NCP 26 For PGPCM of NICMAR

PGPM 22:
PROJECT PLANNING & CONTROL

NCP 26/ CBCM 4/IDM 21:
CONSTRUCTION PROJECT
MANAGEMENT TECHNIQUES

Prof. Sanjay Bhoyar
Faculty,
NICMAR,Pune
SANJAY BHOYAR NICMAR, PUNE
Project: Meaning
A non-routine non-repetitive work undertaken
to create an unique product/ service/
structure, within stipulated cost and time.

A project is temporary, yet unique
Definite Objective
Definite Timeframe
Has time, cost & other resources constraints
Project Life-Cycle:
Concept &
feasibility
Operating &
Maintenance
Procurement
Engg &
Design
Construction
Commissioning
& Start-up
Need for Project Management:
Complexity in projects
Timely completion of projects
Resources limitations
Cost of capital
Price escalation
Increased outlay
Longer spans
Risks have increased
Financers require workable plan
Setting targets against which performance can be
measured
Project Management:

Application of knowledge, skills, tools & techniques
of management to project activities, to achieve the
project objectives with the available resources

Major functions:
Planning
Organizing
Controlling
Quality &
Performance
Cost Time
Project scope
Project Planning:
Defining the scope of the project
Identifying major project activities
Design
Procurement
Construction
Integration of project activities
Project team
Project schedules
Estimating project costs
Financial planning
Site planning
Project Management Systems:
The systems around which the managerial functions
like planning, organizing & control are structured

a WBS
an OBS, & Responsibility matrix
Project Schedules
Cost accounts for cost aggregation & control
Budgets
PMIS
Work Breakdown Structure (WBS):
A systematic division of a project into
work packages,
sub-work packages &
activities
Project:
Overall scope of the project
Work packages:
Project deliverables
Sub-work packages:
Sub-division of deliverables
Activities:
Discrete work steps
Project
Work packages
Sub Work packages
Activities
Construction & development of
a Residential complex
Preliminary
works
Amenities Service facilities
Drainage Bldg B Club house Swimming pool Bldg A
Sub-structure Super-structure
Buildings
-Setting out
-Excavation
-PCC
-RCC footing
-RCC for PB
-Plinth filling
-RCC column
-RCC slab & beams
-Brickwork
-Plastering
-Plumbing
-Flooring
-Doors & windows
-Electrification
-Painting
Road Project
Subways/
Underpasses
Minor Bridges/
c/d works
Major Bridges Road
Earthwork Pavement Drainage Lighting
Wearing surface Sub-base Base Sub-grade
Metalling
Compacting
Hydropower Project
1. Dam
2. HRT (Transfer Tunnel)
3. U/S Surge Shaft
4. Penstock Shaft
5. Power House
6. TRT
7. Sub-station Workshop
8. Operations Building
9. Transmission Line
1. Dam
1.1 Diversions
1.2 Dam wall construction
1.3 Spillway section
1.4 Gates
1.5 D/s works
1.6 Delivery tunnel
2. HRT
2.1 ADIT
2.2 Tunnel construction
2.2.1 Survey & profile marking
2.2.2 Drilling & blasting
2.2.3 Defuming & mucking
2.2.4 Bottom cleaning
2.2.5 Rock bolting
2.2.6 Rib erection, legging & backfill concrete
2.2.7 Shotcrete
3. U/S Surge Shaft
4. Penstock Shaft

5. Power house
5.1 Civil Works
5.1.1ADIT
5.1.2 Underground cavern
5.1.3 Main access tunnel
5.1.4 Transformer chamber
5.1.5 Penstock valve chamber
5.1.6 Access tunnel
5.1.7 D/S surge chamber
5.2 Turbines & Valves
5.2.1 Turbines
5.2.2 Penstock guard valve
5.2.3 Turbine inlet valve
5.2.4 Bypass valve
5.3 Electrical Works
5.3.1 Generators
5.3.2 Switch gear
5.3.3 Power transformer
6. TRT
7. Sub-station Workshop
8. Operations Building
9. Transmission Line
Project Scheduling:
Part of Planning

Determining the sequence & timings of activities of a
project

Time-frame for the project

Effective utilization of resources

Time-cost relationship
Steps in Project Scheduling:
Identifying the activities

Estimating the work content

Estimating durations of activities

Establishing the logic

Drawing the schedule

Analysis of schedule

Updating the schedule
Scheduling Techniques:
Non-Network techniques
Bar chart/ Gantt chart
Linear scheduling
Time- chainage diagram
Line of balance (LOB) technique

