Ministry of Higher Education

Mansoura Higher Inst. for Eng. & Tech. Course Name: Construction Management (CIS361)

Questions Bank

Question 1:
Code Description
A reinforced concrete wall is divided into three equal sections. The
A Steel fixing sec. 1
construction of the wall involves three sequential activities in each B Formwork sec. 1
section as shown in the opposite table: steel fixing, formwork, and C Concrete pouring sec. 1
D Steel fixing sec. 2
concrete pouring. Tabulate the activities relationships, if: E Formwork sec. 2
i. One crew of each type of work will be employed in each section. F Concrete pouring sec. 2
ii. One crew of each type of work will be employed in all sections. G Steel fixing sec. 3
H Formwork sec. 3
I Concrete pouring sec. 3
Question 2:
The opposite table gives the activities involved in a small project. Duration Budget Cost
Activity Predecessor
(week) (LE)
The duration, predecessors, budget costs of the activities are also A 6 - 12,000
listed. If this project is under construction and at the end of week B 12 A 84,000
C 14 B 28,000
10, the following information (shown in the table below) were D 6 A 30,000
E 8 D 24,000
obtained from site. F 3 A 15,000
G 6 F 12,000
i. Update the schedule and mark the critical path. H 0 C, E, G 0
j. Assume that the budget of each activity is uniformly
Percent ACWP Remaining
Activity
distributed over its duration; comment on the progress Complete (%) (LE) Duration
A 100% 12,600 -
of the project by calculating the cost variance and D 50% 18,000 3
B 25% 20,000 8
schedule variance at the end of the 10th week. F 100% 15,000 -

Question 3:
Consider the project in the opposite table. The
Budget Resource Rate
activities, budgeted cost and the resources usage per Predecessor Duration cost R1 R2
Activity
(LE) ≤9 ≤9
each time period are given in the table. units units
a. Calculate the activities TF and FF, write them in A - 2 2400 3 1
B A 8 9600 4 6
the table above C A 6 4800 7 6
D A 4 1200 6 5
b. Calculate the activities start and finish dates that E A 3 2700 4 1
F B 12 7200 2 0
satisfies the resources limits (R1≤9 & R2≤9). G C, D 4 4000 7 9
H D, E 6 6000 6 4
What is the new project completion date? K F, G,H 3 2100 2 0

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 2 10 10 22
Question 4: B (8) F (12)
Consider the project schedule presented in the 2 10 10 22
2@200 4@100 Budget
Activity cost
opposite figure. The normal durations are in 0 2 2 8 8 12 22 25 (LE)
A (2) C (6) G (4) K (3)
weeks as shown in the figure. The crashability 0 2 12 18 18 22 22 25
A 2400
2@50
B 9600
in weeks and the cost slope (LE/week) are 1@75
C 4800
2 6 6 12 D 1200
shown underneath each activity in the figure. D (4) H (6) E 2700
The normal cost of each activity is given in the 12 16 16 22 F 7200
1@200 3@100 G 4000
table. Assume that the indirect cost of this 2 5 H 6000
E (3) K 2100
project is LE100/week. 13 16
1. Find the optimum project duration and what is the total project cost at that duration.
2. What is the minimum project duration and the corresponding total cost at that duration?

Question 5:
Choose the correct answer (There is only one correct answer):
1. A Cost Performance Index (CPI) of 0.89 means:
a. At this time, we expect the total project to cost 89% more than planned.
b. When the project is completed, we will have spent 89% more than planned.
c. The project is only progressing at 89% of that planned.
d. The project is only getting 89 cents out of every dollar invested.
2. A project-network has four paths, namely 7, 8, 9, and 10 weeks. If the 10-week path is compressed to 8
weeks, then:
a. We now have two critical paths. b. The 9-week path is now the critical path.
c. Only the 7-week path has float. d. No enough information to make a determination.
3. What is the impact to the project if an activity is crashed by two weeks?
a. The project’s schedule will be reduced by 2 weeks
b. A new critical path might appear after the crash.
c. The available float on the noncritical path will increase.
d. All of the above.
4. Work package is a/an:
a. Element at the lowest level of WBS. b. Task with unique identifier.
c. Required level of reporting. d. Task that can be assigned to only one person.
5. Reducing the peaks and valleys in manpower assignments in order to obtain a relatively smooth manpower
curve is called:
a. Manpower allocation b. Resource smoothing

