CWRK001 The Electrical Components
Assessment Details:
Following are the activities of an early stage industrial construction project.Important notes:
a) 1 working week is equal to 6 working days for this project;
b) Use 3rd of October 2017 as the project start date for the questions that require references to a calendar.
Question 1
a) Draw the network diagram
b) Calculate the overall expected duration of the project, clearly indicating the followings.
i. Critical path
ii. Early event times
iii. Late event times
- Calculate total and free float of non-critical activities
- Due to the unavailability of electrical components, ‘electrical services’ activity is anticipated to take 18 days to complete. What is the impact of this to the overall project duration? Draw the amended network diagram (with increased duration for the electrical services) indicating critical activities
Question 2
- From your network information produce a Gantt chart based on Early Start times (accuracy = 1 day)
- Project team expects to complete this ‘early stage industrial construction project’, 14 days earlier than the overall expected duration. How can they achieve this? Consider activities and resources .
Question 3
Using the given cost estimate information calculate total cost, without and then with Contingency. Construct a budget sheet with activities on the left hand side and a month by month calendar as the X-Axis. Allocate the cost of each activity evenly over each month of its duration. Allocate costs to months. The sheet should show sub-total costs for each activity and overall per month. Construct a graph against time for the periodic spend and the same information on a cumulative basis.
Answer:
b) ii. Total and Free Float
|
Activity |
Total float |
Free float |
|
A |
0 |
0 |
|
B |
0 |
0 |
|
C |
0 |
0 |
|
D |
0 |
0 |
|
E |
0 |
0 |
|
F |
0 |
0 |
|
G |
0 |
0 |
|
H |
0 |
0 |
|
I |
12 |
27 |
|
J |
25 |
25 |
|
K |
8 |
23 |
|
L |
- |
- |
b) Overall Expected Duration
i. Critical Path
Critical Path: A, B, C, D, E, F, G, H = 114 days
ii. Early Event Times
|
Task Name |
Duration |
Early Start |
Early Finish |
|
Lay access road |
15 days |
Wed 10/3/18 |
Tue 10/23/18 |
|
Erect fence |
10 days |
Wed 10/24/18 |
Tue 11/6/18 |
|
Demolition of existing structure |
15 days |
Wed 11/7/18 |
Tue 11/27/18 |
|
Disposal of demolished material, off site |
5 days |
Wed 11/28/18 |
Tue 12/4/18 |
|
Top soil removal and reduce level excavation |
18 days |
Wed 11/28/18 |
Fri 12/21/18 |
|
Hardcore filling and compacting |
15 days |
Mon 12/24/18 |
Fri 1/11/19 |
|
Erect site accommodation |
15 days |
Mon 1/14/19 |
Fri 2/1/19 |
|
Fit out |
21 days |
Wed 2/13/19 |
Wed 3/13/19 |
|
Electrical services |
6 days |
Wed 11/28/18 |
Wed 12/5/18 |
|
Temporary drain connection |
15 days |
Wed 11/28/18 |
Tue 12/18/18 |
|
Excavate and lay water service |
7 days |
Mon 2/4/19 |
Tue 2/12/19 |
|
Fit gates |
7 days |
Mon 2/4/19 |
Tue 2/12/19 |
b) iii. Late Event Times
|
Task Name |
Duration |
Late Start |
Late Finish |
|
Lay access road |
15 days |
Wed 10/3/18 |
Tue 10/23/18 |
|
Erect fence |
10 days |
Wed 10/24/18 |
Tue 11/6/18 |
|
Demolition of existing structure |
15 days |
Wed 11/7/18 |
Tue 11/27/18 |
|
Disposal of demolished material, off site |
5 days |
Thu 3/7/19 |
Wed 3/13/19 |
|
Top soil removal and reduce level excavation |
18 days |
Wed 11/28/18 |
Fri 12/21/18 |
|
Hardcore filling and compacting |
15 days |
Mon 12/24/18 |
Fri 1/11/19 |
|
Erect site accommodation |
15 days |
Mon 1/14/19 |
Fri 2/1/19 |
|
Fit out |
21 days |
Wed 2/13/19 |
Wed 3/13/19 |
|
Electrical services |
6 days |
Fri 1/25/19 |
Fri 2/1/19 |
|
Temporary drain connection |
15 days |
Mon 1/14/19 |
Fri 2/1/19 |
|
Excavate and lay water service |
7 days |
Mon 2/4/19 |
Tue 2/12/19 |
|
Fit gates |
7 days |
Mon 2/4/19 |
Tue 2/12/19 |
Calculate total and free float of non-critical activities
|
Activity |
Total float |
Free float |
|
A |
0 |
0 |
|
B |
0 |
0 |
|
C |
0 |
0 |
|
D |
0 |
0 |
|
E |
0 |
0 |
|
F |
0 |
0 |
|
G |
0 |
0 |
|
H |
0 |
0 |
|
I |
12 |
27 |
|
J |
25 |
25 |
|
K |
8 |
23 |
|
L |
- |
- |
d) Altering Electric Service Activity
Since the number of days increase even more than the total float, the activity will be influencing the entire project timeline and even the activity will not be a critical activity anymore as shown in the below picture.
