Work Breakdown Structure for Cable Bridges

The construction of a cable bridge is a complex undertaking that requires careful planning and
execution. A work breakdown structure (WBS) is a helpful tool that can be used to break down
the project into smaller, more manageable tasks.

Project Management
The first step in any construction project is to establish a strong project management team. This
team will be responsible for developing a project charter and scope statement, identifying
stakeholders, and creating a communication plan. The project charter formally defines the project
and outlines its goals and objectives. The scope statement details the specific deliverables that
will be included in the project. Identifying stakeholders is important for ensuring that everyone
who has an interest in the project is kept informed of its progress. A communication plan outlines
how information will be shared among stakeholders throughout the project lifecycle.
Design and Engineering
Once the project management team is in place, the design and engineering phase can begin. This
phase involves conducting geotechnical and hydrological studies to determine the feasibility of
building a cable bridge at the chosen location. These studies will also provide important
information for the design of the bridge foundations. The results of these studies will inform the
design of the bridge superstructure, which includes the towers, pylons, and deck. The cable
system, which is a key component of a cable bridge, is also designed during this phase. The
electrical systems that will power the bridge lighting and other fixtures are also designed at this
time.

Material Procurement
While the design and engineering work is underway, the procurement team can begin to procure
the materials that will be needed for construction. This includes steel for the superstructure and
substructure, cables and anchorage systems, concrete, asphalt, and other construction materials.
The procurement team will also need to secure the necessary construction equipment and
machinery.

Construction
The construction phase of a cable bridge project is typically divided into several stages. The first
stage involves site preparation and earthworks. This includes clearing the site, excavating the
soil, and grading the land to prepare for the construction of the foundations. The next stage
involves the construction of the foundations, which will support the towers and pylons of the
bridge. The towers and pylons are then constructed, followed by the superstructure, which
includes the deck. Once the superstructure is in place, the cable system can be installed. The final
stage of construction involves finishing the bridge deck and installing any other necessary
components, such as lighting and signage.

Completion and Commissioning

Once construction is complete, the bridge must be inspected and tested to ensure that it meets all
safety and performance standards. This process is known as commissioning. If the bridge passes
all of the inspections and tests, it can be opened to traffic.

Project Controls
Throughout the construction project, the project management team will be responsible for
monitoring progress, managing risks and issues, and controlling costs. They will use a variety of
tools and techniques to track progress, identify and mitigate risks, and ensure that the project
stays on budget.

Develop Project Schedule and Budget

An important aspect of project management is creating a project schedule and budget. The
project schedule outlines the timeline for completing the project, while the project budget
outlines the costs associated with each phase of the project. The project schedule is a roadmap
that helps to ensure that the project is completed on time. The project budget helps to ensure that
the project is completed within budget.

Manage Project Risks and Issues

Construction projects are inherently risky, and cable bridge construction is no exception. The
project management team must be proactive in identifying and mitigating risks. This may
involve developing a risk management plan that outlines potential risks and how they will be
addressed. The project management team must also be prepared to deal with issues that arise
during construction. This may involve developing a contingency plan that outlines how to deal
with unexpected events.

Conduct Project Meetings and Reporting

Regular project meetings are essential for keeping everyone on the same page. These meetings
provide an opportunity for the project team to discuss progress, identify and address issues, and
make decisions. Project reporting is also important for keeping stakeholders informed of the
project’s progress. Project reports typically include information on the project schedule, budget,
risks, and issues.

Develop Operation and Maintenance Manuals

Once the cable bridge is complete, it is important to develop operation and maintenance manuals.
These manuals will provide instructions on how to operate and maintain the bridge. They will
also include information on how to identify and address potential problems.

Conclusion
The construction of a cable bridge is a complex undertaking that requires careful planning and
execution. A work breakdown structure (WBS) is a valuable tool that can be used to break down
the project into smaller, more manageable tasks.

EVM Analysis for Cable Bridge Construction (Budget: ₹184 Crore)

This example showcases Earned Value Management (EVM) analysis for a cable bridge
construction project with an estimated budget of ₹184 crore. Remember, these are hypothetical
numbers for demonstration purposes only.

Project Schedule: Let's assume the project is divided into 5 phases spread over 24 months (2
years).
Phase
Mobilization & Planning
Foundation Construction
Superstructure Construction
Cable System Installation
Deck Finishing & Commissioning
Sample Month (Month 6):
Duration Budget Allocation (Crore)
(Months)
3 10
6 45
8 70
4 35
3 24

We will analyze EVM metrics for month 6, assuming the project is halfway through the
foundation construction phase.

