30:00

26/07/2010 12:30:00

0 0


POURING 1 1

26/07/2010 12:30:00

27/07/2010 11:30:00

26/07/2010 12:30:00

27/07/2010 11:30:00

0 0



12/08/2010 15:30:00

16/08/2010 13:30:00

23/09/2010 09:30:00

26/09/2010 16:30:00

31 33

00209 FORM WORKS FOR

GROUND FLOOR COLUMNS

4 4 27/07/2010 11:30:00

01/08/2010 16:30:00

27/07/2010 11:30:00

01/08/2010 16:30:00

0 0

00210 STEEL FIXING FOR GROUND FLOOR

COLUMNS 3 3

29/07/2010 09:30:00

02/08/2010 15:30:00

29/07/2010 09:30:00

02/08/2010 15:30:00

0 0

00211 POURING OF GROUND

FLOOR COLUMNS 1 1

02/08/2010 15:30:00

03/08/2010 14:30:00

02/08/2010 15:30:00

03/08/2010 14:30:00

0 0

00212 GROUND FLOOR

COLUMNS FORMWORKS REMOVING

2 2 04/08/2010 13:30:00

08/08/2010 11:30:00

28/09/2010 14:30:00

30/09/2010 12:30:00

44 44

00213 GROUND FLOOR CEILING&STAIRS

FORMWORKS 6 9

03/08/2010 14:30:00

11/08/2010 08:30:00

03/08/2010 14:30:00

11/08/2010 08:30:00

0 0

00214 GROUND FLOOR


6 11 08/08/2010 11:30:00

15/08/2010 10:30:00

08/08/2010 11:30:00

15/08/2010 10:30:00

0 0




POURING 1 1

15/08/2010 10:30:00

16/08/2010 09:30:00

15/08/2010 10:30:00

16/08/2010 09:30:00

0 0



01/09/2010 13:30:00

05/09/2010 11:30:00

28/09/2010 14:30:00

30/09/2010 12:30:00

18 22

00217 FORM WORKS FOR FIRST

FLOOR COLUMNS 3 3

16/08/2010 09:30:00

18/08/2010 15:30:00

16/08/2010 09:30:00

18/08/2010 15:30:00

0 0

00218 STEEL FIXING FOR FIRST

FLOOR COLUMNS 2 2

18/08/2010 07:30:00

19/08/2010 14:30:00

18/08/2010 07:30:00

19/08/2010 14:30:00

0 0


1 1 19/08/2010 14:30:00

22/08/2010 13:30:00

19/08/2010 14:30:00

22/08/2010 13:30:00

0 0

00220 FIRST FLOOR COLUMNS


23/08/2010 12:30:00

25/08/2010 10:30:00

28/09/2010 14:30:00

30/09/2010 12:30:00

30 30

00221 FIRST FLOOR

CEILING&STAIRS FORMWORKS

6 9 22/08/2010 13:30:00

29/08/2010 16:30:00

22/08/2010 13:30:00

29/08/2010 16:30:00

0 0

00222 FIRST FLOOR


6 11 25/08/2010 10:30:00

01/09/2010 09:30:00

25/08/2010 10:30:00

01/09/2010 09:30:00

0 0

00223 FIRST FLOOR

CEILING&STAIRS POURING

1 1 01/09/2010 09:30:00

02/09/2010 08:30:00

01/09/2010 09:30:00

02/09/2010 08:30:00

0 0

00224 FIRST FLOOR

CEILING&STAIRS FORMWORKS REMOVING

2 2 20/09/2010 12:30:00

22/09/2010 10:30:00

28/09/2010 14:30:00

30/09/2010 12:30:00

0 7



00225 FORM WORKS FOR UPPER

ROOF ROOMS 6 6

02/09/2010 08:30:00

09/09/2010 11:30:00

02/09/2010 08:30:00

09/09/2010 11:30:00

0 0

00226 STEEL FIXING FOR UPPER

ROOF ROOMS 4 4

05/09/2010 15:30:00

09/09/2010 11:30:00

05/09/2010 15:30:00

09/09/2010 11:30:00

0 0

00227 POURING OF UPPER

ROOF ROOMS 1 1

09/09/2010 11:30:00

12/09/2010 10:30:00

09/09/2010 11:30:00

12/09/2010 10:30:00

0 0

00228 UPPER ROOF ROOMS


28/09/2010 14:30:00

30/09/2010 12:30:00

28/09/2010 14:30:00

30/09/2010 12:30:00

0 0

00229 RETAINING WALL

INSULATION 2 2

13/07/2010 13:30:00

15/07/2010 11:30:00

21/11/2010 08:33:00

22/11/2010 15:33:00

10 104

00301 EXTERNAL MASONRY

WORKS 7 14

27/09/2010 15:28:00

06/10/2010 08:30:00

24/10/2010 08:18:00

01/11/2010 10:20:00

0 20

00302 EXTERNAL PLASTERING

WORKS 11 21

06/10/2010 08:30:00

19/10/2010 11:43:00

01/11/2010 10:20:00

14/11/2010 13:33:00

0 20

00303 EXTERNAL PAINTING WORKS BASIC-COATS

FOR ELEVATIONS 5 5

19/10/2010 11:43:00

25/10/2010 15:43:00

14/11/2010 13:33:00

21/11/2010 08:33:00

0 20

00304 EXTERNAL PAINTING

WORKS FINAL-COAT FOR ELEVATIONS

5 5 25/10/2010 15:43:00

01/11/2010 10:43:00

21/11/2010 08:33:00

25/11/2010 12:33:00

20 20

00305 INTERNAL MASONARY WORKS

8 8 23/09/2010 09:30:00

04/10/2010 10:30:00

27/09/2010 07:30:00