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 c. Resource allocation d. Resource commitment planning
6. The shortest time necessary to complete all of the activities in a network is called the:
a. Activity duration length b. Critical path c. Maximum slack path d. Compression path
7. Which of the following is NOT a commonly used technique for schedule compression?
a. Resource reduction b. Reducing scope c. Fast-tracking activities d. Use of overtime
8. Reducing the total resources usage in order to respect a given resource limit is called:
a. Resource identification b. Resource Scheduling
c. Resource allocation d. Resource planning
9. You have an activity where the early start is week 6, the early finish is week 10, the latest start is week 14,
and the latest finish is week 18. The total float in this activity is:
a. 4 weeks b. 6 weeks c. 8 weeks d. 18 weeks
10. If an activity on the critical path (CP) takes longer than anticipated, then:
a. Activities not on the CP have additional slack. b. Activities not on the CP have less slack.
c. Additional CP activities will appear. d. None of the above.
11. A 2-men crew is used to install the computers in your office, if the number of computers are 24 and the
production rate of this crew is to install 6 computers/days. Then, the total duration in days to install all
computers is:
a. 4 days b. 3 days c. 2 days d. 6 days
12. The critical path is the longest path through the network. The computation of the CPM will determine that
the network has __________ longest path(s).
a. only one b. always more than one c. one or more d. always more than two
13. You have chosen to “crash” a project to avoid penalty payments. To crash the project, either overtime or
additional resources should be assigned to:
a. All activities b. Critical activities starting with the longest duration
c. Activities with the longest duration d. Activities with the greatest risk
14. The actual relationship between activity’s time and cost is:
a. Discrete b. Linear
c. Stepwise d. Logarithmic
15. As part of your project, you need to install marble in two classrooms. You have only one marble
installation crew. When planning your work, which relationship should be used between installing the
marble in one classroom and the other.
a. No relation. b. Finish-start.
c. Start-start. d. Finish-finish.

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 16. An activity has an early start (ES) of day 3, a late start (LS) of day 13, an early finish of day 9, and a late
finish (LF) of day 19. The activity:
a. Is on the critical path. b. Has a lag.
c. Is progressing well. d. Is not in the critical path.
17. What is the impact to the project if an activity is crashed by two weeks?
a. The project’s schedule will be reduced by 2 weeks.
b. A new critical path might appear after the crash.
c. The available float on the noncritical path will increase.
d. All of the above.

Question 6:
You are managing a project with an initial budget of LE2 million. During interim cost and schedule performance
analysis, you figured out that: You should have spent LE500,000 till now based on your initial plans and 1,000
man.days of schedule activities. You spent LE600,000 till now and completed 1,100 man.days of schedule
activities which should have cost LE450,000 based on your initial plans. You re-estimated the budget required
for the remaining work to be done as LE1,500,000.
1. What is the CPI and SPI of the project, respectively?
a. CPI=0.9 and SPI=1.2 b. CPI=1.2 and SPI=0.9
c. CPI=0.75 and SPI=1.1 d. CPI=1.1 and SPI=0.75
2. What is the CV and SV of the project respectively?
a. CV= -LE150,000 and SV=100 man.days b. CV= LE150,000 and SV= -100 man.days
c. CV= -LE100,000 and SV= -100 man.days d. CV= LE100,000 and SV=100 man.days
3. What is the Variance at Completion?
a. - LE100,000 b. LE100,000
c. -LE50,000 d. LE50,000
4. What is the estimate at Completion if the remaining part of the project follows the original estimate?
a. LE1,950,000 b. LE2,100,000
c. LE2,150,000 d. LE2,050,000
5. What is the status of your project?
a. Project is ahead of schedule, under budget, and it is easier to complete the project on new EAC.
b. Project is behind schedule, over budget, and it is harder to complete the project on new EAC.
c. Project is ahead of schedule, over budget, and it is easier to complete the project on new EAC.
d. Project is ahead of schedule, over budget, and it is harder to complete the project on new EAC.

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Question 7:
You have a project with the following tasks: Tasks A and B take 40 and 25 hours, respectively, and can start after
the project starts. Task C must happen after task A and takes 35 hours. Task D must happen after tasks B and C
and takes 30 hours. Task E follows task C and takes 10 hours. Task F follows task E and takes 22 hours.
1. Which of the following is TRUE if task B actually takes 37 hours?
a. The critical path is 67 hours. b. The critical path changes to tasks B, D.
c. The critical path is A, C, E, F. d. The critical path increases by 12 hours.
2. At the end of the 70th hour, tasks A, B and C were completed. What would be the project duration after
updating the schedule?
a. 105 hrs. b. 102 hrs. c. 107 hrs. d. 100 hrs.

