221TCE002052401
Pages 4
Scheme of Valuation/Answer Key
(Scheme of evaluation (marks in brackets) and answers of problems/key)
APJ ABDUL KALAM TECHNOLOGICAL UNIVERSITY
FIRST SEMESTER (S,FE) M. Tech. DEGREE EXAMINATION, MAY 2024(2022 Scheme)
Discipline: CIVIL ENGINEERING
Course Code & Name: 221TCE002 CONSTRUCTION PLANNING,
SCHEDULING AND CONTROL
Max. Marks: 60 Duration: 2.5 Hours
Use of standard probability distribution table is permitted
PART A
Answer all questions. Each question carries 5 marks Marks
1 Relevance of coding system for identifying activities (5)
(i) universally identifying activities,
(ii) better integration of organizational efforts and improved information,
(iii) retrieval of historical records of cost, productivity etc (3 marks)
MASTERFORMAT for Concreting and explanation of terms (2 marks)
2 Lead and Lag – Definitions with explanation ( 3 marks ) (5)
Sketch (2 marks)
3 Cost of executing activity increases linearly with decrease in duration – (5)
explanation ( 3 marks )
Time – cost curve (2 marks)
4 Components of MIS – People, Data, Hardware, Software and Business (5)
Processes, Network & communication channels
(5x1=5marks)
5 Schedule Performance Index SPI = EV/PV (5)
Cost performance Index CPI =EV/AC
Schedule Variance SV=EV-PV
Cost Variance CV =EV-AC (4 x 1.25 = 5 marks)
PART B
Answer any 5 questions. Each question carries 7 marks
Page 1of 4
221TCE002052401
Pages 4
6 Activity Predecessor Duration EST LST Total
Float
A - 6 0 1 1
B A 1 6 7 1
C - 8 0 0 0 (7)
D C 5 8 12 4
E B, C 9 8 8 0
F D, E 12 17 17 0
G F 3 29 29 0
Dummy 8 8 0
Activity (X)
Network diagram – 1 marks
Critical Path – C- X-E-F-G , Duration = 32 days
Determination of early start time and latest start time of activities – 2 marks
Determination of total float– 2 marks
Determination of critical path and duration – 2 mark
7 Work break down structure – Categorised into five levels -
Sub project level, Task level, Work package level, Activity level and (7)
Operation level (3 marks)
Work breakdown structure of housing project (4 marks)
Critical Path : A-D-E-F-H-J. – 1 marks
Expected time of completion of the project = 3 + 7 + 2 + 3 + 16 + 2 = 33
days (7)
Activity Predecessor To Tm Tp Duration Variance
A - 1 3 5 3 0.44
B - 4 5 12 6 1.78
C A 2 3 10 4 1.78
D A 1 8 9 7 1.78
E D 1 2 3 2 0.11
F E 1 3 5 3 0.44
G D 2 4 6 4 0.44
H G,F 10 17 18 16 1.78
I B, C, E 6 13 14 12 1.78
J I, H 1 2 3 2 0.11
Sum of variance along critical path – 0.44 + 1.78 + 0.11 + 0.44 + 1.78+
+0.11 = 4.66
Standard deviation = σ = √4.66 = 2.15
𝑇− µ 36− 33
Z= 𝜎 = 2.15 = 1.4
Probability of completing the project in 36 days = 91.92 %
( Network diagram – 1 mark,
Page 2of 4
221TCE002052401
Pages 4
Identification of critical path – 1 mark,
Determination of duration of activities, SD/variance -1 mark
Expected time of completion of project – 2 marks
Determination of probability – 2 marks )
9 • Growth of the project in the beginning stages is usually slow.
• As more progress is made, the growth accelerates rapidly—creating (7)
that upward slope that forms the middle part of the “s.”
• The point of inflection.
• During this period, project team members are working heavily on the
project, and many of the major costs are incurred.
• After the point of inflection, the mature phase of the project.
(5x1=5
marks),
Sketch = 2 marks
10
(7)
Activity Normal Normal Crash Crash Cost Cost Slope
Duration Cost Duration (Rs)
(days) (Rs) (days)
(1,2) 3 5000 2 7000 2000
(2,3) 4 6000 2 10000 2000
(2,4) 3 9000 1 17000 4000
(2,5) 4 5000 3 9000 4000
(4,5) 5 7000 2 16000 3000
(3,5) 2 8000 1 9500 1500
(5,6,) 5 20000 5 20000 -
Critical Path – 1- 2 – 4 – 5 – 6,
Normal Duration – 16 days
Normal Cost = (5000+6000+9000+5000+7000+8000+20000) + (6000×16)
= Rs. 156000
15 days – Rs.1,52,000/- , 14 days – Rs. 1,49,000/-, 13days – Rs. 1,46,000/-,
12days – Rs,1,44,500/-, 11 days – Rs.1,44,500/-, 10 days – Rs. 1,48,000/-
Optimum duration – 11 days, Optimum cost – Rs 1,44,500/-
Page 3of 4
221TCE002052401
Pages 4
11 Objectives of resource oriented scheduling – (3 marks) (7)
Factors affecting resource scheduling – Time, Manpower, Material,
Machinery and Capital – Any four and its explanation (4 marks)
12 (7)
Activity Cost Progress Budgeted AC PV EV
(%) Cost at
Planned Earned Competition
(Rs)
A 100 100 6000 8000 6000 6000
B 50 40 8000 4000 4000 3200
C 100 70 4000 5000 4000 2800
D 70 50 7000 5000 4900 3500
E 40 20 2000 1000 800 400
23000 19700 15900
Cost Variance CV = EV – AC = 15900 – 23000 = - 7100,
Since the cost variance is negative, then there is cost overrun . ie cost
incurred is more than the planned or budgeted cost
Schedule Variance SV= EV – PV = 15900 – 19700 = -3800
Since the schedule variance is negative, the project is behind its planned
cost
Cost Performance Index CPI = EV/AC = 15900/23000 = 0.69
Since CPI is less than 1, the actual cost incurred is more than the budgeted
cost
Schedule Performance Index SPI = EV/PV = 15900/19700 = 0.81
SPI is less than indicates unfavourable performance
Determination of PV and EV = 2 x1 = 2 marks
Determination of CV, SV, CPI, SPI = 4 x1 = 4 marks
Assessment of performance based on parameters – 1 mark
Page 4of 4
