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RD-Ri34 066 A CONSTRUCTION MANAGEMENT SYSTEM-MICROCOMPUTER PROGRAM i/i(U) NORTH CAROLINA STATE UNI'Y RALEIGH DEPT OF CIVILENGINEERING L ELKINS AUG 83
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MICROCOPY RESOLUTION TEST CHARTNATIONAL BUREAU OF STANDARDS- 1963-A
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CIVIL ENGINEERING DEP RTMENT
A CONSTRUCTION MANAGEMENT SYSTEM MICROCOMPUTER PROGRAM
.4
* by
Larry Elkins
A Report for
CE 598A - Civil Engineering Projects
Under Dr. S. W. Nunnally
Civil Engineering Department
North Carolina State University
Raleigh, N.C.
August 1983
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A CONSTRUCTION MANAGEMENT SYSTEM
MICROCOMPUTER PROGRAM
by
LARRY ELKINS
A Report for
CE 598A - Civil Engineering Projects
Under Dr. S. W. Nunnally
Civil Engineering DepartmentNorth Carolina State University
Raleigh, N.C.
August 1983
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tjuionl 13.'
A CONSTRUCTION MANAGEMENT SYSTEM
MICROCOMPUTER PROGRAM
Larry Elkins
ABSTRACT
A microcomputer program is presented that enables a construction
project manager to more effectively manage one or more construction
projects. The objective of this construction management system program
is to provide a comparison of planned and actual time and cost at any
time throughout the project life. The program employs one of the most
common network planning methods in use today, the Critical Path Method
(CPM). The cost comparisons are obtained by utilizing the cost variance
techniques of Pilcher. The program calculates CPM network values for
the original planned and the actual networks as they are entered. Then
the program compares durations and costs for each activity and provides
a cost variance for all actual values that have been entered. A total
project time, cost and profit variance is calculated. Also, any
activity on the critical path can be crashed, thereby reducing project
duration and increasing project direct cost. This program has been
developed on an Intertec SuperBrain microcomputer system and is written
in Microsoft's BASIC-80 computer programing language.
.. .I .. . .. .I .. . . . . . .. '" :''", " ' ""A;
TABLE OF CONTENTS
Page
LIST OF FIGURES . . . . . . . . . . . . . . . . . . ... . . . .. iv
LIST OF TABLES. . . . . . . . . . . . . . . . . . . . . . . . . . . v
1. INTRODUCTION . .. .. .. .. . . . . . . . .... ..... 1
1.1 The Contract Construction Industry . . . . . . . . . . . . 11.2 The Project Manager. . ........ . . . ..... . 1
2. THE CRITICAL PATH METHOD .E. ........... 3
2.1 Description . ..... . . . . . . . 32.2 Network Interrelationships ..... . . . . . . . . . . 42.3 Calculations ........ 42.4 Critical Path A naiys s s 8
3. COST VARIANCE ANALYSIS .................... 9
3.1 Description. . . . . . . . . . . . . . . . . . . . . . . .3.2 Calculations . . 0 . . . . . .. . . . . . .* . .* . . . 9
4. MICROCOPUTER PROGRAM ..................... 13
4.1 Program Description. ... ..... . ..... . 134.2 Program Flow Chart .. .. . .. .. . . . .. .. . .. . 164.3 Program Listing . . . . 184.4 Notation of the Variables Used . 364.5 Limitations of the Program . . . . . .. . . . . . . . . . 394.6 Operating Instructions .................. 40
S. EXAMPLE 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
5.1 Data Input, Output and Results . . . . . . . . . . . . . . 45
6. CONCLUSIONS AND RECOMENDATIONS . .............. 63
7.* REFERENCES. . . . . . . . . . . . . . . . . . . 65
] 7~~~.. ......... ES............... . . . . .. 6
LIST OF FIGURES
Page
1. CPM Node Notation . . . . . . . . . . . . . . . . . . . . ... 3
2. Typical CPH Node Sequence .................... 3
3. Use of a Dumy Activity .................... 4
4. CP I Network Diagram . . . . . . . . . . . . . . . . . . . . . . 5
5. Activity Event Times. . . . . . . . . . . . . . . . . . . . . . 5
6. CP Network Diagram Before Plan Data Input. . . . . . . . . . . 48
7. CPM Network Diagram After Plan Data Input . . . . . . . . . . . 54
8. CPM Network Diagram at Day 77 ................. 58
iv
............. i Ill-. ,Ji,,;l.... -- , ,.,., ,i b.. .. . .
LIST OF TABLES
Page
1. CPM Network Calculations. . . . . . . . . . . . . . . . . . . . 7
2. Contract Cost Variance Analysis . ....... ....... 12
3. Sample Data Input Sheet .. ................. . 44
4. Activity Code Listing. ............ ........ 47
5. Values for Data Input ..................... 49
ev0V
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i , .
CHAPTER 1
INTRODUCTION
1.1 The Contract Construction Industry
The contract construction industry is a very competitive industry,
often resulting in a low profit margin and higher risks than in many
other industries. After the work has started, contractors have to
contend with restrictive labor agreements, adverse site conditions,
price instability, and many other problems. Therefore, the need for
accurate time and cost control is paramount, as is the need for feedback
throughout the management chain. Owners and contractors recognize this
need by requiring a detailed schedule of prices and work before project
start-up. A growing number of owners, especially governmental agencies,
are requiring this detailed schedule in the form of a CPM network. The
CPR network is used to control time and cost.
1.2 The Project Manager
Most large construction contractors or owners, including
governmental, have at least one or more project managers who are
responsible for the time and cost management of one or more projects. A
project manager continually monitors the progress of each project which
includes:
1. A comparison of planned and actual durations and costs
2. Periodic reports to the owner or contractor
3. Consideration of whether an activity's duration needs to be
decreased to keep the total project duration within allowable
imits. This is accomplished by:() overtime2 A second shift3 Another crew4 Different or more equipment(5) Method improvement6 Workforce adjustment
4. Use of historical data
It can be seen that each activity's progress and its resulting impact on
the entire project must be ascertained as early as possible by the
project manager in order to minimize losses in time and profit.
2
Lrt(e
CHAPTER 2
THE CRITICAL PATH METHOD
2.1 Description
A brief description of the Critical Path Method (CPM) is provided
in order that the construction management system may be fully utilized.
"A CPM network is a graphical representation of a project in which
activities, the tasks that make up the project, are represented by
arrows. The arrow tail and arrow head represent the start and finish of
an activity, respectively" (1), as shown in Figure 1.
NOOE NODE
START FINISH
Figure 1. CPM Node Notation, after Ahuja (1)
Each activity is defined by two nodes or events, a tail node i and
a head node J. Restrictions of this program model are that nodes are
numbered in sequence where the i node number is always less than the j
node number. Hence, the activities in Figure 2 are identified as
activity 1-2, 2-3, 2-4, 3-5, and 4-5.
Figure 2. Typical CPM Node Sequence, after Ahuja (1)
3
PIZ
2.2 Network Interrelationships
The precedence within a CPM network is indicated by entering the i
node of the activity. All activities entering the i node of an activity
must be completed before that activity can start. As in Figure 2,
activity 1-2 must be completed before activity 2-3 or 2-4 can start.
