Project Planning Control 4 E Part 10 ppsx

Cost control and EVA Table 27.6 Category Item Unit C Cranes on-site Welding plant % complete: D 12000 18 000 Pipe fitters Welders Quantity Rate Cost £ 150 200 60 15 000 000 12 000 1800 700 200 13 500 20 700 Hours Hours × 100 = 66.66 Hours Hours Erection work Budget M/H Percentage complete Value hours Actual hours Pipeline A Pipeline B Pump connection Tank connection 800 800 800 600 10 000 35 45 15 20 330 260 270 320 180 550 420 220 310 500 % complete: 180 10 000 × 100 = 31.80 cost value (Av.) = 3180 × 4.6 = £14 628 Table 27.5 shows the progress after a 16-week period, but in order to obtain the value hours (and hence the cost value) of Category D it was necessary to break down the manhours into work packages which could be assessed for percentage completion Thus, in Table 27.6, the pipelines A and B were assessed as 35% and 45% complete, respectively, and the pump and tank connections were found to be 15% and 20% complete, respectively Once the value hours (3180) were found, they could be multiplied by the average cost per man hour to give a cost value of £14 628 Table 27.7 shows the summary of the four categories An adjustment should therefore also be made to the value of plant utilization Category C since the two are closely related The adjusted value total would therefore be as shown in Column V 249 Project Planning and Control Table 27.7 Total cost to date I Category III Cost IV Value V Adjusted value 56 000 82 000 18 000 46 000 £202 000 A B C D Total II Budget 30 500 48 500 12 000 20 700 £111 200 30 500 48 000 12 000 14 628 £105 128 30 500 48 000 10 920 14 628 £104 048 With a true value of expenditure to date of £104 048, the percentage completion in terms of cost of the whole site is therefore: 104 048 202 000 × 100 = 51.5 It must be stressed that the % of cost completed is not the same as the % completion of construction work It is only a valuation method when the material and equipment are valued (and paid for) in their month of arrival or installation When the materials or equipment are paid for as they arrive on site (possibly a month before they are actually erected), or when they are supplied ‘free issue’ by the employer, they must not be part of the value or % complete calculation It is clearly unrealistic to include materials and equipment in the % complete and efficiency calculation as the cost of equipment is not proportional to the cost of installation For example, a carbon steel tank takes the same time to lift onto its foundations as a stainless steel tank, yet the cost is very different! Indeed, in some instances, an expensive item of equipment may be quicker and cheaper to install than an equivalent cheaper item, simply because the expensive item may be more ‘complete’ when it arrives on site All the items in the calculations can be stored, updated and processed by computer, so there is no reason why an accurate, up-to-date and regular progress report cannot be produced on a weekly basis, where the action takes place – on the site or in the workshop Clearly, with such information at one’s fingertips, costs can truly be controlled – not merely reported! 250 Cost control and EVA Figure 27.18 It can be seen that the value hours for erection work are only 3180 against an actual manhours usage of 3500 This represents an efficiency of only 3180 3500 × 100 = 91% approx An adjustment should therefore also be made to the value of plant utilization i.e 12 000 × 91% = 10 920 The adjusted value total would therefore be as shown in column V 251 Project Planning and Control The SMAC system described on the previous pages was developed in 1978 by Foster Wheeler Power Products, primarily to find a quicker and more accurate method for assessing the % complete of multi-discipline, multicontractor construction projects However, about 10 years earlier the Department of Defense in the USA developed an almost identical system called Cost, Schedule, Control System (CSCS) which was generally referred to as Earned Value Analysis (EVA) This was mainly geared to the cost control of defence projects within the USA, and apart from UK subcontractors to the American defence contractors, was not disseminated widely in the UK While the principles of SMAC and EVA are identical, there developed inevitably a difference