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PROJECT MANAGEMENT OF THE

MONCRIEF RADIATION CENTER PARKING GARAGE

Using Microsoft Project 3.0 by:

Jeff Thompson Dirk Sylvester

May 14, 1994

Computer Science Department

Southern Methodist University

Professor Jose Dula

Table of Contents

Abstract 3 Description ......................................... 4 Background......................................... 5 Project Management Analysis .............................. 6 Task Analysis ........................................ 7 Gantt Chart Analysis ................................... 8 Pert Chart Analysis ...................................... 9 Network Flow Analysis ................................. 10 Resource Analysis .................................... 13 Summary of Other Features .............................. 15 Conclusion ........................................... 16 APPENDICES

A. Task Report ................................... 17 B. Gantt Chart ................................... 18 C. Critical Path Gantt Chart .......................... 19 D. Pert Chart .................................... 21 E. Resource Report ................................ 23 F. Resource Usage ................................ 24 G. Resource Graph ................................ 26 H. Resource Effect on Gantt Chart ..................... 28 I. Project Summary Report .......................... 29 J. Monthly Calendar Report .......................... 30

EXHIBITS 1. Gantt Chart 2. Pert Chart 3. Network Flow

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2

Abstract S

Project Management is the planning, organizing, and managing of tasks and resources to

accomplish a defined objective. The defined objective for this project is the completion of •

the Moncrief Radiation Center Parking Garage in Fort Worth as designed by the Linbeck

Construction Company in conjunction with Herman Vess and Chuck Greco. Using Project

Evaluation and Review Technique (PERT) and Critical Path Method (CPM) analysis

through a Macintosh Software Program, Microsoft Project 3.0, we planned, organized, •

and managed the tasks necessary to accomplish the project management phase of the

parking garage.

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3

Description S

Building a parking garage is a very complex and thought consuming process. Like

most construction jobs, it requires the careful planning and scheduling of tasks and

• resources to ensure a smoothly run operation. These tasks are planned and positioned in a

step-by-step process in which their progress is monitored by the project manager. The

project manager's first responsibility is to make an original schedule involving any

necessary tasks. Because certain tasks are dependent on others, there are some tasks that

• without their initially scheduled completion, a delay in the entire project would occur. As a

result, the project would be run in an inefficient manner creating highercosts and wasted

time. To eliminate this problem, the project manager must determine the critical path of all

tasks. In doing this, they can tell which tasks have a lag time and which ones must be

• completed as planned. Once the critical path is determined then the project manager can

track the progress of the project. Once this path is determined and a baseline plan has been

created, tasks can be added and deleted, and their duration can be shortened and

lengthened. Any and all changes are kept current by updating them on a new schedule.

Project management using PERT/CPM is necessary for virtually every task oriented

project. For projects that rely on a set timetable and use many resources, PERT/CPM is an

invaluable tool. A few examples lie in the areas of construction planning, managing of

inventory, personnel planning, and transportation scheduling - whether it be bus routes,

train routes, or flight routes. The only projects for which the PERT/CPM method would

not be useful is for small, two week projects where every task is assumed to be dependent

and thus critical. It would also not be advised for individual tasks that involve no other

resources. An example would be with the scheduling of flights for a noncommercial, independent aircraft.

S

Background

The Moncrief Radiation Center is a cancer therapy hospital located in Fort Worth.

Chuck Greco, the project director for Linbeck Construction Co., and Herman Vess, the

construction superintendent, have been our correspondents in working with the

development of the parking garage next to the hospital. Professors Jose Dula and Richard

Barr have been aiding us in the overseeing of our progress and completion. The previous

methods of project management were long and tedious because of the manual hand solving

of the critical path through network flow models. Microsoft Project 3.0 helps reduce the

time spent on project management through the use of PERT/CPM. CPM, developed by the

DuPont Corporation to improve project scheduling techniques, is a mathematical model that

calculates the total duration of a project based on individual task durations and

dependencies while identifying the critical path. The software enabled us to determine and

view the critical path through the visual aids of a Gantt chart and pert chart.