Sometimes relationships between activities cannot be shown by using
regular activity arrows. The dummy represented by a dotted arrow is
used for this purpose (Figure 2). A dummy has zero duration and
involves no work. Two activities cannot have the same number;
therefore, a dummy activity is used to clarify the situation as shown in
Figure 3.
15 17
Figure 3. Use of a Dummy Activity, after Ahuja (1)
A network should have a consistent flow of activities from left to
right and crossovers should be minimized.
2.3 Calculations
Various symbols, as shown in Fig - 4, r oe used to distinguish
event times: i is the preceding node number and j the succeeding node
4
... .. ..... .. " "' .. . .. I 1 . ..". . . .".. m ' " -" "..
, , .. .. . . ...p , _ . . . . , . .-. I ... .,.. . . . * , . " ->. . " - . . ' - ' - ' . - - -- -
" . -. ' -
number. E is the early event time for a node or event and is defined as
the earliest time an activity leaving that node can start. E=O for the
first node. L is the late event time for a node or event and is defined
as the latest time an activity entering that node can finish. See
Figure 5.
4.R.
H II T12 1?2 :
[ 7I11E F I1 ' 3_
5 9 75 3SE
20
A B C10 4 2 -:6 10
Figure 4. CPM Network Diagram, after Ahuja (1)
~~~URATION7
Figure 5. Activity Event Times, after Ahuja (1)
As shown in Figure 4, Ei for activity E and F is 5 and L. for
activity B is 23. The following equations define activity times:
__ Early Start (ES) a Ei (1)
Early Finish (EF) = Ei + D (duration) (2)
* 5
Late Start (LS) a L - D (3)
Late Finish (LF) = Lj (4)
"Total Float (TF) is defined as the amount of time an activity may
be prolonged without extending the project completion date" (1) and is
defined as follows:
Tf = LF - ES - D (5)
or
TF = L Ei - 0 (6)
"Free Float (FF) is defined as the amount of time an activity can
be delayed without affecting the total float (TF) on the succeeding
activities" (1).
FF = E. - Ei - D (7)
or
FF = TF - IF (8)
Independent float is as follows:
IF = TF - FF (9)
or
IF = Ej - Li - D (10)
A typical CPM diagram and the corresponding calculations are shown
in Figure 4 and Table 1; activity descriptions are limited to letters
(activity codes).
6
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2.4 Critical Path Analysis
1 .Ahuja (1) defines critical path as follows: "The chain of
activities that takes the longest time to be completed determines the
earliest time by which a project can be completed." An activity must
- meet the following criteria before it is considered critical:
1. E= L (11)
2. E =L 1 (12)
3. 1 - El - D = 0 (13)
There can often be more than one critical path, so that decreasing the
duration of one critical path will not necessarily decrease total
project duration. Also, an increase in a noncritical activity duration
may cause that activity and/or other activities to become critical. Any
use of available total float can also affect other activities and
floats.
In summary, the Critical Path Method (CPM) outlines clearly the
execution of a project. It emphasizes the importance of system
interrelationships and provides an important tool for construction
management systems, especially when combined with cost variance within a
microcomputer program.
",
A,
8
CHAPTER 3
COST VARIANCE ANALYSIS
3.1 Description
The standards of cost by which a construction contract is
controlled are of two types: indirect and direct planned or actual
costs. This analysis focuses on direct costs related to each activity
in the form of material and labor costs. Overhead costs (indirect) can
be entered into the program for use in total project cost calculations
but not for an individual activity.
3.2 Calculations
Calculations of the cost variance are made for material, labor,
and budget costs for each activity and for the entire project. These
costs are defined as follows:
a. Budget cost (BC) of the activity includes material, labor, and
4 profit planned for that activity.
b. Planned material cost (PMC) is the cost of material only.
c. Planned labor cost (PLC) is the cost of labor only, which can
include incentives.
d. Actual material cost (AMC).
e. Actual labor cost (ALC).
, The cost variance (CV) for labor and material is then calculated for
each activity as follows:
9
-7
CV (material) - PMC - AMC (14)
CV (labor) - PLC - ALC (15)
CV (%) - x 100 (16)
or
CV(%) = PLC - ALC (7CV PLC" ALCx 100 (17)
Then the cost variance is calculated for the total project completed to
date.
CVT = PCT - ACT (18)
PCT - ACTCVT(%) = pCT (19)
PC = Planned Cost
AC = Actual Cost
At this point in the program, planned and actual on-site and.4
general (office) overheads can be entered. Then the planned profit (PP)
and the expected profit to date (EP) are calculated. If an activity isnot complete, the planned costs are used instead of the actual costs for
expected profit.
PP = BCT - PMCT - PLCT - POOH - PGOH (20)
EP BC AMC ALC AOOH AGOH IC (21)
PPTP (22)PP = 1T x 100
wT
10
...............
EPT (%1 x 100 (23)T
T =Total project
POOH = Planned on-site overhead
PGOH =Planned general overhead
AOOH = Actual on-site overhead to date
AGOH = Actual general overhead to date
IC = Incremental crash cost, which is the expected cost
increase if the duration is decreased by methods listed
in section 1.2:.
As shown in Table 2 and in the output section of Example 1, the
cost variance for each activity and for the total project is calculated.
The value of work done aslisted in Table 2 is the plannedmaterial and
labor costs.
It can be seen from Table 2 and Example I that, as the project
progresses, such an analysis would reveal any cost problems that would
require a project manager's attention.
A
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CHAPTER 4
MICROCOMPUTER PROGRAM
4.1 Program Description
- The microcomputer program has been developed on an Intertec
SuperBrain microcomputer system and is written in Microsoft's BASIC-80
language. The data input to the program includes:
a. A planned CPM network with the following data for each
activity:
(1) activity code: a 1-3 letter code that represents a
description. E.g.: AAA. See Table 3, Example 1
(2) i node number (15 1 1 999)
(3) j node number (j > i)(1 S j S 999)
(4) Planned duration (0.0 9 D S 999.9)
(5) Budgeted cost in whole dollars is the planned material,
labor, and profit cost.
(0 5 BC 9 999999) (BC = PP + PMC + PLC)
(6) Crash time is the new duration of the activity if
crashed. (0.0 9 CT S 999.9) (CT S D). E.g.: plan
duration = 23.1 days; if it can be crashed 3 days, then
CT - 20.1 days.
(7) Crash cost is the new cost of the activity if crashed to
the new crash time in whole dollars.
(0 S CC S 999999) (CC 9 BC). E.g.: budget cost = 15000;
if it costs 2000 to be crashed 3 days (CT), then crash
cost - 17000.
13
._*-- Wi 1 ILI
(8) Planned material cost in whole dollars.
(0 9 PMC s 999999)
(9) Planned labor cost in whole dollars (0 S PLC s 999999)
(PIC + PLC s BC)
b. Actual data for each activity can be entered anytime:
(1) Actual duration.
(0.0 S AD S 999.9)
(2) Actual material cost in whole dollars.
(0 s AMC s 999999)
(3) Actual labor cost in whole dollars.
(0 s ALC s 999999)
c. Overhead data for the entire project are entered but not
stored:
(1) Planned on-site overhead in whole dollars per day
($/day).
(0 S PO S 99999)
(2) Planned general (office) overhead in whole dollars ($).
(o s PG S 999999)
(3) Actual or expected on-site overhead in whole dollars per
day ($/day).
