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SPECIAL REPORT OF RESEARCH lf£Nc•usRARt

conducted in the
Department of Mineral Engineering
College of Earth and Mineral Sciences
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by
F.G. Crack, R.V. Ramani and R.L. Frantz
Special Research _Report/

--- Number SR-115
~·)COAL RESEARCH. SECTION
/}' THEJ!NNSYLVANI~_.STATE UNIVERSITY
\__ · UNIVERSITY PARK, PENNSYLVANIA 16802
' r Jr
STATEMENT OF TRANSMITTAL
Special Research Report SR-115 has been prepared

by the Coal Research Section of the College of Earth and
Mineral Sciences Experiment Station. This Report is one
of a series produced as the result of coal research
funded by the Commonwealth of Pennsylvania through the
Governor's Coal Research Board, the Department of Commerce
and the Department of Environmental Resources. A complete
list of these Reports is appended to this Report.
Copies of these Reports are available from:
Coal Research Section

517 Deike Building
Pennsylvania State University
University Park, PA 16802
William Spackman, Director

Coal Research Section and
Office of Coal Administration
TABLE OF CONTENTS
PAGE
LIST OF FIGURES vi
LIST OF TABLES J.X
ACKNOWLEDGEMENTS X
ABSTRACT xi
CHAPTER
1. INTRODUCTION 1
1.1 Introduction 1
1.2 Scope of Work 6
2. PROJECT MANAGEMENT 9
2.1 Construction Contracts 12
2 .1.1 Types of Construction 12

Contracts
2 .1. 2 Implementation of Contracts 22
2.2 Construction Management Organization 24
2.2.1 In-House Project 25

2.2.2 The Design/Construct Project 28
2.2.3 Owner/Contractor Projects 30
2.3 Management Science Techniques 32
2.4 Project Management and Field 35

Supervisor
2.5 Summary 38
3. REVIEW AND INTRODUCTION TO CPM/PERT 40

AND ITS COMPUTER APPLICATIONS
3.1 Introduction 40
3.2 Critical Path Method and Least 42

Cost Job Expediting
3.3 Assumptions in Using CPM/Network 46
Scheduling Techniques
iii
TABLE OF CONTENTS
(continued)
PAGE
3.4 Advantages of CPM 49
3.5 Critical Path Method, Computer 51

Programs
3.6 Program Project I 64
3.7 Project Cost and Resource 68

Planning
3.8 Logistics and Control 71
4. CPM APPLICATIONS IN THE MINERALS 77

INDUSTRIES
4.1 Introduction 77
4.2 Examples of CPM Applications 78
4.2.1 Scheduling Oil Field 78

Projects
4.2.2 Expediting Equipment 82
Replacement in a
Limited Time Period
4.2.3 Rehabilitation and 83
Construction in a New
Coal Mine
4.2.4 Process Plant Modernization 90
and Construction Scheduling
4.2.5 Control of Mining and Process 93
Plant Development Costs
4.2.6 Scheduling on Equipment 94
Maintenance Programs
4.2.7 CPM Applications at the 95
Mcintyre Porcupine Mine
4.2.8 Application to Small 104
Routine Operations
4.3 Summary 107
5. CRITICAL PATH METHOD: 109

A COAL PREPARATION PLANT CASE STUDY
5.1 Introduction 109
5.2 Design of the New Plant 111
iv
TABLE OF CONTENTS
(continued)
PAGE
5.3 Initial Phase Diagram 114
5.4 Construction Management and 115
Operational Problems
5.5 Problem Definition 124
5.6 Development of CPM Relationships 126
5.7 11
PROJECT 11 Application 140
5.7.1 CPM Schedules 140
5.7.2 Cost Schedules 152
5.7.3 Labor Schedule 162
5.7.4 Schedule Modifications 168
5.8 Summary 175
6. SUMMARY CONCLUSIONS AND RECOMMENDATIONS 177
6.1 Summary and Conclusions 177
6.2 Recommendations 180
APPENDIX
APPENDIX I A-I-1
Al.l Definition of Terms A-I-1
Al.2 Manual Solution of Activity A-I-7
Network
Al.3 Affect of Logistics A-I-13
APPENDIX II A-II-1
A2.1 Computer Solution of Activity A-II-1
Network
APPENDIX II I A-III-1
A3.1 Expanded Preparation Plant A-III-1
Project Computer Outputs
REFERENCES
v
LIST OF FIGURES
PAGE
1 Types of Construction Contracts 14
2 Competitive Bid Contracts 21
3 Contract Specifications 23
4 Schematic Diagram of In-House Project 26
Management Structure
5 Schematic Diagram of Turnkey Project 29
6 Schematic Diagram of Owner/Contractor 31
7 Time-Cost Relationship for the Example 45
of Cleaning Rock Falls from a Stope
8 Examples of Activity on Arrow and Activity 61
on Node Diagramming
9 Sample Network Showing Logistic Procedures 72
10 Network diagram of Combustion Recovery 80
Project, Produced by Mobil Oil
11 Activities Involved in Advancing the 85
Main Haulage
12 Summary of the Jobs Involved in Advancing 86
the Main Haulage
13 Advance Main Haulage Arrow Diagram 87
14 Activity Tabulation of Project Schedule 88
15 Mine Development Plan 97

16 Stope Development Activity Relationships 98
17 Arrow Diagram for Stope Development with 100

Time Estimates
18 Summary Table Showing Activity Schedule 101
Times
vi
LIST OF FIGURES
(continued)
PAGE
19 Network Diagram for Moving a Longwall 105
Face
20 Aerial Photograph of Preparation Plant 112
Site
21 Preparation Plant Complex Flow Diagram 113
22 Topographical Plant Plan Showing Phases 116
of Construction
23 Activity Breakdown of Jobs 128
24 Master Network 130
25 Preparation Plant Network 131
26 The Master Schedule 141
27 The Preparation Plant Schedule 145
28 Interval Listing of Project Costs 153

29 Interval Graph of Project Costs 159
30 Interval Listing of Preparation Plant 164

Steel Work Manpower Requirements
31 Interval Graph of Preparation Plant 165
Steel Work Manpower Requirements
32 Updated Master Schedule 169
33 Bar Chart of Updated Master Schedule 173

34 Updated Cost Analysis 174
35 Arrow Diagram for Installation of A-I-8

Underground Crusher Station
36 Activity Labelling for Critical Path A-I-9
Calculations
37 Network with Forward and Backward A-I-11
Pass Marked and Critical Path outlined
vii
LIST OF FIGURES
(continued)
PAGE
38 Installation of Crusher Station with A-I-14
Associated Logistics
39 PROJECT JCL A-II-2
40 Input Data A-II-6
41 Defining Project Constraints A-II-7
42 Schedule for Crusher Project A-II-9
43 Bar Chart of Crusher Project A-II-11
44 Definition of Dependent Sequence MATDEL A-II-12
45 Logistic Schedules A-II-14
46 Updated Crusher Data A-II-16
47 Updated Crusher Schedule A-II-17
48 Master Schedule of Preparation Plant A-III-4
Complex
49 Preparation Plant Schedule A-III-14
50 Interval Listing of Project Costs A-III-30
51 Interval Graph of Project Costs A-III-35
52 Interval Resource Listing A-III-44
53 Interval Resource Graph A-III-47
54 Updated Master Schedule A-III-49
55 Updated Master Cost Analysis A-III-58
viii
LIST OF TABLES
TABLE PAGE
1 Description of Contract Types 16
2 Review of Some of The Latest 53
Available Scheduling Programs
3 Disaggregation of Construction 117
Activities
4 Master Activity List 133
5 Preparation Plant Activity List 137
6 Expansion of Master Network 150
Critical Path
7 List of Recommended Managerial Reports 185
8 Critical Path Solution Calculations A-I-12
ix
ACKNOWLEDGEMENTS
The authors would like to express their sincere

gratitude to the following people and organizations
whose help and support made possible the completion of
this report.
To the Bradford Coal Company and its personnel
for their time and the valuable information that they
provided.
A special word of thanks is extended to the
contractor and sub-contractors who cooperated in
assembling their basic data used in the case study.
X
ABSTRACT
In this report an integrated approach to the management

of mine development projects is presented. The approach
1s based on the assumption that the management structure
and strategy required on mine development projects are
different in nature from that required for routine
operations such as production and maintenance in an
operating mine. The proposed approach is presented
through a case study. The case study is based on the
construction of a coal preparation plant facility by a
mining company.
In the first section of the report (Chapters 1, 2, 3
and 4), there is an overview of important aspects of
project management such as construction contracts,
management organization, project manager, field supervisor
and scientific techniques for project management.
In the second section of the report (Chapters 5 and
6), the application of critical path method (CPM) 1n a
specific construction project--a coal preparation plant--
1S discussed in detail with regard to the following:
(1) Identification of specific activities in the
project and arrow diagramming of the activities.
(2) Development of time and cost estimates of each
activity in each item.
X1
(3) Selection and application of a computer algorithm
to aid in the CPM analysis of the project.
(4) A sensitivity analysis of the effect of delays
and changes on the construction costs and schedules.
(5) Implementation of the system.
On the basis of the application, a strong case is
made for the use of scientific methods for planning,
designing, executing, and controlling development projects.
However, the method selected must be tailored to the
project needs. Therefore, guidelines are presented for
the adoption of the integrated approach presented 1n
this report to the management of mine development projects.
xii
CHAPTER 1
INTRODUCTION
1.1 Introduction
The purpose of this report is to present an
integrated approach to the management of mine development
projects. The report is based on the assumption that
the management structure and strategy required on mine
development projects are different in nature from that
required for routine operations such as production and
maintenance in an operating mine. The proposed approach
is presented through a case study. The case study is
based on the construction of a coal preparation plant
facility by a mining company. The report makes a strong
case for the application of scientific methods for
planning, designing, executing, and controlling develop-
ment projects. However, this aspect is only one part of
project management. To fully understand what is meant
by "project management" as discussed in this report, it
is necessary to first define a few relevant terms.
Project management refers to all management
activities related to a project.
A project can be defined as a unit effort--a
collection of jobs or activities--specifically dedicated
to the attainment of a well defined goal; as such, it
usually works with predefined budgets and schedules in
1
order to produce the specified end result. Even if
there are similarities between some of the activities in
various projects, each project is essentially unique and
rarely is there a complete duplication of previous
efforts. Additionally, there are specific start and end
points (focal points or milestones) making phases of the
project defined in terms of entities such as physical
progress, man-months of work, and dollars expended.
Management is a process of organizing and employing
resources to accomplish predetermined objectives; manage-
ment is often defined by the management function or the
actual components of the managerial job: planning,
organizing, s~affing, directing, and controlling the
activities to best interests of the company (1).
The project manager is the key person in a project.
Responsibility for the effective and efficient use of
resources related to the project lies with him. The
identification of the project manager and the project's
management structure are important items and should be
established as soon as the scope of the project is
known. Once the skeleton project management team has
been selected the project manager and his team must
establish resource requirements, cost information and
schedules for the overall project and individual acti-
vities. Decisions must be made on whether work should
be contracted out or done in-house. This decision
impacts on the field management organization and the
2
total management of the project. In short, project
management is far more than simply supervising the
physical processes of a project and is a task of consid-
erable complexity.
The assumption that project management is dis-
tinctly different from management of routine operations
such as production is based on the definitions of
project, management, and project manager just described.
The major points of difference will be explained with
respect to management of production in a mine.
(1) Uniqueness: A project is a unique entity
whereas production operations tends to be
repetitive.
(2) Personnel: In projects, personnel are
usually assigned on a specialty basis and
frequently change with the project activity
under consideration. On the other hand,
production personnel work together, more or
less, permanently.
(3) Management Structure: In a project there
may be several staff-line relationships
which are not clearly defined and change
with changing activities on the project. In
a production situation, the lines of commun-
ication and authority are usually well
defined.
3
(4) Time Frame: A difference between project
and routine production management is that
project activities have comparatively less
well defined durations and often tend to be
on a relatively short-term basis. Production
on the other hand, usually has both long-term
and short-term plans and therefore, has well
defined long-term and short-time goals. In
project management, critical short-term
reviews, of a formal nature, are called for
as frequently as possible. In production
management the five year plans can be adjusted
quarterly and annually on a formal basis
whereas the short-term reviews such as the
weekly or daily one can be informal.
(5) Response to Delays: Delays in a development
project may often occur without anyone being
immediately aware of either their existence
or magnitude of consequence. In contrast,
any delays in the production process can be
easily identified. Additionally the response
is quick, usually in a set routine. This
can be traced back to the management structure
and personnel.
{6) Control Techniques: Measurements of progress
in a project for control purposes are not
4
easily made due to the variety of activities
that are carried on at the same time by
different work groups. For that matter, the
yardsticks of performance measurement for
individual activities, let alone for the
total project, are not easily established.
However, due to the difficulty in detecting
project delays, a workable control system is
of vital importance to a project manager.
To apply a scientific project control technique
such as "management by exception" requires
specific planning and monitoring from the
project manager for each activity in the
project. On the other hand, production and
productivity are quick and effective yard-
sticks of measuring performance in a routine
operation and therefore control techniques
required in production management usually
revolve around these measures.
These points highlight some of the main differences
in the problems of management encountered in development
projects versus production operations; within a project
there are again differences between a project manager's
duties and those of a field manager or supervisor.
In this report, project management is considered
to encompass the following aspects:
5
(1) The preparation of the contract documents
that establish the technical and financial
schedules, and details the responsibility
for the physical work commitment.
(2) The development of an organizational structure
for the project that defines clearly the
roles of the project manager and the field
supervisor.
(3) The establishment of the reporting procedures
between all parties in the project so as to
avoid ambiguity in assigning responsibility
and to ensure desired progress of the project.
Selecting appropriate procedures to plan, schedule,
execute and control a project from the time it is conceived
is the single most important decision that a company
makes with regards to the project. The application of a
management science tool--such as critical path method--
is presented as a unifying tool for all the phases of a
project, be they contractual, technical, financial or
practical. The output from the application of Scientific
Methods however, are only as good as the basic data
developed for input into these methods.
1.2 Scope of Work
This report is divided into two major sections.
In the first section there is an overview of important
aspects of project management such as construction
contracts, organizational management, project manager,
6
field supervisor and scientific techniques for project
management. These form the basis of the first section,
encompassing Chapters 2, 3 and 4. The manner in which
the various details of these aspects are handled depends
on the nature of the project. Nevertheless, the ultimate
success of the project, is completely dependent on the
development of input data, project time schedules, cost
schedules and the choices of contracts and organizational
structure.
Good construction contracts and suitable management
structure are necessary for efficient execution of the
project plans and schedules so as to optimize the use of
resources, improve project coordination and reduce lost
time. The discussion of contracts, management structure,
CPM scheduling and its applications are covered in
Chapter 2.
Over the years, several scientific management
tools and techniques have been developed to aid a project
manager in efficiently executing his job. One way that
scientific management does this is by acting as a focal
point linking together the contract provisions, the
management structure and the field supervision of the
various different contractors. A brief review of one
such tool--critical path method--is provided in Chapter 3.
Several applications of the critical path method to the
management of mining projects are discussed in Chapter 4.
7
The second section of the report deals with the
application of critical path method in a specific construc-
tion project, a coal preparation plant. The following
subjects with regard to the preparation plant case study
are discussed in detail in Chapter 5.
(1) Identification of specific project items.
(2) Identification of specific activities with
regard to each item in (1).
(3) Arrow diagramming of the items and activities
from start to finish of the project.
(4) Development of time and cost estimates of
each activity in each item.
(5) Application of the Critical Path Method.
(6) Selection of a computer algorithm to aid in
the analysis.
(7) Application of the computer model to the
preparation plant construction project.
(8) A sensitivity analysis of the effect of
delays and changes on the construction costs
and schedules.
(9) Implementation of the system.
In Chapter 6, the results of the study are summarized
with suggestions for the adoption of CPM/PERT methods
for development project management.
8
CHAPTER 2
PROJECT MANAGEMENT
A background discussion on the elements of a

project management system - contracts, organization,
project manager, field supervisor, and scientific methods
- is provided in this chapter. Whereas the presentation
is generally applicable to any project, it is particularly
suitable for mine development projects which are complex
industrial and business undertakings. The discussion in
this chapter is centered around the construction phase
of a project as the case study in Chapter 5 deals with
the construction of a coal preparation plant and its
management. Prior to the start of any construction
activity, there are a number of related items which must
be planned to insure that it is possible to move into
the field with a well-thought out plan and with material
and equipment arriving at the job site when required.
Typically pre-construction activities should include
studies such as reviewing rainfall records to project
the average number of lost working days each month due
to inclement weather. This lost time should be provided
for when producing any schedule. The most important
pre-construction activity is legal permitting and this
should be done as far ahead as possible. The ma~n
activities in a mine development project may include:
9
planned as each one requires a particular expertise.
The management of these various field activities can
prove to be difficult unless prior attention has been
paid to this subject. Planning for these activities
starts with the construction contracts and project
management and is coordinated by tools such as the
critical path method. The importance of good construc-
tion contracts and management structure in aiding the
field management are clearly brought out in the coal
preparation plant case study in Chapter 5.
The construction contract is an important document
in that it establishes the overall scope of the contract,
technical and financial details of the work, and deadlines
for achievement. It may also serve as the contract
document for payment for the work done and for verifying
field progress with planned progress. In practice it is
a good idea to develop a job specific contract. This
whole area is replete with legal precedence and procedures
and it is not the intent of this report to deal with the
intricacies of establishing a contract document. But it
is necessary to have an understanding of the major
contract types.
The type of organizational structure for the
management of a project varies with project size. This
structure is decided upon by the owner and is an important
decision that he has to make with regard to the project.
The merits of the different ways of setting up the
11
project construction activities, and the structure for
its management must be understood and evaluated before a
decision is made.
The role of the field supervisors for the project
activities and the relationship between them and the
project manager must be clearly defined such that each
person is aware of his tasks and responsibilities.
2.1 Construction Contracts
Construction contracts are extremely important
legal documents. They may vary widely in both the
specifications of the work and in the enforcement of the
provisions. Due to their nature they must be composed
with the help of legal counsel and will take sometime to
compile. Even with all the precautions and provisions,
it is not uncommon to find owner and contractor in a
position of disagreement. Therefore it is important to
include a way to resolve any differences quickly and to
incorporate aspects of the contract as part of an overall
management control tool for efficient project management.
Certain types of project such as those which have clearly
specified work quantities lend themselves to writing
better Contract documents which are useful for project
planning and control as well.
2.1.1 Types of Construction Contracts
Construction contracts may be grouped together
into two large categories (2). One category includes
those contracts for which the contractor is selected on
12
the basis of competitive bidding. The second category
consists of those that result from direct owner-contractor
negotiations. Figure 1 shows the breakdown of the
contracts into various sub-groups, each group representing
a distinct form of contract.
Almost all public construction contracts, as well
as a large proportion of private work, are in the compet-
itive bid category. Competitive bid contracts are
customarily prepared on a fixed-price basis and consist
of two main types--the unit price contract and the lump
sum contract. The unit price contract is drawn on the
basis of estimated quantities of specified work items,
and a unit price for each item. In the lump sum contract,
the contract amount is a fixed sum that covers all
aspects of the work described by the contract documents.
This form of contract documents have the advantage that
they promote contractor speed and efficiency. For a
project owner who is unfamiliar with large construction
projects and who does not have a corporate management
structure suitable to handle large projects, the com-
petitive bid contract should be employed.
Negotiated contracts take many forms and can be
on any mutually agreeable basis. Most contracts are on
a cost-plus-fee basis in which the owner reimburses the
contractor for all construction costs and compensates
him for his services. The provisions regarding compen-
sation of the contractor constitute the major source of
13
CONSTRUCTION
CONTRACTS
T
Competitive Negotiated
Bid
r
J I
Cost
~
""' Plus
Lump
Sum
Combined
Lump Sum
Unit
Price r-- T
& Unit
Price ~
l
Fixed Sliding
~ Fee Scale
Fee
I - --- - - I I I- - - -
with with with with
Profit Bonus & Guaranteed Incentive
Shoring Penalty Ceiling Provision
Clauses Price
FIGURE 1 Types of Construction Contracts

(After P.D. Cody, Personal Communication, 1980)
difference among the various types of negotiated contracts.
The contractor's fee can be designated as a fixed fee, a
fixed percentage of the cost of the work, a sliding
scale percentage of the cost of the work, a fixed fee
with guaranteed top price or a fixed fee with bonus for
cost savings. The nego·tiated form of contract enables
the starting of work before the plans are complete or
before permits for certain parts of a plant have been
obtained. Hence, although it requires greater control
and a better, more clearly defined management structure,
many mining projects are adopting the negotiated contracts.
Due to the long delays in permitting for mine development
an owner often has to commission a contractor to start
before the final plans are known. This was the case
with the coal preparation plant construction case study
discussed in Chapter 5. In such cases, the project plan
and the contract must not only be very well laid out and
understood but must cater for the much desired flexibility
to accommodate changes that may be necessary due to the
permit requirements.
Table 1 is a listing of the various types of
contracts with a description of each contract and asso-
ciated advantages and disadvantages. (P.D. Cody, Personal
Communication, 1980).
The construction contract consists of a number of
different documents. These documents are not produced
simultaneously, but occur as the project evolves, the
15
TABLE 1: Description of Contract Types
(After P.D. Cody, Personal Communication 1980)
Method of
Type of Contract Paying Contractor Description Advantages Disadvantages
Competitive Bid Lump Sum When types of construc- 1) Owner knows in 1) Requires detailed
1) Public Works tion are standardized advance cost of plans and specs.
Construction and when variety of work. 2) Changes and extra
2) Contract to operations are involved. 2) Promotes contractor work orders are
lowest qualified speed and efficiency. expensive.
bidder.
3) Anyone can
submit bid
Unit Price When work requires 1) Contractor not 1) Engineers estimates
large quantities of forced to gamble must be reasonably
I-' relatively few types 2) Limits of plans accurate
0"'1 of work, or where and specs may be 2) Owner does not
quantities can not somewhat indefinite know cost in advance
be determined in 3) Reduces number of 3) May promote
advance formal change orders. "unbalanced" bids
Combined Lump Sum When work contains Combines advantages of lump sum and unit
& Unit Price items, details of price; e.g., in building construction
which may be broken foundation work by unit price and
down into units but superstructure by lun~ sum.
which are indefinite
as to quantities (e.g.
building construction).
TABLE 1: (continued)
Method of
Negotiated Lump Swn, unit price

1) Awarded to or combination of
selected con- these (See Above) (See Above) (See Above)
tractor after
study of quali-
fications of Cost + % of cost Oldest form of 1) Permits starting 1) Contractors profit
candidates. negotiated type. work before plans is increased by
2) Private works Not recommended completed. increasing cost,
(forbidden by for general use. 2) Easy to change therefore no incentive
law for most plans during con- to economize
public works). struction. 2) Project cost not
..... known in advance .
-....!
Cost + Sliding Contractor's fee 1) and 2) same as 1) Project cost not

Scale Fee increased by fixed above. known in advance
amounts for various 3) Promotes economy.
increments of cost
less than original
estimate
Contractor's fee (Same as cost + % (Same as cost + %

increased with cost of cost). of cost).
of work in accordance
with sliding scale rate
Method of
Negotiated Cost + Fixed Fee (C+FF) Amount of fee 1) Permits starting 1) Requires good
Contracts determined from construction before estimate of cost
(continued) consideration of plans are completed. by engineer.
character and scope 2) No incentive for 2) Actual cost of
of work and its contractor to inflate project not known
estimated cost construction costs. in advance.
With profit Gives contractor a Same as basic C + FF Same as basic C + FF.

sharing share of any savings but with added
if actual cost should incentive to reduce
1-'
be less than estimated costs.
00 cost.
With bonus and Bonus or penalty Same as basic C + FF Same as basic C + FF.
penalty clause applied to contractor but with added
fee depending on incentive to complete
whether job completed job as soon as
before or after possible.
specified date
With guaranteed Contractor reimbursed 1) Maximum cost known 1) Requires more com-
ceiling price for cost + fixed fee in advance plete development of
up to a guaranteed 2) No incentive for plans and specifications
minimum contractor to inflate for the ceiling to be
costs. set.
2) More problems in
making changes during
course of work
3) Requires good
estimate of cost by
engineer.
Method of
Negotiated Cost + Fixed Fee

Contracts (continued)
(continued)
With incentive Contractor prepares 1) No incentive for 1) Too complex and
provision target estimate contractor to inflate speculative for use
and proposes base fee. costs. in USA
2) Provides strong 2) Prequalification
incentive for of contractor places
contractor under heavy burden on
uncertain working Engineer.
conditions. 3) Actual cost of
I-'
1.0
project not known in
advance.
first document being the preamble and the conclusion
being the signature. The profusity of project documen-
tation facing the owner and project manager is shown in
Figure 2 which is a breakdown of the competitive bid
type contract into its document components. As can be
seen, the most important document from the project
managers' point of view is the Supplemental or 11
General
Provisions". This outlines, among other things, plans
and specifications, progress control and payment. The
contract documents also tend to include a large quantity
of 11
small print 11 • Known in the industry as "boiler
plate", this gives pages of laws, acts of Congress, EPA
standards and regulations the contractor must adhere to.
The owner inserts it to disown himself from virtually
any possible project problems of an environmental or
legal nature and puts this responsibility on the contractor.
There tends to be a certain amount of resentment from
the contracting organization regarding the blanket way
the owner tries to negate all project responsibilty. It
is possible that in the future government regulations,
specific guidelines and standard documents may be drawn
up to cover this controversial area.
The technical specifications and drawings provide
the contractor with working information from which to
prepare a fixed price estimate. In the case of a nego-
tiated contract the complete list of specifications is
rarely available at the time of negotiation. This was
20
I PREAMBLE j:
II ARTICLES OR~
COVENANTS I 1------,
SUPPLEMENTAL Q) I -l SPECIAL (Z) 1
BASIC Q) (General Conditions 1 CONDITIONS 1
{the Agree· of the Contract)
Conditions LJ
men!)
Lr Plans & SpecsJ Specific
Requirement
Precedent to Chanqes & Extra Work I for a
Agreement Particular
J Job
r-
Termination
Statement
of Work Surety Bonds I
Ammendments
N
I--'
Time I
Liquidated Damages,
Responsibilities
of the Owner I ~
to Standard
Articles
Duties of the
Bonus Clauses,
Escalator Clauses I Engineer J
Contract Amount
~
Responsibilities of
1 the Contractor I
Claims & Disputes I
N::JTES:
Progress. & Control
of Work I
<D May be separate documents, however
usually one document.
(Z) Usually placed in "General Provisions"
Payments to
Contractor I
of the specifications.
I CONCLUDING
PARAGRAPH
J
I Insurance, Sofet y,
Sanitation I
I SIGNATURES ~
FIGURE 2 Competitive Bid Contracts

(After P.D. Cody, Personal Communication, 1980)
the situation in the case study, Chapter 5, where the
contractor was appointed long before the detailed speci-
fications were known. A breakdown of the content of the
specifications is shown in Figure 3. This generally has
two main sections, the general data on drawings and
materials, and a technical provisions section which
specifies standards of workmanship and various tests and
inspections.
The last part of the contract documents consists
of the list of addenda and agreement. The addenda are
final items agreed on by the contractor and owner and
include change orders and equipment alternatives, which
may be suggested by the contractor to help in cost
saving. The addenda come under special conditions and
are attached to the general provisions. The agreement
is the final part of the contract documentation and in
effect commits both owner and contractor.
2.1.2 Implementation of Contracts
The selection of the contract form must be done
by a meeting of the accounting, legal, financial, and
engineering units of a company. In making a decision,
the fundamental differences between competitive-bid and
negotiated contracts should be clearly understood and
kept constantly in mind. The two main types of contract
also require different implementation. On the fixed
price contract, the owner agrees to pay a specific price
for a definite service, and constant inspection and
22
SPECIFICATIONS
I
I I
GENERAL
PROVISIONS
I TECHNICAL
PROVISIONS
I Basis for
Measurement
& Payment
-- -+-- -- -- -
f
Gen-
J
The
t
Muter-
t
Draw-
T
Data
t
Conslr-
t
Special I f
II
J Types
t
I I
era I Work ials ings uction
Site
Require-
ments
I
Proprietary
I
Perform-
once
t
Materials &
Workmanship I
Specific l Properties,
I Brand Composition,
1Cieanup
'-IT rafficJ
I
l{Use of Conmleter Portion!

I General
Description
r Characteristics
~Physical
t.; Facilities for Engr_ I Design & ~·Chemical
N
w
Utilities I
~ Storage Space I
lf lines & Grades I
I Installation
Operating r-- Elec., Therm-

al, etc.
~ Subsurfa·ce Exploration I
i Drowinos Reouired ol Contractor I I Conditions
~Appearance, I
~ I
-fDetoil Drawinas] Performance color, etc.
LJReference Drawinos
List of Contract Drawif!9S -j
; Warranties I
I Requirements
Special Require-
Mot'ls. & Work-
man ship r
4 Standard Soecilications l
L.JControl of Materials (oeneral)
t.; Wooe Roles I
I ments Regarding
Quality
Transportation,
Handling, & ~
L1 Cooperation I
-j Work & Mnteria s Furnished Lv ihers l
Progress of Work I
I Inspection
& Tests
Storing
'Inspection, Tests, ~
1 Sequence of_ 1~1ork
-IDescriotion of Work I I- -Warranty l
I
Analyses
----
~~sions & Conflicts I
Reference to Other Contract Documents I --c--=-&!= --~type of construction
FIGURE 3 Contract Specifications

(After P.D. Cody, Personal Communication, 1.980)
supervision are required to make certain that the service
is completed in the manner prescribed in the contract.
In contrast, in implementing the negotiated contracts,
the owner and the contractor are partners with a common
objective of completing the work in accordance with the
owner's requirements as quickly and as economically as
possible. In this case the emphasis is on the control
of expenditures which are reimbursable to the contractor,
as well as an inspection and supervision of his workman-
ship.
Frequently, in the course of construction work,
it becomes necessary to make changes in the plans and to
introduce additional work. In this case it is necessary
to implement changes by the issuance of a change order.
This should always be done in writing, and no changes
should be undertaken on the basis of verbal orders.
Methods for the determination of the costs should be
included in the contract.
One of the most troublesome aspects of construc-
tion is minor disputes, controversies and ambiguous
statements in the contract document. Prior to contract
implementation, some form of resolving disputes quickly
and least expensively should be established.
2.2 Construction Management Organization
The form and extent of project organization
depends upon the size of the project. It is not the
intent of this report to discuss all the aspects of a
24
field organization for project management. Nevertheless,
it is necessary to recognize that all projects require a
definite management organization, and that this will
differ with the type of firm and the type of project. A
lot of thought has to be given as to how a specific
project is to be managed; also, the management structure
should be developed in a logical and efficient manner,
not simply allowed to evolve.
2.2.1 In-House Project
The total in-house project capability where the
project owners also have a design and construct capability
exists with a number.of large companies such as Flour
Minerals, Kaiser Engineers, and Consolidated Coal Company.
Such a company has a construction division which designs
and constructs new plants. Although, in some cases,
they may undertake construction for outside companies
the main mission of the construction division often is
to support the company's production operations. This
type of project management represents the most integrated
form of management with no outside influence in the
actual project except for purchases from and deliveries
by vendors.
Figure 4 is a block diagram of the main lines of
authority on a project that is completely managed in-house.
The lines of authority are quite definite; smaller
companies can practice in-house project management on
small projects which relate to the expertise they have
25
XYZ COMPANY
BOD, PRESIDENT
I - ·~- T -1- T -,- 1 -.- T -,

I
I I I I 1-
~ .-------.....,
VP SALES, R & D
PRODUCTION,
FINANCE, ETC.
T
•
\ • LEGAL VP
\ FINANCE ENGINEERING
__ -· --·-·
'\ PAYMASTER
PROJECT II
PROJECT
.I MANAGERI··I MANAGER • MANAGER
./
/
SPECIALIST'S
FIELD
SERVICES
SUPERVISOR
(SOIL TESTING)
FOREMAN FOREMAN FOREMAN

CONCRETE STEEL EARTHWORK
THE PROJECT BOX

rn
STAFF RELATIONSHIP
LINE RELATIONSHIP
BOD BOARD OF DIRECTORS
FIGURE 4 Schematic Diagram of In-House

Project Management Structure
26
developed in their.business. For example, a small
surface coal mining company could construct a diversion
channel or temporary road without any difficulty using
its own men who are adept at earthworking from experience
gained during mining operations.
Where a project can be completed with in-house
capability, there is likely to be considerable cost
saving. This advantage is largely due to the fact that
being all one company makes it much easier to deal with
problems that arise. Thus the costly and time consuming
inspection to check that everything is being conducted
in accordance with contract details when work is done by
outside contractors is almost removed; instead, time can
be better spent on quality control. Legal problems
generally do not arise as there is no second party.
Although this may appear to be a small advantage it
should be remembered that, in addition to high legal
charges, litigation can tie up the project and suspend
work for long periods of time. The costs of idle time
can far outweigh the direct costs of the project.
There are also some points of caution. The ma~n
disadvantage with in-house projects is in the way the

project is implemented. A mining company may decide to
undertake an in-house project and will draw a project
crew from other departments, such as planning, engineering
and production. What may frequently happen is that as
other problems arise in, say, production, members of the
27
crew may be pulled away for a period onto other work.
This transitory type of project is rarely capable of
exploiting the benefits of in-house projects and in this
situation the project may cost more, progress slower and
less efficiently, then had a specialist firm been employed
to do it under a fixed price contract.
2.2.2 The Design/Construct Project
The second most integrated form of project manage-
ment is where the owner would employ a company with a
design/construct capability; for example, Fluor, Dravo
Corporation, and Bechtel offer a complete design, construct
and operational management capability. These companies
have constructed several plants and already have the
established capability and expertise. Projects of this
nature are called Turnkey projects (2). Figure 5 shows
the line of management control in such a project situation.
It can be seen that there is the start of dissemin-
ation of authority as the lines of authority become
mixed. The engineering vice-president of the construction
company while having complete control of the project and
being responsible for his company's objectives and
profitability also has to comply and satisfy the time
and cost constraints placed on him by the project owner.
The extent to which the owner becomes involved depends
upon the contract type.
Mining construction projects by their nature
generally tend to be large projects. Although it is
28
ABC COMPANY
BOD, PRESIDENT
YP
OVERSEAS
OPERATIONS
LINE RELATIONSHIP
- - - - - CONTRACTURAL RELATIONSHIP
FIGURE 5 : Schematic Diagram of Turnkey

Project Management Structure
29
'~
advantageous to operate under a fixed price contract

this is not usually possible under the design-construct
type situation. Even when a fixed price contract is
obtained it is likely to be so full of escalation factors
that the advantages of the fixed price contract would be
all but lost. For this type of project structure a cost
plus contract with a cost saving bonus for completion
under a pre-determined level would be useful. It will
be a good idea to demand the contractor to provide a
scientifically developed schedule and action plan for
project progress measurement and control.
2.2.3 Owner/Contractor Projects
The third form of project management structure is
shown in Figure 6. The owner either performs the design
work directly, or employs an architect. He then contracts
out the construction completely to a prime contractor or
maintains a position of prime contractor and tenders
work out to subcontractors. Legally the prime contractor
can contract out up to 90 percent of the construction
(3). For example a mining company may have excellent
facilities for mine planning and design, but it may not
have expertise in slope and shaft construction. There-
fore, the mining company may act as the prime contractor
for the overall project and for many activities in it,
but will subcontract some work such as shaft and slope
construction.
This type of project organization involves a mix
30
/
DO COMPANY
BOO, PRESIDENT
XY CONSTRUCTION
COMPANY
BOO, PRESIDENT
' ..
""
VP
ENGINEERING
I
CONTRACT
- -- I
--- --
DOCUMENTS
I PROJECT
I I
I
MANAGER
·----------~ I
MAIN IN HOUSE
CONTRACTOR . CONSTRUCTION
L--- - · -·----I
•
I
I I I !
I I
~. SUBCONTRACTORS J I SUBCO.NTRACTORS J .
THE PROJECT BOX .
LINE RELATIONSHIP
STAFF RELATIONSHIP
CONTRACTURAL RELATIONSHIP
FIGURE 6 Schematic Diagram of Owner/Contractor

31
of in-house and out-house expertise. For this form of
management to be successful, excellent contract documents
must be prepared for specifying work conditions, progress
and payments. Unless this is done in specifics, there
is considerable room for misinterpretation. Also in
this type of project organization there are a number of
line/staff functions and interactions which require a
tremendous amount of coordination. Even with excellent
and well experienced crews for each subcontract on the
job, unless methods are developed for resolving differ-
ences quickly and for reporting progress timely, the
project manager will find it difficult to coordinate the
overall project.
2.3 Management Science Techniques
Even if specific management structures are devel-
oped for a project, management science techniques should
be used for planning, designing, scheduling, executing
and controlling the project activities. This will
involve developing accurate time and resource estimates
that are to be used.
The essence of management science is the detailed
analysis of jobs to find the most efficient method of
doing work. Management science is now a complex field
with a number of quantitative methods for analyzing
decisions for a great range of organizational and manage-
ment problems. A manager tends to look at a problem and
define it according to the functional area in which the
32
problem arises. However, often problems in totally
different areas have the same underlying logical structure.
Some of the areas in which management science techniques
have been successfully applied are:
(1) Finance, Budgeting and Investments
(2) Purchasing, Procurement, Exploration
(3) Physical Distribution
(4) Manufacturing
(5) Replacement, Modernization
{6) Construction, Maintenance, Project Scheduling
(7) Marketing
{8) Personnel
(9) Research and Development
(10) Transportation and Logistic Systems
(11) Urban Renewal and Development
In the quantitative approach to management problems
the functions of planning, organizing and decision
making are viewed as logical processes, and are defined
as such to aid in mathematical processing. Although the
preceding applications list may seem quite varied, the
analysis of functional areas as a series of logical
process means that the same type of problem may occur in
many diverse areas. For this reason it is possible to
group the problem solving models conveniently into nlne
basic groups (4). Together with useful techniques from
mathematics and statistics, these models constitute the
basic repertoire of the Management Scientist. They can
33
be used singly or in combination, to solve most problems
that confront managers. A convenient grouping is as
follows:
(1) Mathematical techniques
(2) Statistical techniques
(3) Inventory models
(4) Allocation models
(5) Dynamic programming models
(6) Waiting line models
(7) Sequencing models
(8) Replacement models
(9) Competition models
(10) Simulation techniques
(11) Search and Heuristic methods
These techniques are powerful tools to help
management in decision making problems. However, their
use alone has not brought a unified solution to the
overall management problem (1).
For efficient management, management science
techniques must be employed but as only one part of an
integrated management approach. The usefulness of
scientific tools and techniques to plan and schedule
even very simple projects where their applications may
not by themselves be absolutely essential, can be very
beneficial because of the following reasons:
(1) The scientifically developed plan and
schedule serves as the communication tool
34
to one and all in the project.
(2) The. exact sequence of operations as to
when, where, who, and how the job will be
done is known because of the scientific
nature of the analysis that led to the plan
and schedule.
(3) Everybody involved in the project has an
appreciation not only of his job but is
made to think of the overall project as the
plans and schedules have been derived from
the interdependent relationships between
the activities.
(4) The formalized planning, designing and
scheduling process that has been done
behooves scientific thinking for all future
projects, and even the routine daily activi-
ties of the individuals.
2.4 Project Management and Field Supervision
It is important to point out that project manage-
ment and field supervision are quite different responsi-
bilities and must usually be separated in their scope of
authority. The project manager deals with unique tasks
and problems; the project he is working on is a single
large complex problem. Admittedly, there are features
in all projects which are the same regardless of the
nature of the project; however, no two projects are
identical.
35
The project managers responsibilities should be
clearly understood. The following points summarize the
main requirements of a project manager. The project
manager must:
(1) operate across many organizational and
functional lines,
(2) establish goals acceptable to senior manage-
ment and field crews,
(3) identify the required resources for execution
of the project,
(4) select a technical and project crew to work
with,
(5) establish a schedule for performance of the
work and communicate the activities to the
functional groups,
(6) project total budget requirements as well
as the rate of expenditure,
(7) analyze progress and report to senior
management,
(8) act as the focal point bringing together
the efforts of his company and those of
other organizations, such as contractors
and vendors.
Large construction and mining projects must have
a good project manager; this is essential if the project
is to proceed in an efficient manner. A group or team
with no definite leader has been shown to be ineffective(S).
36
A project manager is in charge of the total
project whereas the field supervisors, reporting to the
project manager, are the full time managers of the
technical effort in their respective areas of expertise
for the project. The field supervisors perform for
their area the same tasks which the project manager
performs for the project team as a whole. The field
supervisors assignments should be made as soon as the
project manager has had an opportunity to assess his
general work scope and special requirements. Early
participation of field supervisors in engineering planning
and organizing helps to achieve a sound plan and creates
a commitment to project success.
As well as acting as an extension of the project
manager in an individual field, the field supervisors
assist the project manager by:
(1) planning in detail for the application of
personnel, including a scheduled build-up
and release of individuals,
(2) organizing their work into definable tasks
for sub-groups and individuals to perform,
(3) coordinating the necessary drawings and
ensuring that the work follows the required
specifications,
(4) coordinating with other field supervisors
to establish general arrangements, routines
and support that can be offered,
37
(5) leading and developing the capabilities of
the personnel assigned to them to the end
that tasks are performed efficiently,
(6) measuring progress of work on a continuing
basis and to evaluate performance versus
the schedules,
(7} controlling the work by organizing changes,
authorizing overtime or supplementing
personnel to bring forward lagging elements
or to work around late or unforseen jobs,
(8} summarizing group performance by preparation
of progress reports as required for the
project.
Each experienced field supervisor is a candidate
for advancement to the position of project manager. In
recognition of this, the project manager has an obligation
to counsel and develop his field supervisors in activities
outside their disciplinary responsibility. The project
manager will also be required to evaluate the field
supervisors.
2.5 Summary
This chapter has highlighted four aspects of the
proposed approach to project management. Firstly, a
brief review of the various types of contract documents
was provided. Secondly, the organization for management
of a project was discussed. Thirdly, the use of scientific
techniques for planning, scheduling, executing, and
38
controlling projects was advocated. Finally, the project
manager's role and the field supervisors responsibility
were briefly outlined. Each of these aspects is important
in itself; however, each by itself cannot be expected to
bring order or unifying theory to the complexities
involved in the overall problem of project management.
It is hypothesized that when all these aspects are
coordinated the result will be a successful project from
conception to completion.
39
CHAPTER 3
REVIEW AND INTRODUCTION TO CPM/PERT
AND ITS COMPUTER APPLICATION
3.1 Introduction
For a large and complex project, planning and
scheduling of men and materials efficiency is a difficult
management problem. Resource allocation and scheduling
is an important aspect of any industrial activity. It
involves not only the time at which the resource will be
used but also the amount of resources that will be
required at that time. In most projects several jobs
will be ongoing at one and the same time; therefore,
problems in allocation and scheduling can arise due to
resource limitations. Even if there were no limitations
on the availability of the resources, there is still a
need to schedule the resources in such a manner as to
aid the overall progress of the project.
A project is, in reality, a collection of jobs.
As a project increases in size and complexity so do the
number of jobs in the project. However, it has been
observed, in several projects, in diverse fields, that
the number of jobs which tend to control the time dura-
tion of the project remains a small fraction of the
total number of jobs. These jobs that control the
project duration, can be described as critical jobs, and
40
constitute between 10 to 15 percent of the total number
of jobs. In the words Pareto, the critical jobs are the
11
vital few 11 , and by monitoring and advancing the progress
of these jobs, the progress of the project as a whole
can be aided.
A formalized methodology for the management of
projects was introduced in 1957. The method devised by
Kelly and Walker was called the Critical Path Method
(CPM). The impetus for the development was the need to
improve scheduling and cost control over construction,
maintenance, and shutdown of chemical process plants.
In 1958 a system, somewhat similar to CPM but one that
allowed for the incorporation of probalistic time-duration
estimates was developed, to improve methods of planning
and control of complex programs. This method was called
the Program Evaluation and Review Technique (PERT). The
impetus for the development of PERT was, the enormous
number of jobs associated with the Polaris Missile
program, and the large number of contractors whose work
had to be coordinated, and the urgency and critical
nature of the completion deadline for the project. The
use of PERT has been credited with advancing the comple-
tion of the Polaris Missile program by two years.
Initially, CPM and PERT received enthusiastic
support in several technical and trade publications. In
fact, this has led to the opinion by some executives
that the methods was over sold (6). As CPM and PERT
41
became more widely used there were new refinements and
extensions of the basic concept. These techniques are
now discussed in management literature under the general
heading of network analysis. Within five years of its
inception, CPM had been extended to include resource
allocations and time-cost trade off analysis. These
extensions were aimed as much at the control function of
the management process as the planning phase, which up
to then had been the principal area employing these
techniques.
Proper application of CPM techniques assist
management in the following ways (7):
(1) The entire project is seen as an entity.
(2) Critical activities are identified.
(3} Interrelationships and responsibilities are
defined.
(4) Duplication of effort is minimized.
(5) Activities are tightly controlled at the
operating level.
(6) Activity and project times and costs are
correlated.
(7) Manpower requirements can be controlled
effectively, subject to availabilities and
project duration.
3.2 Critical Path Method and Least Cost Job Expediting
When a task has to be undertaken the decision as
to what amount of resources to commit is basically a
42
time-cost trade off. For example, take a job of cleaning
the rock falls in an old stope prior to preparing it for
re-entry and mining. In this particular case it has
been estimated that this would take approximately 18
manshifts, and that for the optimal use of the equipment
and other physical assets needed, a minimum of three men
will be required. Therefore, to place less than three
men on the job would be slow and inefficient. A normal
situation for the company would be to place a crew of
three men on the job for a period of six days. The
costs and duration associated with this schedule is,
say, defined as the normal times and normal costs. A
premium cost situation would be where management wanted
the task completed in a shorter period. Such a situation
may arise due to the urgency for cleaning the falls for
establishing the ventilation to the affected workings.
In this case, this could be achieved by employing another
crew to work on the second shift. This way the job
could be completed in three days; however, a premium
would have to be paid for the second shift crew. Thus
the cost would be higher than normal. The job could be
completed in a crash time if it was of a very critical
nature by employing a three-man crew on all the three
shifts. This would be the shortest possible time to
complete the job and will also entail the highest cost.
In this case, the job can be complete within two days.
This schedule is termed the crash duration and involves
43
a maximum or crash cost. To try to increase the number
of men per shift on the job may be advantageous if the
work output can be increased. In this case it is assumed
that, employing more than three men will not be useful
due to the physical restrictions of working in a confined
area. Figure 7 shows a graphical representation of this
time cost curve for the different situations.
The concept of the normal, premium and crash
durations, and costs is very important. Decisions on
trade-offs between time and cost can be made on a quan-
titative basis using cost implications as the criterion
for evaluation. The fact that only approximately 10 to
15 percent of all jobs in a project are critical is the
key to achieving least cost job expediting with the
critical path method.
Preliminary planning for CPM begins with a defini-
tion of the project obj~ctives. Each job (or activity)
in the project consists of a quantity of defined work to
be accomplished. A detailed listing of all the proposed
jobs is done. The jobs are then sequenced in an arrow
diagram. The arrow diagram is drawn by considering the
following questions at each stage and answering them
correctly:
(1) Which jobs must be completed before a
particular job can be started? This
question is objective in approach.
44
::c
VI
-<
~
u
>-
t
--
u
I ll
0
..c
~
-<
VI
VI
w
u
w
z
z
...,
0 :::t I / CRASH POINT
PREMIUM POINT
/
·-
2 3 4 5 6 7
Job Duration - Days
FIGURE 7: Time-Cost Relationship for the Example of

Cleaning Rock Falls from a Stope.
45
(2) Which jobs can be started after a particular
job has been completed? This is a subjective
question.
(3) Which jobs can be done simultaneously?
In a problem of complex nature, by repetitive
interrogation, all steps are evolved and the network
completed. This is the basis for pin-pointing the jobs
on the critical path. Critical path can be defined as
the longest time path through the network from start to
finish. It is also the shortest time in which the
project can be completed.
Definitions of the terminology used in CPM/PERT
are presented in Appendix 1, along with a simple example.
3.3 Assumptions in Using CPM/Network
Scheduling Techniques
There are some inherent assumptions that are made
when it is decided to apply CPM to planning and sche-
duling a project.
One of the main assumptions in CPM application is
that a project can be subdivided into a set of predict-
able, independent activities (or jobs) which leads to
two implications. First, it assumes that the set of
activities comprising a project is known beforehand.
While this is not unreasonable for certain projects
involving well established technology and operations,
for some projects, such as research and development
(R&D) programs, this is not necessarily true. Secondly,
46
it assumes that the project activities are separate and
independent. This is not always the case. In practice,
where one activity ends and another begins is sometimes
a matter of arbitrary choice. For that matter some
activities such as legal counsel, may not even be consi-
dered by some as really an activity of the project.
A second main assumption is that the precedence
relationships for project activities can be represented
and defined before a project begins. This may not be
always true. For example, in R&D applications, the
precedence relationship may not be easy to develop;
there may be many people working on different projects,
where, although the successful completion of one project
has a bearing on the work carried out by others, there
is no fixed, pre-determined course of action. Also in
some practical applications such as test programs some
precedence relationships are contingent upon the outcome
of previous activities. For example, an unsuccessful
test start up on a plant results in feed-back loops
which cannot be pre-determined.
A third assumption in the application of CPM is
that the time estimates for all activities are known
with certainty. Although most scheduling methods require
time inputs, CPM is especially sensitive to these esti-
mates because so much of the output depends upon activity
times. This feature, however, has an advantage as the
47
model has the ability to project the effects of unanti-
cipated delays as they are encountered and thus assist
in making schedule adjustments. Also, activity times,
although represented as independent of each other, are
often not. In practice it is not uncommon for an activity
to have to be accelerated as a result of a delay in the
completion of its predecessors. For all projects, time
estimates are still largely subjective in nature, and
depend both on the vagaries of the humans who produce
them and on the environment within which they operate.
It is important to insure that data collection and
reporting for both time and cost estimates be standard-
ized.
A common assumption made in using the CPM model
for evaluating time-cost trade-offs is that the duration
of an activity is linearly related to the direct cost of
resources applied to the activity. This is not always
valid over the time-cost range. The main problem in
trying to incorporate a time-cost trade off situation,
such as that described in Section 3.2, is in the field.
It can be expensive to obtain the data and estimates,
and once collected the data may be unreliable as, the
actual relationships may not be known with certainty.
However the potential benefits of modelling time-cost
trade off curves and cost optimization are great, and
there are a number of models which attempt to incorporate
this feature (8).
48
Though not an explicit assumption, when projects
are planned and scheduled using CPM, there is an implicit
understanding that the CPM application has the support
of top management. When the application of CPM is
initiated by top management, greater acceptance and
success are assumed than otherwise. As the project
network, and even individual activities, cut across
different departments it has a vital need for top level
guidance and coordination. The initial project planning
may involve fairly large expenditures to establish a
project network, and top management approval is necessary
for this. In fact, the Air .Force has estimated costs
averaged between 0.1 and 0.5 percent of total project
costs (9).
3.4 Advantages of CPM I
I
!
The basic advantages of scientific management
which have been outlined in Section 2.3 apply equally
well to CPM; also there are a number of other endearing
features of CPM.
(1) It is used at all stages of project manage-
ment, from the early planning stage, when
various alternative programs or procedures
are being considered to the scheduling phase
If.
: :
and finally in the operational phase.

(2) CPM is straightforward in concept and easily
explainable to the layman. Calculation,
49
while tedious for large projects, are not
difficult.
(3) Basic critical path data can be hand cal-
culated with reasonable speed for projects
with up to 200 or 300 activities; and
computer programs are readily available for
larger projects.
(4) The network graph is a good visual aid for
explaining the interrelationships of activ-
ities which comprise a project and can
easily be studied while in the field.
Subcontractors may quickly perceive how
their part of the job affects, and is
affected by, other parts of the project.
(5) A continuous watch can be focused on a
relatively small subset of activities in a
project which are considered critical.
Field management can focus greater attention
on problems in these areas as opposed to
dwelling on all jobs or activities.
(6) CPM enables the manager to continuously i.
evaluate the effect of various trade off

possibilities allowing him to select an
optimum or near-optimum schedule.
(7) The versatility of CPM in its practical
application means that it is not restricted
by the type of project. Moreover, it can be
50
applied at several levels within a given
project, from a single department working on
a subsystem to multiplant operations.
(8) As a practical simulation tool it enables
the manager to project into the future the
effect of changes and to take appropriate
action. Thus, for example, the manager can
quickly study the effects of crash programs
and can anticipate in advance potential
resource bottlenecks that might result from
shortening critical jobs.
When wisely used by a project manager who under- ~ ii
l 1~\
stands its strengths and limitations, CPM can be an
effective amplifier of his managerial skill.
3.5 Critical Path Method, Computer Programs
Paralleling the development of CPM, in fact
enabling much of that development, was the evolution of
computers. Rapid developments in computer technology -
both hardware and software - allowed for more economical
accomplishment of the many CPM/PERT network evaluations.
Modern computers allow for the introduction of more
complex algorithms with capabilities to analyze very
large networks.
It should be emphasized at the outset that computer
',
processing is not always required to make effective and
economical use for critical path methodology. When
comparing various available programs it is desirable to
51
look for a number of key features. Over a decade ago
Phillips documented a number of features and provided a
useful review of 60 available programs (10). Although
modern computer technology has resulted in producing
improved, faster and more versatile programs, the basic
features which are required by the user remain virtually
unchanged. The following is a brief review of the
various features which should be contemplated when
considering a program. Table 2 is a listing of some of
the currently available programs and their special
features.
The capacity of critical path programs is usually
expressed in terms of the number of activities permitted.
Capacities vary from a few hundred to at least 100,000
activities. If a network exceeds the capacity of the
program, it may be possible to divide the network into
two or more parts for separate computation. This pro-
cedure is often quite inconvenient and a program should
not be chosen which would not accommodate the size of
the job required.
Some CPM programs require that events be numbered
in ascending order. This is a severe restriction for it
inhibits the flexibility of the network and causes
event-numbering bookkeeping problems. One of the important
features of critical path methodology is its flexibility,
which facilitates changes in plans and estimates as the
project progresses.
52
TABLE 2: Review of Some of the Latest Available Scheduling Programs
REF (8, 11)
Program Name Cost Characteristics
MINIPERT (PP) $165 per month Interactive CPM program designed to meet managerial
requirements of complex research, engineering and
manufacturing projects.
Features include: calendar conversion; tagging activities
for work on holidays; network with subnets; process network
or subnets; conversational, diagnostic and error correction;
reports including barcharts and project-diagrams.
PROJECT MANAGEMENT Basic $57 An integrated collection of computer program modules.

