Date: 2nd May 2017

DNSC6267: Planning and Scheduling

Planning and scheduling

Delivered by:

Osamah K Alturki

Huwayza Alqahtani

Ibrahim Sheriff
Subway Accident Recovery Project
NEW YORK CITY TRANSIT AUTHORITY (NYCTA)

Agence France-Presse Getty Images

DEVELOPED BY: TRI PROJECT CONSULTANTS

DNSC 6267: Planning and Scheduling | May 2, 2017

PAGE 1
Table of Contents
1. Introduction ................................................................................................................................... 3
1.1. Executive Summary ............................................................................................................... 3
1.2. Initiation and Scope ............................................................................................................... 3
2. Deliverable Work Breakdown Structure ...................................................................................... 4
2.1. Organization Structure .......................................................................................................... 4
2.2. Resource Breakdown Structure ............................................................................................. 4
2.3. Deliverable Work Breakdown Structure (DWBS) ................................................................ 5
2.4. Work Package Design ............................................................................................................ 5
3. A list of project activities with related information ..................................................................... 6
3.1. Activities lIst........................................................................................................................... 6
3.2. Activity List Details ................................................................................................................ 8
3.3. Predecessor & sucessors of the activites ............................................................................... 8
4. A Precedence Diagram and Gantt chart ....................................................................................... 0
4.1. Network Diagram................................................................................................................... 0
4.2. Gantt Chart in MS Project ..................................................................................................... 0
4.3. Gantt Chart Summary ............................................................................................................ 4

PAGE 2
1. Introduction
1.1. EXECUTIVE SUMMARY
Tri Project Consultants (TPC) is pleased to submit this project plan to the New York City Transit
Authority (NYCTA). We sincerely believe that this plan will allow NYCTA to be better prepared to
handle any future subway accidents.

1.2. INITIATION AND SCOPE

With respect to the Project Initiation Document and the Project Scope Statement, these are critical
deliverables for any project. The paragraphs below provide an overview of these project
management deliverables. The actual deliverables can be found within the appendix.

Project Initiation Document: Project Initiation Document (PID) gives the overview of the
project selected. PID identifies the initial purpose of the project, business case and why the project
is necessary or to be done. The PID is agreed by both the project sponsor and the project
management team

Project Scope Statement: The project scope statement gives the idea of what needs to be done
for project to be successful. In this case, it is emergency response project the action must be swift
and there will be bound by time. In broader sense scope of the project is to restoration of the NYC
(New York City) subway from the derailment of train happened on 28th August 1991. While tending
to the injured passengers, it will be catastrophic if any lives are lost.

PAGE 3
2. Deliverable Work Breakdown Structure
2.1. ORGANIZATION STRUCTURE

NYC Fire Department

NYCTA OCC Rescue

NYC Police Department
Coordination IPT

Paramedics/Emergency
Management Personnel

NYCTA Material
Division

NYCTA Power
NYCTA- New York City NYCTA Operations Distribution Workers
Incident Commander
Transit Authority Control Center

NYCTA Civil Engineers

NYCTA Operations
Department

NYCTA Electric
Engineers

NYCTA Media Relations

NYCTA Safety
Engineers

NYCTA Customer
Service

NYCTA Track Workers

2.2. RESOURCE BREAKDOWN STRUCTURE

The Resource Breakdown Structure or RBS is a list of resources which are related by function and
type. Resources are grouped based on functions they will be doing example: NYCTA electrical
engineers and NYCTA Power distribution workers will be grouped into electrical restoration units.
The resource breakdown structure on this project is critical. Lives depend on knowing who reports
to whom. In the event of an accident, there will be many people and groups that will be working
closely together in a very tight proximity. The resource breakdown structure will help with respect
to team mobilization and facilitation.

PAGE 4
 2.3. DELIVERABLE WORK BREAKDOWN STRUCTURE (DWBS)

2.4. WORK PACKAGE DESIGN

To simplify this project, the above Deliverable Work Breakdown Structure (DWBS) was developed.
It divided the project into smaller more manageable pieces. The first level of the DWBS is the
various deliverables of the project. These deliverables were then composed even farther to get down
to manageable Work Packages. These Work Packages are logically grouped and are at a level where
we can understand what is needed, but not at too low of level or detail that one gets lost in the
weeds. These Work Packages can now be decomposed even farther to determine what activities
need to occur for each. The level one deliverables are based on the activates to be done at site.
Below are the main level deliverables.