06/10/2010 08:30:00

0 2



00306 PLUMBING WORKS 30 30 02/09/2010 08:30:00

10/10/2010 14:30:00

19/10/2010 15:33:00

25/11/2010 12:33:00

38 38

00307 ELECTRIC WORKS 30 30 19/09/2010 13:30:00

26/10/2010 10:30:00

30/09/2010 12:30:00

08/11/2010 09:30:00

10 10

00308 WOOD SUB-FRAMES

WORKS 3 3

11/10/2010 13:33:00

14/10/2010 10:33:00

10/11/2010 15:33:00

15/11/2010 12:33:00

11 25

00309 INTERNAL PLASTERING

WORKS 11 22

30/09/2010 12:30:00

14/10/2010 10:33:00

30/09/2010 12:30:00

14/10/2010 10:33:00

0 0

00310 PAINTING WORKS BASIC-

COATS FOR CEILINGS 5 5

14/10/2010 10:33:00

20/10/2010 14:33:00

21/10/2010 13:33:00

28/10/2010 08:33:00

6 6

00311 PAINTING WORKS BASIC-

COATS FOR WALLS 11 11

14/10/2010 10:33:00

28/10/2010 08:33:00

14/10/2010 10:33:00

28/10/2010 08:33:00

0 0

00312 TOILETS&KITCHENS

WALLS CERAMIC WORKS 5 5

30/09/2010 12:30:00

06/10/2010 16:30:00

10/11/2010 11:33:00

16/11/2010 15:33:00

0 33


FLOORING INSULATION 2 2

28/09/2010 14:30:00

30/09/2010 12:30:00

08/11/2010 13:33:00

10/11/2010 11:33:00

0 33

00314 TOILETS&KITCHENS FLOORING CERAMIC

WORKS 8 15

07/10/2010 07:30:00

17/10/2010 13:30:00

16/11/2010 15:33:00

25/11/2010 12:33:00

33 33

00315 WOOD FLOORING 8 10 28/10/2010 08:33:00

08/11/2010 09:33:00

28/10/2010 08:33:00

08/11/2010 09:33:00

0 0



00316 GRANITE FLOORING 8 16 28/10/2010 08:33:00

08/11/2010 09:33:00

28/10/2010 08:33:00

08/11/2010 09:33:00

0 0

00317 TERRAZZO FLOORING 7 7 28/10/2010 08:33:00

07/11/2010 10:33:00

31/10/2010 07:33:00

08/11/2010 09:33:00

1 1

00318 ALUMINUM WORKS 3 3 28/10/2010 08:33:00

01/11/2010 14:33:00

03/11/2010 12:33:00

08/11/2010 09:33:00

5 5

00319 HVAC WORKS 5 5 28/10/2010 08:33:00

03/11/2010 12:33:00

01/11/2010 14:33:00

08/11/2010 09:33:00

3 3

00320 WOOD DOOR

INSTALLATION 5 5

28/10/2010 08:33:00

03/11/2010 12:33:00

15/11/2010 12:33:00

22/11/2010 07:33:00

14 14

00321 PAINTING WORKS FINAL-

COAT FOR CEILINGS 5 5

08/11/2010 09:33:00

14/11/2010 13:33:00

15/11/2010 12:33:00

22/11/2010 07:33:00

6 6

00322 PAINTING WORKS FINAL-

COAT FOR WALLS 11 11

08/11/2010 09:33:00

22/11/2010 07:33:00

08/11/2010 09:33:00

22/11/2010 07:33:00

0 0

00323 WOOD FLOOR COATING 4 4 22/11/2010 07:33:00

25/11/2010 12:33:00

22/11/2010 07:33:00

25/11/2010 12:33:00

0 0

00324 GRANITE WORKS FOR

STAIRS 4 4

28/10/2010 08:33:00

02/11/2010 13:33:00

11/11/2010 14:33:00

17/11/2010 10:33:00

0 12

00325 STAIRS HANDRAILS 7 7 02/11/2010 13:33:00

10/11/2010 15:33:00

17/11/2010 10:33:00

25/11/2010 12:33:00

12 12



00326 ROOF MOISTURE

INSULATION 2 2

27/09/2010 07:30:00

28/09/2010 14:30:00

23/11/2010 14:33:00

25/11/2010 12:33:00

47 47

00327 ROOF THERMAL

INSULATION 3 3

22/09/2010 10:30:00

26/09/2010 16:30:00

21/11/2010 08:33:00

23/11/2010 14:33:00

0 47

00328 UPPER ROOF MOISTURE

INSULATION 1 1

03/10/2010 11:30:00

04/10/2010 10:30:00

24/11/2010 13:33:00

25/11/2010 12:33:00

43 43

00329 UPPER ROOF THERMAL

INSULATION 1 1

30/09/2010 12:30:00

03/10/2010 11:30:00

23/11/2010 14:33:00

24/11/2010 13:33:00

0 43

00330 GENERAL LAYOUT WORKS 20 20 30/09/2010 12:30:00

26/10/2010 10:30:00

13/10/2010 11:30:00

08/11/2010 09:30:00

0 10



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 spend ing. 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 pro cess 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

Activity ID

Activity Name Original

Duration(d) (*)Actual

Duration(d)

(*)Budgeted Total

Cost(LE)

(*)Earned Value

Cost(LE)

(*)Actual Total

Cost(LE)

(*)Cost Variance(LE)