(o s AO s 99999)
(4) Actual or expected general overhead in whole dollars ($).
(o s AG s 999999)
Selective crashing is the decrease of an activity duration with a
corresponding increase in cost. The difference between the plan
duration and the crash time is the amount of time that an activity can
14
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. - -7... . . .
be crashed. The difference in the budget cost and the crash cost is the
expected cost of crashing. This program calculates the total cost of
crashing and the unit cost in dollars per day. When all or a portion of
the total cost of crashing is entered, then a new duration is calculated
for that activity. This, in turn, changes the project duration,
increases cost, and decreases profit but may be required in order to
meet contract requirements.
Selective crashing data can be entered at anytime for activities
on the critical path. A unit cost in whole dollars per day and a total
incremental cost that can be crashed is shown. Activity number and
crash amount are entered with the resulting decrease in duration used
for time and cost variance calculations. Crashing data are not stored.
CPM network and cost variance calculations are performed as indicated in
Chapters 2 and 3.
The output consists of: CPM network data verification; CPM event
calculations of ES, EF, LS, LF, TF, and critical path for each activity;
total project duration.
Upon input of actual duration and costs of activities, the above
values are recalculated (output) and a time and cost variance is
computed.
Computer instructions will appear on the screen, indicating step
by step the kind of data that are required and the options available to
the user.
15
.
cv 7 77I MW -
4.2 Program Flow Chart
-A 'ACTUAL DATA INPUT-C COST VARIANCE-D PLAN DATA OUTPUTE ENDP PLAN DATA INPUTS SELECTIVE CRASHING - _ ___
T ACTUAL DATA OUTPUT
L- NU OA UME FATVTE
OUTP16
INU ACIVT COD (A) - * *O**'.
j NODE PLAN DUATO (D)
BUDGE COS (B) CRASH ~
INPUT NPSIT AND GENERAL OVRADNS
JCLUrLuTE COSTS IV
ACN~ACIIY N O
PU P
* S.COUPU.ROEC
SIPU O-STEAN GNEALOVRHA
UT9TCOT
a..~~~~~~ LC L T PLANi AND EXP CTE PROFIT\*
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AL1 'Oe?,
4.4 Notation of the Variables Used
M% = total number of activities
I = activity number
A$(I,1) = activity code description (AC)
A(Il) = i node number (i) of an activity
A(I,2) = j node number (j) of an activity
A(I,3) = plan duration (D) of an activity
A(I,4) = budget cost (BC) of an activity
A(I,5) = crash time (CT) of an activity
A(I,6) = crash cost (CC) of an activity
A(I,7) = variable activity duration
A(I,8) = early start event time (ES) of an activity.
A(1,9) = early finish event time (EF) of an activity
A(I,1O) = late start event time (LS) of an activity
A(I,11) = late finish event time (LF) of an activity
A(I,12) = total float (T.) of an activity
A(I,13) = incremental crash cost (IC) of an activity
A(I,14) = actual duration (AD) of an activity
A(I,15) = variable activity duration
A(I,16) = activity duration difference
A(I,17) = actual total float of an activity
8(1,1) = plan material cost (PMC) of an activity
B(1,2) = plan labor cost (PLC) of an activity
B(1,3) = actual material cost (AMC) of an activity
8(1,4) = actual labor cost (ALC) of an activity
8(1,5) = variable material cost of an activity
36
* J.......... .. . . . . . . . . . .. .. ...
. : ,Y . -- ,. a....... - 9 : .:>: .. : : : .. v.-- -..-- :.. : ::.
8(1,6) = variable labor cost of an activity
B(1,7) = material cost difference of an activity
8(1,8) = material cost percent difference of an activity
B(1,9) - labor cost difference of an activity
8(1,10) = labor cost percent difference of an activity
SV = sorting variable
RC = type of event time analysis
CO = plan project duration
CX = plan total project budget cost
PATHS = plan critical path
, PO = actual project duration to date
ECP$ = actual critical path to date
PM = plan total project material cost
AM = actual total project material cost to date
MC = total material cost difference to date
PL = plan total project labor cost
S AL = actual total project labor cost to date
LC = total labor cost difference to date
MD = total project material cost % difference to date
LD = total project labor cost % difference to date
SO = actual on-site overhead cost (S/day)
00 = plan on-site overhead cost (S/day)
GO =actual anticipated general overhead cost for project()
a. G = tplan anticipated general overhead cost for project ()
OC = expected on-site overhead for project to date ()
* ":.POC = plan on-site overhead for project to date (S)
• ,e37
""7.-..
PF = expected profit for project to date (S)
PT = plan profit for project ($)
PP = expected percent profit for project to date
PI = plan percent profit for project
X = unit cost of crashing (S/day)
Y = total cost of crashing (S)
CD = incremental cost of crashing
TS = change in an activity's plan duration to crashing
SC = selective crashing mode
38
4ff
, , , , % . , -- . - . . • . •• . . - . • " • " " - - " . ." " " - " -
.9 ' " - " " " " " " ' " " " ' ' ' " ' , ...
4.5 Limitations of the Program
According to the dimension instructions that allocate space for
arrays and specify the maximum subscript values, the following
limitations were created:
M-- aximum number of activities = 99 (M%) (including dummy
activities)
-- Maximum number of activity code letters for all activities =
255 (ACT)
-- All input is integer except for durations which are single
precision and activity codes which are strings.
-- All individual input value restrictions are listed under
Program Description 4.1.
-- Only one crashing level may be input, but any portion of that
crash level can be crashed.
39
...........................................
- .. ,* ............... ................ ..... .....
S-. CONSTRUCTION MANAGEMENT SYSTEM
4.6 Operating Instructions
A. INTRODUCTION
The SuperBrain is a one-piece microcomputer equipped with a
keyboard, CRT screen, twin 5 1/4 inch disk drives and 64K of
RAM memory. As you face the screen, Drive A is on the left and
Drive B on the right. The power switch is on the right rear of
the unit. When used, a printer is plugged into the AUXILIARY
port on the rear of the unit. Communication with other
computers is accomplished through the MAIN port on the rear of
the unit.
B. LOADING THE PROGRAM
1. Turn on the power switch at the rear of the unit.
2. Insert the CMS PROGRAM MASTER diskette in Drive A, label at
4the bottom of the diskette and label facing to the right.
3. Insert a blank formatted diskette in Drive B. (Input data
are stored on this diskette.)
4. The following message should appear on the screen:
G4K SuperBrain DOS VER 3.2 for CP/M 2.2
A>
If the message above does not appear within a few minutes,
press both red keys at the sides of the keyboard. If the
response still does not appear, see the lab assistant.
5. Enter MBASIC CMS and press RETURN.
C. USING THE PROGRAM
1. The following response should appear on the screen after
step B.5 above:
40
Ai
MENU
A ACTUAL DATA INPUT (INCLUDES PLAN REVIEW AND TIMEVARIANCE)
C COST VARIANCE TO DATED PLAN DATA OUTPUTE ENDP PLAN DATA INPUTS SELECTIVE CRASHING (INCLUDES ACTUAL DATA RUN TO DATE)T ACTUAL DATA OUTPUT TO DATE (TIME VARIANCE)
SELECTION?
2. All sections of this program can be used independently as
indicated above. Normally, the first selection is P (enter
P and press RETURN).
