CIVIL ENGINEERING —_—— For UPS ring Services Examination, GATE, State Engineering Service Examination & Public Sector Examination. (BHEL, NTPC, NHPC, DRDO, SAIL, HAL, BSNL, BPCL, NPCL, ete.) LES MASTER Institute for IESIGATEIPSUS ww Delbi uo cisIES Master Office: F126, Katwaria Sarai, New Delhi - 110 016 Phone: 011-41013406, 1838813406, 9711853908 Website: www.iesmaster.org, E-mail: ies_master@yahoo.co.in ae © No part of this booklet may be reproduced, or distributed in any form or by any means, electronie, mechanical, photocopying, or otherwise or stored in a database or retrieval system without the prior permission of IES MASTER, New Delhi. Violaters are liable to bé legally prosecuted.3. CONTENT ‘Project Management ... Pundanie als of Network. Programme Evaluation Review Tedhnique «ecu Critical Path Method ...... a hee a pilpedereendeaigic Crashing .. Updating & Resource Allocation AGN Blagrain s. Engineering Economy Fundamental of Equipments Sxcavation Equipment Loading and convoyinig Equipment Roisting Equipment’s «0.2... a Concreting Equipment .. Compacting Equipment .oicd.icsinnnennnensingitneneee Construction Equipment Objective Questions 042 — 81 082 — 115 116 — 150 151 — 166 167 — 180 181 — 215 216 — 233 234 — 254 255 — 266 261 — 265 +266 — 281 282 — 288 289 — 390| i re CHAPTER INTRODUCTIO} At one point or another, almost every organization will take on a large and complex project. A construction company patting up an office building or laying a highway must complete thousands of costly activities + Almost every industry worries about how to nianage similar lat scale, complicated projects effectively are difficult challenges to operationa managers. ‘The stakes are high, Millions in cost overruns have been wasted due to poor planning on projects. Unnece' have occured due to poor scheduling. And companies have gone bankrupt due to poo: «Large, often one-time, project avy delays Here comes the role of project management, as project organisations ate and are often, disabled when the project i -omplote. «Project mangement is the art of organizing the components of a ject, whether the pr developinent ofa new product, the launch of a new setvica, a marketing etmpaign, or'a weddiug Project management increases the productivity through technological innova cansiderations ions takin ‘ho human factor-inyolved in these advances. + Before futher discussing about project management we will just sea what ave objectives of a project Objectives of Project i ‘The project should be completed in minimum time period Project should use avgilable manpower and local resources Project should be completed without delay and jinimum investment co: Elements of Project Management Three st 6 of project inanagement are 1 Planning: + Planning is the most importabt technique of the project management. + Planning means defining thé'Gbjectives of the prv equipment und ete. that are required for com and to identify the dilfersnt task. material 1g the project. 2 Scheduling: «Scheduling is the deciding the phasing rate of activities with the starting and completion dates, and the sequential relationship. among the various activitier in a project euch that work can he carried out in an orderly and effective manner. + In simple words we can say that scheduling is deciding the order of all the getivities and allocation of rezoutves (lke tiie, space, equipment, material and mangdiver) t he activities2 Pert CPM __CIVIL ENGINEERING ¢ + Whatever the approach taken by a project manager, project scheduling serves sevesal ‘parposes: 3. “It shbivé the Yeationship-of enh aetiviyete other wre te thes project i 2. Itidentifies the precedence relationship among activities. e 3. Ttencourages the setting of réalistic time and cost estimates for each activity. . 4. Ithelpe make better use of people, money,;and material resoarces by identifying critical , i & ‘vottle necks in the project. : € 3. Controlling: c + The contra of tre projects, like the control af any management system, involves close monitoring ; of resources, casts, qulity and budgets. Control also means wsing @ feedhack loop to revise the | 2 project plan and having the ability to shift resources to where they aré’yieeded most. j eo «Controlling is complimentary to planning. | a «Thus the prucess of controlling involve comparing the progress of work with the scheduled one at regular intervals and then taking corrective measures to get the desired vesult, if it is € running behind the schedule. + In simple words we can say controlling invelves the ex¢cution of planning and scheduling and it also deals with the "rescheduling of the project. “Note: Porning ot stort ot a projest Project Planning € 1. Setting goals ‘Time and tost estimates © 2. Defining the proieet : : oo 3, ‘Tying needs into timed projec | PUBEE* activities Cash flow charts 4. Orguniting the term Material availability details - vowe-af Personneldata-chiavis ° ‘Engineering Diagrams Project Scheduling Tools A Assigning. resources (people, | CPM and PERT money supplies) to specific | sti Milestone charts 12. Relating activities teach other | Cash flow schedules | 9 Lodating and revising on eB e | nge hacts | _————_—---__| ee i Project Controlling Tools ! 