2016

WORKBOOK
Detailed Explanations of

Try Yourself Questions

Civil Engineering
Construction Practice, Planning &
Management

Project Management and

Network Techniques

T1 : Solution

6
H
D

A
B

11
P

12

C
L

10

T2 : Solution
D

4
A
1

7
E

12

17
Q

I
8

15

11

18

14

19

20

C
3

9
K

13

16

L
10

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T3 : Solution

L
G

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PERT and CPM

T1 : Solution
3 4

tE

=3

tE

=
5

0 0

7 8

tE = 4

tE

=5

5
13 13

tE = 8

3
5 5

Total float = TL j t i j TE i

Free float = TE j TE i + t i j

Independent float = TE j TLi t ij

Event

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Total Free Independent

Duration Earliest
Latest
(tij)
Float
Start Finish Start Finish Float Float

12

13

13

13

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T2 : Solution
Network,
TE = 11
TL = 12

TE = 7
TL = 8

D
6
t=4
H
TE = 13
t=8
TL = 13 I
T = 20
5
8 E
TL = 20
t=7
t=2
J
t=3
7
G
TE = 14
TL = 18

3
TE = 0
TL = 0
1

B
A
t=5

t=

t=4

2
tE = 5
C
TL = 6 t =
6

t=2
F

4
TE = 11
TL = 11

Critical path is along

(1) (2) (4) (5) (8)
i.e., A C F I
The total project duration = 5 + 6 + 2 + 7 = 20 days.
T3 : Solution
Activity

t0

tm

tp

te

10

22

22

20

20

20

20

20

10

16

10

14

32

15

25

20

10

14

20

14

12

16

11

5.4

2.32

16

38

18

28.4

5.33

14

Variance ( )

S=0
TE TL

S=0
TE TL

0 0

S=0
TE TL
20 20 d (15) 35 35
5
2
)
20 TE TL
10)
(
(
e
a
20 25
f (14)
b (20)
3
1
g(
4)
c
(1
0)
6
4
h (11)
10 25
24 45
S = 15
S = 21
TE TL
TE TL

i (1
8)

S=0
TE TL
7 53 53

)
j (8

Critical path is 1-2-5-7 and schedule completion time of project = 53 days

Standard deviation,
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2a + d2 + i2 =

4 + 25 + 28.4 = 7.576

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Civil Engineering Construction Practice, Planning & Management

TS TE

Probability factor,

z=

For 95% probability

z = 1.5 +

2.0 1.5
(95 93.92) = 1.635
97.92 93.92

Ts 53
Ts = 65.38 66 days
7.576
Time for 95% probability completion is 66 days.

1.635 =

T4 : Solution

16 16
6 6

20 20

29 29

0 0
Dummy
B

3
20 20

Critical path is along A, C, E, dummy, G.

Project duration = 29 days.
T5 : Solution
Calculation of expected time and standard deviation is done in table below:
Where, te =

t 0 + 4t m + t p
6

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,=

tp t0
6

Activity

t0

tm

tp

te

1-2

2-3

11

20

12

2-4

16

2-5

20

10

2.67

3-4

3-7

13

1.67

4-6

10

13

10

5-6

17

2.33

6-7

10

1.33

7-8

0.67

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Calculation of TE, TL and slack has been done in network diagram below:
S=0
TE = 17
TL = 17

S=0
TE = 31
TL = 31

S=0
TE = 5
TL = 5

12
S=0
TE = 0
TL = 0

S=0
TE = 35
TL = 35

10

4
S=0
TE = 17
TL = 17

10

S=0
TE = 27
TL = 27

5
S=4
TE = 15
TL = 19

=
Z =

12 + 2 2 + 0 2 + 12 + 1.33 2 + 0.67 2 = 2.867

TS TE

For 95% pr
obability
probability
obability,,
Z = 1.6 +

1.647 =

0.1
0.48 = 1.647
95.54 94.52

TS 35

TS = 1.647 2.567 + 35 = 39.72

T6 : Solution
A-O-N Network diagram

D0

0
7

A5

5
12

0
7

B3

5
12

5
12

H4 9
16

9
16

L6 15
22

3 G 7
7
16
12

9
20

J2

16
16

K6 22
22

3 F 9
6
9
3

0
1

C8

8
9

8
9

9
9

I7

11
22

22
22

F0

16
16

E7 15
16

Calculation of EST, EFT, LST, LFT and FT are done in table below:
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Civil Engineering Construction Practice, Planning & Management