SYSTEM IV Network Processor $56 CPM/PERT and resource allocation. Has a flexible add-on
Ul
w (PMS IV) Extended Network capability allowing growing library of management routines.
Processor $105 Has a report processor with 4 optional features:
Cost Processor $56 (1) Network Processor; similar features to Minipert,
RAP feature $226 except not interactive, capability to process up to 255
(all per month) subnets each containing up to 32,000 activities.
(2) Extended-Network Processor; all the features of 1)
plus, progress reporting, current reporting, different
work weeks per activity.
(3) Resource Allocation Processor (RAP); fixed time or
fixed resource scheduling; include any number of the
subnets, precedence loading of activities for situation
with limited resources, alternative resources.
(4) Cost Processor, cost period report, rate tables for
budgets, charge number rate tables for application of
factors such as general and administrative expenses,
non-linear spreading of costs.
TABLE 2: {continued)
PMS IV NETWORK $350 per month Produces, on a system printer, network diagrams for
PLOTTING PROGRAM projects being planned and controlled by PMS IV, can
restrict or modify output.
PROJECT ANALYSIS Main Processor $210 CPM for project management. Has Main Processor plus
AND CONTROL Resource Allocation optional features:
SYSTEM (PROJACS) $150 (1) Main Processor; CPM analysis of projects, reporting
Network Preparation schedule
$52 (2) Resource Allocation Processor; schedule based on
Cost Evaluation $52 resource availability
Ul
(3) Cost Evaluation Processor; computes and summarizes
costs for subdivisions of the project.
""" (4) Network Preparation Processor; network generation
and updating, network drawing capability.
MANAGEMENT $180 - $1125 per Four basic modules under a supervisor control.
CONTROL SYSTEM month (1) Network scheduling
(2) Multi-project dual limit resource leveling of up to
104,000 activities
(3) Cost reporting using either schedule and accounting
system or direct input
(4) Cash flow forecasting, comparing current and predicted
expense and income
Basic unit includes estimating and logistic procedures.
~ -c-- -"'--:d:~-~~"'-'--=~~-~~-~~~~--~~---.;...;__;.;_;;;,;.;;,.._ _~-~~~-----------

PROJECT Purchase for Particularly suitable for data processing projects

CONTROL/70 $10,500 (e.g., R & D, maintenance), network processing, handles
direct and indirect costs, priority rating of activities,
can use historical information to provide schedule timing
trends.
PROJECT Purchase for Retrieval system to be used with Project Control/70,

CONTROL/70 $5,500 designed for clients with no programming knowledge who
REPORTER want special reporting facilities. Quick creation of
special scheduling reports, management exception status
Ul reports, cost analysis, project-task-resource statistical
Ul
comparison.
PROCON 3 - Purchase for Planning Features include; planning check list, estimating,
PROJECT PLANNING $14,500 or alternate plans, project schedule and budget generation,
AND CONTROL Lease Inquiries network plotter, resource priority rating.
Control Features include; start of week report and
schedule, completion cost and time forecasting, trend
graphs, bar charts, exception reports.
LAYLA Lease Cost on For producing schedules with severe restraints, produces
Request resource dependent schedules from CPM analysis, resource
leveling. Can apply various constraints on activities.
Variety of reports, including graphical features.
EZPERT - Lease $280 per Prints CPM/PERT schedules, arrow diagrams, bar charts,
PROJECT GRAPHICS month cost, manpower and resource graphs, gantt charts.
SYSTEM Translates tabular data into networks compatible with
most network analysis and calculating systems.
ACS PROJECT Purchase for $4,000 - Designed to use minimal core in solving network schedules.
MANAGEMENT SYSTEN 15,000 Outputs include schedule, summary gantt chart, detailed
gantt chart.
Key features are: speed of processing, activity-on-node,
early loop detection, multiple starts, budget control,
Ul
selection of appropriate bar chart scales.
0'1
PAC II SYSTEM Purchase for $16,500 Successor of most widely distributed PAC I system.
Total management system including; planning control,
accounting, cost allocation, historical profiling.
The planning system includes resource scheduling
capability and inter-project networking.
The control system provides individual detail reports
for different levels, resource tracking for large
number of individual resources.
K AND M Purchase for $22,000 Resource planning and CPM scheduling, resource leveling
CPM/RPSM or Lease $625 per and smoothing with both time and resource constraints.
ARROW SYSTEM month Ability to handle 30,000 activities and ISO resource types,
logistic handling. Will break up (stop/start) activities.
Reports in graphical tabular or listing formats.
But if a change means renumbering many events, this
change is discouraged and the network may be allowed to
become obsolute. This problem tends to be encountered
on the earlier programs and the majority of programs now
perform the ranking function internally and thus permit
random numbering of events.
Some CPM programs will accept scheduled dates
assigned to the terminal events in the network, and
backward passes are made from these scheduled dates,
rather than 11
turning around 11 on the terminal event's
expected date as computed in the forward pass (See
Appendix 1). The acceptance date means that the slack
figures will be ralated to the scheduled dates, and the
critical path may have·positive, zero, or negative
float. In some programs scheduled dates are permitted
at any intermediate event. In such programs the slack
computation is based on either the scheduled date or
computer latest allowed date, whichever is more con-
straining. An example of a schedule date on an
intermediate milestone could be the date for switching
on the power and test running the ventilation system in
a new complex.
CPM was originally developed for large-scale
development programs which are controlled through many
levels of management. One of the effects of this require-
ment for standardization was the use of actual calendar
dates in the input and output phase of the programs, as
57
opposed to project days. In large scale operations this
convenience saves a great deal of clerical effort and
avoids confusion over dates. Now most programs have
this calendar dating routine and it is particularly
important in such areas as construction project where
coordination of subcontractors is aided by calendar
dated outputs.
Output sorting is an important feature in the
critical path output. The way in which the output is
arranged effects the utility of the program as a manage-
ment tool. Some of the sorts currently in use are by:
(1) Total float
( 2) Successor event number
( 3) Early start date
(4) Latest start date
(5) Responsibility code
Some programs provide only one sort; others offer
options. All the different sort options have a particular
prime function; for example, sorting by total float
provides a listing of jobs in order of their critically.
Sorting by early start gives a listing of activities in
the ideal order they should start. Listing by late
start provides a control tool to insure no jobs have
fallen past their latest start dates, thus insuring that
delays do not occur. Listing by successor event number I'
''
is useful for checking the listing against input data,

as this data is characteristically prepared in order of
58
l
event numbers. Listing by responsibility code is useful
in preparing listings for various contractors or depart-
ments. The more modern programs tend to have multiple
sort options, for example, activities could be sorted by
early start first and then each date could be sub-sorted
by total float.
Graphical output is a good feature for a CPM
program to have as it aids in situation clarification.
Some critical path programs include routines that
prepare bar charts of selected key activities 11
drawing 11
the bars on a time scale by repetition of some character.
Earlier programs did not have any capability to generate
network diagrams directly from the computer, consequently
critical path analysis tended to concentrate on making
tabular reports as readable as possible. There are
programs now, such as the PMS IV Network Plotting
Program (11) which produces, on a system printer,
network diagrams for projects being planned and
controlled by PMS IV (Project Management System IV);
these programs provide a further saving by removing the
need to hand-draw the network.
Routines have been developed which in effect
condense large networks into smaller one, the three
phases involved are:
(1) The condensation of large, detailed networks
into smaller ones.
59
:il
j
(2} The integration of two or more condensed
l:l
networks. I
I'
(3} The expansion of the condensed and

integrated networks back into separate,
detailed networks.
This network condensation-integration-expansion procedure
provides extraordinary capacity for processing the
largest networks and groups of networks. It also aids
in the preparation of summarized reports for management.
CPM programs differ somewhat in their updating
facilities and how revisions are handled; these differ-
ences are worthy of consideration in situations calling
for periodic revisions.
Error detection and warning messages differ
widely from one program to another. For example, when
encountering a network loop some programs may get into
the loop and keep running, while at the other extreme
some programs will stop, come out of the loop, and print
the activity numbers in the loop. Other types of errors
are less difficult to detect by programmed routines, and
thus most programs will provide adequate detection and
diagnosis.
Programs may differ between being event oriented
or activity oriented. The distinction is not, however,
a substantial one with respect to computational proce- I:
dures. Figure 8 shows the two types of diagramming for
a two-activity example.
60
1 2
G) ~(§)
Activity on node
2~
Activity on arrow
Letters a, b, represent activities
a = Pour concrete
b = Cleanup after concrete
FIGURE 8: Examples of activity on arrow and
activity on node diagramming.
The activity on arrow form is the most predominant,

largely as this was the original form and became firmly
established at an early date. Here the activities are
defined as occuring between consecutive node numbers,
compared with the "on node" form where activities are
defined as occuring on the node.
61
Most modern programs have the ability to do cost
accounting, in that given the cost for various resources
and the quantity of resources used, project costs can be
obtained. This leads to cost optimization routines
which, using time and cost data for each activity, seek
an optimal time-cost balance. Most of these routines
assume a linear relationship, in reality it is better
represented by a u-shaped curve. Although optimization
models have been proposed which attempt to accept curves
of any shape, very few programs have succeeded.
A more common feature than cost optimization is
cost control. This feature of CPM/PERT programs involves,
summarization of budgeted and expended funds by time
period based on input data related to activities, or
groups of activities, in a network. Often these programs
are designed for compatibility with the accounting
procedures of an organization. Cost control procedures
should also provide for various levels of cost summari-
zation and breakdowns by subcontractors, project phase
and so forth.
In addition to costs, project managers must be
concerned with the proper utilization of men, equipment
and facilities to avoid overloads and idle periods. A
few computer programs have been written which attempt to
schedule with the input of the maximum available resources;
some of these programs will operate on only one resource
62
category at a time, although some will operate on a
large number of resource categories. Resource scheduling
from a scarce resource library and resource leveling are
some of the features necessary and available. One such
program, Management Control System (MCS80), has a resource
levelling capability of two resources covering up to
100,000 activities (11).
The general trend in the new programs coming out
is to combine more and more of these different features.
Eventually computer programs will be written which
optimiz~ all aspects of a project, taking into account a
variety of time-cost trade off conditions. Also future
outputs are likely to point out recommended alternatives
and even show updated network diagrams. Table 2 is a
listing of some of the latest programs available and
their features; there is also included a current purchase
and renting fee for a prospective user.
In computer processing of CPM data, there are
basically two types of techniques utilized, batch pro-
cessing and time-sharing direct inputs. Batch processing
entails the traditional input of punched cards and
output, typically in the form of tabular printout. In a
time-sharing system, input of data is generally done
directly from a keyboard console connected to the main
computer by means of standard telephone lines. The
latter has the advantage that it avoids the time con-
suming process of delivering jobs to a distant center
63
and awaiting the output to be sent back for analysis and
correction of errors. The direct access allows the
immediate return of processed information allowing a
firm to consider alternate schedules quickly during the
planning phase, but more importantly, it allows him to
process updated information quickly and thus make the
CPM schedule an effective control mechanism. Recent
developments in interactive computer graphics are certain
to have beneficial effects towards making project manage-
ment respond more rapidly than before to changing avail-
ability and time limitations.
3.6 Program Project 1
The computer program chosen for use with the CPM
application in this report was PROJECT 1. Reasons for
its selection are as follows:
(1) Among the various programs available at The
Pennsylvania State University this program
was the most useful for the coal preparation
plant construction project (Chapter 5). The
computer model has cost and resource functions
as well as the standard scheduling features.
To purchase or lease one of the newer programs 1:
< ~
would, as can be seen from Table 2, be cost ::j
prohibitive for just this one project.

(2) The program is well documented; it was in
public use both inside and outside the
64
university, and had shown proven success in
the past.
(3) As the program was permanently available, at
the University's Computer center it would be
possible at a later date to follow through
on the project or make changes.
A description of the PROJECT program follows.
PROJECT, which stands for Project Engineering Control,
is a computer system developed by the Massachusetts
Institute of Technology in 1969, and was designed to
assist in the integrated planning and control of civil
engineering projects. PROJECT accepts, processes and
saves information supplied by the Engineering-User by
means of a language, a set of programs and a set of
information files. The internal workings of the program
and the structure of the information files are described
in the publication ICES PROJECT: Internal Logic Manual
(12).
The information processed by the system centers
upon the concept of a network representation of a project.
Every job that can be represented by a network of items
and associated interdependencies can be processed by
'I
PROJECT. Once the network logic has been defined and