Question 2
a) Gantt chart with early start times
Slack
Critical Task
Non – critical task
In manner to accomplish the project one day earlier it is crucial to manipulate the timeline of the critical activity for a day and make sure that the project is accomplished one day earlier. Moreover, in manner to alter the non-critical activity, it is obvious to manipulate the non-critical activity one dat earlier than the calculated slack.
Question 3 Cost overview
Overall estimated budget without contingency (graphical presentation)
|
Activity |
Start |
Finish |
Cost |
|
A |
Wed 10/3/18 |
Tue 10/23/18 |
$110,600.00 |
|
B |
Wed 10/24/18 |
Tue 11/6/18 |
$53,250.00 |
|
C |
Wed 11/7/18 |
Tue 11/27/18 |
$65,125.00 |
|
D |
Wed 11/28/18 |
Tue 12/4/18 |
$38,800.00 |
|
E |
Wed 11/28/18 |
Fri 12/21/18 |
$110,600.00 |
|
F |
Mon 12/24/18 |
Fri 1/11/19 |
$75,825.00 |
|
G |
Mon 1/14/19 |
Fri 2/1/19 |
$8,170.00 |
|
H |
Mon 2/4/19 |
Mon 3/4/19 |
$17,230.00 |
|
I |
Wed 11/28/18 |
Wed 12/5/18 |
$14,650.00 |
|
J |
Wed 11/28/18 |
Tue 12/18/18 |
$21,450.00 |
|
K |
Wed 11/28/18 |
Tue 12/11/18 |
$41,775.00 |
|
L |
Mon 2/4/19 |
Tue 2/12/19 |
$5,250.00 |
|
Total |
$562,725.00 | ||
Budget with Contingency plan
|
Activity |
Start |
Finish |
Cost |
|
A |
Wed 10/3/18 |
Tue 10/23/18 |
$110,600.00 |
|
B |
Wed 10/24/18 |
Tue 11/6/18 |
$53,250.00 |
|
C |
Wed 11/7/18 |
Tue 11/27/18 |
$65,125.00 |
|
D |
Wed 11/28/18 |
Tue 12/4/18 |
$38,800.00 |
|
E |
Wed 11/28/18 |
Fri 12/21/18 |
$110,600.00 |
|
F |
Mon 12/24/18 |
Fri 1/11/19 |
$75,825.00 |
|
G |
Mon 1/14/19 |
Fri 2/1/19 |
$8,170.00 |
|
H |
Mon 2/4/19 |
Mon 3/4/19 |
$17,230.00 |
|
I |
Wed 11/28/18 |
Wed 12/5/18 |
$14,650.00 |
|
J |
Wed 11/28/18 |
Tue 12/18/18 |
$21,450.00 |
|
K |
Wed 11/28/18 |
Tue 12/11/18 |
$41,775.00 |
|
L |
Mon 2/4/19 |
Tue 2/12/19 |
$5,250.00 |
|
Expected Budget |
$562,725.00 | ||
|
Contingency plan |
$56,272.50 | ||
|
Total Budget |
$618,997.50 | ||
Month wise budget distribution
|
Year |
Month |
Budget |
|
2018 |
October |
$163,850.00 |
|
November |
$292,400.00 | |
|
December |
$75,825.00 | |
|
2019 |
January |
$8,170.00 |
|
February |
$22,480.00 |
Bibliography
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.
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