LFT

FT

12

15

16

12

16

12

16

16

16

11

20

22

11

16

22

16

22

15

16

22

F0

22

22

22

22

Activity

ti

EST

EFT

LST

D0

Ramarks

Critical path

Critical path

Critical path
Critical path

Project duration = 22 days

Critical path along B F I K
T7 : Solution
Calculation of EST, EFT, LST, LFT and FT are done in table below:
j

Activity

ti

EST

EFT

LST

LFT

FT

D0

A
B

14

10

10

15

14

15

10

15

15

17

14

23

K
L

14

20

17

23

15

23

15

23

F0

23

23

23

23

Ramarks
Critical path

Critical path

Critical path

Project duration = 23 units

Critical path along A G L

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A-O-A Network diagram

10 15

15 15

C
10

1
0 0

A
5

L
8

G
10
3
5 5

E
9

5
14 17

K
6

7
23 23

H
9
4
8

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Crashing Resource Allocation

Updating

T1 : Solution
Total direct cost (normal) of the project = 250 + 350 + 300 + 700 = ` 1600
Cost slope of P =

350 250
= `100/ day
76

Cost slope of Q =

500 350
= ` 75/ day
10 8

Cost slope of R =

400 300
= ` 50/ day
53

950 700
= ` 250/ day
98
Normal duration, crash duration and cost slope of each activity is indicated on the arrow diagram as shown
below.

Cost slope of S =

7
7
6
6

7
7
6
6
2

P
0
0
0
0

0
0
0
0

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100
1

50
Q

75

250
12
10
9
9

12
10
9
9

21
19
18
17

21
19
18
17

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Duration Indirect
(Days) Cost (`)

11

Direct Total Project

Remarks
Cost (`)
Cost (`)

S.No

Description

All Normal

21

3990

1600

5590

Crashing R
by 2 days

19

3610

1700

5310

Crashing P
and Q each
by 1 day
simultaneously

18

3420

1875

5295

Optimum
duration

Crashing S
by 1 day

17

3230

2125

5355

Minimum
duration

Normal
duration

Optimum duration of the project=18 days

Minimum (all crash) duration of the project = 17 days
T2 : Solution

0
D0
LF = 0

10

LF = 2 LF = 6 LF = 16

LF = 26

LF = 33

LF = 20

LF = 42

LF = 25
8

LF = 44
0
F0

4
K

LF = 38
5

LF = 25

LF = 33

LF = 44

LF = 38

The paths and path length

(i) Start A B C D G H M Finish, 2 + 4 + 10 + 6 +7 + 9 + 2 = 40 weeks.
(ii) Start A B C E H M Finish, 2 + 4 + 10 + 4 + 9 + 2 = 31 weeks.
(iii) Start A B C E F J K N Finish, 2 + 4 + 10 + 4 + 5 + 8 + 4 + 6 = 43 weeks.
(iv) Start A B C E F J L N Finish,
2 + 4 + 10 + 4 + 5 + 8 + 5 + 6 = 44 weeks.
(v) Start A B C I J K N Finish,
2 + 4 + 10 + 7 + 8 + 4 + 6 = 41 weeks.
(vi) Start A B C I J L N Finish,
2 + 4 + 10 + 7 + 8 + 5 + 6 = 42 weeks.
Hence critical path will be
Start A B C E F J L N, project duration will be 44 weeks.
Latest finish of an activity = Latest start of successor activity
= Latest finish of successor activity Activity duration of successor activity.
The latest finish of each activity is calculated on the network.

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12

Civil Engineering Construction Practice, Planning & Management

T3 : Solution
The mathematical modelling of CPM network is shown in the figure below:
13
12
11
10
10
9
9
9
8

9
9
9
9
9
9
9
9
8
2
6)
9(

20
15(10)

30

8(
5)

10
(6
15 )

25

3
8
8
8
8
8
8
7
6
5

Sl. No.