in terminology and methods of calculating the desired parameters The most important change is the introduction of two parameters The Cost Performance Index (CPI), which is the Earned Value Cost/Actual Cost or BCWP/ACWP; The Schedule Performance Index (SPI), which is the Earned Value Cost/ Planned Cost or BCWP/BCWS The set of curves and key in Figure 27.18, page 251, taken from BS 6079 (Guide to Project Management) show clearly the EVA terms and their SMAC equivalents The curves also show how the Cost Variance and Schedule Variance are obtained and how the Schedule Performance Index (SPI) based on cost differs from the SPI based on time The Estimated Cost of Completion (EAC) is calculated in SMAC by dividing the Actual by the % complete, i.e Actual/% complete In EVA the EAC is calculated by dividing the Budget at completion by the CPI, i.e BAC/CPI The results of these two methods is of course the same as shown below: EAC = Actual/% complete = Actual × Budget/Value = BAC × ACWP/BCWP therefore EAC = BAC/CPI, since ACWP/BCWP = 1/CPI In 1996 the National Security Industrial Association (NISA) of America published their own Earned Value Management System (EVMS) which dropped the terms such as ACWP, BCWP and BCWS used in CSCS and adopted the simpler terms of Earned Value, Actual and Schedule instead In all 252 Cost control and EVA probability the CSCS terminology will be dropped in favour of the more understandable EVMS terminology Figure 27.19 clearly shows the earned value terms in both English (in bold) and EV jargon (in italics) Integrated computer system Until 1992, the SMAC system was run as a separate computer program in parallel with a conventional CPM system Now, however, with the cooperation of Claremont Controls, utilizing their ‘Hornet’ program and Cogeneration Investments Limited (part of British Gas), a completely integrated computer program is available which, from one set of input data, entered into the computer on one input screen, calculates and prints out the CPM and SMAC results on one sheet of paper as well as drafting the network (of approx 400 activities) in arrow diagram format on A1 or A0 paper The network can also be produced in precedence format but this may require a larger sheet The only weekly update information required is the time sheet which records the very minimum details required to control site progress, i.e the activity number, the manhours expended that week and the assessment of the % complete (to the nearest 5%) of only those activities worked on during that week The computer program does the rest Provided that all the subcontractors return their information regularly and on time, the weekly information produced enables the project manager to see: 10 11 12 The manhours spent on any activity or group of activities; The % complete of any activity; The overall % complete of the total project; The overall manhours expended; The value (useful) hours expended; The efficiency of each activity; The overall efficiency; The estimated final hours for completion; The approximate completion date; The manhours spent on extra work; The relationship between programme and progress; The relative performance of subcontractors or internal subareas of work The system can of course be used for controlling individual work packages, whether carried out by direct labour or by subcontractors, and by multiplying 253 Project Planning and Control Figure 27.19 254 Cost control and EVA the total actual manhours by the average labour rate, the cost to date is immediately available The final results should be carefully analysed and can form an excellent base for future estimates As previously stated, apart from printing the SMAC information and the conventional CPM data, the program also produces a computer drawn network This is drawn on a grid with the activity numbers being in effect the grid coordinates This has the advantage of ‘banding’ the activities into disciplines, trades or subcontracts and greatly facilitates finding any activity when discussing the programme with other parties Unlike a normal arrow diagram, where the vertical grid lines are on the nodes, they are in this case between the nodes so that the coordinates are in effect the activity number as in a precedence diagram The early and late start and finish dates are inserted