Question 8:
Approach paving Hand rail

The opposite figure shows the construction of a

single-span bridge. The project consists of
Steel deck Reinforced
constructing the bridge and the approach roads. beams concrete deck
slab Approach fill
The deck is made of steel beams and reinforced
concrete slab. North South

i. Suggest a work breakdown structure (WBS) for that project that could be used to define the activities and
used for project control. Consider that the plan will be used during the procurement stage.
ii. List the project activities underneath each work package of the WBS prepared in the previous step.

Question 9:
Calculate the duration of the following activities:
i. Activity with a quantity equals 80 m2 and the unit rate equals 0.5 hr/m2 and the working days is 8 hours.
j. Activity with a quantity equals 420 m2 and the production rate equals 70 m2/day.

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Question 10:
Solve for the scheduling data of the following project, complete the relevant information in the figure and then
complete the following sentences.
D (3) G (10) I (2)

TF= , FF= TF= , FF= TF= , FF=

A (1) B (4) E (5) J (6) K (2)

TF= , FF= TF= , FF= TF= , FF= TF= , FF=

TF= , FF=

C (7) F (6) H (5)

TF= , FF= TF= , FF= TF= , FF=

- The number of days of activity F to be delayed without delaying the project is ………
- The number of days for activity D to be delayed without delaying the start of activity G equals ……………
- The critical path is ……………..
- The number of paths in the project are ……………..
- If activity H is delayed by one day, then the number of critical paths will be ………
- If activity D is delayed by 4 days, then the project duration will be ………
- If activity C is delayed by 2 days, then the critical path will be …………

Question 11: Duration (days) Cost (LE)

Activity Predecessor
The details of a project are given in the opposite Normal Crash Normal Crash
A - 120 100 12000 14000
table. Indirect cost is LE250/day throughout the B - 20 15 1800 2800
C B 40 30 16000 22000
duration of the project. Answer the following D C 30 20 1400 2000
E D 50 40 3600 4800
questions.
F B 60 45 13500 18000
1. The activity that has the least cost slope is _.
a. A b. E c. D d. C
2. The direct cost of the project is ______ if the project duration is reduced to 120 days.
a. LE51250 b. LE53178 c. LE50100 d. LE49998
3. Determine the duration at which the total cost is minimum.
a. LE78180, 115 days b. LE80100, 120 days
c. LE80350, 120 days d. LE80045, 115 days
4. The direct cost of the project is ________ if the project duration is reduced to 105 days.
a. LE58600 b. LE51600 c. LE50100 d. LE50001
5. The contractor gets a bonus of LE300/day from the total cost if the project is completed less than 140 days.
In this case the minimum total cost will be ___ at the duration of ____?
a. LE79850, 105 days b. LE78400, 120 days
c. LE72850, 115 days d. LE74350, 110 days
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Question 12:
The opposite figure shows a project schedule with the durations are in days and the daily resources used by each
activity are shows underneath each activity.
i. Draw the Gant (bar) chart for this project and determine the daily resources usage of the project.
ii. For the same problem presented above, select the correct answer.
1. What is the Free Float of activities C, D, E, G, H, and J?
a. (0, 3, 0, 0, 3, 15) b. (0, 0, 0, 15, 0, 3)
c. (0, 0, 0, 15, 3, 3) d. 0 6 6 13 13 22 22 26 26 32
B (6) A (7) E (9) I (4) J (6)
(0, 3, 0, 15, 3, 3) 0 6 22 26
6 13 13 22 29 35
2. If all activities are started on early start the 5 7 2 3 2

maximum daily resource requirement is: 0 5 5 9 9 15 15 23 26 35

C (5) D (4) F (6) H (8) K (9)
a. 12 Units b. 11 Units 1 6 8 12 12 18 18 26 26 35
6 3 4 6 5
c. 15 Units d. 14
Units 9 20
G (11)
3. Is the current resource usage profile 24 35
4
smooth?
a. Yes b. No
4. If only 12 units are available on a daily basis, days during which resources over-allocation occurs are:
a. 28, 29, 30, and 31 b. 16, 17, 18, and 19 c. 3, 4, 5, and 6 d. 10, 11, 12, and 13
5. If only 13 units are available on a daily basis, it is possible to resolve the over-allocation by which of the
following options:
a. Shift J by 3 days from ES b. Shift H by 3 days from ES
c. Shift G by 4 days from ES d. Shift E by 2 days from ES