Secured area (Physical Area) is important to the plan as this will ensure that emergency response
teams can work swift and safely. This deliverable involves tend to the injured, removing/searching
for dead bodies if any, disconnecting power and providing emergency lighting & ventilation system.

Command facility plan (Functional)is the where management team received and assess the
reports from the crash site. With these reports management can plan for the action to be taken for
the restoration of the subway system.

Removed derbies & damaged equipment (Physical) is the deliverable where all the derbies and
damaged equipment will be removed from the tracks. This will pave way to the repair of the
facilities at crash site.

PAGE 5
Repairs of the facilities (Product) deliverable is to repair all the equipment and facilities that are
needed for the restoration of the subway system.

Testing Certificate (Physical) in this deliverable, testing of the repairs will be performed before
giving clearance for the normal operation of the subway system.

Cleaned up site (Physical) this deliverable involves cleaning of the site after the repairs are done.

3. A list of project activities with related information

3.1. ACTIVITIES LIST

Estimated
ID WBS Task Name
Duration
3 1.1.1 Project Start (Stop train Service) 0 hrs
4 1.1.2 Mobilize rescue teams to Area 1 0.5 hrs
5 1.1.3 Tend to injured in Area 1 12 hrs
6 1.1.4 Disconnecting power in Area 1 0.5 hrs
7 1.1.5 Provide emergency lighting and ventilation in Area 1 1 hr
9 1.2.1 Mobilize rescue teams to Area 2 0.5 hrs
10 1.2.2 Tend to injured in Area 2 12 hrs
11 1.2.3 Disconnecting power in Area 2 0.5 hrs
12 1.2.4 Provide emergency lighting and ventilation in Area 2 1 hr
14 1.3.1 Mobilize rescue teams to Area 3 0.5 hrs
15 1.3.2 Tend to injured in Area 3 12 hrs
16 1.3.3 Disconnecting power in Area 3 0.5 hrs
17 1.3.4 Provide emergency lighting and ventilation in Area 3 1 hr
19 1.4.1 Mobilize rescue teams to Area 3 0.5 hrs
20 1.4.2 Tend to injured in Area 3 12 hrs
21 1.4.3 Disconnecting power in Area 3 0.5 hrs
22 1.4.4 Provide emergency lighting and ventilation in Area 3 1 hr
25 2.1.1 Assemble & Mobilize crash inspection team 2 hrs
26 2.1.2 crash site survey 5 hrs
27 2.1.3 gather information about crash at site 4 hrs
28 2.1.4 Prepare & submit preliminary crash report 5 hrs
30 2.2.1 Assemble & Mobilize facilities inspection team 2 hrs
31 2.2.2 survey of facilities at crash site 5 hrs
32 2.2.3 Consolidate information about facilities at crash site 4 hrs
33 2.2.4 Prepare & submit preliminary facilities report 5 hrs
35 2.3.1 Assemble & Mobilize civil inspection team 2 hrs
36 2.3.2 Survey of civil facilities at crash site 5 hrs
37 2.3.3 Consolidate information about civil facilities at crash site 4 hrs