7 eee “cae > | g 1. Monitoring resources. casts, | PURTcharts i a ‘quality budgets c ‘2 Revising and changing plana’ | Rebérts describing 3. Shifting resources to meet time, | 1. . Budgets by department, . ‘cast, and quality demands,» | 2 Delayed activities 3. Shack activities 4. Quality of work completed i i i i = =~ ———————— i me ¥ Gitar We fowwn St Ww Ba TOUTE] i a iameeeer Website: we iesmasioroyg Benet ee aster | oli SEAMS : eons 017-4105 206,Tsi9406 eee ore oroserncaasengetenner inten CIVIL_ENGINEERING Project, Management 3 2. Bar charts or Gantt charts. 2. Milestone charts. 3. Networl Bar charts + Bar charts were introduced by Henery Gantt around 1900 A.D., therefore they ave also called as Gantt charts. + Bar chart is a graphical representation of activity vis time. + Usually horizontal axis represents the time duration and vertical axis represatits activities or jobs to be performed, + Activities are shown with the help of a bar. « The beginning and end of each bar show the “time of start” and “time of finish" of activity ‘respectively. : + Therefore the length of the bar represents the time requiéd for the eompletion of that activity. Starting inishing ‘Time (days) ject whose activity. breakdown is as under: ain pr SS ‘Activity No. | Duration (weeks) / 1 1 2 2 . 3 4 4 8 5 #1 | 6 2 | 4 4 Activity 2 and’Activity 3 can be done concurrently and toth must follow detivity 4.-Activity 2 must precede activity 4. Activity S can not begin until both activities 2 & 9 are completed. Activity 6 & 7 can be started only after activities 4 & 5 are complete. TE j — TES MASTER Office: F126. Katwaria Sarai, New Delhi 10016,CS a9 eo000 Og eEeanns € e 4 Pert CPM * CIVIL_ENGINEERING ‘Time in Weeks -» ‘Sinple'to draw, easy! to understand and can be drawn quickly. 2. No trained/skilled gersonnel are required to make the chart. 3, The progress achieved at site is expressed in terms of percentage. 4 em be used for depicting the resource requirement of a construction project. fi It provider a visual representation of the entire project which shows exactly when each of the above activities ie supposed to stast and finish, itations of Bar Chart L + Jn ease of big projects only major activities can be shown, if all the activities of big project are shown . Lack of Degree of Detail on the bay chart then it a: projects. become too clumsy. Therefore bar charts are not profered for big « Anactivity is represented asa bar, without any details of sub-activities contained in it due to these effective contral over activities can not be done. + For ekample consider activity in the below bar chart ‘Laying of pipe work’ is shown as a bar, but following sub activities controls the satisfactorly and timely completion of the activity, a SMASTER ‘tere TE Kae S MASTER Website: ww esnasicoig Tama ie Phone O13ot bid nalisatiy A. Notice inviting for supply of pipe B i C. Supply of pipes at site D. Final laying of pipe ¢ | CIVIL_ENGINEERING Project, Management 5 | ek Laying) © <5 _ ofipipe : ae CESS es oe i Fating | oa ‘ L ‘Time (days) "Time (days) For the satisfactorly and timely completion this activity, thése sub-activities should be scheduled properly. The above detail can be shown effectively by marking stages (also called ‘milestones’) on that particular activity bar 2, Review of Project Progress A bar chart does not show the ‘progress of work in the project and therefore it can not be used as a control device + As progress made at a particular instant of time is required for proper control of the project. + Thie diffteutiy or drawback can be overcome by showiiig the progtess of each etivity by hi in the half af the width of the ba oe _ tine Week) aOQOEo0IBBPIOAMOADNVG 9 OoOeageraagnae @ POBOe & S e c.. e e 6 Pert CPM ¢ CIVIL. ENGINEERING ‘+. Progress of each activity is marked on the above bar chart with the help of hatched lines at the en OFR weeks: Following ns dre made. . 1. Activity A is behind schedule by 4 weeks = 2. Activity Bis on schedule and Activity Cis completed 3. Activity D is ahead of schedule by 1 week. 4, Activity E has not started yet and therefore need to be rescheduled. 