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Question 13: LE600 LE700 LE900 LE400 LE600
0 6 6 13 13 22 22 26 26 32
The opposite figure shows a project schedule B (6) A (7) E (9) I (4) J (6)
0 6 6 13 13 22 22 26 29 35
with the durations are in days and the budget LE900
LE500 LE400 LE600 LE800
cost shown above each activity. Assume now 0 5 5 9 9 15 15 23 26 35
C (5) D (4) F (6) H (8) K (9)
that the project is under construction and at the 1 6 8 12 12 18 18 26 26 35
end of the 15th day, the data shown in the table LE1100
were obtained. 9 20
G (11)
24 35
Activit Percent complete or Actual
y Remaining duration cost (LE) i. Update the project schedule and mark the critical path. Find the
A 2 days 400
B 100% 500 delay on the project completion date.
C 100% 600 ii. At the updating date, calculate the planned value, earned value,
D 100% 500
F 50% 200 actual value, the schedule variance and the cost variance. Comment on
G 5 days 600
the project performance in terms of both time and cost.

Question 14:

The WBS of a given project along with the cost associated with some packages. as shown in the opposite figure.
1. The cost of WBS element 1.1.1 is:
a. LE12K b. LE13K 1.0.0

c. LE25K d. Cannot be determined 1.1.0

1.2.0
2. The cost of the entire project (1.0.0) is: (LE25K)

a. LE25K b. LE66K 1.2.1

1.2.2
1.1.1
(LE16K)
c. LE91K d. Cannot be determined
3. The work packages in the WBS are at WBS level(s): 1.1.2 1.2.2.1
(LE12K) (LE20K)
a. 2 only b. 3 only
1.2.2.2
c. 4 only d. 3 and 4
(LE30K)

Question 15:
You are assigned as the new project manager for a given project whose manager left six weeks ago. Some of
the numbers that you find in your initial research are as follows: Estimated project cost: LE675,000; Project
duration: 24 weeks. This is the end of week 16 and accumulated actual costs are LE300,000 and only 25% of
the work has been completed.
1. What is the budget at completion?
a. LE300,000 b. LE168,750 c. LE675,000 d. There is not enough information

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 2. What is the planned value?
a. LE300,000 b. LE168,750 c. LE389,423 d. LE450,00
3. What is the earned value?
a. LE300,000 b. LE168,750 c. LE389,423 d. LE483,103
4. What is the cost variance?
a. -LE250,000 b. -LE483,103 c. -LE289,750 d. -LE131,250
5. What is the schedule variance?
a. -LE157,350 b. -LE289,750 c. -LE281,250 d. There is not enough information
6. What will be the estimated cost at completion, if current performance continues?
a. LE1,200,000 b. LE675,000 c. LE3,000,000 d. LE1,050,000
7. Because the CPI is 0.5625, what do we know about this project?
a. It can be finished in time if we crash the schedule b. The project is at budget risk
b. We will need an extra 6 weeks to complete it d. None of the above

Question 16:
A project consists of three tasks, as shown in the table below:
Start by Start of Finish by End of
Task Budgeted Cost LE Week1 Week2 Week3 Week4
Week Week
A 72,000 1 2
B 27,000 1 3
C 48,000 2 3

At the end of the second week task A is 90% complete (remining duration 1 week) with an actual cost of
LE60,000, task B is 50% complete (remining duration 1 week) with an actual cost of LE15,000, and task C did
not start.
1. The budgeted cost of work scheduled (BCWS) equals:
a. LE69,000 b. LE75,000 c. LE78,300 d. LE114,000
2. The budgeted cost of work performed (BCWP) equals:
a. LE61,500 b. LE75,000 c. LE78,300 d. LE114,000
3. The actual cost of work performed (ACWP) equals:
a. LE61,500 b. LE75,000 c. LE78,300 d. LE114,000
4. After updating this project, the project duration equals:
a. 4 weeks b. 3 weeks c. 5 weeks d. 2 weeks
5. Based on the current status of the project performance, the project is:
a. Running over budget but ahead of schedule. b. Running over budget but behind schedule.
c. Running under budget but ahead of schedule. d. Running under budget but behind schedule.
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6. All of the following are problems associated with the CPM EXCEPT:
a. Ensures that the project finishes at its earliest duration. b. Assumes resources are available.
c. Assumes deterministic activity durations. d. Does not respect the project dead line date.