PAGE 6
38 2.3.4 Prepare & submit preliminary civil facilities report 5 hrs
40 2.4.1 Assemble & Mobilize Structural inspection team 2 hrs
41 2.4.2 Survey of structures at crash site 5 hrs
42 2.4.3 Consolidate information about structures at crash site 4 hrs
43 2.4.4 Prepare & submit preliminary structural report 5 hrs
46 3.1.1 Mobilize clean up team for derbies 1 hr
47 3.1.2 Cleaning of the derbies 30 hrs
48 3.1.3 Transportation of derbies to wasteland 5 hrs
50 3.2.1 Mobilize clean up team for damaged cars 1 hr
51 3.2.2 Lifting and Cleaning of the damaged cars 48 hrs
52 3.2.3 Transportation of damaged cars to inspection yard 5 hrs
54 3.3.1 Mobilize clean up team for remaining cars 1 hr
55 3.3.2 Lifting and Cleaning of the remaining cars 20 hrs
56 3.3.3 Transportation of remaining cars to inspection yard 5 hrs
58 3.4.1 Mobilize clean up team for track 1 hr
59 3.4.2 uninstall and cleaning up of the crash site track area 20 hrs
60 3.4.3 Transportation of tracks and derbies to inspection yard 5 hrs
63 4.1.1 Mobilize team for repair of electrical system 2 hrs
64 4.1.2 Repair of existing electrical system 40 hrs
65 4.1.3 Installing new electrical system as required 40 hrs
66 4.1.4 Integrating old system with new electrical system 10 hrs
68 4.2.1 Mobilize team for repair of track 2 hrs
69 4.2.2 Repair of damaged track 40 hrs
70 4.2.3 Installing new track 40 hrs
71 4.2.4 Integrating old track with new track 10 hrs
73 4.3.1 Mobilize team for repair of signaling and communication system 2 hrs
74 4.3.2 Repair of damaged signaling and communication parts 40 hrs
75 4.3.3 Installing signaling and communication parts 40 hrs
Integrating signaling and communication system with existing
76 4.3.4 10 hrs
system
78 4.4.1 Mobilize team for repair of structures 2 hrs
79 4.4.2 Repair of damaged structures 40 hrs
80 4.4.3 Installing new structures 40 hrs
83 5.1.1 Mobilize team for testing Electrical system 1 hr
84 5.1.2 Acceptance testing (AT) of Electrical system 5 hrs
85 5.1.3 Work on Punch points of AT of electrical system 6 hrs
86 5.1.4 Final Acceptance Testing of electrical system 2 hrs
88 5.2.1 Mobilize team for testing tracks 1 hr
89 5.2.2 Acceptance testing (AT) of tracks 4 hrs
90 5.2.3 Work on Punch points of AT of tracks 5 hrs
91 5.2.4 Final Acceptance Testing of tracks 2 hrs
93 5.3.1 Mobilize team for testing signaling and communication system 1 hr
94 5.3.2 Acceptance testing (AT) of signaling and communication system 5 hrs
95 5.3.3 Work on Punch points of AT of signaling and communication system 6 hrs
96 5.3.4 Final Acceptance Testing of signaling and communication system 2 hrs
98 5.4.1 Mobilize team for testing of structures 1 hr

PAGE 7
99 5.4.2 Acceptance testing (AT) of structures 4 hrs
100 5.4.3 Work on Punch points of AT of structures 5 hrs
101 5.4.4 Final Acceptance Testing of structures 2 hrs
104 6.1.1 Mobilization of cleanup crew for Area 1 1 hr
105 6.1.2 Cleaning of Area 1 5 hrs
106 6.1.3 Handing over Area 1 for regular operations 1 hr
108 6.2.1 Mobilization of cleanup crew for Area 2 1 hr
109 6.2.2 Cleaning of Area 2 5 hrs
110 6.2.3 Handing over Area 2 for regular operations 1 hr
112 6.3.1 Mobilization of cleanup crew for Area 3 1 hr
113 6.3.2 Cleaning of Area 3 5 hrs
114 6.3.3 Handing over Area 3 for regular operations 1 hr
116 6.4.1 Mobilization of cleanup crew for Area 4 1 hr
117 6.4.2 Cleaning of Area 4 5 hrs
118 6.4.3 Handing over Area 4 for regular operations 1 hr
119 6.4.4 Project End (Resume Train service) 0 hrs
120 7 Project Management Hammock 200.5 hrs

3.2. ACTIVITY LIST DETAILS

The list of activities as well as the durations was developed after working with the resources who
are subject matter experts in the respective areas like NYCTD operational department was
consulted for the activities involved track repair work or civil & structural work. The assumption
used was that the resources assigned to the tasks will be able to devote 100% of their time to that
activity. The duration estimates themselves are based upon the most likely duration for the activity.
Another assumption taken was resources will be 95% productivity during the activity duration.
While estimating the durations of the activities productivity of the resources has been considered.