in the event nodes from the input data When the new % complete figures are inserted during regular updating, the early start and finish dates are automatically adjusted to reflect the progress Critical activities are shown by a double line on the network A more detailed description of the ‘Hornet’ program is given in Chapter 30 255 28 Worked examples The previous chapters describe the various methods and techniques developed to produce meaningful and practical network programmes In this chapter most of these techniques are combined in two fully worked examples One is mainly of a civil engineering and building nature and the other is concerned with mechanical erection – both are practical and could be applied to real situations The first example covers the planning, manhour control and cost control of a construction project of a bungalow Before any planning work is started, it is advantageous to write down the salient parameters of the design and construction, or what is grandly called the ‘design and construction philosophy’ This ensures that everyone who participates in the project knows not only what has to be done but why it is being done in a particular way Indeed, if the design and construction philosophy is circulated before the programme, time- and cost-saving suggestions may well be volunteered by some recipients which, if acceptable, can be incorporated into the final plan Worked examples Example Small bungalow Design and construction philosophy The bungalow is constructed on strip footings External walls are in two skins of brick with a cavity Internal partitions are in plasterboard on timber studding The floor is suspended on brick piers over an oversite concrete slab Floorboards are T & G pine The roof is tiled on timber-trussed rafters with external gutters Internal finish is plaster on brick finished with emulsion paint Construction is by direct labour specially hired for the purpose This includes specialist trades such as electrics and plumbing The work is financed by a bank loan, which is paid four-weekly on the basis of a regular site measure Labour is paid weekly Suppliers and plant hire are paid weeks after delivery Materials and plant must be ordered weeks before site requirement The average labour rate is £5 per hour or £250 per week for a 50-hour working week This covers labourers and tradesmen Figure 28.1 Bungalow (six rooms) 257 Project Planning and Control 10 The cross-section of the bungalow is shown in Figure 28.1 and the sequence of activities is set out in Table 28.1, which shows the dependencies of each activity All durations are in weeks The activity letters refer to the activities shown on the cross-section diagram of Figure 28.1, and on subsequent tables only these activity letters will be used The total float column can, of course, only be completed when the network shown in Figure 28.2 has been analysed (see Table 28.1) Table 28.1 Activity letter A B C D E F G H J K L M N P Q R S T Activity – description Duration (weeks) Dependency Total float Clear ground Lay foundations Build dwarf walls Oversite concrete Floor joists Main walls Door and window frames Ceiling joists Roof timbers Tiles Floorboards Ceiling boards Skirtings Glazing Plastering Electrics Plumbing and heating Painting 2 2 Start A B B C and D E E F and G F and G H and J H and J K and L K and L M and N P P P Q, R and S 0 0 0 0 = Critical Table 28.2 shows the complete analysis of the network including TLe (latest time end event), TEe (earliest time and event), TEb (earliest time beginning event), total float and free float It will be noted that none of the activities have free float As mentioned in Chapter ??, free float is often confined to the dummy activities, which have been omitted from the table 258 Project Planning and Control Figure 28.6 Table 28.4 a Activity letter A B C D E F G H J K L M N P Q R S T Total 264 b Duration (weeks) c No of men d b × c × 50 Budget hours 2 2 6 6 2 2 2 4 600 900 600 200 200 1500 300 200 600 500 300 200 100 200 400 300 800 600 8500 Worked examples The next operation is to use the SMAC system to control the work on site Multiplying for each activity the number of weeks required to the work by the number of men employed on that activity yields the number of man weeks If this is multiplied by 50 (the average number