basic data about it compiled, PROJECT is able to serve
as a vehicle for the storage, processing and display of
this information to aid in the efficient management of
the project.
65
,
ICES PROJECT consists of a set of computer programs
that perform the operations of input/output, data storage
and retrieval and computations required for the processing
of the commands. It is a problem-oriented language with
which the user may describe the characteristics of a
project and request display of any information computed.
The use of PROJECT requires only some knowledge of
programs and computers and their operation. The main
requirement is an understanding of the set of commands
which make up the language of the PROJECT information
processor. The meaning of the commands are self-evident
to a user familiar with project management techniques.
At the heart of PROJECT is the network analysis
system capable of processing networks. The user may
impose external time constrains, specify a calendar
reference point, and set aside certain dates to be
considered as non-working days in the calculation of the
critical path schedule for the project. Whenever
necessary, the user may refer to a point in time as
either a calendar date or a job working day. The only
restriction is that a calendar reference point, i.e., a
project start date, must have previously been given
before "time data 11 can be expressed in terms of dates.
Although PROJECT is primarily a scheduling system
it has capabilities to perform resource and cost account-
ing. These features, which were one of the main reasons
for the selection of the PROJECT package enable the user
66
~
to assign costs for activities either directly or through
the extension of resource consumption estimates. Both
graphical and tabular presentation of predicted cost and
scheduled resource consumption, on a daily or cumulative
basis, can be obtained.
Progress analysis with PROJECT is also possible
when actual starts, and costs are reported. A comparison
of actual progress against planned progress can be
output.
In addition to learning the language of PROJECT,
the user must be able to combine and order his commands
in a manner that will effect a solution to his planning
and scheduling problems. The commands prepared by the
user serve as input to the computer and the PROJECT
system. Each command is completely processed before the
next is considered.
The design of the language and the allowable
command formations are intended to provide a familiar
and easily understood medium of communication for the
project planner.
Based upon the output the user can modify the
network model in order to refine it, and then run it
again. This repetitive interaction with the system will
generally result in several separate runs through the
computer before an optimal or near optimal solution can
be obtained.
67
The schedule/report commands provide both the
means of performing scheduling calculations and of
printing the schedule in a number of forms. The two
main forms of schedule output are tables and bar graphs.
The tables provide a good listing of information which
can be used for calculations of various manpower and
time constraints. The bar graphs are required as a
visual tool by which both project management and con-
tractor can clearly see what is required and when. By
being prominently. displayed anybody can look and check
when tasks are due to start or finish. There are a
number of sorting options on both bar charts and tables,
for example they can be sorted to produce an ordering of
activities by early start times. Status reports can
also be produced in this form showing what the job
status should be at a given or over a given time period.
Combining the status report with the sort commands
provides the capability of printing any subset of
activities according to any given output options the
user attaches to the end of the print command.
3.7 Project Cost and Resource Planning Capability
A more advanced phase of project management
involves planning cost and resource usage. It was the
author's desire to incorporate these features of project
management into the scheduling process to form an inte-
grated system. The project manager is concerned not
only with the time spent in performing activities, but
68
also with the costs incurred and resources consumed in
project implementation. The main objectives of cost and
resource analysis are to arrive at improved patterns of
cashflow and resource usage over the life of the project.
A number of techniques can be used to adjust the project
schedule and thereby modify these projected patterns so
they will represent a feasible, economically sound, and
near optimal plan of cashflow and resource usage.
All cost and resource accounting under PROJECT
requires that all planned costs and resource usage be
associated directly with network activities. These may
be thought of as activity accounts, as opposed to the
more traditional working accounts. It is possible to
consider working accounts in conjunction with activity
accounts but activity accounts are the means of access
to the PROJECT accounting features; that is, input of
cost and resources is in terms of activities.
Costs may be assigned to activities without
reference to resources by assigning dollar costs with
the activity information used in constructing the ori-
ginal schedule. Before any resources are assigned to
the activity accounts, resources must be defined. A
resource is an entity required for activity performance,
whether it be a particular material, a labor classifi-
cation, a piece of equipment, an entire subcontracting
organization, or some unspecified items. This record of
resources is automatically stored in the Resource Library.
69
The Library is defined on the 11
system 11 level; that is,
it is independent of any particular project. The Resource
Library may be thought of as a list of accounts, which
may apply to any or all projects.
An activity may have any number of resources
assigned to it. Conversely, a resource may be assigned
to any number of activities.
For a given project, reports can be generated on
a per/activity basis, or on a per/resource basis.
Reports on a per/activity basis are suitable for activity-
planning schemes, and reports on a per/resource basis
allow adaptation of a working account planning scheme.
The cost and resource features of PROJECT should
be thought of as cost and resource planning rather than
accounting, as they do not consider cost progress report-
ing, or evaluation criteria for project performance.
Rather, the cost and resource planning features enable
the project manager to consider problems of expected
cashflow, and resource utilization rates. These features
are also designed to provide basic data for more use in
sophisticated management techniques such as resource
leveling under resource constraints, and time-cost trade
off calculations.
The reports produced can be presented in two
ways, a tabular listing of data and a visual schematic
bar chart or graph. Time periods over which reporting
is done is optional and is specified by the user as are
70
the increments used. Resources can be accounted for
either as units of measure or converted, using the
Resource Library data, to dollars.
When requesting interval cost data this is com-
puted by summing all the total daily cost over that
interval. The total daily cost is computed by summing
the daily costs of all activities which are in progress
on that day.
By using the selection options, cashflow and
resource usage can be displayed for the project as a
whole, or for subgroupings in the project, such as the
cashflow for a particular subcontractor. These features
can be helpful, for example, in determining anticipated
subcontract payment rates.
3.8 Logistics and Control
In addition to the activities of the project
network, certain supporting operations exist to be
scheduled called logistic procedures (or "logistics").
These include; tendering a bid notice to invited bidders,
reviewing the bids obtained deciding on a supplier,
placing the order and finally arranging the delivery to
site.
These operations are largely of an administrative
nature. Figure 9 shows a simple example of setting an
electric motor with the associated logistic procedures
for obtaining the equipment. Logistic operations must
be performed in advance of their related project
71
TENDER REVIEW ORDER
-----)lo.{)---
NOTICE
- - ....o - . - -~\~
BIDS
U'·~
?~
~\...>-
~SET SWITCH GEAR{)
·~,
O EXCAVATE 0 /CONCRETE ~o SET ~~7:- TEST
0
'-1
N
PAD ,~ MOTOR RUN
A..o./
~~~~
_ ~~~~ _REVI~~O- 9~E_R_~/'-S
NOTICE BIDS
WORK ACTIVITIES
- ·-• - LOGISTIC PROCEDURES
FIGURE 9: Sample Network Showing Logistic Procedures.

activities and very often the timely accomplishment of
these logistics can mean the difference between staying
on or falling behind schedule. The logistic procedures
are repetitive in nature; although applied to different
aspects of the project, the same series of operations is
being performed repeatedly.
In PROJECT the logistics are designed so that
they can be defined on a system level and can be applied
to any number of projects. The time-tables for the
logistic procedures can be output separately to the
network schedule. In this way staff other than project
personnel who may be responsible for administration need
not be burdened by schedules of network activities.
Also separate consideration of supporting operations
facilitates control and simultaneously simplifies activity
networks. The fact that logistic operations logically
precede their associated network activities, suggests
that the logistics must be computed before the network
schedule is computed. However, when logistics are
represented by dependent sequences, as in PROJECT, the
schedule of network activities is computed first, only
when it is calculated are the logistic operations con-
sidered. Hence the schedule for logistics is based upon
the network and determined by back-scheduling from the
schedule of network activities. The sequence of events
for the supporting operations is therefore a dependent
sequence, dependent upon the activity schedule.
73
The user usually specifies a leeway or time
interval between the end of the logistics and the start
of the project activity. The computer attempts to
schedule in the leeway, however, if the activity is
scheduled to start earlier than the end of the period of
leeway there may be a problem. The computer first
reduces the leeway; if that is not sufficient, the
activity is delayed up to the late start date specified
in the network schedule and then if there is still a
problem, the number of infeasible days for the logistics
is specified. The user exploits the information one of
two main ways. Firstly, a logistic schedule can be
obtained showing the problems, if any, and any infeasible
operations. The other use is to obtain a listing of
when purchase orders should be written for equipment and
forwarding this to the administrative office. Later on,
this order schedule can again be checked against the
order book to check that no order for required materials
has been overlooked.
The utilization of Critical Path Techiques is
essentially a three-step procedure involving planning,
scheduling and control. Any control technique itself is
'I,
again threefold, consisting of gathering and reporting
of actual information, comparison of this information
with the anticipated progress and costs, and, if neces-
sary, updating and revision of the original network.
74
PROJECT assists the user in all three tasks. The
collected progress data is input and a comparison report
can be obtained showing predicted and actual status.
This comparison is particularly useful when sorted by
early starts as activities that have been omitted or not
begun show up immediately.
The main control focuses around a report produced
by comparing project progress and the original cost
analysis. The progress analysis shows the percent (%)
progress completion, time overruns or underruns and the
cost overrun or underrun. These figures provide the
project manager answers to questions on whether the
percent (%) complete matches the percent (%) cost
expended. Situations where the activity is way behind
on the percent (%) complete but way ahead on its percent
(%) cost used become clearly evident. This report is
instrumental in allowing management by exception.
In cases where incomplete data may have been
submitted, such as a finish date but no start for an
activity, the program assumes values for the missing
information and prints a message to this effect when the
activity appears in the report. Any cases where an
activity has been delayed such that it has changed from
non-critical to either critical or super-critical (project
delay) is clearly marked with a warning.
75
In summary, PROJECT is capable of good scheduling
and control of the construction project, is flexible
enough to produce any required output and has good cost
and resource accounting capability.
76
CHAPTER 4
CPM APPLICATIONS IN THE MINERALS INDUSTRIES
4.1 Introduction
The application of CPM is not limited to any one
field, not even to any one discipline. In the same
discipline, it has found use in several functions.
There is a considerable volume of published
material covering CPM and its applications. There is
also a lot of information on the development of new
network techniques, such as GERT, which are adaptations
of CPM/PERT. The main development of CPM has been in
the civil engineering industry. However, even here its
acceptance by operators has by no means been universal.
There are several construction companies, particularly
the small ones, who do not use it routinely. Part of
the problem is that some engineers/managers are not
familiar with it and are not adapt at using it, whereby
they regard it as an unnecessary complication. In some
instances, CPM applications have not been properly
planned. In these cases, the anticipated savings have
not been realized in practice. This has resulted in
less than total acceptance of CPM. Published literature
on the application of CPM to mining industry planning,
design and construction problems is rather small when
compared to that in other industries such as construction
77
and aerospace. In this chapter some of the applications
of CPM to mining will be reviewed.
4.2 Examples of CPM Application
The examples that have been selected for illustra-
ting the use of CPM in the minerals industry are diverse
and cover all the fields from oil well development,
through mine construction to maintenance and ore treatment
facilities.
4.2.1 Scheduling Oil Field Projects
Mobil Oil Canada, is using the critical path
planning method for all oil field construction projects
in the Swift Current area of Saskatchewan (13). In the
early sixties when the Current Swift area was beginning
production the wells were shallow and the 50,000 bpd
production was restricted by the available market not
from problems in production. The supply surplus at that
time meant that development drilling activity was prac-
tically non-existent. The market for the medium gravity
crudes improved unexpectedly in the mid-sixties. To
take advantage of this situation, production was
accelerated by Mobil, with the installation of larger
lifting, treating and injection equipment. At the same
time, development drilling increased. There was little
time for detailed planning. These projects therefore
started experiencing considerable delays due to important
functions not being started or completed on time. Also
they were difficult to control. Fortunately, it was
78
realized early that more planning was required in greater
detail than heretofore. Mobil began to work on CPM as
the tool to improve project planning, scheduling and
control.
Dunsire (13) explains how their first CPM attempt
was rather primitive and far from complete. Even then,
the project was under control and completion times were
predictable. The benefits of project control and utili-
zation of manpower outweighed the problems associated
with use of the new technique. This relative success
encouraged Mobil to apply the technique to all its
construction operations in the area. One man was in
charge of producing the schedules and for keeping his
supervisors informed. Management was anxious to complete
the projects as soon as possible; so all critical functions
were reviewed, to see where time could be saved. They
found some activities could be subdivided and run together,
the critical part being closely followed and reductions
in completion time resulting.
An activity arrow diagram for a modest size job
of installing a combustion recovery system to increase
well production is shown in Figure 10. The network
shows a job duration of 168 working days, or approximately
34 weeks working a 5 day week. The longest activity
time is "Deliver Compressors" at 100 days. However, the
majority of activities are between 5 and 15 days, showing
a well balanced network. A well balanced network infers
79
80
I SEUCT foERATORS (D
REVIEW PERSONNEL REQUIREMENTS @ SELECT CANDIDATE TO GO TO BAKERSFIELD @ TRAINING PROGRAM BAKERSFIELD (i

I s Jlm 10 ~J./11 60
DESIGN CORROSION CONTROL ORDER AND DELIVER E
MOBIL OIL SYSTEM 5 "761141 15
CRITICAL PATH SCHEDULE CALIBRATE METERS & CONSTRUCT BUILD!
FOR EXTENSION 7
COMBUSTION RECOVERY PROJECT 103/156
(ASSUMES 5 DAY WEEKS)
SELECT DESIGN & CONSTRUC-

TION CONSULTANT 10
CONDUCT PERSOI+lEL TRAINING SCHOOL
OBTAIN D.M.R. APPROVAL ERECT BUILDINGS

1 COMPRE~R BUILDINGS ~ DELIVER COM~RESSOR BUILDINGS (A
76/l:U
DELIVER COMPRESSORS ON STREAM
100
1681168
DRILL WELLS
15
...,..
WRITE DRILLING AND COMPLETION PROGRAMS ORDER SPECIAL WELL EQUIPMENT DELIVER SPECIAL WELL
10 EQUIPMENT 30
351100
ORDER PUMP & JACK FOR SOURCE WELL DELIVER AND INSTALL
15
2111a
WRITE SOURCE WELL PROGRAM
3011<1
PROGRAM INJECTION WELL COMPLETION
3011
FIGURE 10: Network Diagram of Combustion Recovery Project

Produced by Mobil Oil.
These achievements resulted in efficient completion
of projects, meeting both time and cost objectives. The
future intentions include applying CPM to manpower,
budgeting and maintenance programs.
4.2.2 Expediting Equipment Replacement in a
Limited Time Period
Major equipment changes in the mining industry,
such as a changeover from cage and tub hoist to skip
hoist, are often undertaken during the annual holiday.
This period is usually chosen in order to take advantage
of the forced shut down and also to minimize the impact
of the additional shut downs ·that may result if the work
is not completed in time. Ireland (14) describes the
successful application of CPM to the problem of changing
from cage and tub winding to skip winding which took
place in the downcast shaft at the National Coal Board's
Brookhouse Colliery. As is typical in mining industry
construction, co-ordination of the operations of the
mining engineer, civil engineer, mechanical and electrical
engineers is usually made more complex by the presences
of a number of "outside contractors", thus control of
the project becomes of great importance. The example
documented was started prior to the annual holiday
period but the majority of the mechanical and electrical
work had to be completed within the 18 day holiday
period. This included the erection of:
(1) 500 ton bunker
82
(2) surge bunker
(3) conveyor with transfer chute
(4) plate feeders and chutes
(5) spillage hopper conveyor from the sump
(6) all associated electrical and hydraulic
power supplies
The main restriction to the job, which formed the
critical path, was shaft time as both movement of supplies
as well as construction had to be undertaken. A communi-
cations and control room was set up at the pit head and
was directly linked to the work stations. Every morning
the work places would be visited above and below ground
and progress recorded, then at 2 p.m. each day a presen-
tation of the progress chart was made to management and
all the engineering branches. All delays to the work
schedule were pointed out and any transfer of resources
agreed upon. After the meeting, the control room staff
made any necessary adjustments to the network and critical
path, informing the project engineer immediately of any
change. The critical path, in this case, was not changed
much as all delays were immediately compensated for by
increased resources to following activities. This
rigorous control enabled the project to be completed in
time.
4.2.3 Rehabilitation and Construction in a New Coal Mine
Often times, in operating mines, sealed off or
abandoned areas may be reopened for mining. A major
83
problem in reopening these areas is the large number of
distinctively different activities that are to be under-
taken. Usually ventilation and transportation have to
be established; roof falls are to be cleaned and supported;
power, water and compressed air lines have to be brought
in and extended. In fact, detailed planning is absolutely
essential to ensure success of the project and for
savings in time and cost.
Schultz (15) describes how computerized CPM was
applied to preliminary construction and rehabilitation
work at the U.S. steel Corporation's Robena No. 2 mine.
CPM was initially applied to a simple example involving
the advance of the main haulage. Figure 11 shows the
activities involved, for the sake ofrsimplicity several
phases have been omitted. The jobs are listed, noting
quantity of work, location, and job duration in crew
shifts (Figure 12). Next the jobs are graphically
represented by constructing an arrow diagram (Figure 13).
By observation, it can be seen that there are four
paths, of which one is critical. Figure 14 shows a
tabulation of jobs, their starting times, and the pre-
dicted leeway or float time.
This example provided a good base from which to
learn for the major mine development work. The work
included rehabilitating some old headings to provide,
access to the proposed mining area and a route for
supplies. Ventilation had to be reestablished and
84
_=]DDDDDC
~ODD STOPPING
#2
ROOF
BOLT
I
BEAM
LOAD
FIGURE 11: Activities Involved in Advancing

the Main Haulage.
85
CREW
JOB DESCRIPTION SECTION SHIFTS
A. Beam Haulage - 100 Ft. u 1.50
B. Install Stopping #1 .60
c. Drill 100 Ft. of Bottom w 1.00
D. Supply Roof Bolt X .33
E. Install Stopping #2 .60
F. Load 100 Ft. of Haulage v 1.10
G. Prepare & Shoot 100 Ft. of Haulage w 1.00
H. Load 100 Ft. of Haulage w 1.10
FIGURE 12: The project is summarized in table form, showing

each job, job location and job durations. This
information is used in preparing the critical
path arrow diagram.
86
DRILL- W SHOOT- LOAD- W (6
1.00 1.00 ) 1.10
00
-...j
FIGURE 13: Advance Main Haulage Arrow Diagram.

START FINISH
JOB NODES DURATION EARLY LATE EARLY LATE LEEWAY
A 1-2 1.50 0 0 1.50 1.50 0
B 1-3 .60 0 .63 .60 1.23 .63
c 1-4 1.00 0 .83 1.00 1.83 .83
D 2-4 .33 1.50 1.50 1.83 1.83 0
E 3-4 .60 .60 1.23 1.20 1.83 .63
F 2-5 1.10 1.50 1. 73 2.60 2.83 .23
G 4-5 1.00 1.83 1.83 2.83 2.83 0
H S-6 1.10 2.83 2.83 3.93 3.93 0
FIGURE 14: Activity tabulation of project schedule
88
temporary and permanent stoppings constructed. A new
raw materials handling system had to be constructed
which included grading and laying three thousand feet of
track haulage, establishment of the belt loading station,
beaming (supporting) of the haulage, provision for
manholes, installation of trolley wires and feeders,
ramp construction and roadway stabilization.
CPM was to supply an effective work schedule
utilizing the existing labor force. Also since a dead-
line had been established, it was necessary to determine
whether or not the project could be completed within the
allotted time and with a minimum of overtime.
After the various phases of work were determined
by operating and engineering personnel, an arrow diagram
was constructed with approximately 600 separate job
elements. After the diagram was completed the data was
prepared for processing on an IBM system. The computer
printed out the project completion date and the project
cost (man shifts in this example). It listed each job
with the following information:
(1) Beginning and end node numbers
(2) Crew shifts
(3) Man shifts
(4) Job description
(5) Crew size
(6) The earliest starting time, the earliest
finishing time, the latest starting time
89
and the latest finishing time.
(7) Critical jobs, and float times.
A bar chart, developed from the computer output,
provided mine operating personnel with a ready reference
for determining the status of the construction schedule.
The chart was directly related to a printed schedule for
each of the areas and a graph was plotted with respect
to the print-out for each job type, as the work progressed
the chart was shaded in. A glance would then quickly
show whether or not the job was on schedule.
This example was chosen as the subject matter is
typical of what many mine operators face. Also it is a
small scale example of what occurs in even larger projects.
Laird (16) describes a three million -tpy mine which has
2,500 events in its network, similar procedures as
described above were adapted the only modification being
that the program used automated the process of drawing
charts.
4.2.4 Process Plant Modernization and
Construction Scheduling
The area in the mining industry in which CPM
gained earliest and most rapid acceptance was in the
field of mineral processing. The erection of new plants
and the alteration of existing ones is typically under-
taken by construction companies, who, were one of the
earliest industrial groups to adopt CPM techniques.
90
Daymon (17) states that International Minerals
and Chemical Corporation has been using CPM since the
early sixties due to the rapid increase in the construc-
tion budget and the need for focusing attention on
problem areas in new construction.
The first project in which IMC used CPM was the
construction of a diammonium phosphate plant. This
synthesized diammonium phosphate from ammonia and phos-
phoric acid, producing a dry water soluble fertilizer
ingredient. The plant basically consisted of a reactor,
dryer, gas scrubbers and a storage and shipping facility.
CPM helped bring the plant on stream in six
months. However, the project manager thought that he
could have done it as well without the schedule. This
led to IMC reviewing the CPM system. The conclusions
they drew were that there had been a lack of communi-
cations in establishing the network, and in future the
task would be the responsibility of the project engineer.
Also the updating time for the network was too long,
because it involved too many people, and generally the
computer procedures were not fully understood.
A later project performed by IMC and documented
by Daymon involved employing an outside contractor to
relocate a plant. A fixed price contract was awarded
based on 66-day completion with a $500 per day bonus for
early completion or a $500 per day penalty for late
completion. The job involved the relocation of a
91
beneficiation plant at the Achan Mine in Florida. The
Achan mining operations involved pumping a phosphate ore
slurry several miles from a 35-cu yd dragline at the
face to a beneficiation plant. This plant breaks up the
ore, desliming it and eliminating sand by screening.
The plant consisted of feeding pumps, flat and vibrating
screens, hammermills, product storage bins, rail siding
and waste disposal facilities.
Salvaged equipment had to be moved two miles from
the old site to a new site. New and improved equipment
had to be added where necessary. The reasons for the
move and plant improvement were that costs at the old
plant were rising rapidly because of increasing pumping
distances and worsening mining ratios, and because
maintenance time was high. Declining and lost production
had to be minimized in order not to ruin sales or profit
margins. Time was of the essence.
The job was completed three days ahead of schedule
providing the constructor with a $1500 bonus. As well
as the advantages already cited earlier the contractor
found that progress meetings revolved around what to do
about delays, not whether there was a problem. Ingenuity
on both sides was focused on how to deal with problems
and paralled certain critical jobs instead of having
them in sequence. Delivery times were taken into account
with respect to effect on overall project completion.
In some instances the company paid more for equipment
92
knowing earlier delivery would permit an earlier completion
date.
The lessons learned from the first project had
paid off and the problems rectified, IMC went on to use
the CPM techniques it had mastered on all future projects.
Where outside contractors were employed and the contractors
were not familiar with CPM, they were trained in its use
by IMC.
4.2.5 Control of Mining and Process Plant
Development Costs
Larger mineral companies often develop both their
own mining facilities and their processing plants. One
such large company, Consolidation Coal, has been using
CPM for controlling the construction of new coal mines
and coal preparation plants since 1967 (18). Before the
end of the decade Consolidation Coal had applied it to
the control of construction of six new coal mines and
two coal preparation plants, which, then represented a
total investment of over $100 million. Prior to the
installation of CPM control, there was limited control
over the construction program. Each operating division
was responsible for the construction of the mines in its
geographical area. "Some divisions used bar charts,
some divisions literally tried to keep track of everything
in their heads".
Through knowledge gained from the parent company,
Continental Oil, the basic framework of a CPM control
93
program was developed; the key being that one man,
usually the project manager, was responsible for handling
CPM. The McElroy mine, in Ohio, was the first project
to employ CPM, it involved the construction of a new
mine and preparation plant. Based on the experience
gained on that project Consol recognized the many advan-
tages to be gained through the use of CPM. One specific
instance where CPM enabled management to take steps to
bring the schedule back on time was when the rate of
advance in driving the No. 2 heading south began to fall
behind schedule. Since the activity was on the critical
path, management stepped up work by adding another shift
and within months the project was back on schedule.
4.2.6 Scheduling on Equipment Maintenance Programs
The Climax Molybdenum Company employs CPM for the
planning and scheduling of equipment maintenance (19).
Except for two semiannual shutdown periods, each
of 48 hours duration, the crushing plant is regularly
operated 22 hours a day, 7 days a week; two hours a day
are reserved for plant maintenance and minor repairs.
An attempt is made to schedule major maintenance work
requiring plant shutdown to one of the scheduled semi-
annual shutdowns. Emergency repairs occasionally
necessitate a shutdown in excess of the daily 2 hour
allowance, but good preventive maintenance had reduced
emergency repairs to a minimum.
94
Planning and scheduling maintenance projects for
maximum accomplishment during the two scheduled shutdown
periods is facilitated greatly by arrow diagramming of
individual projects on repair outline sheets. Completion
of various jobs in the allotted time ahd in sequence has
to be accomplished or, alternative action taken to keep
the project on schedule. However, in equipment repair,
Climax has found that using the network diagram to show
the order and interrelationship of activities is the
most important feature of CPM. Establishing time dura-
tions and a schedule are still important, but with
maintenance projects the time estimates are usually well
established with little error, here then the main use of
CPM is as a 11
people managing 11 tool to define the logical
flow of work on a job.
Time-requirements and manpower-requirements
estimates are made by the responsible shift boss for
most maintenance and repair jobs encountered during the
year. A follow-up check is made after the work is done
and reasons for discrepancies are identified. Training
of the maintenance crews has meant that they understand
the principles of CPM and as a result both the time-and
manpower-requirement estimates are fairly reliable.
4.2.7 CPM Applications at the Mcintyre Porcupine Mine
Starting operations in 1912, the Mcintyre Mine
was operated for many years as a straight gold mine.
The gold ore, which extends to nearly 8,000 feet below
95
surface, occurs in a series of steeply dipping quartz
veins, which have been mined mainly by cut and fill
methods. In the sixties a zone of copper mineralization
was discovered which, is now being mined in large open
stopes. Although the copper zone was developed from
gold workings, it is operated essentially as a separate
mine.
At the feasibility stage, drilling had outlined
twenty-four ore blocks, varying in size from 54,000 tons
to 425,000 tons, with average dimensions of about 150
feet by 50 feet by 250 feet high. Later, when CPM was
first used, the ore zone had been partially developed
and three of the stopes were in production. A good
initial example of a straight forward application of CPM
was the scheduling of the development of one of these
stopes. Figure 15 shows a typical plan of a mine section
with a proposed stoping area. The ore is to be drilled
off from two sub-levels, one at the top of the stope and
the other about 70 ft below. The bottom is to be devel-
oped with a scram drift and four draw-points, above
which the stope will be silled out. An ore pass and a
tail raise will be required below the seam, and an
access raise will have to be driven to reach the seam
and the lower sub-level. The two slot raises will be
longhole drop raises, drilled from the top. The inter-
dependence of the various activities can be listed as
shown in Figure 16. The same relationship is shown in
96
No. 2 CROSSCUT
/ No.2 SUB LEVEL
LEVEL
No.2 SLOT
RAISE
No. 1 SUB LEVEL
No. 1 SLOT
RAISE
HOIST
/ORE PASS
LEVEL
FIGURE 15: Mine Development Plan.
97
Preceding Subsequent
Activity Activity Activities
Start of scram
Nil Access raise #1 Sub-level
Nil Tail raise Drive draw eoints
Nil Ore 12ass Finish scram
Nil 112 cross-cut #2 Sub-level
Access raise Start of scram Finish scram
Start of scram
drive ore-12ass Finish scram Install hoist
Finish scram Install hoist Drive draw J20ints
Install hoist
Tail raise Draw J20ints Sill out
Draw J20ints Sill out #1 Slot raise

Access raise
Start of scram ftl Sub-level ffl Slot raise
#2 cross-cut fl2 Sub-level #2 Slot raise
ill Sub-level
sill out ftl Slot raise ff2 Slot raise
fl2 Sub-level
ftl Slot raise ff2 Slot raise Nil
FIGURE 16: Stope Development Activity Relationships
98
an arrow diagram in Figure 17. The times shown are
estimates obtained from senior supervisory and engineer-
ing staff. By performing the forward and backward pass
procedures, outlined in Appendix 1, the critical path
(shown in Figure 17 as a heavy line) and the activity
schedule can be established. Figure 18 is a summary
table of the procedure showing start times and available
activity float time, if any.
From this example a more complex problem can be
handled. This was done at Mcintyre mine where the use
of CPM was employed to determine the best stoping sequence
and schedule of stope preparation. As the general
purpose was to determine an overall schedule for stope
development, no great detail of the stoping operations
of each individual stope was necessary on the arrow
diagram. The various operations involved in stope
development were, for example, combined into one activity.
For each stoping block the amount and time of development,
mining rate and filling rate were determined. The main
requirement of the schedule was that it should provide
the required mill tonnage. Men and equipment could be
made available for stope development as required. It
was impossible, however, due to equipment limitations,
to fill more than two stopes at the same time, therefore
the critical factor became the availability of stopes
and fill; and the development would be designed to suit
the fill schedule arrived at.
99
......
0
~
0
ORE PASS
3
®~ No. 2 SUB LEVEL
~~ '
FIGURE 17: Arrow Diagram for St·ope Development With Time Estimates.
Total
Earliest Latest Float
i j Description Duration Start Finish Start Finish
1 - 3 Access raise 11 0 11 0 11 0
1 - 5 No. 2 cross cut 1 0 1 18 19 18
1 - 9 Ore pass 3 0 3 9 12 9
1 - 13 Tail raise 2 0 2 15 17 15
3 - 7 Start Scram 1 11 12 11 12 0
5 - 19 No. 2 sub-level 6 1 7 19 25 18
7 - 9 Dummy 0 12 12 12 12 0
7 - 17 No. 1 sub-level 6 12 18 17 23 5
9 - 11 Finish scram 3 12 15 12 15 0
11-13 Install hoist 2 15 17 15 17 0
13 - 15 Draw points 2 17 19 17 19 0
15 - 17 Sill out 4 19 23 19 23 0
17 - 19 No. 1 slot raise 2 23 25 23 25 0
19 - 21 No. 2 slot raise 2 25 27 25 27 0
FIGURE 18: Summary Table Showing Activity Schedule Times
101
The schedules provided an orderly program for
development and mining and were used for the detailed
allocation of work crews. The schedule had to be
periodically revised due to the addition of new ore and
some modifications in the mining methods.
This example shows the application of CPM as a
tool simply to produce a logical sequence of events in
an optimum or near optimum order. Time was not a main
constraint and due to the long time period involved
(life-of-mine) time estimates for operations were only
calculated to the nearest month.
CPM was further applied at the Mcintyre mine to a
number of other fields (20). Among these were projects
such as, hydraulic filling of stopes, feasibility study
of new ore zones, rehabilitation of fire damaged workings
and various maintenance projects.
The hydraulic fill project called for coordination
of a number of activities such as excavating, diamond
drilling, installing borehole casings, laying pipes,
stope preparation and drainage, all of which required
specialized crews. Here the main concern was to schedule
the limited number of crews available, crew leaders were
involved in the scheduling in order to impress on them
the interdependence of the various jobs. The results of
this project showed that the network, although very
simple, had helped by bringing the crew leaders and
crews together in aiming at the overall project, not
102
just their job.
In the feasibility study of new ore zones manage-
ment had the problem that if the reserve proved workable
it would extend ten levels to intersect the zone. Time
could be reduced to a minimum by extending all ten
levels into the area at once; but this was, obviously,
uneconomic because there was no certainty that any ore
would be found. It was decided to extend one level and
when drifting on this level had developed sufficient
ore, work on other levels adjacent would start, and so
on until all ten levels were producing. As there were
many activities which could not start until others had
finished and the results evaluated, it was possible to
draw a network embodying all these constraints. The
network although based on assumptions mapped out the
flow of work, but could also be terminated at any time.
The fire damage rehabilitation project was an
example of where the urgency of the situation resulted
in little time for detailed planning. Here a network
had to be established combining the logistics of ordering
and obtaining equipment as well as reconstruction. Even
through the delivery times for materials were reduced
substantailly, due to the emergency situation a number
of items still had their delivery on the critical path.
Therefore in this project, management had to be aware of
the administrative side as much as with the physical
engineering. However, networking proved of immediate
103
value in highlighting trouble spots, and was used to
check the progress of all the departments involved.
4.2.8 Application to Small Routine Operations
The previous examples have covered a broad spec-
trum of successful applications of CPM to the minerals
industries. More often, however less frequently docu-
mented, the use of CPM has developed in an organization
by its application to frequently encountered jobs. The
job of constructing large new facilities is not frequently
encountered by the average mining company and when it
does the planning is usually undertaken by an external
specialist firm. For these smaller organizations the
first application of CPM may come in jobs such as,
advancing a conveyor or moving a longwall face to a new
panel.
In a report prepared by Gates Engineering (21)
for the U.S. Bureau of Mines the costs of moving a
longwall system is investigated. The predominant "cost"
in moving is the loss of production and, to this regard,
there are two methods to minimize the overall cost.
Firstly, by extending the panel depth and/or the length
of the face. Secondly, the time of moving can be reduced
by the application of management planning techniques
such as CPM. An example of such a CPM network analysis
is shown in Figure 19. This analysis represents a
plough face, there would be little difference for a
shearer face. The analysis need not be too sophisticated,
104
INSTALL OIL TANKS
INSTALL COMPONENTS
10
INSTALL TEST COMP.

PLOW CHAIN PROJECT
'
''
------- ' '
a DESIGNATES CRITICAL PATH
Network Diagram for Moving a Longwall Face. 1-'

FIGURE 19: 0
V1
and the critical path(s) can be identified manually or
by the use of a computer. The analysis identifies those
potential or near critical activities where in-depth
planning of available resources is needed.
Although these smaller jobs appear to have well
established routines, be short in their time duration
and, in cases, well managed already, the application of
CPM is just as valid. The nature of the CPM analysis
will be somewhat different in that, the construction of
the network diagram and the estimation of times will
present less of a problem. In these circumstances the
use of CPM will be noticed by the successful completion
of all supporting functions. A detailed comprehensive
list of everything down to the last nut and bolt can be
prepared prior to the job, and all the materials necessary
will be on hand when required.
The nearest actual documented examples of the
application of CPM to small repetitive jobs is in the
maintenance of equipment. Section 4.2.6 explains how
CPM has been applied to equipment repair and maintenance.
On a more pre-planned basis the example of equipment
rebuilding can be used. This involves a set of well
known activities where the prime request is to ensure
that all the necessary parts are there when required.
An example of this would be the rebuilding of a large
compressor on electrical motor. Such examples are well
documented, and cover the application of computer
106
scheduling to overhaul procedures (22). Another problem
on the small repetitive jobs is that the work load of
the maintenance shop will vary widely as jobs become due
and other jobs occur due to regular breakdown. Compu-
terized scheduling of repairs provides a system of rapid
response capable of keeping a balanced work load. Also
it provides advanced warning when equipment will be
pulled out of service and, if this removal should prove
disruptive it is easy to delay the order and update the
maintenance schedule accordingly. Wu (23), Buttery
(24), and Wilkinson and Lowe (25) all document successful
computerized maintenance systems capable of giving
balanced work loads and effective maintenance planning.
4.3 Summary
This chapter has shown that although the volume
of published literature on mining applications of CPM is
not very great, the examples presented confirm a number
of important features concerning the successful adaptation
of CPM for project management.
In all the examples, management was aware of a
problem, and CPM was employed as a tool to solve this
specific problem. Those corporations that experienced
rapid success and acceptance of the technique used CPM
initially on a small scale job, to gain experience and
credibility. It was only after this initial acceptance
CPM was applied to large scale problems. These initial
examples were hand calculated and did not use any
107
computer services; this way personnel increased their
knowledge of the method and became proficient at its
use.
In many of the examples that were discussed,
reference was made to encountering some early resistance
from the personnel within the organization. This should
be expected, and training and education should be provided
to counteract this natural reaction to change in account-
ability and responsibility.
Most of the systems worked best when one man was
in charge of handling CPM. In two examples, those of
International Minerals and Chemicals Corporation and
Consolidation Coal, the assigning of responsibility to
one person was quoted as being the single most important
factor in ensuring successful implementation.
108
CHAPTER 5
CRITICAL PATH METHOD:
A COAL PREPARATION PLANT CASE STUDY
5.1 Introduction
The application of the critical path method to
the designing, planning and controlling of the construc-
tion of a surface facility, incorporating a coal prepar-
ation plant and unit train load out, is described in
this chapter. The three major areas which require most
planning and control are those of work scheduling, cost
control and manpower scheduling.
The proposed surface facility would be located in
Central Pennsylvania, and will serve a number of mines,
both surface and underground. The preparation plant
will produce both metallurgical and steam grade coal
from the raw feed. This new facility was commissioned
by a coal company after it was clear that the currently
operating preparation plant and associated facilities
were inadequate in view of present-day technical and
environmental standards.
The need for increased preparation plant capacity
arose due to a planned expansion of the mining operations.
Originally the company thought that the increased capacity
could be insured by modernizing and expanding an existing
plant with its associated load in/out facilities and
109
storage areas. However, problems arose in obtaining
permission for plant expansion. The plant was producing
a considerable amount of particulate emissions at its
present level of operations and there were fears that
this would increase once the plant was expanded. This
and other environmental considerations were of great
importance as the plant was adjacent to a residential
community. The houses in the community also presented
problems as they restricted the physical expansion of
the plant area.
These reasons, plus the fact that the plant was
already twenty-five years old, prompted assessment of
the possibility of constructing an entirely new facility.
The new plant would provide an opportunity to start from
scratch with the latest equipment available and build an
integrated facility. New environmental requirements
could be met by incorporating pollution control systems
at strategic points within the system. The construction
of a facility out of the way of the residential community
was also a prime consideration.
The existing plant had been constructed by a
local contractor who had, in succeeding years, undertaken
modification, extension, and modernization work at the
site. The commissioning company had expertise in explor-
ation, acquisition and permitting of coal lands, as well
as in surface mining. The mining ability meant that
they were capable of undertaking earthwork operations of
110
surveying, excavating, levelling and grading.
5.2 Design of the New Plant
After reviewing the two options--expansion of the
existing plant versus new plant construction--it was
decided that the best solution would be a new plant.
The location of the new plant had been aided by the fact
that there was a suitable parcel of land, which was in
the process of being surface mined, nearby. This surface
mining would provide an area of approximately 350 acres
(three thousand by five thousand feet). The mining
operations would leave the ground, level and graded,
ready for construction. Figure 20 shows an aerial
photograph of the new plant site taken in June 1979, as
can be seen at this point in the project a considerable
amount of work had already been undertaken. The struc-
tures shown on the photograph can be correlated with the
topographical field plan shown later in Figure 22.
Information was gathered and processed by a
consulting firm on wind directions and strengths. A
computer model of the wind flow pattern was developed
and used to calculate the effect of particulate emission
on the neighboring town and countryside.
While the final surveys and permitting procedures
were being completed, preliminary work was started on
the new plant. The technical aspects of the coal prepar-
ation plant and the design of the plant itself was done
with the help of an independent consultant. Figure 21
111
......
FIGURE 20: Aerial Photograph of Preparation Plant Site ......
N
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DVST COLLECTION
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318" X 0" RAW COAL SCREEN 3" X 3/8" 80 TPH @ 7%
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FLOCULANT 24 GPM
.
LIME
POLYMERS 37.73 TPH 3/8'' X 0" RAW COAL 170 TPH + 1132 GPM (192 TPH MAX)
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1152 GPM
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143 GPM FReSH
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DUST COLLECTION
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57.6 TPH? 12% D & R SCREEN
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SOLIDS 18 TPH !1 28% 28 GPM
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CLEAN COAL STORAGE
FIGURE 21: Preparation Plant Complex Flow Diagram.
113
is a flow diagram of the plant from initial unloading of
the raw feed to load out of the final product. The
diagram includes a middlings circuit, outlined by a
broken line. This circuit was not to be included during
the initial construction of the plant. The circuit is
to be added once the plant is complete and operating.
The middlings circuit will be salvaged from the existing
plant, serviced and then installed at the new site.
Another part of the flow diagram deserving special
mention is the thermal (Bearce) dryer. This has been
excluded at the present time from the construction
program. The ther~al dryer will be purchased and
installed at a later date.
The incoming feed will be entirely by truck with
a 500-ton per hour intake capacity to the raw coal
storage pile, and then 250-ton per hour raw coal feed
into the plant. The plant is scheduled to operate on a
twenty-four hour day, five-day week. The product can be
loaded out both by truck and rail, about 20 percent by
truck and 80 percent by rail. A 55,000 ton clean coal
stock pile (open storage) will be maintained to accommo-
date loading of unit trains.
5.3 Initial Phase Diagram
During the Spring of 1978 the preparation plant
construction project was in the detailed planning phase,
the flow diagram (Figure 21) having been completed in
1977.
114
The detailed planning required the establishment
of an orderly flow of work and this involved the dis-
aggregation of the activities. A topographical plan of
the entire project was obtained and the plant was divided
into a number of progressive sections or phases.
Figure 22 shows the plant plan divided into nine distinct
phases. On the plan, along with the phases, an attempt
was made to split each phase into a number of operations.
For example, Phase 3 classed as "Prep Plant, Raw Coal
Feed and Product Conveyor" is divided into seven sections,
and then further subdivided into basic activities. A
listing of all phases and subdivisions can be found in
Table 3. The object of this was to try and breakdown,
1o1hat appeared to be unique tasks, into a number of
similar activities such as excavate, concrete and
structure.
5.4 Construction Management and
Operational Problems
The management structure on the project is an
important factor to analyze. As was shown in Chapter 2,
the structure depends largely upon the contractor and
the type of contract employed. As the project has
evolved from the "modify and improve the existing plant 11
to 11
new plant construction", it was decided to stay with
the original contractor. They had built the original
plant and had been working, in cooperation with the
owner, on the plans to expand it. In addition to the
115
) ~ CONY. No. WIDTH
~
T.P.H.
-1-
36" 500
2 36" 500
' 3
4
36"
30" 250
5 30" 250
6 30" 250
7 30"
..
0 250
0
g 8 30" 645" 250
N
9 30" 167' 250
10 30" 340' 250
11 30" 236' 250
12 60" 3000
13 60" 3000
14 24" 90' 50
15 24" 345' so
16 30" 283' 72
17 30" 283' 72
18 30" 283' 72
19 30" 84' 72
20 24" 55' 63
21 24" 85' 63
22 24" TO BE DETERMINED 60
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COAL
PREPARATION
FROM: R.C. RECLAIM
FEEDERS. INCLUDING
PREP PLANT
EQUIP., THICKENER,
& DRYER
1v."-"'"' TO: C.C. STACK TUBES
NOTE: TOTAL H.P. LISTED DO NOT INCLUDE HEATING OR LIGHTING REQUIREMENTS. AND TRUCK BINS
TOTAL H.P.
2623.5 H.P.
FIGURE 22: Topographical Plant Plan Showing Phases of

Construction.
116
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COAL
PREPARATION
{~J
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FEEDERS. INCLUDING
PREP PLANT
EQUIP., THICKENER,
& DRYER
1t'-~~s TO: C.C. STACK TUBES
AND TRUCK BINS
NOTE: TOTAL H.P. LISTED DO NOT INCLUDE HEATING OR LIGHTING REQUIREMENTS.
TOTAL H.P.
2623.5 H.P .
.( f
FIGURE 22: Topographical Plant Plan Showing Phases of

Construction.
116
TABLE 3: Disaggregation of Construction Activities
Phase: Work Activities:
I
Soil Testing Soil Testing all Site
II
Rail Road Load Out 1. Clean Coal Reclaim Tunnel
Excavation
Concrete
Hopper Frames
Stack Bases
Reclaim Hoppers
Feeder Supports
Feeders
Feeder Skirts
Dish Chutes
2. Clean Coal Reclaim Conveyor
Excavate
Concrete
Structure
Head Drive
3. Transfer House
Excavation
Concrete
Structure
Sheeting
4. Load Out Belt
Excavation
Concrete
Structure
Head Drive
s. Load Out Bin
Excavation
Concrete
Structure
Machinery
Sheeting
117
III
Prep. Plant, Raw 1. Coal Feed Conveyor
Coal Feed and
Product Conveyor Excavation
Concrete
Structure
Machinery
2. Prep. Plant
Excavation
Concrete
Structure
Machinery
Plate Work
Sheeting
3. Conveyors to Truck Loading Bins
Excavation
Concrete
Structure
Machinery
4. Thickener
Excavation
Concrete
Bridge
Machinery
Pumps and Piping
5. Clean Coal Transfer Tower
Excavation
Concrete
Structure
Sheeting
6. Clean Coal Out Belt
Excavation
Concrete
Structure
Machinery
118
III (continued)
7. Clean Coal Stack
Stack Tubes
Platforms
Structure
Machinery
IV
Truck Loading Bins Excavation
Concrete
Bins
Sheeting
Gates and Controls
Automated Equipment
v
Raw Coal Reclaim 1. Tunnels
Tunnel and Conveyors
Excavation
Concrete
Hopper Frames
Reclaim Hoppers
Feeder Supports
Feeders
Feeder Skirts
Dish Chutes
2. Conveyors in Raw Coal Tunnels
Structure
Machinery
VI
Raw Coal Truck Dump - 1. Truck Dump
Screening and Crushing
Excavation
Concrete
Bins
Structure
Sheeting
119
VI (continued)
2. Truck Dump Reclaim Tunnel
Excavation
Concrete
Feeder Supports
Feeders
Feeder Skirts
Dish Chutes
3. Truck Dump Conveyor
Excavation
Concrete
Structure
Machinery
4. Crusher and Screen House
Excavation
Concrete
Structure
Machinery
Sheeting
5. Crusher and Conveyor
Excavation
Concrete
Structure
Machinery
6. Raw Coal Stacker
Excavation
Concrete
Structure
Machinery
120
VII
Fine Coal Drying 1. Dryer
Excavation
Concrete
Structure
Machinery
Control Building
Sheeting
2. Conveyors
Excavation
Concrete
Structure
Machinery
VIII
Dust Collecting Systems Fabrication and Erection
IX
Site Drainage Site Drainage
Excavation
Concrete
Structure
Machinery
Piping
121
prime contractor who was to undertake fabrication and
erection, there were separate contractors for the con-
crete structure work, concrete road work and electrical
work. Site preparation and later earthwork was to be
performed by the owner using in-house resources.
The contract documents were of the cost plus
type, providing reimbursement of all expenses with an
additional management fee. The project manager, who
reported directly to the vice-president, had the res-
ponsibility of supervising both the in-house earthwork
and other contractors, as well as carrying out project
planning. The management structure that resulted from
the above considerations was similar to that shown in
Figure 6, Chapter 2.
There were some problems in starting construction
The major ones were problems in permitting and environ-
mental litigation. Notice had been served that operations
should stop at the old plant by a specific day. However,
to comply with this order, construction had to be started
at the new plant as soon as possible, and the absence of
permits meant that this could not be done. More work
had to be done on baseline studies for determining the
environmental impact of the plant. This delay did,
however, provide more time to develop project plans and
schedules in greater detail. Some initial construction
was also started on the unit train loading facility.
122
The plant planning, which had centered around the
phase diagrams, needed to be improved. The diagrams did
not provide sufficient information for scheduling work,
monitoring progress and operational control.
Activities were difficult to schedule as the
coordination of the jobs was not apparent. Combined
with this was the fact that some jobs had fairly long
lead times prior to them starting; without a time-based
schedule it was difficult to allow for this time. The
phase diagram caused problems in the logistics of ordering
and arranging delivery. No advanced notice was given as
to when orders should be placed. By doing all the
ordering manually, the timely ordering of some of the
minor components was sometimes overlooked. Similarly,
as the phase diagram provided no time-based schedule of
activities, it was difficult to set an accurate delivery
date for equipment and materials; and on a site of
limited size problems in having insufficient room for
the set down of materials is quite severe. These were
some of the main weaknesses of phase diagramming as a
scheduling tool.
The phase diagrams cannot be used as a tool to
monitor and control progress. The performance of the
men was hard to gauge with the phase diagrams as the
guide as they had no field objectives to meet, or dead-
lines to comply with. This is also linked to a difficulty
in estimating the percent complete of the total project.
123
Good operational control was almost impossible as
no specific start and finish dates or job durations were
provided and the impact of delays was virtually impossible
to calculate. Some delays would have no effect on the
project while others would result in a serious delay in
project completion. Combined with this problem in
controlling work delays was that the phase diagrams do
not outline how one contractors' delay in his job would
effect the other contractors' work timetable. There was
the need to evaluate the cost and effect of any changes
in the work plan and to then be able to investigate the
potential of various courses of action.
These weaknesses lead to the identification of
the need for a comprehensive planning, scheduling and
controlling tool which could show both macro and micro
relationships. Whatever tool was selected it should
also be able to combine work scheduling with cost infor-
mation to enable cost control.
5.5 Problem Definition
Before the selection of any new management tool
for planning, it is necessary to establish the inter-
relationships between the various project jobs or
activities, their duration times and the content of
labor, materials and cost. The results of applying a
tool should be such that a schedule would be produced
with specific start and finish dates for jobs to remove
problems of communication. Lastly, the developed schedule
124
had to be of such detail that it would be possible to
control the construction through all phases and aspects
of the plant construction project.
The job interrelationships, durations, costs and
resource requirements had to be established through
input from all the contractors. By insuring it is a
joint process the estimates used will be more realistic
and the results obtained will have more credibility with
all the contractors. With the schedule it would be
possible to make all parties aware of their contribution
to the project, the appropriate time of the start of
their jobs and how any job delays would effect the
overall process. Changes in project information occurs
frequently; it is essential that the schedule can be
updated quickly. Having a schedule that is either
tedious or time consuming to update means that the
project manager is far less likely to frequently change
it. If this happens the schedule becomes less accurate,
respect for it is lost and the control system breaks
down.
The system should incorporate cost data which lS
often needed by the owner, contractor and financing

institutions. Though costs are difficult to estimate
accurately, it is absolutely essential, particularly in
a cost plus contract, that this is done. Such planning
aids the owner in securing the loans and the contractor
125
/
by insuring prompt payment as well as assisting him in
his own financial planning.
It was felt that the critical path method provided
a good tool for overcoming several of the problems that
otherwise may have been encountered.
5.6 Development of CPM Relationships
The first stage in developing the Critical Path
Method is to arrange a meeting of all concerned parties
to discuss the CPM approach. If necessary, principles
of CPM can be outlined in a general way with some
examples in the meeting. Four major areas that need to
be addressed in such a meeting will be: the advantages
of the formalized planning process; the inputs required
from the contractors; the fact that each contractor is
responsible for developing the relationships on his
portion of the work; and that any output information
produced is worthless without reliable input data. The
initial reaction to CPM may not be all favorable. In
fact, as discussed in Chapter 4, resistance to the
application of CPM is frequently encountered both within
the commissioning company and from the contractors.
Contractors often see it as a burden and being unneces-
sary for their work.
In this case, the contractors felt that there was
a need for a managerial tool such as CPM. Some of the
project contractors had exposure to CPM, however, only
one used it on his jobs on a regular basis. The major
126
questions that the contractors had were with regard to
the level of detail required and the fact that they did
not want to turn the plan into a rigid schedule where
they would be bound to any time or cost figures provided.
During the meetings that followed, work was done on
producing a network and information was compiled covering
activity times, costs and resources required.
The emphasis during construction of the networks
was to think in terms of the total project, not in terms
of distinct phases. The breakdown of the project into
large sections or phases is a good start on the macro-
scale as this helps to desegregate the project into
smaller units showing the flow of material (coal) in the
plant complex, but not necessarily the logical flow of
construction work. Therefore, it was emphasized that it
is necessary to look past this macro-scale to a micro-
scale in order to start applying some quantitative
values to the work content of each job. It was also
explained that to do this, it is necessary to have the
activities well defined in quantities of work. Once
this is done it is not too difficult to obtain time
estimates with reasonable accuracy. An explanation was
made of how any job in the phase diagram could be broken
down into several smaller jobs, each with a similar
repetitive sequence of operations. Figure 23 is a list
of eleven repetitive operations which compose virtually
127
For each activity, the time duration can be determined for
each of the following when applicable:
(1) Planning
(2) Designing
(3) Engineering
(4) Equipment - selection, ordering, delivery
(5) Site Preparation - staking, earthwork, etc.
(6) Electrical Work
(7) Concrete Work
(8) Structural Works - design, fabrication, installation
(9) Equipment installation on the structures
(10) Dry Run
(11) Painting
(12) Clean Up
FIGURE 23: Activity Breakdown of Jobs
128
all the operations in a mine development construction
project.
In this case study it was decided that the planning
could be best handled by dividing the project into two
parts. One part would be the entire project complex
covering all the loading in/out facilities and associated
belt work. This plan was the 11 Master Plan 11 and did not
include a detailed breakdown of the preparation plant.
In the master plan, the building of the preparation
plant itself was summarized in about ten activities.
These plant activities included, flow sheet design,
structural design, area stake out, equipment purchase,
construction, equipment placement, electrical work,
mechanical work and test running. The second network
diagram was the 11
Preparation Plant Plan 11 which covered
in detail the preparation plant building from the begin-
ning of construction to test running. By doing this it
was possible to obtain a consistent level of detail
throughout the project plan without having too complex a
network diagram.
Initial network diagrams did not show all the
activities, but were successful in establishing the
overall flow of work. These networ~s were revised and
expanded several times before the network was of suffi-
cient detail to aid in scheduling. The networks shown
in Figures 24 and 25 are the final 11
Master Plan 11 and
11
Preparation Plant Plan 11 • The two networks cover all
129
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the project jobs and show the interrelationships of the
various activities. A summary listing was made of the
two networks with activity descriptions, node numbers