3. All activities must be entered in numerical order by i node
and j node (i < j). Enter the following values as defined
on the screen:
AC, i, j, D, BC, CT, CC, PMC, PLC?
Following is the maximum value and type that can be
entered:
AC, i, jo D, BC, CT, CC, PMC, PLC? ZZZ, 999, 999, 999.9,
999999, 999.9, 999999, 999999, 999999
.2 ex.: AB, 12, 14, 21.7, 24385, 19.2, 26305, 11500, 12000
Zeros can be entered for all values except AC, i, and j.
Only eight commas can be entered. Do not input commas
Uwithin costs. ex.: 135,000 would be entered as 135000
Don't leave extra spaces between input values or press
return more than once between activities being entered.
4. The program will now print PLAN INPUT DATA FOR VERIFICATION
and ask if any activities are to be changed. If an
4: activity is to be reentered, then the following will
41
appear:
AC, 1, J, 0, BC, CT, CC, PMC, PLC?
Input as in C.3 above.
5. Each time data are presented on the screen, the following
will appear:
HARD COPY OF RESULTS (Y/N)?
HARD COPY means a printed copy from the printer. Y = YES.
N = No. Do not answer Y unless the printer is operational.
6. From this point on, just answer questions as they appear on
the screen.
7. After each selection run is completed, the program will
RECYCLE back to the MENU at the beginning of the program
and start over again. When any question within a run lists
RECYCLE, it means return to the MENU SELECTION of C.1.
8. If A-ACTUAL DATA INPUT is selected, plan output is
reviewed. Then the activity number to be updated (actual
values) is entered and the following will appear:
INPUT-ACTUAL DURATION, MATL COST, AND LABOR COST?
Following is the maximum value and type that can be
entered:
INPUT-ACTUAL DURATION, MATL COST, AND LABOR COST? 999.9,
999999, 999999
ex.: 22.2, 11743, 12202
9. Once plan or actual data are entered, they do not have to
be entered again.
10. If S-SELECTIVE CRASHING is selected, the actual data run to
42
S'.-I U -
" date are reviewed. Then the following for actual to date
critical path activities will appear:
SELECT CRASH UNIT TOTALNO CODE TIME COST COST COST
The select time is the plan or actual duration to date.
The crash cost will be 0 until entered by the user.
The unit cost is the cost of crashing in $/day.
The total cost is the cost of crashing in $, which is the
maximum amount that can be crashed for that activity.
The activity number to be crashed and the amount is
entered. The amount (CRASH DOLLARS OVER NORMAL DOLLARS)
entered is divided by the unit cost to obtain days to
decrease the duration of that activity. These data are
printed on the screen and used to recalculate the time,
cost, and profit variance. The crash data are not stored;
therefore, if the user chooses to RECYCLE, values will have
to be entered again.
11. Each time the program is used, any part of the output
listed under MENU can be chosen without data input. The
user just answers the questions as they are presented.
12. Finally, tear off the print-out with the results, remove
both diskettes and turn the power switch off.
C. SAMPLE DATA INPUT SHEET
Table 3 shows a sample data input sheet to be used with the
.Construction Management System Program. The description column
is not entered but is presented for reference purposes.
43
.477
*P44
C3
4= I4
-444
CHAPTER 5
EXAMPLE 1
5.1 Data Input, Output and Results
Table 4 shows a list of activities and their activity codes to be
used for a highway construction project.
Figure 6 shows the CPM network diagram for the project before data
input.
Table 5 shows the plan values for each activity to be entered.
Pages 52-53 indicate plan data output.
Figure 7 shows CPM network values on the network diagram with a
plan project duration of 121 days.
Table 5 also shows the actual values for activities to be entered.
Pages 55-57 indicate actual data output including cost and profit
variance.
Figure 8 shows the new CPM network values on the network diagram
after 77 days. As can be seen, the critical path has changed along with
the activity floats and the expected project duration has increased from
121 to 127 days, although profit has increased from $11,630 to $12,668
(expected on-site overhead = $45/day and expected general overhead =
$14,500).
Therefore, the project manager uses selective crashing program
mode and crashes the project by 6 days using crash costs and activities
listed on p. 59 (output shown). The crashing yields the new CPM values
and cost variance shown on pp. 60-62. The project duration is now equal
45
- ._. _. ,. L-,o,,. L . Z , , , .. "- ,-' - -- -A. .4* -. -. / - , -. " . ,,' , ' _. - . . . _ .,
to plan, 121 days. The critical path has changed, revealing two
critical paths and the expected profit has decreased to $10,758. Profit
is still acceptable but below plan.