(*)Cost Variance

Index

00101 SITE ACCESS & MOBILIZATION

5 5 10000 10000 10750 -750 -0.08

00102 SITE SURVEYING 2 2 5000 5000 5000 0 0

00103 INSITE SOIL TESTS & PREPARING SOIL

REPORT 5 5 1500 1500 1500 0 0

00104 EXCAVATION & COMPACTION

4 0 89600 89600 92400 -2800 -0.03

00105 PC FORM WORKS

FOR ISOLATED FOOTING

4 0 36960 33600 33600 0 0

00106 PC POURING FOR

ISOLATED FOOTING 3 0 68755 68755 70730 -1975 -0.03

00107 PC FOOTINGS FORMWORKS

REMOVING 2 2 1664 1664 0 1664 1

00108

RC FORM WORKS FOR FOUNDATIONS

& TIE BEAMS& RET.WALLS

5 0 54912 49920 49920 0 0



00109

STEEL FIXING FOR FOUNDATION & TIE

BEAMS & RET.WALLS

5 8 148032 83520 141120 -57600 -0.69

00110

RC POURING FOR FOUNDATIONS &

TIE BEAMS &RET.WALLS

3 3 85140 85140 86115 -975 -0.01

00111

RC FOUNDATIONS & TIE BEAMS &

RET.WALLS FORMWORKS

REMOVING

2 0 1664 1664 1664 0 0

00112 INSULATION FOR FOUNDATIONS

6 6 18240 18240 18500 -260 -0.01

00113 MASONRY WORKS UP TO (SOG) LEVEL

4 4 93747 30669 87334 -56665 -1.85

00114 BACKFILLING UP TO

SOG LEVEL 2 0 25500 0 0 0 0

00115 SLABE ON GRADE 1 0 24965 0 0 0 0

00201 FORM WORKS FOR BASEMENT FLOOR

COLUMNS 3 0 13824 0 0 0 0

00202 STEEL FIXING FOR BASEMENT FLOOR

COLUMNS 3 0 11856 0 0 0 0



00203 POURING OF

BASEMENT FLOOR COLUMNS

1 0 16215 0 0 0 0

00204

BASEMENT FLOOR COLUMNS

FORMWORKS REMOVING

2 0 1664 0 0 0 0


FORMWORKS 6 0 57600 0 0 0 0


STEEL FIXING 5 0 145053 0 0 0 0


POURING 1 0 24345 0 0 0 0

00208

BASEMENT FLOOR CEILING&STAIRS

FORMWORKS REMOVING

2 0 1664 0 0 0 0



4 0 18432 0 0 0 0

00210 STEEL FIXING FOR GROUND FLOOR

COLUMNS 3 0 20368 0 0 0 0

00211 POURING OF


1 0 16784 0 0 0 0

00212


FORMWORKS REMOVING

2 0 1664 0 0 0 0




FORMWORKS 6 0 95040 0 0 0 0


STEEL FIXING 6 0 171392 0 0 0 0


POURING 1 0 30012 0 0 0 0

00216

GROUND FLOOR CEILING&STAIRS

FORMWORKS REMOVING

2 0 1664 0 0 0 0


FIRST FLOOR COLUMNS

3 0 10368 0 0 0 0


FIRST FLOOR COLUMNS

2 0 14912 0 0 0 0


1 0 15948 0 0 0 0

00220

FIRST FLOOR COLUMNS

FORMWORKS REMOVING

2 0 1664 0 0 0 0

00221 FIRST FLOOR

CEILING&STAIRS FORMWORKS

