Department Of Industrial Engineering Project management Tunnel Project

(Khamees Marwan(20090025070 (Mustafa Rozieh (20090025064 Zaid Ahmad Abo-elzait (20090025010 )

Instructor: Eng Esraa saleh

Introduction: scope and justification

it is known that the area around Firas Circle. Is one of the most important regions in Amman city thats for a lot of reasons including: 1-

Existence of Market Hussein

2- The area is filled with shoppers 3- This region is filled with hotels , restaurants; net cafs; game shops coffee shops and of course a high population area 4- And a lot more reasons.. For those reasons a very annoying traffic jam is now a daily event on Al-Hussein street "crowded traffic and accidents " which make a lot of people wait for a really long time to get their homes ; class; work places and other places so we have considered to remove this jam but how !!! the main target is to separate people going to Entertainment spots so we decided to build a tunnel under the existing Firas Circle and remove the rotary which that would solve a very large part of our problem and will not be stuck there for along time again.

Success and failure criteria:

the project is considered successful if the traffic jam is reduced by 75 % for at least the next ten years and done by planned time> If not the project is considered a failure.

1D-Definition of the project:

a- Stake holders :
Shoppers and people and others.

1-

2- Drivers for Public transportation (busses; taxies ..) 3- Workers at Restaurants , cafs, markets, book shops and other shops

4- Municipal workers
5- Employees: engineers. workers , designers and others 6- People living around the working area 7- Real estate owners 8- Building materials seller 9- Workers at Banks in the area. 10-traffic department 11-police. 12- Garbage man 13- Tourists and Drs

b-

Strategic choices :
time and quality is the most important strategic choices that we care about as we see in fig 1

Fig 1 time and quality priority

c- Requirements of the project : Input req.

Shortest time High quality Good budget Specified location Best designers

Process req.
Good work staff Good teamwork Firm work times equipment
Fast execution

Outcome req.
Traffic jam End Nice view Less accidents
serve for very long time

Table 1

d- Initial planning :
After getting the legal approval we start by closing the road and making detour, then removing the rotary, cleaning area, excavation operations and then foundation and columns are to be laid. in the mean while parts of tunnel are to be ready (beams) to put on top of the columns and then we joint them together and asphalting the tunnel . We must take a look for the signs, lights and safety measures. The project will start 26/5/2012 and expected to be finished 01/8/2012.

2D-design of the project:

A-work breakdown structure:
activity Activity Description Predeces sors
Durati on

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

Start getting legal approval and completing legal papers from city hall get the design of the tunnel by architect make detour for Traffic put guiding signs and flashy lights Finally close the road around working area cracking and drilling road asphalt cracking and breaking al-Hussein circle moving the breaked asphalt and other stuff from the working area a survey surveys the working area and make signs on Excavation spots excavation operations using special digger "buclain" planting steel inside holes pouring concrete for foundation and Columns painting concrete boundaries with petromin" special paint to resist salts from soil" Pack filling holes with soil to street level tunnel beam are pored with concrete over steel and ready in near area putting tunnel widthal beams over columns using crane pouring concrete over beams to make them hold together asphalting the tunnel asphalting the road over the tunnel asphalting lanes on sides over the tunnel side walks and trash cans putting Concrete barriers on sides of tunnel power lines and light put Caution street signs and signals finishing and cleaning

1 2 3 4 5 6 6 "7;8" 9 10 11 12 13 14 15 16 17 18 18 18 "19;20;21" 18 23 24 "25;22"

1 1 5 1 1 1 3 5 2 1 5 4 8 2 1 9 1 6 4 4 4 1 3 4 2 1

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delivering the project

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Table2

2 Node diagram activities: 3 4 5 6 7 9

10

11 12 13 14 15

16

17

23 24 25

18 21 20 19

26

22 9

27

Critical path analysis

A) 1-2-3-4-5-6-7-9-10-11-12-13-14-15-16-17-18-23-24-25-26-27 = 63 B) 1-2-3-4-5-6-8-9-10-11-12-13-14-15-16-17-18-23-24-25-26-27 = 65 C) 1-2-3-4-5-6-7-9-10-11-12-13-14-15-16-17-18-21-22-26-27 D) 1-2-3-4-5-6-8-9-10-11-12-13-14-15-16-17-18-21-22-26-27 E) 1-2-3-4-5-6-7-9-10-11-12-13-14-15-16-17-18-20-22-26-27 F) 1-2-3-4-5-6-8-9-10-11-12-13-14-15-16-17-18-20-22-26-27 G) 1-2-3-4-5-6-7-9-10-11-12-13-14-15-16-17-18-19-22-26-27 H) 1-2-3-4-5-6-8-9-10-11-12-13-14-15-16-17-18-19-22-26-27 = 59 = 61 = 59 = 61 = 59 = 61

So we have path
B) 1-2-3-4-5-6-8-9-10-11-12-13-14-15-16-17-18-23-24-25-26-27 = 65

The longest path

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(Critical path) task

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

EST LST EFT LFT Slake

0 1 2 7 8 9 10 10 15 17 18 23 27 35 37 38 47 48 54 54 54 58 54 57 61 63 64 0 1 2 7 8 9 12 10 15 17 18 23 27 35 37 38 47 48 57 57 57 61 54 57 61 63 64 1 2 7 8 9 10 13 15 17 18 23 27 35 37 38 47 48 54 58 58 58 59 57 61 63 64 65 1 2 7 8 9 10 15 15 17 18 23 27 35 37 38 47 48 54 61 61 61 62 57 61 63 64 65 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 3 3 3 1 0 0 0 0 0