This example indicates a situation at only one point in the life
of the project where action is required to keep the project duration
within requirements and control costs.
4.-4
4446
".4
Table 4. Activity Code Listing
ACT. ACT.CODE DESCRIPTION CODE DESCRIPTION
A Survey Project P Excavate & Fill Sect. 3
B Mobilize U Grade Sect. 3
F Move in Scrapers R Install Culvert Sect. 3
DA Dummy DH Dummy
C Clear Section 1 FF Move Tank & DistributorDB Dummy DK Dummy
E Construct Temporary Road DI DummySection 1
H Clear Section 2 DJ Dummy
I Excavate & Fill Sect. 1 X Haul Base Sect. 2DC Duwny V Grade Section 3J Drill & Blast Sect. 2 DL Dummy
Phase 1
Q Install Culvert Sect. 1 DM Dummy
DD Dummy DN DummyT Grade Sect. 1 AA Place Base Sect. 2
K Remove Material Phase 1 DO Dummy
L Drill & Blast Sect. 2 DP DummyPhase 2
M Clear Sect. 3 Y Haul Base Sect. 3
W Haul Base Sect. 1 HH Pave Sect. 2DE Dummy GG Pave Sect. 1OF Dummy BB Place Base Sect. 3
N Remove Material Phase 2 JJ Install Guardrail & Signs0 Fill Sect. 2 DQ Dummy
Z Place Base Sect. 1 II Pave Sect. 3
DG Dummy KK Clean-up
47
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TITLEx EXAiPLE I HIGH~AY PROJECTDATEs 30/7/83
NO CODE i . PLAN BUDGET CRASH CRASH MATL LABORNODE NODE DUR MOST TIlE COST COST COST
I A 1 2 12.0 3280 10.0 4080 450 23002 3 1 3 4.0 4600 3.0 5050 1800 20503 F 1 5 2.0 2150 1.0 3000 370 14504 DA 2 3 0.0 0 0.0 0 0 05 C 3 4 11.0 2310 10.0 2670 600 14006 DO 4 5 0.0 0 0.0 0 0 07 E 4 6 5.0 2750 4.0 3150 1500 850a H 4 7 9.0 2100 8.0 2430 200 15509 1 5 a 23.0 10500 21.0 12000 1350 7350
10 DC 6 7 0.0 0 0.0 0 0 011 J 7 10 10.0 8670 9.0 9620 3350 390012 9 6 9 5.0 1900 4.0 2150 650 102013 DD 9 15 0.0 0 0.0 0 0 014 T 9 12 18.0 9170 16.0 10670 2550 505015 K 10 11 4.0 1610 3.0 2060 300 106016 L 11 13 8.0 9930 6.0 9840 3500 395017 N 1t 14 9.0 4040 8.0 4390 1050 230016 N 12 16 10.0 28350 8.0 29900 13600 990019 DE 12 18 0.0 0 0.0 0 0 020 W 13 14 0.0 0 0.0 0 0 021 N 14 15 4.0 2090 3.0 2340 590 120022 0 15 17 8.0 6510 6.0 7210 2000 343023 Z 16 20 9.0 3530 8.0 3860 1700 125024 DG 17 18 0.0 0 0.0 0 0 025 P 17 19 12.0 7960 11.0 8190 1950 461026 U 18 21 13.0 7430 10.0 8480 2330 380027 R 19 23 3.0 1820 2.0 2420 1000 60026 DI4 20 22 0.0 0 0.0 0 0 029 FF 20 24 4.0 900 2.0 1800 530 25030 DK 20 29 0.0 0 0.0 0 0 031 DI 21 22 0.0 0 0.0 0 0 032 DJ 21 23 0.0 0 0.0 0 0 033 X 22 25 4.0' 4720 3.0 5270 2400 172034 V 23 27 8.0 4790 7.0 5190 1200 279035 DL 24 23 0.0 0 0.0 0 0 036 0" 24 29 0.0 0 0.0 0 0 037 DN 24 32 0.0 0 0.0 0 0 033 AA 25 26 4.0 1710 3.0 2160 750 71039 DO 26 27 0.0 0 0.0 0 0 040 OP 26 28 0.0 0 0.0 0 0 041 V 27 30 7.0 23030 5.0 25030 11400 860042 H4 23 33 6.0 6910 5.0 7760 3250 240043 6 29 33 7.0 1670 5.0 18390 7400 455044 36 30 31 7.0 3370 4.0 3790 1500 140045 JJ 30 33 6.0 2320 5.0 .300 1500 50046 00 31 32 0.0 0 0.0 0 0 047 11 32 33 7.0 10940 4.0 1290 4350 415046 ICK 33 34 4.0 w20 3.0 =250 1250 3650
52
EVENT TIMES OF PLAN INPUT
NO CODE PLAN EARLY EARLY LAST LAST TOTALDUR START FINISH START FINISH FLOAT
I A 12.0 0.0 12.0 0.0 12.0 0.02 3 4.0 0.0 4.0 8.0 12.0 6.03 F 2.0 0.0 2.0 21.0 23.0 21.04 DA 0.0 12.0 12.0 12.0 12.0 0.0S C 11.0 12.0 23.0 12.0 23.0 0.0& DD 0.0 23.0 23.0 23.0 23.0 0.07 E 5.0 23.0 28.0 33.0 38.0 10.0a H 9.0 23.0 32.0 29.0 38.0 6.09 I 23.0 23.0 46.0 23.0 46.0 0.0
10 DC 0.0 28.0 28.0 3.0 38.0 10.011 3 10.0 32.0 42.0 36.0 48.0 6.012 9 5.0 46.0 51.0 46.0 51.0 0.013 DD 0.0 46.0 46.0 65.0 65.0 19.014 T 18.0 51.0 69.0 51.0 69.0 0.015 K 4.0 42.0 46.0 48.0 52.0 6.016 L 8.0 46.0 54.0 53.0 61.0 7.017 M 9.0 46.0 55.0 52.0 61.0 6.01 N 10.0 69.0 79.0 69.0 79.0 0.019 DE 0.0 69.0 69.0 75.0 75.0 6.020 DF 0.0 54.0 54.0 61.0 61.0 7.021 N 4.0 55.0 59.0 61.0 65.0 6.022 0 8.0 59.0 67.0 65.0 73.0 6.023 Z 9.0 79.0 88.0 79.0 88.0 0.024 De 0.0 67.0 67.0 75.0 75.0 8.025 P 12.0 67.0 79.0 73.0 85.0 6.026 U 13.0 69.0 82.0 75.0 88.0 6.027 R 3.0 79.0 92.0 85.0 98.0 6.028 DH 0.0 88.0 88.0 88.0 88.0 0.029 FF 4.0 86.0 92.0 106.0 110.0 18.030 DK 0.0 68.0 88.0 110.0 110.0 22.031 DX 0.0 82.0 82.0 88.0 68.0 6.032 DJ 0.0 62.0 82.0 8.0 8.0 6.033 X 4.0 88.0 92.0 8.0 92.0 0.034 V 8.0 82.0 90.0 66.0 96.0 6.035 DL 0.0 92.0 92.0 111.0 111.0 19.036 DMI 0.0 92.0 92.0 110.0 110.0 18.037 DN 0.0 92.0 92.0 110.0 110.0 18.035 AA 4.0 92.0 96.0 92.0 96.0 0.039 DO 0.0 96.0 96.0 96.0 96.0 0.040 DP 0.0 96.0 96.0 111.0 111.0 15.041 V 7.0 96.0 103.0 96.0 103.0 0.042 4H 6.0 96.0 102.0 111.0 117.0 15.043 W 7.0 92.0 99.0 110.0 117.0 18.044 ni 7.0 103.0 110.0 103.0 110.0 0.045 j1 6.0 103.0 109.0 111.0 117.0 6.046 D 0.0 110.0 110.0 110.0 110.0 0.047 21 7.0 110.0 117.0 110.0 117.0 0.046 KK 4.0 117.0 121.0 117.0 121.0 0.0
PLAN CRITICAL PAThs A DA C D9 1 U T W Z DH X AA DO Y 8D II KK
PLAN PROJECT DIATIONs 121KOIET COT OF PROJECTs 201790
53
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54.
