Indian Roads Congress

Special Publication 14

A MANUAL
FOR THE
APPLICATION OF
THE CRITICAL
PATH METHOD
TO HIGHWAY
PROJECTS IN
INDIA

<< Ne~i Delhi 1980

 ndian Roads congress
Special Pub~ication 14

A MANUAL
FOR THE
APPLICATION OF
THE CRITICAL
PATH METHOD
TO HIGHWAY
PROJECTS IN
INDIA

Published by
The Indian Roads Congress

Copies can be had by VP.P.

from the Secretary,,
Indian Roads Congress.
Jamnagar House Shahjahan Road,
New Deihi-IlOOll

<< NEW DELHI 1980 PriceRs

(Plus packing a
postage charges)
Pubhshed in September 1973
Reprinted February, 1980

1 are reserved)
(lire .Ri:~Jrtso/Pzdthnitmn and y~p

<<Published by PC. Bhasin, Secretary~Indian Roads Congress, N~wDelhi

Printed at PRINTAID, New Delhi
 FOREWORD
i’h it use of modern management, techniques such as Programme
Evaluation and Review Technique (PERT) and Critical Path Method
(‘PM h Ext n sot ti ‘sEal I mplos ti tn s trious C ii I ngini ci inc
Projects in countries like the U.S.A Canada and Australia with a view
to achievinc economy and efficiency,, These techniqties help manage~
men I m efficient and economic use of resources! in the accomplishment
of programme objectives. TI hey also help in efl’ective planning,
sched tiling, eva I uati ng progress and con trolhng of projects and prog*~
rammes, Though ME PT and (‘PM tech niques are basically similar,
the (‘PM technique is: more widely used in the Civil, Engineering
industry,, PERT is adopted in such pro~ectswhere activities consum~
ing.: time are considered uncertain and a probabilistic: approach i:s
resorted to, The main features of Critical Path Analysis have?
appl~ci:i ion to many prograromea; that do not warrant the complete
PFii’t F treatment,
PM ha lii Hits in in imu m t iflU It qwrr. ci gn cs tn mci
warn rig ahout future problems~heip:s predict the future time need,
hi Ill i ~n i h ioi~ plmnu/In mod illoc it ing md rish ufilino 0 sotu c.cs
and ahovc all helps ;n complet;on of proleets in time, Keeping in
view the advantages oi’this technique, I am glad that the Indian
Roads Congress have prepiret.l th is Manual for the Application ot
iii a. ii P ith Muthod to I irihv is P101 ct in Indi In ~R r ning the
NI U’ u il ‘imil ir gtude 1110W lit oat hi1 or nos itions I mIt C in mdi in
Uood Roads Association, Bureau of Public Roads (I..JSA), 1)epart~
meio of El ighways, Ontario, [icpartrnent of Main Roi:ids, A ustralia
and some important iextJ:iooks on the subject have been extensively
consulted. The Manual is illustrated by examples of road and bridge
prolect:s so that the methodology described in the text can be
conrprehended easily in actual application.
I am sure,, this Manua.l ss ill not only serve as a? useful guide to
thi II ighu is I nni,iet r in~prof cs~ion it w ill ilso incour UO tIlL usc
of this modern technique in highway construction in war Country.
S,N. Sinha
New Delhi, Past President,
September 4, 1973. Indian Roads Congress
<<
(TOINTENTS

Page
(‘El P’I’ER I i nitrod ti ct tOri
(‘HAPTER 2 Delhi iiioi ns 5
CHAPTER —••— 3 Network Construction 11
CHAPTF:iR’ 4 Assignment of Duration for Activities 17
CHAPTER- 5 Determination of Proiect Schedule
and (‘nt ical Path 21
CHAPTER 6 Ccst4’inne Balancing 27
(‘RAPiER ........... 7 Resources ( Manpower, Equiprnen I)
Scheduling 33
CHAPTER 8 Budgeting and Actual Cost 39
CHAPTER—- 9 Application of (‘PM to ether related
Highway Matters 43
(:HAP’FER ‘ lO Advantage:s i:’if the Applicatior of C’
to H ighis ay Projects 49
CHAPTER ...“. ii Limitations of’ (‘PM 53
C H A PTE: P. I2 Example ofa Bridge Project 57
CHAPTER —13 E%am pIe of .a Road Project 61

APPENDICES

1, R.C,C, Bridge of 3 spans 25 metres each with

well foundations 67
2. Details .of Activities of a Bridge Project 70
3, Modified Activities for RC.C. Bridge of 3
spans 25 metres each with well foundations 72
4. Widening, Strengthening artci ReaEigning of
an e’sisling road 74
<< 5. Detads of Activities of a Road Project 77
 PLATES

Page
I. CPM Network for a Bridge Project ... 81
II. Bar Graph of a Bridge Project •.. 83
IlL Modified CPM Network fora Bridge Project ... 85
IV. CPM Network for a Road Project ... 87
V. Bar Graph for a Road Project ... 89

<< VI
 Introduction

~ntroduction

<<
 CHAPTER 1

1. INTRODUCTION

1,1, From the inception of a hignway on a bridge project to

its completion, there is a vast expanse of management and admistra-
live tasks a modern Highway Engineer is called upon to fulfil in the
present day. It is no more sufficient for him to be a good pmofessio’
nal engineer. it is equally necessary for him to he competent in
management in various fields such as planning, organising, staffing,
el irecling, controlling and coordinating. He will have to take bold,
decisions, both on technical problems as well as management
problems. Sound engineering management is an ant, hut iu’ckily
the art is hac.kecl by modern scientific tools, These tools can consider
the complex problems of ‘choice from vaniotts practical solution.s,
linear Programming is one such tool which enables the ‘engineer to
arrive at an optimal solution to complete a project at the minimum
cost fbr a specified construction time, The Critical Path Method,,
Known n’s: (‘PM, has already proved its usefulness in many fields of
Civil Engineering and is the natural answer to Highway Engineering
Management of the present and the future., Because of its easy :and
effec.tive, applicability to Highway Engineering, the (‘PM has already
replaced the old, familiar ‘bar chart, which used to he the engineer’s
tool so far ‘for controlling, planning and scheduling of sequences.

12. The C.. PM is the schematic representation of a project by

means of a diagram or “net~work”, depicting the sequence and
interplay’ of the numerous component events’ this I go to for’m the
project and the wulisation of the data contained in the net~workton
deter.mining, the most suitable programnie for the implementation of
the project, The final programnte is so selected as to result in the
lowest cost consistent with the time factor,

1,3, Though the ‘(‘PM had its origin comparatively recently

in tl’ie late 1950s, its demonstrated advantages as a management tool
have already made it extremely popular in various branches of Civil
Engineering << in countries abroad, and large savings are reported in’the
4 introduction
time and cost of projects by its use. Its use in the highway
departments has been widely accepted abroad, in areas such as
planning, design, construction, research programmes and maintenance.
In India, where there are a large number of constraints due to
shortage of resources such as steel and cement, nomavailability of
skilled labour, seasonal availability of labour and climatic variations
(the monsoon period, the season of floods in streams etc), the
planning and execution of highway projects could he done in a more
efficient manner by the application of CP!vL Benefits can he reaped
both by the Governmental Departments and the Contractors by its
use and it is towards providing the concerned engineers with a ready
manuab of reference that this publication is directed,

<<
 Def~nitionS

Definitions

<<
 CHAPTER 2
2, DEFINITIONS

Before the procedure of constructing the network is discussed,

it wilt be necessary to he conversant with the terms commonly used,
The definitions of these terms with suitable examples are as follows.