Question 17: 5 9 10 14
A small project is shown in the opposite figure, the activities B (4) F (4)
7 11 11 15
durations in days are shown inside the brackets and the activities
2@50
crashability and cost slop (LE/day) is shown
0 5 5 8 8 10 15 20
underneath each activity. A (5) C (3) D (2) G (5)
0 5 5 8 9 11 15 20
1. What activities should be cashed and for how many 1@100 1@300 1@400
days to reach 18 days:
8 15
a. “E” one day and “A” one day. b. “E” two days. E (7)
8 15
c. “G” one day, then “E” one day. d. “F” & “E” one day and “F” one day. 2@75

2. What is the cost increase associated with decreasing the project duration to 18 days?’
a. LE150. b. LE500. c. LE275. d. LE175

3. If the indirect cost is LE100/day, what is the optimum project duration?

a. 18 days. b. 17 days. c. 19 days. d. 16 days
4. What is the minimum project duration, where there is no more crashing can be done?
a. 18 days. b. 17 days. c. 15 days. d. 16 days

Question 18:

The opposite table gives information related to: activities, Act. Predecessors Dur. ES LF TF R1
logical relations, duration in weeks, weekly demand of A - 3 0 11 8 9
B - 5 0 5 0 6
resource R1, and activities’ ES, LF, and TF for a small project. C - 1 0 10 9 4
D A 1 3 12 8 14
a. Calculate the LS and the EF for the given activities. E B 7 5 12 0 16
F B 6 5 14 3 9
G C 4 1 14 9 5
H C 3 1 15 11 8
b. If only 17 units of R1 are available, what is the delay I D, E 6 12 18 0 2
J F, G 4 11 18 3 3
of the project duration?
K H 3 4 18 11 7

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Question 19:
Act. Dur. Predec. Crashability Cost slop
A project has 5 activities as presented in the opposite table with Days (days) (LE/day)
A 3 - 1 175
their durations in days. The Table shows the crashability and cost
B 3 - 1 50
slope for each activity. C 4 - 1 100
1. What is the minimum crashed project duration? D 3 A 2 75
a. 7 days b. 6 days c. 4 days E 2 B, C - -
d. 5 days

2. What are the activities to be crashed to reach the minimum duration, list them in order?
a. (D and C) b. A then C c. D d. A then D

3. What is the cost increase to achieve the minimum duration?

a. LE75 b. LE175 c. LE200 d. LE125

Question 20:
Act. Dur. Predec. No of
A project has 5 activities as presented in the opposite table with their durations Days carpenters
/day
in days. Your company can provide a maximum of 6 carpenters per day. The
A 3 - 3
Table shows the number of carpenters needed for each activity per day. B 3 - 3
1. What is the finish date for activity “D”? C 4 - 2
D 3 A 3
a. 8 b. 10 c. 9 d. 7
E 2 B, C 1
2. What is the project completion date?
a. 8 days b. 7 days c. 6 days d. 10 days
3. What are the critical activities after performing the resource leveling?
a. D and E b. A and D c. C and E d. E and B
4. What is the project delay to respect the limited resource:
a. 4 days b. 1 day c. 2 days d. 0 day

Question 21:

A small project is shown in the opposite figure, the activities normal

A (5)
durations in days are shown inside the brackets and the activities
crushability (days) and cost slopes (LE/day) are underneath each activity. C (5)
2@75
1. If it is required to crash this project to reach 8 days, what activities 1@100
Should be crashed and for how many days? B (4)

a. Crash “A” for two days

1@50
b. Crash “A and B” for one day and then “C” for one day
c. Crash “C” for one day

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 c. Crash “A” for one day and then “C” for one day
2. What is project cost increase to crash the project to reach 8 days?
a. EL175 b. LE150
c. LE200 d. LE225
3. If it is required to crash this project to reach its minimum duration,
what activities should be crashed and for how many days?
a. Crash “A” for one days and then “C” for one day
b. Crash “A and B” for one day
c. Crash “C” for one day
d. Crash “A and B” for one day and then “C” for one day