Description

20
19
18
17
16
15
14
13
12

10

0
0
0
0
0
0
0
0
0

3)
5(

0
0
0
0
0
0
0
0
0

8
8
8
8
8
8
7
6
5

4
18
17
16
15
15
14
13
12
11

2(1)
40
18
17
16
15
15
14
13
12
11

20
19
18
17
16
15
14
13
12

Project duration Indirect cost Direct cost due

(days)
(`)
to crashing (`)
20
1200

Total cost
(`)
1200

1.

All normal

2.

Crashing (3-4)
by 1 day

19

1140

15

1155

3.

Crashing (3-4)
by 1 day

18

1080

30

1110

4.

Crashing (3-4)
by 1 day

17

1020

45

1065

5.

Crashing (4-5)
by 1 day

16

960

85

1045

6.

Crashing (3-4)
and (1-4) by 1 day

15

900

130

1030

7.

Crashing (1-3) (2-4)

and (1-4) each by 1 day

14

840

195

1035

8.

Crashing (1-3) (2-4)

and (1-4) each by 1 day

13

780

260

1040

9.

Crashing (1-3) (1-2)

and (1-4) each by 1 day

12

720

335

1055

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Remarks
Normal
Length

Optimum
Length

Minimum
Length

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13

No further crashing since one of parallel critical paths is saturated.

Normal project length = 20 days
Optimum project length = 15 days
Minimum project length = 12 days.
Seven days scheduling (each by one day) is from s.no. 2 to 8 in the table.
T4 : Solution
Network Diagram:
TE = 9
TL = 9
3
4(2)

5(2)

TE = 0
TL = 0

4(2)

7(5)

TE = 13
TL = 13

TE = 4
TL = 4

7(5)
D
4(2)

5(2)

4(2)

10

11 12

13

Critical path 1-2-3-4

Normal duration = 13 weeks
Cost slopes

Duration
(weeks)

Cost slope

Crash

Normal
Activity

Cost

Duration
(weeks)

Cost

(C/T)

1- 2

(`)
4000

(`)
12000

8000

4000

2- 3

3000

7500

4500

1500

2-4

3600

6000

2400

1200

3-4

5000

10000

5000

2500

Total pr
oject cost at nor
mal duration
project
normal
Normal duration = 13 weeks
Direct cost = 4000 + 3000 + 36000 + 5000 = 15600
Indirect cost = 13 2000 = 26000
Total cost = 15600 + 26000 = 41600

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14

Civil Engineering Construction Practice, Planning & Management

First stage Crashing
Activity 2-3 is critical and having minimum cost slope among critical activities i.e., 1500, and has crashing
potential of 3 weeks. But if we crash activity 2-3 by 3 weeks, critical path will change to 1-2-4 hence will
crash this activity 2-3 by 2 weeks.
Now new project duration = 13 2 = 11 weeks
Direct cost = 15600 + 1500 2 = 18600
Indirect cost = 11 2000 = 22000
Total cost = 18600 + 22000 = 40600
Time scaled version
7(5)

4(2)

3(2)

4(2)

10

11

Second stage crashing

Now we have 2 critical paths i.e., 1-2-4 and 1-2-3-4
There will be various combinations of crashing of activities which we have to compare and check for
minimum cost slope.
1. C/S 2 3 + C/S 2 4 = 1500 + 1200 = 2700/week
2. C/S 3 4 + C/S 2 4 = 2500 + 1200 = 3700/week
3. C/S 1 2 = 4000 = 4000/week
Hence 2 3 and 3 4 have least cost slope and can be crashed together by 1 week.
New project duration = 10 weeks
Direct cost = 18600 + 2700 1 = 21300
Indirect cost = 2000 10 = 20000
Total cost = 21300 + 20000 = 41300
Third stage crashing
6(5)

4(2)

2(2)

4(2)