(i) Network or Flow Diagram

It is diagrammatic representation of the entire project, wherein
the order in which the various items of works ntust be performed is
shown, A typical network.. is shown in Fig I. Generally, in a
network, the general flow of events is from the left to the right.

Fig, 1

(ii) Activity
An activity is a part of the project denoted by an arrow on the
network, the tail representing the start of the activity and the head
the end of the activity. One and only one arrow can he used to
represent one activity or operation. Each activity has to have a given
time. ‘However, length and direction of the arrow have no significance.
For example in Fig. 1, an activity can be represented as l~2 or
by ‘A’.
<<
S Definitions
(Iii) Event
An eve.nt is a stage or a point where all previous jobs are
complete and the succeeding ones are to start. The event is represen-
ted on the network by a circle (node) at the junction of arrows, An
event cannot occur until all the activities leading to it are completed.
Similarly, no activities emanating from an event can start until the
event has occured. These events are numbered in their sequential
order on the network.

(iv) Durations
Duration is the estimated time required to complete an activity
and is denoted on the activity in the network. For example the
duration for activity 1-2 (A) is 9 days in the network shown in Fig. I
The duration can be expressed in any convenient unit such as hours,
days, weeks, months. etc.

(v) Dummy Activity

It is a fictitious activity with zero duration and no cost and is
used to maintain the sequential order of the activities in the network.
It is generally represented by dotted lines on the network, For
example in Fig. 1, activity 4-5 is a dummy activity and denotes
that all activities commencing from event 5 cannot start before a
completion of event 4.

(vi) Restraint
It is a restriction very similar to a dummy activity but has a
duration which can be either negative or positive. It is frequently used
to fix intermediate dates within the network and thereby fix the
relative start or finish of the parallel activities, when these activities
are not coincident.

(vii) Early Start Time

It is the earliest possible time an activity can start without
changing the sequence of activities in the network. It is denoted as
EST. EST of an activity is also the Early Finish Time of the event
preceding it, i.e. the event at the tail of the activity arrow.
<<
Definitions 9
(viii) Early Finish Time
It is the earliest time by which an activity can be completed.
It is denoted by EFT.
EFT of an activity= its EST 4-duration of activity

(ix) Late Start Time

It is the latest time by which an activity can start without
delaying the project. It is denoted as LST.
LST of an activity =its own LFT—its duration

(x) Late Finish Time

It is the latest time by which an activity can be completed
without delaying the project. It is denoted as LFT. The LFT of an
activity is also the LFT of the event at the head of the activity
arrow.

(xi) Total Float

it is the difference between the maximum time allowed for an
activity and its estimated duration, It can, in other wbrds, be
defined as the full amount of time by which the start of an activity
can be delayed without causing the project to last longer. It is
denoted by TF.
TF= LFT—(EST + Duration)
=LFT—EFT
or TF=LST—EST

(xii) Free Float

The free float of an activity is the amount of time by which the
activity can be delayed without interfering with the start of succeed-
ing activities. It is denoted as FF.

FF=EST of its following activity—its own EFT

(xiii) Interfering Float

It is the difference between the total float and the free float.
Consumption of any of the interfering float time in a delayed start of
an activity will necessarily retard some of the following activities, but

<<
10 Definitions
will not delay the overall project time, Interfering float i~denoted
by IF.
1FTF—FF

(xiv) Critical Path

The events which have no float are the critical events, i.e. they
have the same EFT and LF1’ or in other words no leeway, These
events must be completed on schedule if the project is to he completed
in the minimum total time. The path joining such critical events is
called the critical path of the network.

(xv) Critical activities

The activities lying on the critical path are called critical
activities. Critical activity has a zero float.

<<
 Network Construction 11

Network
Construction

<<
 CHAPTER 3
3. NETWORK CONSTRUCTION

3.1. The basic step in analysing a project by the CPM

technique is to draw up the net-work, which schematically represents
the entire project after it is split up into a number of activities. The
procedure involved in drawing up the network is detailed in the
succeeding paragraphs.

3.2. As a first step, the activities involved in the project are

carefully listed out without regard to their order of occurrence. Care
must be taken to see that none o’f the activities involved are left over,
as an error at this stage would be a basic one and consequent to
which the network would be entirely wrong. It should, however, be
noted that the number of activities into which a project is to be split
will depepd entirely upon the extent of detailed control and informa-
tion feed back desired. The Bill o’f Quantities for the work will give
a very good idea of the various feasible activities involved, but some
of the items included in the Bill of Quantities may themselves have
to be broken down further into smaller activities, depending upon
the degree of refinement needed.

3.3. The next step is to establish a logical sequence of the

activities. In arranging the order of the activities, the following
should be kept in mint:
(a) Which are the activities that must be completed before the start of
each activity?
(b) Which activities can occur simultaneously?
(c) Which activities must succeed each activity?

3.4. Necessary constraints in the project should be identified

at this stage. The constraints may be materials, equipment, labour,
variations in season etc. For example, in a road construction job,
the bitumen might be available only at a specified date. While all
activities not requiring bitumen can be done prior to this date, the
mixing
<< and laying of the bituminous pavement can be done only
after that date. Labour might not be available in the harvesting
14 Network Construction
season, and this factor is a major restraint in the project scheduling.
I’Ieavy rains in monsoon period rule out the possibility of bituminous
work and this is a seasonal limitation.

3.5. The actual drawing up of the flow diagram can now be

possible. The following simple illustrations indicate how a net-work
can be constructed.

A ô C ~® ~tc”tiSh~i~’err ~
Logic behind the diagram

vity B can start only after

F It?J. Z activity A ends

Neither activity B nor C can

start unless activity A ends

Activity C can start only

after both activities A and
B end

Activities C and D cannot

start unless activities A and
B are compteted, but acti-
vity C can be started inde-
pendent of D and vice-versa

FiG -5
<<
Network Construction 15

Acnvrty B cannot begin

untu cb0~cachvifiesA
but activity D can start
J
, after activity C is com-
pleted. The dashed
arrow here represents a

p C 0 ~
dummy activity to main-
ta~lgka1quene
inter-retattonships.
Fig, 6

3.6. After the ,net-work is completed, it should be checked

for ac’curacy of logic by beginning at the final event and working
backwards towards the start, going from event to event and checking
whether (i) each activity beginning at an event depends upon all
activities leading to the event, and (ii) all activities upon which the
one in question must depend, lead into the event.

~7. The following data leads to the preparation of the net-

work ci iag,rarn given in Fig. i.
(1) Ad ivitics A and B whict1 occur at the start of the Project,, can he
pcrfci trued concurrently.
(21 Activities C and F arc preceded by Ac,tisity A
(3) Activities t) and Ci are preceded by Activity B
(4) Activity E folt’ows activities C and I)
(5) Activities H and M bath cannot start tilt Activities C, t) and Ci’ are
ca mpletcd
(61 Activities J and t follow Activity F
(7) Activity t’ is precedcd by Activities I, F and H
(8) Activity K follows Activity I
(9) Activities K, L and hi can occur simultaneously to take the project
to completion
3.8. It will he seen from the net-work in Fig. I, that each
node is numbered. The numbers are chosen in a purely arbitrary
way, generally proceeding from lower numbers at the start of the
prcqect and having higher numbers as the project advances,

<<
 Assignment of Durations for 17
Activities
4

Assignment of
Durations for
Activities

<<
 CHAPTER 4

4. ASSIGNMENT OF DURATIONS FOR ACTIVITIES

When the network has been completed, it is necessary to assign

duration to each activity. Duration is the time required to complete
the activity. Duration is assigned to each activity entirely on its
own without considering the effects and delays caused from the
adjoining activities. Such influences are taken care of in calculating
the critical path itself and need not enter at this stage. The duration
should he established by individuals having thorough familarity with
the details involved in the project. Previous history of similar pro-
jects will be valuable guides, provided the information is updated and
is not old, The time initially assigned is the normal time or average
time assuming that all available resources can be applied for the
completion of each activity. The time estimates are later on refined,
considering all the activities in progress during the same period and
optimising the available equipment and other resources. The unit of
time used in the network for assigning duration could be hours,
shifts or days as can be convenient for a particular case but the unit
should be the same for all the activities in a particular network. The
duration is written above or below the arrow line representing the
activity, s’idc Fig. I.