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Time planning
Activity Optimistic 0.5 0.5 1 0.5 0.5 0.5 2 3 1 0.5 2 2 2 1 0.5 5 0.5 3 Most likely 1 1 2.5 1 1 1.5 3.5 4.5 1.5 1 3.5 4 3 2.5 1 6 1 5 pessimistic 3 2 10 2 3 2 5 7 5 3 7 7 29 6 3 35 4 10 , Mean 1.25 1.0833 3 3.5 1.0833 3 1.25 1.4166 7 3.5 4.6666 7 2 1.25 3.8333 3 4.1666 7 3.5 2.8333 3 1.25 10.666 67 1.4166 7 5.5

, Variance

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

0.1736 1 0.0625 2.25 0.0625 0.1736 1 0.0625 0.25 0.4444 4 0.4444 4 0.1736 1 0.6944 4 0.6944 4 20.25 0.6944 4 0.1736 1 11.111 11 0.3402 8 1.3611
12

19 20 21 22 23 24 25 26 27

2 2 2 0.5 1 2 1 0.5 0.5

2.5 2.5 2.5 1 2.5 4.5 2 1 1

17 17 17 3 6 7 4 2 3

4.8333 3 4.8333 3 4.8333 3 1.25 2.8333 3 4.5 2.1666 7 1.0833 3 1.25

6.25 6.25 6.25 0.1736 1 0.6944 4 0.6944 4 0.25 0.0625 0.1736 1

= 81.74999 days = 60.21524 days = = 7.759847937 days *We use more than one program to do calculation first of them we use Microsoft after that we check by Matlab and Microsoft Excel programs *We used the Excel program to plot Beta distribution *we check by using website adrees given in slides http://www.tutorhomework.com/statistics_tables/statistics_tables.html

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"Pert"

Finishing probabilities
= 7.759847937

Req. =65 =81.74999

*probability of finishing the project in time:

z=

= 2.15855

Area corresponding to z = -2.15855 from tables 0.01545 * Probability of finishing the project in 90% of the time: 90 % of original time = 58.5 days z= =3

Area corresponding to z = 3 from tables 0.00135

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Every sigma for 7.759847937 days 1 1 1 finishes between 74 and 88 days finishes between 67 and 95 days finishes between 60 and 102 days 68% 95% 99%

Time Cost Trade Off

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First able we most know the normal and crash cost and time to calculate and get the cheapest crash way available: T = time in days c = cost in J.D. Task # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 total Normal t
1 1 5 1 1 1 3 5 2 1 5 4 8 2 1 9 1 6 4 4 4 1 3 4 2 1 1 -

Crash t 3 2 2 1 4 3 3 5 2 3 3 3 1 2 1 -

Normal c 50 100 75 30 95 150 200 400 80 50 350 250 700 100 75 1500 20 450 300 300 300 45 230 460 100 20 80
6510

Crash c 100 300 160 130 450 300 1075 2500 580 420 420 420 300 580 185 -

C/t 12.5 100 80 50 100 50 75 250 32.5 120 120 120 35 60 85 -

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We used law:
Crash cost - Normal cost Normal time crash time

We want to complete project in 75 % of its estimated time so: want to crash 17 days of critical path. We have the approach of "crashing of activities" *we start by the critical path

B) 1-2-3-4-5-6-8-9-10-11-12-13-14-15-16-17-18-23-24-25-26-27 = 65

This is what we start with so: we have considered the cheapest crash cost per crash time we notice that a lot of our reduced tasks are in other tasks we hit two birds with one stone "

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1- Crash 2 days from activity # 3 total cost = 6510 + 2(12.5) =6535 2 Crash 4 days from activity #18 Total cost = 6535 + 4(32.5) =6665 3 Crash 2 days from activity #23 Total cost = 6665 + 2(35) =6735 4 Crash 2 days from activity #9 & crash 2 days from activity #12 Total cost = 6735 + (2+2) (50) =6935 5 Crash 2 days from activity #24 Total cost = 6935+ 2(60) =7055 6 Crash 5 days from activity #13 Total cost = 7055+ 5(75) =7430

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So our paths now:

A) 1-2-3-4-5-6-7-9-10-11-12-13-14-15-16-17-18-23-24-25-26-27 = 46 B) 1-2-3-4-5-6-8-9-10-11-12-13-14-15-16-17-18-23-24-25-26-27 = 48 C) 1-2-3-4-5-6-7-9-10-11-12-13-14-15-16-17-18-21-22-26-27 D) 1-2-3-4-5-6-8-9-10-11-12-13-14-15-16-17-18-21-22-26-27 E) 1-2-3-4-5-6-7-9-10-11-12-13-14-15-16-17-18-20-22-26-27 F) 1-2-3-4-5-6-8-9-10-11-12-13-14-15-16-17-18-20-22-26-27 G) 1-2-3-4-5-6-7-9-10-11-12-13-14-15-16-17-18-19-22-26-27 H) 1-2-3-4-5-6-8-9-10-11-12-13-14-15-16-17-18-19-22-26-27 = 46 = 48 = 46 = 48 = 46 = 48

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Source leveling:

Now in our projects we need to deal with workers as little as we can and as less time as we can also: tasks 21 and 23 are concurrent and 23 is in the critical path and each needs 4 workers the whole time until it finishes :

23

21

23

so by source leveling and without wasting any time we move task 21 3 days as its slack give us permission to reduce # of workers to 4 each day accept one day :

23

21

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IMPORTANT NOTE:

All calculations were done at our hand and we check by using programs First of these programs are Microsoft project also we done it by matlab and Excel Each student in this project had taken one of these programs and he was done calculations to ensure that all student work in team and all of whom participated in the completion of the project

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The end of project

Thanks

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