and durations. These listings are shown in Tables 4 and
5. The lists were later used as the basic input data
for the computer analysis.
Manual forward pass and backward pass operations
were performed on the networks to determine the critical
path through the networks. The master network contained
81 activities of which 9 fell on the critical path. Of
the 9 critical activities in the master network, the
first was land acquisition and soil testing and the
remaining eight covered the design and construction of
the preparation plant. The preparation plant network
contained 84 activities of which 28 fell on the critical
path.
The process of producing these networks had both
quantitative and qualitative advantages. In a quantita-
tive nature the networks had established specific targets
and objectives toward which the contractors should work.
It provided management with a projection of the project
duration and also allowed for better management, as
deviations in activity durations could be quickly noticed
and the reasons for them analyzed. Qualitatively, the
group meetings had involved interactive sessions thinking
through the entire project thus covering all the jobs
and defining both authority and accountability.
132
TABLE 4: Master Activity List
ACTIVITY
NODE NUMBER DURATION
ACTIVITY DESCRIPTION I J (DAYS)
Land Acquisition, Preliminary Survey, Soil

Analysis, General Design 0 5 30
Design Preparation Plant 5 10 90
Design Raw Coal Reclaiming Tunnel 5 125 30
Design Truck Loading Bins 5 60 30
Design Reclaiming Equipment 5 120 17
Design Conveyors to and from the Preparation
Plant No. (4,5,6,7) (8,14,15,16,17,18) 5 75 20
Design Conveyors No. 9, 10, and 11, and
Transfer Tower ' 5 35 15
Design Screening and Crushing House 5 215 12
Design Truck Dump and Building 5 175 8
Design Elec. Control Center for Raw Coal
Reclaim Tunnel and Purchase 5 115 105
Design Dust Collecting System, Screening
and Crushing House 5 230 12
Design, Purchase and Set Transformer Truck
Dump and Crushers 5 270 105
Design Dust Collecting System Truck Dump 5 195 5
Design and Install Dryer Furnace and
Conveyors No. 20, 21, and 22 5 285 87
Design Conveyors No. 1, 2, and 3, Truck
Dump and Crusher 5 255 6
Shop Drawings, Dust Collecting System,
Truck Dump 195 200 7
Stake Out, Excavate, Form and Pour
Foundations, Detail and Shop
Fabricate Conveyors No. 1, 2, and 3 255 260 26
Fabricate Reinforcing and Structural
Steel Truck Dump and Building 175 179 40
Stake Out and Excavate Truck Dump and
Building 175 180 27
Dummy 179 180 0
Shop Drawings, Structural Steel, Screen
Shop Drawings, Dust Collecting System
Screen and Crushing House 230 235 7
Steel, Dust Collecting System 200 204 10
Stake Out and Excavate Foundations,
Dust Collecting System 200 205 7
Dummy 204 205 0
Fabricate and Erect Conveyors No. 9,
10 and 11, and Transfer Tower 35 40 82
133
(continued)
ACTIVITY
ACTIVITY DESCRIPTION NODE
I NUMBER
J
DURATION
(DAYS)
Detail and Fabricate Skirt Support

Hoppers (Reclaiming Equipment) 120 135 75
Steel Dust. Collecting System,
Screen and Crushing House 235 240 20
Stake Out and Excavate Foundations
Dust Collecting System, Screen and
Crushing ~ouse 235 239 7
Dummy 239 240 0
Detail and Fabricate Conveyors to and
from the Preparation Plant No. (4,5,6,7)
(8,14,15,16,17,18) 75 80 136
Stake Out and Excavate and Pour
Foundations for Conveyors No. (4,5,6,7)
(8,14,15,16,17,18) 75 79 24
Dummy 79 80 0
Form and Pour Foundations and Erect
Structure and Machinery Dust
Collecting System 205 210 70
Stake Out and Excavate Raw Coal
Reclaim Tunnel 125 130 66
Fabricate Reinforcing and Hopper Frames 125 129 24
Dummy 129 130 0
Stake Out, Excavate and Pour Foundations
Truck Loading Bins 60 65 80
Fabricate Truck Loading Bins 60 64 50
Design and Erect Dust Collection Equipment 60 70 50
Design and Erect Automatic Loading
Equipment 60 69 38
Dummy 69 70 0
Dummy 260 265 0
Form and Pour Foundations, Dust Collecting
System, Screen and Crushing House 240 245 20
Form and Pour Footer Bin and Tunnel Truck
Dump and Building Foundations 180 185 97
Steel, Screening and Crushing House 220 225 30
Stake Out and Excavate Foundations,
Screening and Crushing House 220 224 7
Dummy 224 225 0
Form and Pour Foundations, Screening
134
(continued)
ACTIVITY
I NUMBER
J DURATION
(DAYS)
Electrical Work Dryer Furnace and

Conveyors (20, 21, and 22) 285 290 30
Design Structure Preparation Plant 10 15 100
Purchase Machinery Preparation Plant 10 20 160
Design Electrical System Preparation Plant 10 30 60
Form and Pour Tunnels (Raw Coal Reclaiming) 130 135 70
Dummy 40 45 0
Dummy 40 105 0
Erect Structure and Machinery, Screen and
Crushing House, Dust Collecting System 245 250 76
Erect Electrical Control Center, Raw
Coal Reclaiming Tunnel 115 140 15
Erect Truck Loading Bins 65 70 140
Erect Building Truck Dump 185 190 20
Dummy 185 265 0
Purchase and Set Transformers and Electrical
Control Center, Preparation Plant 30 45 86
Dummy 80 145 0
Dummy 80 85 0
Dummy 80 105 0
Dummy 80 95 0
Set Truck Dump Machinery and Bins 190 210 9
Install Reclaiming Equipment (Feeders) 135 140 101
Dummy 135 145 0
Erect Conveyors No. 4,5,6,7, and 8 145 150 33
Backfill Tunnels (Raw Coal Reclaiming) 135 290 60
Dummy 210 270 0
Dummy 250 265 0
Erect Conveyors No. 1, 2, and 3
(Tunnel and Screen and Crushing House) 265 270 13
Design and Construct Foundations
Preparation Plant 15 20 82
Detail and Fabricate Structural Steel
Preparation Plant 15 19 80
Dummy 19 20 0
Construct Thickener (Preparation Plant) 15 45 95
Elec. Work, Screen and Crushing House,
Truck Dump, Dust Collecting System,
Conveyors No. 1, 2 and 3 270 275 20
Electrical Work (Truck Loading Bins)
(Conveyors 4,5,6,7, and 8) ISO 155 70
Connect Power Truck Dump and Crush and
Screen House 275 280 10
135
(continued)
ACTIVITY
Test Run Truck Dump and Crush and

Screen House 280 290 5
Dunnny 70 85 0
Erect Conveyors No. 15, 16, 17, and 19 85 90 19
Dummy 70 105 0
Erect Conveyor No. 18 105 110 16
Electrical Work Truck Loading Bins 70 155 15
Electrical Work Conveyor No. 18 110 155 20
Electrical Work Raw Coal Reclaiming Tunnel 140 165 70
Electrical Work Conveyors No. 15, 16, 17,
and 19 90 155 20
Set Preparation Plant Equipment and Piping 20 25 129
Erect Preparation Plant Structure 20 24 99
Dummy 24 25 0
Connect Power Raw Coal Reclaiming Tunnel 165 170 10
Test Run Raw Coal Reclaiming Tunnel 170 290 5
Enclose Preparation Plant (Sheeting) 25 45 48
Dummy 25 95 0
Erect Conveyor No. 14 95 100 8
Electrical Work Conveyor No. 14 100 155 20
Connect Power Truck Loading Bins and
Conveyors 155 160 10
Test Run Truck Loading Bins 160 290 5
Electrical Work Preparation Plant 45 so 120
Connect Power Preparation Plant 50 55 10
Test Preparation Plant 55 290 5
136
TABLE 5: Preparation Plant Activity List
ACTIVITY
Stake Out Preparation Plant, Thickener

Pad, and Thickener Tunnel 0 5 5
Purchase Equipment Elev. 161'6" 0 35 14
Fabricate Plant By-Pass and Two Filter
Cake Conveyors 0 85 30
Fabricate Plate Work Elev. 177'0-7/8" 0 90 30
Fabricate Structure and Platework Ground
Level (161 '6") 0 45 8
Fabricate Structure Elev. 177'0-7/8" 0 80 8
Purchase Equipment Elev. 177'0-7/8"
(3 Centrifuges, 2 Disk Filters,
2 Vacuum Receivers C.C. Crusher) 0 95 14
Fabricate Structure Elev. 190'9-7/8"
and 193'3-7/8" 0 100 16
Fabricate Plate Work Elev. 190' 9-7 /8" 0 105 20
Purchase Machinery Elev. 190'9-7/8" and
193'3-7/8" (Wash Box, C.C.D & R
Screen, REF Screen, VOR SNS. Cyclones) 0 110 14
Fabricate Structure 198'11-3/8" and
201'2-3/8" 0 115 16
(Froth Cells, Feed and Discharge
Boxes, Feed Cond., Moisture Trap) 0 135 14
Fabricate Structure Elev. 207'8-3/8"
and 223'11-3/8" 0 140 16
(Pre-wet Screen) 0 125 14
Bring Diester Tables to Site 0 150 14
Fabricate Tail Section Conveyor No. 9
and Middling Conveyor 0 225 19
Fabricate Thickener Structure and Plate Work 0 60 110
Fabricate Head Section Conveyor No. 8
(Phase IV) 0 180 38
Purchase Magnetite Storage Tank 0 165 14
(Three Distributors) 0 169 14
Purchase Magnetite Separators Elev. 212'0-7/8" 0 195 14
Purchase Electrical Switch Gear Elev.
190'9-7/8" 0 205 14
137
(continued)
ACTIVITY
I NUMBER
J
DURATION
(DAYS)
Fabricate Table Access Platforms 0 160 8

Purchase Thickener Machinery 0 70 14
Rough Grade Preparation Plant Site,
Thickener Pad, and Thickener Tunnel 5 10 15
Stack Out Conveyors No. 9, 10, and 11
and Transfer Tower 5 225 5
Dummy 169 170 0
Excavate, Form and Pour Plant Pier
Pads and Frost Wall Footers 10 15 14
Fine Grade Tunnel Slab 10 20 3
Form and Pour Piers and Frost Walls (Plant) 15 30 15
Dummy 15 20 0
Form and Pour Tunnel Pad 20 25 10
Form and Pour Tunnel Walls and Roof 25 40 20
Form and Pour Ditches, Sumps and Floors 30 35 27
Set Equipment Elev. 161' 6" 35 45 13
Dummy 35 40 0
Backfill Tunnel and Fine Grade Thickener
Floor 40 so 20
Dummy 35 225 0
Set Tail Sections Conveyor No. 9 and
Middling Conveyor 225 230 5
Electrical Work in Tunnel 40 75 5
Set Remainder of Conveyor No. 9 and
Middlings Conveyor, Set Conveyors
No. 10, 11 and Tower 230 235 30
Set Columns Elev. 161' 6" 45 80 2
Set Structure Elev. 177'0-7/8" 80 85 10
Form and Pour Thickener Base and Walls so 55 60
Set Plant By Pass and Two Filter Cake
Conveyors · 85 90 9
Set Plate Work Elev. 177'0-7/8" 90 95 4
Set Equipment Elev. 177'0-7/8" 95 100 25
Set Structure 190'9-7/8" and 193'3-7/8" 100 105 10
Set Machinery Elev. 190'9-7/8" 110 115 15
Backfill Thickener Walls 55 60 10
Set Thickener Plate Work so 65 10
Set Plate Work Elev. 198' 11-3/8" 120 125 3
138
(continued)
ACTIVITY
I NUMBER
J DURATION
(DAYS)
Set Pre-Wet Screen Elev. 198'11-3/8" 125 140 1

Set Thickener Structure 65 70 5
Set Equipment Elev. 201'2-3/8"
(Froth Cells, Feed and Discharge
Boxes, Feed Cond. and Moisture Trap) 135 140 44
Set Thickener Machinery 70 75 34
Electrical Work on Thickener 75 235 15
Set Structure Elev. 207'8-3/8"
and Elev. 223'11-3/8" 140 145 5
Dummy 169 170 0
Dummy 145 150 0
Assemble and Hang Diester Tables 150 170 32
Dummy 145 165 0
Set Magnetite Storage Tank 165 170 9
Dummy 145 155 0
Dummy 145 160 0
Set Table Access Platforms 160 200 4
Set Equipment Elev. 223'11-3/8" (Three
Distributors) and Fabricate Plate Work 170 200 4
Set No. 8 Conveyor Head Section 180 185 2
Set Magnetic Separators Elev. 212'0-7/8" 195 200 1
Dummy 200 205 0
Set Electric Switch Gear Elev. 190'9-7/8" 205 210 4
Set Sheeting Girts, Sheeting 200 220 35
Install Plant Piping 200 215 38
Flashing Doors and Windows 200 235 4
Complete Electric Wiring 210 235 95
Set Roof Girts and Roofing 220 235 13
Complete Plate Piping 215 235 10
Test Equipment, Final Adjustment and
Start Up 235 240 20
139
To proceed further it was necessary to automate
the process of calculating the project schedule, to
combine it with manpower and cost features and to speed
up the updating procedure.
5.7 "PROJECT" Application
The PROJECT computer program was employed using
an IBM 370 system at The Pennsylvania State University.
The program was applied in stages covering first the
scheduling function, then the cost analysis, and lastly
a manpower and resource analysis. The information being
input was frequently updated with changes in project
activities·, activity durations, and costs. Information
was obtained from the contractors during the meetings
where the development of the project networks had been
discussed. The basic input data for preparation of the
schedules is shown in Tables 4 and 5. It included
activity descriptions, node numbers and activity durations.
5.7.1 CPM Schedules
The first output from the computer program is the
activity schedule. It is required in any further computer
calculations and is the cornerstone to the PROJECT
system. The critical path schedule can be produced in
two ways, as an activity listing or as a bar chart. The
activity schedules for both the overall project complex,
master plan, and the preparation plant are shown in
Figures 26 and 27 respectively. The schedules are
sorted first by early start and then by total float.
140
ACTIVITY SCHEDULE
•••••••••••••••••••••••••••••••••
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
ACTIVITY DESCRIPTION DIJIIA- EARLY LATE !'.ARLJ LATE FREE TOTAL
TION START START FI IIISH FINISH FLOAT FLOAT
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
c 0 5 LAND ACQUISITION, SURVEY, SOIL ANALY 30 16JUL79 16JUL79 2QAUG79 211A UG 79 0 0

1 1 30 30
c 5 10 DESIGN PREPARATION PLANT 90 27AUG79 27AUG79 3JAN80 3JAN80 0 0
31 31 120 120
5 125 DESIGN Rl\W COAL RECLAift !UNNEL 30 27AUG79 211JUL80 80CT79 IISEP80 0 232
31 263 60 292
5 60 DESIGN TRUCK LOADING BINS 30 27AUG79 10CT80 80CT79 11 NOV80 0 280
31 3 11 60 3110
5 120 DESIGN RECLAiftiNG EQUIPftENT 17 27AIIG79 6NOV80 19SEP79 1DEC80 0 306
31 337 117 353
5 75 DESIGN CORVS TO/FROM PLANT (11,5 ,6 ,7) 20 27AUG79 12NOV80 211SEP79 10DEC80 0 310
31 3111 50 360
5 35. DESN CONVS 9,10,11 & !RANSFER TONER 15 27AUG79 1 IJJAN81 17SEP79 3FEB81 0 352
1-' 31 383 115 397
~ 5 215 DESIGN SCR!!ENING & CRUSIIING HOUSE 12 27AUG79 22JAN81 12SEP79 6 FEB8 1 0 358
1-' 31 389 112 1100
5 17 5 DESIGN TRUCK DUIIP & BOIL DING 8 27AUG79 16FEB81 6SEP79 25FEB81 0 375
31 1106 38 1113
5 115 DESN ELEC CONT CHTR FOR RAW COAL RCL 10 5 27AUG79 20FEB81 24JANBO 16JIJL81 0 379
31 q 10 135 5111
5 230 DESN DUST COLLECT SYSTEII SCREEN & CR 12 27AUG79 21111AR81 12SEP79 8APR81 0 1101
31 1132 112 11113
5 270 DESN PURCH & SET TRAKSFORIIER TRUCK D 105 27AUG79 2211AY81 24JANBO 150CT81 86 1144
31 1175 135 579
5 195 DESIGN DUST COLLECTING SYST TRUCK DU 5 27AUG79 1 OJ UN81 31AUG79 16JUN81 0 1157
31 1188 35 1192
5 285 DESN & IN ST DRYER FUR NAC f & CONVS 20 87 27AUG79 211JUN81 28DEC79 220CT81 0 467
31 1198 117 584.
5 255 DESN CONVS 1,2,3 TRUCK DUIIP & CRUSIIE 6 27AUG79 1 IIA IJG81 IISEP79 21AUG81 0 504
31 535 36 540
195 200 SHOP DRAWINGS DUST COLLECTING SYST ~ 7 IISEP79 17JUN81 12SEP79 25JUNA1 0 1157
36 493 112 1199
255 260 STAKE OUT EXC FORH POURFCONDATIONS D 26 5SEP79 211A UGB1 100CT79 2BSEPB 1 1116 5011
37 5111 62 566
175 179 FABR REIN & STR UCT STEEL TRUCK DU HP 40 7SEP79 26FEB81 1NOV79 22APR81 0 375
39 II 111 78 453
175 180 STAKE OUT & EXC TRUCK DUHP & BLDG 27 7SEP79 1711AR81 150CT79 22APRB 1 13 388
39 4 27 65 115]
215 220 SIIOP DRAWS STRIJCT STEEL SCPEEN & CRU 110 13SEP79 9FEB81 7NOV79 3APR81 0 358
II) 1101 82 11110
230 235 SHOP DRAWS DUST COLLECT SYSTEM SCRf.E 7 13SEP79 9APR81 21SEP79 17APR81 0 1101
II) 4411 119 1150
200 204 FABR REINF & STRUCT STEEL DUST COLLE 10 13SEP79 26JUN81 26SF.P79 9JUL81 0 457
43 500 52 509
FIGURE 26 : Master Schedule

200 20 5 STAKE OUT & EXC FOUNDATIONS DUST COL 7 1JSEP79 1JDLB 1 21SEP79 9JIIL81 3 460
43 503 49 509
35 40 FABR & ERECT COHVS 9,10,11, TRANSFER 82 18SEP79 IIFEB81 14JAIHIO 2811AY81 153 352
46 398 127 47<J
120 135 DETAIL & FABR SKIRT SUPPORT HOPPERS ( 75 20SEP79 2DEC80 7JA N80 1811AR81 74 306
118 354 122 428
235 240 FADR REIIIF & STR STEEL DUST COLL SYS 20 24SEP79 20A PR81 190CT79 1511AY81 0 401
50 451 69 470
235 239 STA~E OUT EXC FOUNDS DUST COLLECT SY 7 24SEP79 711AY81 20CT79 1511AYB1 13 414
50 4611 56 470
75 80 DETAIL & fADR COHVS TO/FROII PUNT (II, 136 25SF.P79 11DEC80 Ill\ PRBO 22JOII81 10 310
51 361 186 496
75 79 STAKE OUT EXC POUR fOUNDS FOR CONVS 211 25SEP79 2011AY81 260CT79 22JUN81 122 422
51 473 74 1196
205 210 FORI! POUR FOUNDS ERECT STRUC IIACH DIJ 70 27SEP79 10JUL81 7JA N80 150CT81 99 457
53 510 122 579
125 130 STAii:E OUT EXC RAil COAL RECLAIII TONNE 66 90CT79 5SEP80 11JAN80 80EC80 0 232
61 293 126 358
125 129 fi\DRICATE REINFORCING & HOPPER FRAIIE 24 90CT79 IINOV80 9NOV79 8DEC80 42 274
61 335 84 358
60 65 STAKE OUT EXC POUND PILING TRUCK LCA 80 90CT79 12NOV80 31JA N80 611AR81 0 280
61 341 1110 420
60 64 fABRICATE TRUCK LOADING BINS, COHV 1 50 90CT79 26DEC80 1RDF.C79 611ARR1 30 310
61 371 110 420
60 70 DESN & ERECT DUST COLLECT EQUIP AT T 50 90CT79 13J UL81 18DEC79 18SEP81 170 450
61 5 11 110 560
60 69 DESIGN & ERECT AUTOIIA'IIC LOADING EQU 38 90CT79 29JUL81 30HOV79 18SEP81 182 462
I-' 61 523 98 560
.r::. 240 245 FORI! POUR l'OUHDS DUST COLLECT SYSTEII 20 220CT79 1 BIIAY81 16NOV79 12JDH81 43 401
N 70 4 71 89 1190
180 185 FORI! POUR FOOTER BIN & TUNNEL TRUCK 91 2NOV79 23A PR81 2011AR80 4SEP81 0 375
79 454 175 550
220 225 FADR REINF & STRUCT STEEL SCREEN & C 30 8NOV79 6A PR81 20DEC79 1511AY81 0 358
83 1141 112 470
220 224 STAKE OUT & EXC FOUNDS SCREEN/CRUSH 7 8NOV79 711AY81 16NOV79 1511AY81 23 381
83 464 R9 470
225 245 FORI! &POOR FOUNDS SCREEN/CRUSH HOUSE 20 21DF.C79 1811U81 21JA!I80 12JU!181 0 358
113 1171 132 490
285 290 ELEC WORK DRYER FURNACE & CO!IVS 20,2 30 31DEC79 230CT81 11 FEB80 3DEC81 1167 467
118 585 147 6111
c 10 15 DESIGN STRUCTURE PREP PLANT 100 4JAN80 4JAN80 221'1AY80 22111\YBO 0 0
121 121 220 220
10 20 PURCHASE IIACHINERY PREP FLANT 160 IIJI\NBO 5FEB80 18A UGBO 18SEPBO 22 22
121 1113 280 302
10 30 DESN ELF.C SYST FOR PLANT, TRUCK LOAD 60 4JI\1180 JNOVRO 2711AR80 28JAN81 0 213
121 3J4 1110 393
130 1]5 FORI! & POUR TUNNELS (RAil COAL RECLAIII 70 111.JAN80 9DEC80 18A PR80 1811AR81 0 232
127 359 196 428
2115 250 ERECT DUST COLLECT SYST AT SCREEN HO 76 22J AN 80 15JUN81 6MAY80 28SEP81 0 358
1)3 1191 208 566
115 1110 ERECT ELECT CONTR CNTR RAW CCAL RECL 15 25JAN80 17JUL81 111FEB80 6AIIG81 147 379
136 515 150 529
65 70 ERECT TRUCK LOADING BINS 140 1FEB80 911AB81 1 OA UG80 18SEPR 1 0 280
141 421 280 560
185 190 ERECT BUILDING TRUCK DU"P 20 2HIAR80 7SEP81 17A PR80 20CT8 1 0 375
176 551 1'15 570
30 115 PORCH & SET TRANSFORIIERS & ELECT C!IT 86 2811AR80 29JAN81 29JIJL80 2B!IAY81 213 213
181 3911 266 1179
FIGURE 26 (Continued)
205 STAKE OUT EXC FOUNDATIONS DUST COL 7 1JSEP79 1JUL81 21SEP79 9JIJL81 3 1160
200 &
43 503 49 509
110 FABR & ERECT CONVS 9.10.11, TRANSFER 82 18SEP79 IJFF.B81 14JAN80 2811AY81 153 352
35 479
46 398 127
DETAIL & FABR SKIRT SUPPORT IIOPPERS ( 75 20SEP79 2DEC80 7Jr.N80 1811AR81 711 306
120 135
118 ]54 122 428
2110 FADR REINF & STR STEEL DUST COLL SYS 20 211SEP79 20APR81 190CT79 15!1AY81 0 401
235 1170
50 451 69
STAKE OUT EXC fOUNDS DUST COLLECT SY 1 24SEP79 711AJ81 20CT79 1511AY81 1J 4111
235 219 1170
50 464 56
80 DETAIL FADR CONVS TO/FBOII PLANT (4, 136 25SI:'P79 11DFC80 IIA PRBD 22JUN81 10 310
75 &
186 1196
51 361
STAKE OUT EXC POUR FOUNDS POR CONVS 24 25SEP79 2011AY81 260CT79 22JUN81 122 1122
75 79
51 1173 711 1196
210 FORI! POUR FOUNDS ERECT STRUC MACII DO 70 27SEP79 lOJULAl 7JAHAO 150CT81 99 IJ57
205
53 510 122 579
lJO STUE OUT EXC RAV COAL RECLAIII TONNE 66 90CT79 5SEP80 11 JA N80 RDEC80 0 232
125 )58
61 293 126
FABRICATE REINFORCING & IIOPI'ER FRAME 211 90CT79 IINOV80 9!10V79 8DEC80 112 2711
125 129
61 JJ5 AIJ 358
STAKE OUT EXC POUND PILING TRUCK LCA 80 90CT79 12NOV80 J1JAN80 6!1AR81 0 200
60 65
61 31>1 1110 420
FABRICATE TRUCK LOADING BINS, CONY 1 50 90CT79 26DEC80 111DF.C79 6 IIARI11 JO 310
60 611
61 371 110 420
DES!I & ERECT DUST COLLECT EQUIP AT T 50 90CT79 1JJUL81 18DI:'C79 18SEP81 170 450
60 70
61 511 110 560
DESIGN & ERECT ADTOIIA'I!C LOADING EQIJ 38 90CT79 29JUL81 JONOV79 18SEP81 182 462
60 69
...... 61 523 98 560
18MAY81 16NOV79 12JUN81 43 401
""'
w 240 245 FORI! POUR POUNDS DUST COLLECT SYSTEII 20 220CT79
70 4 71 89 490
0 ]75
180 185 FORI! POUR FOOTER BIN & TUNNEL TRUCK 97 2NO V79 23A PR81 2011AR80 IISEP81
79 454 175 550
FABR REINF & STRUCT STEEL SCREEN C 30 8NOV79 6APR81 200EC79 15!1U81 0 358
220 225 &
83 11111 112 1170
STAKE OUT & !':XC FOUNDS SCREEN/CRUSII 7 8NOV79 711AY81 16NOV79 1511AY81 23 381
220 224
Ill 4611 R9 470
2115 FORI! &POUR FOUNDS SCREEN/CRUSII !lOUSE 20 21DF.C79 1811AY81 21JAN80 12JUN81 0 358
225 1190
113 1171 132
ELEC VORK DRYER FURNACE & CONVS 20,2 30 31DEC79 230CT81 11FEB80 3DEC81 467 467
285 290
118 585 147 6111
DESIGN STRUCTURE PREP PLANT 100 IIJ AN 80 IIJAN80 2211AY80 2211AY80 0 0
c 10 15
121 220 220
12 1
PURCIIASE IIACIIINERY PREP PLANT 160 4.JAN80 5FFB80 18r.UG80 18SEF80 22 22
10 20
121 1113 280 302
DESN ELEC SYST FOR PLANT, TR!TCK LOAD 60 4J ANBO 3NOV80 2711AR80 28JAN81 0 213
10 30
121 334 lAO 393
FORI! & POUR TUNNELS (RAil COAL RECLAIII 70 14.JAN80 90EC80 18A PR80 1811AR81 0 232
130 115 4 211
127 359 196
ERECT DUST COLLECT SYST AT SCREEN 110 76 22JAN80 15JUN81 6 ~A reo 28SEPB 1 0 358
2115 250
1JJ 491 208 566
140 ERECT ELECT CONTR CNTR RAil COAL RECL 15 25JAN 80 17JUL81 1UEB80 6AUG81 147 379
115
136 515 150 529
ERECT TRUCK LOADING BINS 140 1FEB80 911AR81 1 RA UG80 18SEPR1 0 280
65 70
1111 1121 280 560
ERECT BUILDING TRUCK DUMP 20 2111AR80 7SFP81 17A PRBO 20CT81 0 315
185 190
116 551 195 570
PURCII SET TRANSFOR!IERS & ELECT CNT 86 2811AR80 29JAN81 29JUL80 2BIIAYil1 213 213
JO 45 &
181 .194 266 479
c 55 290 TESr PREP PLANT 5 27NOV81 27NOV81 3DEC81 J DEC81 0 0
610 610' 614 6111
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
I! II D 0 F SCHEDULE
•••••••••••••••••••••••••••••
I-'
""'""'
IIAXIIIIIII TIIIF (SEC): 50 NI':T CPU (SEC): 2

ACCOIIN T: 115115 25 ill $.07/SEC $ 1. 75
DATE: 12/10;79 !DENT: ACTUAL TillE, INClUDING 2.0 Sl'C SYSTEII Tlf'IF:!
0 ., $. ]5/100 $ 0.00
LINES PRINTED: 588 CARDS PUNCHED:
USER: CRACK F C
I!AUI!ll!l RECORDS: ]000 TOTAL RECORDS: 588 jj $.12/100 $ o. 72
DESTINATION: AA TOTAL COST $ 2.47 JOB NAI!E NQ 2 36258
OS-21.8 HASP-2-TSG 370/3033 CARDS READ: 1q0 *****
FIGURE 26 (Continued}
ACTJVITY SCHEDULE
•••••••••••••••••••••••••••••••••
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
ACTIVITY DESCRIPTION JIIIRA- FARLY LATE EARLY LATE FIIEE TOTAL
TION START START FT NISH FINISII FLOAT FLOAT
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
c 0 5 STAKE OUT PREP PLANT 5 2311AY80 2311AI80 301UY80 301!AY80 0 0

1 1 5 5
0 35 PURCHASE EQUIFIIENT ELEV 111 2311AY80 21AUG80 12JUN 80 10SEP80 62 62
1 63 14 76
0 85 FABR PLANT BY PASS & 2 FILTER CAKE C 30 2311AY80 4SEP80 7JUL80 150CT80 71 71
1 72 30 101
0 90 FABRICATE PLATE WORK ELEV 177 7;8 30 23 IIAYBO 17SEPBO 7JULBO 280CT80 80 80
1 81 30 110
0 115 FABRICATE STRUCTURE & PLATE WORK GRO 8 2311AY80 18SEP80 4JUN80 29SEP80 81 81
1 82 8 89
0 80 FABRICATE STRUCTURE ELEV 177 FEET 8 231!AY80 22SEP80 4JUN80 10CT80 83 83
1 84 8 91
0 95 PURCIIASE EQUIFIIENT ELEV 177 7;8 111 2311AY80 150CT80 12JUN80 3NOV80 100 100
...... 1 101 14 114
""'U1 0 100 FABRICATE STRUCTURE 190 &193 FEET 16 2311AY80
1
11NOV80
1211
16JIIN80
16
9DF.C80
139
123 123
0 105 FABRICATE PLATE WORK ELEV 190 FEET 20 23 IIA !80 25NOV80 20JUNBO 23JIEC80 129 129
1 130 20 149
0 110 PURCHASE I!ACHINERY ELEV 190 & 193 FE 14 2311AY80 1:1DEC80 12JUN80 30DEC80 139 139
1 140 14 153
0 115 FABRICATE STRUCTURE ELEV 198 & 201 F 16 2JIIAJ80 30DEC80 16JUN80 21JAN81 152 152
1 153 16 168
0 135 PURCHASE EQUIPIIENT El.EV 201 FEET 14 2311A Y80 15JAN81 12JIJN80 3FEB8 1 163 163
1 1611 111 177
0 130 FABRICATE PLATE WORK ELEV 201 FEET 7 23!!1\Y80 20J AN81 3JIJN80 2RJAN81 166 166
1 167 7 113
0 60 FABRICATE THICKENER STRUCTIJRf & PLAT 110 2311A Y80 91!AR81 280CT80 7AUG81 56 200
1 201 1 10 310
0 1110 FABRICATE STRUCTURE ELEV 207 &223 F 16 2311AY80 1611 AR81 16J!IN80 6APR 81 205 205
1 206 16 221
0 125 PURCHASE PRE WET SCREEN ELEV 198 FEE 14 2311AY80 171!AR81 12JIJN80 JAPR 81 162 206
1 207 14 220
0 120 FABRICATE PLATE WORK ELEV 198 FFET 5 2311AY80 2511AR81 30r!AY80 J111AR81 168 212
1 213 5 217
0 150 BRI~G '16 DIESTER TAELES TO SITE 14 23 IIA Y80 251!AR8 1 12JON80 1JAPR81 212 212
1 213 14 226
0 155 FABRICATE PLATE WORK ELEV 207 FEET 36 231!AY80 13A PR81 15JUL80 1JUN81 190 225
1 226 36 261
0 180 FABRICATE HEAD SECTICN CCNY NO 8 38 2311A Y80 16APRR1 17J!IL80 8J UN 81 228 228
1 229 38 266
0 165 PURCHASE MAGNETITE STORAGE TANK 111 23r!AY80 27APR81 12JIJN80 14MAY81 212 235
1 236 111 2119
0 169 PURCHASE EQUIPIIENT ELEV 22J FEP.T 14 2311AY80 Rr!AY81 12JUN80 271!AY81 2411 244
1 2115 14 258
FIGURE 27 : Preparation Plant Schedule

0 110 FABRICATE STRUCTURE ElEV 208 FEET 8 2311AY80 18l'IAY81 IIJUN80 2711AYB 1 250 250
1 251 8 258
0 115 FABRICATE PLATE WORK ELEV 208 5 23 Ill Y80 2711AY81 3011AYil0 2JUN 81 257 257
1 258 5 262
0 185 FABRICATE STRUCTURE ELEV 212 FEET 8 23111 Y80 1JUN81 4JUH80 1 OJ UHB 1 260 260
1 261 ll 268
0 195 PURCHASE !!AGHETIC SEPERATCRS ELEV 21 111 2311AYBO 1JUN81 12JUHBO 1 BJUNil1 260 260
1 261 14 2711
0 205 PURCHASE ELECTRICAL SWITCH GfAR ELE 111 2lllr.YB0 2JUNB 1 12JUN80 19JilN81 261 261
1 262 111 275
0 160 FABRICATE TABLE ACCESS PLATFORIIS 8 23 IIAY80 4JUH81 IIJUN80 15JUN 81 218 263
1 264 8 271
0 190 FABRICATE PLA~E WORK ELEV 212 FFET II 23 I'll YBO 11JUNB 1 29!'1AY 80 16JUH 81 268 268
1 269 II 272
0 70 PORCH liSE TIIIC KEllER Ill CHI NERY 14 231!AY80 11AOGB1 12JOH80 28A IIG81 167 311
1 312 111 325
0 225 FABRICATE TliiL SECTION CCNY NO 9 & 1'1 19 2li!AY80 24AUG81 19JON80 11SEP81 57 320
1 321 19 Jl9
c 5 10 ROU3!1 GRADE PREP PLANT SITE THICKEHE 15 2JU N80 2JUN80 20JUN80 20JUN80 0 0
6 6 20 20
5 225 STAKE OUT CONVEYORS(9,10,11,) & TRAN 5 2JUN80 11SEP81 6JUN80 17SEP81 66 329
6 335 10 339
c 10 15 EXC FORI! & POUR PIER PADS & FROST WA 111 23JU NBO 2JJUN80 11JUL80 11JUL80 0 0
21 21 311 311
10 20 FINE GRADE TUWNEL SlAB J 2lJUN80 18FEB81 25JUN80 20FEBB 1 11 167
21 188 23 190
c 15 30 FORI! & POUR PIERS & F~OST WALLS 15 111JU LBO 14JUL80 lAUGBO 1AUGBO 0 0
35 35 119 49
1-' 10 14JUt80 2lFEBB1 2 5JUL80 611AR 81 0 156
20 25 FORI! & POOR TUNNEL PAD
""'0'1 25 110 FORI! & POUR TUNNEL WALLS & ROOF 20
35
2BJUL80
191
'I!UR81
1111
22AUGBO
200
3APR81 12 156
115 201 611 220
c 10 35 FORI'! & POOR DITCHES SUIIPS & FLOORS 27 II AU GOO 4AUG80 10SEPBO 1 OSEP 80 0 0
50 50 76 76
c 35 115 SET EQUIPIIENT ELEVATICN 161 FEET 1J 11SEP80 11SEI'80 29SEPBO 29SEP80 0 0
77 71 89 89
40 50 BACKFILL TUNNEL & FINE GFADE THICKEN 20 11SFP80 6APR81 BOCTBO 1l'IAY81 0 U4
71 221 96 240
225 230 SET TAIL SECTIONS CCHVEYOR NO 9 &ftiO 5 11SE1'00 1 BS EPB 1 17S EPBO 24SEPB1 0 263
77 3110 81 344
40 75 ELECTRICAL IIORK IN TUNNEl 5 11 SFI'BO 90Cf81 17SEP80 150CTB 1 134 278
77 355 81 359
230 235 SET REIIAINS CONY 9,11IDLS SET 10,11,T 30 18SEP80 2 5S EP81 290CT80 5NOVB1 263 263
82 345 111 3711
c 45 80 SET COLUIINS ELEV 161 FEET 2 30SEP80 lOS EPBO lOCTBO 10CT80 0 0
90 90 91 91
c 80 85 SET STRUCTURE ELEV 177 10 20CT80 20CT80 150CTBO 150CTBO 0 0
92 92 101 10 1
50 55 FORI! & POUR THICKENFR BASE & WALLS 60 90CT80 IIIIAY81 5JANR1 211,1ULA 1 0 144
97 2111 156 300
c 85 90 SET PLANT BY PASS& TWO FILTER CAKE C 9 160CT80 16ocreo 2BOCT80 2BOCT80 0 0
102 102 110 110
c 90 95 SE1 PLATE WORK ELEV 177 FEET II 290CT80 290CT80 JNOVBO JNOVBO 0 0
111 111 114 1111
c 95 100 SET EQDIPIIENT ELEV 177 FEET 25 4 NOVBO IIIIOVBO 9DEC80 9DEC80 0 0
115 1 15 139 139
c 100 105 SET STRUCTURES ELEV 190 &193 FEET 10 10DI'C80 1:> DECBO 23DEC00 23DECBO 0 0
140 140 149 149
c 105 110 SEt PLATE WORK ELEV 190 FEET 4 24DEC80 24DEC80 30DEC80 30DEC80 0 0
150 150 153 153
c 110 115 SET !IACHINERY ELEV 190 FEET 15 31DEC80 31 DEC80 21JAN81 21JP.N81 0 0
154 154 168 168
55 60 BACKFILL THICKENER WALLS to 6JA N8 t 27JULB t 19JAN81 7A UGB 1 0 1411
157 301 166 310
60 65 THICKENER SET PL WOBK 10 20JAN81 10 AUGB 1 2FEB81 21AUG81 0 11111
167 311 176 320
c 115 1)0 SET STRUCTURE ELEV 201 FEET 5 22.JANB1 22JANB 1 28JAN81 2BJAN81 0 0
169 169 173 173
115 120 SET STRUCTURE ELEV 198 FEET 5 22JANB1 25!1 ARB t 2BJANB1 31!1AR8t 0 411
169 213 173 217
c 130 1)5 SET PLATE VORK ELEV 201 fEET II 29JAN81 29JAN8t 3FEB81 3FFBB1 0 0
1711 1711 117 177
120 125 SET PLATE WORK ELEV 198 FEET 3 29JA N81 1APR8t 2FEBB1 3APR 81 0 1111
1111 218 116 220
125 14 0 SET PRE-WET SCREEN ELEV 198 FEET 1 3FEil81 6 APRB 1 3FEB81 6APR B1 1111 Ill!
177 221 177 221
65 70 THICKENER SET STRUCTURE 5 3FEDB1 211AUG81 9FEBBt 28AUG81 0 11111
177 321 181 325
c 135 140 SET EQUIP!IENT ELEV 201 FEET 411 II FEBB1 II FEB81 6APRB1 6APR81 0 0
178 178 221 221
70 75 THICKENER SET !IACHINERY 311 10FEB81 31AIIG91 27!1AR81 150CT81 0 144
182 326 215 359
75 235 ELECTRICAL WORK THICKENER 15 30!1AR8t 16ocr81 17APR81 5NOV81 11111 1411
216 360 230 374
c 1110 1115 SET STRUCTURE ELEV 207 & 223 FEET 5 7APR01 7APRB 1 13APR81 13APR81 0 0
1-' 222 222 226 226
32 111APP81 TQAPR81 271UJ81 27!1AY81 0 0
"'"
-...)
c 150 170 ASSE!IDLE & HANG 16 DIESTER 'IABLES
227 227 258 258
165 170 SET !IAGNETITE STORAGE TA~K 9 111APR81 15!1AJ81 24APR81 27!1AY81 23 23
227 250 235 258
155 200 SET PLATE RORK ELEV 207 FEET 14 111APR81 2JUN81 1!1AY81 19JUII81 35 35
227 262 240 275
160 200 SET TABLE ACCESS PLATFOR!IS 4 111APR8t 16JUN81 17API!81 19JUN81 45 45
227 272 230 275
c 170 115 SET STRUCTURE ELEV 208 FEET 4 28!1AY81 2B!IAJ81 2JliHBt 2JUNB 1 0 0
259 259 262 262
170 200 SET EQUIP!IENT 3 DISTRIBUTERS !LEV 22 5 2B!IAY81 15JUN81 3JUNB1 19JUN81 12 12
259 271 263 275
c 115 180 SET PLATF. VORK ELEV 208 FEET II 3JUN81 3JUN81 8JUII81 8JUN81 0 0
263 263 266 266
c 180 185 SET NO 8 CONVEYOR HEAD SECTICN 2 9JIINB1 9JUNB 1 10JIIN81 10JUH81 0 0
267 267 268 268
c 185 190 SET STRIICTURE ELEV 212 FEET II 11 Jll NB 1 11JUN81 16JIINB1 16JUN81 0 0
269 269 272 272
c 190 195 SET PLATE WCRK ELEV 212 FEET 2 11JII N81 17JUNB1 18JIJN81 18JUN81 0 0
273 273 274 2711
c 195 200 SET !I&GNETIC SEPERATORS ELEV 212 FEE 1 19JIJN81 19JUNB1 19JUN81 19JIIN81 0 0
275 275 275 275
c 205 210 SEt ELEC SWITCH GEAR ELEV 190 fEET 4 22JU liB 1 22JUN81 25JONB 1 25JIJNB1 0 0
276 276 279 279
200 220 SEt SHRETING GIRTS & SHEETING 35 22JUN81 15 EPB 1 7AUG81 190CTA 1 0 51
276 327 310 361
200 215 INSTAlL PUNT PIPING 38 22JUNB1 1 s EPB 1 12AOG81 220CT81 0 51
276 327 313 3611
200 235 FLASHING DOORS & WI~DCWS II 22JIIN81 2NOVB1 25JUNB1 5NOV81 95 95
276 371 279 3711
c 210 235 CO~PLETE ELECTRIC WIRING 95 26JUN81 26JUN81 5NOV81 5NOV8 1 0 0
280 280 3711 3111
220 235 SET ROOf GIRTS & RCOFING 13 10A!IG81 200CT81 26AIIG81 5NOV 81 51 51
311 362 323 3711
215 235 COMPLETE PLANT PIPING 10 13AUG81 230CT81 26AIIG81 5NOV8 1 51 51
3111 365 323 3711
c 235 2110 TEST & ADJIJST EQIIIP~ENT & START liP 20 6 NOV8 1 6NOV81 3DF.C81 3DEC81 0 0
375 375 3911 3911
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
E ND 0 F SCIIEDULE
•••••••••••••••••••••••••••••
1-'
~
00
ACCOUNT: 115135 ~AXIMU~ TIME ~FC): 50 NET CPU (S~C): 2

DATE: 12/11/79 IOENT: ACTUAL TIME, INCLUDING 2.0 SfC SYSTFM TIME: 27 ~ f.07jSEC ot 1. f)q
USER: CRACK P C LINES PRINTED: 582 CAnDS PONCIIED: 0 i $.35/100 $ o. 00
DESTINATION: AA MAXTMIJ~ RECORDS: 3000 70TAL RECORDS: 5R2 ~ $.12/100 1 o. 72
OS-21.8 IIASP-2.T5G J70/J033 CARDS READ: 177 ***** TOTAL COST $ 2.61 JOB NAME N 1 2 39404
These figures show just the schedule output; the complete
input data and output for the master schedule and prepar-
ation plant schedule are shown in Figures 48 and 49 in
Appendix 3.
On Figure 26, the master schedule, the start date
input was 16 July 1979. The project duration was calcu-
lated to be 614 work days; therefore, working on a
five-day work week, the projected finish date was 3
December 1981. This schedule did not include the construc-
tion of the preparation plant building in detail as this
was a separate network. The schedule shows early start
date, late start date, early finish date and late finish
date, both in calendar days and workdays. The activity
floats are also shown, zero free float and total float
indicating a critical activity. Critical activities
also have a 'c' in the left margin, prior to the activity
numbers.
The preparation plant schedule shown in Figure 27
is laid out in a similar manner. A start date of 23 May
1980 was input. This corresponds to the start of activity
15-20 (Construction Foundations of the Preparation
Plant) on the master schedule. The preparation plant
project duration is 394 work days. Working a five-day
work week, this meant a completion date of 3 December 1981.
Again this ties in, as expected, with the completion date
of the master schedule. These two schedules are used for
the day-to-day job progress control. Table 6 shows how
149
TABLE 6 : Expansion of Master Network Critical Path
N,\STEU PLAN PREP PLANT l'l.AN
NOllE NO. ACTIVITY llESCIU I'TI ON ACTIVITY EARLY START EARLY FINISH NOliE NO. ACTIVITY DESCRIPTION ACTIVITY EARLY START EARLY }"IN I Sll
DURATlON DURATION
.J (DAYS) I J (DAYS)
-· --·--·---- ·- ·-------·--·--------
~------· ----~~----------~---~
0 5 r.and Ac•]Uisilion, Survey, Soi 1 30 16 July 79 24 Aug 79

Analysis
5 10 IJesign Prep Plaut 90 27 Aug 79 3 Jan 80
10 15 Ucsigu Sll"UCluce Prep PJant 100 4 Jan 80 22 ~fay 80
15 20 Construct Foundations Pre11 Plant 82 23 Hay 80 18 Scp 80 0 5 Stake Out Prep Plant 5 23 Hay 80 30 Hay 80
5 10 Rough Grade Prep Plant Site IS 2 Jun 80 20 Jun 80
Thickeners
10 15 Exc Form and Pour Pier Footers 14 23 Jun 80 11 Jul 80
15 30 Form and Pour Piers and Frost Walls 15 12 Jul 80 3 Aug 80
30 35 Forno and Pour Ditches Sumps and 27 4 Aug 80 10 Sep 80
Floou
:w 25 Set Pr-ep Plaut Equipment anJ Piping 129 19 Sep 80 23 liar 81 35 45 Set Equipn.ent Elevation 161 }"eet 13 11 Sep 80 29 Sep 80
45 80 Set Columns Elevation 161 Feet 2 30 Sep 80 1 Oct 80
...... 25 t,s Endose Prep Plant (sheeting) 48 24 liar 81 28 tfay 81 80 85 Set Colnn•us Elevation 177 Feet 10 2 Oct 80 15 Oct 80
Ul 85 90 Set Plant by Pass and Two Filters 9 16 Oct 80 28 Oct 80
0 90 95 Set Plate Work Elevation 177 Feet 4 29 Oct 80 3 Nov 80
95 100 Set Equipment Elevation 177 }'eet 25 4 Nov 80 9 D.. c 80
100 105 Set Structure Elevation 190 & 193 10 10 Dec 80 23 Dec 80
Feet
105 110 Set Plate Work Elevation 190 Feet 4 24 Dec 80 30 Dec 80
110 115 Set ~fachinery Elevation 190 Feet 15 31 Dec 80 21 Jan 81.-
115 130 Set Structure Elevation 201 Feel !) 22 Jan 81 28 Jan 81
130 13!> Set !'late Work Elevation 201 Feet 4 29 Jan 81 3 Feb 81
135 140 Set Equipment Elevation 201 Feel 44 4 Feb 81 6 Apr 81
140 145 Set Structure Elevation 207 & 223 5 7 Apr 81 J3 Apr 81
Feet
1~0 170 Assemble and Hang 16 Diester Tables 32 14 Apr 81 27 Hay 81
170 175 Set Structure (,;Jevation 208 Feet 4 28 Hay 81 2 Jun 81
175 180 Set Plate Work Elevation 208 Feet 4 3 Jun 81 8 Jun 81
180 185 Set No. 8 Conveyor Head Section 2 9 Jun 81 10 Jun 81
185 190 Set Structure Elevation 212 Feet 4 ll Jun 81 16 Jun 81
190 195 Set Plate Work Elevation 212 Feel 2 17 Jun 81 18 Jun 81
195 200 Set tfagnetic Separators Elevation 1 19 Jun 81 19 Jan 81
212 Feet
205 210 Set Electric Switch Gear Elevation 4 22 Jun 81 25 Jun 81
190 Feet
45 50 t:lectrical Work Prct• Plant 120 29 Hay 81 12 Nov 81 210 235 Cowplele Electric Wiring 95 26 Jun 81 5 Nov 81
50 J~ Counct.:t Power Prep Plant 10 13 Nov 81 26 Nov 81 235 240 Test & Adjust Equipment & Start up 20 6 Nov 81 3 Dec 81
55 ~90 Tesl Pn~p Plitnl 5 27 Nov 81 3 Oec 81

the general preparation plant construction activities
which constitute the critical path in the master network
were expanded in the Preparation Plant network, from the
beginning of the plant construction to test running. It
can be seen that groups of activities in the Preparation
Plant network correspond approximately with the start
and finish times of the corresponding general activity
in the master network.
The schedules are also produced in bar chart
form, an example of which can be found in Section 5.7.4.
These charts give a better visual picture than just a
straightforward listing. Like the network diagrams, the
bar charts can be displayed in a position of prominence
so everybody can easily gain access to see them and
study their particular jobs. Techniques such as color
coding a contractor's jobs can be useful both practically
and psychologically. Practically as it is easier to
locate a job on the chart and psychologically as the
colors tend to attract people's attention and thus
stimulate people to study the charts.
By studying the schedules it is possible to
analyze possible time saving plans. For example, on the
preparation plant schedule it is possible to see that
activity 210-235 which is, "Complete Electrical Wiring
in the Preparation Plant", offers potential for time
sav1ng. Assuming all activities are proceeding on
schedule then between the 26 June 1981 and the 5 November
151
1981 this is the only activity being undertaken. This
period represents over two months. By starting the
wiring earlier, which is possible, every day that the
finish date of the wiring activity can be reduced repre-
sent a day's earlier completion of the overall project.
In the event of the project falling behind schedule, it
may also be worth scheduling overtime or weekend working
on this activity in order to speed it up. This analysis
is typical of the way that the schedules were used to
assist in planning as well as in project control.
5.7.2 Cost Schedules
The cost control of the project is almost as
important to the project manager as is the schedule.
Needless to say these two factors are directly related
as time delays always result in an increase in cost,
even if it is only in fixed costs.
The cost control works with the project schedule
in producing a daily listing of project costs over the
life of the project. These costs represent the summation
of the daily costs for all project activities being
undertaken on any specific day. The costs can be composed
of either labor, materials, subcontractors prices or all
these elements in a total cost figure. Section 3.7
outlines the ways of establishing and applying the costs
to produce cost reports. In addition to an interval
cost listing, the costs can be plotted graphically both
on an interval and cumulative basis. Figure 28 is a
152
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
PROJECT 'KASTER
' C 0 S T ANALYSIS
ON TilE FOLLOIIIHG GRAPIIS,TIIE PLCTTED POINTS ALONG TilE ABSCISSA EACII REPRESF.Nr THE END OF AN INTERVAL.
EVFRY TENTH INTERVAL END DAY (DATE) IS PRINTED ON THE ABSCISSA.
DATE DAY INTERVAL COSTS CO!'IULI\TIVF COSTS

A~ END OF INTERVAL PAGE 1 OF 3
••••••••••••••••••••••••••••••••••••••••••••••••••••••••
20 JOL 79 5 $ 0. $ 0.
27 J!JL 79 10 $ o. $ o.
3 AIIG 79 15 $ o. $ o.
10 AIIG 79 20 $ o. $ o.
17 AUG 79 25 $ o. $ 0.
24 A!IG 79 30 $ 0. $ o.
31 AUG 79 35 s 81330. $ 81330.
7 SEP 79 39 $ 68613. $ 149943.
14 SEP 79 114 $ ~2005. $ 20 1948.
21 SEP 79 49 $ E4242. $ 286190.
28 SEP 79 54 $ 99989. $ 386179.
5 OCT 79 59 $ S4260. $ 4801139.
12 OCT 79 64 $ 178030. $ 6581169.
19 OCT 79 69 $ 183070. $ 8111539.
1-' 26 OCT 79 74 $ 184280. $ 1025819.
Ul 2 NOV 79 79 $ 177390. $ 1203209.
w 9 NOV 79 84 $ 182676. $ 1385885.
16 NOV 79 89 $ 187935. $ 15 7 3 82 0.
23 NOV 79 93 $ 149380. $ 1723200.
30 NOV 79 98 $ 166725. $ 1909925.
7 DEC 79 103 s 178485. $ 2088410.
111 DEC 79 108 $ 178485. $ 2266895.
21 DEC 79 113 ·s 111731. $ 2378626.
28 DEC 79 117 $ 119108. $ 2427734.
4 JAN 80 121 $ 54783. $ 241l2517.
11 ,JAN 00 126 $ 71748. $ 255 4 265.
18 JAN 80 131 $ 70630. $ 2625095.
25 JAN 80 136 $ 71129. $ 26 96224.
1 PEB 60 141 $ 74074. $ 2770298.
8 l"EB 80 146 $ 82150. $ 28521148.
15 FEB 60 151 $ 82150. $ 29345913.
22 FEB 60 156 $ 62150. $ 3016748.
29 l"EB 60 161 $ 82150. $ 3098898.
7 !'IAR 80 166 $ 82150. $ 311!1046.
14 !IAR 80 171 $ 62150. $ 3263198.
21 ~AR 60 176 $ 81173. $ 3344371.
28 !'IAR 60 18 1 $ 76961. $ 3421352.
4 APR 60 166 $ 75645. $ 31197197.
11 APR 80 19 1 $ 60410. $ 3565607-
18 APR 60 196 $ 77355. $ 3642962.
25 APR 80 201 $ 123915. $ 3766871.
2 !'lAY 80 206 $ 106025. $ 3672902.
9 !'lAY 80 211 $ 911937. $ 3967639.
16 !'lAY 80 216 $ 105435. $ 4073274.
23 r!AY 80 221 .s 121146. $ 4194422.
FIGURE 28 : Interval Listing of Project Costs

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DATE DAY INTERVAL COSTS CU~ULATIVE COSTS
AT END OF' INTERVAL PAGE 2 OF 3
••••••••••••••••••••••••••••••••••••••••••••••••••••••••
20 JUN 80 2110 $ 1]0580. $ 11725778.
27 JUN 80 245 $ 130580. $ 41156358.
3 JUL 80 249 $ 10'14 64. $ 11960822.
11 JUL 80 2511 $ 132500. $ 5093322-
18 JilL 80 259 $ 130660. $ 52239A2.
25 JUL eo 2611 $ 128580. $ 5352562.
1 AIJG 80 269 $ 128580. $ 5481142.
8 AUG 80 274 $ 1285eo. $ 5609722.
15 AUG 80 279 $ 128580. $ 5738302.
22 AUG eo 284 $ 1314110. $ 5869742.
29 AIJG 80 289 $ 132155. $ 600 1897.
5 SEP 80 293 $ 10 5724. $ 6107621.
12 SEP 80 29e $ 1275811. $ 6235205.
19 SEP 80 JOJ $ 57.259- $ 62921164.
26 SEP 80 308 $ 611915. $ 6357379.
3 OCT 80 313 $ 649 15. $ 6422294.
10 OCT eo 318 $ 6061.1. $ 64 82907.
17 OCT 80 323 $ 57745. $ 6540652.
211 OCT 80 328 $ 57745. $ 6598 397.
Jl OCT 80 333 $ 577115. $ 66'>6142.
7 NOV 80 338 $ 57745. $ 6713887.
14 NOV 80 3113 $ 577115. $ 6771632.
21 NOV 80 348 $ 57745. $ 6829377.
I-' 687557 ].
Ul 28 NOV 80 352 $ 46196. $
Ul 5 DEC 80 357 $ 57745. $ 6933318.
12 DEC 80 362 $ 57H5. $ 6991063.
19 DEC 80 367 $ 577115. $ 7048808.
26 DEC 80 371 $ 116196. $ 709 5004.
2 JAN e1 375 $ 46196. $ 7141200.
9 JAN 81 380 $ 58897. $ 7200097.
16 JAN 81 3115 $ 58513. $ 725 E61 0.
21 JAN 81 390 $ 57745. $ 7316355.
30 JAN 81 395 $ 57745. $ 7374100.
6 fEB 81 1100 $ 57745. $ 74318115.
13 FEB 81 1105 $ 47577. $ 711791122.
20 fED 81 1110 $ 45035. $ 752111157.
27 FEB 81 1115 $ 45035. $ 756<;1192.
6 liAR 81 1120 $ 115035. $ 76 111527.
13 liAR 81 425 $ 45035. $ 7659562.
20 liAR e1 1130 $ 45035. $ 7704597.
27 liAR 81 435 $ 11553 9. $ 7750136.
3 APR 81 4110 $ 42732. $ 7792868.
10 APR 81 1145 $ 31000. $ 79238611.
17 APR 81 450 $ 31000. $ 7854868.
24 APR 81 1155 $ 31000. $ 7885868.
1 I!AY 81 460 $ 31000. $ 7916868.
8 I!AY 81 1165 $ )1000. $ 7947868.
15 !lAY 81 470 $ 31384. $ 7979252.
22 IIAY 81 475 $ 32536. $ 80117ll0.
29 IIAY 01 480 $ 211800. $ 80315508.
5 JUN e1 485 $ 0. $ 8036508.
12 JUN 81 490 $ o. $ 80365118.
19 JON 81 1195 $ o. $ 80 365AB.
9ST
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DATE DAY INTERVAL COSTS CU I'JU LATIV E COSTS
At END OF INTERVAL PAGE 3 OF l
······························*·························
11 JUL 81 515 $ 0. $ 8036508.
24 JUL 01 520 $ 0. $ 00 36508.
31 JilL 01 525 $ o. $ 80 36588.
1 liJG 81 530 $ o. $ 0036'iM.
14 AUG 81 535 $ o. $ 80 365fl8.
21 AIJG 81 5110 $ o. $ 81)36588.
28 AUG 81 5115 $ 0. $ 8036588.
II S EP 81 550 $ 0. $ 0036588.
11 SEP 81 555 $ o. $ 8036500.
10 SEP 81 560 $ o. $ 80 36508.
25 SEP 81 5&5 $ o. $ 80365Bfl.
2 OCT 81 570 $ 0. $ fl0Jf.508.
9 OCT 81 575 $ o. $ 8036588.
16 OCT 81 580 $ o. $ 8036508.
23 OCT 81 595 $ o. $ 80 36588.
30 OCT 81 590 $ 0. $ 8036588.
6 NOV 81 595 $ o. $ 8036508.
13 NOV 81 600 $ o. $ 8036588.
20 NOV 81 605 $ o. $ 8031:588.
21 NOV 81 610 $ 8118. $ 803?q)6.
l DEC 81 614 $ 3392. $ 804 C828.
1-'
(J1
-....)
listing of the project costs and Figure 29 is an interval
graph of the overall project costs. These two figures
are abbreviated outputs, the complete outputs for the
cost listing and cost graph together with the corresponding
input data are shown in Figures 50 and 51 in Appendix 3.
These costs represent total costs for the project including
equipment, labor and materials. Having an accurate
listing of costs over the life of the project serves
four prime functions. Firstly, it gives an i_dea of
funds that will be required to meet all project payments;
secondly, as the cost figures are known reasonably
accurately in advance, borrowing from credit sources can
be planned. Thirdly, an accurate cost projection can be
given to the bank or credit agency to insure that funds
will be available with them for the drawdown as required.
This leads to better banker-client relationships and
often the sense of control and efficiency conveyed to
the bank will be beneficial at a later date when applying
again for credit. Lastly, a good cost control system
can be established for project management to track costs
to insure minimum deviation.
A closer analysis of Figure 28, the master cost
listing, shows the total costs broken down into weekly
intervals. The cost listing is an updated one. The
update shows the status as of July 16, 1979. In fact,
all costs have already been met (therefore, removed) up
to the week starting Monday, August 27. From this
158
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period costs rise rapidly approaching $180,000 per week.
These high costs cover much of the fabrication work and
some equipment purchases. A period of lower cost of
approximately $80,000 per week then follows between the
end of December, 1979 and middle of April, 1980. During
this period fabrication work decreases as most of the
initial fabrication is completed and a start is made on
the foundation earthwork and concrete. Costs rise again
after mid-April, 1980 and run about $130,000 through
summer until mid-September, 1980. This period represents
the pouring of a considerable amount of concrete, the
erection of the truck dump, dust extraction systems and
a number of conveyors. Coupled with this erection
period is the purchase of some more equipment such as
belt conveyors and motors. At the end of September,
1980 there is a rapid decrease in cost to $6,000, followed
by a slow decline to $3,000 per week by the end of May,
1981. This period represents the completion of most of
the preparation plant erection, and the associated load
in/out facilities, and the start of the electrical work.
From June, 1981 to the end of the project, there is zero
documented costs, except for a small final test run
cost. This is in reality not a period of zero cost,
however; the electrical cost, which constitutes the work
in this period, has not yet been assigned. The entire
electrical work represents a contract of about $500,000,
but it is difficult to pro-rate it per activity and
160
therefore was not included at the time of producing this
output.
The total cumulated cost figure is shown as $8
million. This represents the remaining quantity of work
to be paid for after the end of July, 1979. The true
figure for the entire project was considerably higher.
The train load out had been completed and paid for
earlier, and much of the preparation plant equipment had
been ordered and paid for. Also the costs for road
paving and electrical work were not included. The total
project when completed would have incurred a total cost
of approximately $14 million.
Updating is also important on the cost report.
The updating insures that the short range costs are
reasonably accurate. For example, as was seen in ana-
lyzing Figure 28 the electrical costs were not included.
However, by Spring, 1981 a full breakdown of electrical
costs will be included, in order to meet payments and
cost commitments in the summer of 1981. Thus it can be
seen that the ability to produce updated information
quickly is an asset not only in the activity schedules
but also in cost accounting features.
Figure 29 shows graphically all the cost infor-
mation contained in the cost listing of Figure 28. The
graph provides good visual impact of the cash flow
requirements for the project. Although not as important
as the activity schedule bar chart, it still constitutes
161
a useful way of displaying important information.
As costs are a direct result of the consumption
of resources, be they materials or manpower, the analysis
of resource consumption and availability is an important
part of project planning and control.
5.7.3 Labor Schedule
The control of resource application has already
been covered and shown to be a critical area of project
management. One particular resource which is the most
difficult to handle and also one of the most costly is
that of labor.
It is necessary to establish the manpower required
at any one time from an analysis of the schedule. The
manpower analysis is best performed for each contractor
not for the project as a whole. Problems develop when a
contractor is either overextended on his manpower projec-
tions or if he has a large variation in the workforce
size. If this happens the contractor will find that he
is unable to meet the time requirements of the schedule.
For this reason an analysis of a contractor's labor
requirements is also part of the project manager's job.
The aim is to smooth the manpower requirements so that
work does not suffer due to non-availability of workers.
This can be achieved by concentrating the available
workforce on the critical jobs and stopping and starting,
or delaying, noncritical jobs.
162
For the construction of the coal preparation
plant it became evident that the volume of steel fabri-
cation and erection was a major factor in the critical
path and therefore it would be wise to analyze the labor
requirements for steel work.
The analysis of the preparation plant construction
involved inputting data on the labour content of each
activity, involving steel work. The computer then
produced output in various forms analyzing these labor
requirements. Figures 30 and 31 show manpower informa-
tion displayed as a listing and a graphical plot. These
figures are abbreviated outputs, the complete outputs
together with the corresponding input data are shown in
Figures 52 and 53 in Appendix 3. Figure 30, the manpower
listing, shows weekly manpower requirements for steel
work on the preparation plant building and associated
conveyors. The unit of 1 man day has been converted to
1 dollar and man power outputs have been treated as a
cost analysis this was done in order to overcome problems
in the system which prevented anything other than a
daily manpower listing. The specific number of men
required is not of prime importance in attempting to
smooth the resource usage. The problem is to avoid
large fluctuations over short periods and to try and
maintain a relatively constant number of men. The
problem periods are easily determined from Figure 31.
In this case, resource analysis, the graphic display is
163
•·····················•******4**•*****••····························
P R 0 J E C T 'PR~P PLA' C 0 S T A N A L YS I S •
······················*············································
0~ THE fOLLOUI~G GRAPRS,!~E PLCTTEO PCIM~S ALONG THE ABSCISSA EACH REPRESENf THC END OF AN [~TERVAL.
~VERY TENTH INTERVAL END £AY (CATF) lS PRINTKD ON THE ABSCISSA.
DATE DAY IIITP.RVAL COSTS CUI!III.ATIVI' CCSTS

AT HID OJ' l!11'Ef'VAL PAGE 1 OF 2
···················*····························~··*····
21 ""Y flO I $ 411. $ 417.
30 IIAY '10 5 s 1665. $ 20fl2.
6 Jllll flO 10 ; 1~87. $ 36fo'l.
n ,Jnu no 1<; $ 9 15. $ 1151'4.
2a Jllll no 20 'I; 2 52. $ 4036.
27 ,J[IN 80 25 $ 55. $ 48'! 1.
3 JUL 00 29 $ 44. $ 4935.
11 JilL flO ]lj .5 31. $ ll'lfili •
10 ,JilL 80 39 _; 14. $ 49BO.
25 .JUL FlO ij4 $ 0. $ 491!0.
1 AfiG 80 lj'J .~ 0• $ qnoo.
aAfll; flO 'jij $ o. !I; 1191!0.
15 Au.; RO 59 $ 0. $ 49RO.
22 AUG ilO o'l .~ o• $ uquo.
t-' 2'1 All3 RO 69 .~ o. $ 119110.
0'\ 5 SEt' Ot) 1J
·~1j o. $ 49AO.
~ 12 SF.P 80 711 22. $ 5002.
19 s>:r 10 AJ 5 55. $ ~·057.
26 S P.P 80 !la $ 55. $ 5112.
J OCT flO ')) ;. 171. $ 52AJ.
10 OCT flO 'lA ~ 200. $ 54f!J.
11 OCT 9J 10) $ 140. $ <i62J.
2'1 ocr ~10 108 ~ so. $ 5673.
.11 OCT 90 113 1; 10. $ <.H1.
1IIOV AO 11 tl $ 39. $ 57!'2.
1~ uov 30 12) ~ JO. $ 51112.
21 NOV 00 12!1 s 30. $ 5R42.
20 ~ov 110 1J2 $ 24. $ 51166.
') DEC IHI 137 r. 30. $ 58%.
12 flEC 'lil 142 ~ 117. .~ ~013 •
1'J IJEC oJO J:t7 175. :t 61fln.
2ti
2
ilP.c
JAN
sa
fl1
1~ 1
155
"t 1411.
86.
<;
$
b 132.
(:4111.
'l .JAN 81 160 -~ J 0. $ b44fJ.
1 iJ ,Jll !I 91 165 ~
.. 30. $ tll78.
23 .HN 111 171) 178. $ 1'656.
JO ,JAN 111 IF> :t 261. $ I. 'I 17.
f) ill
f~[l HO ;!: 611. $ f 0
~5.
11 Ff.ll i 1 H5 ~ 59. $ 70411.
20 FEB H 1 HO 60. .~ 71011.
27 rEB :ll H'J "' r.o. $ 71h'l.
6 ,A l' qI ~·)0 ~ bO. J; 722'1.
11 1AP 'll 2 :)'; r 60. $ ? ?It 4.
20 HR AI 210 ~ &0. ~ 731111.
27 11AR fll 215 bO. $ 74011.
FIGURE 30 Interval Listing of Preparation Plant Steel Work

Manpower Requirements (1$ = l Man Day)
PFOJ ECT 'PR f.P PLA' 'CCSTS EVF.RY INTl'llVAL' CIJRV!'
DOLLA~S
··········••t••·········································
INTERVAL IS 1 KF.EK(S) ENDING ON FRIDAY PAGE 1 OF
250(). +
2250. +
2000. +
1750. +
•
••
1500. + ••
••
••
I-'
0'1 ••
••
U1
••
1250. • ••
••
••
••
••
1000. + ..
••
•••
•••
•••
750 • • • • •
•••
•••
•••
•••
......
500 • • • • •
•••
•••••
• >t •••
250 •••••••
••••••
••••••
•
• ••
••• **
••
...•
••••
..
*
••
••• *****
• * ****
o.
••••••••• . ......... ··~··•***•••••••*•···················
+ ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• +••••••••••••••••••••••••••••••••••••••••
1 '14 JJ 14 2 1'10 240 2'l0 340 )QO WORKDAY
2111AY00 25.1 'IL IJO JOCTilO 1.1DECEJO 20fF.Uil1 li!Aifll 10,){1[.111 111SF.P81 27N:lVH1 DATE
FIGURE 31 Interval Graph of Preparation Plant Steel Work

Manpower Requirements (1$ = 1 Man Day)
probably as important as the listing. It is easy to
show periods where problems through undermanning could
occur.
An analysis of Figures 30 and 31 show resource
requirements as from the 23 May 1980. The high initial
labor level of 1600 man-days per week quickly falls to
1,000 then to the normal level of 100. The very high
initial manpower requirements represents a large amount
of steel fabrication work. Although it appears that
this initial peak will be impossible to reach and will
cause a delay to the project, this is not so. A large
amount of this work is shop fabrication which will be
undertaken through subcontracts by other steel fabrica-
tors in the surrounding area and then brought to the
site when required. Also, an analysis of the fabrication
activities shows that most of them have a lot of asso-
ciated float time. This means that some activities
could be delayed and need not start on the early start
date shown on the schedule (Figure 27). The effect of
this would be to reduce the initial peak requirements.
Also, by delaying some fabrication work it would be
possible to increase the manpower requirements during
July and August, 1980. The analysis shows zero steel
work labor required during these periods as concrete and
electrical work is undertaken. A delay in some fabrica-
tion could accommodate the 20 men working on the project
during August and provide a continuity of employment.
166
This procedure can cope with the majority of the
project period providing a stable level of manpower
demand. There is the occasional period, however, when
other arrangements must be made. For example, in mid-
May, 1981, 75 men are required for approximately one
week. The majority of these men are required for
activity 115-130, "Set Structure Elev. 201 Feet", which
is a critical activity. Being a critical activity means
that it is not possible to delay the work without causing
a project delay. Also delaying other non-critical jobs
which are in progress at that time will not liberate
sufficient men. Being a field job it is not possible to
subcontract it out; however, men could be drawn from
other projects being undertaken by the contractor. This
may seem like a good solution but the situation is more
complex in practice. Bringing men on the job who are
unfamiliar with the project is likely to lead to confu-
sion in the workplace. The physical size of the area is
also likely to cause problems. The project manager
should question the feasibility of having 75 men working
together on one small part of the structure; it is
unlikely to be possible. Extending the time period for
the activity by another five days, so halving the daily
workforce, appears the only feasible and efficient
solution in this case, even though it will delay the
project.
167
This analysis of manpower requirements shows that
it is possible to identify possible problem areas ahead
of time. As well as being beneficial to the project
manager, as it reduces delays, it enables the contractor
to schedule his own workforce between projects more
efficiently. Other contractors benefit as they are not
hampered by waiting for prior work to be completed.
These features of contractor efficiency were particularly
important on this job as being a cost plus contract it
meant that any labor savings resulted directly in a
reduction of project cost.
5.7.4 Schedule Modifications
Modification and update of the original schedules
and outputs is an important part of the project control
system. If updating is difficult the user tends to be
discouraged from doing it and so information becomes out
of date and the system falls into disrepute.
Modifications occur not only on the schedule but
also in cost information and resources requirements. A
schedule must be regularly updated to keep it current, a
construction project schedule is subjective, to say the
least, and is subject to change due to both human and
natural factors. Figure 26 is the master project schedule
which was established at the start of the project. This
had to be revised as work was delayed on some jobs and
progressed on others. Figure 32 is an example of an
updated master schedule, where completed jobs were
168
A C T I Y I T l SCRED!ILF.
•••••••••••••••••••••••••••••••••
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
ACTIV lTY DESCRIPT.IOif flU RA- P.ARLY LATE EARLY LATE FRH TOTAL
TION START START FINISH FINISH Ft.OAT FLOAT
········*·························································································································
c 10 15 DESIG!f STRUCTURE PREP PLH'T 60 20SEP79 20SF.P79 14-lAN!lO 14Jl1180 0 0

1 1 80 80
10 20 PURCHASE 111\CRllfERY PREP FLANT 32 20Sf.P79 25PIAR80 21IOV7q 71'1AT80 130 130
1 131 32 162
75 80 Df:TAIL & FABR CONVS TOjFROI'I PLAilT (4, 122 20SFP79 20AUG80 1211AR80 11Ff.BII1 0 234
1 235 122 356
10 30 DESN ELEC SYST FOR PLANT, TRUCK LOAD 6 20SEP79 9SEP80 27SP.P79 16SEP80 0 247
1 248 6 253
35 40 Fl\llR & ERECT CONVS 9, 10, 11, TRANSFER 112 20SEP79 23SEP60 16JA R80 19JAN81 40 257
1 258 82 339
1}0 135 FORM & POUR TUNNELS(RA~ COAL RECLAift 21 20SF.P79 70CTB0 180CT79 q NOV80 0 267
1-' 1 268 21 288
0\ 5 115 DESN ELEC CON1 CNTR FOR RAW COAL RCL 105 20SEP79 90CT80 18FEB60 9111\RB 1 0 269
\D 1 270 105 374
5 230 D!SN DUST COLLECT SYSTEft SCREEN & CR 10 20SEP79 12NOV60 30CT79 25ROVAO 0 293
1 294 10 303
1!10 185 FORrl POUR FOOTER BIN & TDNNEL TRTIC!t 87 205!':1'79 26DEC80 23JAN80 20APR81 0 323
1 324 87 1110
75 79 STAKE OUT EXC POOR FOUNDS FOR CONVS 2ll 20SF.P79 9JAN81 230CT79 11FEB81 98 332
1 333 211 356
5 270 DfSN PORCH & SET TRlNSFORIIER TRUC!t D 105 20SF.P79 t3JAN6t 18Ff:B80 6.1UNB 1 Ill 3311
1 335 105 1139
5 19 5 DESIGN OUST COLLECTING SYST TRUCK DU 5 20SEP79 30.1ANB1 26SF.P79 SFEB61 0 347
1 3118 5 352
255 260 STAKE OUT EXC FORI! POORFCUNDATtONS D 23 20SEP79 20APRB1 220CT79 2011AY81 110 1103
1 404 23 426
70 155 ELECTRICAL WORK TRUCK LOADING BINS 15 20SEP79 16JUN61 100CT79 6JUL61 304 41111
1 11115 15 459
1'15 200 SilO!:' DRAIIIHGS DUST COLLECTING S YST T 7 27SE1'79 6FEB81 50CT79 16FEB81 0 3117
6 353 12 359
J() 45 PURCH & SET 1RANSFORIIERS & ELECT CIIT 86 28Sr.l'79 17SEPRO 30.111 N80 19JAN81 2117 2117
7 254 92 339
2.10 235 SHOP DRI\~S DUST COLLECT SYSTEII SCOF.E 7 40CT7q 26NOV80 120CT79 5DF.CBO 0 293
11 304 17 310
200 2011 FABO REIN!' & STRUCT STEEL DUST CctlE 10 ROCT79 17FfDR1 1 qocT79 211AR8 1 0 3117
13 360 22 .169
200 205 STAKE OTIT & £XC FOUIIDA1ICNS DUST CCL 7 80CT79 20FE!l81 160CT7q 211AR81 3 350
13 363 19 369
235 2110 FABR REIRF & SIR STFEL DUST COLL SYS 20 150CT79 RDECflO 9NOV79 6JA NB 1 0 29)
1!1 311 )7 330
235 239 STJIKE OUT EXC FOUNDS DUST COlLECT SY 7 150CT79 26DEC flO 230CT79 6JANB1 13 306
Ill 324 211 3]0
135 1110 INSTALL RFCLA.IriiNG EQUIPIIENT(FEEDERS 101 190CT79 5NOV80 12r1ll080 3011AR81 0 267
22 289 122 389
FIGURE 32 : Updated Master Schedule

us 290 BACKFILL TUNNELS (RAil COIIL RF.CLUII) ~2 190CT79 29 IIAYB1 11lOEC79 27,TUL81 ~11 411
22 433 6) 11711
205 210 FORI! POUR P'OUNOS EREC'I S'IROC IIACH llll 70 220CT79 311AR81 30.JAN80 8JUN81 511 347
23 370 92 439
2110 2115 FORI1 POUR FOUNDS DUST COLLECT SYSTEII 20 12NOV79 7JANil1 10DF.C79 3 FF.B81 0 291
:18 331 '>7 350
2115 250 ERFCT DUST COLLECT SYST AT SCREEN 110 76 11DEC79 4FF.B81 2711A RllO 2011AY81 0 293
58 351 133 426
c 15 20 CONSTRUCT P'OUNDATIONS PREP PLANT 82 1S.TANBO 1S,TANHO 7'1ATil0 7!1AT80 0 0
81 81 16 2 162
1'> 19 DETAIL & PABR STBUCT STEEL PREP PLAN 72 15.TAN80 29JANRO 231\PRBO 7P'IATBO 10 10
81 91 152 162
15 45 CONSTRUCT THICKENER 95 15J&NBO 4SF.P80 2711AY80 19JAN81 164 164
81 245 175 339
185 190 ERECT BUILDING TRUCK DU"P 20 211JAN80 29APR81 20!'"EB80 26"AT81 0 323
88 4 11 107 IHO
115 140 ERECT ELECT CONTR CNTR RAW COAL RECL 15 19PEB80 10P'IAR81 101!AP80 30P'IAR81 2 269
106 375 120 389
19D 210 SFT TRUCK DU"P IIACIIINERY & DINS 9 21HD 80 2711AY81 4rtAR80 8JIIN81 30 323
108 431 116 439
145 150 PURCHASE CONY IIACH 4,5,6,7,8 & ERECT 3J 1311AR80 12FEBil1 28APR80 30P'IAilR1 0 2311
123 357 155 389
1110 165 ELECT IIORKRAW COAL RECLAI!I TUNNEL 70 13!1All80 l111AR81 19,HJN80 6JRLB1 0 267
123 390 192 1159
85 90 ERFCT COKVS 15,16,17,19 19 13!'1AR 80 13!1AYR1 8APRBO 8JUN81 0 298
1-' 12.1 1121 1111 439
--..1 105 110 ERfCT CONVEYOR 18 16 1J!IAR80 18!1AY81 3APRIIO 8JIIN81 0 301
0 123 11211 138 1139
265 270 ERF.CT CUNVS 1,2,1 13 2R!IARIIO 21!1AY81 15.11 PRIIO 8JIIN81 0 293
1311 1121 1116 1139
110 155 ELECT WORK CONY 18 20 QAPR80 9JUN81 HIHBO 6JIJL81 161 301
139 11110 158 1159
90 155 ELECT YORK CONVS 15,16,17,19 20 9APR80 9JUN81 6:o!H80 6JUL81 158 298
142 4110 161 1159
210 275 ELECT WORK SCREENjCRDSH !lOUSE TRUCK 20 16APRII0 9JUN01 13!1AY80 6JOL81 0 293
147 11110 11;6 1159
150 155 ELECTRIC WORK lRUCK LOADING BINS CCN 70 29l\PR80 Jl!IARO 1 6AIIGRO 6JIJL01 911 234
156 390 225 1159
c 20 25 SET PREP PLANT EPOIP & PIPING 129 81!AY80 8!1AY!l0 7NOVRO 7NOVAO 0 0
16] 163 291 291
20 211 ERECT PREP PLINT STRIICTIJRE 99 811 AY80 20J!IN80 26SF.PBO 7NOV80 30 30
163 193 261 291
275 280 CON~ECT POWER TRUCK DU!IP CRIISII/SCRFE 10 1II!'IA Y80 7JUL81 2A!1l\YA0 20JIILA1 0 293
167 1160 176 469
280 290 TI'ST RUN TRUCK DUIIP CRIJSH/SCREF.N RCU 5 2911AYAO 21JIJLA1 II,JIINBO 27JULil1 293 293
177 1170 1A 1 11111
165 110 CONNECT POWER RAil COAL RECLAI!I TIJNNE 10 20JUNOO 7JULR1 3JUL80 20JIJLA1 0 267
193 460 202 1169
110 290 TEST RUN RAil COAL RECLAI!I TUNNEL 5 7,11JLIIO 21JIILB1 11JtJL80 27JIIL81 267 267
20.1 1170 207 11711
c 25 115 ENCLOSE PR~P PLANT(SHEETING) IIR 10HOV80 1O!ll'VAO 19JAN81 19JAN81 0 0
292 292 339 339
95 100 F.fiECT CONVEYOR 14 8 10NOV80 2BHAY81 19!10VRO 8JUNA1 0 1110
292 11.12 299 II)<;
100 155 ELFCTRICAL WORK CONVEYOR 111 20 20!/0VRO 9JIINR.l 10DF:C80 6JDL0 1 0 1110
300 11110 119 1159
155 160 CON!IECT POWER TRUCK LOADING DINS & C 10 19!lf.C80 7J l!L81 S,JA N81 20JilLA1 0 1110
320 1160 329 1169.
16() 290 TESl RUN TRUCK LOADING BINS c; 6J AN81 21JDLfl1 12.JA!I8 1 27JULA 1 1110 140
330 470 ]]4 1174
c 115 50 ELfCTRICAL ROAK PREP PLANT 120 20JAN81 20JAN81 6JIILR1 6JDLA1 0 0
340 3110 459 It 59
c so 55 CONNECT POWER PREP PLANT 10 7JDL81 7JUL81 20JIJL81 20JUL81 0 0
Q60 1160 11119 1169
c 55 290 TEST PREP PLANT 5 21JIIL81 21JUL81 27JUL81 27JIILR1 0 0
1170 1170 11711 1174
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
E N D 0 F S C R f D 0 L E
•••••••••••••••••••••••••••••
I-'
-...!
I-'
ACCOUNT: lJ 5135 HAHiiO~ THH (SEC): 50 NE'l CPU (SEC): 2

DATE: 12;09;79 IDEN'I: ACTUAL TIME, INClUDING 2.0 SFC SYSTEM 1IMR: 211 a $.07/SEC :'; 1. f,(l
USER: CRACK F C liNES PRINTFD: 5!11 CA!iDS PIJNCI!Er: 0 iiJ $. 35/100 $ o.oo
DESTINATION: AA ~AKIHUM RECORDS: 3000 '!C1Al RECORDS: Sfll iiJ $. 121100 1; o. 72
OS-21.8 HASP-2.15ii 370;3033 CARDS REAV: 176 ••••• TOTAL COST $. 2.110 Jon NAME NJ 2 24757
removed (given a zero time duration} and those in progress
had the remaining durations adjusted. A more comprehen-
sive output together with the input data is shown on
Figure 54, Appendix 3. The updated schedule contains 55
activities of which 7 are on the critical path; it shows
a remaining project duration of 474 work days, starting
on 20 September 1979 and ending on 27 July 1981. This
reduced project finish date shows that the project was
speeded up, this was because activity 5-10 design prep-
aration plant was completed way ahead of schedule. A
lot of the design work was done during the delay prior
to the·project start. The output is also shown here in
bar chart form in Figure 33. This bar chart shows the
same information as the listing in Figure 32. The float
times are also shown by the broken line following the
repeated X depicting the project duration.
As time progresses, cost escalations naturally
occur. Figure 34 shows part of a master cost analysis
where the original activity costs have been escalated by
10 percent. The complete escalated output cost listing
and cost graph together with the escalated input cost
data are shown in Figure 55, Appendix 3. The use of a
10 percent escalation on all costs may not always be the
case, and on other projects equipment or labor may
escalate at different rates. In the preparation plant
complex project a 10 percent escalation on the remaining
costs from the week starting 12 July 1979 resulted in an
172
__: ____: ____ : ___: --- _:._ _____ __:_____ ---- __: __: ____: ____:_________ : ____ - ___ ... : ___ ------ ; ____: ____: ____ : ____: ____ : ___ : _________________ - ---------------------------------------------------------------------
. - . -----------------------------------------------------
·---------------- . . - - .. . . . . . . .
---------------------------·----
______________________________________________________________ :____ : ___ t: ____ : ____: ____:____: ____: ____:_,._.: ____ :_ ________________________________________________________________ _
__:____:____:___:---=----= ___:__:____:___ _:____:____:____:____:____:_ ---:-__ ._: ____:____:____:___:____:____:___:---:__ ._:____:___ _: __ _:___ .
-------
-~~==-=-=-~--=:~==~~~~=-~~~------==--~~~==~==~~~==~~-=~~-==~~~~~~~~~~~~~~~~~~~~~==~~~=~~~===~====~====~===~~=--=~~~~~~==--~==~-=~-~-~~~~~==~==~~==~~==~~~~==~~~~~~~~~~~~~~~~~~~~~~~~~~=~=~~===~==:-:-~: ____ :_________:____:____:_ ________:___ _: ____:__
__:____:____:____:___________________.______________
···-· ..... - ........
---------------------------------------------------------------------------------------·-----------------------------------------------------------------------
-----·---------------------------------------------·------------------------------------------------------------------------------------------·------------------
. . . . . . ,., . . . . . . . . - .. . - ... . . . .. . . . . . . . . . . . . . .. . . . . . . .
---------------------------------------------------------------------------------------------------------------------------------------------------------------------·--------------------------------------------------------------------
. . .
. . .
rxn:rxnnnxnnn:x
runxn:rx-------
~~~=t~~g~~=~2~1=~~-=-~-~~~~~~~~~~~~~~;~I~~~~~~=~~~=~~~:~~~~=~~~~~~~=~~=s=:~::t!~~:~t~:=~-~=:=:=::=~--~---
xxixx~xi~x xxixxxxixxxxix xxxi xxxxixxx xix:n:xixxx xi XXIX i:xxxxX xx xxXxxxxi xxtx Xx xx xi xxx~i XXII ixxxx ixxxxi XIlX ixxx xi xx 1 xXxxx xi xI x·J xx xxx xx
xxixxxxixxxxixxxxixxxxixxxxixxxxixxxxixx.xxixxxxixxxxixxxxXxxxxXxxxxXxxxxixxxxixxxxixxxxxxxxxixxxxi x--:------------------------
xxxxxxxxix::~:~==~==~~=~==~~~==~==~~~~~==~~=~~~:=~:~:~~~~==~:~~~~~~~==~~~~~~~-===~~===~ ~==~==~=~~~~~=~~~=~~=~=~~~~==~=~=~=~=~~~--:===~~~==~==~=~==~~~~===~==~~~=~=~~=~====~=~==~ =~~~~~~~--~ --=-~--=~~~ ~ =~---=~~~~~===~=~~~~=~~~~~~~=~~~~=~~~=~====~~=~~-=~=~==. ~=;____

