Nivaar worked solution (AI-drafted; not reviewed by a licensed engineer)
Notes on this paper
Paper format. National Exams, May 2016 —
98-Civ-B8 Management of Construction. Three hours, closed book, one approved
calculator (Casio or Sharp). Six questions, all of equal value (20 marks each); any five
constitute a complete paper and only the first five presented in the answer book are marked.
All six are solved here, because the set is a study resource rather than an
examination script.
Project Management Institute, A Guide to the Project Management Body of Knowledge
(PMBOK Guide), 6th ed. — schedule and cost management, earned value.
Fraser et al., Global Engineering Economics, 5th Canadian ed. — present
worth, annual worth, repeated lives.
Canadian Construction Documents Committee: CCDC 2 (stipulated price), CCDC 4 (unit price),
CCDC 23 Guide to Calling Bids and Awarding Contracts; CCDC 220/221/222 bond forms.
WorkSafeBC, Occupational Health and Safety Regulation — Parts 8, 11, 12, 13,
18, 20; Hinze, Construction Safety, 2nd ed.
Given. A nine-activity precedence (activity-on-node) network. Durations are
printed inside the boxes in working days and every link is finish-to-start with zero lag except
the single labelled link D → E, which carries a six-day lag.
Given data — durations and logical links read from the printed network
Activity
Duration d (working days)
Predecessor link(s)
A
10
Start
B
12
A (FS 0), D (FS 0)
C
9
B (FS 0)
D
5
Start
E
7
D (FS 6), G (FS 0)
F
6
E (FS 0)
G
3
Start
H
4
G (FS 0)
I
6
H (FS 0)
Find. The project duration and the critical path, the total float of every
activity, and the schedule consequence of allowing activity E to slip by one day.
[Figure not reproduced: Figure 1.1 — the printed precedence network redrawn. Durations are in working days; the only lagged link is D → E with FS = 6. The critical chain found below is shown in red. See the official exam paper.]
Approach. Run a forward pass to obtain every earliest time, a backward pass
from the project completion date to obtain every latest time, and read the total floats as the
difference; the chain of zero-float activities is the critical path.
State the constraint that each link imposes.
With i the predecessor, j the successor and L the lag, a
finish-to-start link says that j may not start until L days after i
finishes:
$$ES_j \ge EF_i + L, \qquad EF = ES + d$$
Time is measured in working days from the start of the project, so the three opening activities
A, D and G all have $ES = 0$. The lag on D → E is a delay, not an overlap: it
holds E back six days after D is complete, which is how a cure period, a delivery lead time or a
concrete-strength wait is modelled.
Forward pass — earliest start and finish of every activity.
Taking the activities in logical order and using the maximum over all incoming links,
$$\begin{aligned}
A:&\quad ES = 0,\; EF = 0 + 10 = 10\\
D:&\quad ES = 0,\; EF = 0 + 5 = 5\\
G:&\quad ES = 0,\; EF = 0 + 3 = 3\\
B:&\quad ES = \max(EF_A,\, EF_D) = \max(10,\,5) = 10,\; EF = 22\\
C:&\quad ES = EF_B = 22,\; EF = 31\\
E:&\quad ES = \max(EF_D + 6,\, EF_G) = \max(5+6,\,3) = 11,\; EF = 18\\
F:&\quad ES = EF_E = 18,\; EF = 24\\
H:&\quad ES = EF_G = 3,\; EF = 7\\
I:&\quad ES = EF_H = 7,\; EF = 13
\end{aligned}$$
Three chains reach the End node, and the project cannot finish until the last of them does:
$$T = \max(EF_C,\, EF_F,\, EF_I) = \max(31,\, 24,\, 13)$$
$$\boxed{T = 31 \text{ working days}}$$
Backward pass — latest finish and latest start.
Every activity that runs to End is given $LF = T = 31$, and each predecessor is then pulled back
to the earliest of its successors' latest starts, $LF_i = \min(LS_j - L)$ with $LS = LF - d$:
$$\begin{aligned}
C:&\quad LF = 31,\; LS = 31 - 9 = 22\\
B:&\quad LF = LS_C = 22,\; LS = 22 - 12 = 10\\
A:&\quad LF = LS_B = 10,\; LS = 10 - 10 = 0\\
F:&\quad LF = 31,\; LS = 25\\
E:&\quad LF = LS_F = 25,\; LS = 25 - 7 = 18\\
I:&\quad LF = 31,\; LS = 25\\
H:&\quad LF = LS_I = 25,\; LS = 21\\
D:&\quad LF = \min\!\big(LS_B,\; LS_E - 6\big) = \min(10,\, 12) = 10,\; LS = 5\\
G:&\quad LF = \min\!\big(LS_H,\; LS_E\big) = \min(21,\, 18) = 18,\; LS = 15
\end{aligned}$$
Activity A returns $LS = 0$, which is the standard self-check that the two passes are
consistent: the backward pass must land exactly on zero at the project start.
Total floats.
Total float is the slack an activity enjoys before it moves the completion date,
$$TF = LS - ES = LF - EF$$
so, activity by activity, $TF_A = 0-0 = 0$, $TF_B = 10-10 = 0$, $TF_C = 22-22 = 0$,
$TF_D = 5-0 = 5$, $TF_E = 18-11 = 7$, $TF_F = 25-18 = 7$, $TF_G = 15-0 = 15$,
$TF_H = 21-3 = 18$ and $TF_I = 25-7 = 18$.
Identify the critical path.
The activities carrying zero total float are A, B and C, and they form a continuous chain from
Start to End:
$$\boxed{\text{Critical path: Start} \to A \to B \to C \to \text{End},\; 10 + 12 + 9 = 31 \text{ days}}$$
Because every link on this chain is finish-to-start with no lag, the sum of the durations equals
the project duration exactly. That identity is worth checking whenever it applies: on a network
whose critical chain contains a lagged or overlapping link the traverse and the sum differ, and
the difference is precisely the net lag carried on the path.
Effect of delaying activity E by one day.
E owns seven days of total float, so a one-day slip is absorbed inside the float and none of it
reaches the completion date:
$$TF_E = 7 \text{ d} \;>\; 1 \text{ d} \quad\Longrightarrow\quad \Delta T = 0$$
$$\boxed{\text{No effect on the project: completion stays at day 31}}$$
The delay is not free, however. E’s own float falls from 7 d to 6 d, and because the free
float of E is zero — its early finish on day 18 is exactly what releases F — the
one-day slip pushes F’s early start from day 18 to day 19 and consumes one day of
F’s float as well, leaving the D → E → F chain with six
days of protection instead of seven. Only after seven such days of slippage would E become
critical and begin to extend the project.
Final results — complete CPM schedule (working days from project start)