<<
 DeterminaUon of Project 21
Schedule and Critical Path
5

Determination of
Project Schedule
and Critical Path

<<
 CHAPTER 5

5. DETERMINATION OF PROJECT SCHEDULE

AND CRITICAL PATH

5.1. The next objective is the preparation of the project

schedule arid the critical path. In order to accomplish this, it is
necessary to run through the events in the network and determine
the Early Finish Time (FFT) and Late Finish Time (LFT) of each
activity. In this procedure, the node at the start of the network is
assigned a value of zero, As one progresses, the duration of each
succeeding activity is added to the Early Finish Time of an event to
determine the Early Finish Tim,e of the next event, in doing so it,
will be seen that the earliest finish time of each event is one which is
arrived at by the longest path. In the example of Fig. I the early finish
time tor event (4) works out to 33 days via activities 1-2 and 2-4 and
27 days via activities 1-3 and 3-4. In this case, the EFF is the greater
of the two values i.e. 33 days. All the EFT thus calculated are
marked on the left half of the ‘oval time space’ on the net-work.
After proceeding in this manner, through the net-work, EFT of the
last event is known i.e. the earliest possible time by which the pro-
ject can be completed which is the sum of the duration of the longest
time path through the network, It w ill be seen that in the example
shown in Fig. 7, the EEl’ of the last event is 63 days. Accepting
this as- the project duration time, the latest finish time (LFT) of the
final event becomes 63 days. This is entered in the right half of the
“oval time space” of the final event. From the LFT of the final
event, one works backwards to find the LFT of each event. The
LET is controlled by all the activities starting from the event concer-
ned and is the minimum figure so obtained, For instance consider
event ~4). Its LFT considering activity 4.7 would be 53-12=41 days
hut as there is a dummy activity 4-5 of zero duration, the LFT
comes to 33—0=33 days. As such the LFT of event (4) will be
the minimum value i.e. 33 days. It is thus possible to work out the
LFT of each event which have been shown in the right half of the
“oval time space” on Fig. 7.

<<
24 Determination of Project Schedule and Critical Path

Fig. 7

5.2. The events in whiëh the EFT and LFT are the same or
in other words there is no leeway, fall on the critical path. The
critical path is shown in heavy lines on the network in Fig. 7 and
passes through the events 1, 2, 4~,S and ~. It may be noticed that
for any particular project, there may he more than one critical path.
The critical path will be ~acontinuous line beginning, from the start of
the project and ending at its completion. All activities on the criti-
cal path must be completed on schedule and cannot be prolonged. On
the other hand, the aetivities outs~de the critical path, can he pro-
longed within, the limits indicated by their floats, without prolonging
the total project time.

5.3. Activity times, Floats and Bar graph

After having derived the earliest and latest finish times for all
the events in the project, the next step is to find the activity times
and the floats, In Fig. 7, activity 6-8 has a duration of 2 days and it
is apparent tha,t event 6 could occur as early as the 21st day; whereas
event 8 could he as late as the 56th day, so there might be 35 days
available in which this ‘‘2 days” activity could be done. This
activity therefore, has a total leeway of 23 days and is not a critical
activity. On the other hand, activity 2—4 is critical having no float
at all, The F.ST, LST, EFT, LF1’ and floats have been calculated
in respect ci)’ all the activitiesand are shown in Table I

<<
Determination of Project Schedule and Critical Path 25
TABLE 1

d~cLi’~
LEY L)ura— : I I
ItciT)
~
Auo~
I t~On
da~
r EST 1ST E~T LFT TF }~F IF \rnark~
~ ~ ~ ~

A I 9 0 0 9 9 0 0 0 Criti-
cal
B 1-3 9 0 6 9 15 6 0 6 —

( ‘ 24 9 9 33 33 0 0 0 Criti-
cal
F 2-6 12 9 29 21 4! 20 0 20
1) 3-4 18 9 15 27 33 6 6 0 —

U 3-5 15 9 18 24 33 9 9 0 —

D~mni~ 4-5 0 33 33 33 33 0 0 0 Criti-

cal
I 4.7 12 33 41 45 53 8 2 6 —

ii 5-7 14 33 39 47 53 6 0 6
M 5-9 30 33 33 63 63 0 0 0 Criti-
cal
1 6-7 12 21 41 33 53 20 14 6
J 6-8 2 21 54 23 56 33 0 33 —

L 7-9 10 47 53 57 63 6 6 0 —

K 8-9 7 23 56 30 63 33 33 0 *

The essential time relationships between the various activities

can now he analysed and decisions taken concerning the scheduled
timing of the activities in. the construction works. To appreciate the
scheduling of time better, often the CPM bar graphs are drawn. The
CPM bar graph for the activity times and floats shown in Table 1 is
given in Fig. 8.

Study of Fig. 8 will, reveal that this chart is identical to the

conventional construction programme, but in addition it shows
The critical activities and the float times. Hence one can see just at a
~tancc which are the activities which cannot be delayed and also in
which activities delay can be tolerated and by how much. Thus the
planner has a better tool in hand to know exactly the repercussion
of any delay in the entire project and hence can undertake the
necessary remedial measures in time.

<<
26 Determination of Project Schedule and CrItical Path

voR~cwtc~
D~15~
11~LMMtRO~ RITICJ~ 0 tO 20 ~O 40 SO ~O 70

A1 1-2
e~ H3

C 24 .
F 2-6
D 3-4
G 3-S
E 4-7
~,4 5.7 UZ~

M S-~
1 6-7
51 . ~zZ~7Z~ZZZ!

L a-9 1

L~L
SCHEDULED -ç ~ R
DuRATtOH F- RE E FLOAT
AT

FIg. S. Bar Graph

<<
 Cost-Time Balancing 27

Cost-Ti me
Ba’ancing

<<
 CHAPTER 6

6. COST—TIME BALANCING

6.1. It was mentioned in Chapter 4 that the initial network

utilises time estimates which are “normal” or “average” times,
assuming that all resources can be applied for the completion of each
activity. Obviously such a scheduling is not the best one financially,
and many alternatives will have to be considered before a final one
can be selected. The selection of an appropriate alternative is rendered
simple by the CPM technique.
6.2. The effect of altering the duration of a particular activity
may be very marked on the project as a whole. This is illustrated by
considering the network of Fig 7. If the activity 5-9 can be carried out
in say, 21 days instead of 30 days, the network gets altered. The
modified network would be as shown in Fig 9.