xxixxxxixx--:____: ____ : ____ : ___ _.: ____ : ____ : ____ : ___ : ____: ____ : ___ : ___ : ____: ____ : ____: ____: ___ _: ____ : ___ _: ____: ____ : ____ : ___ : ____ : ___ : ____ :_ ___ : ___: ___ _: ____ : ___: ____ : ___ _: _ _: _ _: _ _:_ __ _: ____
• _ _: ___ :_ _ _: ____ : ___ : ___ : _____________________________ _
xxixx--: ____: ____ : ____: ____: ____: ____ : ___: ____: ____: ____ : ___ :_ ___: ____: ____ : __ _:_ __: ___: ____: ___: ___ _: ____: ___ : __: ____: ____ :___ _: ___ : ____:____ : __: ___ : __ _: ___: ___ _: __ _:_ __. _ _: ___:___ _:_ _ _: ____: ___: ____: ____: ____: _ _:___: ___: ____: __•__ : ___•___ _
. . ... . . . .
*111 Xl XI :X XX XX XXX XXX: XIX XIX XXX XI II IX IXI XX XI IX XXXI X
xxxixxxx: ____: ____: __: __ : _ _: ___ _: ____ : ____: ___ : ____ : ____: ____ : ___ : ___ _: __ : __ _: ____ :_ ___: ___:___: __ _:_ __.. __ : __ : ___ : __:_._:._ __ ..
.. .- . . . .. . . . . . . . . . . . . . . . . . ... ... . . . ...
.xnxnxur----------------------~----- ---------------------------------------------------------------------------------------------------
. . ... .. . . . . .
IIIJ:II.IIIXIUIII.IIII------------------------------ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
. . . .. . . .. . . . - . . . . - . . . . . ... . .
lXIII---------------------- -------------------------------------------------------------------------------------
XXIXIXXIXXixxxXXIXXIi nuixxxxixxxxixxxxixxxxixxxxxuxxxxxxxi:xxxxixxxxixxxxixxnixxxxixxxxixxninuixxxxiuxxiuui:nu"
nxxruxx
. .... .
•• .. .... ......... ... .. • .. + .............................
.. ............. ... . . . . . . . .. . . . . . ... . ... ·- . . . . . . . . . . . - .............. . •xnx
+ ............................. + ................ + ............... + ................................................... + ......................... + .................................................................................................................................................... + .............................................. + ............... ·- .......................... + ......................................................... ••••••• ............... .
2 1so 16 o ' 110 180 190 200 210 220 23o 240 25o 26<0 210 280 29o 3oo 310 320 33o 340 350 36<o 37o 38o 39o 400 3o ..a •so •6o 470
1APR80 58l TBO 19.AY80 3JUN80 17JTIN80 I,JUL80 16.IOL80 30JOL80 13AOG80 27AOG80 11SEP80 25SB1P80 90CT80 230C'I80 6NOV80 20NOV80 5DEC80 19DEC80 6JH81 20JAN81 3FEB81 17Fl!IB81 3ftlR81 17SAB81 31SAR81 14APR81 410
28APR81 420
12ftAY81 4
26ftAr81 9JUI81 23J0&81 7ol11L81 21J0t81
FIGURE 33: Bar Chart of Updated Master Schedule.
173
~~
ACTIVITY NU!!BER DESCRIPTION
10
10
15
20
DESIGR STBUCTURE PREP flAliT
PURCHASE fUCHIBEBY FBEP PL.AHT

. - -
XI XXIII:XXX:XXXX XXXIX XXX XI XXX XX I I XXXIX X: XI XXXX XXIX XXXXXI XX XXIII l i t XXXX XI I J 1JXXXXX l X
. . . . ...
XXIXIIXIIIIXXIXXXIXXIXIXXXXXXXIX:----------------------------------------------------------------------------------------------*--------------------------
... . .. . . . . . - . .
75 80 DETAIL & 'PIER CCliYS TC/fROft Pt.AH'I(4, :XX xxixxxx ixxx IX XXIX IX XXI ixx XXX I XI xi XX XI i XII xixx XXX XXIX iXXIIi XX II XXX Xxi XXI xi Xn:xi XIX I ix XX XX XXIX ixxx X~ XX XX ix XXXX XXXI XX IXXXX X--------- ___: ___: ______________ : ____: - - - - :____: ___: ___: ___ :._- __: ___ : ____ : ___ _:._ __: ____ : ____ : ____ : ____ :_ --- •------------------------- - - - - - - - - - - - - - - - -
XIIIix--: ___: ___ : ____ : ____ : ____: ____ : _________ : ____ : ____ : ____ .:____.: _ _ : ___: ____ : ____: ____ : ____: ____: ___________________ : ____ : ____ : ____ : ____ : _________ : _ _ : ____ : ____ : ___ : ____ : ___ : ___ _: _ _ :._ ___: ____:_ ___: ____ : ____ : ____ : ____ : ___________________ :__ • • •
10 30 DESB ELBC SYST FCF PLANT, TRUCK LOAD
40 .FlBR & ERECT CCHVS 9, 10,11, TRAHSfER

xxxxixxxxixxxxixxxxixxxxixxxxixxxxixxxxixxxxi:xxxxixxxxixxlxi:xn::rixxxxi:xxxxixxxxixx-_.: _______ : ___ :.._ ___ : ___ _.: ____ : ____ : ____ : ____ : ____ : ____: ___ : ____ : ____ : ____ : ____ : ___.: ____ : ___ : ____ : ____ : ____ :_ _ _: ____ :_ __ : ____ : ____ : ___ ,..: ____ : ____ : ____ : ____ : ____ : ____ : __ ._: ____ :_ ___: ___ :.__.
35
xxxxixxxii xxxxi xxx IiI ___: ________: ____ : ____ : ____: ____ : ___ : ____ .:___ _: ___ : ___: ___ _: ________.: ________ _: ____: ____________ : _________ : ____ : _________ : ____ : ____ : ___ : ____ : ____: ____ : ____ : ___ _: ____ : ____ : ____: ____: ____ :_ ---: ____ : -- __ :_- __ : ____ : ___ : ____ : ____ : _____ --- : __ ._.: ____: __ _
130 135 FOBft & POOR TUNNEtS(E:Ai COAL BECLAil!
Ixxxixx-xxi:xxxxixxxxixxxxixxxxix:xxxixxxxixxxxixixxixxxxixxlxixxxxixxxxixxxxixxxxixxxxixxxxxxxxxixxxxxxxxxi---_: ____ : ____ : ____ : ____ : ____ : ____: ___ :_ ___ : ____.: ___ : ____ .:____ : ___.:____ : ____ : ___ _: ____ :_ ___.: __ _: ___ _: ____ : ____ : ____ : ____ : ____ : ____ : ___ : ____ : ____ : ____ : ___ :_ ___ ; ___ : __
115 DESB EL!C CCHT CBTR PCF. RAW COAL RCL
. . . .. . . .. . - . . .. - -
xxxxxxxxxx------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
230 DESB DUST COLLECT SYST!PI SCREFR t CR
.... - . . . . ..... . . . . . . . . . . . . . . . . . . . . . . . . . . - . . .
XXXXIXXXXXIXXIIXIIIX:IIXXIXXXXIXXXXIXXXIIXXIXIIXIXXIIIXIIIIIXIIIIXXIXX:XJIXXXXIXIIXXXXXIX-------------------------------------------------------------------------------------------------------------------------"---------------------------------------------------
180 185 .FORI! POUR PCCTEB EIH & 'IOJREL TRUCP::
. - . . . . . ..... . . . . . . . . . . · · - · - ... - . . . . . . . . . . . . . . . . -··
75 79 STAKE OUT EXC POUE PCUBDS FOR COliVS
. . . . - . . . . . . . --
XXXXXXXIXXXXXX.IIIXIIXXXX------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ··-
5 270 DES R PORCH & SET TBlliSlCBIH'R TRUCK D
. . .. . . . - . . .. . . ... - .. . -
XXJXXXXXXIXXIIXIIIXIXXXIXIXXXIXXIXXXXXXXIXXXIXIXXXXIXXXIIIXIXIIIXXXIXXXX1XXXXXXIXIXXXXIXXXXXIXXXXXXXXXXIX-------------------------------------------------------------------------------------------------------------------------------------------------------------·
.. .
..... -
195 DESIGB DUST COLLECTING SYS"! TRUCK DU XXXIX--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
............................... .
xxxxxxxxxxxxxxxxxxxxxxx-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
255 260 STAKE OUT EIC POBPI PCDEPOORtA'l'!OBS D
. . - ...... - ...... - . - . . . . . . - . . . . . . . . . . . . . . . . . . - .... - . . . . . . . . . . - . . . . - .
4
70 155 ELECTRICAL VO"&K TRUCK LCADIIG BIBS I I XXXXXX"X XIIXXI - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ---'- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
195 200 SHOP DRAWIIIGS DUS'r CCLL!CTIIIG SYST T xxxxxxx--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

. . . .XX . . .X XX XX- XIX. . . .XXX
. - . . . . . . . . . . . . . . . . . . . . . . - .................................... - ..... .
30 45 PORCH & SE'l' 'l'BlRSPOii!!EliS & R.IC! CRT IIXXXX.XXI XXIX XXXIII XI X Ill X XX IX I XXI l
IIXIXII IIXIXXXXI X X XXX XXIXXXIX I :XXX XX XXX--------------------------------------------------------------- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - . - - - - - - - - - - - - - - - --------------•------ - - - - - - - - - - - - 4
xxxlixx--: ____ : ____ : ___ _: ____ : ___: ____ : ____ : ___: ___ : ____: ____ : ___,: ____ : _______________ : ___: ____ : ____ : ____ : ____ : ____ : ____: ____: ____ : __ _: ___ : ____ .:._______ __: _______.:_ __________________________________________________________________________________ _
230 235 SHOP DRAWS DUST CCLLECT SYS'!'l!!!! SCB!!
200 20f& FABR REIRP & STBUCT S'lUt. DUST CCLLE IIIXX.XXIXX-------------------------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------
200 205 STAKE OUT & EIC FCOBtl'IIOIS DUS'l' COL

XXX XXX X-------------------: ___ : ____ : ____ : ___ :--_:___ _: ____ : __ _: ___ _: ___ _: ____ : ____.:__ __ : ____ : ____ : ___ : ____ : ____ : ____ : ____: ___ : ____: ____:__: ____ _: ___ _: -- __.: ____ : ____ _: ___ _: ____ :----------------------- _------------------------------------- ------------
xxxxxxxixxxxixxxxixx--,: ____: ____ : _________ : ___ :_ ___ : __: ____: ___ _:_ ___ : ___ : ____ :_________: ____________ : ________ : ____ : ___: ______: __ : ---------------------------------------------------------------------------------------------------------
235 240 PlBR REIH' & STR STEEL tUS'l' COLL SIS
- - - .. . . - . . .. . - - . . .,
:xxxxxxx--------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------
235
135
239
140
STAKE OUT !:C FOD ROS DUST COLI.EC'f SY
INSTALL RECLAIMING EQUIPM!B!(FUDERS

...... -- .............................. ..
IIIXXIIIXXXXXIXXXXIUXIIXXIXXIXXXXIIIXXIIXXIXXXXXXXIXJXXXXIXXXXXIXXXXXXlXXXXXXXXXXXXXXXIXIXXXXIXXXXXI---------------------------------- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
XXXiXXIXiXIXXiXXXXiiXIXiXXXXi:XXIXi:ltXXiiii-:_ ___: ___.: ____ :____.:___ _: _____
- __: ___ .: ____ : ____ : ____ : ____ : ____ : ____ : ____ : ____ : ____:_ ___ : ____ : ____ .:____ : ___: ___ : ____ : ___ _: ____ : ____: ____:____: ___ : ______________ : ____ :____ : ____ : ____ : _________ : ___:___ : ___ : __ _
135 290 BlCD'ILL TUIBELS (RAW CClL RECLAIM)
205 210 P08B POUB POUnS l i l a SUUC B&CB DU

xxixnxxxxuiuuiuunnxiuuinux nxxixinixuxinui1nxixnxin--·- - ·---·_ _: __ _: __ : __ _: ____ : ____ : ___ : ___:_ __ :____: _ _: __ .:____: _ _: ___: ___ :_ __• ___ .:__ ____:_ ___: ___ : ____ : ____: ____ : ____ : ___: ___________________: ____ : __ _: ___ : __
240 245 1'018 POD POOIDS IIOS'f COLLBC'f stftBB
IIIIIIIIIIIIIII%1111--- --------------------------------------------------------------------------------------------------------------------------------------------------------
245 250 !BECT DUST COLLEC'I SYST l'f SCREEN HO IIi x-xxx'ixxxxixxxx~xxxxixxxxixxxxixxxxixxxxixxxxixxxxixxxxixxxxi:xxxx~xxxxixxx-: ___ _: ____ : ____ : ____: __ : __ : ____: ___ :_ __ : __ _: ___ _:. ___.: ___: __ : ___ : ___ : ____ : ____ : ____ : ____ : ____ : ___ :_ ___.:_ __ : ___: ___ : ____.: ____: __
15 20 CONSTBDCT .POUNDATIOlfS PREP PLANT
. . . . . .. . . . .. ..
15 19 DETAIL & .PlfB STRUCT STEEL PREP PLl.M . . -
XXX XXX XX XX XX XXX XXXX XXIX XIX XI XXX XX XX X XXX XX XXXIXXX XX XXXI XX XX XX XXXX XXXI XX XIXXXIXXIX 1 I
. . - . . . . . - -
X XX :X XI XXYX *X XXXX IX XXXI XXX XXI XI XXIX XX XXXI XXXIXX IXXXXXII XI X: I X IX XXXIX XXIX IX---------
15 45 COKSTRUCT THICKENER XXXXixxxxixxxxixxxxixxxxixxxxixxxxixxxxXxxXX;XXXXixxxxixXXXixxxxiiXXXixxxxiiiiXi:XIIXixxxxi:xiXXi---_: ____: ____ : ____ : __ _: ____ : ____ : ____ : ____ : ____ : ____ : ____ : ____ : ___ ; ___ _: ___ : ___ : ____ : ___ : ____ : __ .
185 190 ERECT BOILDIIfG TRUCK DU!!P .. xxixxxxixxxxixxxxixx--: ____ : ____ : ____ : ____ : ____ : ____ : ___ : ____ : ____ : ___ : ____ : ___ _: ___ : ___ _: ____.:___ _: ____ : ____ : ___ _: ____: ____ : ____ : ____ : ____ : ____ : ____ : ____ : _____- __ : ____ : __ : ____ : ___ : ___ .
115 140 ERECT ELECT COBTR CNTR Rli COAL EECL XXXXi XI XXXI X xxi----: ____: ____ :____: ___ :_ ___ : ____: ___ : ____ .:_ ______ ----- _: ___ _.:. ___: __ : ___ : __ _:. ____: ____ : ____ : ____ : ____ : ____ :_ ___: _______ : ____ : ___ : ---- ____ : ____ : __ _
190 210 SET TRUCK DUMP UCHUERY g BINS xxixxxxix---: ____ : _________ : ____ : __ _: ____ : ____•___ : ___ : ____ : __ .:____ : ____________ : ___ : ___ _: ___: ___ : _________ : _________ : _________: ___ : ________ : _________ : ____: __ _
145 150 PURCHASE COBV !UCH 4,5,6,7,8 & EFEC'l' xxXxxxxixxxxixxxxi:xxxxixxxxixxxxi----: ____ :_ ___.: _________: _________ : ___ : ____ : ___ _: ____: _________ : _____________ : ____: ___: ____: ___: ___ : ___ : ____.: ____ : ___ _
140 165 ELECT i'ORKRlil COAL BECUift TUNNEL xxXxxxxXxxxxixxxxixxxxixxxxixxxxixxxxi IlxxXxxxxixxxxixxxxixxxxixxxxixx-:____: ___ _.:. ___: ___ : ____ : ___ ~: ____ : ____ : ___: ____ : ____ : ____ : ___: ____ .:____ : ____ : ___ _
85 90 ERECT CONVS 15,16,17,19 xxXxxxxXxxxxix xx xXx---: ____ : ___ : ___ : __ - :____.:. ____ :.____ : ____ : _______ :._ _____ _: ____ : _________ : ___ ~: --- ______ : ____: ________: _____ : ___ : ____: ___ : ___ ·
105 110 ERECT COBVEYOR 18 xxXxxxxi:xxxxixxx-: ____ : ____: ____:__: ____ : ____ .: ___ : _ _:. __ _.: ___ _: ____ : ____: __ _: ___: ____ : ____ : ___ ~: ____ : ____ : ____: ___: ____: ____ : ____ : __ .: ____,: ____ : __ _
265 270 ERECT CONVS 1,2,3 xix xxxixxxxi x---: ____ : ____ : ____ ,:____ .: ___ : __: ___ : ___: ___ ,:___ _.: ___ : ___ : ____ : ___ : ____ : ____ : ____ : ____: ____ : ____ : ___ _: ___ : ---:.____ : ___ : __ _
110 155 I!LECT JIORK COBV 18 xixxxxixxxxixxxxixxx-: ___: ____ : ___ :_________ :_ ______ : ____: ____: ____ : ____ : ___ : ____ : ____________ : ________ ::____ : __: ____ :_ ___ .: ____ : ___ _
90 155 ELECT iORK COBVS 15,16,17,19 xxxixxxxixxxxixxxxi x---:_ ___.: ___ : __ _: ___: ____________.: ____ : ____ : ____ : ____ : _________ : _________ : ____ : ___: ____ : ___• ____________ _: __
270 275 ELECT WORK SCREEN/CRUSH HOOSE TRUCK XXXIXXIXIXIIIi XXXI i:x---=--:_ _ _: ____ :_ __ _: ___ .: ___: ____ :_ ________ : ____ : ___ ..: ____: ____ : ____ : _________ : ___ : ____: _________________ .
150 155 ELECTRIC WOIK TRUCK J.OADIIiG BINS COR
lXIII I XXX XXI XX XX I 'XX I I IX XX XX X XXXXXXIXX X~ X I XXX X XX XX XXXXIX XXII XX XXX XXIII 1---------------------------------- - - - - - - - - - - - ------·
20 25 SET PREP PLAIT EPOIP & PIPIBG .............................. -··
I XlXXX IX IX Xl:XIXX XXI XX.I XX XJ XXX XXX XXIX XXXXXXXXXX IX XXIX XX XXIX XXXI XXXXXI IIXX XX XI XXX XXII XX XXIX: XXX XXXIII lXXX XXX XXI XX JXX Ill)
....
20 24 eRECT PREP PLUT STRUCTURE .. . . . . . . . . . . . - . .
XX XXX X XX IX X XX XXI .II X XXI XX XX IX XXXXX:X XXIX XXX XX XXXI XXIIXXIXIX XXXX.IXXXX IX XXXI XXIX XX XXX XXX X XI XIX.XXXIIIXI 1-------------·
. . .. . .
275 280 COBBECT POilR TRUCK DU f!P CRUSH/SCREE
XI XX XIXXXX - - - - - - - ---------------------------------------------------------------------- --- -------------~
280 290 TEST RON TRUCK DUftP CIHJSH/SCREEB HOU
XXXIX----------------------------------------------------------------------------------
165 170 CORRECT POW!B BAW COAL BECLAI.Pl TONNE
xxxxxxxxxx---------------------------------------------------------------------------
170 290 TEST ROlf Rllf COAL RECLAIM TUNNEL
xxxxx--------------------------------------------------- ------------------
25 45 ENCLOSE PREP PLANT (SHEETING)
95 100 II!C'f COIYBIOI 1•