Question 22:

A small project with three paths as shown below: Path 1 (A-C-F-G), with total C F
duration (TD) = 30 weeks; Path 2 (A-B-D-F-G), TD = 28 weeks; and Path
A D
3 (A-B-E-G), TD = 30 weeks. The table below shows the cost slope for G
B
each activity and also the possible crash time in weeks. The indirect cost per
week equals LE4000. E

1. What activities should be cashed and for how many weeks to reach 28 Act. Cost slope Crash
weeks: Time
B LE 2000 2
a. “G” one week and “D” one week. C LE 1500 1
b. “G” two weeks. D LE 500 1
F LE 4000 2
c. “C” & “B” one week and “F” one week.
G LE 4500 2
d. “C” & “B” one week and “G” one week.
2. What is the cost increase associated with decreasing the project duration to 28 weeks?
a. LE9000. b. LE8000.
c. LE5000. d. LE7500
3. What is the minimum project duration, where there in no more crashing can be done?
a. 28 weeks. b. 26 weeks.
c. 27 weeks. d. 25 weeks
4. What is optimum project duration?
a. 29 weeks. b. 28 weeks.
c. 27 weeks. d. 26 weeks

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Question 23:

A small project with three paths as shown in the opposite figure. The table below C F

shows the activities’ durations. Consider the same project described above
A D
and the opposite table shows the activities’ durations. If each activity G
B
requires the use of one unit of a given resource and the limit of this resource is
two units only. Perform resource leveling. E

1. The project completion date after resource leveling: Act. Duration

a. 30 weeks. b. 32 weeks. A 5
B 3
c. 33 weeks. d. 34 weeks. C 7
2. The schedule start of activity D equals: D 2
E 14
a. 12. b. 10.
F 10
c. 8. d. 9. G 8
3. The schedule finish of activity E equals:
a. 22. b. 23.
c. 24. d. 25.

Question 24:
You are managing a small project (see opposite schedule). At the end
of day 6 you get the information shown in the table below about
project progress and cost to date. Find how well the project is
doing with respect to budget and schedule.

Activity Total Budget (LE) ACWP (LE) Percent Complete (%)

A 2,500 2,400 100%
B 12,000 6,000 50%
C 6,000 500 10%
D 4,000 2,000 33%

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 Model Answer
Solution Question 1: Predecessor Predecessor
Code Description
(i) (ii)
A Steel fixing sec. 1 - -
B Formwork sec. 1 A A
C Concrete pouring sec. 1 B B
D Steel fixing sec. 2 - A
E Formwork sec. 2 D B, D
F Concrete pouring sec. 2 E C, E
Solution Question 2: G Steel fixing sec. 3 - D
H Formwork sec. 3 G E, G
I Concrete pouring sec. 3 H F, H

6 12 12 20
D (6) E (8)
18 24 24 32

0 6 6 18 18 32 32 32 10 13 13 21
A (6) B (12) C (14) H (0) D (3) E (8)
0 6 6 18 18 32 32 32 21 24 24 32

0 0 10 18 18 32 32 32
6 9 9 15 A (0) B (8) C (14) H (0)
F (3) G (6) 0 0 10 18 18 32 32 32
23 26 26 32
0 0 10 16
F (0) G (6)
i. No increase in project duration. 0 0 26 32
ii. Budget cost of work schedule = 12000 + 4/12 × 84000 + 4/6 × 30000 + 15000 + 1/6 × 12000= LE 77000
Budget cost of work performed = 12000 + 0.25 × 84000 + 0.5 × 30000 + 15000 = LE 63000
Actual cost of work performed = 12600 + 18000 + 20000 + 15000 = LE 65600

SV = 63000 – 77000 = -ve (Behind schedule)

CV = 63000 – 65600 = -ve (over cost)

Solution Question 3:
2 10 10 22
B (8) F (12)
Activity TF FF
2 10 10 22
A 0 0
B 0 0 0 2 2 8
C 10 0 A (2) C (6) 8 12 22 25
D 10 0 5 2 12 18 G (4) K (3)
E 11 1 18 22 22 25
F 0 0 2 6
G 10 10 D (4)
H 10 10 12 16 6 12
K 0 0
2 5 H (6)
E (3) 16 22