of working hours in a week), the man hours per activity are obtained A table can now be drawn up listing the activities, durations, number of men and budget hours (Table 28.4) As the bank will advance the money to pay for the construction in fourweekly tranches, the measurement and control system will have to be set up to monitor the work every weeks The anticipated completion date is week 34, so that a measure in weeks 4, 8, 12, 16, 20, 24, 28, 32 and 36 will be required By recording the actual hours worked each week and assessing the percentage complete for each activity each week the value hours for each activity can be quickly calculated As described in Chapter 27, the overall percentage complete, efficiency and predicted final hours can then be calculated Table 28.5 shows a manual SMAC analysis for four sample weeks (8, 16, 24 and 32) In practice, this calculation will have to be carried out every week either manually as shown or by computer using a simple spreadsheet It must be remembered that only the activities actually worked on during the week in question have to be computed The remaining activities are entered as shown in the previous week’s analysis For purposes of progress payments, the value hours for every 4-week period must be multiplied by the average labour rate (£5 per hour) and, when added to the material and plant costs, the total value for payment purposes is obtained This is shown later in this chapter At this stage it is more important to control the job, and for this to be done effectively, a set of curves must be drawn on a time base to enable all the various parameters to be compared The relationship between the actual hours and value hours gives a measure of the efficiency of the work, while that between the value hours and the planned hours gives a measure of progress The actual and value hours are plotted straight from the SMAC analysis, but the planned hours must be obtained from the labour expenditure curve (Figure 28.4) and multiplying the labour value (in men) by 50 (the number of working hours per week) For example, in week 16 the total labour used to date is 94 man weeks, giving 94 × 50 = 4700 man hours The complete set of curves (including the efficiency and percentage complete curves) are shown in Figure 28.7 In practice, it may be more 265 Table 28.5 Period Week Week 16 Week 24 Week 32 Budget Actual cum % V Actual cum % V Actual cum % V Actual cum % V A B C D E F G H J K L M N P Q R S T 600 900 600 200 200 1500 300 200 600 500 300 200 100 200 400 300 800 600 600 800 550 220 110 – – – – – – – – – – – – – 100 100 100 90 40 – – – – – – – – – – – – – 600 900 600 180 80 – – – – – – – – – – – – – 600 800 550 240 180 1200 300 180 400 – – – – – – – – – 100 100 100 100 100 80 100 60 50 – – – – – – – – – 600 900 600 200 200 1200 300 120 300 – – – – – – – – – 600 800 550 240 180 1550 300 240 750 500 250 100 50 – – – – – 100 100 100 100 100 100 100 100 100 100 80 60 40 – – – – – 600 900 600 200 200 1500 300 200 600 500 240 120 40 – – – – – 600 800 550 240 180 1550 300 240 750 550 310 180 110 220 480 160 600 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 60 80 10 600 900 600 200 200 1500 300 200 600 500 300 200 100 200 400 180 640 60 Total 8500 2280 27.8% 2360 4450 52% 4420 6110 70.6% 6000 7920 90.4% 7680 Efficiency 103% 99% 98% 96% Estimated final hours 8201 8557 8654 8761 Worked examples Figure 28.7 convenient to draw the last two curves on a separate sheet, but provided the percentage scale is drawn on the opposite side to the man hour scale no confusion should arise Again, a computer program can be written to plot these curves on a weekly basis as shown in Chapter 27 Once the control system has been set up it is essential to draw up the cash flow curve to ascertain what additional funding arrangements are required over the life of the project In most cases where project financing is required the cash flow curve will give an indication of how much will have to be obtained from the finance house or bank and when In the case of this example, where the construction is financed by bank advances related to site progress, it is still necessary to check that the payments will, in fact, cover the outgoings It can be seen from the curve in Figure 28.9 that virtually permanent overdraft arrangements will have to be