100 155 JL!aucn 110u coanroa 1•
155 160 COKUCT POV!R TRUCK LOADIKG Bl!S & C
160 290 TEST RUB TROCI( LOADING BUS
45 50 ELECTRICiL WOR< PREP PllHT
50 55 COliiiECT POWER PREP PllHT
55 290 TEST PREP PLAir

................. - .......... -
+. -···-· ............... + ............................ + .............. + ........ - ••• + ................ + ............ + ...
. . . . . -+............
. . +................................. . .+ ...............
. . .+ ...........................
. . . . . .+..............
. . .+ ............ - .
. . .+............ ........................... .
+ .............. + ... - .......... + ............... + .............. + .............. + .............. + ............... + .............. + .............. +............. .,<
iORK DAYS & ..........
CALENDAR DATES 1 1o 20 30 40 so 60 70 80 90 100 110 120 130 140 150 16 0 no 1ao 1qo 200 210 220 230 240 2so 26<0 210 2
20S!P79 30CT79 170C'f79 310C'f79 14ROV79 29HOV79 llD!C79 28DEC79 14JAH80 2AJAN80 11lEB80 25PEB80 10UR80 24.AR80 7APR80 21APR80 501 t80 19.AY80 3JUN80 17JUN80 1JUL80 16.TUL80 30JUL80 13AUG80 27ADG80 11SEP80 25SB!P80 90CT80 2301
FIGURE 33: Bar Chart of Updated Master Schedule.
173
················1·················*••*·~······*·············~·····*
• P R o ,J E C T ' M A~ ·r E q ' C 0 :; T A N A L Y S I s *
···················•************•••••***•••·······················*
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ON T!IR t)p AN Ill'fFRVAL.
EHHY TE!ITII INTERVAL f.NO OAY {VATE) JS l'!iT!I'IfD I)N 'IIIE AllSC!SSJI.
DA1'P. Dl\ y IIITF.RV IlL COSTS C!IMHLJIIIVF CCS~S

A'I FNO OF I~•fPV~L r,\GE 1 OF l
···········································~·····••*****
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FIGURE 34 : Updated Cost Analysis

increase of $800,000 bringing the outstanding cost
figure close to $10 million.
As can be seen the updating features of the
system are very important. On this project updating was
of prime use on adjusting the work schedules quickly.
However, in areas of the world where rapid price
inflation occurs speedy updating of costs is just as
important.
5.8 Summary
The identification of a problem, the cooperative
search for a solution, and the application and develop-
ment of a management tool are demonstrated in this case
study. The setting of objectives to guide both workers
and management was important in trying to control the
project. If the project was planned from the beginning
with a tool like CPM, a number of problems that arose
could have been resolved, and delays in initial shop
fabrication could have been avoided. This point was
reinforced by the avoidance of a number of potential
problems as these were identified through the applica-
tion of CPM.
Coordination of all the project tasks and con-
tractors would not have been possible by one person
alone and so CPM had been a critical tool. Contractors
are better able to schedule their work. Analysis of
resources, particularly manpower, showed ahead of time
that there were likely to be shortages or delays due to
175
the number of men required on jobs. These problems were
avoided by altering the schedule or where possible
delaying non-critical jobs to provide more manpower on
critical activities.
176
CHAPTER 6
SUMMARY CONCLUSIONS AND RECOMMENDATIONS
6.1 Summary and Conclusions

The objective of this report was to demonstrate
the application of CPM to project management in mining.
This was done through the use of past examples of CPM
and a current case study.
As a precursor to analyzing the actual applica-
tion of CPM to mining a number of salient points were
reviewed. The role of contract documents in a construc-
tion project was investigated. Their potential effect
upon management was highlighted. This study of project
management was extended to gain an understanding of the
main forms of project management structure and how they
come about. CPM appeared to be a tool to assist the
project manager in planning, designing and controlling a
project. A brief reference was made to its history and
later developments in modern networking techniques.
These modern networking procedures, logically, have
evolved with the development of the computer, therefore
a study of CPM computer programs was conducted. The key
features required and an illustration of the programs
available in the market place was documented.
Acceptance of management science techniques such
as CPM very much depends not only on valid theoretical
177
basis but on successful and practical applications.
Hence a study of applications of CPM covering the spec-
trum of operations in the minerals industry enabled the
documentation of several examples. In order to tie
together the knowledge gained, a detailed case study of
an on-going surface mining construction project was
undertaken. This involved applying CPM techniques to
network planning, project design, scheduling work, cost
control and resource analysis.
Construction of the network diagrams was under-
taken in two sections. An overall master plan of the
project was constructed and then a separate network was
drawn of the preparation plant itself. This was in
effect an expansion of the critical path activities.
This case study employed a computer model to manipulate
the CPM network. Work schedules were developed and
updated to act as management planning and control tools.
The cost analysis which was of benefit to owner, con-
tractor, and financier was a bankable document as it
served several functions as well as simply tracking
expended costs. The resource analysis was based on
manpower requirements for steel work, as this was the
critical job function. By planning labor timetables the
contractor would work more efficiently by insuring a
well-distributed work force over all his on-going jobs.
Also he was able to minimize work delays on each job.
Specific conclusions of this case study are as follows:
178
(1) The activity schedule which initially
showed a project completion date of 3
December, 1981 was updated several times,
the latest update showing a completion date
of 5 March, 1981.
(2) The total project cost was approximately
$14 million. The project cash flow was
analyzed and updated, the output being used
by the owner, banker, and contractors. The
cash flow analysis could also be used for
cost control of activities in the field.
(3) Labor analysis of steel work requirements
showed a large variation in demand. In
most cases it was a relatively simple
procedure to make considerable improvements
in smoothing the projected size of the
workforce required. Where this was not
possible potential delays were known ahead
of time and provisions could be made to
minimize their effect.
The above three points were helpful in project
planning and control. These were, however, only passive
measures. The scientific planning did enable more
active interaction as follows:
(4) The project was worked through mentally and
in some cases manually in a team effort,
179
prior to the majority of construction work
starting.
(5) Discussion after the production of new
schedules and outputs produced field feed-
back to aid in further project planning.
The computer time used varied with the output
requirements. The basic time for calculating the schedule
was approximately 25 seconds. At a unit charge of 7¢
per second, this represented a cost of $1.75, with a
further 75¢ for printing, giving a total of $2.50.
Additional analysis such as cost or labor calculations
resulted in a typical run cost of $6.00. The computer
used was an IBM 370 system at the Pennsylvania State
University.
6.2 Recommendations
The following are a set of specific recommenda-
tions for the management of mine development projects:
(1) Management should be aware of the
differences between project management and
routine production management. As
different techniques and skills are
required in the management of projects,
attendance at a short course covering
development project management would be
beneficial for organizations undertaking
projects for the first time.
180
(2) Prior to the commencement of the project a
management structure should be developed.
To allow the management structure to evolve
on the job without planning will lead to
loss of communications and poor role defin-
ition of authority and accountability.
(3) The project should be outlined in consider-
able detail prior to commencement. It is
true that proceeding as soon as possible
will lead to a saving in opportunity cost
and will avoid possible major equipment
price increases. However, a change in the
process flow sheet or equipment sizing,
once some equipment has been placed, can
result in costly modifications being
required or sub-optimum operating plant
performance later.
(4) Once the project team has been established,
all members should be aware of their res-
ponsibilities. The roles of the project
manager and field supervisors should be
clearly defined.
(5) Along with establishing a clear project
infrastructure, a solid base should be
established through good construction
contracts. The contract type should be
181
-----'
carefully selected. Within the contract,
there should be clear binding procedures
for the swift resolution of all disputes
and differences. Without clear channels of
arbitration, the amount of lost time due to
project disputes and the legal costs
incurred by both parties can be alarming.
(6) Management should use scientific planning
techniques. The use of speedy data collec-
tion and evaluation provides a solid base
by which it is possible to make objective,
and not subjective, decisions for project
planning and control. There are many
different scientific planning tools
available, some require greater expertise
than others. One of the best and most
practical techniques for project management
is the Crticial Path Method.
(7) When applying techniques such as the
Critical Path Method (CPM}, the initial
planning and network diagrams should be
done manually, by the people who will be
responsible for its application, i.e, the
project manager. This exercise which lays
out the logical flow of work is the most
important aspect of CPM, it is the basis
182
for the schedule and acts as a simulation
of the project often showing up unforeseen
problems.
(8) Whatever planning techniques are used it is
essential to perform rapid up-dates. It is
recommended that to do this quickly and
efficiently a computer be used. Computer
processing should be applied from the
start, as once the project is underway the
time will not be available to set up and
introduce new techniques to the project
team.
(9) Well defined communications channels are
essential on anything apart from the
smallest projects. Table 7 shows a
recommended timetable for managerial
reporting on a project. The detail and
formality of the reports will vary with
their frequency of issue. The daily ones
taking the informal form characteristic of
an inter-office memorandum, the weekly and
monthly reports being more formal and
typed. The end of project review (post-
audit) serves as a valuable document for
future projects. Contained in the end of
project review will be an analysis of both
183
project success and failures, and a review
of the management structure and control
system.
184
TABLE 7 List of Recoromended Managerial Reports
Frequency Title of Report Prepared By Sent To Information Conveyed Purpose of the Report
llaily Daily Work Time Clerk Project Manager List of number of men. To control allowed
Force Report Field Supervisors working in each section number of men according
to budget and to check
contractors
flaily ll<d ly Materia 1 Store Clerk Project Manager Daily materials, To check and control
Supply Report Field Supervisors supplies order, issued proper use of materials
Stores Manager and used and supplies and to
eliminate excessive
waste
Daily Idle Time Operations Foremen Project Manager Analysis of labor move- To check and control
1--' Report the costs, the causes
00 Field Supervisors ments regarding idle
Ul time for labor and and the location of
equipment idle time
Ila i I y Daily Performance Field Supervisors Project Manager Summary of daily results 1'o control and measure
Report Cost Accountant regarding construction, day-to-day performance
labor and approximate and efficiencies of
materials used contractors
Weekly Labor Report Cost Accountant Project Manager Summary of actual hours To gauge the effect
Project Administrator Field Supervisors versus standard hours of overtime, of
and their respective inexperienced labor,
costs etc.
Weekly Performance Project ~tanager Engineering Manager Summary of cumulative · To control and measure
Report Field Supervisors results regarding con- performance and effi-
struction status, labor ciencies of contractors.
and materials To provide information
for updating schedules
TABLE 7 (Continued)
Weekly Materials Usage Project Manager Engineering Manager Summary of physical To control proper use
& Waste Report Field Supervisors quantity of material of materials and to
used against quantity eliminate waste
budgeted for
~lonthly/ Materials Price Procurement Manager Engineering Manager Comparison of actual To show trend of price
As Needed Variance Report Project Manager materials costs with movements and the effect
Field Supervisors budgeted costs of cost escalation
Cost Accountant clauses built into the
contract
I-'
co Monthly ~laterialsUsage Cost Accountant Engineering Manager Comparison of materials To control material
0'\
Variance Report Project Manager nsed with expected consumption
Field Supervisors consumption
Monthly Responsibility & Project Administrator Vice-President Results of the month To pinpoint efficiencies
Performance Engineering regarding construction, and deficiencies by
Ueport Engineering Manager labor, materials, responsibility center.
Project Manager maintenance, etc. Review of contractors
Field Supervisors input for schedule
Selected Contractors review and update
~Jonthly Statement of Engineering Manager President Results of construction To allow overall view
Project operations for the month of project
with variances listed
Quarterly Performance Engineering Manager President Comparison of projected Analyze delays and re-
Review Vice-President and actual performance, design schedule and/or
Engineering summary of monthly project outline
Engineering Manager reports
Project Manager
l<'ield Supervisors
TABLE 7 (Continued)
Quarterly Report on Engineering ~tanager Vice-President Budgeted cost and Review costs, review
Authorization Engineering actual expenditure. areas for cost savings.
of Capital Engineering Manager Future major cost items Establish updated budget
Expenditures Project Manager with cost reductions or
escalations
Annual Report on Costs Accounting Manager President Swnmary comparison of To establish annual
Vice-President budgeted costs with financial accounts.
Engineering actual costs Outline financial
Engineering Manager requirements for
Project Manager time-table of project
....... financing
(X)
-...]
Annual Report on Engineering Manager President Review of project Detailed review of
Performance Vice-President performance over the schedule.
Engineering previous year. Establishment of new
Engineering ~tanager Sunuuary of monthly project outline if
Project ~tanager performance reports necessary
End of Project Engineering ~tanager President Comprehensive review Evaluation of cost and
Project Performance Accounting Manager Vice-President of the cost and time control mechanisms,
and Cost Review Engineering performance history analysis of delays.
Engineering Manager of the project Establishment of revised
Project Manager standard procedures for
future use.
Project successes and
failures
APPENDIX 1
A1.1 Definition of Terms

ACTIVITY - A component task of a project representing a
specific amount of work to be accomplished and
having definite points of beginning and ending.
ARROW - Line with arrowhead pictorially representing an
activity. The arrow sense denotes the direction
of action and the passage of time.
ARROW DIAGRAM - A closed network of arrows as a graphic
model of a project. Arrows represent component
tasks and the manner in which arrows are connected
depicts the nature of interrelation among tasks.
BAR CHART - Chart with a horizontal time scale on which
activities are shown as bars. Relative to the
time scale, the length of each bar shows the
activity duration and the position of each bar
indicates when the activity will be accomplished.
CLOSURE - Rule requiring that the arrow diagram must be
closed. All arrows must begin and terminate
within the limits of the network diagram and thus
lie in continous paths, through nodes, from
beginning to end of the project network.
CODING - The assignment of a distinctive set of letters
or numerals to an item so as to uniquely identify
it. The identification may be a variety of
A-1 - 1
characteristics including function, location,
responsibility, cost or resource.
COST ESTIMATE - An estimate of cost to complete a
component of work based upon detailed analysis of
resources used and application of unit cost
values for each resource.
COST OPTIMIZATION - A scheduling technique by which
project duration is shortened to achieve a least
cost objective.
CRASH COST - A cost estimate for a task based on its
crash time.
CRASH TIME - The least time in which a task may be
accomplished by expediting the work.
CRITICAL ACTIVITY - An activity on the critical path;
thus one having no float time.
CRITICAL PATH - A sequential path of activities through
a network diagram from beginning to end of the
project which has no total float. The total time
required to traverse the critical path is the
shortest time in which the project can be
completed.
CRITICAL PATH METHOD - An analytical and computational
technique utilizing a network plan to determine
the resource limits of each task in a project.
DIRECT COST - The portion of total cost which takes into
account only material and labor assignable to a
project.
A-1 - 2
DUMMY ARROW - A dotted arrow used as a restraint in the
network to show where a relationship exists
between tasks but no activity arrow connects
them.
DURATION - (a) Activity duration is the estimated
time required to complete a task.
(b) Project duration is the total time
required to complete the project as computed by
the critical path method from the network plan
using assigned activity durations.
EARLY FINISH TIME (EF) - The CPM computed value for the
earliest possibl~ time an activity can be
completed. EF applies to each task individually.
EARLY START TIME (ES) - The CPM computed value for the
earliest possible time an activity can begin. ES
applies to a node and therefore to all activities
which originate at that node.
EVENT - Circle at a junction of arrows in a network plan
indicating a milestone of accomplishment of
preceding tasks.
FLOAT - The difference between the computed time available
in which a task may be completed and the estimated
duration time assigned to the task.
FREE FLOAT - The leeway available in an activity when
all activities start as early as possible. An
activity can be delayed by its free float without
affecting any of the following operations.
A-1 - 3
INDIRECT COST - All costs of doing work not assignable
to direct cost.
INPUT - Data, in appropraite form, which is fed into a
computer system for processing.
LATE FINISH TIME (LF) - The CPM computed time by which
an activity must be completed. LF applies to a
node and therefore to all activity arrows that
terminate at that node.
LATE START TIME (LS) - The CPM computed time for the
latest time by which an activity must begin.
Late start applies to each activity individually.
LOOPING - A graphic error caused by an arrow having a
reversed direction caused by a mistake in the
network diagram.
MILESTONE - Any specifically defined point in time on a
project. Usually, a milestone is a major pivot
point in the project. It may consist of such
items as key inspections, important delivery
dates, or phase completion points.
NETWORK PLAN - The graphic analogy of a project which
depicts the plan of action: the arrow diagram.
NODE - A circle graphically depicting the beginning or
end of an activity. A node within the network
plan occurs at the junction of arrows showing the
relationship among tasks involved. A node repre-
sents an instantaneous point in time.
A-1 - 4
I and J - Symbols designating the node of origin and
terminal node, respectively, for an activity.
Each activity has a unique pair of nodes and may
be defined by their I - J pair.
NORMAL COST - Estimate of direct cost for a task based
on the normal time.
NORMAL TIME - The estimated duration time allocated to
an activity. All CPM computations of the network
plan are made on the basis of normal time for
task durations.
OUTPUT - Material coming out of the computer which
results from processing input data.
PATH - A continuous tail to head sequence of activity
and dummy arrows within a project network plan.
PROGRAM - A set of computer instructions written in a
computer language.
PROJECT - The complete job to be accomplished defined by
clear points of beginning and completion, complete
description of work to be done and a breakdown
into related component activities.
RESOURCE - An expendable or nonexpendable item such as
time, money, space, talent, manpower, material or
equipment that may be utilized in completing a
project.
RESOURCE LEVELING - The process of scheduling activities
within their available float leeway so as to
A-1 - 5
control fluctuations in day-to-day resource
requirements.
RESTRAINT - Any factor which exerts a time or sequence
effect upon the project plan to action.
SCHEDULE - A detailed itemization of the exact time at
which any task is to be started and completed.
Essentially, scheduling consists of locking a
task in place according to the resources assigned
to it.
TIME UNITS - The measure of time selected for analysis
of a network. Normally a working day is the time
unit used for construction projects. However,
hours, weeks or any other division of time appro-
priate can be designated.
TOTAL COST - The sum of direct and indirect costs for a
given unit of work.
TOTAL FLOAT (TF) - The total time leeway for a task or
uninterrupted chain of tasks. TF = LF. - ES. -
J ~
duration.
UPDATING - Revising the monitoring documents to reflect
needed changes to logic, durations, and physical
resource allocations as of a given date.
A-1 - 6
A1.2 Manual Solution of Activity Network
An arrow diagram for the installation of an
underground crusher station (Figure 35) will be used as
an example of the manual solution to obtain the critical
path.
To determine the critical path it is necessary to
find the activities earliest and latest finishing times,
the earliest and latest starting times and also the
total and free float, if any. Figure 36 shows the
arrangement for calculating the critical path.
All operations begin at time zero. Therefore,
the earliest starting time for the first activity is
zero. The earliest finish time for any operation is the
earliest starting time plus the duration. The early
finish time on the network diagram is always the greatest
early finish time at the node junction of two or more
activities. The early finish time for one activity will
be the earliest starting time for the following activities,
where the earliest starting time is defined as the
11
latest 11 of the early finish times of the preceeding
activities. The process of finding the early start and
early finish time is called a 11
forward pass: where
calculation progresses from left to right on the network
diagram.
In the example, the forward pass gives the project
duration as 14 days. This represents the shortest time
in which the project can be completed. A 11 backward
A-1 - 7
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FIGURE 35 Arrow Diagram for Installation of Underground Crusher Station

ES LS EF LF
8 ·8
D
ES = Earliest Start EF = Earliest Finish
LS = Latest Start LF = Latest Finish
D = Duration and Activity Description
FIGURE 36: Activity Labelling for Critical

Path Calculations
A-1 - 9
pass 11 , proceeding from right to left on the network
diagram, will be used to determine the latest starting
times and the latest finishing time for each activity.
Because the duration of the project resulted in 14 days,
this will also be the latest finishing time for the
project. To find latest starting times for each opera-
tion the duration of the activity is subtracted from the
latest finishing time of that operation. The latest
starting time of an activity will also be the latest
finishing time of the proceeding activities. The late
finish time is defined as the 11 earliest 11 of the latest
starting times of the following operations, or always
the smallest sum encountered at a node junction.
When the 11
forward 11 and "backward passes 11 have
been completed, the critical path can be determined as
the path of activities through the network where there
is no float time. The less total float possessed by a
noncritical job, the closer it is to being critical.
Figure 37 shows the arrow diagram with the forward pass
and backward pass times marked, and the critical path
shown by a heavy outline. A summary of the network
calculations, including the total float and free float,
are shown in Table 8.
A-1 - 10
I314J[9ll oJ
INSTALL CONVEYOR
6
:r
H
I
1-'
1-'
lsJ6117Isl
POUR CRUSHER BASE
2
FIGURE 37 Network with Forward and Backward. Pass

Marked and Critical Path Outlined
TABLE 8: Critical Path Solution Calculations
CRITICAL JOBS
JOB D ES EF LF LS TF FF (~'~-)
(LS-ES) (ES of
(ENT) (ES+D) (LNT) (LF-D) or succeeding
I J LF-EF job - EF)
0 1 3 0 3 4 1 1 0
-;'(
0 2 5 0 5 5 0 0 0
1 2 1 3 4 5 4 1 1
1 4 6 3 9 10 4 1 1
2 3 2 5 7 8 6 1 0
2 4 5 5 10 10 5 0 0 "i':
3 4 2 7 9 10 8 1 1
3 5 6 7 13 14 8 1 1
·-}(
4 5 4 10 14 14 10 0 0
A-1 - 12
Al.3 Affect of Logistics
The network diagram that has been used consists
of the activities comprising the project. However,
there are certain supporting office functions, or logis-
tics, which must be carried out before it is possible to
perform many of the activities, these functions include
such things as tendering bids for equipment and services,
placing orders and arranging delivery.
Figure 38 uses the example of the crusher station
erection and incorporates the logistic procedures for
obtaining the electrical and conveyor equipment. The
logistic procedures are six days which, in the case of
the electrical equipment presents no problem, as the
logistics can start when the project starts. However,
with the conveyor equipment this will mean that the
installation of the conveyor cannot start on its early
start date, in fact, even using up the available float
time of one day will not help as it would still mean a
two day delay in the project. Thus it can be seen that
while these procedures are not strictly part of the
activity network they should be reviewed and started
prior to the project when necessary. For example, the
logistics that deal with conveyor procurement must be
started at least two days prior to the start of the
project itself.
A-1 - 13
CONVEYOR LOGISTICS
'.:(-.«.,~
~C:)
0<f. lU
~«., ~
~0 Ill
ll.IIN
~<::)
~ «.,\>-/~
~
.:::>
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.,...
1-'
u ~,~,~~
'v'v
,~s-<..~b
) POUR CRUSHER BASE (J
2 bl(
~~I''\.
#
Q TEN£E~B~N~LYZE_B~P~CE OR~,.
2 . 1 1
WORK ACTIVITIES
ELECTRICAL LOGISTICS
- -- -- - LOGISTIC PROCEDURES
FIGURE 38. Installation of Crusher Station With Associated Logistics.

APPENDIX II
A2.1 Computer Solution of Activity Network

Appendix II shows the application of PROJECT 1 to
the crusher installation project. This project was
solved manually to find the critical path in Appendix I.
The computer application is designed to show how PROJECT
is applied and to enable comparison between the manual
process and the steps required to computerize the calcu-
lations.
The first requirement to access the PROJECT
program is the Job Control Language (JCL), this is
displayed in Figure 39. The JCL is the same every time
the program is run regardless of the output required.
Its function is to prepare the system to except the
input data that follows. Once the JCL has been accepted,
the input information is received. Figure 40 shows the
form in which the data for the crusher station has to be
input. The activities are defined with their start and
finish node numbers and relevant time durations. Once
accepted the system prints a message to that effect,
this can be seen at the bottom of Figure 40. The next
step is to define any system constraints such as unavail-
able working days i.e. holidays, and to set the calendar
start day; this is done in Figure 41. As there is no
further data here, such as cost or manpower information,
A-II ..;, 1
CRACK
CRACK
I' C
f C
....
HASP-II***····•••••START
HASP-II* . . . . . . . . . . . START
JOB
JOB
318 •••• NQ236258. ••••• CRACK
318 •••• NQ236258 •••••• CRACK
F C
f C
••••••••••••***HASP-II***RASP-11***
••••••••••••***RASP-II***RASP-11***
OR=AA
OR=AA
CRACK F C •• HASP-II***•••••••••START JOB 318 •••• NQ2J6258 •••••• CRACK F C ••••••••••••***RASP-II***HASP-II*** OR=AA
CRACK
CRACK
f C
F C
.. HASP-II***··•••••••START
•• HASP-II***•••••••••START
JOB
JOB
318 •••• NQ2J6258 •••••• CRACK
318 •••• NQ236258 •••••• CRACK
F C
F C
••••••••••••***HASP-II***HASP-11***
••••••••••··***HASP-II***HASP-11***
OR= AA
OR= AA
TillE: 19:17:37 DATf: 12/10/79 H A S P S ! S T E II L 0 G
1+19. 17.40 JOB 318

L+19.17.40 JOB 318
1+19. 17.40 JOB JIB PPPPPPPP sssssss uu uu IIIIIIIII ccccccc EEEEEEEEE sssssss
L•19.17.40 JOB 318 PPPPPPPPP SSSSSSSSS UU uu IIIIIIIII CCCCCCCCC EEEEEEEEE SSSSSSSSS
L+19. 17.110 JOB 318 PP pp ss ss uu uu III cc CC EE ss ss
L+19. 17.40 JOB JIB pp pp ss uu uu III cc EE ss
1+19.17.110 JOB 318 PPPPPPPPP sssssss DO uu III cc EEEEEE sssssss
1+19.17.110 JOB .318 FPPPPPPP ss uu DO III cc EE ss
1+19.17.40 JOB J18 PP ss ss uu DO III cc CC EE ss ss
~ 1*19.17.110 JOB JIB PP sssssssss uuuuuuuuu IIIIIIIII CCCCCCCCC EEEEEEEEE SSSSSSSSS
I 1+19. 17.40 JOB 318 pp sssssss uuuuuoo IIIIIIIII ccccccc EEEEEEEEE sssssss
H L+l9.17.40 JOB .318
H 1*19. 17.40 JOB 318
I L+19.17.110 JOB .318 pppppppp RRRRRRRR 0000000 JJ EEEEEEEEE cccc::cc TTTTTTTTT IIIIIIIII
1\.J 1+19.17.110 JOB J18 PPPPPPPPP RRRRRRRRR 000000000 JJ EEEEEEEEE CCCCCCCCC TTTTTTTTT IIIIIIIII
1*19.17.40 JOB J1R pp PP RR RR 00 00 JJ EE ::c cc TTT III
L+19.17.110 JOB 318 pp PP B.R RR 00 00 JJ EE cc TTT III
L+I9.17.1JO JOB J18 PPPPFPPPP RRRRRRRR 00 00 JJ EEEEEE cc TTT III
L+l9. 17.110 JOB 318 PPPPPPPP RRRRRR 00 00 JJ EE cc TTT III
1+19.17.40 JOB 318 pp liR FR 00 00 JJ JJ EE cc cc TTT III
1•19. 17.40 JOB 318 pp RR RR 000000000 JJJJJJJJJ EEEEEEEEE CCCCCCCCC TTT IIIIIIIII
1•19. 17.40 JOB 318 pp RR RR 0000000 JJJJJJJ EEEEEEEEE ccccccc TTT IIIIIIIII
1+19. 17.110 JOB J18
1*19.17.40 JOB .318
1+19. 17.40 JOB 318 EEEEEEEEE XX XX
1+19. 17.40 JOB 318 EEEEEEEEE XX XX
1+19.17.110 JOB 318 EE XX XX
1.+19.17.40 JOB 318 EE XXX
L+19. 17.40 ,JOB 31B EFEEEE X
1+19.17.40 JOB 318 EE XXX
1+19.17.110 JOB 318 EE XX XX
1+19.17.40 JOB 318 .EEEEEEEEE XX XX
1.*19.17.110 ,JOB 318 F.EEEEEEEE XX XX
1*19. 17.40 JOB 318
1+19.17.110 JOB Jl!l
1+19.17.112 JOB 318 *** START EXFC- PSU-ICES I - V1H6 ***
L* 19. 17.43 JOB 318 DYN CORE 190K
L*19. 18.01 J:Jil 318 ••• END EXEC - PSU-ICES I - V1H6 ***
FIGURE 39 Project JCL

lllJO~ll l*t'ULLSKII'S
0011)() II ~XKC SETTAF,TRAIN•TN,FORMS=l5
00150 IIPKOJI(t:'l' I'I<Ul: SYSUNIT•2314,SYSVOL=/IUUCON,
00200 II SYSOSN•"SYSI.PSUICES.HODULLI~",
002 50 II SUUUNIT•ZJI4,SU~VUL=MODCUN,
UOJOO II SU~SYS="SYSI.PSUICES.I'RUJt::CT.!IOIJULI.l8",
OOJ50 II ICEX•A,MOD=2,UPAKH•,EX•,
00400 II CDBUNIT=2314,CUUVOL=IIODCON,
00450 11 cDnDS~··svst.PSUICLs.ct::uLocK.cuuLIK",
li05UO II V'I'ISP•'(CYL,(IU,5))",FTUSP="(CYL,(I0,5))",
005 50 II f'I'2SI'•'(CYL,(IU,5))'
OU&OO II*
(!0650 II* SY~HOLIC PKOC~IJUR~ TO INVOKE STURIJL Il HE-LINK EUITt::IJ
007UO II* SUIISYSTEll
00750 II*
00800 II* &SYSUNIT, &SYSVOL, ANU &SYSUSN SPECIFY TilE UNIT, VOLSEH, ANIJ
001l50 II* IJSNAtn: FOr. TilE I'SU-ICES BASIC SYSTEtl I.IURAP.Y
00900 II*
00950 II* &SUIIIJNIT, &SUIIVOL, ANIJ &SUI!SYS SPECIFY TilE UNIT, VULSER, ANIJ
:J:;I
() 1000 II* IJSNAME fUR Tilt:: SU&SYSTEH LOAD tiOUULE LlllRARY (IN THIS
I
01050 II* CASt:, Tilt:: STKUIJL I I SUIISYSTEN)
H 01100 II*
H 01150 II* &CIIIIIINIT, &CIJIIVUL, AND &CIJiliJSN SPECifY Tllf: IJII!'l', VOLst:R, fiNO
I 01200 II* DSNi\111·: FUR Till: COHtiAUIJ Dt:t'IN!TlllN II LOCK Ll 61{ARY
w 01250 II*
013110 II* &UNITZ, &VU1.2, ANU &DSU2 SPECIFY TilE UNIT, VULSER, ANU IJSNANE
013:>0 II* FOR Sl'RUDL II'S SPECIAL IJATA SET: STRUIJATA
01400 II*
01450 II* &f'fiSI' ANII H'TOSP SPECIFY 1'111: SI'ACF. KEQUIIU:IIEIHS FOK Till: TWO
01500 II* :;t;KA'fl:ll 1Ct:S-1'YI'~ UATII St:TS
01550 II*
01 &00 II* &ICEX SPECifiES WIIICII I'SU-ICES EXECUTIVE PROGHAII IS 1'0 liE USEU
01650 II* l./101! SI'I:.Clt'H:S Till·: IJLFAULT NI::NURY NANAGt::II!:NT SCIIt:tlt:: TO liE USI::Il
01700 II* i<UI'Ailll SI'EC10t::S ANY Alllll'l'IONAL USEK PAKIIS TO Ill; I'ASSEI! TO '!'Ill
01750 II* t:Xt::GII'I' I Vt; PKUGRAII
OIIJOO II*
01850 IIWTL EXlC I'Gli•IITI.OG,I'AIUI•'PSU IC£SII'IWJECT IllX &EX'
01900 1/STEI'Ll K IIIJ UNIT=& SYSUN l T, VOL=S~R•&S YSVUL ,IJSN•&S YSIJSI<, Ul!ii'•SIIH
01950 /I FTUbFUU I UD UUfHIY
02000 II*
02050 llllAT II t:Xt:C I'Gtl• I Ct:X}tull& I <.:t:X, PAI\tl=' DUN I', tiOIJ=~1!0 IJ, &Ul'IIIUI"
02100 II*
02150 /lsn;PLJII IJIJ UlnT=~SYSUNI'l', VOL=SI:.P.=&SYSVOI. ,I!Sti•&SYSIJSII,Ill :;l•cSIIH
022(10 II Dll UlllT=iSUBUNIT,VUL=SEH•&SUHVOL,USH=&SUIISYS,UlSP•SIIK
02250 II*
FIGURE 39 {Continued)
02]00 //FT05FOOI DO UONAME•lNPUT
02350 //FTO&FUUI DO SYSUOT•A
02400 //FT07FOOI DO SYSUOT=B
02450 //*
02500 //FTOIFOUI DU UHIT=SYSUA,SPACE=&FTISP,DCB=DSURG=PS
02550 //*
UZ60U //FTOZFUUI DO U~lT•(SYSDA,SEP=(FTOIFOOI)),SPACti=&FTZSP,UCB•DSUKG=PS
021>50 //*
02 7 OU // FTO 3 FOO I IW UN I T=&CDBUN IT, VOL= S EK=&CDBVOL, USN=& CDllDS N, UI SP=SIIK
02750 //*
02600 //FTOOFOOI DO UNIT•(SYSDA,SEP•(FTOIFOOI)),SPACE=&FTOSP,DCU=USOKG=PS
02850 ,,.
02900 //QQS~APIT UD SYSUUT•A
02950 //PROJECT PEND
:J::ol
I
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.t:::.
•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
• •
•• p s u - I c ES •
•
* PENNSYLVANIA STATE IJNIVERS.ITY •
* INTEGRATED CIVIL ENGINEERING SYSTEI'I •
•
• VERSION 1 IIODil'ICATI:>N 6 *
•
•• GENERATED 7JOCT17 02:11:34 *
•
• DATE = 12/10/79 •
* DYNAI'IIC CORE 194560 BYTES
OS/370/168 I'JVT REL 21.8
•
•* *•
•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
;J::I
I
H
H
I
U1
PllOJP.CT 00000200
+U SYSr!S(; 1.00 - POOL INCH n1n
•••••••••••••••••••••••••••••••••••••••••••
• •
•
• PROJECT ENGINElRING
ICES-l'ROJEC'I-I
CCN'I~OL 'IECRNIQUE
•
•
•• JUNf 1H8 RELEASE
•
•
• CIVIL ENGINEERING SIS'IE"S LABCRATORI •
• •
• "ASSACHUSEI'IS INSTITUTE OF TECHNOLOGY •
• •
• PCCL INCfiEP.£NT IS 11096 BYTES •
• PSU !IODIFICATICN 1 •
•••••••••••••••••••••••••••••••••••••••••••••
~
I STORE •cnqSHER 1 NETWORK 00000250
0 1 1 CIJT CRUSFIER ~iTATI0~ 1 J 00000300
H
H 0 2 'DESIGN A'IIJ DIIILIJ CRIISHER' 5 00000)50
I 1 2 100UR FLOUR AND CONVEYOR eASE' 000001100
0'1 1 II 1 lMSTALL CGNVP.YOR 1 6 00000450
2 4 I fll S!!ANTLE ~ !lOVE CllllSH!'!R I 5 00000500
2 J '~OUR Cll!J~IIPR BASE' 2 00000550
J II 1 Ct1RE I'ASE 1 2 00000600
II 5 'A~Sf:l11lLE CRUSIIER 1 II 00000650
J 5 'TNSTALL WIFING' 6 00000700
LAST ACTIVITY 00000750
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
• NP.TWORK DATA FOfl PRCJECT CRUSP.ER IS NOW CN FILE
1 1 t
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
FIGURE 40 Input Data