Page 14 13 16
 Time Eligible Act. R1=9 R2=9 LS Duration Decision Finish Time
0 A 3 1 5 2 Start 2
B 4 6 2 8 Start 10
C 7 6 12 6 Delay -
2
D 6 5 12 4 Delay -
E 4 1 13 3 Start 5
B 4 6 - - Continue 10
5 C 7 6 12 6 Delay -
D 6 5 12 4 Delay -
F 2 0 10 12 Start 22
10 C 7 6 12 6 Start 16
D 6 5 12 4 Delay -
F 2 0 - - Continue 22
16
D 6 5 12 4 Start 20
F 2 0 - - Continue 22
20 H 6 4 16 6 Start 26
G 7 9 18 4 Delay -
H 6 4 - - Continue 26
22
G 7 9 18 4 Delay -
26 G 7 9 18 4 Start 30

30 K 2 0 22 3 Start 33

The project is delayed by 8 weeks.

Solution Question 4:
2 8 8 16
Total direct cost = 40,000, Indirect cost = 2,500, B (6) F (8)
Total cost = 42,500 2 8 8 16
- Crash activity F by 4 weeks, then the
0 2 2 8
project durations equals 21 weeks, the
A (2) C (6) 8 12 16 19
direct cost increase = the indirect cost
5 2 6 12 G (4) K (3)
decrease and the total cost remains
12 16 16 19
constant. Any crashing after that will 2 6
increase the total cost. The optimum D (4)
project duration is 21 weeks. 6 10 6 12
- Crash activity B by 2 weeks, the direct H (6)
2 5
cost increases by LE400 and the indirect 10 16
E (3)
cost decreases by LE200, the total cost
7 10
becomes 42,700 and the duration is 19
weeks.

Solution Question 5:
1. D, 2. D, 3. B, 4. A, 5. B, 6. B
7. A, 8. B, 9. C, 10. A, 11. A, 12. C
13. B 14.A 15.B 16.D 17.B

Solution Question 6:
1. C, 2. A, 3. A, 4. C, 5. D,

Solution Question 7:
1. C, 2. B, 3. B

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Solution Question 8:

Bridge Project

Procurement Bridge Roads

Substructure Superstructure Left road Right road

No. Activity No. Activity

1 Move in 11 Shutter and concrete north abutment
2 Deliver reinforcing steel 12 Deliver structural steel
3 Excavate abutment footings 13 Cure north abutment
4 Shutter and concrete north footing 14 Cure south abutment
5 Shutter and concrete south footing 15 Shutter and reinforced concrete deck slab
6 Place north approach fill 16 Pave approaches
7 Place south approach fill 17 Fix handrail
8 Deliver handrail 18 Cure deck slab
9 Erect steel deck beams 19 Clear site on completion
10 Shutter and concrete south abutment

Solution Question 9:
i. Duration = (0.5×80)/8 = 5 days
j. Duration = 420/70 = 6 days

Solution Question 10:

5 8 10 20 20 22
D (3) G (10) I (2)
7 10 10 20 24 26
TF= 2 , FF=2 TF= 0 , FF=0 TF= 4 , FF=4

0 1 1 5 5 10 20 26 26 28
A (1) B (4) E (5) J (6) K (2)
0 1 1 5 5 10 20 26 26 28
TF= 0 , FF=0 TF= 0 , FF=0 TF= 0 , FF=0 TF= 0 , FF=0 TF=0 , FF=0

1 8 8 14 14 19
C (7) F (6) H (5)
2 9 9 15 15 20
TF=1 , FF=0 TF=1 , FF=0 TF=1 , FF=1
1. The number of days of activity F to be delayed without delaying the project is 1
2. The number of days for activity D to be delayed without delaying the start of activity G equals 2
3. The critical path is ABEGJK
4. The number of paths in the project are 7
5. If activity H is delayed by one day, then the number of critical paths will be 2
6. If activity D is delayed by 4 days, then the project duration will be 30
7. If activity C is delayed by 2 days, then the critical path will be ACFHJK

Page 16
Solution Question 11: 0 20 20 60 60 90 90 140
B (20) C (40) D (30) E (50)
1. C 2. C 3. B 4. A 5. C 0 20 20 60 60 90 90 140
5@200 10@600 10@60 10@120
0 120 20 80
A (120) F (60)
20 140 80 140
20@100 15@300
Solution Question 12:

11 11 11 11 11 8 10 10 10 15 15 15 15 10 10 12 12 12 12 12 8 8 9 3 3 3 7 7 7 7 7 7 5 5 5