made to enable the men and suppliers to be paid regularly When considering cash flow it is useful to produce a table showing the relationship between the usage of a resource, payment date and the receipt of 267 Project Planning and Control Table 28.6 Week intervals Order date Material delivery Labour use Material use Labour payments Pay suppliers X X X X O Measurement Receipt from bank Every weeks Starting week no First week no M R –3 –2 –1 cash from the bank to pay for it – even retrospectively It can be seen in Table 28.6 that Materials have to be ordered weeks before use Materials have to be delivered week before use Materials are paid for weeks after delivery Labour is paid in week of use Measurements are made weeks after use Payment is made week after measurement The next step is to tabulate the labour costs and material and plant costs on a weekly basis (Table 28.7) The last column in the table shows the total material and plant cost for every activity, because all the materials and plant for an activity are being delivered one week before use and have to be paid for in one payment For simplicity, no retentions are withheld (i.e 100% payment is made to all suppliers when due) A bar chart (Figure 28.8) can now be produced which is similar to that shown in Figure 28.3 The main difference is that instead of drawing bars, the length of the activity is represented by the weekly resource As there are two 268 Worked examples Table 28.7 Activity A B C D E F G H J K L M N P Q R S T Material total No of weeks Labour cost per week Material and plant per week Material cost and plant 2 2 500 500 500 000 500 500 500 500 500 300 500 500 500 500 000 500 000 000 100 200 700 800 500 400 600 600 600 200 700 300 200 400 300 600 900 300 200 600 400 800 000 000 800 200 600 400 100 600 200 800 600 800 600 900 33 600 types of resources – men and materials and plant – each activity is represented by two lines The top line represents the labour cost in £100 units and the lower line the material and plant cost in £100 units When the chart has been completed the resources are added vertically for each week to give a weekly total of labour out (i.e men being paid, line 1) and material and plant out (line 2) The total cash out and the cumulative outflow values can now be added in lines and 4, respectively The chart also shows the measurements every weeks, starting in week (line 5) and the payments one week later The cumulative total cash in is shown in line To enable the outflow of materials and plant to be shown separately on the graph in Figure 28.9, it was necessary to enter the cumulative outflow for material and plant in row This figure shows the cash flow curves (i.e cash in and cash out) The need for a more-or-less permanent overdraft of approximately £10 000 is apparent 269 Figure 28.8 Worked examples Figure 28.9 Example Pumping installation Design and construction philosophy tonne vessel arrives on-site complete with nozzles and manhole doors in place Pipe gantry and vessel support steel arrives piece small Pumps, motors and bedplates arrive as separate units Stairs arrive in sections with treads fitted to a pair of stringers Suction and discharge headers are partially fabricated with weldolet tees in place Slip-on flanges to be welded on-site for valves, vessel connection and blanked-off ends Suction and discharge lines from pumps to have slip-on flanges welded on-site after trimming to length Drive, couplings to be fitted before fitting of pipes to pumps, but not aligned Hydro test to be carried out in one stage Hydro pump connection at discharge header end Vent at top of vessel Pumps have drain points 271 Project Planning and Control Resource restraints require Sections A and B of suction and discharge headers to be erected in series 10 Suction to pumps is prefabricated on-site from slip-on flange at valve to field weld at high-level bend 11 Discharge from pumps is prefabricated on-site from slip-on flange at valve to field weld on high-level horizontal run 12 Final motor coupling alignment to be carried out after hydro test in case pipes have to be re-welded and aligned after test 13 Only pumps Nos and will be installed In this example it is necessary to produce a material take-off from the layout drawings so that the erection manhours can be calculated The