AS:H~:N 1 C!l!JSIIER 1
IIOI.I DH DEt.:.,~OF:R 25 79 00000000
~~~ DATE 15 D!C 1q7q liAS BEEN ADDEt 1C T~E 1 CRIJSHFR 1 HUL!CAY TADLE.
ASST!:~ 1
C~IJ:"ii!ER' f!Ol.IOAY J A:IIJARY 1 A() 00000850
Tin: O~Tl': 1 J~N 19110 HIS UEfN ADDED TO TtE 'CRIISHFR 1 IIOLIOAY TABLE.
ASSl!:l-1 1 C'lflSHFR 1 ST.\IlT D":CF.!Hlf.R 2 7Q 00000900
PROJECT 'ClUSIIER 1 11\S O~!N ASSIGNED !C 5iART C~ tAY 2 VEC 1979
PPDT 'Cil'ISI!f.R' SC!If.Dlii.F., SORT BY E5, TF 00000950
;:t:i
I
H
H
I
-...]
FIGURE 41 Defining Project Constraints

the system is now ready to accept and process its first
command which, in this case is to print the activity
schedule ordering activities by early start then total
float. The result of the command is Figure 42. Here a
summary of the schedule is produced followed by a table
of the activity schedule showing activity reference node
numbers, their description, duration, early start, late
start, early finish, late finish and float times. The
schedule shows the crusher project taking 14 work days,
which corresponds, as expected, with the manual summary
table shown in Appendix I. The next output, Figure 43,
is a bar chart plot of the crusher installation project.
This is a similar chart to that of the updated master
schedule shown in Figure 33. It forms a practical
document which is suitable for display and quick refer-
ence to obtain an idea of project status.
The next step in this analysis is to take into
account the effect of business logistics associated with
certain activities. In this example the logistic activ-
ities together fall under the general title of material
delivery (MATDEL) and this is the name given to the
sequence of logistic events. Figure 44 shows the MATDEL
sequence defined and input into the system. The sequence
of events is, 1) tender bids, 2) analyze bids, 3) place
order and 4) ship goods, this corresponds to Figure 38
in Appendix I. The last section of Figure 44 is the
assigning of the MATDEL sequence of logistics to
A-II - 8
*·····~··························'····························
S C H E 0 U L E F C F P R 0 J E C T 'CRUSHER ' *
········································••*•*••··············
PHCJ~Cf DURATIOn IS 14 WOFK rA~s. AORK W!P~ IS 5 DAYS

WORK IS SCHE,ULED TO STAUT c•
1HE ~OFNING OF J DEC 1979
AND TO OE CO~PLETEC ON THE AfTERNCON CF 20 DEC 1579.
THE PROJECT 'CP~Sff~ ' NETWO~K HA!

9 AC1IVI1IE5 OF URICH 9 A~ffA~ CN THIS RE[CRT OP SCHEDULE
IC1IVITIES ~RE SCHEDnLE~ TO STAET CN THE MCFNING Of THE SPECIFIED WORKDAY OR DATE
AND TO fiNISil ON THE AFTERNOON OF lHf SPFCIFIFO WO~KDAY OR DATE.
EVEII'Tl ARl' SCliE'lllLED FOR TilE IICFNIIIG HTER 'HE LAS'l PRECEDING ACTIVITY HKISIIf.S,
EXCEP1' FOR EVEN'I!> OCCURRING CN HiE Pf.CJECT CCP.HF.TIOH DA'IE.
!l:J
I AC'IIVIrl~S Ann EVFNTS ARE SO~TFD ~CCORDING TO EARLY-START TOTAL-FLOAT
H
H
I 'C' IN MARGl~ DESIGNATES A CRI'IIC~l AC'IIVI'IY OR EVEN'I.
1.0
IIOLIOAYS AND NJ~-WORKJIIG DAYS lOP fPCJfCT 'CRUSHEV '

25 DEC 1919
1 ,JAN 1900
FIGURE 42 Schedule for Crusher Project

AC1'IVI1Y S C II E D II L E
•••••••••••••••••••••••••••••••••
······································••*••························~······························································
,\C'l'lY T'l'Y OESCRIPTIOtl DllR\- f'AFLY LATE EARLY LA'IP. FRH '10'11\L
TICN START START FINIS II FINISH FLO A'I FLOA'I
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
c 0 2 DESl G!l AND PUlLO CRUSEER 5 JOEC79 3DFC79 70EC79 7DEC79 0 0

1 1 5 5
0 1 CUT CRUS~ER S'I\1ION 3 30EC79 4DEC79 5DEC79 6DEC79 0
1 2 3 4
2 POll I! FLOOR AND CONVEYOR EASE 1 60EC79 1 o rc7'l 6DEC79 7DEC79
lj 5 lj 5
4 INSTALL CCIIVEYOR 6 60EC79 7DEC79 1JOEC79 14DEC79
4 5 9 1&
c 2 lj DIS~ANTLE & ~OVE CROSEER 5 10DEC79 10DEC79 140EC79 14DEC79 0 0
6 6 10 10
2 J POUR CRIISEER BASE 2 10DEC79 11Df.C79 11DEC79 120EC79 0
::t:-' 6 7 7 0
I J 5 INSTALL WI!IING 6 12DEC79 13DEC79 190EC79 20DEC79
H 0 9 13 14
H ) /j CURl': D!5F 2 121lEC79 1JDEC79 130P.C79 141lEC79
I 8 9 9 10
....... c q 5 A5SE~DL~ CRUSIER lj 17DEC79 17DEC79 20DI::C79 20DEC79 0 0
0
11 11 1'1 14
··~··*····························································································································
E N 0 C F SCI!Ell!ILE
•••••••••••••••••••••••••••••
••••••••••••••••••••••••••••••••••
• PFOJECT CRUSHER DAR CHART *
••••••••••••••••••••••••••••••••••
ACTI VI'fY NfJII!lFR DE:>CRIPTION
0 1 CUT CRUSHER STATICN XXX-
c 0 2 DESIGN A~D BUILD CRDSHfR •xxxx

2 POUR FLOOR AND CONVEYO~ BASE x•
4 I!ISTALL CONVEYOR xxxnx-
2 J POUR CRUSHER BASE x•-
c 2 4 DISIIANTLE r. ~OVE CRUSHER •xxxx
3 q CURE BASE x•-:
J 5 INSTALl WIRING xxxxxx-
c q 5 ASS EIIBLE CIHJSUER •xxx
:t:' •••••••••• + ••••••••• + ••••••••••••••••••••••••••••••••••••••• +
I
H IICU CAYS 1 10
H CAUN!:AR DATES JDF.C79 14DEC79
I
I-'
I-'
FIGURE 43 Bar Chart of Crusher Project

llEHNI'riOll Of S~QtJEIICE FOR ~ATfRIAL DELIVHY 00001050
llEFT!IH DRPRIIDENT SEQUENCE '~A11l!L 1 00001100
'TPIWt:ll tll 05' 00001150
'A ~lA I. YZ E ll I [I:;' 00001200
'I'LACF OIWER' 00001250
•sHrP l:ooo;;• 00001300
LA~il' 00001350
SRQOB~CE '~ATilEL ' HAS DFEN DEFINED ~ITH THE FOLLOWING 4 SEQUENCE
~ILESTCnEs. THIS S~QUB~C! IS NCJ AVAILABLE FOR USE WITH ANY PRCJECT ON FILE.
Wflr:tl A SEQUEtiCE ITE·1 WI'fll A HFfRENCFB AC'fiVI1Y A!ID J JliTERVALS Bf.TI/El:ll
THFSB MILESTOIIBS IJ STORED, THEN £ATfS FCR ALI ij MILESTONES WILL BE OUTPUT
IIPON RfQ{I E.iT.
111! LEEWAY FACTOR, UIIICH IS tHE ~UMBER OF WORKING DAYS BETWEEN THE FINAL
SRQIIP.IICf 'ULP.STOIIE liND '[!IF SCF.EIJUL£0 STAilT Of THF llHEHENCl'D ACTIVITY WILL
9E set ~DUAL TO 0 WCfiKtAYS.
1. TEN DFR DinS

2. AliAI.lZE BIDS
~
I J. PI..\CF. CllllfR
H
H
''· SIII P r:ccos
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......
I'V
ASsir.N 'CfliJ~IIER' S E•,1!1F.Nc~; 'rUTDF:J.' ITEMS 00001400

1 'C< NVEYOR J.OGL::TICS' 2, 1,
1 REF 1 4 LEEWAY 2 00001450
2 •t;J.fCTRICl\L LOGISTICS' 2, 1, 1 REF 3 5 LEEWAY 2 00001500
UST 00001550
PPitiT SEQ'IEJlCE 1 1iA'fDEL' ~C!I 00001b00
IM PROJECT 'CR!IS~~~ ' ACTIVITY 4 HAS BEEN ASSIGNED TO START NET DAY 5
1 i1!\TDEL S C H E ll 0 L E POll PROJECT 'CRUSllEll '

·····~*····················~························*
S~QH~NLE '~ATD~L ' HAS 2 ITEMS Of WHICII 2 IIAVE BEEN SELECTED FOR THIS SCHEDULE.
ALL ~ILES10N~ D'TES A!~ •JGHRFD FCR !II! ~CRNING Cf TilE 1/0RK[\Y.
FIGURE 44 Definition of Dependent Sequence MATDEL

activities 1-4 install conveyor and 3-5 install wiring.
The durations of each step is given, the last duration
step being the leeway between the last logistics activity
and the start of the project activity. This leeway can
be more than the duration of the last logistic activity
in order to allow for some contingency time.
Figure 45 shows the schedule of the application
of the MATDEL sequence. The first schedule is applying
it to activity 1-4 install conveyor. Here there is a
problem as there is not sufficient time to complete the
logistics. The project start day is December 3, 1979
and this is when the MATDEL sequence starts. The last
step, ship goods, starts on December 7, 1979, as this
has a 2 day duration (leeway) and the late start date
for the project activity is December 7 then it means a
project delay of activity 1-4 install conveyor of 2 days
will occur as the material is being awaited. For activity
3-5 install wiring there is no problem in material
delivery and all time requirements can be met. This
example of the effect of logistics is very important and
shows why a project manager should also take careful
note of administrative requirements for the project
activities. In the case of activity 1-4 install conveyor
the logistics would have to be started at least 2 days
prior to the official project start to avoid any delays.
A-II - 13
1'1' Bit 'CONVEYOR LOGISTICS IS FEQUIRED FOR ACTIVITY(S) 1 - 4,
SEQUENCE P.ItfSTCNf nESCRIFliCN OCCURS ON
1. TENDER fi DS 3 DEC 79
2 CAY INTERVAL 1
2. ANALYZE BIDS 5 DEC 79

1 UY INTERVAL 3
3. PLACE ORDER 6 DEC 79

1 IAY INTERVAl. q
II. SHIP GOODS 1 DEC 79

5
***** IIARNING ••• LEEWAY OF OWORKDAYS IS LESS THAN DESIRED LEEIIAY FOR TUIS ITEft ( 2 WORKDAYS)
~
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H
I ITP.I1 2 1 ELECrRICAL LOGISTICS IS REQUIRED FOR ACTIVITY(S) 3 - 5,
1-'
""' SEQUENCE 11ILESTCNE DESCRIFTION OCCURS ON
1. TENDER EIDS II DEC 79

2 IAY INTERVAL 2
2. ANALYZE BIDS 6 DEC 79

1 IAY INTERVAL 4
3. FLACE GliDER 1 DEC 79

1 IAY INTFRVAL 5
4. SHIP GOODS 10 DEC 79

6
THE DESIRED LEEIIA! OF 2WORKDAYS FOR lHIS ITEI1 HAS BEEN ACHIEVED.
E~D CF SECUEHCE JTE~ SCflFDOLE

•••••••••••••••••••••••••••••
FIGURE 45 Logistic Schedules

The penultimate output in Appendix II, Figure 46,
shows a revised set of project input data with a new
duration for activity 0-1 as 10 days (due to a hypothetical
delay in cutting the crusher station). Figure 47, the
new schedule, shows a new critical path with a project
duration of 20 days.
A-II - 15
STORE 1 CRUSHFR 1 NETWORK 00001700
0 1 1 COT CR!IS!IER :H~TICN 1 10 00001750
0 2 1 DESI~N AND BUILD CRUSHER' 5 00001800
1 2 'POUR FLOOR A~~ CONVEYOR BASE' 000018 50
I 4 'INSTALL CCNVF.tOR 1 6 00001900
2 4 •niS~ANTLE t ~OVE CRUSHER' 5 00001950
2 3 1 PO!IR CRUSHER EASI! 1 2 00002000
] 4 1 C!IRE BASE' 2 00002050
4 5 1 ASSP.:1!lLE CRliS!IER 1 4 00002100
3 5 'INSTALL WIFING' 6 00002150
··········································~·······*·········
• NETWORK DATA POF PROJECT 'CRUSHER 1 IS NOW OM PILE *
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
!:!>'
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0'1
FIGURE 46 Updated Crusher Data

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
* S C HEDUL l F 0 R P R 0 J E C T 'CRUSHER ' *
•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
PRC,JECT DURATION IS 20 WORK DAIS, IIORK WEEK IS 5 DAIS

WORK IS SCHEDUJ.ED TO START Gti tHE IICFNING OF 3 DEC 1979
AND TO BE COMPLETED OR THE APTfRNCON OF 31 DEC 1979.
THE PROJ~CT 'CH~SEER ' NETWORK HAS

9 ACtiVItiES OF URICH 9 AfP!AR CN THIS FEPCRT OR SCHEDULE
ACTIVITIES ARE SCHEilliLED TO STA!lT CN TilE I!OUING OF TilE SPECIFIED IIORKDAY OR DATE
AND TO FifiiSII ON THE AfTEnNoON OP 'IIIE SPECHUD liORKDAl OR DATE.
EVENTS ARil SCHEDULED FOR TilE I!GiiNING IFTER 'IP.f LAS'I PRECEDING ACTIVITY HNISIIES,
EXCEPT POR EYf:HlS OCCURRING CN THE PBCJECT CCIIPlETION DA'IE.
~
I
H ACTIVITIES A~D EVENTS ARE SORTED ACCORDING TO EARLY-START TOTAL-FLOAT
H
I 1 C 1 IN HARGIN DESIGNATES A CRITICAL AC'IIVI'IY OR EVEN'I.
I-'
--.1
HOLIDAYS AND NON-WORKING DAIS FOR PRCJEC'I 'CRUSHER '
25 DEC 1979
1 JAN 1900
FIGURE 47 Updated Crusher Schedule

ACTIVITY SCHfD!ILF.
•••••••••••••••••••••••••••••••••
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
ACTIVITY OfSCRIPTION DURA- EAPLY LATE EARLY LATE FRff tOTAL
TION S'l'ART START FINISH FINISH FLOA'l fLOAT
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
c 0 I CUT CRUSHER STATION 10 3DEC79 3DEC79 14DEC79 14DEC79 0 0

1 1 10 10
0 2 DESIGN AND DUILD CRUS~ER 5 3DEC79 11 Df.C79 7DF.C79 11DEC79 6 6
1 7 5 11
c I 2 POUR FLOOR AN[ CONVEYOR EASE 1 17DEC79 17or.c79 17DEC79 17DEC79 0 0
11 11 11 11
c I q INSTALL CONVEYOR 6 17DP.C79 11DEC79 24DEC79 24DEC79 0 0
11 11 16 16
c 2 q DIS,ANTLE & ftOVE CRUSEER 5 1 0Df:C79 18DEC79 24DEC79 24DEC79 0 0
12 12 16 16
2 ] POUR CRUSHER EASE 2 18DEC79 19orc79 19DEC79 20DEC79 0
:;J;;I 12 13 13 14
I ] 5 INSTALl. WIRI!IG 6 20DEC79 21DEC79 28DEC79 31DEC79
H 14 15 19 20
H J q CURE BASE 2 20DEC79 21DEC79 21DEC79 24DEC79
I 14 15 15 16
I-' q 5 ~SSEIIBLE CRUSHR 26DF.C79 26D£C79 31DEC79 31DEC79 0 0
co c
" 17 11 20 20
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
! II D C F SCIIEDULE
•••••••••••••••••••••••••••••
ACCOUNT: U'l135 IHXHI!PI Tl!H(SF C): 50 NE'I CPU (SEC): 2

12/16/79
OA'rP.: ID~NT: ACTUAL TJMg, INClUDING 2.0 !!C SYSTFM 1IME: J4 iii $.07/Sl':C $ 2. JA
115~R:CRAC'< F C LINES PRINTED: ~7q CAFDS PIINCHE[: 0 ill $. 3V100 $ o.oo
OESriNATICN: l\A ~AIIM~~ RECOH&S: 3000 10TAL RECORDS: 5711 iii $.12;100 $ o. 72
OS-21.!! H~5P-2.T5r: J10j303J CARDS READ: 114 ••••• TOTAL COS'f ~ ). 10 JOB NAME 01 2 99981
APPENDIX III
A3.1 Expanded Preparation Plant Project Computer Outputs

Contained in this appendix are the expanded
figures of the computer output from the Chapter 5 case
study. Each of the figures contains all the input data
as well as a full output listing. The figures should be
studied in conjunction with the detailed explanations ln
Chapter 5. However, below is a summary note to re-cap
on the content of each output.
(1) Figure 48: Master Schedule
This is a complete reproduction of the
computer schedule for the construction of
the overall plant complex, including the
preparation plant itself.
(2) Figure 49: Preparation Plant Schedule
This is a complete reproduction of the
computer schedule for construction of the
preparation plant building. As the con-
struction of the preparation plant building
constitutes the majority of critical
activities in the master schedule, this
output could also be viewed as an expansion
of the master schedule critical path.
A-III - 1
(3) Figures 50, 51: Cost Analysis
These figures are a complete reproduction
of the computer cost analysis output showing
the overall project cash flow. The cost
figures are totals, that is they include
both equipment and labor, excluded are the
costs incurred prior to August 1979 and for
the electrical sub-contract work. The
output is in two forms, a weekly cost
listing, figure 50, and as an interval cost
graph, figure 51.
(4) Figures 52, 53: Resource Analysis
These figures are a complete reproduction
of the computer output produced by a resource
analysis. In this example the resource
being analyzed is the distribution of steel
labor requirements for the construction of
the preparation plant building. The analysis
of steel labor requirements on the preparation
plant building is important as it is likely
that a shortage of labor on these critical
project activities will be one of the main
causes of project delays.
(5) Figure 54: Updated Master Schedule
This output has the same form as Figure 48.
It represents a full revised project schedule
A-III - 2
as of September, 1979. Some activities
have been completed and removed while
others have a reduced activity duration.
As well as a detailed explanation of the
master schedule, Chapter 5 includes a bar
chart of the revised master schedule
(figure 33).
(6) Figure 55: Updated Master Cost Analysis
This output contains both an updated cost
listing and cost graph, similar to figures
50 and 51. The cost figures have been
escalated by 10% to reflect on increase
costs since the start of the project.
A-III - 3
PROJECT 00000200
*** SJSI!SG 1.00 - POOL INCR 8192
•••••••••••••••••••••••••••••••••••••••••••
• •
• PROJECT ENGINEERING
ICES-PROJECT-I
CONTROL-TECHNIQUE •
•
•
• •
• JUNE 1968 RELEASE •
• •
• CIVIL ENGINEERING StSTEftS LABORATORY. •
• I!ASSACHOSETTS INSTITUTE OF TECHNOLOGY •
• •
•• POOL INCREftENT IS 4096 BYTES •
•
PSU ftODII'ICATION 1 ••
•••••••••••••••••••••••••••••••••••••••••••
:t>'
I STORE '!!ASTER' NETWORK 00000250
H 0 5 'LAND ACQUISITION, SURVEY, SOIL ANALYSIS' 30 00000300
H 5 10 'DESIGN PREP~RATION PLANT' 90 00000350
H 5 125 'DESIGN RAW COAL RECLAift TUNNEL' 30 00000400
I
5 60 'DESIGN TRUCK LOADING BINS' 30 00000450
""" 5 120 'DESIGN RECLAiftiNG EQUIPI!ENT 1 17
5 75 'DESIGN CONVS TO/FRJft PLANT (4,5,6,~ (8,14,15,16,17,18)' 20
00000500
00000550
5 35 'DESN CONVS 9,10,11 & TRANSFER TOWER' 15 00000600
5 215 'DESIGN SCREENING & CRUSHING HOUSE' 12 00000650
5 115 'DESIGN TRUCK DUftP & BIJILDING' 8 00000700
5 115 'DESN ELEC CONT CHTR FOR RAW COAL RCLII TUNL & PURCH' 105 00000750
5 230 1 DESN DUST COLLECT SYSTEft SCREEN & CRUSH HOUSE' 12 00000800
5 270 'DESN PIJRCII & SET TRANSFOP.'IER TRUCK DllftP & CRIJSIIER' 105 00000850
5 195 'DESIGN DIJST COLLECTING SYST TRUCK DUI!P' 5 00000900
5 285 'DESK & INST DRYER FIJRNACE & CONVS 20,21,22 1 87 00000950
5 255 'DESN CONVS 1,2,3 TRUCK DUIIP & CRUSIIER 1 6 00001000
195 200 SIIOP DRAWINGS DUST COLLECTING SYST TRUCK DUftP 7
1 1 00001050
255 260 STAKE OIIT EXC FORft POllRI'OUNDATIOHS DETAIL&S HOP' 26
1 00001100
175 179 1 FABR REIN & STRIJCT STEEL TRUCK DUIIP & BLDG 1 40 00001150
179 180 'DUHHY' 0 00001200
115 180 'STAKE OUT & EXC TRUCK DUIIP & BLOG 1 27 00001250
215 220 'SHOP DRAWS STRIICT STEEL SCREEN & CRUSH IIOUS E' 40 00001300
230 235 'SHOP DRAWS DUST COLLECT SYSTEII SCBEEN & CRUSH HOIISE'7 00001350
200 204 'FABR REIHl' & STRUCT STEEL DUST COLLECT SYSTEII'10 00001400
. 204 205 'DUI!IIJ' 0 00001450
200 205 'STAKE OUT & EXC FOUNDATIONS OUST COLLECT SYSTEII 1 7 00001500
35 40 'FABR & ERECT CONVS 9,10,11, TRANSFER TCWER, LOWERING TOBE'82 00001550
120 135 'DETAIL & f'ABR SKIRT SUPPORT HOPPERS (RECLAI:. EQUIP) '75 00001600
235 240 'FABR REINF & STR ST~EL DUST COLL SYSTEII SCREEN ~ CPUSH HOIISE'2000001650
235 239 'STAKE O.IJT EXC FOUNDS OUST COLLECT SYS SCREEN/CRUSH IJOUSE' 7 00001700
219 240 'OUIII!Y 1 0 00001750
75 80 'DETAIL & FABR COHVS TO/FROI'I PLANT I" ,5, 6,7) (8, 14, 15, 16, 17, HI)' 136 00001800
FIGURE 48 Master Schedule of Preparation

Plant Complex
75 79 'STAKE OUT EIC POUR FOUNDS FOR CONVS (4,5,6,7) (8,111,15,16,1718) 1 2400001850
79 80 1 DUIIIIY 1 0 00001900
205 210 1 FORII POUR FOUNDS ERECT STRUC IIACH DUST COL TRUCK DUIIP 1 70 00001950
125 130 'STAKE OUT EXC RAV COAL RECL&III TUNNP.L'66 00002000
125 129 'FABRICATE REIH FJRC ING & HOPPER FRAIIE 5 1 21J 00002050
129 130 1 DUIIIII' 0 00002100
60 65 'STAKE OUT EXC POUND PILING TRUCK LOADING BINS 1 80 00002150
60 611 'FABRICATE TRUCK LOADING BINS, CONY 19 1 50 00002200
64 65 'DUIIIIt 1 0 00002250
60 70 'DESN & ERECT DUST COI.LECT EQUIP AT TRUCK BINS'50 00002300
60 69 'DESIGN & ERECT AUTOMATIC LOADING EQUIPIIENT 0 3B 00002350
69 70 I DUIIIIY I 0 000021JOO
260 265 1 DUIIIIT 1 0 00002450
240 245 1 FORII POUR FOUNDS DUST COLLECT SYSTEM SCREEN/CRUSII HOUSE'20 00002500
160 185 FORII POUR FOOTER BIN & TUNNEL TRUCK DUIIP & BLDG FOUNDS 97
1 1
00002550
220 225 FA8R REINF & S1RUCT STEEL SCREEN & CfiUSU UOUSE'30
1 00002600
220 224 'STAKE OUT & EXC FOIINDS SCREEN/CRUSII IIOUSE 1 7 00002650
2211 225 'DUIIIIY'O 00002700
225 245 'FORI! &POUR FOUNDS SCREEN/CRUSII IIOUSE 1 20 00002750
285 290 1 ELE: VORK DRYER FURNACE & CONVS 20,21,22 1 30 00002800
10 15 'DESIGN StRUCTURE PREP PLANT 1 100 00002850
10 20 'PURCHASE IIACRINERT PREP PLANT 1 160 00002900
1
10 30 1 DESN ELEC SYST FOR PLANT, TRUCK LOADING, CONVS TO/FROII PLANT 60 00002950
130 115 1 FORII & POUR TONNELS(RAV COAL RECLAIII) 1 70 00003000
110 115 'DUI111T'0 00003050
40 105 'DUIIIII'O 00003100
::t:' 245 250 'ERECT DUST COLLECT SYST AT SCREEN ROUSE 1 76 00003150
I
H 115 140 ERE:T ELECT CONTR CNTR RAV COAL RECLAIM TUNNEL'15
1 00003200
H 65 70 'ERECT TRUCK LO&DI•G DINS 1 140 00003250
H 185 190 'ERECT BUILDING TRUCK Dlll'IP 1 20 00003300
I 185 265 'DIIIIMY'0 00003350
U1 30 45 'PURCU & SET TRANSFORMERS & ELECT CNTRL CNTR PREP PLANT 1 86 00003400
80 145 ' DUM!IY'O 000031150
60 85 I DU!III\''0 00003500
80 105 I DU!IIII'0 00003550
60 95 'DUI111\" 0 0000 3600
190 210 'SET TRUCK DUIIP MACHINERY & BINS'9 00003650
1
135 1110 'INSTALL RECLAIIIING EQUIPMENT(FEEDERS) 101 00003700
135 1115 'DUIIIIY' 0 00003750
145150 PURCIIASE CONV IIACR 4,5,6,7,8 & ERECT'))
1 00003800
135 290 'BACKFILL TUNNELS (RAW COAL RECLAIM)' 60 00003850
210 270 'DUII!II'O 00003900
250 265 'DUII!IY'O 00003950
265 270 'ERECT CONVS 1.2,3 1 13 000011000
15 20 'CONSTRUCT FOUNDATIONS PREP PLANT 1 82 00004050
15 19 'DETAIL & FABg STRUCT STEEL PREP PLANT 1 80 00004100
19 20 1 DIII!IIY' 0 00004150
15 45 'CONSTRUCT THICKENER'95 000011200
1
270 275 ELE:T VORK SCREEN/CRUSII HOUSE TllUCK DUIIP DUST & CONV 1,2,3 20 00004250
1
150 155 'ELECTRIC NORK TRIICK LOADING BINS CONVS4,5,6,7,8 1 70 000011)00

275 280 1 CONNFCT POVER TRUCK DUIIP CRUSH/SCREEN HOUSE 1 10 00004350
280 290 'TEST RUN TRUCK DUIIP CRIISII/SCREEN HOUSE'S 00004400
70 85 'DUIIIII 1 0 00004450
85 90 'ERECT COHVS 15,16,17,19 1 19 00004500
70 105 1 DUIIIIY 1 0 0000'1550
105 110 'ERECT CONVEYOR 18 1 16 00004600
70 155 'ELECTRICAL WORK TRUCK LOADING BINS 1 15 00004650
110 155 'ELECT WORK CONY 1~'20 00004700
140 165 'ELP.CT WORKRAW COAL RECLAift TUNHEL'70 00004750
90 155 'ELECT WORK CONVS 15,16,17,19 1 20 000011600
20 25 'SET PREP PLANT EPUIP & PIPING 1 129 00004850
20 24 'ERECT PREP PLANT STRUCTURE'99 000011900
24 25 •omun•o 00004950
165 170 'CONNECT POWER RAW COAL RECLAift TUNNEL'10 00005000
170 290 'TEST RUN RAV COAL RECLAift TUNNEL' 5 00005050
25 45 'ENCLOSE PREP PLANT(SHEETING) 1 46 00005100
25 95 'DIII!ftf'O 00005150
95 100 'ERECT CONVEJOR 14 1 8 00005200
100 155 'ELECTRICAL WORK CONVEYOR 14 1 20 00005250
155 160 'CONNECT POWER TRUCK LOADING BINS & C06VEYORS'10 00005300
160 290 'TEST RUN TRUCK LOADING BINS 1 5 00005350
115 50 'ELECTRICAL WORK PREP PLANT'120 00005400
50 55 'CONNECT POWER PREP PLANT 1 10 000051150
55 290 'TEST PREP PLANT 1 5 00005500
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
* NETWOR~ DATA FOR PROJECT 'KASTER ' IS NOW ON FILE *
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
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ASSIGN 'BliSTER' START ON JULY 16 79 00005600
DAY 16 JUL 1979

PROJECT 'IIJISTER
' HAS BEEN ASSIGNED TO START ON
ASS! Gil 'lUSTER' HOLIDAY 25 DEC 79 00005650
THE DATE 25 DEC 1979 HAS BEEN ADDED TO THE 'ftASTER ' HOLIDAY TABLE.
ASSIGN 'ftASTER' HOLIDAY 25 DEC.80 00005700
THE DATE 25 DEC 1980 HAS BEEN ADDED TO THE '!ASTER ' IIOLIDAY TABLE.
ASSIGN 'ftASTER' HOLIDAY 1 JAN 80 00005750
THE DATE 1 JAN 1980 HAS BEEN ADDED TO THE '!lASTER ' HOLIDAY TABLE.
ASSIGN 'ftASTER' HOLIDAY 1 JAN 81 00005800
1 JAN 1981 HAS BEEN ADDED TO THE 1 ftASTER ' HOLIDAY TABLE.
THE DATE
ASSIGN '!lASTER' HOLIDAY II JULY 79 00005850
THE DATE II JUL 1979 HAS BEEN ADDED TO THE '!lASTER ' HOLIDAY TABLE.
ASSIGN '!lASTER' HOLIDAY II JULY 80 00005900

:t:'
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H THE DATE q ,J!JL 1980 HAS BEEN ADDED TO TilE 'ftAS'TER ' HOLIDAY TABLE.
H
H ASSIGN '!lASTER' HOLIDAY II JULY 81 00005950
I
-.1 THE DATE 4 JUL 1981 HAS BEEN ADDED TO THE 'ftASTER ' HOLIDAY TABLE.
ASSIGN '!lASTER' HOLIDAY 28 IIAY 79 00006000
THE DATE 28 IIAY 1979 HAS BEEN ADDED TO THE 'ftASTER

' HOLIDAY TABLE.
1 ftASTER' HOLIDI\Y 26 ftAY 80 00006050

ASSIGN
THE DATE 26 ftAY 1980 HAS BEEN ADDED TO THE 'ftASTER ' HOLIDAY TABLE.
ASSIGN 'ftASTER' HOLIDAY 211 IIAY 81 00006100
THE DATE 24 ftAr 1981 liAS BEEN ADDED TO THE 'ftASTER ' IIOLIDAY TABLE.
ASSIGN '!lASTER' HOliDAY 3 SEPT 79 00006150
THE DATE 3 SEP 1979 HAS BEEN ADDED TO THE '!lASTER • HOLIDAY TABLE.
ASSIGN '!lASTER' HOLIDAY 1 SEPT 80 00006200
TilE DATE 1 SEP 1980 HAS BEEN ADDED TO THE 'ftASTER ' HOLIDAY TABLE.
ASSIGN 'ftASTER' HOLIDAY 5 SEPT 81 00006250
THE DATE 5 SEP 1981 HAS BEEN ADDED 10 THE 'IIASTER ' HOLIDAY TABLE.
AS SIGH 'ftASTER' HOLIDAY 22 NOV 79 00006300
THE DATE 22 NOV 1979 HAS BEEN ADDED TO THE 1 ftASTER 1 HOLIDAY TABLE.
ASSIGN 1 ftASTER 1 IIOL!DlT 27 NOV 80 00006350
THE DATE 27 NOV 1980 HAS BEEN ADDED TO THE 'MASTER 1 HOLIDAY TABLE.
PRINT 'MASTER' SCHEDULE, SORT BY ES, TF OD006QOO
:x>'
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•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
* S C HE DU L E F 0 R P R0 J EC T '"ASTER ' *
•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
PROJECT DURATION IS 614 WORK DAYS, WORK WEEK IS 5 DAYS

WORK IS SCHEDULED TO START ON THE "ORNING OF 16 JUL 1979
AND TO BE CO"PLETED ON THE AFTERNOON OF 3 tEC 1981.
THE PROJECT '"ASTER 1 NETWORK HAS

81 ACTIVITIES OF WHICH 81 APPEAR ON THIS REPORT OR SCHEDULE
ACTIVITIES ARE SCIIEDULED TO START ON THE "ORNING OF THE SPECIFIED WORKDAY OR DATE
AND TO FINISil ON TilE AFTERNOON OF THE SPECIFIED WORKDAY OR DATE.
EVENTS ARE SCHEDULED FOR THE "ORNING AFTER THE I.AST PRECEDING ACTIVITY FIIIISHES,
EXCEPT FOR EVENTS OCCURRING ON tHE PROJECT CO"PLETICN DATE.
:t:'
I TOTAL-l'LOAr
H ACTIVITIES AND EVENTS ARE SORTED ACCCRDING TO EARLY-START
H
H 'C' IN "ARGIN DESIGNATES A CRITICAL ACTIVITY OR EVENT.
I
1.0
HOLIDAYS AND NON-WORKING DAYS FOR PROJECT '"ASTER
28 "AY 1979
II JilL 1979
3 SEP 1979
22 NOV 1979
25 DEC 1979
1 JAN 1980
26 "Al 1980
4 JUL 1960
1 SEP 1980
27 NOV 1980
25 DEC 1980
1 .lAN 1981
24 "AY 1981
'+ JilL 1961
5 SEP 1981
ACTIVITY SCHEDULE
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ACTIVITY DESCRIPTION DtiFA- EARLY LUE EARLY LATE FREE TOTAL
TION START START FINISH FINISH FLOAT FLOAT
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c 0 5 LAND ACQUISITION, SURVEY, SOIL ANALY 30 16JOL79 16JUL79 24AUG79 24AUG79 0 0

1 1 30 30
c 5 10 DESIGN PREPARATION PLANT 90 27AUG79 27AUG79 3JAH80 3JAN80 0 0
31 31 120 120
5 125 DESIGN RAil COAL RECUI/1 '!U!INEL 30 27AUG79 24JUL80 80CT79 4SEP80 0 232
31 263 60 292
5 60 DESIGN TRUCK LOADING BINS 30 27AUG79 10CT80 80:::T79 11NOV80 0 280
31 311 60 340
5 120 DESIGN RECLAIIIING EQOIPIIENT 17 27AOG79 6NOV80 19SEP79 1DEC80 0 306
31 337 47 353
5 75 DESIGN CONVS TO/FRO/I PLANT (4,5,6,7) 20 27AOG79 12NOV80 24SEP79 10DEC80 0 310
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31 341 50 360
H 5 35. DESK CONVS 9,10,11 & tRANSFER TOllER 15 27ADG79 14JAN81 17SEP79 3FEB81 0 352
H 31 383 45 397
H 5 215 DESIGN sca,;ENING & CRUSHING HOOSE 12 27AUG79 22JAN81 12SEP79 6 FEB81 0 358
I 31 389 42 400
I-' 5 115 DESIGN TRUCK DOIIP & BUILDING 8 27AUG79 16FEB81 6SEP79 25FE881 0 375
0 31 1106 38 413
5 115 DESK ELEC CONT CNTR FOR RAW COAL RCL 105 27AOG79 20FE881 24JA N80 16JOL81 0 379
31 1110 135 514
5 230 DESK DUST COLLECT SYSTE/1 SCREEN & CR 12 27AOG79 24/IAR81 12SEP79 BA PR81 0 401
31 1132 42 4QJ
5 270 DESK PORCH & SET TRANSFORIIER TRUCK D 105 27AOG79 2211AY81 211JA!I80 150CT81 86 444
31 4 75 135 579
5 195 DESIGN DUST COLLECTING SYST TRUCK DO 5 27AUG79 1 OJUN81 31AUG79 16JUN81 0 457
31 488 35 492
5 285 DESK & INST DRYER FURNACE & COIIVS 20 87 27AUG79 24JUN81 28DEC79 220CT81 0 467
31 498 117 5811
5 255 DESK CONVS 1,2,3 TRUCK DUMP & CRUSHE 6 27AUG79 14AUG81 4SEP79 21AUG81 0 504
31 535 36 540
195 200 SHOP DRAWINGS DUST COLLECTING SYST T 7 4SEP79 17JON81 12SEP79 25JUNA1 0 457
36 493 42 499
255 260 STAKE OUT EXC FORI! POURFOUHDATIONS D 26 5SEP79 24A. OG81 100CT79 28SEP81 146 504
37 541 62 566
175 179 FABR REIN & STR OCT STEEL TRUCK DU I!P 110 7SEP79 26FEB81 1NOV79 22APR81 0 375
3'1 4 1Q 78 453
175 180 STAKE OUT & EXC TRUCK DUIIP & BLDG 27 7SEP79 1711AR81 l50CT79 22APR81 13 388
39 4 27 65 453
215 220 SHOP DRAIIS STRUCT STEEL SCREEN & CRO 40 13SEP79 9FEBR 1 7NOV79 3A PR81 0 358
Q] 401 82 440
230 235 SIIOP DRAWS DUST COLLECT SYSTEM SCREE 1 13SEP79 9A PR81 21SEP79 11APR81 0 qo 1
43 444 Q9 QSO
200 204 FABR REINF & STROCT STEEL DUST COLLE 10 13SF.P79 26J UH81 26SF.P79 9JUL81 0 457
Q3 500 52 509
200 205 STAKE OUT & EXC FOUNDATIONS DUST COL 7 1lSEP79 1JUL81 21SEP79 9JIJL81 3 1160
43 503 119 509
35 IJO FABR F. ERECT CONVS 9,10,11, TRANSFER 82 18SEP79 IIF£881 14JAN80 2811AY81 153 352
46 398 127 1179
120 135 DETAIL & FABR SKIRT SUPPORT IIOPPERS ( 75 20SEP79 2DEC80 7JAH80 1811AR81 74 306
118 354 122 428
240 FABR REINF & STR STEEL DUST COLL SIS 20 24SEP79 20APR81 190CT79 1511AY81 0 1101
235 470
50 451 69
239 STA~E OIJT EXC FOUNDS DUST COLLECT SI 7 24SEP79 711AI81 20CT79 t511AY81 13 1114
235 470
50 1164 56
80 DETAIL & l'ABR COIIVS TO/FROII PLANT (II, 136 25SEP79 11DEC80 IIA PR80 22JUN81 10 310
75 496
51 361 186
79 STAKE OUT EXC POUR FOUNDS FOR CONVS 211 25SEP79 2011AJ81 260CT79 22JIJN81 122 422
75 1196
51 1173 74
210 FORI! POUR FOUNDS ERECT STRUC IIACII Dll 70 27SEP79 10JUL81 7,lA NBO 150CTB1 99 457
205
53 510 122 579
125 130 STUE OUT EXC RAW COAL RECLAIII TONNE 66 90CT79 5SEP80 11JANBO 81lEC80 0 232
61 293 126 358
129 FABRICATE B EIIIFORCING & HOPPER FRAIIE 24 90CT79 IINOV80 9!fOV79 8DEC80 112 2711
125
61 335 84 358
STAKE OUT EXC POO!ID PILING TRUCK LCA 80 90CT79 12NOVBO 31 JA NBO 611AR81 0 280
60 65
61 Jill 140 1120
60 64 FABRICATE TRUCK LOADING BINS, CONY 1 50 90CT79 26DEC80 1!1DEC79 611AR81 30 310
61 371 110 1120
70 DESN & ERECT DUST COLLECT EQUIP AT T 50 90CT79 1 3JUL81 18DEC79 1BSEP81 170 450
!I>' 60
I 61 511 110 560
69 DEStGN & ERECT AUTOIIA'IIC LOADING EQU 38 90CT79 29JUL81 30NOV79 18SEP81 182 1162
H 60 560
H 61 523 98
H 245 FORI! POUR FOUNDS DUST COLLECT SYSTEII 20 220CT79 1811AJ81 16NOV79 12JUN81 4J 1101
240
I 70 471 89 1190
1-' 180 185 FORI! POUR FOOTER BIN & TUNNEL TRUCK 97 2NOV79 23A PR81 2011ARRO 4SEP81 0 375
1-' 79 1154 115 550
225 FABR REINF & STRUCT STEEL SCREEN & C 30 8JfOV79 6l\PR81 20DEC79 1511AYR 1 0 358
220
83 1141 112 470
STAKE OUT & EXC FOUNDS SCREEN/CRUSII 7 8JfOV79 711A Y81 161fOV79 1511li.Y81 23 381
220 2211
83 464 R9 470
2115 FOR II & POUR FOUNDS SCR EEN/CRUSII IIOUSE 20 21DEC79 1811AI81 21JAN80 12JDN81 0 358
225
113 1171 132 1190
290 ELEC WORK DRYER FURifliCE & CONVS 20,2 30 31DEC79 230CT81 11 FEBBO 3DEC81 467 467
285
118 585 147 614
DESIGN STRUCTURE PREP PLANT 100 4J AN80 4JAN80 2211AY80 2211AY80 0 0
c 10 15
220 220
121 121
20 PURCIIASE IIACIIINERY PREP FLANT 160 4JliN80 5FEB80 18P.IJG80 18SEP80 22 22
10
121 143 280 302
30 DESif ELEC SYST FOR PLANT, TRUCK LOAD 60 4J AN 80 JNOV80 2711AR80 28J AN81 0 213
10
121 334 1fl0 393
FORI! & POll!! TUNNELS (BAll COAL RECLl\111 70 14JAN80 9DEC80 18A PR80 18JIAR81 0 232
130 135 428
127 359 196
245 250 ERECT DUST COLLECT SYST AT SCREEN 110 76 22JAJf80 15JUN81 61!AI80 28SEP81 0 358
1]] lt91 208 566
115 140 ERECT ELECT CONTR CNTR RAW CCAL RECL 15 25JAN80 17JUL81 1 HEB80 6AIIG81 147 379
136 515 150 529
70 ERECT TRUCK LOADING BINS 140 1FEB80 911AR81 1 RAUGBO 18SEPR1 0 280
65
1111 "21 280 560
190 ERECT BUILDING TRUCK DUIIP 20 2111AR80 7SFP81 17A PR80 20CT81 0 375
185
176 551 195 570
PURCII SET TRANSFORIIERS ELECT CNT 86 2811AR80 29JAN81 29JULBO 2B!IAYB1 213 213
30 45 & &
181 3911 266 479
190 210 SET TRUCK DU!IP !IACHIN!RY & BINS 9 18 APR80 50CT81 30APR80 150CT81 17 375
196 571 204 579
135 140 INSTALL RECLAI!IING EQUIP!IENT(FEEDERS 101 21APR80 191'1AR81 t 1SEP80 6AUG81 0 232
197 42'1 297 529
145 150 PURCHASE CONY PilCH 4,5,6,7,8 & ERECT 3J 21APR80 23JUN81 5JUN80 6AUG81 0 300
197 1197 229 529
1J5 290 BACKFILL TUNNELS (RAil COAL RECLAI!I) 60 21liPR 80 11SFP81 15JUL80 3DEC81 358 )58
197 555 2'i6 614
265 210 ERECT CONVS 1,2,3 1J 7!1AI80 29SEP81 23!1AY80 150CT81 0 ]58
209 567 221 579
c 15 20 CONSTRUCT FOUNDATIONS PREP PLANT 82 23!1liT80 2l!lliY80 18SEP80 18SEP80 0 0
221 221 302 302
15 19 DETAIL & FABR STROCT STEEL PREP PLAN 80 23!1AY80 2811AY80 16SEPBO 18SEPBO 2 2
221 223 300 302
15 45 CONSTRUCT TIIICKENER 95 23!1AI80 16JAN81 70CT80 28!1AY81 164 164
221 385 315 479
27D 275 ELECT IIORK SCREEN/CRUSH IIOUSE TRUCK 20 27!1AJ80 160CT81 23JIINBO 12NOV81 0 358
222 580 241 599
150 155 ELECTRIC IIORK TRUCK LOADING BINS CON 70 6JUN80 7A UG81 15SEPBO 12NOV81 160 300
230 530 299 599
275 280 CONNFCT POWER TRUCK DU!IP CRUSII/SCREE 10 24JUN80 13NOV81 8JUL80 26NOV81 0 358
242 600 251 609
280 290 TEST ROll TRUCK DUIIP CRUS II/SCREEN IIOU 5 9JIIL80 27NOV81 15JUL80 3DEC81 358 358
252 610 256 614
85 90 ERECT CONVS 15,16,17,19 19 19AUG80 21SI'P81 15SEPBO 150CT81 0 280
281 561 299 579
~ 1 0SEP80 150CT81 0 283
I 105 110 ERECT CONVEYOR 18 16 19AUG80 24SEPB1
H 281 564 296 579
H 70 155 ELECTRICAL IIORK TRUCK LOADING BINS 15 19AOG80 230CT81 9SEP80 12 NOV81 1611 304
H 281 585 295 599
I 110 155 ELECT WORK CONY 18 20 11SEP80 160CT81 80CT80 12NOV81 143 283
1-' 297 580 316 599
N ELECT WORKRAW COAL BECLAIII TUNNEL 70 12SEP80 7A UG81 19DEC80 12NOV81 0 232
140 165
298 530 367 599
90 155 ELECT WORK CONVS 15,16,17,19 20 16SEP80 160CT81 130CT80 12HOVII1 1110 280
300 580 319 599
c 20 25 SET PREP PLANT EPUIP & PIPING 129 19SEP80 19SEP80 2HIAR81 23!1AR81 0 0
303 303 1131 431
20 211 ERECT PREP PLANT STRUCTIIRE 99 19SF.P80 l10CT80 9FEB81 2l!IAR81 ]0 30
303 333 401 431
165 170 CONNECT POWER RAW COAL RECLAI!I TUNNE 10 22DECBO 13NOV81 6JAN8l 26 HOV81 0 232
]68 600 377 609
170 290 TEST RUN RAW COAL RECLAIII TUNNEL 5 7JAN81 27HOV81 llJA NB1 3DECB1 232 232
378 610 382 614
c 25 115 ENCLOSE PREP PLAHT(SHEETIHG) 48 211!1AR81 211!!AR81 28!1AYII1 28!!AYB1 ·o 0
432 432 479 479
95 100 ERECT CONVEYOR 14 8 211!!AR81 60CT81 2A PRB 1 150CT81 0 1110
432 572 1139 579
100 155 ELECTRICAL WORK CONVEYOR 14 20 3APR81 160CT81 3 OA PR81 12HOV!ll 0 140
440 580 1159 599
155 160 CON!IECT POWER TRUCK LOADING BINS & C 10 11'1AY8l 13NOV81 1 IIIIAY81 26!10V81 0 140
460 600 1169 609
160 290 TEST RUN TRUCK J.OADJNG BINS 5 15!1AY81 27NOV81 21!1AY81 3DEC81 lQO 140
1170 610 11711 6111
c 45 50 ELECTRICAL WORK PREP PLANT 120 291'1AYR1 29!1AYB1 12NOVB1 12NOVB 1 0 0
1180 1180 599 599
c 50 55 COHN ECT POIIER PREP PLANT to 13NOV81 13HOVII1 26NOV81 26 NOVR 1 0 0
600 600 609 609
c 55 290 TESf PREP PLANT 5 27 NOV81 27NOV81 JDEC81 3DFC81 0 0
610 610' 6111 6111
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E N D 0 F SCHEDULE
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~AXIKU~ TI~E (SEC): 50 N~T CPU (SEC): 2

ACCOUNT: U5135 25 i! $.07/SEC $ 1. 75
ACTUAL TIKE, INCHIDING 2.0 SFC SYSTE~ TillE:
DATE: 12/10/79 !DENT:
LINES PRINTED: 588 CA~DS PUNCHED: 0 a s. 35/100 $ o.oo
USER: CRACK F C 588 i! $.12/100 ~ 0.72
DESTINATION: AA KAXIKUII RECORDS: 3000 TOTAL RECORDS: $ 2.117 JOB NAIIE HQ 2 36258
TOTAL COST
OS-21.8 HlSP-2.T5G 370/303) CARDS READ: 1q0 *****
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ICES-PROJECT- I
CONTROL TECHNIQUE •
• •
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• CIVIL ENGINEERING SYSTEftS LABORATORY
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• MASSACHUSETTS INSTITUTE OF TECHNOLOGY •
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• POCL INCREMENT IS 4096 BITES •
•• PSU MODIFICATION 1 •
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H STORE 'PREP PLANT' NETWORK
H 0 5 'STAKE OUT PREP PLANT' 5
H 0 35 1 PURCHASE EQUIPMENT ELEV' 14
I 0 45 'FABRICATE STRUCTURE & PLATE IIORK GROUND lEVEL' 8
~ 0 60 'FABRICATE THICKENER STRUCTURE & PLATE IIORK' 110
.1:>- 0 70 'PURCHASE THICKENER I!ACHINERY 1 14
0 80 1 FABRICATE STRUCTURE ELEV 177 FEET' 8
0 85 'FABR PLANT BY PASS & 2 FILTER CAKE CONVEYORS' 30
0 90 'FABRICATE PLATE WORK ELEV 177 7/8' 30
0 95 'PURCHASE EQOIPI!ENT ELEY 177 7/B' 14
0 100 'FABRICATE STPUCTURE 190 &193 FEET' 16
0 105 'FABRICATE PLATE WORK ELEY 190 FEET' 20
0 110 'PURCHASE MACHINERY ELEV 190 & 193 FEET' 14
0 115 'FABRICATE STRUCTURE ELEY 198 & 201 JEET' 16
0 125 'PURCHASE PRE WET SCREEN ELEV 19fl FEET' 14
0 135 'PURCHASE EQUIPMENT ELEV 201 FEET •H
0 140 ' FABRICATE STRUCTURE ELEV 207 &223 FEET' 16
0 150 'BRING 16 DIESTER TABLES TO SITE ' lit
0 160 'FABRICATE TABLE ACCESS PLATFORI!S' 8 00001300
0 165 1 PURCHASE I!AGNETITE STORAGE TANK ' 14
0 170 'FABRICATE STRUCTURE ELEY 208 FEET' 8
0 169 'PURCHASE EQUIPI!ENT ELEY 223 FEET' lit
169 110 'DUM!!Y' 0
0 175 ' FABRICATE PLATE IIORK ELEV 208 ' 5
0 180 1 F1BRIC~TE HEAD SECTION CONY NO 8' 38
0 185 'FABRICATE STRUCTURE ELEV 212 FEET' 8
0 190 'FABRICATE PLATE WORK ELEY 212 FEET' It
0 195 'PDRCH~SE ftAGNETIC SEPERATORS ELEV 212 FEET' 14
0 205 ' PURCHASE ELECTRICAL SWITCH GEAR ELEV 190 FEE'I 1 lit
FIGURE 49 Preparation Plant Schedule

0 225 'FABRICATE TAIL SECTION CONY NO 9 & IIIDDLING CONVEYOR 1 19
5 10 'ROUGH GRADE PREP PLANT SITE THICKENER PAD & THICKENER TUNNEL' 15
5 225 'STAKE OUT COHYEYORS(9,10,11,) & T~ANSFER TOWER' 5
10 15 'EXC FORI! & POUR PIER PADS r, FROST WALL FOOTERS' 111
10 20 'FINE GRADE TUNNEL SLAB' 3
15 20 'DOII!IY' 0
15 30 'FORI! C POUR PIERS C FROST WALLS' 15
20 25 'FORM C POOR TUNNEL PAD' 10
25 110 'FORM & POUR TUNNEL VALLS & ROOF' 20
30 35 1 FOR!I & POUR DITCIIES SII!IPS & FLOORS' 27
JS QO DUII~l' 0
1
35 45 'SET EQUIPMENT ELEVATION 161 FEET' 13

35 225 1 DUI!IIJ 1 0
40 50 'BACKFILL TUNNEL & FINE GRADE THICKENER FLOOR' 20
40 75 'ELECTRICAL WORK IN TUNNEL' 5
liS 80 'SET COLUI!NS ELEV 161 FEET 1 2
~0 SS 'FORI! & POUR TIIICKENER BASE & VALLS' 60
55 60 'BACKFILL THICKENER WALLS' 10
60 65 'TIIICKENER SET PL WORK' 10
65 70 'THICKENER SET STRUCTURE' 5
70 75 'TIIICKENER SET I!ACHIHERY'lll
75 235 'ELECTRICAL WORK TIIICKEHER' 15
80 85 'SET STRUCTURE ELEV 177 1 10
85 90 'SET PLANT BY PASS& TWO FILTER CAKE CONYEYORS ' 9
90 95 'SET PLATE WORK ELEV 177 FEET' 4
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I 95 100 'SET EQUIPI!ENT ELEY 177 FEET' 25
H 100 105 'SET STRUCTURES ELEV 190 &193 FEET' 10
H 105 110 'SET PLATE WORK ELEII' 190 FEF.T' 4
H 110 115 'SET IIACHINERY ELEV 190 FEET' 15
I 115 120 'SET STRUCTURE ELEV 198 FEET' 5
I-' 115 130 'SET STRUCTURE ELEY 201 FEET ' S
U1 120 125 ' SET PLATE WORK ELEV 198 FEET' 3
125 140 'SET PRE-WET SCREEN ELEV 198 FEET'
130 135 'SET PLATE WORK ELEV 201 FEET 1 4
llS 1110 'SET EQUIPI!RNT ELEV 201 FEET' 44
140 145 1 SET STRUCTURE ELEV 207 & 223 FEET' 5
145 150 1 DUI'IIIY 1 0
145 155 'DUI!MI' 0
145 160 1 DUIIIIY' 0
145 16'i 1 DUIII!Y 1 0
150 170 'ASSEIIBLE & HANG 16 DIESTER TABLES' 32
155 200 'SET PLATE WORK ELEY 207 FEET ' 14
160 200 'SET TABLE ACCESS PLATFOR~S' 4
165 170 'SET I!AGNETITE STORAGE TA~K' 9
170 17'i 'SET STRUCTURE ELEV 208 FEET ' 4
170 200 'SET EQUIPIIENT 3 DISTRIBUTERS ELEY 223 & PAD PLATE WORK' 5
175 180 'SF.T PLATE WORK ELEV 20R FFET' 4
180 185 'SET NO 8 CONII'EYOR HEAD SECTION' 2
185 190 'SET STRUCTURE ELEV 212 FEET ' 4
190 195 'SET PLATE WORK ELEV 212 FEET ' 2
195 200 'SET I!AGNETIC SEPERATORS ELEV 212 FEET ' 1
200 205 'DUIIMI ' 0
200 215 ' INSTALL PLANT PIPING' 38
200 220 'SET SHEETING GIRTS & SHEETING '35
200 235 'FLASHING DOORS & lll!IDOWS' 4
205 210 'SET ELEC SWITCII GEAR ELEV 190 FEET ' 4
210 235 1 COIIPLETE ELECTRIC WIRING' 95
215 235 'COI!PLETE PLANT PIPING' 10
220 235 t SET ROO!' GIRTS & ROOFING' 13
225 230 'SET TAIL SECTIONS CONVEYOR NO 9 &HIDDLINGS CONVEYOR' 5
230 235 'SET REftAINS CONV 9,HIDLS SET 10,11,TOWER 1 30 000011850
235 2110 'TEST & ADJUST EQUIPHENT & S'l'ART IJP' 20
LAST ACTIVITY
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+ RETVORK DATA FOR PRCJECT 'FREP PLA IS NOW ON FILE
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ASSIGN 'PREP PLANT' START ON ftAY 23 80 00005000
PROJECT 'PREP PLA 1 RAS BEEN ASSIGIIEO 10 START ON DliT 23 HAT 1980
ASSIGII 'FREP PLANT' HOLIDAY 25 DEC 79

THE DATE 25 DEC 1979 liAS BEEN ADDEO 'IO THE 'PREP l'lA 1 IIOLIDAT TABLE.
ASSIGN 'PREP PLANT' IIOLIOAY 25 DEC 60

TilE DATE 25 DEC 1980 liAS BEEN ADDEO TO Tllf 1 PREf PLA 1 HOLIDAY TADLE.
ASSIGN 'PREP PLANT' HOLIDAY I JAR 80
TilE DATE JAM 1980 HAS BEEN ADDED TC THE 'PREP PLA 1 HOLIDAY TABLE.
1\SSlGII 'PREP PLANT' IIOLIDAY 1 ,11\lf Ill
TliE Dr.TE JAN 1981 HAS BEEN ADDED 10 TilE 1 PREP PlA 1 HOLIDAY TABLE.
ASSIGN 'PREP PLANT' IIOLIDAY 4 JUlY 79
!J::' TilE DATE 4 JnL 1979 HAS BEEN ADDED TO TfF 'PREP PLA' HOLIDAY TABLE.
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ASSIGN 'PREP PLANT' IIOLIDAY 4 JULY 80
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I TilE DATE 4 JUL 1980 liAS BEEN ADDED TO THE 'PREP Ftl\ 1 HOLIDAY TABLE.
I-'
-...] ASSIGN 1 1?11EP PLANT 1 IIOLIDAY II JULY 81 00005350
TilE DATE II JilL 1981 HAS BEEN ADDEC TO TEE 'PREP FlA' HOLIDAY TABLE.
ASSIGN 'PREP PLANT' IIOLIDAY 28 HAY 79

THE DATE 28 ~AY 1979 HAS BEEN ADDED TO T~E 'PREP fLA' IIOLIDAY TABLE.
ASSIGN 1 PRP.P PLAIIT' IIOLIDAJ 26 MAY 80
THE DATE 26 MAY 1980 HAS BERN ADDED TO TilE 'PREP PLA' IIOIIDAY TABLE.
.IISSIGII 'PRP.P PLAIIT 1 IIOLIDAY 211 111\Y 01 000(!5500
TilE DATE 211 HAY 1961 liAS BEEN ADDEC TO THE 1 PRFP PLA 1 HOLIDAY TABLE.
ASSIGN 'PREP PLANT' IIOLIDl\Y J SEPT 79
TilE DATE J SEP 1979 liAS BEEN ADDED TO THE 'PREP PLl\ 1 HOLIDAY TABLE.
ASSIGN 'PREP PLANT 1 IIOLIDI\Y 1 SEPT 80
TilE DATE SEP 1980 liAS BFEN ADDED '10 THE 'PFEP PIA' IIOLIDAY TABLE.
ASSIGN 'PREP PLANT' HOLIDAY 5 SEPT 81 00005650
TilE DATE 5 SEP 1981 liAS BFEN ADDED TO TEE 1 FRFP PLll' HOLIDAY TABLE.
ASSIGN 'PRP.P PLAN·r• IIOLJDliY 22 NOV 79 00005700
Til F. DIIT 1l 22 HOV 1979 liAS BUll ADDED TO THE 'I'REI' PLA' HOLIDAY TIIBL!'!.
ASSIGN 'PREP I'LANT' HOLIDAY 27 NOV 80
THE DATE 27 NOV 1980 HAS BEEN ADDED TO THE 'PREP I'LA' HOLIDAY TABLE.
PRINT 'PREP I'LAHT 'SCIIEDULE 0 SORT Dl ES 0 TF
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* S C R F. D 0 L E F 0 F P R 0 J E C T 'PRF.P PLA' *
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PROJECT DURAfiON IS 394 VORK DA1~, WORK VEFK IS 5 DAYS

WORK IS SCREOUL~D TO START ON THE IIOFNING OF 23 HAT 1980
AND TO BE COIIPLETED 0~ TilE AFTERNCON OF 3 ni~C 1981.
TilE P~O.IECT 'PREP PLA' NETWORK liAS

Olt ACTIVITIES OF liRtC!I Bit APPEAR ON TillS JIF.PCRT OR SCHF.IIOLF.
ACTIVITIES ARE SCHEDULED TO START CH THE IIO~NING OF THE SPECIFIED WORKDAY OR DATE
AND TO FINISH 0!1 TP.E AfTERNOON OF 111E SPECIFIED VOPKDAY OR DATE.
!>:' EVENTS ARE SCHEDULED FOR TRE IICRNING AFTER TEE LAST PRF.CEDING ACTITITT FINISHES,
I EXCEPT FOR EVENTS OCCURRING CN THE PJICJECT COIIPLETION DATE.
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H ACTIVITIES AND EVENTS ARE SORTED ACCORDING TO EARLY-START TOTAL-FLOAT
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1-' 'C' IN IIARGIN DESIGNATES A CRitiCAL ACTIVITY OR EVENT.
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HOLIDAYS AND NON-RORKIHG DAYS fOR PROJEC1 'PREP PLA'

28 !lAY 1979
It JilL 1979
3 SEP 1979
22 NOV 1979
25 DEC 1!l79
1 JAN 1980
26 "AT 1980
II JilL 1980
1 S!lP 1980
27 NOV 1980
25 DEC 1980
1 JAN 1981
2/t !lAY 1981
4 JUL 1981
5 SEP 1981
ACTIVITY SCHEDULE
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ACTIVITY DESCRIPTT.ON DURA- EARLY LATE EARLY LATE FIIEE TOTAL
TION START START FT !ITSH FINISll FLOAT FLOAT
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STAKE OUT PREP PLANT 5 231!AYBO 231!AYBO 30!!AYBO 30!1AY80 0 0

c 0 5
1 5 5
1
35 PURCHASE EQOIFI!ENT ELEV 111 231!AY80 21AUG80 12JONBO 10SEP80 62 62
0
1 63 111 76
85 FABR PLANT BY PASS & 2 FILTER CAKE C 30 231!AY80 IISEP80 7JOL80 150CT80 71 71
0
1 12 30 101
90 FABRICATE PLATE WORK ELEV 177 7/8 30 2li!AY80 t1SEP80 7JULBO 2BOCT80 80 80
0
1 81 30 110
45 FABRICATE STRUCTURE & PLATE WORK GRO 8 231!AY80 1BSEP80 IIJON80 29SEP80 81 81
0
1 82 B 89
0 80 FABRICATE STRUCTURE ELEV 177 FEET 8 2311AYBO 22SFPBO IIJONBO 10CTBO 83 83
~ 811 B 91
I 1
H 0 95 PURCHASE EQOIFI!ENT ELEV 177 1/8 111 2311AY80 150CTBO 12JONBO 3NOVBO 100 100
H 1 101 111 1111
H 0 100 FABRICATE STRUCTURE 190 &193 FEET 16 23 I! AY80 17ROVBO 16JUN80 9DEC80 123 123
I 1 1211 16 139
N 0 105 FABRICATE PLATE WORK ELEV 190 FEET 20 231!AY80 2 5NOV80 20JONBO 23DEC80 129 129
0 1 130 20 1119
110 PURCHASE IIACHINERY ELEV 190 & 193 FE 111 231!AYBO 1:l DEcBO 12JON 80 30DEC80 139 139
0
1 1110 111 153
0 11 5 FABRICATE STRUCTURE ELEV 198 & 201 F 16 231!AYB0 30 DEC80 16JUN80 21JANB1 152 152
1 153 16 168
PURCHASF. EQIIIPI!ENT ELEV 201 FEET 111 231!AY80 15JANR1 12JUNBO 3FEB81 163 163
0 135
1 1611 111 177
FABRICATE PLATE WORK ELEV 201 FEET 7 231!AY80 20J AN81 3JUN80 21!JAN81 166 166
0 130
1 167 1 173
60 FABRICATE THICKENER STRUCTURE & PLAT 110 2311AY80 911AR81 280CT80 7A UG81 56 200
0
1 201 110 310
1110 FABRICATE STRUCTURE ELEV 207 &223 F 16 23 IIAY80 1611&1181 16JUN80 6APR 81 205 205
0
1 206 16 221
125 PURCHASE PRE WET SCREEN ELEV 198 FEE 111 2311AYB0 1111ARB 1 12JIINBO 3APR 81 162 206
0
1 207 111 220
0 120 FABRICATE PLATE WORK ELEV 198 FEET 5 23l'IAYB0 2511AR81 30!1AY80 3111AR81 168 212
1 213 5 217
0 150 BRING 16 DIEStER TAELES TO SITE 111 231'1AY80 2511AR81 12JUNBO 1JAPR81 212 212
1 213 14 226
0 155 FABRICATE PLATE WORK ELEV 207 FEET 36 2311AYBO 1JA PR81 15JULBO 1JONB 1 190 225
1 226 36 261
fABRICATE HEAD SECTICN CCNY NO 8 38 2311A YBO 16APRB1 17.JIILBO BJ lJN B1 228 228
0 180
1 229 38 266
111 2JIIAYB0 21APRB1 12JlJNBO 14!1AY81 212 235
0 165 PURCHASE ~AGBETITE STORAG! TANK
1 236 14 249
1 II 231!AY80 811 AYB 1 12JUN80 27HAYB 1 2114 21111
0 169 PIJRCHASE EQUifi!ENT ELEV 223 FEF.T 258
1 245 111
0 170 FABRICATE STRUCTURE ElEV 208 FEET 8 231HY80 181!AYFl1 IIJUHBO 2711AY81 250 250
1 251 8 258
0 175 FABRICATE PLATE WORK ELEV 208 5 231!AY80 271!AY81 301lAY80 2JIIH8 l 257 257
1 258 5 262
0 185 FABRICATE STRUCTURE ELEV 212 FEET 8 2311A Y80 1JON81 4JOH80 lOJ UN 81 260 260
1 261 8 268
0 195 PURCHASE llAGHETIC SEPERATCRS ELEV 21 14 23 llAY80 1JUH81 12JU NBO 18JUN 81 260 260
1 261 111 2711
0 205 PURCHASE ELECTRlCAl SWITCH GEAR ELE 14 231!AY80 2JUN81 12JOH80 19JUN 81 261 261
1 262 111 275
0 160 FABRICATE TABLE ACCESS PLATFOR!lS 8 23 llAYBO 4JIJN81 4JIIN80 15JOH 81 218 263
1 2611 8 271
0 190 FABRICATE PLATE WOR~ ELEV 212 FEET 4 231!AY80 11JUH81 29ft AY' 80 16JUN81 268 268
1 269 4 272
0 70 PIJRCIIASE TI!IC~EHER IIACIIINERY 14 231lAY80 11HJGR 1 12JOK80 2BA IJG 81 167 311
1 312 14 325
0 225 FABRICATE TAIL SECTION CCNV NO 9 & II 19 2l11AY80 24AUG81 19JIJK80 17SEP81 57 320
1 321 19 339
c 5 10 ROU~II GRADE PREP PLANT SITE TIIICK!NE 15 2JUH80 2JUN80 20JUI180 20JOH80 0 0
6 6 20 20
5 225 STAKE OUT CONVEYORS(9,10,11,) & TRAN 5 2JUK80 11S EP81 6JON80 17SEP81 66 329
6 335 10 339
c 10 15 EXC FOR!l & POUR PIED PADS & FROST liA 14 23JU NBO 23JUN80 11JUL80 11JUL80 0 0
21 21 34 34
10 20 FINE GRADE TUNNEL SlAB 3 2JJUN80 18FEB8 t 25JUN80 20FEB81 11 167
:t:' 21 188 23 190
I 1AUG80 1AUG80 0 0
H c 15 30 FOR!l & POOR PIERS & FROST WALLS 15 14JUL80 111JUL80
H 35 35 49 49
H 20 25 PORI! & POUR TUNNEL PAD 10 14JUL80 23F EB81 25JUL80 61lAR 81 0 156
I 35 191 114 200
N 25 110 FORI! & POUR TUNNEL WALLS & ROOF 20 28JU LBO 911AP81 22AIJG80 JAPR 81 12 156
1-' 45 201 611 220
c 30 35 FORI! & POUR DITCHES SUIIPS & FLOORS 27 4AUG80 lll\UG80 lOS EP80 10SEP80 0 0
50 50 76 76
c 35 45 SET EQ!IIPIIENT ELEVATICN 161 FEET 13 11 SEPBO 11SEP80 29SEP80 29SEP80 0 0
77 77 89 89
40 50 BACK~ILL TONNEL & FINE GFAOE TIIICKEN 20 11SFPBO 6 APRB t SOCTSO lilA Y81 0 1114
71 221 96 2110
225 230 SET TAIL SECTIONS CCNVEYOR NO 9 &IIID 5 11SEP80 18S EP81 17S EPSO 211SEP81 0 263
77 3110 81 31111
110 75 ELECTRICAL WORK IN TUNNEL 5 11 SEP80 9 OCT81 17SEP80 150CTB1 134 278
77 355 81 359
230 235 SET RE"AINS COHV 9,ftiDLS SET 10,11,T 30 18SEPBO 2 5S EP81 290CT80 5HOV 81 263 263
82 345 111 3711
2 30SEP80 lOS EP80 10CT80 10CT80 0 0
c 45 80 SET COLUIIHS ELEV 161 fEET
91 91
90 90
c so 85 SET STRUCTURE ELEV 177 10 20CT80 20CT80 150CT80 150CT80 0 0
92 92 101 101
50 55 FORI! & POOR TIIICKEHFR BASE & VALLS 60 90CT80 q II AYB 1 5JAN81 24JUL81 0 1114
97 2111 156 300
c 85 90 SET PLANT BY PASS& TWO fiLTER CAKE C 9 160CT80 160CT80 280CT80 2SOCT80 0 0
102 102 110 110
c 90 95 SEt PLATE WORK ELEV 177 FEET II 290CT80 290CT80 3NOV80 3NOV80 0 0
111 111 114 114
25 4 HOVBO II NOVBO 9DEC80 9DEC80 0 0
c 95 100 SET EQUIP~EHT ELEV 177 fElT
115 139 139
115
SET STRUCTURES ELEV 190 &193 FEFT 10 100FC80 t:lDECilO 23DECBO 2JDECBO 0 0
c 100 105
1119 1119
1110 140
c 105 110 SEt PLATE WORK ElEV 190 JEET II 211DEC80 211DEC80 JODEC80 30DEC80 0 0
150 150 153 153
c 110 115 SET MACHINERY ELEV 190 fffT 15 31DECBO 31 DEC80 21JAK81 21JAN81 0 0
1511 1511 168 168
55 60 BACKFILL THICKENER WALLS 10 6JA H81 27JUL81 19JAH81 7AUG81 0 11111
157 301 166 310
60 65 THICKENER SET PL WORK 10 20JAN81 10 AUG81 21'EB81 21AUG81 0 11111
167 311 176 320
c 115 130 SET STRUCTURE ELEV 201 PfET 5 22JAN81 22JAN81 28J AN81 28JANB1 0 0
169 169 173 173
115 120 SET STRUCTURE ElEV 198 FfET 5 22JA N81 2 51'1AR81 28J AN8 1 31!1AR81 0 1111
169 213 173 211
c 130 us SET PLATE WORK ELEV 201 fEET II 29JAN81 29JAN8 1 3FEB81 3FEB81 0 0
1711 1711 177 117
120 125 SET PLATE WORK ELEV 198 FEET 3 29JAN81 1APR81 2FEB81 3APR81 0 1111
1711 218 176 220
125 1110 SET PRE-WET SCREEN ELEV 198 FEET 1 3FED81 6APR81 3FEB81 6APR 81 1111 1111
177 221 111 221
65 70 THICKENER SET STRUCTURE 5 3FEB81 211AUG81 9FEB81 28AUG 81 0 11111
177 321 181 325
c 135 1110 SET EQUIPMENT ELEV 201 FEET 1111 III'EB81 II FEB8 1 6APR81 6lPR81 0 0
118 178 221 221
70 75 THICKENER SET MACHINERY 311 10FFB81 3 1AOG8 1 27!1AR81 150CT81 0 11111
182 326 215 359
75 235 ELECTRICAL WORK THICKENER 15 30!1AR81 160Cl81 11APF81 5NOV81 11111 11111
:l::l 216 360 230 3711
I c 1110 1115 SET STRUCTURE ELEV 207 £ 223 FEET 5 7APR81 1 APR8 1 13APR81 13APR81 0 0
H 222 222 226 226
H
c 150 170 ASSEMBLE & HANG 16 DIESTER iABLES 32 111APR8 1 1 IUPR81 27!1AY81 27MAY81 0 0
H 227 227 258 258
I 9 111APR81 15MAY81 211APR81 2711AY81 23 23
I'V 165 110 SET MAGNETitE STORAGE TA)K
227 250 235 258
I'V 1MAYR1 19J liN 81 35 35
155 200 SET PLATE WORK ELEV 207 fEET 111 111APR81 2JUN81
227 262 2110 275
160 200 SET TABLE ACCESS PLATFOR!IS II 111 APR81 16JON81 17APR81 19JUN81 115 115
227 272 230 275
c 170 175 SET STRUCTURE ELEV 208 FEET II 28!1AY81 28 IIAY81 2JIIN81 2J UN81 0 0
259 259 262 262
110 200 SET EQOIP!IENT 3 DIStRIDUtERS ELEV 22 5 2811AJ81 15JUH81 3JIJN81 19JUN81 12 12
259 271 263 275
c 175 180 SEt PLATE WORK ELEV 208 fEET II 3JUN81 3JliN81 8JUN81 8JUN81 0 0
263 263 266 266
c 180 185 SET NO 8 CONVEYOR HEAD SECTICN 2 9JTJ N81 9JIIN8 1 10JIIN81 10JliN81 0 0
267 267 268 268
c 185 190 SET StRUCTURE ELEV 212 IEET II 11 JUN!l1 11JUN81 16J!IN81 16JUN81 0 0
269 269 272 272
c 190 195 SET PLATE WCBK ELEV 212 fEET 2 11J!f 1181 17JUN81 18JONB1 18JUN81 0 0
273 273 2711 271J
c 195 200 SEt KlGNETIC SEPERATORS ELEV 212 FEE 1 19JUII81 19JUNB1 19JUN81 19JOII81 0 0
275 275 275 275
c 205 210 SET ELEC SWitCH GEAR ELEV 190 FEET lj 22JU !l81 22JUN81 25J!III81 25JIIN 81 0 0
276 276 279 279
200 220 SEt SH~ETING GIRTS & SHEETING 35 22JIJN81 1S EP81 7AUG81 190CTA 1 0 51
276 327 310 361
200 215 INSTAlL PLANT PIPING 38 22.101181 1S EP8 1 12AUG81 220CT81 0 51
276 327 313 3611
235 FLASHING DOORS & WIKDCWS lj 22JON8 1 2NOV8 1 25J!IN81 5NOV8 1 95 95
200
276 311 279 374
c 210 235 CO~PLETE ELECTRIC WIRING 95 26JUN81 26JUN81 5NOV81 5NOV8 1 0 0
280 280 374 3711
220 235 SET ROOF GIRTS & RCOFING 13 10A!IG81 200CT81 26AUG81 5NOV81 51 51
J 11 362 323 3711
215 235 COftPLETE PLANT PIPING 10 1lAUG81 230CT81 26A!IG81 5NOV81 51 51
3111 365 323 374
c 235 2q0 TEST & ADJUST EQ!IIPI'IENT & S'IART UP 20 6 NOV81 6 NOV81 3DEC81 3DEC81 0 0
375 375 3911 3911
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E N D 0 F SCHEDULE
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ACCOUNT: U5135
DATE: 12/11/79 !DENT:
IIAXI'!Uft Tll'lf (SEC): 50
ACTIJAL Tli'IE, INCLUDING 2.
NET CPU (SEC):
0 SFC SYSTFI'I 'UI'IE:
2
27 it !'. 07/SF.C . 1. Aq
USER: CRACK I' C LINES PRINTED: 582 CAPOS PONCHED: 0 i $.35/100 $ o.oo
llESTJHATION: AA. ,AXT~JJn RECORDS: 3000 'IOTAL RECORDS: 5A2 ~ 1.12/100 1 o. 72
OS-21.8 HASP-2.T5G J70/J03l CARDS READ: 177 ***** TOTAL COST $ 2. 61 JOB HAM E N 1 2 3911011
PROJECT 00000200
*** SYSftSG 1.00 - POOL INCR 8192
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• •
ICES-PROJECT-I •
•• CONTROL·TECHNIQUE •
•
• CIVIL ENGINEERING SYSTEMS LABORATORY. •
• •
••• POOL INCREMENT IS 4096 BYTES
•
•
•
PSU MODIFICATION 1 •
•
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;l;l
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H STORE 1 MASTER 1 NETWORK 00000250
H 5 10 'DESIGN PREPARATION PLANT' 90 00000350
I 5 125 'DESIGN RAW COAL RECLAIM TUNNEL' ]0 00000400
IV 5 60 'DESIGN TRUCK LOADING BINS' 30 00000450
5 120 'DESIGN RECLAIMING EQUIPMENT' 17 00000500
""" 5 75 'DESIGN CONVS TO/FRJM PLANT (4,5,6,n (8,14,15,16,17,18) 1 20 00000550
5 35 'DESN CONYS 9,10,11 & TRANSFER TOWER' 15 00000600
5 215 'DESIGN SCREENING & CRUSHING HOUSE' 12 00000650
5 175 'DESIGN TRUCK DIJMP & BUILDING' 8 00000700
5 115 1 DESN ELEC CONT CNTR FOR RAil COAL RCLft TUNL & PORCH' 105 00000750
5 230 DESN DUST COLLECT SYSTEM SCREEN & CRUSH HOUSE' 12
1 00000800
5 270 'DESN PURCH & SET TRANSFOP.'IER TRUCK DUMP & CRUSHER' 105 00000850
5 195 'DESIGN DUST COLLECTING SYST TRUCK DOftP' 5 00000900
5 285 'DESN & INST DRYER FURNACE & CONVS 20,21,22' 87 00000950
5 255 1 DESN CONVS 1,2,3 TRUCK DUMP & CRUSHER 1 6 00001000
195 200 1 SHOP DRAWINGS DUST COLLECTING SYST TRUCK DOMP 1 7 00001050
255 260 1 STAKE OUT EIC FORM POURFOUNDATIONS DETAIL&SIIOP' 26 00001100
175 179 'FABR REIN & STRIJCT STEEL TRUCK DUMP & BLDG•qo 00001150
119 180 'DU!IftY' 0 00001200
175 180 'STAKE OUT & EXC TRUCK DUMP & BLDG 1 27 00001250
215 220 'SHOP DRAWS STROCT STEEL SCREEN & CRUSH HOUSE'40 00001300
230 235 'SHOP DRAWS DUST COLLECT SYSTEM SCREEN & CPIJSH HOUSE 1 7 00001350
200 204 'FABR REINP & STRUCT STEEL DUST COLLECT SYSTE~ 10 1
00001QOO
204 205 DUII~Y' 0
1
00001450
200 205 'STAKE OUT & EXC FOUNDATIO!IS DUST COI.LECT SYSTEM'7 00001500
]5 qo 1 FABR & ERECT CONVS 9,10,11, TRANSFER TCWER, LOWERING TUBE 1 02 00001550
120 135 'DETAIL & FABR SKIRT SUPPORT HOPPERS(RECLAIM EQUI~ 1 75 00001600
235 2QO 1 FABR REINF & STR ST~EL DUST COLL SYSTEM SCREEN & CRUSH HOUSE'2000001650
2J5 239 1 STAKE OUT EXC FOUNDS DUST COLLECT SYS SCREEN/CRUS II HOUSE' 7 00001700
239 240 1 DUMr!Y 1 0 00001750
75 80 'DETAIL & FABR CONYS TO/FRO PI PLANT (4 ,5, 6, 7) (8, 1q,15, 16, 17, 18) 136 00001800
1
FIGURES 50, 51 Cost Analysis

75 79 'STAKE OUT EXC POUR FOUNDS FOR CONVS (4,5,6,7) (6,111,15,16,1718) 1 2400001850
79 60 'DUIIIII' 0 00001900
205 210 1 FORII POUR FOUNDS ERECT STRUC IIACH DUST COL TRUCK DUIIP'70 D0001950
125 130 1 STAKE OUT EICC RAil COAL RECLliii TUNNEL 0 66 00002000
125 129 'FABRICATE REIRFJRCING & HOPPER FRAIIES 1 24 00002050
t29 130 1 DUII11f 1 0 00002t00
60 65 'STAKE OUT EXC POUND PILING TRUCK LOADING BINS 0 80 00002150
60 64 'FABRICATE TRUCK LOADING BtNS, CONY t9•50 00002200
64 65 'DUI'IIIY' 0 00002250
60 70 'DESK & ERF.CT DUST COLLECT EQUIP AT TRUCK BINS 1 50 00002300
60 69 'DESIGN & ERECT AUTOIIATIC LOADING EQUIPIIENT 1 3R 00002350
69 70 'DUIIIIY 1 0 000021100
260 265 1 DDIIIIT 1 0 00002450
211() 2115 °FORII POUR FOUNDS DUST COLLECT SYSTEII SCREEN/CROSH HOUSE 1 20 00002500
1
t80 185 'FORI! POUR FOOTER BIN & TUNNEL TRUCK DUIIP & BLDG FOUNDS 97 00002550
220 225 1 FlllR REINF & SlRUCT STEEL SCREEN & Ct;USII IIOIJSE' 30 00002600
220 224 'STAKE OUT & EXC FOUNDS SCREEN/CRUSH HOUSE 0 7 00002650
224 225 'DUIIIIY'O 00002700
225 245 'FORI! &POUR FOUNDS SCREEN/CRUSH HOUSE 1 20 00002750
285 290 'ELE: WORK DRYER FURNACE & CONVS 20,21,22°30 00002800
tO 15 'DESIGN SlRUCTURE PREP PLANT 1 100 00002650
10 20 'PURCHASE IIACHINERY PREP PLANT 160
1 00002900
tO 30 'DESN ELEC SYST FOR PLANT, TRUCK LOADING, CONVS TO/FROII PLANT 0 60 00002950
130 tJ5 1 FORI! & POUR TUNNELS (RAil COAL BECLAII'I) 0 70 00003000
40 115 1 DUI'IIIT 0 0 00003050
40 105 1 DUIIIIY 0 0 00003100
::t:' 245 250 'ERECT DUST COLLECT SYST AT SCREEN HOUSE 76 0
00003150
I 0
H 1t5 140 'ERE:T ELECT CONTR CNTR RAW COAL RECLAIII TUNNEL t5 00003200
H 65 70 'ERECT TRUCK LOADI~G BINS 1 140 00003250
H t85 t90 'ERECT BUILDING TRUCK DfHIP'20 00003300
I t85 265 DUIIIIY 0
1 1 00003350
N 30 45 'PORCH & SET TRANSFORKERS t ELECT CNTRL CNTR PREP PLANT 0 86 00003400
Ul 60 145 ' DUKIIY'O 00003450
80 85 1 DUIIKY 1 0 00003500
80 t05 ° DUIIIIY'O 00003550
80 9 5 'DUIIIIY' 0 0000 3600
190 210 'SET TRUCK DIIKP KACIIINERY & BINS 0 9 00003650
t35 t40 'INSTALL RECLAIKING EQIJIPKENT(PEEDERS) 0 101 00003700
135 1fl5 1 DIJIIKY 1 0 00003750
145 t50 °PUR:HASE CONY IIACII fl,5,6,7,8 & ERECT 330
00003800
135 290 'BACKFILL TUNNELS {RAW COAL RECLAIII)' 60 00003850
210 270 'DIIKIII'O 00003900
250 265 1 DUI'IIIY'0 00003950
265 270 'ERECT CONVS 1,2,3°13 00004000
t5 20 'CONSTRUCT FOUNDATIONS PREP PLANT'82 00004050
15 19 'DETAIL & FABR STRIICT STEEL PREP PLANT 0 80 00004100
19 20 1 DUI'IiH'0 00004150
15 45 'CONSTRUCT THICKENER 1 95 00004200
1
270 275 °ELE:T WORK SCREEN/CRUSH HOUSE TRUCK DUI!P DUST & CONY 1,2,3 20 00004250
t50 155 'ELECTRIC WORK TRUCK LOADING BINS CONVS4,5,6,7,8°70 00004300
275 280 'CONNFCT POIIER TRUCK DU11P CRUSH/SCREEN HOUSE' 10 00004350
280 290 'TEST RUN TRUCK DUIIP CRUSH/SCREEN IIOUSE 5 1
00004400
70 65 °DUIII'II 0 0 00004450
85 90 'ERECT CONVS 15,16,17,19°19 00004500
70 105 'DUIIIIY'O 00004550
t05 110 'ERECT CONVEYOR tR 0 16 00004600
70 155 °EJ.ECTRICAL WORK TRUCK LOADING BINS 0 15 00004650
110 155 'ELECT IIORK CONY 16'20 00004700
FIGURES 50, 51 (Continued}

140 165 'ELP.CT WORKRAW COAL RECLAift TUNHEL'70 00004750
90 155 'ELECT WORK COHVS 15,16,17,19'20 000011800
20 25 •SET PREP PLANT EPIIIP & PIPING 1 129 000011850
20 24 'ERECT PREP PLAIIT STRUCTURE 1 99 0000 4900
24 25 'DUIIIIY' 0 000049 50
165 170 'CONNECT POWER RAW COAL RECLAIII TUNNEL'10 00005000
170 290 'TEST RUN RAW COAL RECLAIII TUNNEL' 5 00005050
25 45 'ENCLOSE PREP PLA~T(SHEETING) 1 48 00005100
25 95 'DUIIIIY 1 0 00005150
95 100 'ERECT CONVEYOR 14'8 00005200
100 155 'ELECTRICAL WORK COIIVEYOR 14 1 20 00005250
155 160 'CONNECT POWER TRUCK LOADING BINS & COIIYEYORS 1 10 00005300
160 290 'TEST RUN TRUCK LOADING BIHS 1 5 00005350
45 50 'ELECTRICAL WORK PREP PLAKT 1 120 000051100
50 55 'CONNECT POWER PREP PLANT 1 10 00005450
55 290 'TEST PREP PLANT'S 00005500
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* NETVOR~DATA FOR PROJECT '!lASTER ' IS NOV ON FILE *
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FIGURES 50, 51 (Continued)

ASSIGN 'HASlER' START ON JULY 16 79 00005600
PROJECT 1 ftASTER 1 HAS BEEN ASSIGNED TO START ON DAY 16 JUt 1979
ASSIGN 1 ft ASTER' IIOLIDA Y 25 DEC 79 00005650
THE DATE 25 DEC 1979 HAS BEEN ADDED TO THE 1 ftASTER 1 HOLIDAY TABLE.
ASSIGN 1 HASTER 1 HOLIDAY 25 DEC.80 00005700
THE DATE 25 DEC 1980 HAS BEEN ADDED TO THE 1 ftASTER 1 HOLIDAY TABLE.
ASSIGN 1 HASTER 1 HOLIDAY 1 JAN BO 00005750
THE DATE 1 JAN 1980 HAS BEEN ADDED TO THE 'MASTER I HOLIDAY TABLE.
ASSIGN 1 HASTER 1 HOLIDAY 1 JAN B1 00005800
TilE DATE 1 JAN 1981 HAS BEEN ADDED TO THE 1 ftASTER ' IIOLIDAY TABLE.
ASSIGN 'Ill STER 1 HOLIDAY II JULY 79 00005850
TilE DATE 4 JOL 1979 HAS BEEN ADDED TO THE 1 ftASTER 1 IIOLIDAT TABLE.
!l:J ASSIGN 1 ftASTER' HOLIDAY II JIILY 80 00005900

I
H THE DATE II .lOL 1980 HAS BEEN ADDED TO TilE 1 ftASTER 1 HOLIDAY TABLE.
H
H 00005950
I ASSIGN 1 HASTER 1 HOLIDAY q JULY 81
N
-...) THE DATE 4 JOL 1981 HAS BEEN ADDED TO THE 1 HASTER ' IIOLIDAY TABLE.
ASSIGN 1 HASTER 1 HOLIDAY 28 HAY 79 00006000
TilE DATE 28 HAY 1979 HAS BEEN ADDED TO THE 1 HASTER I HOLIDAY TABLE.
ASSIGN 1 HASTER' HOLIDAY 26 HA I 80 00006050
THE DATE 26 HAY 19BO HAS BEEN ADDED TO THE 1 HASTER 1 HOLIDAY TABLE.
ASSIGN 'HASTER' IIOLIDAY 24 HAY 81 00006100
TilE DATE 24 HAY 1981 liAS BFEN ADDED TO TilE '!lASTER ' HOLIDAY TABLE.
ASSIGN 'HASTER' IIOLIDAT 3 SEPT 79 00006150
TilE DATE 3 SEP 1979 HAS BEEN ADDED TO THE 'ftASTER ' HOLIDAY TABLE.
ASSIGN 'MASTER' HOLIDAY 1 SEPT 80 00006200
THE DATE 1 SEP 1980 HAS BEEN ADDED TO THE '!lASTER ' HOLIDAY TABLE.
ASSIGN 'HASTER' IIOLIDAY 5 SEPT 81 00006250
THE .DATE 5 SEP 1981 HAS BEEN ADDED !0 THE 'MASTER ' HOLIDAY TABLE.
ASSIGN 'MASTER' HOLIDAY 22 NOV 79 00006300
FIGURES 50,51 (Continued)

THE DATE 22 NOV 1979 HAS BEEN ADDED 10 THE 'HASTER ' HOLIDAY TABLE.
ASSIGN 'HASTER' HOLIDAY 27 NOV 80 00006350
THE DATE 27 NOV 1980 HAS BEEN ADDED TO THE 'HASTER 1

HOLIDAY TABLE.
ASSIGN 'HASTER' COSTS S 30 JIJLf 000061100

0 5 0 $ DELETE TOTAL JOJIJLY 000061150
5 10 0 $ DELETE TOTAL 30 JIJLY 00006500
5 125 0 $ DELETE TOTAL 30 JOLY 00006550
5 60 19000 00006600
5 120 0 $ DELETE TOTAL JO JULY 00006650
5 75 8280 00006700
5 35 61411 00006750
5 215 0 $ DELETE TOTAL JULY 30 00006800
5 175 109539 00006850
5 115 3000 00006900
5 230 2500 000069 50
5 270 0 $ ELECTRICAL 00007000
5 195 2500 00007050
5 285 0 $ DESIGN & INST DRYR FIIRNACE 00007100
5 255 2280 00007150
195 200 1344 00007200
255 260 165113 00007250
175 179 21307 00007300
!1::' 175 180 0 $ DELETE TOTAL JIJLY 30 00001350
I
H 215 220 0 $ DELETE TOTAL JULY 30 000071100
H 2JO l3 5 2600 000074-50
H 200 20 4 110842 00007500
I 200 205 0 $ STAKE OIJT & EXCAVATE DUST COLLECT 00007550
N 35 40 31fl870 00007600
CX)
120 135 238190 00007650
235 240 0 $ IHCLIIDED IN 245 250 00007700
235 239 0 $ STAKE & EXC FOUNDS DUST COLLET SYSTEH 00007750
75 80 202248 00007800
75 79 35199 00007650
205 210 92923 00007900
125 130 0 $ DELETE TOTAL JULY 30 000079 50
60 65 115300 00008050
60 64 1036884 00008100
60 70 461172 00008150
60 69 62628 00008200
240 245 4835 00008250
180 185 94800 00006300
220 225 52592 $ DELETED 273999 OF' I'IISC FAD HACHY 00006350
220 224 0 $ DELETE TOTAL JOLT 30 00008400
265 290 0 $ ELECTRICAL, DRYER ~USNACE 00008500
10 15 q 2085 00008550
10 20 795375 00008600
10 30 17000 00006650
130 135 265203 $ DELETED HALF' OF' TOTAL JUlY 30 00008700
245 250 79200 00008750
115 140 0 $ ERECT ELECTRICAL CCIITROL CENT!R 00008800
65 70 48111117 OOOOABSO
185 190 0 $ IIICLUDED IN 5-175 DESIGN T~UCK DUHP 00000900

30 45 0 $ ELECTRICAL CONTROL TOWER PREP PLANT 00008950
190 210 80500 00009000
135 140 116223 00009050
1115 150 145000 00009100
us 290 2ft000 00009150
265 270 81778 00009200
15 20 69915 00009 250
15 19 1107812 00009300
15 115 136235 00009350
270 275 0 $ ELECTRICAL, SCPEEN/CRUSH HCUSE TRUCK OUST COLLFCT, CONVS 00009400
150 155 0 $ ELECTRICAL, TRUCK LOAI>l!I.G BINS, CONVS 11,5,6,7,8 00009450
275 280 0 $ CONNECT POIIER TRUCK O!ll'IP & CRUSH 00009500
280 290 3200 00009550
85 90 141288 00009600
105 110 27360 0001>9650
70 155 0 $ ELECTRICAL, TRUCK LOADING BINS 00009700
110 155 0 $ ELECTRICAL, CONVEYOR 18 00009750
140 165 0 $ ELECTRICAL, RAW COAL RECLAII'I TUNNELS 00009800