10

Again we have two critical path and hence combination of crashing of activities have to be checked for
minimum cost slope.
1. C/S 1 2 = 4000/week
2. C/S 2 4 + C/S 3 4 = 1200 + 2500 = 3700/week
So, 2 3 and 3 4 has to be crashed by 1 week as its cost slope being minimum.
New project duration is 9 weeks.
Direct cost = 21300 + 3700 = 25000

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15

Indirect cost = 9 2000 = 18000

Total cost = 25000 + 18000 = 43000
5(5)

4(2)

2(2)

3(2)

Fourth stage crashing

We can observe that activity 3 - 4 can be crashed for 1 week but it is restrained by activity 2-4 which is
parallel activity and saturated. Hence 3 - 4 cannot be crashed.
Activity 1-2 is only activity to be crashed which can be crashed by 2 week.
New project durations = 7 week
Direct cost = 25000 + 2 4000 = 33000
Indirect cost = 7 2000 = 14000
Total cost = 33000 + 14000 = 47000
5(5)

2(2)

2(2)

3(2)

Total cost of the pr

oject
project
Project Duration

13

11

10

Direct cost

15600

18600

21300

25000

33000

Indirect cost

26000

22000

20000

18000

14000

Total cost

41600

40600

41300

43000

47000

Optimum project duration = 11 days

Optimum project cost = 40600

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Engineering Economy

T1 : Solution
The cash flow diagram is
1

24

25

12000

13000

14000

35000

36000

The given series is an equivalent to superposition of a uniform annual series with a = `12000 and a
gradient series with g = `1000. Hence the present worth of the maintenance cost is
p

p = 12000 , 9%, 25 + 1000 , 9%, 25

a

= 12000

(1 + 0.09)25 1
+ 1000
0.09(1 + 0.09)25

1
0.09

25
25
(1 + 0.09) 1

25
25
+
+
0.09(1
0.09)
(1
0.09)

= 12000 9.822 + 1000 76.9265

= ` 194790.50
T2 : Solution
Cash flow diagram

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3000
1000 2000
2
3
4

A=?
P=?

4000
5

i=

5000
6

6000
7

7000
8

20%
= 10%
2

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17

i = 10%, n = 8
We know that

1 n

i

A = g

n
i i (1 + i ) 1

Where, g =1000, n = 8, i = 0.1

1
8 0.10
A = 1000

0.10 0.10 (1.10) 8 1

A = 1000(3.0045) = ` 3004.50
Now,

(1 + i )n 1

P = 3004.50
i (1 + i )n

= 3004.50 (5.3349) = 16,028.70

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Concreting Equipments

T1 : Solution
Adjusted output due to angle of swing=120 0.88 = 105.6 m3/hr
Taking loss due to job conditions = 40%

Operation factor = (100 40) = 60% = 0.60

Thus,
Actual production (loose volume) = 105.6 0.60 = 63.36 m3/hr
Output per hour in bank volume =

63.36
= 57.6 m3/hr
1.1

This is the actual output from power shovel.

T2 : Solution
In one cycle
Volume of excavating material = 2.25 m3 loose
Swell = 25 %
2.25
= 1.8 m 3
1.25
Assuming 10 minutes ideal time for every one hour.
Actual time/hr = 50 minutes = 50 60 secs

Bank measure vol. of one cycle =

No. of cycles being performed per hr. =

50 60
27

Output of the shovel = Bank measure vol. in one cycle in cum No. of cycle/hr
=

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1.8 50 60
= 200 m 3 /hr
27

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19

T3 : Solution
Time required per trip in minutes (or cycle time) =
=

D D
+ +G
F R

30
30
+
+ 0.3 ( assume) minutes
2.4 1000 6.0 1000

60
60

= 0.75 + 0.30 + 0.30 = 1.35 minutes

Output of bulldozer =

3
45

cum/hr (bank measure)

1.25 1.35

= 80 cum/hr
T4 : Solution
Here, S = 4.5 kmph or 4500/60 m/min
h = 45 min., l = 2.4 m, n = 1, p = 1/8, t = 0.4 m and N = 5
Therefore,

Q=

1 0.4
Shl n pt 4500
=
45 2.4 1
= 81 m 3
N
60
8
5

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