3. Activity Inter-relationship . +> There is a serious drawback with the bar charts-that they do not show interdependencies and relationship between various activities of the project. or + We know that there are some activities of project which are performeilcoscdtrently, while there are some activities which are performed only after the completion of some other activity. + Aotvtce which start after completion of some other activity are dhown dota whereaé esneurent activities are represented by parallel bars, : + One can not draw a conclusion-that concurrent activities are dependent or independent of each other, | Sxtefing————T} © Bigs [> | neintroonens | [I Woatwor | Cy | omer) Sanitay co | ee a L _ Case Case'B own: in above har charts, we can abserve that activities in case A are inter-denéndent on each other, resis activities in case B are independent of each other but both of them are parallel activities. 4. Time Uncertainties + Bar charts are not at all useful in those projects where there are uncertainties in determination of time required for completion of particular activities. e.g. research projects + Secause of this uncertainty of time determination will lead to rescheduling of few activities and this Aexibility of rescheduling can not be shown in bar chart diagrams. 4, If does not indicate the eritical activities of the project. + It does nor distinguish between critical and non-critical activities. knowledge of critical activities need the maximum attention of construction team to finish the project in time. 6& No Cost Gptimization » Since exact critical path is not available in bar chart so it is not possible to cragh the activities and get the-optimum cost and duration of the project Milestone Charis + The milestone chart is a improvement over the oxiginal bar chart. + Ineach activity, there are certain key events which mark the completion of certain portion of the y vi, Suc key events aré called as milestone. ‘Giier FSG Kawans rm New Baw TOS ‘Welw iesmaser op Fara in. maorvaonedi ‘Phone: Gi1-tt0s 3406, 7635812406, 9711853008 1CIVIL_ ENGINEERING Project Management 1 «Milestone can be represented by'a arrow, sqttave of-a.cirele.o the:bar of that particular activity. + Each milestone can be considered to be speéific event along the main activity and this chart is called as milestone chart. + It has been observed that when a particular activity represented by a bar is vory long. The details of sub-activities will be lacking. be recognised during the progress of that activity, and through which conty Limitations of Milestone Chart With in an activity, the relationship between two specific milestone is revealed by the milestone chat’ whereas the relationship between and among milestone contained in different activities is not indicated. Linked Bar Chart © The is an improvement over Gantt chart or milestone chart, in this activities are linked wit srows and lines, specifying the sequence and order of preceding activities + The previous gctivities ave linked one to ancther to dimonatrate that one activity musi be complete the other activity can start. befor Tie OTT iNET) 123 $6.78 WHR + cammletin Yi Procure Supplier Design Bquipiment | Fabrication Deliver Equipment | rect Bauipment e Poor Slab i Formation Install Piles Network Analysis « Anetwork is a graphical and logical modet or plan which lists out the sequence of various activites (with interdepencies) which are required for the completion of project. © This is improvement over milestone chart and all the limitations of bar charts are eliminated: i SMASTER Die aE Taree Sea Re TH, | ingen - ‘Mebsite: www iegmacte.org Esa ies musterdnahon "| rcaTeWsue Phone:0ii- 41013408 7838819406, 711853908 ia: stCc 2, it can be used for hig and complicated projects having large number of activities. 3. Itishelpful in veecheduling and controlling as its directly indicates the time required in between two milestone or activities. Itcan also be used for projects or activities having uncertainty. In case of uncertainties network: diagram allows the use of theory of probability for the estimation of time. 5 Types of Networks 1. Activity on Arrow,(A-O-A) or Arrow Diagrams 2. Activity on Node (A-O-N) or Precedence Dingram 9 Choice of Network Type + Precedence networks (A-O-N) are more widely used where repetitive task are involved and where overlapping and interdependencies of activities are major feature of project. 8 + Aotivity over Arrows are considered better for the representation of complex projects where there is fe oO not « high degree of repetitive work. Work Breakdown Structure + In any construction project, the various activities that make up the project have to be clearly ‘identified -eaking the project i to efRily identifiable major ay called the work breakdown structure, ae ‘+ Major project is first identified in terms of its end items, thei split into systems, sub systems, then ponents nd elements, ‘ their rt [ Project Objectives Spe al inTerms ofendtems i ¢ . Pert CPM! CIVIL ENGINEERING . Advantages & J:. Tedleaniy siiows interrelationsiup betweeri various activiuiés dnd events. 