manhours can then be translated into man days and, by assessing the number of men required per activity, into activity durations The manhour assessment is, of course, made in the conventional manner by multiplying the operational units, such as numbers of welds or tonnes of steel, by the manhour norms used by the construction organization In this exercize the norms used are those published by the OCPCA (Oil & Chemical Plant Contractors Association) These are base norms which may or may not be factorized to take account of market, environmental, geographical or political conditions of the area in which the work is carried out It is obvious that the rate for erecting a tonne of steel in the UK is different from erecting it in the wilds of Alaska The sequence of operations for producing a network programme and SMAC analysis is as follows: Study layout drawing or piping isometric drawings (Figure 28.10) Draw a construction network Note that at this stage it is only possible to draw the logic sequences (Figure 28.11) and allocate activity numbers From the layout drawing, prepare a take-off of all the erection elements such as number of welds, number of flanges, weight of steel, number of pumps, etc Tabulate these quantities on an estimate sheet (Figure 28.12) and multiply these by the OCPCA norms given in Table 28.8 to give the manhours per operation Decide which operations are required to make up an activity on a network and list these in a table This enables the manhours per activity to be obtained Assess the number of men required to perform any activity By dividing the activity manhours by the number of men the actual working hours and consequently working days (durations) can be calculated (Continued on page 280) 272 S.O Figure 28.10 Isometric drawing FW = Field weld, BW = Butt weld, SO = Slip-on A B Erect vessel steel 10 0 1 12 Pump Discharge Prefab suction Lay base Prefab disch 30 13 Erect header A 1 34 15 8 Erect bridge B Erect bridge A 11 Erect header A 19 Fit pump 31 Pump Duration in days Figure 28.11 1 Welds F 17 16 Erect stairs 10 Welds G H Welds Fit motor 20 Welds 21 32 Lay base 22 10 Fit coupling 50 Prefab disch 55 SMAC No Network (using grid system) 33 54 Fit pump 12 Final connection 25 13 Hydro L 26 23 10 Prefab suction K 18 J 11 Supports 10 14 Erect header B 10 Erect header B 11 E 11 35 10 12 D Erect vessel C 36 Erect disch 1 39 Fit motor 51 Erect suction Weld 24 37 Weld 40 Fit coupling 52 11 Supports Supports 38 Supports 1 53 13 41 Erect suction 56 Erect disch 59 Align couplings Weld 57 Weld 60 Supports 58 Supports 61 62 15 50 51 52 53 56.1 56.2 56.3 57.1 57.2 58 54.1 54.2 14 14 10 – – – – – – – 12 50 59 40.1 60.2 60.3 61 55.1 55.2 + Ά Ά No of man days = (41 + 12)2 = 53 ϫ = 106 Ά † 39 60.1 40.2 40.3 41 35.1 35.2 26 62 SMAC man hours pump no· 445 10.03 0.74 3.64 3.64 8.64 7.56 2.28 SMAC no· pump no· – – – Duration days set men/act 4 1 – – – – 1 1 1 – 1 1 1 1 1 1 – – – – 1 – – 1 1 – – 1 1 – – – – 1 1 – – 41 12 85 = 530 Average hours/man day = 530/106 =5 Ά 5.01 0.37 1.82 1.82 4.32 3.78 1.14 12.00 50.00 Ά 0.59 0.37 1.82 1.82 1.44 1.89 1.14 12.00 25.00 SMAC man hours set 62 11 62 62 30 15 – – – – 6 10 3 – 14 14 10 – – – – Ά 8.5 1 1 Ά Metre No No No No * No * No No No SMAC ALLOCATION SMAC no set 10 11 12 13 14 15 16 17.1 17.2 17.3 17.4 18.1 18.2 23 25 19 20 22 21.1 21.2 24 30 31 32 33 36.1 36.2 36.3 37.1 37.2 38 34.1 34.2 Ά Hours rate 24.7 6·5 + 3·9 12.3 12.3 19.7 0.90 0.90 2.92 3.25 3.41 2.92 2.92 0.90 1.44 0.90 0.80 0.80 2.77 2.49 0.50 1.44 4.00 14.00 14.00 10.00 0.77 0.70 0.44 2.30 2.30 1.44 2.41 1.44 ESTIMATE SHEET E F =C + D Pump man hours man hours set sets 61.75 10.40 61.50 61.50 29.55 9.00 8.10 5.84 5.25 2.41 2.92 2.92 0.90 5.76 0.90 6.40 9.60 2.77 2.49 0.50 5.76 4.00 8.00 14.00 28.00 14.00 28.00 10.00 20.00 1.54 3.08 5.25 10.50 0.44 0.88 4.60 9.20 2.30 4.60 4.32 8.64 4.82 9.64 1.44 2.88 Ά Unit Tonne No + Tonne Tonne Tonne Tonne Metre Metre No No No No No No No No Metre Metre No No No No No No No No No Metre No No No No * No * No Quant set 2.5 5 1.5 10 1 1 12 1 1 1 7.5 Total * Pre-fabricate on site † Item 62 is performed in day due to overtime working Figure 28.12 D Ά 4" Disch erect 4" Disch make joint 4" Disch butt joint 4" Disch butt header 4" Disch fit supports 4" Disch butts bend 4" Disch slip-on Hydro-test 54 m Align couplings