5

Project Management Analysis

After initial meetings with Mr. Greco and Mr. Vess, an introduction to PERT/CPM

and project management was set forth. They gave us the software, blueprints for

designing the garage, the list of tasks, and, of course, some helpful hints, but we knew the

road to becoming experts in this field was a long way off. To begin the process for

meeting our objective we read about the various project management techniques through the

use of old textbooks and software user manuals. After researching and discovering the

main features that the PERT/CPM method was capable of doing we thought about how we

could incorporate them into the building of a parking garage. Since neither of us are

architects or had any prior knowledge in construction, we decided to make a model

replicate of the parking garage to give us some minor, yet helpful, first-hand experience.

By carefully analyzing the blueprints, the model garage was constructed out of styrofoam.

Next, we took a look at the tasks and we explored how to define their relationships and

dependencies. A second meeting with Mr. Greco followed and he advised us by telling us to use logic. Logic was the key to setting up each tasks' dependency or predecessor.

After careful evaluation and by using common sense on how we think a parking garage

should be built, a critical path was formed. This could easily be seen on the Gantt chart

and the pert chart. Then we added resources onto a few of the tasks. An evaluation took

place as to how they affected the critical path and from our observations, several reports

were made. Our final stage of project management was our design and creation of the

network flow. Since optimistic, pessimistic, and most likely time durations were not

available for the tasks, we decided to divide the construction of the garage into subgroups.

Each subgroup concentrated on the building phase of each of the four tiers. We modeled

our example network flow model after the construction of the first tier.

6

Task Analysis

The task analysis includes the development of necessary tasks for the completion of

the Moncrief parking garage. We defined the tasks and task durations as given by the

construction coordinator, Herman Vess, and entered this information into the Microsoft

Project 3.0 software program. We then had to discover each tasks' dependency before-

their starting and ending dates could be set. A task report (see appendix A- 1) was

produced to monitor the progress on any completed dates and the initial beginning and

ending dates were predicted.

.

7

Gantt Chart Analysis

The Gantt chart is a visual aid that consists of a table that includes task information

and a chart which shows the time schedule of the different tasks. Once the tasks and task

durations were entered into the program, the Gantt chart development stage could begin.

Predecessors had to be added to each task to show which task was dependent on the next.

The dependency choices included whether an entire task is finished before the next task can

start (FS), whether a task must start on the same day or after its preceding task (SS), and

whether a task can start at the same time or later than its predecessor (FF). By entering in

the predecessors, different beginning and ending dates were formed and a critical path was

created. The durations were measured off by Gantt bars. The checkered bars signified

non-critical tasks and solid bars signified critical tasks (see appendix B-i). A Gantt chart

of only the critical tasks was created (see appendix C- 1) to show the project manager a

broken down view of the critical path. A boardroom-size printout (see exhibit 1) of the

Gantt chart was displayed for the full access viewing and overseeing of the entire project.

8 0

Gantt Chart Analysis 0

The Ganttchart is a visual aid that consists of a table that includes task inform ation the time and a chart which Shows me schedule of the different tasks Once the tasks and task durations were entered into the program, the Gantt chart

development stage could begin. Predecessors

had to be added to each task to show which task was dependent on the next.

The dependency choices included whether an entire task is finished before the next task can start (FS), whether a task must start on the same day or after its Preceding task (SS), and whether a task can start at the same time or later

the predecessors than its predecessor (W). By entering in

, than beginning and ending dates were formed and a critical path was created. The d

urations were measured off by Gantt bars. The checkered bars signified non-critical tasks and solid bars si

gnified critical tasks (see append B-i). A Gantt chart of only the critical tasks Was created (see appendix C-I) to show the project manager a broken down view of the

critical path. A boardroomsjze printout (see exhibit 1) of the Gantt chart was displayed for the full access viewing and

overseeing of the entire project.

8

Network Flow Analysis

The manual construction of the network flow model was a popular and efficient

way to monitor and track the progress of a project up until fifteen years ago. Since then, it • has been much easier and more efficient to use computer software programs. The network

flow model is built by the use of two different tasks or events (nodes). The relationship

between the events make up an activity. This activity can be measured by duration between

tasks, as in our case, and/or by resources, such as costs.