1. C 2. C 3. B 4. D 5. C
15 17 17 26 26 30 30 36
B A (2) E (9) I (4) J (6)
Solution Question 13: 26 30
15 17 17 26 33 39
i. critical path AEIK
duration increase 4 days 15 18 18 26 30 39
C D F (3) H (8) K (9)
19 22 22 30 30 39

ii. PV = 3600, EV = 2900, AV =

2800, the project is behind 15 20
schedule and under budget. G (5)
34 39

Solution Question 14:

1. B 2. C 3. D
Solution Question 15:
1.C 2.D 3.B 4.D 5.C 6.A 7.B
Solution Question 16:
1.D 2.C 3.B 4.A 5.C 6.A
Solution Question 17:
1.A 2.D 3.A 4.C

Page 17
Solution Question 18:
a. Act. Predecessors Duration ES EF LS LF TF R1
A - 3 0 3 8 11 8 9
B - 5 0 5 0 5 0 6
C - 1 0 1 9 10 9 4
D A 1 3 4 11 12 8 14
E B 7 5 12 5 12 0 16
F B 6 5 11 8 14 3 9
G C 4 1 5 10 14 9 5
H C 3 1 4 12 15 11 8
I D, E 6 12 18 12 18 0 2
b. J F, G 4 11 15 14 18 3 3
K H 3 4 7 15 18 11 7
Eligible Late Finish
Time R1=17 Duration Decision
Activities Start Time
B 6 0 5 Start 5
0 A 9 8 3 Start 3
C 4 9 1 Delay -
B 6 - - Continue 5
3 C 4 9 1 Start 4
D 14 11 1 Delay -
B 6 - - Continue 5
G 5 10 4 Start 8
4
D 14 11 1 Delay -
H 8 12 3 Delay -
G 5 - - Continue 8
E 16 5 7 Delay -
5 F 9 8 6 Start 11
D 14 11 1 Delay -
H 8 12 3 Delay -
F 9 - - Continue 11
E 16 5 7 Delay -
8
D 14 11 1 Delay -
H 8 12 3 Start 11
E 16 5 7 Start 18
D 14 11 1 Delay -
11
J 3 14 4 Delay -
K 7 15 3 Delay -
D 14 11 1 Start 19
18 J 3 14 4 Start 22
K 7 15 3 Delay -
J 3 - - Continue 22
19 K 7 14 3 Start 22
I 2 12 6 Start 25
22 I 2 12 6 Continue 25

The project is delayed by 7 weeks.

Solution Question 19:
0 3 3 5 0 3 3 6
A (3) D (2) End A (3) D (3) End
0 3 3 5 0 3 3 6

0 3 3 5
Start B (3) E (2) 0 3 4 6
0 3 3 5 Start B (3) E (2)
1 4 4 6
0 3
C (3) 0 4
0 3 C (4)
Page 18 0 4
Crash activity “D” and “C” for one day, cost increase LE 175

1.D 2.A 3.B

Solution Question 20:

Resource Finish
Eligible Late
Time limit Duration Decision Time 0 3 4 7
Activities Start
≤ 6 A (3) D (3) End
A 3 0 3 Start 3 2 5 5 8
0 C 2 0 4 Start 4
B 3 1 3 Delay -
C 2 - - Continue 4 3 6 6 8
3 B 3 1 3 Start 6 Start B (3) E (2)
D 3 3 3 Delay - 3 6 6 8
B 3 - - Continue 6
4
D 3 3 3 Start 7
D 3 - 3 Continue 7 0 4
6
E 1 4 2 Start 8 C (4)
2 6

1.D 2.A 3.D 4.C

Solution Question 21:

1.D 2.A 3.B

Solution Question 22:

1.D 2.B 3.C 4.A

Solution Question 23:

1.B 2.A 3.A

Solution Question 24:

BCWS = 1 × 2500 + 4/7 × 12000 + 0 × 6000 + 2/6 × 4000 = LE10690
BCWP = 1 × 2500 + 0.5 × 12000 + 0.1 × 6000 + 0.33 × 4000 = LE10420
ACWP = 2400 + 6000 + 2000 + 500 = LE10900
SV = BCWP – BCWS = 10420 – 10690 = -270 (behind schedule)
CV = BCWP – ACWP = 10420 – 10900 = -480 (over cost)

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