ACTUAL DATA RUN TO DATE
NO CODE PLAN ACTUAL EARLY EARLY LAST LAST ACTUAL PLANOUR DUR DIFF START FIN START FIN FLOAT FLOAT
1 A 12.0 10.0 -2.0 0.0 10.0 0.0 10.0 0.0 0.02 3 4.0 4.0 0.0 0.0 4.0 6.0 10.0 6.0 8.03 F 2.0 4.0 2.0 0.0 4.0 35.0 39.0 35.0 21.04 DA 0.0 0.0 0.0 10.0 10.0 10.0 10.0 0.0 0.05 C 11.0 3.0 -3.0 10.0 10.0 10.0 16.0 0.0 0.04 D9 0.0 0.0 0.0 16.0 18.0 39.0 39.0 21.0 0.07 E 5.0 5.0 0.0 16.0 23.0 22.0 27.0 4.0 10.0a H 9.0 9.0 0.0 16.0 27.0 16.0 27.0 0.0 6.09 1 23.0 19.0 -4.0 16.0 37.0 39.0 56.0 21.0 0.010 DC 0.0 0.0 0.0 23.0 23.0 27.0 27.0 4.0 10.011 3 10.0 10.0 0.0 27.0 37.0 27.0 37.0 0.0 6.012 0 5.0 5.0 0.0 37.0 42.0 56.0 63.0 21.0 0.0
* 13 O 0.0 0.0 0.0 37.0 37.0 71.0 71.0 34.0 19.014 T 16.0 14.0 -4.0 42.0 56.0 63.0 77.0 21.0 0.015 K 4.0 11.0 7.0 37.0 48.0 37.0 49.0 0.0 6.016 L 6.0 15.0 7.0 46.0 63.0 46.0 63.0 0.0 7.017 -M 9.0 9.0 0.0 46.0 57.0 54.0 63.0 6.0 6.01s w 10.0 6.0 -2.0 54.0 44.0 77.0 65.0 21.0 0.019 DE 0.0 0.0 0.0 54.0 54.0 61.0 81.0 25.0 6.020 DF 0.0 0.0 0.0 43.0 43.0 63.0 43.0 0.0 7.021 N 4.0 6.0 4.0 43.0 71.0 43.0 71.0 0.0 6.022 0 6.0 6.0 0.0 71.0 79.0 71.0 79.0 0.0 4.023 Z 9.0 9.0 0.0 44.0 73.0 85.0 94.0 21.0 0.0
24DO 00 0.0 0.0 79.0 79.0 61.0 61.0 2.0 9.025P 20 12.0 0.0 79.0 91.0 79.0 91.0 0.0 4.0
26 U 13.0 13.0 0.0 79.0 92.0 81.0 94.0 2.0 6.027 R 3.0 3.0 0.0 91.0 94.0 91.0 94.0 0.0 4.026 DH 0.0 0.0 0.0 73.0 73.0 94.0 94.0 21.0 0.029 FF 4.0 4.0 0.0 73.0 77.0 112.0 114.0 39.0 19.030 DK 0.0 0.0 0.0 73.0 73.0 116.0 114.0 43.0 22.031 DI 0.0 0.0 0.0 92.0 92.0 94.0 94.0 2.0 4.032 DJ 0.0 0.0 0.0 92.0 92.0 94.0 94.0 2.0 6.033 X 4.0 4.0 0.0 92.0 94.0 94.0 99.0 2.0 0.034 V 6.0 6.0 0.0 94.0 102.0 94.0 102.0 0.0 4.035 DL 0.0 0.0 0.0 77.0 77.0 117.0 117.0 40.0 19.036 D" 0.0 0.0 0.0 77.0 77.0 114.0 114.0 39.0 16.037 DN 0.0 0.0 0.0 77.0 77.0 114.0 114.0 39.0 16.036 AA 4.0 4.0 0.0 94.0 100.0 93.0 102.0 2.0 0.039 DO 0.0 0.0 0.0 100.0 100.0 102.0 102.0 2.0 0.040 DP 0.0 0.0 0.0 100.0 100.0 117.0 117.0 17.0 15.041 Y 7.0 7.0 0.0 102.0 109.0 102.0 109.0 0.0 0.042 MH 4.0 4.0 0.0 100.0 104.0 117.0 123.0 17.0 15.043 W3 7.0 7.0 0.0 77.0 64.0 114.0 123.0 39.0 16.044 33 7.0 7.0 0.0 109.0 114.0 109.0 116.0 0.0 0.045 33 4.0 4.0 0.0 109.0 115.0 117.0 123.0 6.0 6.044 00 0.0 0.0 0.0 114.0 116.0 114.0 114.0 0.0 0.047 11 7.0 7.0 0.0 116.0 123.0 114.0 123.0 0.0 0.046 KK 4.0 4.0 0.0 123.0 127.0 123.0 127.0 0.0 0.0
ACTUAL CRITICAL PATH NOW A DA C H J 9 L DF N 0 P R V Y33 DR I I KK
PLAN CRITICAL PAThs A DAC 03!1 0 T W I DH4X AA DO Y 3300 11 KK
EXPECTED PROJECT DURATION TO DATEs 127GISINAL PLAN DURATIONs 121
55
+-... . . : , , , , ,, .. '
Si
COST VARIANCE TO DATE
ACT PLAN PLAN ACT HATL MATL. PLAN ACT LABOR LABORNO CODE DUR DUDOT NATL IATL COST % LABOR LABOR COST 7.
DIFF COST COST COST DIFF DIFF COST COST DFF DIFFI A -2.0 3280 450 400 -50 -11.1 2300 2280 -20 -0.92 3 0.0 4600 1600 1780 -20 -1.1 2050 2052 2 0.13 F 2.0 2150 370 400 30 8.1 1450 1500 50 3.44 DA 0.0 0 0 0 0 0.0 0 0 0 0.05 C -3.0 2310 600 450 -150 -25.0 1400 1300 -100 -7.16 on 0.0 0 0 0 0 0.0 0 0 0 0.07 E 0.0 2750 1500 1480 -20 -1.3 850 825 -25 -2.99 H 0.0 2100 200 200 0 0.0 1550 1500 -50 -3.29 1 -4.0 10500 1350 1300 -50 -3.7 7350 6800 -550 -7.5
10 DC 0.0 0 0 0 0 0.0 0 0 0 0.011 3 0.0 8670 3350 3300 -50 -1.5 3900 3880 -20 -0.512 0 0.0 1900 650 640 -10 -1.5 1020 1000 -20 -2.013 DD 0.0 0 0 0 0 0.0 0 0 0 0.014 T -4.0 9170 2550 2320 -230 -9.0 5050 4860 -190 -3.815 K 7.0 1610 300 550 250 83.3 1060 1550 490 46.216 L 7.0 8930 3500 4100 600 17.1 3950 4100 150 3.817 N 0.0 4040 1050 1020 -30 -2.9 2300 2350 50 2.218 W -2.0 28350 13600 13200 -400 -2.9 9900 9950 50 0.519 DE 0.0 0 0 0 0 0.0 0 0 0 0.020 DF 0.0 0 0 0 0 0.0 0 0 0 0.021 N 4.0 2090 590 700 110 18.6 1200 1500 300 25.022 0 0.0 6510 2000 2000 0 0.0 3430 3430 0 0.023 Z 0.0 3530 1700 1700 0 0.0 1250 11250 0 0.024 DO 0.0 0 0 0 0 0.0 0 0 0 0.025 P 0.0 7960 1950 1950 0 0.0 4610 4610 0 0.026 U 0.0 7430 2330 2330 0 0.0 3800 3800 0 0.027 R 0.0 1820 1000 1000 0 0.0 600 600 0 0.029 DH 0.0 0 0 0 0 0.0 0 0 0 0.029 FF 0.0 900 530 530 0 0.0 250 250 0 0.030 DO< 0.0 0 0 0 0 0.0 0 0 0 0.031 DI 0.0 0 0 0 0 0.0 0 0 0 0.032 D3 0.0 0 0 0 0 0.0 0 0 0 0.033 X 0.0 4720 2400 2400 0 0.0 1720 1720 0 0.034 V 0.0 4790 1200 1200 0 0.0 2790 2790 0 0.035 DL 0.0 0 0 0 0 0.0 0 0 0 0.036 DH 0.0 0 0 0 0 0.0 0 0 0 0.037 DN 0.0 0 0 0 0 0.0 0 0 0 0.038 AA 0.0 1710 750 750 0 0.0 710 710 0 0.039 DO 0.0 0 0 0 0 0.0 0 0 0 0.040 DP 0.0 0 0 0 0 0.0 0 0 0 0.041 Y 0.0 23830 11400 11400 0 0.0 8600 8600 0 0.042 HH 0.0 6910 3250 3250 0 0.0 2600 2600 0 0.043 06 0.0 16760 7400 7400 0 0.0 6550 6550 0 0.044 3o 0.0 3370 1500 1500 0 0.0 1400 1400 0 0.045 J3 0.0 2320 1500 1500 0 0.0 500 500 0 0.046 DO 0.0 0 0 0 0 0.0 0 0 0 0.047 11 0.0 10940 4650 4950 0 0.0 4150 4150 0 0.046 KK 0.0 5620 1250 1250 0 0.0 3650 3650 0 0.0
