CONSTRUCTION MANAGEMENT AND

ADMINISTRATION

UNIT-II
Unit II: list of topics

1. Large scale production

2. Economies of large scale production
3. Stages of Construction planning and scheduling
4. Work Breakdown Structure
5. Bar charts, limitations of bar charts
6. Network techniques in construction management
7. CPM and PERT
8. Network Problems
Network techniques in construction
management
Network techniques are effective tools for
Planning
Scheduling and
controlling construction jobs
Network techniques provide a rational approach
Application of these techniques essential to meet higher
productivities with constraint on resources such as time,
capital, skilled man power, equipment e.t.c.,
The two commonly used network techniques are
Critical Path Method (CPM)
Programme Evaluation and Review Technique (PERT)
 CPM PERT
1. Developed by US Du Pont 1. Developed by US Navy during
Corporation & Remington Rand in 1957-58 while working on Polaris
1956 Missile program
2. Activity oriented 2. Event oriented
3. Single time estimate
3. Three time estimates-To , Tl, Tp ,
4. Deterministic approach
4. Probabilistic approach
5. activities are shown as a network
of precedence relationships using 5. activities are shown as a network
activity-on-node network of precedence relationships using
construction activity-on-arrow network
6. CPM is used for repetitive types of construction
projects where the time estimates 6. PERT is used for pioneering type
for various activities are either (R&D) projects and where prior
known or can be determined data about activity times is not
accurately
available
7. CPM places emphasis upon
optimising allocation of resources 7. PERT lays emphasis on reducing
and minimizing overall project project completion time without
cost cost constraint
 Program Evaluation & Review Technique
Three time estimates used in PERT are
1. Optimistic Time Estimate (To): shortest possible time under ideal conditions
2. Most likely Time Estimate (Tm): time for completing activity under normal
conditions
3. Pessimistic Time Estimate (Tp): Maximum time required to complete activity
under extremely adverse conditions in which everything goes wrong

Expected Time Estimate (Te) = (To + 4Tm + Tp )/6

Estimation Trend assumed to follow Beta Distribution curve
To < Tm < Tp
Std.Deviation of activity =(Tp-To)/6
Higher the SD greater the uncertainty
Variance of activity =(SD)2
Variance reflects the spread of a value over a normal distribution
 Three time estimates and Expected time
S.No Activity To Tl Tp Te SD V

1 Driving precast piles for a bridge abutment 22 30 50 32 4.67 21.78

2 Erecting roof trusses for factory shed 11 14 17 14 1.00 1.00

3 Concreting foundation for turbo-generator 3 5 1/4 6 5 0.50 0.25

4 Fabricating sheet metal AC ducts for an auditorium 12 16 17 15.5 0.83 0.69

5
6
 Immediate Most likely Pessimistic
Activity Opt.Time
predecessor Time Time Expected
Std.Dev Variance
Time

a - 10 22 22 20 2 4

b - 20 20 20 20 0 0

c - 4 10 16 10 2 4

d a 2 14 32 15 5 25

e b,c 8 8 20 10 2 4

f b,c 8 14 20 14 2 4

g b,c 4 4 4 4 0 0

h c 2 12 16 11 2 5

I g,h 6 16 38 18 5 28

j d,e 2 8 14 8 2 4
 Terminology used in Network Techniques
Activity (ij): a specific task, operation, job or function which consumes time &
resources and has a definite beginning and end
Event: An instantaneous point in time marking the beginning or end of one or
more activities. It consumes no time or resources
Network / Flow diagram: the diagrammatic representation of a work plan
showing the activities, step by step, leading to the established goal. It depicts
the interdependence among the various activities
Duration (tij): Estimated time required to complete an activity
Dummy activity: activity with zero duration and no resource consumption
PRECEEDING SUCCESSOR
ACTIVITY

EVENT
 Basic Rules for developing Network
No activity can commence until all preceding activities have
been completed

Build Wall Plaster wall

1 3 4

A dummy activity is introduced in the network either to show

dependency or to avoid duplicate numbering of activities
2

CC Pier Erect Beams

1 3 4
 Basic Rules for developing Network
Event numbers must not be duplicated
3logics considered to place an activity in the network
Preceding activity
Succeeding activity
Simultaneously occurring activity
No activity should lead back to a previous event (no looping)
Only one start and only one finish
No dangling activity
Network elements

Sequential Activities 1
Build Wall
3
Plaster wall
4

Diverging Activities 1
3

2
Converging Activities Erect Beams
CC Pier 3
1

Parallel Activities A B

C D
Network Representation
Activity On Node (AON)
Activities are represented on nodes and arrows are used to show the
dependency relationships A
Duration is also indicated in the node 2
start

B
Activity On Arrow (AOA):
3
Activities are represented by Arrows drawn left to right
Activity description written above the arrow and duration below it
An event is graphically represented by a number enclosed in a circle
The beginning of an activity is marked by a tail event or preceding
event and the end by a head event or succeeding event
Pour concrete
Tail Event 1 2 Head Event
2 Days
Network Analysis
Earliest Event Time(TE): It is the earliest possible occurrence of an
event i.e. the earliest possible time when all activities leading to
an event will be completed.
Early Start Time (EST)
Early Finish Time (EFT)