For our example, we grouped the tasks that were necessary in building the first tier

of the parking garage (see Table 1.0). The network model was built by setting optimistic

(a), pessimistic (b), and most likely (m) times that each task could be finished in and, from

these, calculating the expected time (t) (see Table 1.1). After we found (t) for each task

and set up the relationships between them, a manual calculation of the activities from the

beginning node to the ending node took place (see exhibit 3). Once the final node was

reached, then it was time for a backwards run through of the nodes. When the starting

point was revisited, we were able to determine the critical path by:

1. seeing which path was the longest.

2. seeing which path included all the tasks that had a slack time of zero.

For construction projects, especially those that include numerous tasks, it is

recommended that the tasks be broken down into subgroups. Trying to build a network

flow out of all 163 tasks was foreseen to be a messy and complicated process. For this

reason, project managers have mainly relied on determining the critical path by the use of a

pert chart through a software program.

10

Table 1.0, Tier #1

Nodes Tasks Activity Predecessors 1 - Site Compaction A - 2 - Drill Piers B A 3 - Form One Sided C B 4 - Excavate Beams D A 5 - Barrier Walls E A 6 - Pour Forms F D 7 - Install Electrical Pump G E 8 - Build Roofing System H F 9 - Install Lighting System I G,,F 10 - Close Walls J C 11 - Inspection K C

L K,H,I M J N ML

..

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Table 1.1 Time Estimates (in days) for Tier #1 construction

Optimistic - a Most Probable - m Pessimistic - b Expected time - t = [(a+4m+b)/6]

Most Activity Optimistic Probable Pessimistic Expected Time

A 1 2. 3 2 B 2 5 8 5 C 2 3 10 4 D 8 10 12 6 E 3 4 5 4 F 2 4 6 4 G 3 5 7 5 H 1 2 3 2 I 1 2 9 3 J 3 6 9 6 K 5 7 8 7 L 4 5 12 6 M 2 4 6 4 N 2 3 4 3

Total 61 days

P,

12

Resources Analysis

A resource is any person, group, or service required to complete a task.

Employees, contractors, equipment, facilities, computer time, produced materials, and

purchased materials can all be considered resources. For the Moncrief Parking Garage

project, resources were considered as an example for thorough understanding of resource

allocation in Microsoft Project 3.0. Resources are not necessary in the development of the

Gantt chart and the critical path involved, but can lead to changes on the critical path if a

resource or more is overallocated.

For the Moncrief Parking Garage project, we relied mainly on the tasks but did

apply a thorough example on how resources can play an intricate part in project

management. Appendix E- 1 shows the resource report where resource data are entered

given standard and overtime pay along with the maximum number of units available (1 unit

for each person and/or how ever many units of a resource is available). For our project, a

resource of one employee (1 unit) was assigned to tasks 2 & 3 to show the overallocation

effects on the critical path of the Gantt chart. There was no effect on the PERT chart except

for an extended period of time. The non-critical paths of the Gantt chart do not reflect

changes because non-critical tasks can be delayed without affecting the overall critical path.

Looking at appendix F-1, the resource usage table shows an overallocation of the resource

on the critical path (at bottom of page) because one person cannot work two loads in the

same amount of time and therefore is overallocated 8 hours of work on congruent task

days. In order to compensate for this overallocation, the start date of task 3 should be

delayed until May 31 (see appendix F-2) thereby creating equal & correct allocation of

resources. Appendix G- 1 and G-2 also show this same effect of overallocation and re-

allocation but by using the graphical environment to alert project managers of the

overallocation.

Through all the overallocations and re-allocations of resources, the critical path is

not usually changed among tasks, but is delayed as resources take priority over certain

tasks, moving others to a later start date. If, however, a non-critical path contains an

overallocated resource and another critical path is simultaneously contingent upon the

overallocated, noncritical task, then possibly a new critical path with new critical tasks may

be formed. Thus, a new project analysis needs to be developed with the given information.

But the only major change along the critical path in the Gantt chart is shown on appendix

H- 1. These charts show how the critical path is only delayed when the overallocated

resource entered in task #2 is compensated for the resource data entered in task #3. The

13

two tasks now becomes a finish-to-start contingency link because the resource (one person)

cannot start task #3 until task #2 is finished. These types of resource examples cause the

critical path to be delayed but do not affect the actual critical tasks.