TOTALS 201790 7670 7650 -20 -0.0 91940 92057 117 0. 1
ACTUAL CRITICAL PATHNOW A DA C H J K L DF N 0 P R VWDi II KK
PLAN CRITICAL PATH A DA C DO 1 0 T W Z D X AA DO Y 82DO I KK
EXPECTED PROJECT DURATION TO DATE. 127ORIBINAL PLAN SURATIONs 121
56
EXPECTED ON-SITE OVERHEAD TO DATEt 0 5715PLAN ON-SITE OVERHEAD COST: $ 6350ANTICIPATED GENERAL OVERHEAD TO DATE: $ 14500PLAN GENERAL OVERHEAD COST: * 15000
EXPECTED PROFIT TO DATEs $ 12668PLAN PROFITs $ 11630EXPECTED PERCENT PROFIT TO DATE: 6.28PLAN PERCENT PROF IT 5.76
57
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NO CODE SELECT CRASH UNIT TOTALTIME COST COST COST
1 A 10 0 400 BOO4 DA 0 0 400 Boo5 C a 0 340 360S H 9 0 330 330
11 J 10 0 950 95015 K 11 0 450 45016 L 15 0 455 91020 DF 0 0 455 91021 N 8 0 250 23022 0 6 700 350 70025 P 11 230 230 23027 R 3 0 600 60034 V 7 400 400 40041 Y 7 0 600 120044 BB 6 420 420 42046 DO 0 0 420 42047 11 7 0 450 195048 KK 3 430 430 430
S9
ACTUAL DATA RUN TO DATEWITH SELECTIVE CRASHING
NO CODE PLAN ACTUAL EARLY EARLY LAST LAST ACTUAL PLANOUR DuR DIFF START FIN START FIN FLOAT FLOAT
I A 12.0 10.0 -2.0 0.0 10.0 0.0 10.0 0.0 0.02 3 4.0 4.0 0.0 0.0 4.0 6.0 10.0 6.0 8.03 F 2.0 4.0 2.0 0.0 4.0 31.0 35.0 31.0 21.04 DA 0.0 0.0 0.0 10.0 10.0 10.0 10.0 0.0 0.05 C 11.0 8.0 -3.0 10.0 18.0 10.0 18.0 0.0 0.06 DS 0.0 0.0 0.0 18.0 19.0 35.0 35.0 17.0 0.07 E 5.0 5.0 0.0 19.0 23.0 22.0 27.0 4.0 10.0a H 9.0 9.0 0.0 18.0 27.0 18.0 27.0 0.0 6.09 I 23.0 19.0 -4.0 19.0 37.0 35.0 54.0 17.0 0.010 Dc 0.0 0.0 0.0 23.0 23.0 27.0 27.0 4.0 10.011 3 10.0 10.0 0.0 27.0 37.0 27.0 37.0 0.0 6.012 9 5.0 5.0 0.0 37.0 42.0 54.0 59.0 17.0 0.013 DD 0.0 0.0 0.0 37.0 37.0 71.0 71.0 34.0 19.014 T 18.0 14.0 -4.0 42.0 56.0 59.0 73.0 17.0 0.015 K 4.0 11.0 7.0 37.0 48.0 37.0 48.0 0.0 6.016 L 8.0 15.0 7.0 48.0 63.0 46.0 63.0 0.0 7.017 N 9.0 9.0 0.0 48.0 57.0 54.0 63.0 6.0 6.018 W 10.0 8.0 -2.0 56.0 64.0 73.0 81.0 17.0 0.019 DE 0.0 0.0 0.0 56.0 56.0 77.0 77.0 21.0 6.020 OF 0.0 0.0 0.0 63.0 63.0 63.0 63.0 0.0 7.021 N 4.0 8.0 4.0 63.0 71.0 63.0 71.0 0.0 6.022 0 8.0 6.0 -2.0 71.0 77.0 71.0 77.0 0.0 6.073 Z 9.0 9.0 0.0 64.0 73.0 81.0 90.0 17.0 0.024 D8 0.0 0.0 0.0 77.0 77.0 77.0 77.0 0.0 9.025 P 12.0 11.0 -1.0 77.0 88.0 77.0 89.0 0.0 6.026 U 13.0 13.0 0.0 77.0 90.0 77.0 90.0 0.0 6.027 R 3.0 3.0 0.0 88.0 91.0 68.0 91.0 0.0 6.028 DH 0.0 0.0 0.0 73.0 73.0 90.0 90.0 17.0 0.029 FF 4.0 4.0 0.0 73.0 77.0 107.0 111.0 34.0 18.030 DK 0.0 0.0 0.0 73.0 73.0 111.0 111.0 38.0 22.031 DI 0.0 0.0 0.0 90.0 90.0 90.0 90.0 0.0 6.032 DJ 0.0 0.0 0.0 90.0 90.0 91.0 91.0 1.0 6.033 X 4.0 4.0 0.0 90.0 94.0 90.0 94.0 0.0 0.034 V 8.0 7.0 -1.0 91.0 98.0 91.0 98.0 0.0 6.035 DL 0.0 0.0 0.0 77.0 77.0 112.0 112.0 35.0 19.036 DN 0.0 0.0 0.0 77.0 77.0 111.0 111.0 34.0 19.037 ON 0.0 0.0 0.0 77.0 77.0 111.0 111.0 34.0 18.038 AA 4.0 4.0 0.0 94.0 98.0 94.0 98.0 0.0 0.039 DO 0.0 0.0 0.0 96.0 99.0 98.0 98.0 0.0 0.040 DP 0.0 0.0 0.0 98.0 98.0 112.0 112.0 14.0 15.041 Y 7.0 7.0 0.0 98.0 105.0 98.0 105.0 0.0 0.042 MH 6.0 6.0 0.0 98.0 104.0 112.0 118.0 14.0 15.043 go 7.0 7.0 0.0 77.0 84.0 111.0 118.0 34.0 18.044 33 7.0 6.0 -1.0 105.0 111.0 105.0 111.0 0.0 0.045 Ja 6.0 6.0 0.0 105.0 111.0 112.0 118.0 7.0 9.046 DO 0.0 0.0 0.0 111.0 111.0 111.0 111.0 0.0 0.047 II 7.0 7.0 0.0 111.0 118.0 111.0 113.0 0.0 0.048 KK 4.0 3.0 -1.0 116.0 121.0 118.0 121.0 0.0 0.0
ACTUAL CRITICAL PATH NOM, A D C H J K L OF N 0 DO P UD X V AA DO Y 36 DO II KK
(WITH SELECTIVE CRASHING)PLANCRITICAL PATHs A DAC 01 t S T N 2 OK X AA DO Y 9BDo i KK
EXPECTED PROJECT DURATION TO DATE# 121(WITH 6W.ECTIVE CRAGIINS)
ROTNIVI. PLA DURATION, 121
60
r rW'* .' W
COT VARIACIE TO DATEWITH SELECTIVE CRAS H]ING
ACT PLAN PLAN ACT 14ATL IATL PLAN ACT LABOR LABORNO CODE OUR UOST IATL NATL COST X LABOR LABOR COST %
DIFF COST COST COST DFF D0FF COST COST DIFF DIFF1 A -2.0 3280 450 400 -50 -11.1 2300 2280 -20 -0.92 3 0.0 4600 1300 1760 -20 -1.1 2050 2052 2 0.13 F 2.0 2150 370 400 30 8.1 1450 1500 50 3.44 DA 0.0 0 0 0 0 0.0 0 0 0 0.05 C -3.0 2310 600 450 -150 -25.0 1400 1300 -100 -7.16 D3 0.0 0 0 0 0 0.0 0 0 0 0.07 E 0.0 2750 1500 1460 -20 -1.3 950 825 -25 -2.98 H 0.0 2100 200 200 0 0.0 1550 1500 -50 -3.29 1 -4.0 10500 1350 1300 -50 -3.7 7350 6800 -550 -7.5