C Ά Item Erect vessel steelwork Erect vessel T Erect bridge sect A Erect bridge sect B Erect stairs 10" Suct head erect sect A 10" Suct head erect sect B 10" Suct head slip-on (valve) 10" Suct head butt joint 10" Suct head fit valve 10" Suct head slip-on (vessel) 10" Suct head slip-on (end) 10" Suct head fit blank 10" Suct head fit supports 10" Suct head final conn 8" Disch head erect sect A 8" Disch head erect sect B 8" Disch head butt joint 8" Disch head slip-on (end) 8" Disch head fit blank 8" Disch head fitt supports Erect base plate Fit pump 100 HP Fit motor Fit coupling Fit valves 6" & 4" 6" Suction erect 6" Suction make joint 6" Suction butt bend 6" Suction butt header 6" Suction fit supports 6" Suction butts bend 6" Suction slip-on B Ά A Project Planning and Control Table 28.8 Applicable rates from OCPCA norms Steel erection Hours Pipe gantries Stairs Vessel support Vessel (3 tonne) Pump erection (100 hp) Motor erection Bedplate Fit coupling Align coupling Prefab piping (Sch 40) 6-inch suction prep 4-inch discharge prep suction welds 4-inch discharge prep discharge welds discharge slip-on Pipe erection (10-inch) Pipe erection (8-inch) Pipe erection (6-inch) Pipe erection (4-inch) Site butt welds (10-inch) (8-inch) (6-inch) (4-inch) Slip-ons (10-inch) (8-inch) (6-inch) (4-inch) Fit valves (10-inch) (6-inch) (4-inch) Flanged connection (10-inch) (8-inch) (6-inch) (4-inch) Supports Hydro test Set up Fill and drain Joint check Blinds 12.3/tonne 19.7/tonne 24.7/tonne 6.5 + 1.3/tonne 14 14 10 25 Hydrotest Total = 6.9 + 2.3 + (0.23 × 12) = 9.2 + 2.76 = 11.96 (say 12) 276 · · 0.81/end 1.6/butt 2.41 1.44/flange 0.62/end 1.89 1.27/butt 1.14/flange 0.79 × 1.15 = 0.90/m 0.70 × 1.15 = 0.80/m 0.61 × 1.15 = 0.70/m 0.51 × 1.15 = 0.59/m 2.83 × 1.15 = 3.25/butt 2.41 × 1.15 = 2.77/butt 2.0 × 1.15 = 2.30/butt 1.59 × 1.15 = 1.82/butt 3.25 × 0.9 = 2.92/butt 2.77 × 0.9 = 2.49/butt 2.30 × 0.9 = 2.07/butt 1.82 × 0.9 = 1.64/butt 2.1 × 1.15 = 2.41/item 0.9 × 1.15 = 1.04/item 0.45 × 1.15 = 0.51/item 0.78 × 1.15 = 0.90/connection 0.43 × 1.15 = 0.50/connection 0.38 × 1.15 = 0.44/connection 0.32 × 1.15 = 0.37/connection 1.25 × 1.15 = 1.44/support × 1.15 = 6.9 × 1.15 = 2.3 0.2 × 1.15 = 0.23/joint 0.5 × 1.15 = 0.58/blind Worked examples Table 28.9 M SMAC no Total float D Duration (days) Backward Pass TLe Forward Pass TEe TEb Total float 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 4 1 1 1 1 1 1 10 11 11 10 10 10 11 11 11 12 12 13 10 10 10 11 11 12 13 4 8 9 10 10 11 12 6 0 4 1 0 30 31 32 33 34 35 36 37 38 39 40 41 1 1 1 1 1 1 8 10 11 12 10 11 12 1 7 0 6 5 7 5 5 5 50 51 52 53 54 55 56 57 58 59 60 61 62 1 1 1 1 1 1 9 10 11 12 10 11 12 15 2 8 15 1 7 13 4 4 7 4 4 4 Welding activity × × × × × × × × × × × × × 277 Table 28.10 SMAC analysis SMAC no Erect vessel steelwork Erect vessel Erect bridge sect A Erect bridge sect B Erect stairs 10-inch suct head erect A 10-inch suct head erect B 10-inch suct head welds A 10-inch suct head welds B 8-inch disch head erect A 8-inch disch head erect B 8-inch disch head welds A 8-inch disch head welds B Suction header supports Discharge header supports Final connection Hydro test Base plate pump Fit pump Fit motor 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 30 31 32 SMAC budget manhours Day Day 10 Day 15 A % V A % V A % V 62 11 62 62 30 15 10 3 6 12 14 14 70 12 60 40 – 10 – – – – – – – – – – 14 12 100 100 100 50 – 100 – – – 80 – – – – – – – 100 100 100 62 11 62 31 – – – – – – – – – – – 14 14 70 12 60 65 35 10 18 11 – – – – 14 12 100 100 100 100 100 100 100 100 100 100 80 100 – 60 – – – 100 100 100 62 11 62 62 30 15 – – – – 14 14 70 12 60 65 35 10 18 12 3 10 14 12 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 62 11 62 62 30 15 3 6 12 14 14 ... Table 28.6 that Materials have to be ordered weeks before use Materials have to be delivered week before use Materials are paid for weeks after delivery Labour is paid in week of use Measurements... Table 28 .10 SMAC analysis SMAC no Erect vessel steelwork Erect vessel Erect bridge sect A Erect bridge sect B Erect stairs 10- inch suct head erect A 10- inch suct head erect B 10- inch suct head welds... 100 100 100 100 100 80 100 – 60 – – – 100 100 100 62 11 62 62 30 15 – – – – 14 14 70 12 60 65 35 10 18 12 3 10 14 12 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100