Fig. 9

It will be seen that the critical path which was earlier along 1, 2,
4, 5 and 9 has changed to 1, 2, 4, 5, 7 and 9 and the project duration
time has shortened to 57 days from the earlier period of 63 days.
<<
30 Cost—Time Balancing
6.3. In order to evaluate the monetary affect of reducing or
increasing the duration of each activity, it is necessary’ to have
activity time/cost relations, Such relations can be established only
on the basis of past records of project cost and time. It would be
necessary [Orthe organisation to develop a bank of such data so that
effective use can be made of them in futpre scheduling of projects
and working out the optimum solution. A typical time/cost curve
for an activity is illustrated in Fig. 10. The lowest cost (least cost)
is also called the normal cost and the time when this is obtained is
called the normal time, From the curve it is seen that as the time is
reduced, the cost tends to go up curvilineary, till a point of least time
reached, Further reduction in time is not possible and the cost
increases with no time reduction, The least time is often called
“crash time” and the operation of speeding up an activity is called
“crashing’’. The minimum cost of the project at the crash time is called
the “crash cost for least time”. For approximation, the curvilinear
relation can be treated as a linear relation shown in dotted line in
Figure lO, ‘rite slope of the straight line gives an indication of the
sensitivity of the activity as far as its time-cost relation is concerned.

U$ELESJI$CflASED COST SUT

CRASH ~P4O1tEDUC~’IO~4
~NT1M

toWflTCg,$bj CtnT
FOR Lfl~t‘rIME
I- N cost
U,

~,1

TiME
Fig. tO. - Activity cost—-time relationship

6.4. In a net-work, if the project is to be completed with a

smaller period, it is’ necessary to’”crash” a number of activities. It
is unetonomical to crash all activities (all crash solution) as it will
result in useless expenditure of resources. Only those activities which
<<
Cost- Time Balancing 31
are critical need he crashed so that the project duration is reduced.
The solution obtained by crashing the--activities along the Critical
Path is called the ‘‘Least Time Solution’’. While crashing some ol the
[ELtivities along a critical path, it may so happen that some more
activities might become- critical, in such cases, it is necessary to
crash both the previously critical and the newly critical activities in
order to iurth-er expedite the project To arrive at the most
economical solution, it is necessary to examine a number of optimal
solutions that lie between the all normal solution -on the one hand
and crashed least time solution on the other hand, The procedure

-CRASH TIME SOLUTSON

flST ‘TIME SOLUTION

CO
5.
t COSTS
U’,
U,
0
-u

‘rIME ~
Fig- It . Cost4i-me curve
is simplified by obtaining a plot of a number of alternatives involving
ditl’c’rent costs and duration Fig. II indicates such a set of curves,
derived for Indirect costs, Direct costs and the Total costs, From
the curve for the Total costs, it is possible to obtain minimum total
cost and the project duration for the minimum total cost. This is
the most economical solution.
6,5. The procedure of investigating the etiect of successively
crashing various activities i-s called ‘‘compression’’. As opposed to
this, “d~compression” is the operation of successively increasing the
pr(pec:t darat~onfrom the. ‘‘crashed sol ation’’ and investigating its
effect on cost,
6,6, The complexity of the operations involved makes the
calculations laborious, If the operations are too large, use of com—
putors become inevitable. Activities upto 200—400 can reasonably
he handled manually, hut a larger number needs computors.
<<
 Resources (Manpower1
Equipment Scheduling
7

Resources
(Manpower,
Equipment)
Scheduling

<<
 CHAPTER 7

7. RESOURCES (MANPOWER, EQUIPMENT) SCHEDULtNG

7.1, It has been mentioned earlier in Chapter 4 that when the

initial CPM network is drawn up, the duration of each activity is
fixed on the assumption that all resources are available and can be
applied for the completion of each activity. In actual practice, this
ideal condition is hardly niet with as there will always be a limit to
the availability of resources such as labour, plant and equipment. At
a particular time, there may be many activities in a project that
demand allocation of these resources. It, therefore, often becomes
necessary to schedule the requirements of the resources on a time
base. The concept will be illustrated by the following example.

7.2. Fig, 12 shows a network of a project which involves the

usc of a concrete mixer. The period of each activity in days is
indicated above the activity line and the number of mixers required
on each day of the activity duration is given in brackets.

Cf sD

C3J3D c717_)
<<
Fig. 12
 36 Resources (Manpower~Equipment) Scheduling
Table 2 below depicts the schedule of the project,

TABLE 2

Activities Duration IFT EST LST Total Float Remarks

1-2 1 1 5 0 4 4
1-3 3 3 3 0 C) 0 Critical
3~4 4 7 7 3 3 0 Critical
2-4 2 3 7 1 5 4
2-5 3 4 10 1 7 6
45 3 10 10 7 7 0 Critical

Table 3 represents the requirements of the concrete mixers for

each day of the project duration of 10 days, assuming that the
activities start at EST.

TABLE 3 SHOWING NUMBERS OF MIXERS ON EACH DAY

Days -~0 1 2 3 4 5 6 7 8 9 10

of 5 11 11 8 3 3 3 1 1 1

it will be seen from the above that the requirement of concrete

mixers fluctuates from I to 11 on different days, if the activities are
sched tiled to start on the Fany Start Time, If the maximum number
of concrete mixers available on any clay is only 6, it becomes
necessary to reschedule the activities to suit this constraint. Obviously,
the acuvities which are critical cannot he rescheduled - Only those
activities that have a float can be adjusted. In the Table 4 below is
<<
Resources (Manpower, Equipment) Scheduling 37

shown a rescheduling of the non—critical activities within the leeway

provided by their float, so as to limit the maximum number of mixers
per day to 6.

TABLE 4 SHOWING NUMBER OF MIXERS ON EACH DAY AFTER

RESCHEDULING THE PROJECT

Days~O 1 2 3 4 5 6 7 8 9 It)

TotalNo.of 5 6 6 4 5 5 5 4 4 .3
Dl ixe rs

From the ahove example, it is seen how the CPM enables one
to reschedule the project, without prolonging it, within the constraints
of resources availability.

<<
 Budgeting and Actual Cost 39

Budgeting and
Actual Cost

<<
 CHAPTER 8

8. BUDGETING AND ACTUAL COSTS

Generally in most projects.,~the planner is time as well as cost

bound, The planner has to coordinate his resources so as to meet
the actual requirements and at the same time keep to the time
schedule. For projects,, it is possible to draw a graph of resources vs
time. Normally manpower constitutes the most common resource,
and a graph of number of man-hours vs time can be drawn to indicate
to the planner the actual manpower requirements during a particular
period and thus gives him sufficient warning to arrange the
same timely.

Similarly with the data available from CPM network it is also

possible after having drawn the bar graph to draw the graph of total
expenditure against time. In this very graph, the expenditure actually
incurred can also be sbown so as to indicate to the planner, whether
the actual expenditure is likely to exeed the budgetary provision and
if so what precautionary steps have to be taken.

<<
 ApplIcation of CPM to other 43
related Highway Matters
9

Application of
CPM to other
related Highway
Matters

<<
 CHAPTER 9

9. APPLICATION OF CPM TO OTHER RELATED HIGHWAY

MATTERS

9.?. Apart from highway construction, the CPM technique

has found use fci[ application in a variety of areas being dealt with by
the Highway Department. Some of these are
(i) Highway Planning
(ii) Transportation Planning
(iii) Highway Location Studies
(iv) Investigation studies for Bridge Projects
(v) Design of Highways
(vi) Design of Bridges
(vii) Acquisition of Right-of-way
(viii) Preparation of Plans and Estimates and Contract Award
(ix) Highway Maintenance

9.2. Highway Planning

Highway Planning for a State or a Country or urban Street
planning for cities involve a number of time-bound activities such as
preparation of highway inventory, conducting traffic census, forecast-
ing demand, establish sufficiency rattngs, determine highway needs,
establish design geometric standards, fix priorities, determine finan-
cing procedure, etc. A network can be prepared interconnecting all
such activities to keep a close watch on the actual progress.