10 DC 0.0 0 0 0 0 0.0 0 0 0 0.011 1 0.0 670 3350 3300 -50 -1.5 3900 3880 -20 -0.512 0 0.0 1900 650 640 -10 -1.5 1020 1000 -20 -2.013 DO 0.0 0 0 0 0 0.0 0 0 0 0.014 T -4.0 9170 2550 2320 -230 -9.0 5050 4860 -190 -3.815 K 7.0 1610 300 550 250 63.3 1060 1550 490 46.216 L 7.0 8930 3500 4100 600 17.1 3950 4100 150 3.817 K 0.0 4040 1050 1020 -30 -2.9 2300 2350 50 2.218 N -2.0 28350 13600 13200 -400 -2.9 9900 9950 50 0.519 Dr; 0.0 0 0 0 0 0.0 0 0 0 0.020. DF 0.0 0 0 0 0 0.0 0 0 0 0.021 N 4.0 2090 590 700 110 18.6 1200 1500 300 25.022 0 -2.0 6510 2000 2000 0 0.0 3430 3430 0 0.023' Z 0.0 3530 1700 1700 0 0.0 1250 1250 0 0.024 DO 0.0 0 0 0 0 0.0 0 0 0 0.025 P -1.0 7960 1950 1950 0 0.0 4610 4610 0 0.026 U 0.0 7430 2330 2330 0 0.0 3800 3800 0 0.027 R 0.0 1820 1000 1000 0 0.0 600 600 0 0.028 D 0.0 0 0 0 0 0.0 0 0 0 0.029 FF 0.0 900 530 530 0 0.0 250 250 0 0.030 DK 0.0 0 0 0 0 0.0 0 0 0 0.031 DI 0.0 0 0 0 0 0.0 0 0 0 0.032 D 0.0 0 0 0 0 0.0 0 0 0 0.033 X 0.0 4720 2400 2400 0 0.0 1720 1720 0 0.034 V -1.0 4790 1200 1200 0 0.0 2790 2790 0 0.035 DL 0.0 0 0 0 0 0.0 0 0 0 0.036 DM 0.0 0 0 0 0 0.0 0 0 0 0.037 ON 0.0 0 0 0 0 0.0 0 0 0 0.038 AA 0.0 1710 750 750 0 0.0 710 710 0 0.039 DO 0.0 0 0 0 0 0.0 0 0 0 0.040 DP 0.0 0 0 0 0 0.0 0 0 0 0.041 V 0.0 23830 11400 11400 0 0.0 8600 8600 0 0.042 HH 0.0 6910 3250 3250 0 0.0 2600 2600 0 0.043 $6 0.0 16760 7400 7400 0 0.0 6550 6550 0 0.044 63 -1.0 3370 1500 1500 0 0.0 1400 1400 0 0.045 JJ 0.0 2320 1500 1500 0 0.0 500 500 0 C.'046 DO 0.0 0 0 0 0 0.0 0 0 0 0.047 II 0.0 10940 4850 4650 0 0.0 4150 4150 0 0.040 KK -1.0 5820 1250 1250 0 0.0 3650 3650 0 0.0
TOTALS 201790 76670 76650 -20 -0.0 91940 92057 117 0.1
ACTUAL CRITICAL PATH NOWs A DA C H J K L OF N 0 DG P UDi X V AA DO Y 33 DO 11 KK
(WITH UCTIVE CRASHING)PLAN CRITICAL PATHs A DAC 03 1 0 T N Z DH X A DOY L49
DO II KKEXPECTED PROJECT DURATION TO DATEs 121
(WITH UM.ECTIVE CRANIN) .'RIGINAL. PLAN DUIMTIOI 121
61
: . , -,-%: ,,::: ; -.;.,; :--. -. .-... ,.;.-................1..
INCREMENTAL CRASH COST FOR PROJECT: * 2190EXPECTED ON-SITE OVERHEAD TO DATEs * 5445(WITH SELECTIVE CRASHING)
PLAN ON-SITE OVERHEAD COSTs $ 6050ANTICIPATED GENERAL OVERHEAD TO DATEs 5 14500PLAN GENERAL OVERHEAD COSTs $ 15000
EXPECTED PROFIT TO DATE: $ 10758(WITH SELECTIVE CRASHING)
PLAN PROFIT: $ 11930EXPECTED PERCENT PROFIT TO DATE: 5.33(WITH SELECTIVE CRASHING)
PLAN PERCENT PROFIT: 5.91
62
i " ' - V .€.2 a * 1,. °2,'-a 2 ¢_,/ -g . , ., €. .. ""',,, - ., -" ." . a . .:". '- "" . ""' - - "-
l l 1 1 - ai l l l l a a a a-- -- --- -
CHAPTER 6
CONCLUSIONS AND RECOMMENDATIONS
This program is written as simply as possible with clear,
straightforward output so that the program can be used by anyone with a
basic knowledge of CPM networks. The program provides time and cost
information to be used as a tool for the project manager in order to
make management decisions.
It is recommended that this program be used not only for
progressive project control but also as the basis for periodic reports
up and down the management chain. This program would also be an
excellent source of historical data.
In order to obtain more detailed information from this system
program, the original planned CPM network should be as specific as
possible with each activity broken down as far as possible.
It is also recommended that further research and improvements be
made to this system as follows:
1. Increase the capacity of the program to more than 99
activities.
2. Expand the selective crashing capabilities of the program to
two or more crash levels.
3. Increase the string memory capacity of the program to more
than 255 characters.
4. Break down on-site and general (office) overhead costs in
order to list individual indirect costs.
63
+ -, ', ., .... . ,.., ... . . .. . . . . . . .. . .. , , . ... . .. , , .
5. Implement the use of this program on actual construction to
determine additional information that could be effectively
utilized by project managers.
'.64
CHAPTER 7
REFERENCES
1. Ahuja, H.* N.,, Construction Performance Control by Networks. AWiley-Interscience Publication, John Wiley and Sons, New York, 91976.
2. Plicher, R., Appraisal and Control of Project Costs. McGraw-HillBook Company, New York, 197-.
3. Parker, H. W., and Oglesby, C. H., Methods Imerovement forConstruction Managers'. McGraw-Hill Book Company, New YorK. 1972.
4. Merritt,, F. S., Standard Handbook for Civil Engineers, SecondEdition. McGraw-Hill Book company, New York, 1976.
65
FILMED