90 155 0 $ ELECTRICAL IIORK CONVEYORS 15,16,17,19 00009850
20 25 1161974 00009900
20 211 251687 00009950
165 170 0 $ CONNECT POWgR TO RAW COAL RECLAII'I TUNNEL 00010000
170 290 19 20 000 10050
25 115 297604 00010100
95 100 23467 00010150
100 155 0 S ELECTRICAL, CONVEYOR 111 00010200
!:~::' 155 160 0 $ CONNECT POWER TRUCK LOADING BINS & CONVEYORS 00010250
I 00010.:)00
H 160 2 90 1920
115 50 0 S ELECTRICAL IIORK PREP PLANT 00010350
H
H 50 55 0 S CONNECT POWER TO PREP PLANT 000101100
I 55 290 112110 000101150
tv LAST COST 00010500
1..0 PRINT '!lASTER' COSTS EVERY lfEEK 00010550

•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
• ANALYSIS
PROJECT '!lASTER C 0 S T *
*•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
ON THE FOLLOWING GRAPIIS,THE PLCTTED POINTS ALONG THE ABSCISSA EACH REPRESENT THE END OF All INTERVAL.
EVERY TENTH INTERVAL END DAY (DATE) IS PRINTED ON THE ABSCISSA.
DATE DAY INTERVAL COSTS CUIIULATIVf COSTS

AT END OF INTERVAL PAGE 1 OF 3
••••••••••••••••••••••••••••••••••••••••••••••••••••••••
20 JOL 79 5 $ o. $ 0.
21 JOL 79 10 $ o. $ 0.
l AIIG 79 15 $ o. $ o.
10 !lOG 79 20 $ o. $ 0.
11 AIJG 79 25 $ o. $ 0.
24 AUG 79 30 $ 0. $ 0.
31 AUG 79 35 $ 81330. $ 81330.
7 SF.P 79 39 $ 6861). $ 149943.
14 SEP 79 44 $ ~2005. $ 20 19 48.
21 SEP 79 49 $ €42112. $ 286190.
28 SP.P 79 54 $ 99989. $ 386179.
5 OCT 79 59 $ S4260. $ 48DII39.
~ 12 OCT 79 64 $ 178030. $ 658469.
I 183070. $ 841539.
H 19 OCT 79 69 $
H 26 OCT 79 74 $ 1e4280. $ 1025819.
H 2 NOV 79 79 $ 177390. $ 120 3 209.
I 9 NOV 79 84 $ 182676. $ 1385885.
w 16 HOY 79 89 $ 187935. $ 1573820.
0 23 NOV 79 93 $ 1119380. $ 17 23200.
30 NOV 79 98 $ 18fi725. $ 1909925.
7 DEC 79 103 $ 178485. $ 2088410.
111 DEC 79 108 $ 178485. $ 2266895.
21 DEC 79 113 $ 111731. $ 2378fi26.
28 DEC 79 117 $ 119108. $ 24217311.
4 JAil 80 121 $ 54783. $ 2482517.
11 JI\N 80 126 $ 717118. $ 2554265.
18 JAN 80 131 $ 7C830. $ 2625095.
25 JAN 80 116 $ 71129. $ 26 96224.
1 I'<B 80 141 $ 74074. s 2770298.
8 FEB 80 146 $ 82150. $ 2852448.
15 FEB 80 151 $ 82150. $ 2934598.
22 FEB 80 156 $ 82150. $ 3016748.
29 P'EB 80 161 $ 82150. $ 3098898~
1 II"R 80 166 $ 82150. $ 3181048.
111 liAR 80 171 $ 82150. $ 3263198.
21 ~AR 80 176 $ 81173. $ 3)q4]71.
28 liAR 80 18 1 $ 76981. $ 3421352-
4 APR 60 186 $ 75845. $ 3497197.
11 APR 80 19 1 $ 68410. $ 3565607.
18 !PR 80 196 $ 77355. $ 3642962.
25 AI'R 80 201 $ 123915. $ 3766817.
2 lillY 80 206 $ 106025. $ 3872902.
9 IIAY 80 211 $ 911937. $ 3967839.
16 111\Y 60 216 $ 105435. $ 4073274.
2J I'IAY 60 221 s 1211118. $ 4194422.
FIGURE 50 : Interval Listing of Project Costs

30 !lAY 80 225 $ 1220110. $ 113161162.
6 .JUN 80 230 ~ 1118156. $ 111164618.
1l .JON 80 235 $ 130580. $ 4595198.
!1::'
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DATE DAY INTERVAL COSTS CUMULATIVE CCSTS
AT END OF INTERVAL PAGE 2 OF 3
••••••••••••••••••••••••••••••••••••••••••••••••••••••••
20 JUN 80 240 s 130580. $ 4725718.
27 JUN 80 245 $ 130580. $ 4856350.
3 JUL 80 249 $ 104464. $ 4960822.
11 JUL 80 254 $ 132500. $ 509 3322.
18 JUL 80 259 t 130660. $ 5223902.
25 JUL 80 264 $ 121.!5 80. s 5352562.
1 AUG 80 269 $ 128580. $ 5481142.
8 AUG 80 274 $ 128580. $ 5609722.
15 AUG 80 279 $ 128580. $ 5738302.
22 l\IIG 80 284 $ 1314110. $ 5869742.
29 AUG 80 289 $ 132155. $ 6001897.
5 SEP 80 293 $ 105724. $ 6107621.
12 SP.P 80 298 $ 127584. $ 6235205.
19 SEP 80 30] $ 57259. $ 6292ll64.
26 SEP 80 308 $ 64915. $ 6357379.
3 OCT 80 313 $ 611915. $ 611222911.
10 OCT 80 3l8 $ 60613. $ 61182907.
17 OCT 80 323 $ 57745. $ 6540652.
2ll OCT 80 328 $ 57745. $ 6598397.
31 OCT 80 3Jl $ 577115. $ 66561112.
7 NOV 80 338 $ 57745. $ 6713887.
!!:" 14 NOV 80 343 $ 577115. $ 6771632.
I 21 NOV 80 348 $ 57745. $ 6829377.
H 28 NOV 80 352 $ 46196. $ 61!7557 3.
H 5 DEC 80 357 $ 57745. $ 6933318.
H 12 DEC 80 362 $ 57745. $ 6991063-
I 19 DEC 80 367 $ 57745. $ 7048806.
w 26 DEC 80 371 $ 46196. $ 7095004.
N
2 JAN 81 375 $ 46196. $ 7141200.
9 JAN 81 380 $ 58897. $ 7200097.
16 JAN 81 385 $ 5 8513. $ 725 861 o.
2J JAN 81 390 $ 57745. $ 7316355.
30 JAN 81 395 $ 57745. $ 7374100.
6 FEB 81 400 $ 57745. $ 7431845.
1l FEB 81 405 $ 47577. $ 7479422.
20 FEB 81 410 $ 45035. $ 75 24457.
27 FEB 81 415 $ 45035. $ 756<;492.
6 MAR 81 420 $ 450]5. $ 7614527.
13 MAR 81 425 $ 45035. $ 7659562.
20 liAR 81 430 $ 45035. $ 7704597.
27 liAR 81 435 $ 4553 9. $ 1750136.
3 APR 81 4110 $ 4 2732. $ 7792868.
10 APR 81 4115 $ 31000. $ 7823868.
17 APR 81 1150 $ 31000. $ 7854868.
211 APR 81 455 $ 31000. s 7885868.
1 MAY 81 460 $ 31000. $ 7916868-
8 !lAY 81 465 $ 31000. $ 7947869.
15 !lAY 81 470 s 31384. $ 7979252.
22 HAY 81 475 $ 32536. $ 8011788.
29 !lAY 81 480 $ 2'1800. $ 00365fl8.
5 Jll H 81 485 $ o. $ 8036500.
12 JUri 81 490 $ o. $ 80365>"18.
19 JUH 81 495 $ o. $ 110 36588.
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DATE DAY INTERVAL COSTS CU!IULATIVE COSTS
A! END OF INTERVAL PAGE 3 OF 3
•••*····················································
17 JUL 81 515 $ o. $ 8036588.
214 JilL 81 520 $ 0. $ 8036588.
31 JUL 81 525 $ o. $ 8036588.
1 AUG 81 530 $ o. $ 8036588.
111 AUG 81 535 $ 0. $ 80 36588.
21 P.UG 81 5110 $ o. $ 8036588.
28 AflG 81 5115 $ 0. $ 8036588.
If S EP 81 550 $ o. $ 8036588.
11 SEP 81 555 $ o. $ 8036588.
18 SEP 81 560 $ o. $ 8036588.
25 SEP 81 565 $ 0. $ 8036588.
2 OCT 81 570 $ o. $ 8031:588.
9 OCT 81 575 $ 0. $ 8036588.
16 OCT 81 580 $ o. $ 8036588.
23 OCT 81 595 $ 0. $ 80 36588.
30 OCT 81 590 $ 0. $ 8036588.
6 NOV 81 595 $ 0. $ 8036588.
13 NOV B 1 600 $ o. $ 8036588.
20 HOV 81 605 $ o. $ 80 3£588.
27 NOV 81 610 $ 848. $ 8037436.
3 DEC 81 614 $ 3392. $ 804 C828.
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DOLLARS INTERVAL IS 1 WEEK(S) ENDING ON FRIDAY PAGE 2 Of' 2
250000. +
225000. +
200000. +
175000. +
150000. +
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495 540 590 WORKDAY
19JUN81 21AUG81 JOOCT81 DATE
FINISH 00010600
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ACCOUNT: U5135 MAXIIIIJM TIME (SEC): SO NET CPIJ (SEC): )

DATE: 12/10/79 !DENT: ACTUAL TIME, INClUDING 2. 0 SFC SYSTEM TI!IE: 28 i) !;.07/SEC $ 1. 96
IJSER: CRACK F C LINES PRINTED: 836 CARDS PUNCHED: 0 (i $.)5/100 $ 0.00
DESTINATION: AA !!AXIMIJ!I RECORDS: )000 TOTAL RECORDS: 836 m $.12/100 $ 0.96
OS-21.8 HASP-2.T5G 370j303J CARDS READ: 27 3 ***** TOTAL COST ~ 2.92 JOB NA!IE NQ 2 36275
FIGURE 50, 51 {Continued)

·····················*·····················
• •
• ICES-PROJECT-I •
• PROJECT ENGINEERING CONTROL TECHNIQUE •
• •
•
• JUNE 1968 RELEASE
•• CIVIL ENGINEERING SYSTEMS LABORATORY ••
• •
•
• POOL INCREMENT IS 4096 BYTES
• PSD MODIFICATION 1 •
•
•
•••••••••••••••••••••••••••••••••••••••••••
~ STORE 'PREP PLANT' NETWORK

I 0 5 'STAlE OUT PREP PLANT' 5
H
H 0 35 'PURCHASE EQUIPMENT ELEV' 111
H 0 45 'FABRICATE STRUCTURE & PLATE WORK GROUND LEVEL' 8
I 0 60 'FABRICATE THICKENER STRUCTURE & PLATE WORK' 110
w 0 70 'PURCHASE THICKENER MACHINERY' 14
00 0 80 'FABRICATE STRUCTURE ELEV 177 FEET' 8
0 85 'FABR PLANT BY PASS & 2 FILTER CAKE CONVEYORS' 30
0 90 'FABRICATE PLATE WORK ELEV 177 7/8' 30
0 95 'PURCHASE EQUIPMENT ELEV 117 1j8' 14
0 100 'FABRICATE STPUCTURE 190 &193 FEET' 16
0 105 'FABRICATE PLATE WORK ELEV 190 fEET' 20
0 110 'PURCHASE MACHIIIERY ELEV 190 t 193 FEET' 111
0 115 'FABRICATE S'IRUCTURE ELEV 198 & 201 IEET' 16
0 120 'FABRICATE PLATE WORK ELEV 198 FEET' 5
0 125 'PURCHASE PRE NET SCREEN ELEV 198 FEET' 111
0 135 'PURCHASE EQUIPMENT ELEV 201 FEET '14
0 140 ' FABRICATE STRUCTURE ELEV 207 &223 FEET' 16
0 150 'BRING 16 DIESTER TABLES TO SITE ' 111
0 160 'FABRICATE TABLE ACCESS PLATFORMS' 8 00001300
0 165 'PURCHASE MAGNETITE STORAGE TANK ' 111
0 170 'FABRICATE STRUCTURE P.LEV 208 FEET' 8
0 169 'PURCHASE EQUIPMENT ELEV 221 fEET' 111
169 170 'DUMMY' 0
0 175 ' FABRICATE PLATE WORK ELEV 208 ' 5
0 180 'FABRICATE HEAD SECTION CONY NO A' 38
0 185 'FABRICATE STRUCTURE F.LEV 212 FEET' 8
0 190 'FABRICATE PLATE WORK ELEV 212 FEET' II
0 195 'PURCHASE MAGNETIC SEPERATORS ELEV 212 fEET' 111
0 205 ' PURCI!ASE ELECTRICAL SWITCH GEAR ELEV 190 fEET' 111
FIGURES 52, 53 Resource Analysis

0 225 'FABRICATE TAIL SECTION CONY NO 9 & ftiDDLING CONVEYOR 1 19
5 10 'ROUGH GRADE PREP PLANT SITE THICKENER PAD & THICKENF.R TUNNEL' 15
5 225 'STAKE OUT CONVEYORS(9,10,11,) & TRANSFER TOWER' 5
10 15 1 EXC FORN & POOR PIER PADS & FROST WALL FOOTERS' 14
10 20 'FINE GRADP. TUNNEL SLAB' 3
15 20 'DONNY' 0
15 30 1 FORft & POUR PIERS & FROST WALLS' 15
20 25 1 FORft & POOR TUNNEL PAD' 10
25 110 'FORft & POUR TUNNEl. WAtLS & ROOF' 20
30 35 1 FORft & POUR DITCHES Slf!IPS & FLOORS' 27
35 40 DUN1tl 0
1 1
35 45 'SET EQUIPNENT ELEVATION 161 FEET' 13

35 225 'DUNftY I 0
40 50 'BACKFILL TUNNEL & FINE GRADE THICKENER FLOOR' 20
40 75 'ELECTRICAL WORK IN TUNNEL' 5
45 80 'SET COLOIINS ELEV 161 FEET 1 2
50 55 'FORII & POOR THICKENER BASE & WALLS' 60
55 60 'BACKFILL THICKENER WALLS' 10
60 65 'THICKENER SET PL WORK' 10
65 70 'THICKENER SET STRUCTURE' 5
70 75 1 THICKENER SET NACHINERY 1 34
75 235 'ELECTRICAL WORK THICKENER' 15
80 85 1 SET STRUCTURE ELEV 177 1 10
85 90 'SET PLANT BY PASS& TWO FILTER CAKE CONTEYORS 1 9
90 95 'SET PLATE WORK ELEY 177 FEET' 4
:t:' 95 100 'SET EQIIIPftENT ELEV 117 FEET' 25
I 100 105 'SET STRIICTORES ELEV 190 &193 FEET' 10
H 105 110 'SET PLATE WORK ELEV 190 FEP.T' q
H 110 115 'SET IIACHINERr ELEV 190 FEET' 15
H 115 120 'SET STRUCTURE ELEV 198 FEET' 5
I 115 130 'SET STRUCTURE ELEV 201 FEET ' 5
w 120 125 ' SET PLATE WORK ELEV 198 FEET' 3
1..0
125 1110 'SET PRE-WET SCREEN ELEY 198 FEET'
130 135 'SET PLATE WORK ELEV 201 fFET 1 4
135 140 'SET EQUIPIIENT ELEV 201 FEET' 44
140 1115 ' SET STRUCTURE ELEV 207 & 223 FEET' 5
145 150 'DOPiftY' 0
145 155 'DOIIIIY' 0
145 160 1 DOIIIIY 1 0
145 165 'DOI!IIfl 0
150 170 1 ASSEIIBLE & HANG 16 DIESTER TABLES' 32
155 200 'SET PLATE IIORK ELEV 207 FEET 1 111
160 200 'SET TlBLE ACCESS PLATFORNS 1 4
165 170 'SET ~AGNETITE STORAGE T!)K 1 9
170 175 1 SET STRUCTURE ELEY 208 FEET 1 4
170 200 'SET EQOIPIIENT 3 DISTRIBUT!RS ELEY 223 & PAD PLATE WORK' 5
175 180 'SET PLATE WORK ELEV 208 FFET' 4
180 185 'SET NO 8 CONVEYOR HEAD SECTION' 2
185 190 'SET STRUCTURE ELEY 212 FEET 1 II
190 195 1 SET PLATE WORK ELEY 212 FEET 1 2
195 200 1 SET I'IAGNETIC SEPERATORS ELEV 212 FEET ' 1
200 205 'DOIIIIY I 0
200 215 ' INSTALL PLANT PIPING' 38
200 220 'SET SHEETING GIRTS & SHEETING '35
200 235 'FLASHING DOORS & IIINDOIIS' II
205 210 'SET ELEC SWITCH GEAR ELEV 190 FEET 1 II
210 235 1 COIIPLETE ELECTRIC WIRING' 95
215 2J5 'COIIPLETE PLANT PIPING' 10

220 235 1 SET ROOF GIRTS & ROOFING' 13
225 230 'SET TAIL SECTIONS CONVEYOR NO 9 &MIDDLINGS CONVEYOR' 5
230 235 'SET REMAINS CONY 9,HIDLS SET 10,11,TOVER 1 30 ooooqoso
235 2q0 'TEST & ADJUST EQIIIPHENT & START UP' 20
LAST ACTIYITJ
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
* NETWORK DATA FOR PRCJECT 'FREP PLA' IS NOW ON PILE *
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
!I>'
I
H
H
H
I
~
0

ASSIGN 'PREP PLANT' START ON ftAY 23 80 00005000
PROJECT 'PREP PLA' liAS BP.I!?I ASSIGNED 10 START ON C~Y 23 ftAY 19110
ASSIGII 'PREP PLANT' HOLIDAY 25 DEC 79

TilE DATE 25 DEC 1979 liAS BEEN ADDED 10 THE 'PREP PlA' HOLIDAY TABLE.
ASSIGN 'PREP PLANT' IIOLIDAY 25 DP.C 80
TilE DATE 25 DEC 1980 liAS BEEN ADDED TO T E f 'PR EF PLA' HOLIDAY TADLP..
ASSIGN 'PREP PLANT' IIOLIDAY 1 JAN 80
Till! DATE JAN 1980 HAS BEEN ADDED TC THE 'PREP PLA 1 HOLIDAY TABLE.
ASSIGil 'PREP PLANT' HOLIDAY 1 ,JAN 81
TlfE DATE JAN 1981 liAS BEEN ADDED TO TilE 1 PREP PIA' HOLIDAY TABLE.
ASSIGN 'PREP PLANT' HOLIDAY 4 JULY 79
TilE DATE 4 JilL 1979 liAS BEEN ADDED TO T!f 1 PRFP PLA 1 HOLIDAY TABLE.
~
I ASSIGN 1 PREP PLANT 1 liOLIDA Y II J!IL I 00
H
H
H THE DATE 4 JUL 1900 HAS BEEN ADDED TO THE 'PREP PtA' HOLIDAY TABLE.
I
ASSIGN 1 PIIEP PLANT' HOLIDAY 4 JULY fl 1 00005350
"'"
.......
TilE DATE 4 JtiL 1991 HAS BEEN ADDED TO TEE 'PREP PU 1 HOLIDAY TABLE.
ASSIGN 'PREP PLANT' HOLIDAY 2R ftAY 79
TIIF. DATE 28 ftAY 1979 liAS BEEN ADDED TO TEE 'PREP I'LA' HOLIDAY TABJ.E.
ASSIGN 'PREP PLANf 1 HOLIOI\T 26 ftAY 80
THE DATE 26 ftAY 1900 HAS BEEN ADDED TO !HE 'PREP PLA' HOLIDAY TABLE.
ASSIG!I 'PRRP PLANT 1 flOLIDAJ 211 IIAY 81 00005500
THE DATE 24 IIA Y 191J1 HAS BEEN AD DEC TO THE 1 PR I'P PLA 1 HOLIDAY TABU:.
ASSIGN 'PREP PLANT' IIOLIDAY 3 SEPT 79
THE DATE J SEP 1979 liAS BEEN ADDED TO TilE 'PRI'P PtA' HOLIDAY TABLE.
ASSIGN 'PREP PLANT' IIOLIDI\Y 1 SEPT 80

TilE DATE SEP 1980 HAS BEEN ADDED TO TilE 'PREP PIA' IIOLIOAY TABLE.
ASSIGN 'PREP PLANT' ll0LIDAY 5 SEPT 81 00005650
TilE DATF. 5 SEP 1981 HAS BEEN ADORO TO THE 'PREP PLA' noLIDAY TABLE.
ASSIGN 'PREP PLANT' HOLIDAY 22 NOV 79 00005700

TIIP. DATE 22 ~IOV 1'179 !lAS BEEN AlJOED TO THF: 'PREP PI..\ 1
JIOLJDAY TAULE.
ASSIGN 1 PRF!? PLAIIT' llr•LI:lAY 27 ~OV RD
TIH: DATE 27 !IOV 1980 liAS llEf:N ADDP.O TC 'IIlP. 1 1'RI'!' PLA' HOLIDAY TAULf..
Off'IIIf" SYSTP.!'I RF!SIJIJRCf. l.I[JfnR Y 00005800
B~?ORE EXfCIJTION OP THIS COMMAND, TH~~E ARE 0 RF.SOUilCfS Ill THE !iESOUf!CE LIBPAPY.
'STP.f:L LA[IOR 1
10 1 LA !lOR '11AN DAYS 1 00005050
1. 0 1. 0 00005900
LA O.'l' 000059 50
AS:ilGll '['RF!I' PLANT' fl~SOURCRS 00006000
A:T 0 BS 00006050
10 1 'JO 00006100
ACT 0 90 00006150
101 90 000062 00
A::T 0 '15 00006250
13 1 1140 00006300
AC'r 0 flO 00006350
10 1 440 000061100
A:::T 0 100 00006450
10 1 flBO 00006500
!);>' AC'f 0 105 00006550
I 101 llO 00006600
H ACT 0 115 00006650
H 101 llflO 00006700
H ACT 0 130 00006750
I 10 1 21 00006800
140 00006050
"""
IV
A::T 0
10 1 A!lO 0000b900
ACT 0 120 0000b950
101 15 00007000
.\::·r o 225 00007050
10 1 57 00007100
ACT 0 151) 00007150
101 10d 00007200
AC'f 0 1:10 00007250
10 1 '14 00007300
ACT 0 170 00007350
101 11•10 00007400
1\CT 0 175 000071J 50
101 15 00007500
~:T 0 1'15 G0007550
tO 1 IJ40 oooo7oOO
ACT 0 ltiO 000071>50
10 I 1 u 00007100
A::T 0 190 00007150
10 1 1l 00007800
ACT ]') 45 00007H50
10 1 7A 00007~100
ACT 2l'} 2JO 00007950
10 I 25 OOOOHOOO
ACT 21') 235 ooonuo so
~~ 1 1~0 000011100
A:T 45 ~0 ()000H150

101 70 00008200
ACT AO H5 0000!1250
10 1 350 00008300
ACT 95 90 00008350
1:1 1 115 OOOORIIOO
ACT 90 95 000061150
10 1 bO 000011500
ACT 95 100 000011550
10 1 150 00008600
ACT 10() 105 000061>50
10 1 )51) 0000!!700
AC'f 105 110 000011750
10 1 150 00006800
ACT 110 115 0000fll150
101 qo 00008900
ACT bO bS 00001)950
101 50 00009000
ACT 11') 130 00009050
10 1 175 00009100
AC'f 115 120 00009150
10 1 175 00009200
ACT 130 1J5 00009250
10 1 2 11 00009300
ACT 12 0 125 00009350
10 1 21 000091l00
:J:>a ACT 12'> 1'10 000091150
I 10 1 b 00009500
H
ACT f-5 70 00009550
H 00009600
H 10 1 25
I ACT 1 J 5 1110 00009b50
101 21.4 00009700
"""
w Acr 70
10 1 20 II
75 00009750
00009800
ACT 1 QO 1'15 00009850
1J 1 11 5 00009900
ACT 1'i0 170 OOOO<l950
101 1r,o 00010000
i\C'f 165 170 00010050
101 54 00010100
ACT 1')5 201) 00010150
10 1 100 00010200
AC'f 1t-O 200 00010250
101 20 00010300
.\C'f 170 11'i 00010350
10 1 1'10 00010400
AC'f 170 200 00010450
10 1 2 11 (100 10500
Acr 115 1 ;JO 00010550
10 1 1 b 00010600
Acr 1 ilO HS 00010650
101 10 00010700
ACT 1 !15 HO 00010750
10 1 140 00010800
ACT 1 QQ 195 00010!150
101 2') U0fl10900
ACT 195 :no 00010'150
10 1 6 00011000
ACT 2U'i 210 00011050

~··································································
C o S T ANALYSIS •
* PROJECT 'PR'-:P PLA'
················$·····*············································
ON THR FOLLO~ING GRAPHS,THE PLCTTED POINTS ALONG THE ABSCISSA EACH REPRESENr TH3 END OF AN INTERVAL.
P.VP.RY r P.N·rJI IIITERVAL END CAY (I:ATE) lS PRI!ITt:D ON TIH; ABSCISSA.
DI\TE DAY INTERVAL COSTS CUWLATIVE CCSTS

AT END PF INTEFVAL PAGE 1 OF 2
·······*················································
21 iHY 90 1 ~ II 17. $ 1117.*
30 !'lAY '10 5 $ 1665. $ 20112.
6 ,J!IN
1] ,](Jfl 80
flO 10
IS
1;
$
1!>87.
915.
$
$
366'!.
45P4.
* 1$ = 1 Man Day
2() JUN 80 20 ~ 252. $ 483h.
27 ,JIJ~ flO 25 $ 55. $ II fl'll.
3 .JUL 8() 29 1 QQ. $ 49 35.
11 JIJL 80 :14 s J 1- $ II 'lf,ti.
18 Jill. ')0 3'J .s 14. $ 491!0.
25 JIJL flO $ o. $ 4'lRO.
I AfiG 80
a A!J!O flO
""
49
511
$
~
o.
o.
$
!I;
li'lllO.
1191l0.
~ 15 Au.; AO 59 $ o. $ II 'lAO.
I 22 AUG flO 61 ~ o. $ 11'1110.
H 29 ,\lJG 80 lj9 $ o. $ 4900.
H 5 S El' Ill) 73 -~ o. $ 11900.
H 12 5 f.P 80 7<1 -~ 22. $ 5002.
I 19 SF.l' 10 q] 1> 55. $ 5057.
"'" 26 S!:P 80 sa $ 55. $ 5112.
"'" 3 OC1' 80
10 OCT llO
'))
'lll
$
-~
1 71.
200.
$
$
52/ll.
51103.
17 0CT 80 103 $ 140. ~ 5623.
211 ocr flO 100 s 50. $ 5(, 7 3.
Jl OCT flO 113 ~ 70. $ <?q J.
1 tiOV AO 1111 t 39. !: 57fl2.
1•1 uov ao 12] ... 30. $ 51112 •
21 NOV !lO 12fl s ] 0. $ 58112.
28 NOV flO 132 1; 24. $ 5R6fi.
') llEC 80 1)7 $ 30. .'!; 5RS6.
12 DEC 1)0 1112 :; 117. ~ f.013.
l'l DEC '10
26 DEC 80
1n
1 'il ,
~
.
175.
11111.
$
'I;
1>11111.
f,] 32 •
2 ,JA ll '11 J'j'j r. 86. $ fi~ HI.
9 JAN B 1 160 $ JO. $ 64110.
1 b .JAN fll 165 ~ 30 • $ f470.
23 ,JAU Ill 170 .t 178. $ f. 6':i6.
10 .JAN Ill ,.,c-, $ 261. $ f, 'J 17.
6 fEi.l 11 l'Hl :t 68. 'F (;Of'S.
1l FEn ~1 H<; ·; S'J. $ 701111.
20 p:nfll 1'10 :<: 60. ~ 7104.
2 7 !'Ell ill 1-l 'j ~ 60. r. 71h4.
fo ,AF Ill 210 ~ bO. $ 72211.
n ur fl1 2.)') r IJO. $ 7 21111.
20 HR A1 210 s bO. ~ 71ll4.
27 f1AR Ill 215 ~ bO. $ 7404.
FIGURE 52 . Interval Resource Listing

Sf!-III-\l
..............
..... (}\ ...
...
om:..w
..... 0 ...
U1
N
-
()
0
:::1
rT
1-'·
:::1
c:
(0
0..
or.n: ll.\l' rrrTE:RVAL cosrs CIII111Lt.'l'IV f. COSTS
AT ENO OF JS'lERVAL PAGf: 2 OF 2
***•******•••••*······················•**•••••••••*•••••
2'1 Ai'R 81 215 ~ 90. $ 7797.
1 I'IAY RI 2 1Hl $ 60. !o 7f'l7.
R 'HtY fll 2'15 $ 25. $ 7R82.
15 MAY .qJ 2'j0 ~ 25. $ 7507.
22 /!AI Bl 2.J5 $ 25. $ 7932.
29 !'IAi 81 260 .~ 93. $ R025.
5 ,JIJN 81 265 :t 911. $ 8119.
12 .JU~ 81 270 $ 811. $ 8203.
1 'I ,JITN Ill 275 $ 104. $ 11307.
26 .1111131 210 :!; 89. $ !']9b.
3 .JilL Ill 2tl'i 1; 65. 81161.
10 ,JilL A I 290 $ b5. "
$ !!5:.>6.
17 .TilL 81 295 $ 65. $ 8591.
21 ,JliL Ill 300 $ 65. $ fl656.
31 ,JilL 81 305 $ b5. $ 87 21.
7 All3 81 310 .~ 65. $ 11786.
IQ \fiG 81 315 $ 39. $ llll25.
21 AIIG 81 320 $ o. $ 8825.
28 All~ 81 325 li o. $ 8825.
~ II SEP Ill 330 $ o. $ ll025.
I 11 SEP 81 ]]'j ~ o. $ 8825.
H If! SEP Ill HO $ o. $ 'l!l25.
H 2S SEP B1 H'i $ o. $ 11825.
H 2 OCT 81 3'>0 1; o. $ ll£125.
I $ o. $ 8825.
9 OCT d 1 355
""'
0'1 16 ocr 81
23 OCT Ill
Jl>O
Jt>5
~
$
0.
o.
$
$
111125.
8!!25.
]0 OCT 81 l70 $ o. $ il825.
6 NOV 81 375 ~ 0. $ 81l25.
11 NOV 81 JflO $ o. $ (1fl25.
20 tiOV tl1 3'15 ~ 0. ~ llll25.
27 !IOV 8 I 190 $ o. $ 81l25.
J DEC fl1 )9q $ 0. t !1025.
PFOJECT 1 PRCP PLi' 1 C:CSTS EVERY INTf.RVU.' C!IRVF.
DOLLA!~ ·······*················································
INTERVAL IS 1 WF.EK(S) ENDING ON FRIDAY PAGE 1 OF
2')0(). +
2250. +
2000 • •
1750. +
•
••
••
!J::' 1500. . . .
I ••
H
H
••
••
H
I ••
1250 . . . .
""'
-.J ••
••
••
••
1000 • • • •
••
•••
•••
•••
750 • • • • •
•••
•••
•••
•••
500. + •••
... •••
••••
•
...
• •••
•
•
.......
250 •••••••
••••••
• ***** •••••••••
•••
••
...
•
****
***
••
••
••••• **
••••••••• •• ** ··~···*•••••••••*••··················
o••••••••••••••••••••••••••••••••••••••••••••••••••• + ••••••••••••••••••••••••••••••••••••••••••••••••••
1 ·14 'l.l 14 2 1'10 240 290 340 ]40 IIORK !JAY
2311AYRO 2'i.JIIL iJO JOC'l:BO 12DECfl0 20PED'l1 1 MAYA 1 lO,JUI.R 1 lflS 1':1'81 27!1::lV tl1 !lATE
FIGURE 53 Interval Resource Graph

Fifii *GP.N*
!J::'
I
H
H
H
I
,j::o.
CX>
ACCOIJ:H: 11';135 11Hr.1fl'1 riMf (SEC): 100 llF:1 CPU (S"C): 5

DA'!'f:: 12/13/79 IDE:I'l': ACT!JAL 1' JME, lllCLUfJI!lG 2. 0 SfC 5YS1'F:l'! 'riME: Lb I ,.07/SEC = ~ 4.62
USER: CJ! 1\CK F C J.I~l!':S Pr.IN'rfD: 14:14 CARDS PUNCIIf.D: 0 iii $.15/100 = ; 0.00
llFSTINATTON: AA M~~~~OM RECCRDS: 3000 101AL FELORilS: 1434 iii !!;. 12/100 = s l.liR
OS-21.8 IIASP-2.T5G 370/1013 CARDS READ: 28~ ***** TOTAL COS1 = t. 6. 30 JOB NAME NF 3 71388

PROJECT 00000150
*** SYSKSG 1.00 - POOL I~CR 8192
•••••••••••••••••••••••••••••••••••••••••••
• ••
• PRCJECT ENGIIIURING
ICE S-l'ROJECT-I
•
• CONTFCL TECHNIQUE •
•
•• JUNE 1968 RELfASf •
•
CIVIL ENGINEERING S!ST!KS LABORATORY •
• KASSACHDSE715
• INS1ITUTE OF 1ECRNOLOGY •
• POOL lNCREft!NT IS 11096 BITES •
•
•• PSU ftODlflCATION 1 •
•••••••••••••••••••••••••••••••••••••••••••••
!J::'
I
H
H STORE 'KASTER' NETMORK 00000200
I 5 10 'DESIGN PREPARATION PLANT' 0 00000300
.!::> 5 125 'DESIGN DAN COAL RECLAIM TUNNEL' 0 00000350
\0 5 60 'DESIGN TRUCK LOADING BINS' 0 000001100
5 120 'DESIGN RECLAIMING EQUIPMENT' 0 000001150
5 15 'DESIGN CONVS TO/fROM PLANT (4, 5, 6, 7) (B, 14, 15, 16,17, 18)' 0 00000500
5 J5 °0ESN CONVS 9,10,11 & TRANSFER TOWER' 0 00000550
5 215 'DESIGN SCREENING & CRUSHING ROOSE' 0 00000600
5 115 'DESIGN 'IRIJCK D!li'IP & BUILiliNG' 0 00000650
5 115 'DESN ELEC COHT CNTB FOR RAil COAL BCLK TUNL & PIIRCII' 105 00000700
5 210 'DRS!I OUST COI.LECT SISTEK SCREEN & CRUSH !lOOSE' 10 00000750
5 270 'DESH PORCH & SET TRANSPCR~ER TRUCK CUI!E & CRUSHER' 105 00000600
5 195 'DESIGN DUST COLLECTING SYST TRUCK DUI!P 1 5 00000850
5 2~5 1 DESN & INST DRYER roRNACE & CONVS 20,21,22' 0 00000900
5 255 'DESN CONVS 1,2,3 TRUCK DIIKP & CRUSHER' 0 00000950
195 200 'SHOP DRAWINGS DUST COLLECTING SYS1 TRUCK D!JI!P'7 00001000
255 260 •STAKE OUT EXC l'OR'I POURFOUNDATICRS DETAIL&SIIOP' 23 00001050
175 17~ •PABR REIN & STROCT STEEL TRUCK DUI!l' & BLDG' 0 00001100
179 1BO 'Jlllr!HI' 0 00001150
175 1110 'STAKE OIIT & EXC TRUCK DUMP & BLDG' 0 00001200
215 220 'SHOP DRAWS S'fBII:::T STEEL SCREEN & CRIISB HCIISF.' 0 00001250
230 235 'S!IOP DR~WS DUST COLLECT SYSTEM SCEEE~ & C~OS!I HOUSE'7 00001300
200 2011 °l'&Bil RHNI' & STRIICT STEP.L DUST COLLECT SYSTF.II'10 00001350
2011 205 'DDIIKY' 0 000011100
200 205 'STAKE 011'1' & EXC !'OIINOATIONS DUS'I COLLECT SYSTF.Il'7 00001450
35 40 'PARR & ERECt CONVS 9,10,11, TRANSFEE TCWER, LOliEFlNG 'I'HBE'02 00001500
120 135 'DETAIL & FADR SKIRT SUPPOPT HOPPERS ( BECLAII'I EC!I IP} ' 0 00001550
235 240 'l'ABR REIHF & STR STEEL DUST COLL SYSTEM SCREEN & CFUSII HOIISE 0 2000001600
235 239 •STAKE OUT F.XC FOil NOS D!IST COLLECT SYS 5ClilEN/CliliSIJ !lOUSE' 7 00001650
239 240 'iliJHl'IY'O 00001700
75 60 'DETAIL & FABR CONVS TO/FROM PLANT(4,5,6,7) (!l,lfi,15,16,17,H)'122 00001750
FIGURE 54 Updated Master Schedule

75 79 'STAKE OUT EXC POUR FOUNDS FCR CONVS (11,5,6,7) (8,14,15,16,1118) 1 2400001800
79 RO 1 DIJIIi'IY' 0 00001850
205 210 'PORri POIIR FOU!IDS ERECT STilnC IIACII DUST COL TRUCK OIHIP'70 00001900
125 110 1 SHKE OUT EIC RAil COAL RECLAIII TIJNNl't' 0 00001950
125 12'J 1 f'ADRIC!\TE REINFORCING & IIOPPEB FRAIIE~ 1 0 00002000
129 1JO 'DUI'Il'IY' 0 00002050
60 65 'STAKE OUT EXC POU!IIl l'ILifiG TRUCK LOADING DINS' 0 00002100
60 6~ •rAURICATE TRUCK LOADING DINS, CONY 19 1
0 00002150
64 65 'lliJIIH 0 1 00002200
60 70 1 1lESM & ERECT OUST COLLECT !QUIP AT TRUCK BINS' 0 00002250
60 69 'DESIGN & ERECT AUTOI'IATIC LCADING fQOIPIIINT' 0 00002300
69 70 'DIIIIIIY'O 00002350
260 265 'DIIIIIIY' 0 00002400
240 2'15 1 PORI! FOUR FOU liDS DIIST COLLECT SIS TEll SCIIEE!I/CRIISII HOUSE 1 20 000021150
180 185 'PORI! POIIR FOOTER DIN & TONNEL TRUCK DUIIP & DLDG FOUNDS' 87 00002500
220 225 1 FAOR RP.INF & S'lRUCT STEEL SCREEN & CEUSH HOUSE' 0 00002550
220 224 1 STAKE CUT & EXC FOUNDS SCREEN/CRUSH 110051': 1 0 00002600
2211 225 'DUI'II'IY'O 00002650
225 245 'FORK &POUR FOUNDS SCREEN/CRUSH HOUSE' 0 00002700
285 290 'ELEC RORK DRYER FURNACE & CONYS 20,21,22' 0 00002750
10 15 'DESIGN STRUCTURE PRf'l' PLANT' 80 00002800
10 20 1 PIIRCHASF I'IACHINERY PREP PLANT 1 32 00002850
10 JO 'DESN RLEC SYST FOR PLANT, TRUCK LOADINt. CONVS TO/FFOII PLANT' 6 00002900
130 135 'FORI! & POOR TUNNELS(RAII COAL RECLA11'1) 1 21 00002950
~ qo q5 'DUI!i'II'O 00003000
I 40 105 'DUI'IIII'O 00003050
H 2115 250 'ERECT DUST COLLECT SYST AT SCREEN HOOSE'76 00003100
H 115 1q0 'ERECT ELFCT CONTR CNTR RAil COAL RECLAIII TIINNEL 1 15 00003150
H
65 70 'ERECT TRUCK LOADING BINS' 0 00003200
I
Ul 185 190 'ERECT Dill LDING TRUCK DUIIP'20 00003250
0 185 265 'DU!1rtr 1 0 00003300
30 115 1 PURCH & SET TRAHSFOR!1ERS & ELECT CNTBL CH1B PREP PLANT 86 1 00003350
80 145 I 01JIIf1f10 0000Jij00
80 85 ' DO !IllY 0 1 000031150
80 105 ' DUP!r1Y'O 00003500
80 95 I OUM,Y 1 0 00003550
190 210 'SET TRUCK OUIIP i'IACHINERY & BINS 1 9 00003600
135 1110 'INSTALL RECLAiftiNG EQUIPI'IENT(FP.EDERS) 1 101 00003650
IJ5 1115 'DU!1!1J 1 0 00003700
145 150 'PIJBCIIASE CONY IIACH 4.5.6,7,8 & ERECT 0 3l 00003750
135 290 'BACKFILL TUN!I~LS (RAV COAL RECLAI!1) 1 112 00003760
210 210 'DIJIII!r•o oooo3800
250 265 'DUIIIIY'O 00003850
265 270 1 ERECT CONVS 1,2,3'13 00003900
250 270 'OUI'I!H 1 0 00003950
15 20 1 CONS'IRUC'l FOUNDATIONS PREP HAHT 1 tl2 00004000
15 19 1 0ETA1L & FAER S'IRIICT STEEL PREP PLANT' 72 00004050
19 20 'DIJIII1Y 1 0 00004100
15 115 'CONSTRUCT TUICKENER 1 95 00004150
270 275 'ELECT WORK SCREEN/CR"SII AOIISE TRUCK DOMP DUST 6 CONY 1.2,3 1 20 000011200
1~0 155 'ELECTRIC WORK 'IRIICK LOADING BINS CCNVS4,5.fi,7,B 70 1
00004250
275 280 1 COHNEC'T POWER TRUCK DUMP CRUSII/SC~EEN HOUSF. 1 10 00004300
280 290 'TEST RUll TRUCK DIJIIP CRliSIIjSCREEN I!OIJSE' 5 00004350
70 115 'D'li':IIY'O OOOOIIIJOO
IJ5 '10 1 ERP.CT CONVS 15,1t.,11,1'l 1 1'1 0000111150
70 10~ 'OUII~Y 1 0 00004500
105 110 1 P.REC'l' CONVEYOR 1ll 1 1fi 000011550
10 155 'ELECTRICAL WORK TRUCK LOADING OlNS 1 15 00004600
110 155 'ELECT WORR CONY 16 1 20 000011650
140 165 'ELECT WORKRAW COAL RECLAIM TUNNEL 1 70 000011700
90 155 1 F.LECT MORK CONYS 15,16,17,19 1 20 000011750
20 25 'SET PREP PLANT EPOIP & PIPING 1 129 000011600
20 24 'ERt~CT PRf.P PLANT 5TRIICTURE 1 99 000011850
24 25 1 DOIII!Y'O 000011900
1&5 170 1 CONNEC1 POWER RAW COAL RECLAIM TUNNE£'10 00004'150
170 290 'TEST &UN RAW COAL RECLAIM TUNNEL' 5 00005000
25 45 'ENCLOSE PREP PLANT(SEEETING) 1 118 00005050
25 95 1 DUI'IIIY 1 0 00005100
95 100 'ERECT CONVEYOR 14 1 9 00005150
100 155 'ELECTRICAL WORK CONVEYOR 111 1 20 00005200
155 160 'CONNECT POWER TRUCK LOADING BINS & CONVEYORS'10 00005250
160 290 'TEST RUN TRUCK LOADING BINS'S 00005300
115 50 •ELECTRICAL WORK PREP PLANT'120 00005350
50 55 •CONNECT POWER PREP PLANT 1 10 000051100
55 290 1 TEST PREP PLANT'S 000051150
LAST ACTIVIT! 00005500
••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
* NETWORK DATA FOR PROJECT 111STER
1 1IS ROW ON FILE *
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ASSIGN '!lASTER' START ON SEPTEIIBER 20 79 00005550
PROJECT 'IIASTER • HAS BEEN ASSIGNED TO START ON DAY 20 SEP 1979
ASSIGN '!lASTER' HOLIDAY 25 DEC 79 00005600
THE DATF. 25 DF.C 1979 HAS BEEN ADDED TO THE 1 11ASTER • HOLIDAY TABLE.
ASSIGN 'IIASTKR' HOLIDAY 25 DEC 80 00005650
THE DATE 25 DEC 1980 HAS BEEN ADDED TO THF 1 11ASTFR ' HOLIDAY TABLE.
ASSIGN 'IIASTER 1 HOliDAY 1 JAN 80 00005700
TilE OAT£ 1 JAN 1900 HAS BEEN ADDED TO THE 1 11ASTER ' HOLIDAY TABLE.
ASSIGN 'IIASTP.R' HOliDAY' 1 JAN Ill 00005750
Till'! DATE 1 JAN 1981 HAS BEEN ADDED TO THE 'IIASTP.ll • HOLIDAY TABLE.
ASSIGN 1 1'USTER' IIOLIDAY 4 JIJLY 79 00005800
TilE DATE 4 JilL 1979 HAS DEEM ADDED TO THE 1 11ASTER ' HOLIDAY TABLE.
~
I ASSIGN 'II ASTER 1 IIOLIDAY 4 JULY 80 00005850
H
H TilE DATE 4 JilL 1980 HAS BEEN ADDED TO THF '!lASTER 1 HOLIDAY TABLE.
H
I ASSIGN 'IIASTER' HOLIDAY 4 JULY 81 00005860
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1\.)
TilE DATE 4 JilL 1981 HAS BEEN ADDED TC THE '!lASTER ' IIOLIDAY TABLE.
ASSIGN 1 11ASTER 1 IIOLIDAY 28 I!AY 79 00005900
TIIR DATE 28 II&Y 1979 liAS BEEN ADDED TO TilE 'MASTER ' HOLIDAY TABLE.
ASSIGN 1 !lASTER 1 HOLIDAY 26 !lAY 80 00005950
THE DATE 26 I!AY 1980 HAS BFEN ADDED TO THE '"~STf.R ' fiOLIDA Y TABLE.
ASSIGN '!lASTER' HOLIDAY 24 IIAY Ill 00005960
TilE DATE 24 MAY 1981 HAS BEEN ADDED TC THE 1 11ASTER • HOI.IDAY TABLE.
ASSIGN 1 HASTP.R' HOLIDAY 3 Sf!PT 79 00006000
TilE DATE 3 SEP 1979 liAS BEEN ADDED TO THE '~ASTER 1 HOLIDAY TAPLE.
ASSIGN 1 1!AST?!R 1 fiOliDAY 1 SEPT 80 000060 50
Tflf! DATI! 1 SEP 19110 liAS BEEN ADDED TO THE 'MASTER ' IIOLIDAY TAIJLP..
ASSIGN 1 11ASTER' IIOLIDAY S SEPT 81 00006060
TilE DATE 5 SfP 1981 liAS 81'EN ADDED TO TP.I' 1 1'1ASTI'Il • I!OLIDAY TAIJLE.
ASSI!lll 1 11ASTER' IIOliDAY 22 NOV 79 00006100
THE DATE 22 NOV 1979 HAS BEEN ADDED TO THE 'ftASTER 1 HOLIDAY TABLE.
ASSIGN 1 ftASTER' HOLIDAY 27 NOV 80 00006350
THE DATE 27 NOV 1980 HAS BEEN ADDED TO THE 1 ftASTER ' HOLIDAY TABLE.
PRINT 'ftASTER' SCHEDULE, SORT BY ES, TF 00006QOO
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* S C H E D U L E F 0 Q F R 0 J E C T •nASTER *
1
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PROJECT DIIRAriO!f IS Q11j VORK DAJS, VORK WEE' IS 5 DAYS

WORK IS SCHETlOLEO TO StART 0~ TilE not<NING OF 20 SEP 1979
AND TO HE CO~PLETEO ON TilE AFTERNOON OP 27 JUL 1981.
THE PRO.lFCT 'lUSTER ' NETWORK HAS

55 ACTIVI'IIP!S OF' WIIICII 55 H'PUR CN TillS REPORT OR SCHEDULE
A:'UVITIES ARE SCIIEOIILEO TO START CN THE nOFNING OF THE SPECIFIED WORKDAY OR DATE
AND TO FINISII ON THE AfTERNOON OP 'IRE SPECIFIED WORKDAY OR DATE.
~ EVEN1S ARE SCHEDIILED FOR THE nCRNIIIG AFTER TRl' US'f PRECEDING ACTIVITY FINISHES,
I EXCEPT FOR EVENTS OCCURRING CN THE PRCJECT COnPLETIOH DATE.
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H ACTIVITIES AND EVENTS ARE SORTED ACCORDING TO FARLY-START TOTAL-FLOAT
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I 1 C 1 Ill IIARGI!I DESIG~ATES A CRI'UCAL ACUYI1Y OR EVENT.
U1
""' IIOLIIHIYS AN II NON-IIORKING DAYS FOR PRCJECT 1 !lASTER
28 !lAY 1979
4 JUL 1979
J SfP 1979
22 liOV 1979
25 DEC 1579
1 JAN 1980
26 lillY 1980
4 JUL 1980
1 SEP 1980
27 NOV 1980
25 DEC 1980
1 JAN 1981
24 !lAY 1981
IJ JUL 1981
5 SEP 1981
ACTIVITY SCIIEDIJLE
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ACTIVITY DESCRIPTION r.uu- l'!ARLY LATE F.ARLI LATE FR I'F. TOTAL
TION START START FINIS II FINISR FLOAT FLOAT
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c 10 15 DESIGN STRUCTURE PREP PLANT 80 20SEP79 20SEP79 11UAN80 14JAII!IO 0 0

1 1 80 80
10 20 PURCHASE IUCHJIIERY PREP HAIIT 32 20SEP79 2511AR!l0 2NOV79 71!AT80 130 130
1 131 32 162
75 80 DETAIL & FABR CONVS TO/FROI! PLAIIT (4, 122 20SEP79 20AtlG80 1211AR80 11FEB81 0 2311
1 235 122 356
10 30 DESR ELEC STST FOR PLANT, TRUCK LOAD 6 20SEP79 9SEP80 27SEP79 16SEP80 0 247
1 21J8 6 253
35 40 FABR & ERECT CONVS 9,10,11, TRANSFER 82 20SEP79 2JSF.P80 16JIIN80 19JAII81 40 257
1 258 82 339
::t:>'
I 1)0 1)5 FORI! & POUR TUNHELS(RAW COAL RECLAIII 21 20SEP79 70CTBO 180CT79 4110980 0 267
H 1 268 21 288
H 5 115 DlSN ELEC CON1 CHTR FOB RAW COAL RCL 105 20SEP79 90CT80 18F'P.080 91!1\RB 1 D 269
H 1 270 105 3111
I 5 230 DISN DUST COLLECT SYSTEII SCREEN & CR 10 20SF.P79 12IIOV80 30CT79 25NOV80 0 293
U1 1 2911 10 303
U1 lflO 1fl5 FORI! POUR FOOTER BIN & TUNNEL TRUCK 87 20Sf:l>79 26DEC80 23JAllflO 28APR81 0 323
1 324 81 410
75 79 STAKE OUT EXC POUR fOUNDS FOR CONVS 211 20SP.P79 9JAII81 230CT79 11FEBfl1 98 332
1 333 24 356
5 270 DESN PURCII & SET TRANSFORftER TRUCK !l 105 20SEP79 13JAN81 18FEB80 8.101181 111 3314
1 335 105 1139
5 19 5 DESIGN OUST COLLECTING SYST TRUCK DU 5 205£1'79 30JAN81 26Sf.P79 5FF.B81 0 347
1 348 5 352
255 260 STAKE OUT EXC FORft PODRF'CUNDAT!ONS D 23 20SEP79 20APR81 220CT79 20 IIAI81 110 1103
1 404 23 1126
70 155 ELECTRICAL WORK TRUCK LOADING BINS 15 20SEP79 16JIINB1 100CT79 6JUL81 304 444
1 1145 15 459
195 200 SHOP DRAIII!IGS DUST COLLEC'IING S YST T 1 27SEI'79 6FE081 50CT79 16FEB81 0 3117
6 353 12 359
30 45 PURCII & SET 1RANSF'OR!I ERS & ELECT CNT 86 28SP.l'79 115£1'80 3 O.lA N80 19JANB 1 247 2117
1 254 92 339
230 235 SHOP DRAWS DUST COLLECT S!STEII SCREE 7 IIOCT79 26110V8D 120CT79 5DECBO 0 293
11 3011 17 310
200 2D4 PABR REINP & STRUCT STEEL DIJST CCUE 10 flOCT79 11HBil1 1 'IOCT79 21URA1 0 3117
13 360 22 369
200 205 STAKE OUT & EXC FOUNDA'IICNS DUST CCL 1 fl0CT79 20FE!I81 160CT7'l 21!ARB1 3 350
13 3(,] 19 369
235 240 F'ABR REINF & STR STFEL DUST COLL SYS 20 150CT79 ADECAO 9NOV79 6JAN81 0 293
HI 311 37 330
235 23'1 STAKE OIJT EXC FOUNDS DUST COlLECT ST 1 150C't7'l 26llECAO 230CT79 6JAN01 1l 306
18 3211 211 33D
135 1110 INSTALL RfCLAIMING fQUIPHENT(F'EEDERS 10 1 19oCT79 5NOV80 12HARfl0 301!AR81 0 267
22 289 122 3R9
135 290 BACKFILL TUNNELS (RAV COAL RRCLAI!!) 112 1'lOCT79 29!!AY81 1RDEC79 27JUL81 1111 1111
22 1133 63 11711
205 210 FORI! POUR FOil NilS ER EC'l S'lROC IIACII llll 70 220CT79 311AR81 30JAN80 8Jilll01 54 3117
23 370 '12 11]9
240 245 FORrl POUR l'Oil!IDS DUST COLLECT SYSTF.II 20 12liOV79 7JAN81 101lRC7'1 3FP.!l81 0 293
311 331 57 350
2115 250 ERECT DUST COLLECT SYST AT SCRP.EN 110 76 11DEC79 4FF.BII1 2HAR80 20!!AT81 0 293
'\8 351 133 1126
c 15 20 CO!ISTRIICT FOUNDATIONS PREP PLANT 82 15JA!I80 15JAN80 7'11\ JIIO 71!AJ80 0 0
111 81 lfi2 162
15 19 DETAIL & PABR STRUCT STEEL PREP PLAN 72 15JAN80 29JAN80 23'-PRBO 71!AY80 10 10
81 91 152 162
15 115 COIISTRIJCT THICKENER 'l5 15JAH80 IISEP80 2711AJ80 19JAN81 1611 1611
81 2115 175 3]9
lfl5 190 ERECT BUILDING TIIIJCK DIII!P 20 211JA!I80 29APR81 2 0!'!':880 261!U81 0 323
116 1111 107 430
115 1110 ERECT ELECT CONTR CHTR RlW COAL RECL 15 19PEB80 1011AR81 1 Oil APliO 301!AR81 2 269
106 375 120 3119
190 210 S FT TRUCK DIJIIP I!ACHINERT & BI HS 9 21FF.B80 271!AI81 111'1AR80 8J!IN81 30 323
108 1131 116 1139
1115 150 PURCIJASE CONY IIACH 11,5,6,7,8 t ERECT J3 1JIIAR80 12FEB8 1 2 SA PROD 30r!AR81 0 2311
123 357 155 389
1110 1b5 ELECT WORKRAW COAL RECLAI! TUNNP.L 70 13111\1180 3111AR81 19J!IN80 6JliLB1 0 267
123 390 192 459
:t:" 85 CJO ERECT CONYS 15,16,17,19 19 131U.R80 1JI!AIB1 81\PRBO RJU!I81 0 298
I 123 1121 1111 439
H 105 110 ERECT CONVEYOR 18 16 1311ARR0 1RIIAI81 3l\PRRO RJUN81 0 301
H 123 4211 138 1139
H ERECT CONYS 1,2,} 13 28!'1ARR0 2111AY81 15A PR80 8JUN81 0 293
I 265 270
1311 1127 146 1139
U1
110 1'15 ELECT WORK CONY 18 20 IIAPR80 9JU!18 t 111AI90 6J!ILO 1 161 301
0\
139 11110 158 459
'JO 155 ELECT WORK CONYS 15,16,17,19 20 9APR80 CJ,l1JN81 6!'!AJ80 6JUL8 1 158 298
1112 11110 161 1159
270 275 ELECT WORK SCREE!IjCRUSH HOUSE TRUCK 20 lfiAPR80 9JU!IB1 1311AY80 6JOL81 0 293
147 11110 Hi6 459
150 155 ELECTRIC WORK TRUCK LOADING BINS CCN 70 29l\PR80 J11!ARR1 6AIJG80 6.JUL81 91J 2311
156 390 225 1159
c 20 25 SET PREP PLANT EPUIP & PIPING 129 OI!HBO 81!AIRO 7NOVAO 7NOVRO 0 0
163 163 291 291
20 211 ERECT PREP PLIHT STR!ICTURE 99 8MAT80 20JUH80 26SF'P80 7t10VCIO 30 30
163 193 261 291
275 280 CON~ECT POWER TRUCK DUIIP CRUSI{/SCRI'E 10 11111AY80 7JUL81 28PIA J80 20J11L8 1 0 293
167 1160 176 1169
200 290 TESr Rill! TRUCK DUIIP CRIISH/SCREEN IJCU 5 291'!AY80 21JIJJ.R1 IJ,llJNBO 27JULR1 293 293
177 1170 18 1 11111
165 170 CONNECT POWER RAV COAL RECLI\111 TIJHNE 10 20JUNOO 7J!IL01 3JOL80 20.JIJLR 1 0 267
193 llbO 202 1169
170 290 TEST RUN RAW COAL RECLAIII TUNNEL 5 7JIJLB0 21JllL81 11JliL80 27JUL01 267 267
203 1170 207 11711
c 25 115 ENCLOSE PREP PLANT(SHEETIHG) 118 10NOVB0 10NOVRO 19Jf. N81 19JANB1 0 0
292 292 339 ))9
95 100 Er.OCT COIIVEYOR Jq 8 10NOVRO 281'1A Y81 19NOV80 8,1lJ NA 1 0 140
292 1132 299 1139
10() 15 5 ELECTRICAL WORK CONVEYOR 111 20 20!10VRO 9JIINR1 10!lf.C80 6JULR 1 0 11JO
300 1140 119 1159
155 160 CONNECT POWER TRUCK LOADING BINS f, C 10 19!lf.C80 7J lJL61 5J~ N81 20JlJL81 0 1110
320 1160 329 1169
160 290 TEST RUN TRUCK LOADING BINS 5 6.lAN81 21JOLA 1 12Jl\1181 27JDLfl1 140 1110
330 1170 334 1174
c 45 50 ELECTRICAL WORK PREP PLANT 120 20JAN81 20JAN81 6JIILA1 6JIILA1 0 0
3110 3110 459 1159
c 50 55 CONNECT POWER PREP PLANT 10 7JIJL81 7JUL8 1 20.111L81 20JU1.81 0 0
1160 1160 1169 1169
c 55 290 TEST PREP PLANT 5 21JUL81 21JUL81 27JUL81 27J!ILR1 0 0
rno 1170 1174 11711
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1: If D 0 F SCHfDULE
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.IICCO!IIIT: !J51J5 liAXIt1U.~ TIHE (SEC): 50 NE'l CPIJ (SFC): 2

DATE: 12;09;7'1 IDEN'I: ACTUAL TillE, INClUDING 2.0 SEC SYSTEII 'fii1P.: 211 ill ~.07/SEC = $ 1. f>ll
USER: CRACK F C liNES PlliNTfD: 5fl1 CHilS PJJNCl!Er: 0 iil $._~5/100 = $ o.oo
DESTINATION: AA r!AlCIMUII llECORDS: 3000 'TC1Al RECORDS: 51!1 ill $.12/100 = ~ o. 72
OS-21.8 IIASP-2.'15G 370;3033 CARDS flEAV: 176 ***** TOTAL COST = I 2.110 JOD NAME NJ 2 211757
TllP, DATE 22 !IQV 1'17'1 lfl\S IIF.F:N ADDED TO Tllf: 'I!ASTF.!I ' IIOJ.JOAY TAilJ.E.
ASSIGN 1 MA:.TilR 1 IIOliDAY 27 'IOV flO 00 0(lfi4 00
Til~ DATE 27 NOV l'lflO liAS 3F.EN ADCED TO TAE 'I!~SiRR 1

IIOLIDAY Tl\DLE.
ASSIGH ,,ASTER' COSTS 00006500

0 ') 4!1'102 0000(>~50
5 10 111>2'111 000061l00
5 125 Jt\10 00006!l50
5 60 20'100 00001.700
5 120 36JO 00006750
5 7'> 'l101l 00006600
5 J') 67:ifJ OC006R50
5 215 1'173 00006900
5 175 120119! 00001>9~>0
5 115 .1000 ll0007000
'i 2JO 27'iO 00007050
5 270 0 I RLF.CTRICAL 00007100
5 195 2150 00007150
5 21l5 0 0:: ORYF.R l'IIRN.\CR 00007200
S 2S'i 2'i0B 00007250
1'J'j 200 1117!1 00007300
255 260 1flt•l10 00007350
175 179 2111311 000071100
~ OO!l071150
I 17S lRO 17500
H liS 220 2'160 00007500
H 210 235 2B60 00007550
H 200 2 0 ,, 411 <126 000071JOO
I 200 205 0 ~ STAKP. OIIT !lUST COI.LP.CTOR 00007650
V1 35 40 )llli157 00007700
00 120 135 26200') 00007750
23~ 2<10 0 $ INCLHDF.O lfl 2115-250 00007000
2)') 2J'l 0 ~ romlllA1TOS Or DIIST COLlO:CTOil 00:107050
75 flO 2224 7J 00007900
75 79 JB61'J 00007950
20 5 2 1 0 ] 2 ') 1') OOOOflOOO
12s no60'IIifl OUOOIJ050
125 129 1)'1311> OCOOR100
60 65 126030 OOJ08150
60 64 1llill'l72 0000tl200
60 70 5111'1 00001125()
fiO 69 l)fliJ'I 1 00008)00
2110 24 5 'j j 1 q OOOOtlJ'>O
!flO IRS 10112~0 0000fl4 00
220 22'i ])'1251 OOOOU!t '>0
220 2211 71>45 000011500
225 245 IO&n'J ononoc,so
2fl5 2'10 0 ·~ ~tF:C1 Ill\" AT., OHYfR Ftl!l'IACE OO!JOtJt..OO
10 I 'i llf>:-!'111 OOOfiti(,:,O
10 20 ll7~t'll.l I}(J()(lr700
10 30 1117 Oil 00tl0!17SO
lJO IJ'i 5flJ!t~7 OOl'OilflvO
245 250 f!1120 OOGGI.H!'iO
115 1110 0 S ~LECTRICAL C0.TPilL CF~TDE OOuOWJOO
~>5 10 5n'l'i9 I)()•J(l>J')'){J
105 IQO 0 t TnCLD~RD lN ~-17~ 0000'1000
FIGURE 55 Updated Master Cost Analysis

30 liS 0 1; ELECTRICAL COtiTROL PREP PUN1 000(}9050
190 210 llflS'iO 00009100
135 1110 117045 00009150
1115 150 15'1500 oooonoo
1J5 290 26400 00009250
265 270 8°'l5f. OOOO<JJOO
15 20 76?07 00009350
15 1'1 12185'll 00009400
15 45 111qo59 000091150
270 275 0 $ ELECTRICAL SCREBnfCROSH OOOSF & CONVS 00009500
150 1'i5 0 $ f.l.ECTRICAL TRUCK LOADINf) BINS f, CChVS 00009550
275 2RO 0 $ CCNNFCT POWER TRUCK DrJI'IP & CRUSIIfR 0000%00
2110 290 3520 00009650
85 90 1'i5417 00009700
105 110 ]0096 0000~750
70 155 0 ~ ELECTRICAL TRUCK LOADING BINS 00009000
110 155 0 ! ELECTRICAL CONV!YOR 18 0000'11150
140 165 0 ~ ELECTRICAL PAW COAL R!CLAI~ TUNNELS 00009900
90 15'i 0 £ ELECTI1 JCJIL IIORK CO NITS 15,16,17 1 19 00009950
20 25 1278172 00010000
20 24 2761l'i6 00010050
165 170 0 l CO~NP.C'I POIIF.Il TO RAW COAL RP.CLAlf1 TUNNEl, 00010100
170 290 2112 00010150
25 45 321164 00010200
95 100 251l14 00010250
~ 100 155 0 $ ELP.CTRTCAL, CONVF.YOR 14 00010300
I 155 160 0 t COifNEC1 POWER TRUCI\ LOAD DINS & CCNY 00010350
H 00010400
H 160 290 2112
45 50 0 $ ELECTRICAL ll::l!lK PREP PLANT 00010450
H 00010500
I 50 55 0 $ CONNECT POWFR TO PREP PLANT
lJ1 55 290 4664 00010550
\D LAST COST 00010600
PRINT '~ASTP.R' COSTS F.VEPY llf.EK 00010650
•······························*•••*••··~············*•••••••••*****
P R u J E C T 1 MA~Tr.q ' C 0 S T An A L Y S 1 S *
···························*••••*•····················*···~·······~
ON TIIP. FOLJ.OlH~G GRAPilS,THf PJ.fl'TTFn POH'JS }.LC!IG 'IIlP. 1\ll~CTSSA P.ACII RF.f'II'£5E'It Till': E!ID UF AN JliTfRVAL.
EVF:PY TEUTII INTERVAl. EHD DAY (!lATE) l:i P!;IN'IFD ON 'IIIE ABSCISSA.
IJATR DAY IIITRRVAL COSTS CUMIILATtVF cns'TS

A'I END OP liTfrV~L P,\GE 1 CF J
··················································•*****
20 ,JilL 79 5 $ 9150. $ I' 150.
27 ,JrJL 79 10 :S A 150. $ 1h~OO.
3 AJJG 79 15 .,. 8150. $ 211450.
10 1\IIG 79 20 $ 8150. $ 32600.
17 AllG 79 25 ; 8150. .1> 40750.
211 ,\flG 79 ]0 ~ 11150. :1( 411'100.
.ll All•~ 79 35 'i 94515. $ 143415.
1 SP,!' 79 )Q s '10163. $ 22)57fl.
n ;,~r 79 44 $ 6';31J. $ llll'flll9.
21 !lEP 79 49 ~ 1000(,7. l .J8R'lr,6.
2fl S':P 79 ~4 :~ 1111752. $ sono11.
5 OCT 79 59 1; 105475. s ()0'l10J.
~ 212)8'J. $ 821~72.
~ 12 OCT 79 f.4
I l'l OCT 79 li9 ~ 21 'lOJJ. $ 1040605.
H 2& OCT 7'l 711 $ 219715. $ 12fi03?0.
H 2 nov 79 7'1 $ 212159. $ 1'172479.
H q; 17125Ho.
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21
JtOV
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79
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79
114
119
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2'10107.
264650.
20621l8.
$
$
1'17723f>.
21 !l)'i24.
0
30 'IOV 7'1 'Ill ~ 157U60. t -~41134.
1 llf.C 79 103 ~ H0795. $ 25'10 179.
14 Il!o::: 79 ltll) '!; 211fl795. $ <'l 31l9H.
21 DEC 7'l 11J 1; 165852. $ 3 104 'I ;>I).
20 llEC 79 111 $ ~7'1 )6. $ }1b276?.
4 ,JAN 80 121 ~ EJ6b5. ~ J U1>4?.7.
11 ,J A~ UO 12(, $ f 'i20'l. ~ J111LH.
10 JA'I 00 1.11 $ 1014011. $ 3'1131144.
25 J'N flO 1)10 $ 9'160 1. t JS12f.ll'i.
I FF.!l AO Jill '5 102321. $ 36 14<JH.
1116 111205. l72f·111.
15
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2•1 FE'lno ,., 1 ~ 111205. 1' 4U'jC,7flf...
•un no 1 {, (, 111205. 1 II 1709'} 1.
21
7
111 1AR qo
'Hn 110
171
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110130.
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42!121%.
4J<J2i21.
2!1 HI! t)O 1111 ~ 10551H. t '"' 97:t 4 ''·
lJ lf'R BO JH(, ~ 10'1270. $ IJ60211rJ.
11 .\l'Jl '10 1'11 .J; 'lf.090. li q-r,q,:. ~0 ''·
1 fl API! '10 1'l (, r. 1( r•'J29. ~ 411()11111.
2'> ,\!'f. 90 2!1 1 ~ 1Jf· 30'.>. $ lt'J 40!.1 1~~.
2 HY 80 206 ~ 1lf,{,l7. :r. 50')7111o'i.
'IMAY flO 211 ~ 10111):.1. $ 5 H Jlt'l7.
16 MH RO 21f. ~ 115990. t '12171177.
21 '1AY no 2). 1 ~ 1 )]26 11. ~ 54 107111.
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20 Jll!l flO 2t0 ~ 1113635. f 5'19~22f.
27 ,JI/N !lO 245 :~ 14:1&35. $ li1JI!IJI)1.
) Jill. so 24'1 $ 11490S. $ ~2~176'1.
11 .Jill. so 2511 $ 145"111 ·r. $ 6J'l'J51(;.
19 JilL 30 259 $ 1113723. $ 6543219.
25 ,JIJL flO 264 $ 1~ 11135. $ 661'461Q.
1 AUG RO 26~ s 141435. $ ;;1!26109.
fl AUG flO 2711 $ ~~ 1435. $ f,<Jf\/5114.
15 AIJG 80 279 $ 141435. $ 710Rq7'1.
22 Allr. flO 284 $ 111'1583. $ 725 ]562.
2'l AIIG SO 2<19 $ 145370. $ 73911932.
') SEP RO 2'1] $ 11fi296. $ 7515221'.
12 :;r.n !10 2'18 s 14t}JlJ2. $ 765':570.
19 Sf.r> SO 30 I ~ H9U6. 1: 7718~51.
26 S":P 80 ](}fl $ 714 1 o. $ 77A9'lt,f,.
l neT 110 313 s 71410. $ 78f.1J76.
10 OCT 1]0 J1fl ~ €6676. ~ 79211052.
11 OCT AO 123 $ ( 35 20. $ 7'!9157?.
24 OCT SO ]211 ~ 0520. $ 110550'12.
J t OC'I' 80 333 $ f 3520. $ R1 H'f• 1<:.
:t:' 7 :'IOV 00 3JA $ t 15 20. $ 81P.:<ll2.
I 1'1 NOV 00 3113 $ f-1520. $ A21156 '>2.
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0'1 12 TJEC flO Jri2 1; t 3520. $ 04€7020.
N 1 'l OEC UO 3u7 $ 0'>20. $ nssos~n.
26 nr.c so 311 ·~ 501116. $ 8601Jt;4.
2 J ~~~ at 175 ~ 50816. $ 8f,521PO.
9 ,JA'I 'll jll() s li'178'J. $ A716'1b9.
16 ,, "'' a 1 ]q<; $ t 43 1)6. $ 8761J35.
2J ,1JI PI 6 1 ]}() $ ()520. $ PRqQf155.
JO ,JA~I 81 )'15 $ f 35 20. $ ll'ICF 11'i.
6 FEll 81 400 $ £1520. s 8971'1'15.
11 !"EU B 1 1105 $ ~ 23)6. $ 9024231.
20 FEll 01 If) 0 $ ~9540. $ 9073771.
27 FEfl R 1 lll"i :1; ll'l'J40. $ 912Jll1.
6 ,HR AI ll20 $ liS540. $ "1721:1') 1.
1J :lhf< '11 '•2'> $ 4'15ll o. ~ '1:!22]') 1.
20 !1!t.ll 'll !JHI l If~~) 4 (). $ ~271'131.
21 'lA!! A 1 ,. ]5 $ '>0092. $ '11221}2J.
1 A"'l !11 ljll(l ~ 470011. :r; 9JG<on.
10 h 0 !l fit Q115 'f; )4100. $ 'l'IO::ln.
11 Ar>fl 31 45f) :r. 311100. :r. '1 1137227.
2'1 ~['R 81 4S5 '!i 111100. 0,11'11!27.
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.11 J 'II. ill 52'> $ o. $ 'Jt.)7111.
1 \fiG 91 SlO -~ o. $ '1637117.
111 AIJ'> 1.!1 SIS $ 0. $ %37117.
21 1\IJG 81 'iliO -~ o. $ 91>37117.
29 AfJt; !11 Sll'i $ 0. t %37117.
4 S"P fll 550 $ o. $ 'Hd7117.
II SEP Ill 555 $ o. $ 9637117.
1 fl SEP 'II 'ir,o $ o. $ 9637117.
2"> ';!':!> 91 51)5 .!; o. $ %37117 •
2 ocr a 1 570 $ o. !': %31117.
·J OCT 81 575 $ o. $ %31117.
16 OCT ill SflO $ o. $ %171 H.
23 OCT A1 5fJ') $ o. $ 9bJ7117.
30 OCT 81 5'10 $ 0. $ 9637117.
6 NO\' 81 595 $ o. $ 91;]7117.
1l NOV 81 600 ~ o. 1: 96 37117.
20 NOV 8 1 6()5 $ o. $ 9637117.
27 NOV 81 610 $ 932. $ 96 )804'J.
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REFERENCES
1. Weiss A., Computer Methods for the 80's in the

Mineral Industry. AIME, New York, 1979, p. 15.
2. Clough, R. H., Construction Contracting. Jonh

Wiley and Sons, 3rd edition, New York, 1975,
pp. 453.
3. Pilcher, R., Principles of Construction Management.

McGraw-Hill, 1976, pp. 219-237.
4. Laue, H. J. , "Operations Research as a Tool for

Decision Making", The Journal of Industrial
Engineering, Vol. XVIII No. 9, September 1967
pp. 539-549.
5. Allen, L. A., The Management Profession.

McGraw-Hill, New York, 1964, pp. 239-246.
6. "CPM-Solution or Problem", (discussion),

The Constructor, May 1971, pp. 22-27.
7. Gleason, W. J. , and Ranieri, J. J. , "First Five
Years of the Critical Path Method," Journal of
the Construction Division, A.S.C.E., Vol. 90, No.
COl, Proc. Paper 3832, March 1964, pp. 27-36.
8. I.B.M., IBM Systems Reference Library, Catalog of

Programs for IBM System 360, Models 25 and Above.
IBM, Ninth edition, New York, January 1971, pp.
244-245.
9. Armed Services Technical Information Agency.

PERT .... A Report Bibliography, AD297800. ASTIA,
March 1963, 45p.
10. Phillips, C. R., "Fifteen Key Features of Computer

Programs for CPM and PERT", Journal of Industrial
Engineering, Vol. 15, No. 1, January-February
1964.
11. Anonymous. Catalog of Cross Industry Applications

Programs, 3rd edition, New York, April 1976, pp.
28-31.
12. Daniels, R. L., ICES PROJECT: Internal Logic Manual.

School of Engineering, Massachusetts Institute of
Technology, Cambridge, 1968, p. 228.
13. Dunsire, D. A., "Graphic Work Scheduling Can Cut
Field Installation Costs", World Oil, May 1969,
pp. 121-123.
14. Ireland, J. T., "Critical Path Analysis--Its

Application to the Mining Industry", Colliery
Guardian, February 3, 1967, pp. 140-143.
15. Schultz, R. M., "An Application of CPM in Mining,"

Mining Congress Journal, Vol. 53, No. 6, June
1967.
16. Laird, W., "Discussion on CPM Paper by Schultz,

R. M.", Mining Congress Journal, Vol. 53, No. 6
June 1967.
17. Daymon, D., "Example of Critical Path Scheduling",

Mining Congress Journal, March 1963, pp. 68-71.
18. Combs, Y. C., 11

Computers for Critical Path Analysis
and Mining Simulation 11 , Coal Age, November 1970,
pp. 86-95.
19. Mathias, A. J., and Redmon, D., "Critical Path

Planning and Scheduling Applied to Mining
Operations 11 , u. s. Bureau of Mines, Report of
Investigations, No. 6739, 1966, pp. 1-35.
20. Parfitt, P. 0., 11
The Critical Path Method and Its
Application at Mcintyre Porcupine Mine 11 ,
Canadian Mining and Metallurgical Bulletin, Vol.
59, No. 655, November 1966, pp. 1312-1320.
21. Gates Engineering Company, "Minimum Cost

Strategies for Longwall Equipment Moves", Final
Report on USBM Contract No. J0166127, February
1977, pp. 36-45.
22. Anonymous, 11
Computer Handles Complex Engine
Overhaul 11 , Industrial Engineering, March 1969,
pp. 38-44.
23. Wu, N., 11

Scheduling Techniques Even out Workloads",
Industrial Engineering, July 1971, pp. 17-21.
24. Buttery, L. M., "Key to Profit Improvement--

Maintenance by Computer 11 , Plant Engineering,
April 15, 1971, pp. 63-66.
25. Wilkinson, J., and Lowe, J. L., 11

A Computerized
Maintenance Information System That Works",
Plant Engineering, May 27, 1971, pp. 52-53.
SPECIAL RESEARCH REPORTS
SR-1 The Crushing of Anthracite May 31, 1957

SR-2 Petrographic Composition and August 1 , 1958
Sulfur Content of a Column of
Pittsburgh Seam Coal
SR-3 The Thermal pecrepitation of September 15, 1958
Anthracite
SR-4 The Crushing of Anthracite November 1, 1958
with a Jaw Crusher
SR-5 Reactions of a Bi"tuminous February 1, 1959
Co a1 with Su 1fu.r-i c Acid
SR-6 Laboratory Studies on the Apri 1 1 , 1959
Grindability of Anthracite and
Other Coals
SR-7 Coal Characteristics and Apri 1 15, 1959
Their Relationship to
Combustion Techniques
SR-8 The Crushing of Anthracite Apri 1 25, 1959
with an Impactor-Type Crusher
SR-9 The Ignitibility of Bituminous Coal May 4, 1959
(A Resume of a Literature Survey)
SR-10 Effect of Gamma Radiation and May 6, 1959
Oxygen at Ambient Temperatures
on the Subsequent Plasticity of
Bituminous Coals
SR-11 Properties and Reactions May 11, 1959
Exhibited by Anthractie
Lithotypes Under Thermal Stress
SR-12 Removal of Mineral Matter June 22, 1959
from Anthracite by Chlorination
at High Temperatures
SR-13 Radiation Stability of a Coal June 25, 1959
Tar Pitch
SR-14 The Effect of Nuclear Reactor July31,1959
Irradiation During Low
Temperature Carbonization of
Bituminous Coals
SR-15 Effect of Anthracite and Gamma August 5, 1959
Radiation at Ambient Temperature
on the Subsequent Plasticity of
Bituminous Coals
SR-16 The Isothermal Kinetics of August 25, 1959
Volatile Matter Release from
Anthracite
SR-17 The Combustion of Dust Clouds: November 30, 1959
A Survey of the Literature
SR-18 The Ignitibility of Bituminous June 15, 1960
Coal
SR-19 Changes in Coal Sulfur During August 1, 1960
Carbonization
SR-20 The Radiation Chemistry of September 12, 1960
Coal in Various Atmospheres
SR-21 Reaction of Bituminous Coal with October 1, 1960
Concentrated Sulfuric Acid
SR-22 The Nature and Occurrence of December 30, 1960
Ash-Forming Minerals in
Anthracite
SR-23 A Phenomenological Approach to January 20, 1961
the Batch Grinding of Coals
SR-24 The Unsteady State Diffusion of January 21, 1961
Gases from Anthracite at High
Temperatures
SR-25 Some Advances in X-Ray February 24, 1961
Diffractometry and Their
Application to the Study of
Anthracites and Carbons
SR-26 The Filtration of Coal Solutions March 17, 1961
SR-27 A Preliminary Investigation into May 1, 1961
the Application of Coal Petrography
in the Blending of Anthracite and
Bituminous Coals for the Production
of Metallurgical Coke
SR-28 Preparation and Properties of August 15, 1961
Activated Carbons Prepared from
Nitric Acid Treatment of
Bituminous Coa 1
SR-29 The Reactions of Selected August 31, 1961
Bituminous Coals with
Concentrated Sulfuric Acid
SR-30 Investigations on the Operation February 26, 1962
of the Circular Concentrator
for Cleaning Fine Coal
SR-31 Mineral Matter Removal from March 26, 1962
Anthracite by High Temperature
Chlorination
SR-32 The Effect of Crusher Type on the Apri 1 29 , 1962
Liberation of Sulfur in Bituminous
Coal
SR-33 Investigation of the Circular September 10, 1962
Concentrator - Flotation Circle
System for Cleaning Fine Coal
SR-34 Reactions of Coal with Atomic September 24, 1962
Species
SR-35 The Preparation Characteristics of October 31, 1962
the Bituminous Coal Reserves in
Pennsylvania with Special Emphasis
on Sulfur Reduction
SR-36 A Study of the Burning Velocity November 5, 1962
of Laminar Coal Dust Flames
SR-37 Molecular Sieve Material From November 16, 1962
Anthracite
SR-38 Studies of Anthracite Coals at Apri 1 29, 1963
High Pressures and Temperatures
SR-39 Coal Flotation of Low-Grade May 13, 1963
Pennsylvania Anthracite Silts
SR-40 Changes in the Physical July 10, 1963
Properties of Anthracite
Upon Heat Treatment
SR-41 Some Aspects of the Chemistry August 20, 1963
of Sulfur in Relation to Its
Presence in Coal
SR-42 The Unsteady State Diffusion of February 15, 1964
Gases from Coals
SR-43 The Effect of Concentration and March 1, 1964
Particle Size on the Burning
Velocity of Laminar Coal Dust
Flames
SR-44 The Electrokinetic Behavior of May 25, 1964
Anthracite Coals and Lithotypes
-===-:.....::..:c::-_:__.~~
SR-45 An Investigation of the Cyclone May 30, 1964
for Fine Coal Cleaning
SR-46 The Utilization of Coal Refuse September 1, 1964
for the Manufacture of Lightweight
Aggregate
SR-47 A Simulation Model on the Optimal March 5, 1965
Design of Belt Conveyor Systems
SR-48 Beneficiation of Fly Ash Apri 1 12, 1965
SR-49 Application of Linear Programming July 10, 1965
Methods of Mine Planning and
Scheduling
SR-50 Petrographic Composition and August 2, 1965
Sulfur Content of Selected
Pennsylvania Bituminous Coal Seams
SR-51 Preliminary Investigations of August 20, 1965
Fog Disposal Methods Applicable
to Greater Pittsburgh Airport
SR-52 Subsurface Disposal of Acid August 10, 1965
Mine Water by Injection Wells
SR-53 Roof Bolt Load and Differential September 3, 1965
Sag Measurements
SR-54 A Study of the Reactions Between November 22, 1965
Coal and Coal Mine Drainage
SR-55 Methods Employed for Underground February 28, 1966
Stowing (A Resume of a Literature
Survey)
SR-56 Computer Simualtion of Materials June 6, 1966
Handling in Open Pit Mining
SR-57 The Evaluation of Anthracite Refuse July 30, 1966
as a Highway Construction Material
SR-58 An Investigation of the Cleaning of August 15, 1966
Bituminous Coal Refuse Fines by an
Experimental Hydrocyclone
SR-59 Chlorination and Activation of October 24, 1966
Pennsylvania Anthracites
SR-60 Development and Testing of an February 1, 1967
Injection Well for the Subsurface
Disposal of Acid Mine Water
.
SR-61 Investigations of the Cyclone December 12, 1966
Washing of Fine Coal in Water
SR-62 Linear Programming Short Course May 1, 1967
SR-63 Planning Belt Conveyor Networks May 15, 1967
Using Computer Simulation
SR-64 The Economic Importance of the August 1, 1967
Coal Industry to Pennsylvania
SR-65 An Evaluation of Factors Influencing August 15, 1967
Acid Mine Drainage Production from
Various Strata of the Allegheny Group
and the Ground Water Interactions in
Selected Areas of Western Pennsylvania
SR-66 Potential Injection Well Strata October 25, 1967
for Acid Mine Water Disposal
in Pennsylvania
SR-67 A Survey of the Location, Magnitude, January 25, 1968
Characteristics and Potential Uses
of Pennsylvania Refuse
SR-68 A Landscape Architectural Approach July 1, 1968
to Reclamation of Development of
Deep Anthracite Strip Pits
SR-69 The Oxygenation of Iron (II) - November 1, 1968
Relationship to Coal Mine Drain-
age Treatment
SR-70 A Method for Determining the February 1, 1969
Partition Curve of a Coal Washing
Process
SR-71 The Revegetation of Highly Acid February 10, 1969
Spoil Banks in the Bituminous Coal
Region of Pennsylvania
SR-72 Acid and Aluminum Toxicity as May 1, 1969
Related to Strip-Mine Spoil Banks
in Western Pennsylvania
SR-73 Designing a Rock Bolting System May 15, 1969
SR-74 An Electrokinetic Study of May 23, 1969
Bituminous Coal Froth Flotation
and Flocculation
SR-75 A Complete Coal Mining Simulation November 10, 1969
SR-76 An Investigation of the Natural May 15, 1970
Beneficiation of Coal Mine
Drainage
SR-77 Application of a Continuous Mining May 31, 1970
System in a Medium Pitching Anthra-
cite Bed of Northeastern Pennsylvania
SR-78 Evaluation of a Monorail Mine February 1, 1971
Haulage System
SR-79 Pennsylvania Anthracite Refuse: A March 15, 1971
Summary of a Literature Survey on
Utilization and Disposal
SR-80 Investigation of the Haldex (Simdex) March 31, 1971
Process for Beneficiating Coal
Refuse: Hungarian Practice - 1969
SR-81 Coal Mine Refuse Disposal in March 31, 1971
Great Britain
SR-82. Prevention of Coal Mine Drainage April 15, 1971
Formation by Well Dewatering
SR-83 Pennsylvania Anthracite Refuse: April 30, 1971
A Literature Survey on Chemical
Elements in Coal and Coal Refuse
SR-84 Shallow Ground-Water Flow Systems May 1, 1971
Beneath Strip and Deep Coal Mines
at Two Sites, Clearfield County,
Pennsylvania
SR-85 The Design and Application of June 15, 1971
Borehole Extensometers
SR-86 Methodology for the Character- July 1, 1971
istics of Anthracite Refuse
SR-87 Crushing Anthracite Refuse July 30, 1971
SR-88 Environmental Characteristics August 13, 1971
Affecting Plant Growth on Deep-
Mine Coal Refuse Banks
SR-89 Ectomycorrhizal Establishment November 1, 1971
and Seedling Response on Variously
Treated Deep-Mine Coal Refuse
SR-90 Anthracite Refuse Pollution and February 15, 1972
Socio-Economic Planning in
Northeastern Pennsylvania
SR-91 A Study of the Concrete Block May 15, 1972
Industry: A National and
Regional Approach
M
SR-92 Growth of Tree Seedlings and Use September 30, 1972
of Amendments of Bituminous Refuse
SR-93 Bulk Transport of Anthracite Refuse January 30, 1973
SR-94 Operation Anthracite Refuse January 15, 1973
SR-95 Simulation of Quantity and Quality February 25, 1973
Control in Mining Ventilation
SR-96 The Utilization of Incinerated April 1, 1973
Anthracite Mine Refuse as an
Aggregate in Bituminous Mixes
for Surfacing Highways
SR-97 Feasibility Study of the Vertical September 30, 1973
Transport of Coal by Pipeline
SR-98 Further Studies in the Treatment February 28, 1974
of Coal Mine Drainage by Bio-
chemical Iron Oxidation and Lime-
stone Neutralization
SR-99 Analysis of Leakage and Friction April 1, 1974
Factors in Coal Mine Ventilation
Systems
SR-100 Hydrogeological Influences in May 1, 1974
Preventive Control of Mine Drain-
age from Deep Coal Mining
SR-101 Effect of Mulches and Amendments September 1, 1974
on the Survival and Growth of
Vegetation Planted on Anthracite
Processing Wastes
SR-102 A Computer Simulation Model for February 1, 1976
Coal Preparation Plant Design and
Control
SR-103 A Report on Anthracite Open Pit January 31, 1976
Mining- A Feasibility Study
PART I
Summary Report
SR-104 Part II
Engineering and Mine Cost Analyses February 15, 1976
Report Exhibits Nos. 1 and 2
SR-105 PART III March 31, 1976
Estimating Relocation Costs
Report Exhibit No. 3
I ..
SR-106 PART IV May 1, 1976
Environmental Reclamation
SR-107 PART V r~ay 15, 1976
Demographic Impact Simulation
SR-108 PART VI May 21, 1976
Legal Requirements for
Anthracite Surface Mining
SR-109 PART VI I May 21, 1976
A Preliminary Community Attitude
Survey in the Middle Anthracite Region
· Report Exhibit No. 7
SR-11 0 Pyrite in Coal - Its Forms and September 30, 1976
Distribution as Related to the
Environments of Coal Deposition
in Three Selected Coals from
Western Pennsylvania
SR-111 An Analysis of Underground October 12, 1976
Extraction Techniques for Thick
Coal Seams
SR-112 The Use of Pennsylvania Coals in October 15, 197G
Low BTU Gasification Processes--A
Preliminary Study
SR-113 Digital Simulation of the Yield March 1, 1977
Potential of the Elliot Park-
Burgoon Aquifer in Eastern Clear-
field and Western Centre Counties,
Pennsylvania
SR-114 A Computer Analysis of Coal Prepar- October 26, 1979
ation Plant Economics and Equipment
Selection
.~

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EA -. '1~1 ...1 dUqtt.

R'rH AND MINERAafs . I.H31?AHIE::J.

SPECIAL REPORT OF RESEARCH lf£Nc•usRARt

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Special Research _Report/

Special Research Report SR-115 has been prepared

Coal Research Section

William Spackman, Director

1.2 Scope of Work 6

2.1 Construction Contracts 12

2 .1.1 Types of Construction 12

2.2 Construction Management Organization 24

2.2.1 In-House Project 25

2.3 Management Science Techniques 32

2.4 Project Management and Field 35

3. REVIEW AND INTRODUCTION TO CPM/PERT 40

3.2 Critical Path Method and Least 42

3.5 Critical Path Method, Computer 51

3.7 Project Cost and Resource 68

4. CPM APPLICATIONS IN THE MINERALS 77

4.2 Examples of CPM Applications 78

4.2.1 Scheduling Oil Field 78

5. CRITICAL PATH METHOD: 109

5.2 Design of the New Plant 111

14 Activity Tabulation of Project Schedule 88

15 Mine Development Plan 97

17 Arrow Diagram for Stope Development with 100

28 Interval Listing of Project Costs 153

30 Interval Listing of Preparation Plant 164

33 Bar Chart of Updated Master Schedule 173

35 Arrow Diagram for Installation of A-I-8

The authors would like to express their sincere

In this report an integrated approach to the management

A background discussion on the elements of a

activities in a mine development project may include:

FIGURE 1 Types of Construction Contracts

Negotiated Lump Swn, unit price

Cost + Sliding Contractor's fee 1) and 2) same as 1) Project cost not

Contractor's fee (Same as cost + % (Same as cost + %

With profit Gives contractor a Same as basic C + FF Same as basic C + FF.

Negotiated Cost + Fixed Fee

FIGURE 2 Competitive Bid Contracts

l{Use of Conmleter Portion!

Operating r-- Elec., Therm-

FIGURE 3 Contract Specifications

I - ·~- T -1- T -,- 1 -.- T -,

FOREMAN FOREMAN FOREMAN

THE PROJECT BOX

BOD BOARD OF DIRECTORS

FIGURE 4 Schematic Diagram of In-House

disadvantage with in-house projects is in the way the

BOD BOARD OF DIRECTORS

FIGURE 5 : Schematic Diagram of Turnkey

advantageous to operate under a fixed price contract

THE PROJECT BOX .

BOD BOARD OF DIRECTORS

FIGURE 6 Schematic Diagram of Owner/Contractor

FIGURE 7: Time-Cost Relationship for the Example of

and finally in the operational phase.

evaluate the effect of various trade off

Program Name Cost Characteristics

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