14

Summary of Other Features

Some of the other features of the software package include a Project Summary (see

appendix I-i) whereby the project is summarized according to dates, duration, work,

costs, and task status. The project summary page lists the scheduled, planned, and actual

start and finish dates as well as start and finish variance where scheduled start dates are

compared to actual start dates. This feature also summarizes the remaining duration of the

project along the critical path. Resource costs are also summarized as well as the number

of resources overailocated and allocated. Task status is another feature which summarizes

how many tasks are in progress, how many are completed, and how many remain to be

completed. Following the summary report, appendix J- 1 contains a monthly calendar

report which is used as an on site project change reference with an added feature (see

appendix J-2) whereby task status is presented by the day.

Other features of Microsoft Project 3.0 include baseline calendar for working and

nonworking days, and periodic task and resource reports. These features as well as the

previous charts and graphs are part of the software's unique capability to produce quick

and easy report on needed information.

15

Conclusion

It is not easy to be the project manager of a construction project, or of any project

for that matter. But their job has indeed been made more simple through the use of the

Pert/CPM Microsoft Project 3.0 software program. We, as project managers, were able to

determine the critical path of the construction of the garage to be 114 days. The beginning

date is scheduled for May 16,1994 and the project should be completed by October

20,1994. These dates will hold true as long as none of the tasks along the critical path are

delayed. We've realized that as project managers, it is not enough to simply enter data into

the program and view the given reports and charts. One must figure out logic and use their

prior knowledge so they can determine the relationships among tasks. Most importantly, it

is not what the project manager determines as the critical path, since near critical paths need

to be monitored just as closely as critical paths, that will guarantee the successful

completion of the project; instead, the project manager must apply his/her learned

managerial skills, use common sense, and have the ability to make accurate and precise

judgements before any decisions can be made. These essential qualities will help to

contribute to the successful completion of a project.

16

A—i

Appendix A Task Report: Moncrief Parking Garage

ID Name Duration Scheduled Start I Scheduled Finish I Predecessors 1 SITE COMPACTION A-B-6-1C

CONSTRUCTREBAR PIER Cid 9d

5/16/94 8:00am 5/16/94 5:00pm 5/18/948:00arn . 5/30/945:00pm 1FS+ld 2

3 DRILL PIERS A" LINE 17 ea DRILL PIERS "13" LINE 6 ea

6d id

5/25/94 8:00am 6/1/94 8:00am

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6/1/94 5:00pm 2SS+5d 6/1/94 5:00pm 3FF4

5 DRILL PIERS ELECT ROOM : id 6/2/94 8:00am 6/2/94 5:00pm 4 6 EXCAVATE GRADE BEAM C id 6/2/94 8:00am 6/2/94 5:00pm 5SS 7 DRILL PIERS B" LINE 1 3 ea 5d 6/2/94 8:00am 6/8/94 5:00pm 3 8 REBAR DELV. GB13-GB19 id 6/6/94 8:00am 6/6/94 5:00pm 6FS+ld 9R R DELV. GB23 & 25 id 6/8/94 8:00am 6/8/94 5:00pm 8SS+2d 10 REBAR DELV. W13-W26 id 6/10/948:00arn 6/10/94 5:00pm 9FS+ld 11 REBAR DELV. W8-W1 0 1 d 6/10/94 8:00am 6/10/94 5:00pm 1 OSS 12 FORM ONE SIDE GB1 4,1 5,2 id 6/10/94 8:00am 6/10/94 5:00pm I 8FS+ld,9FS+1 d 13 FORM ONE SIDE GB13-16 id 6/8/94 8:00am 6/8/94 5:00pm 8FS+ld 14 EXCAVATE GRADE BEAM 1- 3d 6/10/94 8:00am 6/14/94 5:00pm 6FS+3d,12SS,1: 15 REBAR GB14,15,23,25,13,1 6 1 d 6/13/94 8:00am 6/13/94 5:00pm 12,13 16 FORM ONE SIDE W13-W19 3d 6/13/948:OOam 6/15/945:00pm 10 17 DRILL PIERS "C" LINE BEAM Sd 6/9/94 8:00am 6/15/94 5:00pm 7 18 CLOSE FORMS GB14,15,23,: id 6/14/94 8:00am 6/14/94 5:00pm 15 19 REBAR 9 ..... l 09Pm 1OFS+ld,18SS 20 SITE EXCAVATION