2 t : | t j i i t } i i ee + [system | System a: a € oe t [ab Syaen) — ab System i i Oa? Powe D110 3006 69841846, $71 1858508ee ee ere CIVIL_ENGINEERING Project: Management 9 infertolationship ® ‘ 3 + Work breakdown structure is a device that identifies the functional elements of a project,and their.” + Astthe project is split up in this way into its various functional elements, this will not only. help in preparing the network for the project but also in planning and scheduling the activities eg.; the concreting work for the roof slab of a residentiall building can be split up into varicus elements as, follows: + [Gotreting for the roof stab TE oo 7 Oi FRE Fava St Row DR T10O yi Sec ‘este wnaeaary Buisman eee Phooe 01 5106 Tone1) Pert CPM / CIVIL ENGINEERING 1, Arrange the phases of project management in correct order 1. Controlling 2. Scheduling 3. Planning @ 1~2~3 ® 2-1-3 ©.8-1-2 @ 3-2-1 2. Choose the wrong option 1 ©) The proje: should be completed with a minimum of elapsi () 1 should use available manpower and other resources.as sparingly as possible, without delay =. © Itshould be completed with a minimum of capital investment without delay. (@ None of these. 3. Fimotional organization system of working was introduced by (FW. Paylos () Henry Gantt i g © MRw @ JE. Kelly i 4 Gantt chart indicate q é {@) comparison of actual progress with the scheduled progress i & @) Dalance of work to be done i 10 “pring dosti ot phajoct i ) inventory costs - 5. A Serious limitation of interdependensies between various activities is generally observed in i 2 @) work break down structure 3 {@ job layouts : Consider the following statements: - € ‘The eaiient features of a har chart over network are that € L. itis simple to draw and easy to understand ra 2. itis unable to depiet interdependence of activities. : a 3. clearly distinguishes between critical and nian-critical activities. i 4. it is not possible to crash activities to get optimum and minimum duration of the project. { Which of the statements are correct? @ 12,3 and4 (0) Zand 3 @ 1, dand4 iran Seal New Ta 10 sre nase ong Bil srateiabons Phone O1-1073406 Teanunoy reo e @ 0 © renin stnanstneneninCIMIL_ENGINEERING Project Management v 7. Match List (Chart) with List-II (Pacilitatio iad select the correct answer using the codes given below the lists: “ List =~ List A, BarChart~ 1." Activity dependencies can be implied B. Milestone Bar Chart 2. Resource requirement can be depicted i c. WBS: 3. Higher level of authority can effect monitoring and control D. Linked Bar chart 4, Trade based site supervision can be assigned Codes: ae = A B c D fa 4 3 2 1 2 14 3 : O41 2 3 @2 3 4 1 5. One of tie main disadvantages of the Bar Charts in project analysis is that (@) progress of the woris cannot be monitored (©) they do not show the interdependencies of the activities (©) the time Schedule is not shown properly 4 10 i420 tein days ——> (a) Activities B and B () Activities A, D and F (©) Activities A, C and E @) Activities A and F 10. Match List-] (Diagram based nomenclature) with List-I] (Information capability) and select the correct answer using the codes given below the lists: ? List List A. Work:breskdown structure’ 1. ‘Target dates for interface events can be stipulated B. Bar chart 2 Cambe hierarchical C. Linked bai chart * 3. Can include information on cost distribution over time D. Time computationson network 4. Best suited for monitoring including that for costs ‘Gives FIBA Ravana Soak New Doh 016, elute wen kemasienorg Desi iexsmetrernhoa =o Phone 017013906 165815406 97158006oS oS Oo & y ee so 4 2 ¢ O28 SG HCO Ga a € & & & 12 OF ae Pert CPM! CIVIL_ENGINEERING Cédes: ES @4 tb) 2 wef ec ware D 1 3 3 @2 38 4 1 Consider the following statements in work breakdown structure. 1. Itis.a graphical representation of entire programme 2, The top-down approach to planning is adopted. 3. The down-top approach to planning is adopted. 