9.3. Transportation Planning

Transportation Plarning is a complex task and involves a large
number of detailed activities, such as examination of adequacy of
existing facilities, study of accident data, compilation of traffic data,
preparation of traffic flow maps, study of travel time, collection of
data on existing street inventory, study of land-use, review of parking
needs and existing facilities, development of origin and destination
<< data, formulation of future transportation facilities, etc. CPM
survey
46 Application of CPM to other related Highway Matters
network analysis will help to monitor such a large planning exer-
cise.
9.4. Highway Location Studies
The aclivities that generally constitute highway location studies
could be a review of existing facilities and their shortcomings including
sub-standard geometries and capacity, establishment of design’
controls and standards, selection of alternative routes on existing
maps, preliminary engineering studies, alternate rough cost estimates,
cost-benefit analysis, final recommendation of location, etc.

9.5. Investigation Studies for Bridge Projects

The investigation studies for Bridge Projects embrace activities
such as site selection, foundation exploration, compilation and ana-
lysis of hydraulic data, water-way fixation, selection of alignment of
approache~,etc. If a good degree of control is desired over these
inter-related activities, a network analysis should be prepared.

9.6. Design of Highways

The activities involved for designing highways are many and
varied. They pertain to soil studies, pavement design, embankment
design, geometric design of highways, drainage studies, preparation of
plans, centre line survey, etc.

9.7. Design of Bridges

Design of Bridges can be broken down to smaller activities
such as fixation of water-ways, arrangement of spans, selection of
type of substructure and superstructure, detailed design of foundations
substructure and superstructure, preparation of detailed drawings,
etc. If a good amount of control is desired over the time for pre-
paration of the designs and if the schedule is to be kept up, consi-
derable gain can be had from applying the CPM techniques.

9.8. -Acquisition of Right-of-way

Acquisition of Right-of-way in this country involves a number
of distinct stages, and some of them are governed by the legal provi-
sions of the Land Acquisition Act. Matters can be sorted ‘out
properly if the individual steps are identified and the critical activities
given special atténtion
<<
Application of CPM to other related Highway Matters 47

9.9. Preparation of Plans and

Estimates and Contract Award
The preparation of detailed drawings that form the basis for
award of contracts and the preparation of estimates are involved in
a large way in the working of any Highway Department. The steps
involved in this work can be broken down and a linear programme
evolved for effective control over the time. The work of award of
contract also involves certain time-related sub-activities, such as
preparation of bill of quantities, preparation of specifications, pre-
paration of general conditionsof contract, issuing press notice for
inviting tenders, receipt of tenders, scruitiny of tenders, negotiation
with tenders, approval of tender and award of work. This work
also lends itself to advantageous application of the CPM technique.

9.10. Highway Maintenance

Highway maintenance is an operation that involves judicious
use of scarce equipment and resources. In addition, the work is
highly time-related since certain operations can be carried out only
during certain seasons. An annual procedure for maintenance ope-
rations, considering the maintenance needs and other circumstances,
can be evolved with the C.P.M. technique.

<<
 Advantages of the ApplIcation 49
of CPM to Highway Projects
10

Advantages of
the Application
ofCPMto
Highway Projects

<<
 CHAPTER 10

10. ADVANTAGES OF THE APPUCA nON oc CPM

TO HIGHWAY PROJECTS

10.1. The use of ~PM is becoming increasingly popular in

highway projects. The general feeling that such projects do not
offer precise mathematical solutions as produced by CPM should not
lessen the usefulness of the technique in any way. In our country,
there are certain peculiar constraints such as non-availability of
essential materials, and it is often argued that the initial schedule can
hardly be kept up for many projects. It should, however, be realised
that such constraints are no deterrents to the application of CPM. In
fact CPM owing to its flexibility not only facilitates amendments to
a large extent but also clearly indicates the effect of delays and as
such provides satisfactory ways of dealing with these problems.

10.2. Experience has shown that the application of CPM to

highway projects results in several advantages over the conventional
reporting system. These are:
(a) The pre-r,~quisiteof CPM analysis requires a thorough and detailed
examination of the project.
(b) It enables the planner to chalk out a logical programme with inter-
dependence of the various activities and restraints.
(c) It provides a useful method of scheduling the resources to the best
of advantage.
(d) It indicates and emphasizes the likely activities which may be the
cause of the trouble and delay in the project.
(e) It provides a basis for reporting progress.
(f) It indicates, in case some activities are delayed, where extra effort
has to be applied to restore the progress and effect timely comp-
letion.
(g) It facilitates any change in programme when the situation
warrants. -

(h) It provides far an easy and clear method of communicating the

engineer~splan to the others.
<<
52 Advantages of the Application of CPM to Highway Prolects
(i) It can be applied to various fields such as planning, design, cons-
truction and maintenance, which a Highway Department is called
upon to deal with.
(j) Considerable saving in time and money is possible with the appli-
cation of CPM.

10.3. While CPM is no substitute for proper planning, good

estimating and effective control, it does enable those concel~nedto
make the best use of their skill and available data.

<<
 Limitations of CPM 53

11

Limitations of
CPM

<<
 CHAFfER 11

11. LiMITATIONS OF CPM

It would thus appear that CPMhas a very wide range of appli-

cation. However, it has jts own limitations and problems. Perfection
cannot be achieved without experience and anyone using CPM for the
first time may not find the desired results. It is imperative that
expert advice be had ou factors like duration of activity, restraints,
cycle of activities, etc.
Any basic error in feeding the data to the network cannot be
checked and this would result in completely erroneous results.
CPM costs more to implement than other planning methods
since it necessitates a very detailed study of the project, which may
not be called for in case of small projects where the engineer himself
is competent to do correct planning and sound control.
It is, however, felt that CPM is by far the best tool available to
the engineer to keep close watch and control on projects whether big
or small and at the same time a very convenient means of expressing
himself to the common man
No doubt all the possible uses and advantages of CPM on the
variety of problems encountered in highway projects have not yet
been fully explored. Further study, research and application by the
users themselves are essential to obtain the maximum benefit from
CPM.

<<
 Example of a Bridge Project 57

12

Example of a
Bridge Project

<<
 CHAPril 12

12 EXAMPLE OF A BRIDGE PROJECT

12.1. The principles explained in the earlier pragraphs will be

illustrated by an example of a bridge project. The bridge being
considered comprises three clear spans of 25 metres each with well
foundations, Fig. 13. The entire bridge project has been broken up
into a number of activities as listed in Appendix-I, the activities
therein appear in sequential order The normal duration of the
activities and their cost are also indicated in the same Table

SEAN t SPM~2 SPP~N3

A1 P1
Fig. 13

12.2. The following assumptions are made in the preparation

of theCPM network.
(1) There is no constraiflt on the resources of concretC Enilers, vib-
raters and labour.
(ii) Only two sets of well steining shutterings are available.
(iii) For staging and shuttering of the bridge superstructure, two sets of
centering and forthwork material are available.
12.3. The CPM network for the bridge project has been drawn
on the above basis and ~isgiven in Plate 1. The duration, E.S.T.
L.S.T., E.F.T., L.F.T., T,F., F.F. and I.F. of the activities are indicated
in Appendix-2. It will be seen that the duration of the project will
be 247 days. The txitical path is indicated in thick line. The bar
graph for this project is given in Plate II.
<<12.4. The effect of inducting one additional set of centering
and shuttering materials for stlperstructure, will now beexamined.
60 Example of a Bridge Project
With this additional resource being available, it is possible to cast all
the three superstructure spans simultaneously. The modified activities
and CPM network are shown in Appendix-3, and Plate III respectively.
It will be seen that the critical path has now altered and the project
duration has got reduced to 225 days. The financial implication of
this modification is ui under.