P6URG614,15,23,25,13,163d id

6/14/94 8:00am 6/15/948:00am

6/16/94 5:00pm 18SS 6/15/945:00pm 18 21

22 EXCAVATE WB THROUGH 2d 6/15/94 8:00am 6/16/94 5:00pm 20SS+ld,11SS4 23 SITE COMPACTION B-A-1 -6 3d 6/15/94 8:00am 6/17/94 5:00pm 22SS 24 CLOSE FORMS Wi 3-Wi 9 3d 6/16/94 8:00am 6/20/94 5:00pm 19 25 REBAR DELV. W* 1-W7

F ................ id F

6/17/94 8:00am 6/17/94 5:00pm 22 26 REBAR DELV. GB-20,2i,22 id 6/16/94 8:00am 6/16/945:OOpm F8FS+5d,2

27 EXCAVCATE Wi -W7 2d 6/17/94 8:00am 6/20/94 5:00pm 25SS 28 FORMONESIDEW8THROI 2d 6/17/948:00am 6/20/945:00pm i 22 29 SITE FILL AND COMPACTIOI 3d 6/17/94 8:00am 6/21/94 5:00pm 28SS 30 REBAR W8 THROUGH* W10 2d 6/20/94 8:00am 6/21/94 5:00pm 27SS+ld,22 31 DRILL PIERS"D" LINES 6ea id 6/16/94 8:00am 6/16/94 5:00pm 17 32 POUR FORMS W13-W19 id 6/21/94 8:00am 6/21/94 5:00pm 24 33 COMPACT FILL S.O.G. ELEC id 6/22/94 8:00am 6/22/94 5:00pm 29SS+3d 34 ADJUST FORMS ELECT RO( id 6/22/94 8:00am 6/22/94 5:00pm 33SS 35 REBAR S.O.G. ELECT ROOK ld 6/23/94 8:00am 6/23/94 5:00pm i 34,33 36 POUR S.O.G. ELECT ROOM id 6/23/94 8:00am 6/23/94 5:00pm 35SS,33,34 37 CLOSE FORMS W8 THROUC 2d 6/22/94 8:00am 6/23/94 5:00pm 30 38 DRILL PIERS ELEVATOR 14 3d 6/17/94 8:00am 6/21/94 5:00pm 31 39 SET ELECT. GEAR ELECT R id 6/24/94 8:00am 6/24/94 5:00pm 35,36 40 POUR WALL W8 THROUGH id 6/24/94 8:00am 6/24/94 5:00pm 37 41 FORM ONE SIDE Wi THROL

DRILL ELEVATOR SHAFT3d id

6/24/94 8:00am 6/27/94 8:00am

6/28/94 5:00pm 27FS+3d,25FS+ 6/27/94 5:00pm 3BFF+4d 42

43 REBAR DELV. BALANCE OF id 6/27/94 8:00am 6/27/94 5:00pm 42SS 44 REBAR WALLS Wi THROUC 2d 6/27/94 8:00am 6/28/94 5:00pm 41 F 45 INSTALL MASSONRY ELEC1 4d 6/27/94 8:00am 6/30/94 5:00pm 39 46 CLOSE WALL FORM Wi THF 2d 6/29/94 8:00am 6/30/94 5:00pm 44