4, Ibis suitable for complex projects Which of those statements is/are correct? (a) 1 only (b) 2and 4 fo) Band 4 flanaaeste @ 4only Consider the following statements: 1. Tnwork-breakdown structure top-dawn approach is adopted. Bar-chart depicts interdependencies of activities. Controlling can be better achieved in milestone chart. statements is/are correct? (a Land 3 ony > @y Land 2 oniy’ &) Zand 8 only @ 1,2 and 3 hick of these ‘The following items consist of two statements, one labelled as ‘Assertion A’ and the cther labelled as ‘Reason R’. You are to examine. thegp. two statements carefully and select your answers to these iterns using the codes given below Of these statements fa) both A and R are trie and R is the correct explanation of A (b) both A and B are true but R isnot a correct explanation of A (Ais trae but R is false @) A is false but R is true 33, Assertion (A): Linked bar chart cannot be developed from an AON network as easily as from an Reason (R): AON networks do not incorporate information corresponding to dummy arrows of AOA, networks ‘Bien F126, aware Sua Now De HTe 6 Woh. mev stro, mal ne. naterabon ca 2 Paowe 1-00.95 769619406 973859605 i i ' | | | |———- CHAPTER Fundamentals of Network. ODUCTION} + Network are used for the purpose of planning, scheduling and controlling the progress on various components of the projects, specially those projects which are complex in nature «In simple words we can say that network is a flow diagram consisting of activities and events, connected logically and sequentially + Network diagrams are of two types: 1. Activity over Arrow (4 - 0 ~ A) 2. Activity over Node (A - 9 ~ N) ‘Note: Few people further clessity A- O~ A networks as PERY or CPIM networks, Truly specking PERT and CPM are Fhanagement téchrigues, + In thie unit we will mainly azentrate on A-O-A networ in a operate chapter. 1. Activity + Approject can be broken dowi into various jobs in the form of operations and processes necessary for its completion. Each of these operation or processes consuming time or resource ig called ai an activity. + Activity are denoted by an arvow. ‘The “tail of the arrow” signifies the start of activity and “the arrow head” its teryination, scription Duration (1) «Generally the d underneath, + Length of arrow has no significance ew ore usually drawe from left 0 right. o' Few example of activities are like excavation, shattering, bar bending, concreting etc.2 oe oo |e80 6 © cS & © & & © & o e 14 Pert CPM ‘_ CIVIL_ENGINEERING. ‘Types of Activities 1. Serial activities : These are activities which are performed oné after the other sequentially. — 0 a O B O a 2, Parallel sctivities or concurrent activities : These are the activities which can be performed simultaneously and are independent of each other + An event is a instant of time or state at which some specific milestone has been achieved. i.e. completion of preceeding activity (activities) or start of sueceeding activity (activities). = An event does not consume any time or resource : repre rules. The shape of nodes van be as follows. r = — aa - a \ | | f | \ ) _ \ V/s __| ; circular Square rectangle oval + Bxamples of few cvents are like, completion of excavation, start of shuttering, completion of Bar-bending and ete. 2 Basie Properties of Events. 4. Tt denotes the start or compietion of an activity. 2. It denotes significant point in a project i.e. control point 3. It denotes instant or a point of tine, therefore does not consumes any time or resource. ‘Types of Events i. Tail event + An event which marks the beginning of an activity (er activities) is called tail event or Preceding event - + Ifa particular event represents the start of a ne materésahooce se 36, 71859808 theese ‘ 4 ; 7 aadCIVIL ENGINEERING Fundamentals of Network 4F + For example event 1 is tail event for activity A, also there is no event before itso itis the initjat event . Shee «Brent 2 is tail event for activities B, ©, D. 2. Head event _ An event which marks the completion of an activity (or activities) is called Head.event or succeeding event. + Ifa particular event represents the end of a project it is called as End event. —2£-+ @ © 3. Dual Role events + fan event acts as the tail event for some activity and as the head event for some other activity. ‘or activities, it is called as dual role event. + Ina network diagram all the events other than initial and final event are dtial role event. Oo-— 1 (a) Figure (®) + In the above figure (a) event 2 is serving as head event for activity A and til event for activity 1. Similarly in figure'B event 3 is serving as a head event and tail event for various activities. 