Network scheduling techniques
CPM
PERT
Network scheduling:
Series of nodes & arrows
AOA / AD / ADM
AON / ND / PDM

Activity:
A discrete work step required for project completion
Consumes time & resources
Event:
An instantaneous occurrence during the progress of work
Signifies specific occurrence/ substantial completion of
work
Does not require resources or time
Activity-on-Arrow network (AOA):
Suitable for both, event oriented as well as
activity oriented network scheduling
techniques (PERT & CPM)

j i
Activity
duration
1
5 3
2 4
6
Project start
Project finish
A
B
E
G
C
D
F
Activity-on-Node network (AON):
Suitable for activity oriented scheduling
technique (CPM)
B
A C
D
E G
F START FINISH
Activity Preceding activity Succeeding
activity
Duration
A - E 3
B - D 5
C - H,F,G 6
D B H 4
E A K,L 7
F C N 6
G C N 9
H C,D L 4
K E M 7
L E,H P 2
M K - 5
N F,G P 3
P L,N - 8
CPM Problem
A-O-A Network
4
7
10
2 5
1 3 6 9
8
11 12
A
B
C
D
E
F
G
H
K
L
M
N
P
3
5
6
4
7
6
9
4
7
2
5
3
8
d1
d2
d3
A-O-N Network
A
B D
C
G
F
H
E
N
L
K
P
M
START
FINISH
Critical Path Method (CPM):
Adequate knowledge & information about the work
Certainty about
The scope & nature of work,
Work content
Productivity of resources
Similar works carried out in the past
Time & cost estimates are fairly accurate

Deterministic & activity oriented scheduling
Scheduling by CPM:
Both, A-O-A & A-O-N can be used

Determination of activity times & floats

Identification of critical activities & critical path

Time- cost optimization
CPM analysis (using A-O-N):
Activity times:

EST = [EFT
prec
]
max

EFT = EST + t

LFT = [LST
succ
]
min

LST = LFT - t
Act succ prec
CPM analysis
Float:
Excess time available for an activity
Indicates the criticality of an activity
Float = Time available time required

Total float:
TF = LST EST or LFT - EFT

Free float:
FF = EST
succ -
EFT
Act succ prec
CPM analysis
Critical activity:
Lesser the float, more critical the activity
Normally, activities with zero total float

Critical path:
The longest path in the network
Determines the Project Duration
Comprises of critical activities only

7
3 0 A
4
4 3
0
8
5 0 B
3
3 5
0
6
6 0 C
0
0 6
0
12
9 5 D
3
8 4
0
15
15 6 G
0
6 9
0
15
12 6 F
3
9 6
3
16
13 9 H
3
12 4
0
14
10 3 E
4
7 7
0
18
18 15 N
0
15 3
0
18
15 13 L
3
16 2
3
21
17 10 K
4
14 7
0
26
26 18 P
0
18 8
0
26
22 17 M
4
21 5
4
START
FINISH
0
0
26
26
LF
EF ES Act
TF
LS t
FF
Description
CP: C-G-N-P
PD = 26
A-O-N PDM
Precedence
Relationships:

Finish to start (FS)

Start to start (SS)

Start to finish (SF)

Finish to finish (FF)
A B
A B
A B
A B
+5
-3
+3
+4
PDM problem:
Determine the critical path & project duration
Activity Duration Predecessor Relationship with
lead/ lag time
K 10 - -
L 6 K SS + 2
M 9 K FS
N 5 K FS
P 8 L FS - 2
Q 7 M SS + 5
R 4 N FS
S 12 N FS
T SF + 5
T 10 P FS
U 9 Q FS
R FS
V 7 S FS
T FS
U FF +2
LF
EF ES Act
TF
LS t
Description
34
34 27 V
0
27 7
32
31 22 U
1
23 9
27
24 14 T
3
17 10
27
27 15 S
0
15 12
23
19 15 R
4
19 4
23
22 15 Q
1
16 7
17
14 6 P
3
9 8
15
15 10 N
0
10 5
20
19 10 M
1
11 9
11
8 2 L
3
5 6
10
10 0 K
0
0 10
START
0
0
2
-2
5
5
FINISH
34
34
2
CP: K-N-S-V
PD = 34
Program Evaluation & Review
Technique ( PERT):
Lack of knowledge & information about the work
Uncertainty about
The scope & nature of work
Work content
Working conditions
Productivity of resources
No accurate estimates of time & cost
Suitable for non-repetitive type of projects

