UNIVERSITY OF GONDAR

INSTITUTE OF TECHNOLOGY
DEPARTMENT OF ELECTRICAL AND COMPUTER
ENGINEERING
Title: Establish a Construction site
Project Management and Resource Allocation
(INDUSTRIAL CONTROL STREAM)
Group members: ID NO
1. Adissu Adefris……………………………..GUR/0060/07
2. Dires Melaku……………………………….GUR/0321/07
3. Enanwo Wondem…………………………..GUR/0369/07
4. Fentahun Mulat…………………………….GUR/
5. Hiwot Dessie……………………………......GUR/0611/07
6. Tadesse Yikan………………………………GUR/1055/07
7. Takele Shitahun………………………….....GUR/1059/07

Submission date:
 ESTABLISH A CONSTRUCTION SITE
OBJECTIVE
 To provide comfortable environment for construction.
 To provide security for building occupants and assets from man made and natural
hazards.
 To optimize building space and material use.
 To identify potential risks in a given construction.
 To calculated each department/section budgets quickly.

Project work breakdown structure (WBS)

A work breakdown structure (WBS) is a key project deliverable that organizes the team’s work
into manageable sections. The work breakdown structure visually defines the scope into
manageable chunks that a project team can understand.

Establish site

Fit out Clear site Security

Erect
fence
Surfaces Utility Asbestos Strip
Survey site
Fit
Stone Gates
Electrical
up site service Specialist
Install
clearance
camera
Water
services
Demolish
Stone
sheds
up
Drain
access
connection
Clear rubbish
road
Scheduling Systems
 Critical Path Method (CPM)
 Program Evaluation and Review Technique (PERT)
 Gantt Chart
1) Critical Path Method (CPM)
The critical path method has four key elements
 Critical path analysis
 Float determination
 Early start and finish calculation
 Latest start and finish calculation
a) Determine the activities of the project
Assume each tasks are assigned in the following ways:
A=Stone up site and access rod
B= Drain concentration, electrical and water service
C=Specialized clearance, demolish sheds and clear rubbish
D=erect fence, fit gats and install camera
E=Surface
F=Utilities
G=Asbestos survey
H=Strip site
I=Fit out
J=Clear site
K=Security
L=Establish site
 b) Identify the predecessors and successor activities and allocate time for each activity

Activities Predecessors Duration

A -- 5
B -- 6
C -- 8
D -- 12
E A 7
F B 9
G -- 8
H C 6
I E,F 10
J G,H, 7
K D 5
L I,J,K 14

c) Draw the network diagram and find the critical path

E I

A F L
End
B
Start C H J
G K
D

Fig. Network diagram

The critical path analysis should be:
Path 1: AEIL= 5+7+10+14=36
Path 2: BFIL= 6+9+10+14=39
 Path 3: CHJL=8+6+7+14=35
Path 4: GJL= 8+7+14=29
Path 5: DKL= 12+5+14=31
The critical path is a path that has longest duration. So, from those paths 2 is a critical path and
activity B, F, I, and L are critical activities.
d) Determine the early and latest start, early and latest finish times and slack time for each
activity.

Activities Duration Earliest Earliest Latest Latest Total

(Days) Start Finish Start Finish Float
A 5 0 5 17 22 17
B 6 0 6 14 20 14
C 8 0 8 25 33 25
D 12 0 12 22 34 22
E 7 5 12 22 29 17
F 9 6 15 20 29 14
G 8 0 8 24 32 24
H 6 8 14 33 39 25
I 10 15 25 29 39 14
J 7 14 21 32 39 18
K 5 12 17 34 39 22
L 14 25 39 25 39 0

2) Project evaluation and review technique (PERT)

Three time estimates are required to compute the parameters of an activity’s duration
distribution:
 Optimistic time (a ) - the time the activity would take if things did go well
 Most likely time (m ) - the consensus best estimate of the activity’s duration
 Pessimistic time (b ) - the time the activity would take if things did not go well

Activities Predecessors Optimistic(a) Most likely(b) Pessimistic(c)

A -- 1 2 2
B -- 1 2 3
C -- 2 2 4
D -- 3 4 5
E A 2 2 3
E B 2 3 4
G -- 1 3 4
H C 2 2 2
 I E, F 3 3 4
J G, H 1 3 3
K D 1 1 3
L I, J, K 3 4 7

a) Draw the network diagram

E
I
F
A L
End

B J
Start
C H K
G
D

Fig. Network diagram

b) Find the expected time of each activity and analyze the paths through the network and find the
critical path.
a + 4m + b
te =
6
(b − a)2
V=
6
Where te is the expectation time duration
V is the variance
The standard deviation can be calculated as
 Activities Predecessors Optimistic(a) Most Pessimistic(b) Mean Variance(V)
likely(m) (te)
A -- 1 2 2 1.83 0.02
B -- 1 2 3 2 0.02
C -- 2 2 4 2.33 0.11
D -- 3 4 5 4 0.11
E A 2 2 3 2.16 0.02
F B 2 3 4 3 0.11
G -- 1 3 4 2.83 0.25
H C 2 2 2 2 0
I E, F 3 3 4 3.16 0.02
J G, H 1 3 3 2.66 0.11
K D 1 1 3 1.33 0.11
L I, J, K 3 4 7 4.33 0.44

The critical path analysis should be:

Path 1: AEIL= 1.83+2.16+3.16+4.33=11.58
Path 2: BFIL= 2+3+3.16+4.33=12.49
Path 3: CHJL=2.33+2+2.66+4.33=11.32
Path 4: GJL= 2.83+2.66+4.33=9.82
Path 5: DKL= 4+1.33+4.33=9.66
The critical path is a path that has longest duration. So, from those paths 2 is a critical path and
activity B, F, I, and L are critical activities. Therefore the project expectation time is 12.49.
Project variance (V) =0.02+0.11+0.22+0.44=0.79 and the standard deviation of the project is
0.88.
The probabilistic computation is calculated as
D−T
𝑍=

Where
T=critical path duration
D=proposed (specified) time
 =project standard deviation
The probability that the project will be completed in less than 15 days can be

D−T
𝑍=

15−12.49
(d) 𝑍 = =2.58
0.88

3) Gantt Chart
GANTT chart from the information obtained by PERT/CPM are:

Activities Duration ES EF LS LF Slack time

(Days)
A 5 0 5 17 22 17
B 6 0 6 14 20 14
C 8 0 8 25 33 25
D 12 0 12 22 34 22
E 7 5 12 22 29 17
F 9 6 15 20 29 14
G 8 0 8 24 32 24
H 6 8 14 33 39 25
I 10 15 25 29 39 14
J 7 14 21 32 39 18
K 5 12 17 34 39 22
L 14 25 39 25 39 0
Step 1. Schedule critical tasks

A
B
C
D
E
F
G
H
I
J
K
L
0 6 15 25 39
Step 2: Place time windows for non-critical tasks

A
B
C
D
E
F
G
H
I
J
K
L
0 5 6 8 12 14 15 22 25 29 32 33 34 39
Step 3. Schedule non-critical task
Step 4. Indicate precedence relationships:

A
B
C
D
E
F
G
H
I
J
K
L
0 5 6 8 12 14 15 17 21 22 25 29 32 33 34 39