4. Dummy Activity + Itisa type of activity in the network which neither consumes any time nor resources. + It isan artificial activity + A dummy activity is represented by a dashed arrow and identified by the’ terminal node or events which it connects. . legeneeaue Phone: 011-1018405 raHa81808 SLE eee : a Mise a Ba esisa 3 °O8@ OG OOHOCHOH HE Se 6 ee 4 Correct Representation 16 Pert CPM! CIVIL ENGINEERING _» In the above figure activities A & B can be performed simultancously as A & B are. parallel 8 petivites, The dummy activity 2.5! indicates that actvity-Derammor start unless netivi complete + Function of dummies are : (2) Dimmy maintains the logic of network diagram. ) Dummy keeps the numbering system of the network unique 1, Grammatical Purpose + Many 4 times a situation may arise in a project that two activities have thie’ Same beginning and end points. «In such situations lot of inconvenience is experienced, as the identity of the activities are lost and it results in errors during network computations. Purchasing & Supply of pipe = 5 tetera ti OO 7 itim —@ “ete Incorrect Representation + In the above figure, we have two different activities having common name 2-3 and hence a conflict of ideintity is experienced, this problem can be solved by using a dummy, as two activities can not have same starting and end event. Purchasing & ay Pu Z 3) [ ‘Supply of pipe se (i) Bxeavation (3) Laying Fender {2 ararenehs A) and grnting ——> + Now we can obs vve that cach and every activity has a specific name and different identity and hence problem i solved, 2 Logical Purpose « Dummies are also ased to clearly represent the logic of network, when an activity is common to two set of operations running parallel to each other. + In the above figure we can observe that activity A & B aze predecossor Retivities of activity D. Similarly activities B and © are ‘OffesF <2 Nebulc wns eemaseraus BE maibiey lescaeraus Phone: 1110136, 158484055 reeorrrere>>™—- woncteticnamioa aCIVIL ENGINEERING i, Fundamentals of Network 7 + But activity B is having dual identity ily wrong, «It should have tnique identity ie. every activity should have a different name or no two activities can have same name. + This uniqueness can be maintained by introducing two dummies B, & By as shown above, ULES FOR PROVIDIN doit «Provision of dummies at correct position during the development of a network is a difficult job. « To overcome such difficulties at first liberal use of dummies should be made to fulfill all the requirements of intertelationship of various activities. + This might result in the introduction of some unnecessary (redundant) dummies which can be removed by the use of following rules. 1, If dummy is the only activity coming out from anode and terminating into some other node. The dummy can be removed and the two nodes at the two ends of dummy can be ‘merged into one. | | r COAL Boy I i. ¢ O--020 \ ie Contect Repieséintation . wx ~ Jecorreet Representation Cortoet Representation SN Incorrect Representation Correct Representation / | | «Inthe above case we have eliminated dummy activity A, bat not C,, because A, is the only activity emanating (coming out) from the node 1, and terminating at node 3. So'if we remove the dummy A, and join the activity A directly to’ node 8, logic of network will not change. Tabara Sool New DART TIOUE iene beaeeEattiecmistréeabancain | Phone ESTO SECH TESus HOE THRs€ £ fe PSK ESOMYNHOBOBOHMCAHALS 18 Pert CPM’ CIVIL_ENGINEERING + Ta case of dummy activity C,, at node 2 theve-are two activities coming out C, & D. So we.cah ndt remove the dummy activity et thie node and jo‘ the preceding.activiey C to:the succteding———+ node 3, because activity D is dependent om the node 2 anid hence removal of C, will change the logie of network. 7 2. If dummy is the only activity terminating into a nade, then dummy can be removed and the nodes at the two ends of the dummy can be merged into orie. B c A D 2 Incorrect Representation Correct Representation Incorrect Representation Correct Representation | vIn the above case as ‘the dummy activity A, is the only activity terminating at event 2 so we can remove the activity A, and merge event 1 and 2 (as shown in the modified diagram), we can observe that still the logic of network is same. + Same can not be done with actvity A, & A,, because at their terminating nodes 3 & 4 respectively, other activities are also terminating, 3. If two or more activities, emanating from different nodes and having same set of preceeding activities then the two activities should emanate from a single node. | ge i ES SMASTER a | | |B Fac a Soy, New Da 110018 shee: wim famaster ory, Rarae, master 11675406, TI ATE STLBSI908|L_ENGINEERING Fundamentals of Network 1" serve that, activities G & H.are coming out from two different nodes 5 & 6 but ay have saine set of preceeding activities E & F hence the two node.5 & 6 can be merged int one node. node. + ‘Two activities A and B, terminating inte two different node 1 and 2 and each one of them is having identical set of successors @ and S. Q and S also having their other predecessor P and Resespectively. - + In this case, both A and B can be terminated into a common node and connected to their successor through dummies A, ; TEST Oita FT Ratan Sah New Da TSS Sanaa ER sis sna Webs iesrstr ore Bani tg manera cain Seats ee eee Paone 071101306, TSSUI34U8 ST Hs8b0e i 4. If two or more activities having sume set of successors, and succeeding activities are having other predecessors as well, the two activities should terminate into one single ‘ «¢ € & e € € € € is € © € € € © BHO Hae © Oe OO 20 Pert CPM: _CIVIL ENGINEERING + Hence dummies A, and B, are eliminated.” 