Probabilistic & event oriented scheduling technique
Scheduling by PERT:
Only A-O-A network can be used

Determination of event times & slack

Identification of critical events & critical path

Determination of probability of project
completion (an event) by given date

PERT analysis:
Activity time estimates
Three time estimates
Optimistic time (t
o
)
Pessimistic time (t
p
)
Most likely time (t
m
)
Beta distribution

Expected/ mean
duration of an activity

Variance of an activity

6
. 4
p m o
e
t t t
t
+ +
=
2
2
6
|
|
.
|
\
|

=
o p
t t
o
PERT analysis
Project completion (event) time:

Governed by Longest (Critical) path
Normal probability distribution

Average Expected project duration
Te = EOT of the last event
Variance & standard deviation of project duration
Var
proj
= var along Longest (Critical) Path

proj proj
var = o
PERT analysis
Probability calculations:

Normal value
z = (Ts Te)/
proj

Area under cumulative normal distribution
curve gives the probability of completing the
project on or before the target time Ts
Activity Preceding
activity
to
(weeks)
tm
(weeks)
tp
(weeks)
A - 2 3 5
B - 3 5 7
C - 6 7 9
D A 5 7 9
E A 3 4 7
F B 1 2 3
G C 7 10 13
H D 3 5 8
K B,G 5 8 9
L B,G 2 4 6
M H 4 6 8
N E,F,K 1 3 4
P M,N 3 6 8
Q L 8 9 10
PERT Problem
Determine the critical path & the expected
project duration
What is the probability of completing the
project within 30 weeks?
What is the probability of completing the
project within 35 weeks?
What is the project duration for 90 % certainty
of on-time project completion?
Activity Preceding
activity
to tm tp te
A - 2 3 5 3.17 0.25
B - 3 5 7 5 0.44
C - 6 7 9 7.16 0.25
D A 5 7 9 7 0.44
E A 3 4 7 4.33 0.44
F B 1 2 3 2 0.11
G C 7 10 13 10 1
H D 3 5 8 5.16 0.69
K B,G 5 8 9 7.67 0.44
L B,G 2 4 6 4 0.44
M H 4 6 8 6 0.44
N E,F,K 1 3 4 2.83 0.25
P M,N 3 6 8 5.83 0.69
Q L 8 9 10 9 0.11
10
20
30
50
80
40
70
60
100
90
110
0
0
3.17
A
3.17
B
5
C
7.16
G
10
D
7
H
5.16
E
4.33
F
2
L
4
Q
9
P
5.83
M
6
N
2.83
10.17
15.33
5
7.16
17.16
24.83
27.67
33.50
21.16
33.50
24.50
27.67
24.83
17.16
7.16
21.67
16.50
9.50
17.16
K
7.67
i j
Act
te
EOT EOT
LOT LOT
Average expected project duration, Te = 33.50
CP: 10-40-60-80-100-110 (C-G-K-N-P)
Var
proj
= 2.63 ;
proj
= 1.62
PERT Network
Probability of completing project in 30 weeks
Te = 33.50 weeks;
proj
= 1.62; Ts=30 weeks
z = (Ts Te)/
proj
Z = (30-33.50)/1.62 = -2.16
Corresponding, p = 0.0154 = 1.54%
Probability of completing project in 35 weeks
Te = 33.50 weeks;
proj
= 1.62; Ts=35 weeks
z = (Ts Te)/
proj
Z = (35-33.50)/1.62 = 0.93
Corresponding, p = 0.8238 = 82.38%
Duration for 90% certainty
For, p = 0.90 => Z = 1.28
z = (Ts Te)/
proj
1.28 = (Ts 33.50)/ 1.62
Ts = 35.57 weeks

Project costs:
Direct costs
Attributed to a particular activity
Indirect costs
Cannot be attributed to an activity
Project overheads
Penalties / incentives

Time-cost trade-off
Determining the minimum possible total cost for a particular
project duration.
Time- cost trade-off:
Determining the minimum possible total cost for a
particular project duration.