D.Sylvester J.Thompson

17

APPENDIX B GANTT CHART: MONCRIEF PARKING GARAGE

ID Name DurationMay 15 May 22 May 29 June 5 June 12

M I T IWI T I F I S S I M I TTI F I S S I MI T IWI T I F I S Sj_MITWTIFISSIMITIw1TIFIss 1 SITE COMPACTION A-B-6-1C id

CONSTRUCT REBAR PIER C 9d

DRILL PIERS A" LINE 17 ea 6d

DRILL PIERS "13" LINE 6 ea ld

DRILL PIERS ELECT ROOM ; id

EXCAVATE GRADE BEAM C.::id

DRILL PIERS "B" LINE 13 ea 5d

REBAR DELV. G1313-GB19 id

REBAR DELV. GB23 & 25 id

REBAR DELV. W13-W26 id

REBAR DELV. W8-W10 id

FORM ONE SIDE GB14,15,2 id

FORM ONE SIDE GB13-16 id

EXCAVATE GRADE BEAM 1-. 3d

REBARGB14,15,23,25,13,16 ld

FORM ONE SIDE W13-W19 3d

DRILL PIERS "C" LINE BEAM : 5d

CLOSE FORMS GB14,15,23,: id

REBARW13W19 2d

SITE EXCAVATION 3d

POURGB14,15,23,25,13,16 id

EXCAVATE W8 THROUGH ' 2d

SITE COMPACTION B-A-1-6 . 3d

CLOSE FORMS W13-W19 3d

REBAR DELV. W1-W7 id

REBAR DELV. GB-20,21,22 id

EXCAVCATE Wi -W7 2d

FORM ONE SIDE W8 THROL::2d SITE FILL AND COMPACTIOI 3d

REBAR W8 THROUGH W10 2d

DRILL PIERS "D" LINES 6ea id

POUR FORMS W13-W19 id

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Project: MONCRIEFCritical Milestone •

Noncritical Summary

Progress •.''..''''''''• Rolled Up 0 Sylvester Thompson

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APPENDIX C CRITICAL GANTT CHART: MONCRIEF PARKING GARAGE

May 15 May 22 May 29 June 5 June 12 June 19 June 26 July 5/15 5/22 5/29 6/5 6/12 6/19 6/26 7, ID Name Duration

1 SITE COMPACTION A-B-6-1 1

CONSTRUCT REBAR PIER C 9d

DRILL PIERS "A" LINE 17 Ga 6d

DRILL PIERS "13" LINE 6 ea ld

DRILL PIERS ELECT ROOM id

EXCAVATE GRADE BEAM C id

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8 REBAR DELV. GB13-GB19 id

REBAR DELV. G523 & 25 id 9

10 REBAR DELV. W13-W26 id

REBAR DELV. W8-W10 id 11

12 FORM ONE SIDE GB1 4,15,2: id

15 REBARGB14,1523,25,13,16 id

CLOSE FORMS GB14,15,23; id 18

20 SITE EXCAVATION 3d

EXCAVATE W8 THROUGH ' 2d

FORM ONE SIDE W8 THROL. 2d

SITE FILL AND COMPACTIOI 3d

COMPACT FILL S.O.G. ELEC id

—

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29

33

34 ADJUST FORMS ELECT RO( id

35 REBAR S.O.G. ELECT ROOP 1 d

36 POUR S.O.G. ELECT ROOM id

39 SET ELECT. GEAR ELECT R id

45 INSTALL MASSONRY ELEC1 4d

47 INSTALL TEMPORARY ROOI id

49 ELECT ROOM TO SUBCONI::id

50 FORM ONE SIDE W20THRO. 4d

52 CLOSE WALLS W20 THROU' 4d

]POUR WALLS W20 THROUC id 53

54 FORM ONE SIDE G84 THRO id

55 REBAR GB4 THROUGH GB1::id

CLOSE FORMS G54 THROU id

POUR GB4THRUGB1 id

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Critical Milestone • Project: MONCRIEF

Noncritical Summary

Progress Rolled Up 0 Sylvester Thompson

19

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I]IrlIIrIi

___________________________

C cLaE ',.n)ca,: N -

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a -

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Appendix D PERT Chart: Moncrief Parking Garage