Assuming that the indirect costs are 10 pcr cent of the project
and this varies linearly with time, the indirect costfday
— 10% of Rs 13,98, 068 R 6
— 247 = 855

The saving in the indirect cost due to reduction of 22 days in

the project duration is: 22 x 565 = Rs 12,430. As against this,
the extra expenditure to be incurred in procuring the additional set
of staging and shuttering materials is Rs 1,18,500/-. (assumed),
The interest on this investment @ 15 per cent works out to Rs
17,750.
Thus there will be an excess expenditure of Rs (17,750 —12,430)
= Rs 5,320.
It will now be a management decision whether to go in for this
change or not.
12.5. The study in respect of cost-time balancing indicated in
para 6, has not been carried out in this example. However, if it is so
desired, it wouid be possible to arrive at the most optimal solution
by crashing the activities wherever possible and assessipg the impact
on the project cost.

<<
 Example of a Road Project 61

13

Example of a
Road Project

<<
 CHAFFER 13

13. EXAMPLE OF A ROAD PROJECT

13.1. The case of a Road Project will now be considered.

The project consists of widening the existing single lane pavement to
two lanes and simultaneous strengthening the pavement to meet the
demands of traffic. The existing road will have to be realigned at a
number of locations in order to improve the geometrics and avoid
congested town and villages. The entire project has been broken
down into a number of activities listed in Appendix-4, and the acti-
vities have been generally listed in the sequential order. The normal
duration and the cost are also indicated in Appe~tdix-4.

13.2. The following assumptions are made in the preparation

of the network
(i) There is no constraint on the resources of plant and equipment and
labour.
(ii) The work can commence in the month of April. There is a period
of about I ~ months (July and August) when due to monsoons the
only activity that can be proceeded with is the water bound
macadam.
(iii) The work should be completed before the onset of the second mOn
soon season.
(iv) Land has already been acquired and the alignment has already been
staked out.
(v) The work can be split up into 4 smaller convenient sub-sections.

13.3. The network is given in Plate IV. It will be seen that

the duration is 292 days. The critical path is indicated in thick line.
The bar chart for the project is shown in Plate V. The particulars
of the activities such as duration, E.S.T.. L.S.T., E.F.T., L.F.T., T.F.,
F.F. and I.F. are given in Appendix-S.

<<
 Appendices

14

Appendices

<<
 Appendix- I
R.C.C. BRIDGE OF 3 SPANS 25 METRES EACU WITU WELL FOUNDATIONS
Activity Description Quantity Normal Cost Remarks
No. Duration in
~ (days) Ks.

0—I Moving in and Site Clearance

Job 10 1,000
1 ‘-‘2 Construction of labourer’s camp,
site office and staff quarters Job 30 10,000
2—3 Setting out the bridge
Job 5 5,000
2—4 Fabrication of cutting edges (4 Nos.)
6.376 M.T. 10 9,370
4—S Laying of cutting ~dge
4 nos. 2 1,000
5—6 Erecting shuttering, laying reinforce-
ments and concreting of abutment 49.3 Cu, in. 3 19,321
well curbs No. A
1 and A1
6—i —do—- —do— for pier wells 49.3 cii. m. 3 19,321
No. P1 and P,
2—8 Procurement of Bearings 9 Rocker bearings)
9Rocker-cum” 1. 90 81,000
Roller bearings J
7—9 Erecting, shuttering, laying reinforce- One lift
ments and concreting first lift of abut- (one metre) 3 1
ment wells Nos, A1 and A~
9—10 Erecting. shutteririg, laying reinforce. remaining~ 75
ments and concreting remaining lifts 14 lIfts
and sinking the entire well Nos. A1 and 4,53,672
A1
9—Il Erecting, shuttering, laying reinforce- 15 lifts 78
mcnts, concreting and sinking the C)
entire well Nos. p1 and P2 J —I

<<
 Appendix-I (Contd.)
Activity Description Quantity Normal Cost Remarks
Duration in
(days) Ra

10—12 Laying of Bottom Plugs for welt Nos. 162 Cu. m. 4 26,568
A
1 andA,
11—13 —do----- —do--- well !4os. 162 cu.m. 4 26,568
Pi and
12—14 Sand Filling in well Nos. Ai and A2 230.5 Cu. m. 16 2,444
13—15 —i-do— —do—- 230.5 Cu. m. 16 2,444
for well Nos. P1 and P.
14—16 Laying of intermediate plug for well 43 Cu- m. 2 5,719
Nos. A1 and A,
15—17 —do--- —do— forwell 43cu.m. 2 5,719
Nos.P5 and P,
16—18 Erecting abutteriag. laying reinforce- 88.7 cu. m. 8 36,300
meats and concreting of well caps for
well Nos. A1 and A, ~
17—19 —do—~ —do— for well 88.7 cu. m. 8 36,300
Nos. Ps and P.
18—20 Erect n, shuttering, laying reinforce- 39.048 cu. m. 20 25,937
~ ments and concreting of abutment
columns and abutment caps
19—21 —do— —do— for Pier and 87.54 cu. m. 30 29,024
Pier caps
20—22 Fixing of bearing over Abutment caps. 6 Nos. 3 3,000
21—23 —do- —do— over Pier caps 12 Nos. 3 6,000
18—24 Erecting staging. shuttering for super 1 No. 15 36,038
~ structure span 1 ~
19—25 —do— —do—- for span 2 1 No. 15 36,038

<<
 Appendix-i (Contd.)
Activity Description Quantity Normal Cost Remarks
Duration in
(days) Rs
24—26 Laying Reinforcements and concreting 148.24 Cu. in. 6 86,882
of superstructure span 1
23—27 —do—- —do-’--- for span 2 148.24cu.m. 6 86,882
26—28 Erecting Railings for span 1 56-75 in. 5 3,177
27—29 —do- —do— for span 2 56.75 5 3,177
26—30 Release of centering and shuttering I No. 22 36,038
from span I and erecting the same for
span 3
30—31 Laying of reinforcements and con- 148.24 en. in. 6 86,882
creting superstructure span 3
31—32 Erecting Railings for span 3 56.75 in 5 3,177
32—36 Laying of Reinforcements and con- Job 6 21,160
creting of wearing coat, fixing drainage
spouts and expansion joints for all
spans
20—33 Erection of shuttering, laying rein- 27.5 m’ 7 20,388
forcement and concreting of R.C.C
Returns
33—34 Earth filling behind abutments 8670 m’ 30 91,902
34—36 Laying of Approach Slab, inclusive 1 2 6,580
11.08 in
of Linked items like soling etc.
Job 30 74,040
33—35 Proteciion works
Total - 13,98,068

<<
 Appendix-2

DETAILS OF ACTIVITIES OF BRIDGE PROJECT

Activity Duration EST 1ST EFT LFT IF FF IF Remarks

Arro~v (days)