Compression:
Reducing project duration
Compressing critical activities
Increase in Direct cost
Reduction in Indirect cost

Crashing:
Ultimate stage of compression
Time - Cost trade-off:
Project duration
Indirect Cost
Total Cost
Minimum
Total Cost
Optimum PD
Direct Cost
Cost
Normal PD
Minimum PD
Steps in compression:
Determine activity compression potential &
cost slope
Draw network for normal durations
List all paths, with their durations
Identify CP
Compress activities along CP (s)
Continue till at least one CP is fully
compressed (crashed)
Activity Preceding
activity
NT
(weeks)
CT
(weeks)
NC
(x Rs 1000)
CC
(x Rs 1000)
A - 6 4 64 76
B - 4 3 30 33
C A 9 5 54 74
D A 3 2 28 34
E B 7 4 70 91
F B 5 4 82 92
G C 4 4 47 47
H D,E 6 5 39 45
K F 3 2 27 30
L G 9 6 86 98
M F,H 5 3 55 65
N K 2 1 27 29
Indirect cost is Rs. 10000 per week
Numerical problem:
Activity NT CT NC CC Compression
potential
Cost
slope
A 6 4 64 76 2 6
B 4 3 30 33 1 3
C 9 5 54 74 4 5
D 3 2 28 34 1 6
E 7 4 70 91 3 7
F 5 4 82 92 1 10
G 4 4 47 47 0 0
H 6 5 39 45 1 6
K 3 2 27 30 1 3
L 9 6 86 98 3 4
M 5 3 55 65 2 5
N 2 1 27 29 1 2
A(6)
START FINISH
E(7)
D(3)
C(9)
K(3)
H(6)
G(4)
N(2)
M(5)
L(9)
B(4)
F(5)
Paths
Duration along path @ each stage
0 1 2 3 4
A-C-G-L 28*
A-D-H-M 20
B-E-H-M 22
B-F-M 14
B-F-K-N 14
A-O-N Network
(normal durations)
Paths
Duration along path @ each stage
0 1 2 3 4
5
A-C-G-L 28* 25* 22* 21* 20* 19
A-D-H-M 20 20 20 20 18 16
B-E-H-M 22 22 22* 21* 20* 19
B-F-M 14 14 14 13 12 11
B-F-K-N 14 14 14 13 13 13
A(6)
START FINISH
E(7)
D(3)
C(9)
K(3)
H(6)
G(4)
N(2)
M(5)
L(9)
B(4)
F(5)
A-O-N Network
(normal durations)
Compression table:
Stage Act CS Dur
of
comp
PD Incre
ase
in DC
DC IC Penal
ty
TC
0 - - - 28 - 609 280 889
1 L 4 3 25 12 621 250 871
2 C 5 3 22 15 636 220 856
3 C 5
1

21

08

644

210

854
B 3
4 A 6
1

20

11

655

200

855
M 5
5 A 6
1

19

11

666

190

856
M 5
NPD
Min
PD
OPD
A(6)
START FINISH
E(7)
D(3)
C(5)
K(3)
H(6)
G(4)
N(2)
M(5)
L(6)
B(3)
F(5)
A(4)
START FINISH
E(7)
D(3)
C(5)
K(3)
H(6)
G(4)
N(2)
M(3)
L(6)
B(3)
F(5)
A-O-N Network
(Optimum PD)
A-O-N Network
(Minimum PD)
Resources scheduling:
Scheduling the work for effective utilization of
resources

Resources allocation
Assigning the resources for each activity
Resources aggregation
Daily resource requirement
Resources smoothing
Time constrained scheduling
Resources leveling
Resource constrained scheduling

Resource utilization factor (RUF)/ Effective
force ratio (EFR):