REBAR DELV. W13-W26

10 id

6/10/94 6/10/94

A DELV. GB23 &

lid

REBAR W13-W19

19 12d

6/14/94 6/15/94

CLOSE FORMS W13-W19

24 3d

6/16/94 6/20/94

POUR FORMS W13-W19

32 id

6/21/94 6/21/94

—I c.'1

SITE EXCAVATION

20 3d

6/14/94 6/16/94

ONE SIDE .15,23,25

id

4 6/10/94

REBAR GB14,15,23,25,13,1 6

15 id

6/13/94 6/13/94

CLOSE FORMS

D.Sylvester J.Thompson

. a a a a

S

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E-1

Appendix E Resource Report: Moncrief Parking Center

ID Name Initials Group Max. Units Std. Rate I Ovt. Rate [ Cost/Use 1 Sylvester DBS 1 $10.00/h $12.00/h j $0.00 2 Thompson JT 1 $10.00/h $12.00/h $0.00 3 ................................................................................................................................................................................................ 4 5 6 7 8 9

10 11 12 13 14 15

................................................................................................................................................................................................

.

.

16 17 18 19 20 21 22 23 24 . 25 Room for more Resource R 1 $0.00/h $0.00/h $0.00

Sylvester Thompson

23

-IAppendix F

Resource Usage Table: Moncrief Parking Garage

May 15 May 22 May 29 ID Name M]TW)T)FSSMTJW 1 SyIvesIer.

Thompson8h 8h 8h 8h 8h 16h

I16h 16h 16h 8h 8h

2

22

23... I ...................................................... I 424

Room for more Resources..

............f.......................................................................................................................................................................................................................................................................................

............I.....................................................

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May 15 May 22 May 29 June 5 ID Name Duration Scheduled Start M(TIWITIFJSSIMITIWITIFJSSIMITIWIT(FIss(MJTIwIT 2 CONSTRUCT RERAR PIER C 9d 5/18/94 8:00am

3 DflhI..L PIERS A" LINE 17 ea 6d [

5/25/94 8:00am

Sylvester Thompson

-:1-c.1

S S . S

c..1Appendix F

Resource Usage Table: Moncrief Parking Garage

ID Name

May 15- M2 May 29 - M

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T W I F

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S

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S I-

M

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I W I F I S S

-

M

-

I W

-

T I Sylvester

Thompsoi

Room for more Resources

Oh 8h 8h Oh 8h Oh 8h Oh 8h Oh 81 Oh

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ID Name Duration Scheduled Start

May 15 May 22 May 29 June 5

MITIWITIFISS(MITIWITIFISSIMITIWITIFISIMITIWIT

2 CONSTRUCT REBAR PIER C 9d 5/18194 8:00am

- 3 1 DRILL PIERS A LINE 17 ea 6d 5/31/94 8 OOam

Sylvester Thompson

In c4

. -,..q --, . . - - , am ..- •11 - -. — -,

S S a... S4111,.. S

29 Jun. 5

'3--

0 Name Dwzino ScyeouledSlart

May is May22 May 29 June 5 Jun. 12 MTW . slS!MT$WITfFIS S I M W 1 7 S sj, m I T I S'M'TIWjTF

2 CONSTRUCT REBAR PIER c; c Sit 8/948:COam

3 DRIU. PIERS A LINE 17 ea 3c 5,31 I94 800am

27

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Appendix H Resource Graph: MONCRIEF PARKING GARAGE

Effect On Gantt Chart

Mavis I May 22 May 29 lD_ Name - Duration Scheduled Start IMITWTIFISISIMITWT1 FISISIMITWTI FjSlStMlTW

1 1 d 5/16194 8:00am I

—

• u

2 CONSTRUCT RE3AR PIER C; 9d 5118/94 8:00am

3 DRILL PIERS A LINE 17 ea Sd 5125194 8:00am

4 DRILL. PIERS 13 LINE S ea Id: 6(1/94 8:00am

S DRILL PIERS ELECT ROOM : Id 612194 &COam

S EXCAVATE GRACE BEAM C 14 6/2(94 8:00am

7 DRILL PIERS 3 LINE 13 a; Sd 6/2(94 8:00am

8 RES4AR DELV. G313-G819 1 di 6/6/94 8:00am

9 RESARDELV. G823&25 1d 6/8/948:00am

to REEARDELV.W13-W25 Id 6/I0/948:00am

Res. -.. Over Allocated

I

I

I

I

' Prjec MONCRIEF te: 5,3/94

Milestone •

Summary

Rolled Up 0

Critical

Noncritical

Progress

Y15 I may 22 29 I June MTIFISISIMITMIITIF;SiSIM

1d 5/16/94 8:

CONSTRUCT RESAR PIER C 94 5/18/94 8:00am

DRILL PIERS A LINE 17 ea Gd 541194 8:00am

DRILL PIERS 13 LINE S ea Id 6(7/94 8:00am

DRILL PIERS ELECT ROOM: id 618/94 8:00am

EXCAVATE GRADE BEAM C Id 6/8/94 8:00am

DRILL PIERS -S- LINE 13 ea 54 6/8/94 8:00am

PE3AR CELV. G313-G819 Id 6/10194 8:00am

REAR DELV. G823 & 25 Id: 6/14494 8:00am

RE3AR DELV. W13-W26 Id 6/16/94 8:00am -

Correctly Allocated

1

S 2

3

4

S

S

7

8

9

10

Sylvester Thompson

28

I—i

Appendix I : Project Summary Report

MONCRIEF LINBECK CONSTRUCTION CORP.

SYLVESTER & THOMPSON as of 5/3/94 8:00am

Dates

Scheduled Start: 5/16/94 8:00am Scheduled Finish: 10/20/94 5:00pm Planned Start: 5/16/94 8:00am Planned Finish: NA Actual Start: NA Actual Finish: NA Start Variance: Od Finish Variance: Od

Duration

Scheduled: 114d Remaining: 114d Planned: Od Actual: Od Variance: 114d Percent Complete: 0%

Work

Scheduled: 8h Remaining: 8h Planned: Oh Actual: Oh Variance: 8h Percent Complete: 0%

CostsScheduled: $80.00 Remaining: $80.00 Planned:

$0.00 Actual:

$0.00 Variance: $80.00

Task Status

Resource Status Tasks not yet started:

163 Resources: -

1 Tasks in progress:

0 Overallocated Resources: 0 Tasks completed:

0 Total Tasks: 163 Total Resources:

29

Ll

S

S

S

S

I

I J-1

30

Appendix J Monthly Calendar Report: Moncrief Parking Garage

Status ID - Name Start 73 REBAR P.T.EEVATED SLAB POUR #5 In Progress 68 FORM 1 SIDE G135 THRU GB13 In Progress 69 INSTALL COMPACT FILL A-B-1 -13 In Progress 71 REBAR GB5 THRU GB13 In Progress 72 FORM ELEVATED SLAB POUR #5

Status ID Name In Progress 68 FORM 1 SIDE GB5 THRU GB13 In Progress 69 INSTALL COMPACT FILL A-B-1 -13 In Progress 71 REI3AR GB5 THRU GB13 In Progress 72 FORM ELEVATED SLAB POUR #5 In Progress 73 REBAR P.T.EEVATED SLAB POUR #5

Status ID - Name

In Progress 68 FORM 1 SIDE G85 THRU G813 In Progress 69 INSTALL COMPACT FILL A-B-1 -13 In Progress 71 REBAR G135 THRU GB13 In Progress 72 FORM ELEVATED SLAB POUR #5 In Progress 73 REBAR P.T.EEVATED SLAB POUR #5

Status ID Name

In Progress 68 FORM 1 SIDE G135 THRU GB13 In Progress 69 INSTALL COMPACT FILL A-B-1 -13 In Progress 71 REBAR GB5 THRU G613 In Progress 72 FORM ELEVATED SLAB POUR #5 In Progress 73 REBAR P.T.EEVATED SLAB POUR #5

Status ID Name

Start 76 MECHANICAL ROUGH POUR #5 Start 77 FIRE RISER ROUGH POUR #5 Start 78 ELECTR. ROUGH POUR #5 Finish 68 FORM 1 SIDE G85 THRU GB13 In Progress 69 INSTALL COMPACT FILL A-B-1 -13 In Progress 71 REBAR G135 THRU GB13 In Progress 72 FORM ELEVATED SLAB POUR #5 In Progress 1 73 1 REBAR P.T.EEVATED SLAB POUR #5

Sylvester Thompson

J-2

31