 Budgeted Cost of Work Scheduled (BCWS):

o Total project budget = ₹184 crore
o Phase 1 + Phase 2 (partially completed) duration = 3 + (6/2) = 6 months
o Budget allocated for the first 6 months = (10 + 45/2) crore = ₹32.5 crore
o Therefore, BCWS (Month 6) = ₹32.5 crore
 Earned Value (EV):
o Assume 70% of foundation construction is complete in month 6.
o EV (Month 6) = BCWS (Month 6) * % Work Completed = ₹32.5 crore * 70% =
₹22.75 crore
 Actual Cost of Work Performed (ACWP):
 o Assume the actual cost incurred by month 6 is ₹30 crore.
o This could include expenses for materials, labor, and equipment rental.
EVM Analysis:
 Schedule Performance Index (SPI): SPI (Month 6) = EV (Month 6) / BCWS (Month 6) =
₹22.75 crore / ₹32.5 crore = 0.7
o Interpretation: An SPI of 0.7 indicates the project is behind schedule in terms of
value delivered compared to the planned budget. There's a 30% deviation from
the planned progress for this stage.
 Cost Performance Index (CPI): CPI (Month 6) = EV (Month 6) / ACWP (Month 6) =
₹22.75 crore / ₹30 crore = 0.76
o Interpretation: A CPI of 0.76 suggests the project is exceeding the allocated
budget. We're delivering less value than the amount spent at this point.

Managerial Implications:

The EVM analysis for month 6 highlights potential issues:

 Schedule Delay: The project seems to be behind schedule based on the SPI. The project
manager needs to investigate the reasons for the delay and take corrective actions such as:
o Resource allocation optimization
o Prioritizing critical tasks
o Revising the schedule (if necessary)
 Cost Overrun: The CPI indicates cost overspending. The project manager should analyze
the reasons behind this and implement cost-saving measures like:
o Identifying areas for cost reduction
o Negotiating with vendors
o Monitoring project expenses more closely
Conclusion:

EVM analysis provides valuable insights into project performance. This example demonstrates
how EVM can be used to identify schedule delays and cost overruns early in the cable bridge
construction project. By taking timely corrective actions based on EVM data, project managers
can increase the probability of project success, ensuring the bridge is completed on time and
within budget.

CPM and PERT Calculations with Sample Data

While we can't perform a full CPM and PERT analysis without a detailed network diagram of
the cable bridge project, we can demonstrate the calculations using the same sample data from
the previous EVM example. This will showcase the different approaches of each method.

Project Activities and Durations (Estimated):

Activity Description Duration (Weeks) Predecessors

A Mobilization & Planning 4 None
B Site Preparation 3 A
C Foundation Excavation 5 B
D Foundation Reinforcement 4 C
E Foundation Pouring 3 D
F Tower Construction (Start) 8 B
G Tower Construction (Finish) F
H Cable System Installation 6 E, G

Important Note:

 These are sample durations and may vary in a real project.

 Predecessor relationships define the order in which activities can be performed.

Critical Path Method (CPM):

CPM focuses on the most time-consuming path through the project network, identifying the
critical activities that impact the overall project duration.

1. Calculate Early Start (ES) and Early Finish (EF) for each activity:

o ES(A) = 0 (since it has no predecessors)

o EF(A) = ES(A) + Duration(A) = 0 + 4 = 4 weeks

o Continue calculating ES and EF for all activities considering predecessor

relationships.

o For example, ES(B) = EF(A) = 4 weeks, EF(B) = ES(B) + Duration(B) = 4 + 3 =

7 weeks.

2. Identify the Critical Path:

 o The critical path is the sequence of activities with the longest total duration (ES to
EF).
o In this example, the critical path is likely to be A -> B -> C -> D -> E -> H.

3. Calculate Late Start (LS) and Late Finish (LF) for each activity (optional):

o These are used to identify scheduling flexibility for non-critical activities.

o Calculations involve working backward from the project deadline.

Program Evaluation and Review Technique (PERT):

PERT acknowledges activity time variability by considering optimistic, pessimistic, and most
likely durations for each activity.

1. Estimate Optimistic (O), Most Likely (M), and Pessimistic (P) durations for each activity.

o Optimistic duration is the shortest possible time to complete the activity.

o Most Likely duration is the expected time for the activity to be completed.

o Pessimistic duration is the longest possible time the activity might take.

o You'll need expert judgment to estimate these durations for your specific project.

2. Calculate Expected Duration (TE):

o TE = (O + 4M + P) / 6

3. Calculate Variance (V):

o V = (P - O) / 6

4. Construct a PERT network diagram and identify critical activities based on expected
durations and variances.

Conclusion:

Both CPM and PERT are valuable project management tools. While CPM offers a clear picture
of the critical path, PERT provides a more probabilistic view of project completion time.
Choosing the best method depends on the project's complexity and risk tolerance.