RUF or EFR =

Idle Force ratio (IFR) = 1- EFR

Higher the RUF, more effective the resource
utilization
Total resource-days required
Peak resource requirement x project duration
Activities, their durations & resource requirements are
given below. Schedule the work for the most effective
resource utilization.
Activity Preceding activity Duration (days) Resource rate
A - 6 5
B - 4 4
C A 9 6
D A 3 5
E B 7 4
F B 5 2
G C 4 6
H D,E 6 3
K F 3 2
L G 9 5
M F,H 5 7
N K 2 6
Days 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
DRR (ESS)
9 9 9 9 11 11 17 17 17 12 12 11 15 15 9 9 9 13 13 12 12 12 5 5 5 5 5 5 293
A/5
B/4
C/6
D/5
E/4
F/2
G/6
H/3
K/2
N/6
M/7
L/5
Days 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
DRR (ESS)
9 9 9 9 11 11 17 17 17 12 12 11 15 15 9 9 9 13 13 12 12 12 5 5 5 5 5 5 293
DRR (LSS)
5 5 5 5 5 5 10 10 10 10 10 10 10 10 15 15 15 9 11 10 10 10 10 14 14 14 18 18 293
A/5
B/4
C/6
D/5
E/4
F/2
G/6
H/3
K/2
N/6
M/7
L/5
ESS
A/5
B/4
C/6
D/5
E/4
F/2
G/6
H/3
K/2
N/6
M/7
L/5
LSS
Days 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
DRR (ESS)
9 9 9 9 11 11 17 17 17 12 12 11 15 15 9 9 9 13 13 12 12 12 5 5 5 5 5 5 293
DRR (Trial 1)
9 9 9 9 11 11 12 12 12 12 12 13 17 17 9 9 9 9 9 8 12 12 12 12 12 5 5 5 293
A/5
B/4
C/6
D/5
E/4
F/2
G/6
H/3
K/2
N/6
M/7
L/5
ESS
A/5
B/4
C/6
D/5
E/4
F/2
G/6
H/3
K/2
N/6
M/7
L/5
TRIAL1
Days 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
DRR (ESS)
9 9 9 9 11 11 17 17 17 12 12 11 15 15 9 9 9 13 13 12 12 12 5 5 5 5 5 5 293
DRR (Trial 2)
9 9 9 9 9 9 12 12 12 12 12 11 11 11 9 9 9 11 11 10 12 12 12 12 12 11 11 5 293
A/5
B/4
C/6
D/5
E/4
F/2
G/6
H/3
K/2
N/6
M/7
L/5
ESS
A/5
B/4
C/6
D/5
E/4
F/2
G/6
H/3
K/2
N/6
M/7
L/5
TRIAL 2
Time chainage diagram:

Suitable for repetitive type of projects
Same activities are sequentially repeated at
regular interval/ stage/ location

Resource work continuity
Sample problem:
On a 12 km long road project, following four activities are
repeated, sequentially. Prepare time-chainage schedule.
Activity Progress
rate
(km/day)
Duration
for 12 km
Buffer Start
buffer
End
buffer
Start
time
Finish
time
Subgrade 1.0 12 - - - 0 12
Sub-base 0.5 24 2 2 - 2 26
Base 0.5 24 2 2 - 4 28
Wearing
course
1.5 8 2 - 2 22 30
12
11
10
9
8
7
6
5
4
3
2
1
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Sub-grade
Sub-base
Base
Wearing
Time-chainage Diagram
Time (days)
C
h
a
i
n
a
g
e

(
k
m
)

Project Monitoring & Control:
Monitoring:
Establishing progress of the project
Periodic Review of current status
Control:
Comparing the planned versus actual progress
Identifying deviations & reasons for such deviations
Analyzing the effect on time, cost & performance
parameters of the project
Corrective actions
Updating plans

Base Plan
-schedule
-budget
-scope
Deviations
-schedule
-budget
-scope
Actual status
-schedule
-budget
-scope
Impact on Schedule, Budget & Scope
Corrective Actions
Revised Plan
-schedule
-budget
-scope
Raplace
Base plan
Project Control
Project time-cost control:
S- curve
Project budget plan
Actual cost of work performed
Budgeted cost of work performed
Earned value
Planned cost allocated to the completed work
EV = BCWP
EV = [Budgeted cost of activity x % activity completion]

Project performance status:
Schedule variance
SV = BCWP - BCWS
Cost variance
CV = BCWP - ACWP
Schedule performance index
SPI = BCWP/ BCWS
Cost performance index
CPI = BCWP/ ACWP
Project performance index = SPI x CPI
Estimated cost to project completion
ECPC = BCPC/ CPI
Estimated time to project completion
ETPC = STPC/ SPI

Sample problem:
Task Duration
(weeks)
Preceding
task
Budgeted
cost
(Rs in
lacs)
Status by end of 5
th

week
Actual
expendit
ure
(Rs in
lacs)
% complete
A 3 - 6 100 8
B 5 A 20 40 6
C 3 A 30 33.33 12
D 4 A 24 50 9
E 2 A 16 50 7
F 4 C 16 0 0
G 3 D,E 9 0 0
H 2 B,F,G 18 0 0
Task Duration
(weeks)
Weightage
s
Budgeted
cost
(Rs in
lacs)
Status by end of 5
th