0—1 là 0 0 10 10 0 0 0 Critical
1—2 30 10 10 40 40 0 0 0 Critical
2—3 5 40 45 45 50 5 5 0
2—4 10 40 40 50 50 0 0 0 Critical
2—8 90 40 109 130 199 69 69 0
3—4 0 45 50 45 50 5 5 0
4—5 50 50 52 52 0 0 0 Critical
5—6 3 52 52 55 55 0 0 0 Critical
6—7 3 55 55 58 58 0 0 0 Critical
7—9 3 58 58 61 61 0 0 0 Critical
9—10 75 61 74 136 149 13 0 13
10—12 4 136 149 140 153 13 0 13
12—14 16 140 153 156 169 13 0 13
14—16 2 156 169 158 171 13 0 13
16—18 8 158 . 171 166 179 13 0 13
18—20 20 166 179 186 199 13 0 13
18 — 24 15 166 187 181 202 21 21 0
9—11 78 61 61 139 139 0 0 0 Critical
11—13 4 139 139 143 143 0 0 0 Critical
13—15 16 143 143 159 159 0 0 0 Critical
15—17 2 159 159 161 161 0 0 0 Critical
17—19 8 J61 161 169 169 0 0 0 Critical
19—21 30 169 169 199 199 0 0 0 Critical
19—25 15 169 187 184 202 18 0 18
21—23 3 199 199 202 202 0 0 0 Critical
25—23 0 184 202 184 202 18 18 0
20—22 3 t86 199 189 202 13 0 13
20—3 3 7 186 208 193 215 22 0 22
22—24 0 189 202 189 202 13 13 0
23—4 0 202 202 202 202 0 0 0 Critical
24—26 6 202 202 208 208 0 0 0 Critical
26—28 5 208 236 213 241 28 0 28

<<
 71

Appendix-2 (Conid.)

Activity Duration EST LST EFT LFT TF FF IF Remarks

Arrow (days)

26—30 22 208 208 230 230 0 0 0 Critical

8—21 0 130 199 130 199 69 69 0
8—20 0 130 199 130 199 69 56 13
30—3 1 6 230 230 236 236 0 0 0 Critical
31—32 5 236 236 241 241 0 0 0 Critical
28—32 0 213 241 213 241 28 28 0
23—27 6 202 230 208 236 28 0 28
27—29 5 208 236 213 241 28 0 28
29—32 0 213 241 213 241 28 28 0
33—34 30 193 215 223 245 22 0 22
33—35 30 193 217 223 247 24 0 24
34—36 2 223 245 225 247 22 22 0
35—36 0 223 247 223 247 24 24 0
32—36 6 241 241 247 247 0 0 0 Critical

<<
 Appendix-3 ~
MODIFIED ACTIVITIES FOR 1LC.C. BRIDGE OF 3 SPANS 25 METRES EACH WITH
WELL FOUNDATIONS
Activity Description Quantity Normal Du- Remarks
No. ration (days)

0—1 Moving in and Site Clearance Job 10

1—2 Construction of labourers’ Camp, site office and staff Job 30
quarters
2—3 Setting out the bridge Job 5
2—4 Fabrication of cutting Edges (4 Nos.) 6.376 M.T. 10
4—5 Laying of cutting edge 4nos. 2
5—6 Erecting shuttering, laying reinforcements and concre- 49.3 cu.m. 3
ting of abutment wçll curb Nos. A~and A2
6—i —do---- —do— for pier well No.. P1 and P. 49.3 cu.m. 3
2—8 Procurement of Bearings 9 Rocker bearings ‘)
9 Rocker-cum- )- 90
Roller Bearings J
Erecting shuttering, laying reinforcements and con- Onelift 3
7—9 creting first lift of abutment well Nos. A
1 and A. (one metre)
9—10 - Erecting shuttering, laying reinforcements and concreting remaining 14 lifts 75
remaining lifts and sinking the entire well ~4os. A1 and
A1
9—11 Erecting shuttering, laying reinforcements, concreting 15 lifts 78
and staking the entire well No.. P2 and P2
10—12 Laying of Bottom Plugs for well No.. A1 and A2 162 cu.m. 4
I1—1~ —do--- —do— well No.. P~and P~ 162 cu.m. 4
<<
 Appendix-3 (Contd.)
Activity Description Quantity Normal Du- Remarks
No. ration (days)
12—14 Sand Filling in well No.. A 230.5 cum. 16
1 and A.
13—15 —do— —do—— for well Nos. P~and P2 230.5 cu.tn. 16
14—16 Laying of intermediate plug for well No.. A1 and A1 43 cu.m. 2
15—17 —do--— —do-— for well No.. P5 and p2 43 cu.m. 2
16—18 Erecting shuttering, laying reinforcements and concre- 88.7 cu.m. 8
ting of well caps for well Nos. A2 and A.
17—19 —do— —do—for well Nos. P, and P. 88.7 cu.m. 8
18—20 Erecting shuttering, laying reinforcements and concre- 39.048 cum. . 20
ting of abutment columns and abutment caps -

• 19—21 -‘--do— —do— for Pier and Pier caps. 87.54 cu.m. 30
20—22 FIxing of bearing over Abutment caps. 6 No.. 3
21 —23 —do—- —do— over Pier caps 12 No.. 3
18—24 Erecting, staging, shuttering for superstructure span 1 1 No. 15
19—24 -do— —do— for spans 2 and 3 2Nog. 15
• 24—31 Laying reinforcements and concreting of superstructure ~444.72cu.rn. 6
spans 1,2 and 3
31—32 Erecting railings for spans I, 2 and 3 170.25 m 5
32—36 Laying reinforcements and concreting of wearing coat, Job 6
fixing drainage spouts and expansion joint5 for all spans 5 7
20—33 Erection of shuttering laying reinforcements and concre- 27.5 m
33—34 Earth
ting offillingbehind abutments
R.C.C. returns - 8670 m2 30
34—36 Laying of approach slab, inclusive of linked items like 11.08 in5 2
soling etc.
33 —35 Protection Works Job 30

<<
 Appendix-4 ~
WIDENING, STRENGTHENING AND REALIGNING
EXISTING ROAD

Activities Description Quantity Normal Cost Remarks

Duration in
- (days) Rs

0—1 Clearing and grubbing in Section 1 Job 4 6,570

—do— —do----- in Section II Job 4 6.570
0—3 —do— —do—- in Section III Job 4 6,570
0—4 —do— —do---- in Section IV Job 4 6,570
0—5 Construction of diversion for traffic - Job 30 1,54,940
5—6 Dismantling existing culverts Job 15 6,810
1—7 Dismantling existing Pavement in Section 1 Job 4 800
2—8 ----do—-- —do— in Section 11 Job 4 800
3—9 —do— —do— in Section III Job 4 800
4—10 —do— —do— in Section IV Job 4 800
1—15 Construction of temporary Service Roads
for realignment in Section I Job 7 33,110
2—16 —do— —do— in Section II Job 7 33,110
3—17 —do— —do— in Section III Job 7 33,110
4—18 —do--— —do----— in Section IV Job 7 33,110
7— 11 Dismantling houses in Section 1 job 4 2,500
8—12 —do— —do— in Section II Job 4 2,500
9—13 —-do— —dø— in Section III Job 4 2,500
10—14 —do— —do— in Section 1V Job 4 2~500