Latest allowable Event Time (TL): ): It is the latest possible

occurrence of an event without delaying the project completion
time i.e. the latest time when all activities leading to an event
may be completed without delaying project completion time
Late Start Time (LST)
Late Finish Time (LFT)
Float in Activities
Total Float (FT): The maximum time by which an activity can be
delayed without delaying project completion time.
FT =LST-EST=LFT-EFT
Free Float= TEj-EFT
Independent Float=(TEj TLj)- tij

Critical Activities: Activities which have zero total float

Critical Path: The path joining the critical activities
Network Analysis

Forward Pass:
Determine EST and EFT for each Task
For all Initial Tasks, EST = 0, EFT equals EST plus Duration
The EST for all other tasks with tail [i] is equal to the largest value of EFT for
all tasks with head [i]
Project Completion Time is the largest value of EFT for all Final Tasks

Backward Pass:
Determine LFT and LST for each Task
For all final Tasks, LFT =EFT, LST equals LFT minus Duration
The LFT for all other tasks with head [j], is equal to the smallest value of LST
for all tasks with tail [j]
At least one Initial Task must have LST = 0; none may be negative
 Activity Duration Earliest Latest Total 1. Draw Network
(ij) (Tij) Float 2. Calculate float
EST EFT LST LFT
3. Identify Critical Path
1-2 2 0 2 2 4 2
1-3 3 0 3 0 3 0
2-4 4 2 6 4 8 2
3-4 5 3 8 3 8 0
4-5 6 8 14 8 14 0

Critical Path: 1-3-4-5

1 2 4 5
2 4 6

3 5
3
Activity Duration Earliest Latest Total 1. Draw Network
(ij) (Tij) Float 2. Calculate float
EST EFT LST LFT
3. Identify Critical Path
a-b 6 0 6 0 6 0
a-c 8 0 8 2 10 2
b-c 4 6 10 6 10 0
c-d 0 10 10 10 10 0
b-d 3 6 9 7 10 1
c-e 6 10 16 14 20 4
d-e 10 10 20 10 20 0
e-f 3 20 23 20 23 0

Critical Path: a-b-c-d-e-f

a b d
6 3
4 10
8 0
c e f
3
6
Activity Duration Earliest Latest Total 1. Draw Network
(ij) (Tij) Float 2. Calculate float
EST EFT LST LFT
3. Identify Critical Path
1-2 5 0 5 0 5 0
1-3 4 0 4 1 5 1
2-3 0 5 5 5 5 0
2-4 4 5 9 6.5 10.5 1.5
2-6 7.5 5 12.5 13.6 21.1 8.6
3-4 5.5 5 10.5 5 10.5 0
3-5 6.2 5 11.2 10.6 16.8 5.6
4-5 6.3 10.5 16.8 10.5 16.8 0
4-6 5 10.5 15.5 16.1 21.1 5.6
5-6 4.3 16.8 21.1 16.8 21.1 0

2 6
7.5
4 5
5 4 4.3
1 5.5 6.3
4 5
3 6.2 Critical Path: 1-2-3-4-5-6
 Network Development

Events 1 2 3 4 5 6 7 8 9 10
Immediate - 1 2 2 2 3,5 3,4 3,7 7 3,6,8,9
Predecessor

4 7 9

1 2 3 10

6
5
 Network Development
Activities: A,B,E,Q,K,X,J,Z,G,F,C
Logic
1. A&B can be carried out at the same time. They represent the beginning of the job
2. K follows E
3. X depends on Q&K
4. Neither F nor G can be started before B is completed, but they can be concurrently performed
5. E&Q follow A
6. Q must be carried out before J
7. C depends on the completion of F&G
8. E&Q can be executed at the same time
9. Z can only be started when C,X and J are finished
10. Z is the last activity
K 7
4 X
E
2 Q 9 Z 10
A 5 J
1
6 C
B F
3 G 8
 Network Development
Activities: M,N,O,P,Q,R,S and T
Logic
a. Activities M,N and Q can start concurrently and represent start of the project
b. Activities O&P are concurrent and depend on completion of both M&N
c. Activities R&S are concurrent and depend on the completion of O
d. Activity T depends upon the completion of P,Q&R
e. The project is complete when S&T are completed

3 4
N O S

M 2 6
1 R
P
Q T
5
 Network Development
Previous class problem
Immediate
Activity
predecessor

a -

b - d
c - j
d a a e
e b,c f
b
f b,c

g b,c c g i
h c
h
I g,h

j d,e
 Advantages of CPM Network in execution of
projects
Calendar-wise construction schedule of activities useful to draw schedule of
men, machinery and material
Inter-relationship and sequence of various activities are clear from network
Procurement of various resources can be done according to the schedule
Realistic time to complete the project can be ascertained by going into the
details of time and activity sequence
During execution of the work the productivity constants can be revised
In the event of the program getting upset due to some unforeseen reasons, a
revised CPM chart can be prepared and prompt action can be taken to avoid
further loss of resources
The network scheduling ensures the optimum use of the men, machines and
material
The executive gets a reliable and valuable aid to assess progress of the work
Clarifications and discussion..