6 0 95040 0 0 0 0

00222 FIRST FLOOR


6 0 171392 0 0 0 0



00223 FIRST FLOOR

CEILING&STAIRS POURING

1 0 30002 0 0 0 0

00224

FIRST FLOOR CEILING&STAIRS

FORMWORKS REMOVING

2 0 1664 0 0 0 0


UPPER ROOF ROOMS

6 0 27648 0 0 0 0


UPPER ROOF ROOMS

4 0 23824 0 0 0 0

00227 POURING OF UPPER ROOF

ROOMS 1 0 18925 0 0 0 0

00228

UPPER ROOF ROOMS

FORMWORKS REMOVING

2 0 1664 0 0 0 0

00229 RETAINING WALL

INSULATION 2 0 8404 0 0 0 0

00301 EXTERNAL

MASONRY WORKS 7 0 166384 0 0 0 0

00302 EXTERNAL

PLASTERING WORKS

11 0 100864 0 0 0 0

00303

EXTERNAL PAINTING WORKS BASIC-COATS FOR

ELEVATIONS

5 0 18816 0 0 0 0



00304

EXTERNAL PAINTING WORKS FINAL-COAT FOR

ELEVATIONS

5 0 18816 0 0 0 0

00305 INTERNAL

MASONARY WORKS 8 0 43878 0 0 0 0

00306 PLUMBING WORKS 30 0 150000 0 0 0 0

00307 ELECTRIC WORKS 30 0 200000 0 0 0 0

00308 WOOD SUB-FRAMES WORKS

3 0 0 0 0 0 0

00309 INTERNAL

PLASTERING WORKS

11 0 425598 0 0 0 0

00310 PAINTING WORKS BASIC-COATS FOR

CEILINGS 5 0 24514 0 0 0 0

00311 PAINTING WORKS BASIC-COATS FOR

WALLS 11 0 35660 0 0 0 0


WALLS CERAMIC WORKS

5 0 17565 0 0 0 0


FLOORING INSULATION

2 0 2068 0 0 0 0




FLOORING CERAMIC WORKS

8 0 55304 0 0 0 0

00315 WOOD FLOORING 8 0 36091 0 0 0 0

00316 GRANITE

FLOORING 8 0 86007 0 0 0 0

00317 TERRAZZO FLOORING

7 0 23679 0 0 0 0

00318 ALUMINUM WORKS 3 0 50000 0 0 0 0

00319 HVAC WORKS 5 0 25000 0 0 0 0

00320 WOOD DOOR

INSTALLATION 5 0 10000 0 0 0 0

00321 PAINTING WORKS FINAL-COAT FOR

CEILINGS 5 0 15853 0 0 0 0

00322 PAINTING WORKS FINAL-COAT FOR

WALLS 11 0 35668 0 0 0 0

00323 WOOD FLOOR COATING

4 0 19730 0 0 0 0



00324 GRANITE WORKS

FOR STAIRS 4 0 5528 0 0 0 0

00325 STAIRS HANDRAILS 7 0 3000 0 0 0 0

00326 ROOF MOISTURE

INSULATION 2 0 25000 0 0 0 0

00327 ROOF THERMAL

INSULATION 3 0 25000 0 0 0 0

00328 UPPER ROOF

MOISTURE INSULATION

1 0 6250 0 0 0 0

00329 UPPER ROOF

THERMAL INSULATION

1 0 6250 0 0 0 0

00330 GENERAL LAYOUT

WORKS 20 0 100000 0 0 0 0

Conclusion The cost is overrun.

Final Project

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