<<
 Appendix-4 (Con Id.)
Activities Description Quantity Normal Cost Remarks
Duration in
(days) Rs
11—19 Earthwork inclusive of carriage and
compaction in Section I 47,500 cu.m. 45 2,98,100
12—20 —-do— —do-— in Section Il 79,400 cum. 55 4,95,100
13—21 —do— —do— in Section III 69,600 cum. 52 4,35,200
14—22 —do— —do— in Section IV 57,200 cu.m. 48 3,57,100
19—23 Gravel Sub-base in Section 1 1,500 cu.m 10 9,270
20—24 —co— —do— in Section II 1,500 cu.rn 10 9,270
21—25 —do— —do--—- in Section 111 1,500 cu.m. 10 9,270
22—26 —do--— —do— in Section IV 1,500 cu.rn. 10 9,270
23—27 Water Bound Macadam Base course in Section 1 895 cu,m. 20 28,200
24—28 —do--- —do-— in Section II - 895 cum. 20 28,200
25—29 —do— —do— in Section 111 895 cu-rn. 20 28,200
26—30 —do—- —do— in Section IV 895 cujo. 20 28,200
27—31 Water Bound Macadam Top course in
Section 1 895 cu-rn- 20 30,850
28—32 —do— —do— in Section 11 895 cum. . 20 30,850
29—33 -do— —do— in Section 111 895 cum, 20 30,850
30—34 —do— —do— in Section IV 895 cum. 20 30,850
31—35 Providing tack coat in Section I 23,020 sq.rn. 44 14,770
32— 36 —do— —-do— in Section 11 23,020 sq.m. 44 14.770
33— 37 —do— —do— in Section 111 23 .020 sq.m. 44 14,770
-J
34—38 —do— ——do-— in Section IV 23,020 sq.m. 44 14,770 C.”

<<
 Appendix-4 (Contd) ~
Activities Description Quantity Normal Cost Remarks
Duration in
(days) Rs
31—39 Providing levelling course of lean bitu-
minous macadam in Section I 765 cu-rn. 45 93.120
32—40 —do— —do— in Section 11 765 cu.m. - 45 93,120
33—41 -do— —do— in Section III 765 cu.m. 45 93,120
34—42 —do— —do— in Section IV 765 cu.m. 45 93,120
39—43 Providing bituminous macadam in Section 1 1.382 cu.m. 80 2,Q4,470
40—44 —do— —do— in Section II 1,382 cum. 80 2,04,470
4l~—45 —do— —do— in Section Ill 1,382 cu.m. 80 2,04,470
42—46 —do— —do— in Section IV 1,382 cu.m. 80 2,04,470
43—47 Semi-Dense Carpet for Section 1 644 cu.m. 40 1,37,230
44—48 ——do— —do— in Section II 644 cu.m. 40 1,37,230
45—49 -do— —do— in Section III 644 cu.m. 40 1,37,230
46—50 —do— —do— in Section IV -644 cu.m. 40 1,37,230
6—51 Construction of Culvert. 15 no.. 60 4,50,000
47—52 Fixing Kilometre Stones, Road Signs in Job 5 5,000
Section 1
48—52 —do— —do— in Section II Job 5 5,000
49—52 —do--- —do— in Section III Job 5 5.000
50—52 —do— —do—- - in Section IV Job 5 5,000
52—53 Finishing and opening Job 5 5,000

44,65,810

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 Appendix-5

DETAILS OF ACTIVITIES OF A ROAD PROJECT

Activity Duration lEST LST EFT LFT TF FF IF Remarks

Arrow (days)

0—I 4 0 10 4 14 10 0 10
0—2 - 4 0 0 4 4 0 0 0 Critical
0—3 4 0 3 4 7 3 0 3
0—4 4 0 7 4 11 7 0 7
0—5 30 0 - 182 30 212 182 0 182
1—15 7 4 15 11 22 Il 1 10
1—7 4 4 14 8 IX 10 0 10
2—16 7 4 5 11 12 1 1 0
2—8 4 4 4 8 8 0 0 0 Critical
3—17 7 4 8 Ii 15 4 1 3
3—9 4 4 7 8 11 3 0 3
4—18 7 4 12 11 19 8 1 7
4—10 4 4 11 8 15 7 0 7
15—11 0 II 22 11 22 ~ Il 1 10
7—Il 4 8 18 12 22 10 0 10
16—12 0 11 12 Il 12 1 1 0
8—12 4 8 8 12 12 0 0 0 Critical
17—13 0 11 15 II 15 4 1 3
9—13 4 8 Il 12 15 3 0 3
18—14 0 11 19 11 19 8 1 1
10—14 4 8 15 12 19 7 0 7
5—6 15 30 212 45 227 182 0 182
6—51 60 45 227 105 287 182 182 0
11—19 45 12 22 57 67 10 0 10
12—20 55 12 12 67 67 0 0 0 Critical
13—21 52 12 ~5 64 67 3 0. 3
14—22 48 12 19 60 67 - 7 0 7
19-—23 10 57 67 67 77 10 0 10
28—24 10 67 67 77 77 0 0 0 CrItical
21—25 10 64 67 74 77 3 0 3
22—26 10 60 67 70 77 7 0 - 7
23—27 20 67 77 87 97 10 0 10

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78

Appendix-5 (Conid.)

Actntty Durttion FST LST EFT LFT TF FF IF Remarks

Arrow ((lays)

24—28 20 77 77 97 97 0 0 0 Critical
25—29 20 74 77 94 97 3 0 3
26—30 20 70 77 90 97 7 0 7
27—31 20 87 97 107 117 10 0 10
28—32 20 97 97 117 117 0 0 0 Critical
29—33 20 94 97 114 117 3 0 3
30—34 20 90 97 110 117 7 0 7
31—35 44 107 118 151 162 ii 0 II
31 —39 45 107 117 152 162 10 0 10
32—36 44 117 118 161 162 1 0 1
32—40 45 117 117 162 162 0 0 0 Critical
33—37 44 114 11~ 158 162 4 0 4
33-—4 I 45 114 117 159 162 3 0 3
34—38 44 110 118 154 162 8 0 8
34—42 45 110 117 155 162 7 0 7
35—39 0 151 162 151 162 11 1 10
36—40 0 161 162 161 162 1 1 0
37—41 0 158 162 158 162 4 1 3
39—42 0 154 162 154 162 8 1 7
39—43 80 152 162 232 242 10 0 10
40—44 80 162 162 242 242 0 0 0 Critical
41 —45 80 159 162 239 242 3 0 3
42—46 80 155 162 235 242 7 0 7
43—47 40 232 242 272 282 10 0 10
44—48 40 242 242 282 282 0 0 0 Critical
45—49 40 239 242 274 282 3 0 3
46_SO 40 235 242 275 282 7 0 7
47—52 5 272 282 277 287 10 10 0
48—52 5 282 282 287 287 0 0 0 Critical
49—52 5 279 282 284 287 3 3 0
50—52 5 275 282 280 287 7~ 7 0
51—52 0 105 287 105 287 182 182 0
52—59 5 287 287 292 292 0 0 0 Critical

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 BIBLIOGRAPHY

I. Antill, J.M. and Woodhead, R,W.: Critical Path Methods in Construction

Practice—John Wiley and Sons Inc., New York, 1965
2. 0’ Brien, J.J. : CPM in Construction Management—McGraw Hilt Book
Co. Inc., New York, 1965
3 Shaffer, L.R., Rifler, J,B, and Meyer, W.L : The Critical Path Method,
McGraw Hill Book Co. Inc., New York, 1965
4. U.S. Department of Commerce, Bureau of Public Roads: A Manual for
Applying the Critical Path Method to Highway Department Engineering
and Administration, 1963, Washington D.C.
5. Department of Main Roads, New South Wales Australia Notes on
Critical Path Methods.
~, Department of Highways, Ontario : Introduction to Critical Path
Technique, 1969.
7. Wingate, P.J,F. : Use of Critical Path Method on Road Construction
Projects, RRL No. 1-1966, Road Research Laboratory, Ministry of Trans-
port, Harmondsworth.

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