5, Dummy activities which shows predecessor relations already iinplied by other activities- ere called as Redundant dummies, and can be removed. ' “9 t a i wv + In the above example dummy activity By is used to imply that activity E can not start until activity A is complete. © But as we can observe that activity E.can not start until activities B and C Successors’ of activity A) have been finished. + Therefore even though activity B, is removed the starting of activity E is restricted through C as it depends on activity B which in term depends on activity A. Wea eases 1. A network will have only one initial node. Initial node will have cnly outgoing arrows. £ if ‘Office: F126. RetwariaSurai, New Delhi-T10016 =f Se een aaa “es oe Phone 011 1072108, 79881006, 71130908a CIVIL ENGINEERING _ Fundamentals of Network 2 A network.can have only one final node, Final node will have only incoming arrows. 3. An event cau net/oveur until all the‘aelivities'Ieading to it are completed: £No activity can start until its tail event has ocurred 5, Noevent can occur twice. Therefore network looping.is, nor permitted 6. One arrow should represent only one activity. Two or more arrows should not be used for a single activity Similarly two or more activities should not be represenied by a single arrow. 7. The arrows should be straight lines. Curved arrows should be avoided. 8, Arrows should not cross each other. If crossing is unavoidable then ‘bfidgifig may be done us shown below “ Wrong Representation Correct Representation 9. The network should be drawn such that all activities are completed to reach end objective. 10, All constraints.and interdependencies should be maintained properly by use of dummies 11. Network logic‘should always be maintaned. 12. Time Bow is from left to right i.e, arrows denoting activities should poiht roi Teft to’ righi. However. if arroit is vertical it may point upward or downward + Activities are usually identified by node numbers ie, the number of events on either end of the activity arrow. + Therefore the évents should be numbered in such a way that.the logical sequence is maintained + Numbering can be done in following steps 1. Number the initial event as ‘I’ : CO ~) Oo ~~ O 0S ~O0=0- 2. All the arrows coming out of initial event (1) are neglected. This will create one or more new imitial events. i ‘Oi FIA, Katwara Sara, New Des 110076 Website so gost orgs daca ab cin reseatesue Phone 011-1015005, Taso 658808078 me cee¢ 7 22 Pert CPM CIVIL ENGINEERING 3. Number these new jnitial events as 2 and 3. F 4. Again neglect all emerging arrows from these newly numbered events which will create a few t ‘more new initial events. 5. Follow step (3). 6. Continue this operation till last event is reached. & Final Diageam ip Numbering € + In small networks where there are less or limited number of events, usually no modifications are required to be ntade and hence numbering of events is done sevially. + In bigger netwaiks, extensive modifieations are frequently required to be made either before the network is finalized or during the progress of the project. 3 ». J such projects theré should be a provision of adding new-events aud numbering them without renumbering the other events of the network «This can be uchieved by process called as SKIP NUMBERING. + In skip numbering the events are numbered in the multiples of 10 (initial), 20, 30, 40, ete. ie LES MASTER Sie FT, RawarsSak D TTTE EY © armas a sientCIVIL ENGINEERING Fundamentals-of Network 3 + In future if any events is added, it can be sceigned a number such ae 15, 22, 81, etc, which lies in betweén the number of immediate predecessor event and immediate successor event Error’s in Network Diagram 1. Cyclic/Looping error al | c \ \ 5 5 2. Dangling Error: Project ie completed when all its activities are over, but following situation can not arise in any case because a network diagram (or a process) can not h oe a | j | | } 2 = 4 3. Wagon Wheel Error: This is the most difficult error to be spot and this can be found afte. i exatining'the entire network diagram in detail. This is a conceptual ervor, as there may be n° i event'takirig place at this point in the following network. i paeee ce ae | I i B | . mets i c ' f = — { i | { Actual Case | i ‘ ; : i : 4 1 Tolga Fay Rates Baar oe 10a" ‘Wasi emulate Bia es, maseréaooen 6 Phoug 0114101306, 78513106, 9711868608