week
Actual
expendit
ure
(Rs in
lacs)
%
complete
% project
Progress
A 3 11.54 6 100 11.54 8
B 5 19.24 20 40 7.70 6
C 3 11.54 30 33.33 3.85 12
D 4 15.38 24 50 7.70 9
E 2 7.69 16 50 3.85 7
F 4 15.38 16 0 0 0
G 3 11.54 9 0 0 0
H 2 7.69 18 0 0 0
100 34.64
SANJAY BHOYAR
NICMAR, PUNE
Weeks 1 2 3 4 5 6 7 8 9 10 11 12
Weekly progress (%)
3.85 3.85 3.85 15.38 15.38 11.54 11.54 11.54 7.70 7.70 3.85 3.85
% progress (ESS)
3.85 7.70 11.54 26.92 42.3 53.85 65.38 76.92 84.62 92.31 96.15 100
Weekly cost (ESS)
2 2 2 28 28 20 14 11 7 7 9 9
Cumulative cost (ESS)
2 4 6 34 62 82 96 107 114 121 130 139
ESS
A/2
B/4
C/10
D/6
E/8
F/4
G/3
H/9
Status of progress: At end of 5
th
week
Task Durat
ion
Budgeted
cost
(BC)
Sched
uled
Start
Sched
uled
Finish
% completion Cost Earned
value
(BCWP)
Sched
uled
(WS)
Actual
(WP)
Schedul
ed
(BCWS)
Actual
(ACWP)
A 3 6 0 3 100 100 6 8 6
B 5 20 3 8 40 40 8 6 8
C 3 30 3 6 66.67 33.33 20 12 10
D 4 24 3 7 50 50 12 9 12
E 2 16 3 5 100 50 16 7 8
F 4 16 6 10 0 0 0 0 0
G 3 9 7 10 0 0 0 0 0
H 2 18 10 12 0 0 0 0 0
62 42 44
Review date: 5 weeks from start
WS = 42.3 %
WP = 34.64 %
BCWS = 62
ACWP = 42
BCWP = 44 = EARNED VALUE
CV = BCWP ACWP = 44 42 = +2 (cost savings)
SV = BCWP BCWS = 44 62 = -18 (behind schedule)
CPI = BCWP/ACWP = 44/42 = 1.05
SPI = BCWP/BCWS = 44/62 = 0.71
Project performance index = SPI x CPI = 0.7455
ECPC = BCPC / CPI = 139/1.05 = 132.68 lacs
ETPC = STPC / SPI = 12/0.71 = 16.91 weeks
Table below gives the budgeted monthly cashflow
requirement for a construction project. At end of
Oct 06, the actual project expenditure is Rs 114
lakhs & the progress is 50%
Draw s curve, & calculate project performance indices.
Estimate the delay in project completion.
Month May
06
Jun
06
Jul 06 Aug
06
Sep 06 Oct
06
Nov 06 Dec
06
Jan
07
Feb
07
Mar
07
Cash-
flow
8.5 11.5 13.5 15.5 30.5 27.0 22.5 20.0 20.0 12.5 2.5
Cumm
CF
8.5 20 33.5 49 79.5 106.5 129 149 169 181.5 184
Numerical Problem
S curve
0
20
40
60
80
100
120
140
160
180
200
M
a
y
,
0
6
j
u
n
,
0
6
j
u
l
,
0
6
a
u
g
,
0
6
s
e
p
,
0
6
o
c
t
,
0
6
n
o
v
,
0
6
d
e
c
,
0
6
j
a
n
,
0
6
f
e
b
,
0
6
m
a
r
,
0
6
time

c
o
s
t
Review date: Oct 06
ACWP = 114
WS = (6/11)x 100 = 54.54 %
WP = 50 %
BCWP = (79.5+106.5) / 2 = 93 = EARNED VALUE
BCWS = 106.5
CV = BCWP ACWP = -21
SV = BCWP BCWS = -13.5
CPI = BCWP/ACWP = 0.8158
SPI = BCWP/BCWS = 0.8732
ECPC = BCPC / CPI = 225.55
ETPC = STPC / SPI = 12.6 months
Delay in project completion = ETPC STPC = 1.6
Contact NICMAR:
www.nicmar.ac.in
020-27291342

Prof. Sanjay Bhoyar
sanbhoyar@nicmar.ac.in
9552546301; 020-66859116

NCP 26 For PGPCM of NICMAR

Uploaded by

Copyright:

Available Formats

NCP 26 For PGPCM of NICMAR

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

NCP 26 For PGPCM of NICMAR

Uploaded by

Copyright:

Available Formats

PGPM 22:

PROJECT PLANNING & CONTROL

You might also like

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.