24 Hour calendar was considered for the project, resources will be working in 12 hour shifts and
activities are schedule 24 hrs. and 7 days calendar. The reason for this constraint is that it is critical
to get all trains running their normal route within the subway system as soon as possible. Project
management hammock activity has been set up in the project for monitor, control and evaluate the
productivity of the resources.

3.3. PREDECESSOR & SUCESSORS OF THE ACTIVITES

PAGE 8
 Successor Durat Early Late Free Total
ID WBS Task Name Predecessors Early Start Late Start Start Finish
s ion Finish Finish Slack Slack
Assemble
& Mobilize 8/28/1991 8/28/199 8/31/1991 8/31/199 73.5 8/28/199 8/28/199
35 2.3.1 3 36 2 hrs 0 hrs
civil inspection 0:16 1 2:16 1:46 1 3:46 hrs 1 0:16 1 2:16
team
Assemble
& Mobilize 8/28/1991 8/28/199 8/31/1991 8/31/199 73.5 8/28/199 8/28/199
40 2.4.1 3 41 2 hrs 0 hrs
Structural 0:16 1 2:16 1:46 1 3:46 hrs 1 0:16 1 2:16
inspection team
Survey of
8/28/1991 8/28/199 8/31/1991 8/31/199 73.5 8/28/199 8/28/199
36 2.3.2 civil facilities at 35 37 5 hrs 0 hrs
2:16 1 7:16 3:46 1 8:46 hrs 1 2:16 1 7:16
crash site
Survey of
8/28/1991 8/28/199 8/31/1991 8/31/199 73.5 8/28/199 8/28/199
41 2.4.2 structures at 40 42 5 hrs 0 hrs
2:16 1 7:16 3:46 1 8:46 hrs 1 2:16 1 7:16
crash site
Consolidate
information
8/28/1991 8/28/199 8/31/1991 8/31/199 73.5 8/28/199 8/28/199
37 2.3.3 about civil 36 38 4 hrs 0 hrs
7:16 1 11:16 8:46 1 12:46 hrs 1 7:16 1 11:16
facilities at
crash site
Consolidate
information 8/28/1991 8/28/199 8/31/1991 8/31/199 73.5 8/28/199 8/28/199
42 2.4.3 41 43 4 hrs 0 hrs
about structures 7:16 1 11:16 8:46 1 12:46 hrs 1 7:16 1 11:16
at crash site
Prepare &
submit
8/28/1991 8/28/199 8/31/1991 8/31/199 71.5 73.5 8/28/199 8/28/199
38 2.3.4 preliminary 37 68 5 hrs
11:16 1 16:16 12:46 1 17:46 hrs hrs 1 11:16 1 16:16
civil facilities
report
Prepare &
submit 8/28/1991 8/28/199 8/31/1991 8/31/199 71.5 73.5 8/28/199 8/28/199
43 2.4.4 42 78,68 5 hrs
preliminary 11:16 1 16:16 12:46 1 17:46 hrs hrs 1 11:16 1 16:16
structural report
Assemble
& Mobilize 8/28/1991 8/28/199 8/30/1991 8/31/199 71.5 8/28/199 8/28/199
25 2.1.1 3 26 2 hrs 0 hrs
crash 0:16 1 2:16 23:46 1 1:46 hrs 1 0:16 1 2:16
inspection team
 Assemble
& Mobilize 8/28/1991 8/28/199 8/30/1991 8/31/199 71.5 8/28/199 8/28/199
30 2.2.1 3 31 2 hrs 0 hrs
facilities 0:16 1 2:16 23:46 1 1:46 hrs 1 0:16 1 2:16
inspection team
crash site 8/28/1991 8/28/199 8/31/1991 8/31/199 71.5 8/28/199 8/28/199
26 2.1.2 25 27 5 hrs 0 hrs
survey 2:16 1 7:16 1:46 1 6:46 hrs 1 2:16 1 7:16
survey of
8/28/1991 8/28/199 8/31/1991 8/31/199 71.5 8/28/199 8/28/199
31 2.2.2 facilities at 30 32 5 hrs 0 hrs
2:16 1 7:16 1:46 1 6:46 hrs 1 2:16 1 7:16
crash site
gather
information 8/28/1991 8/28/199 8/31/1991 8/31/199 71.5 8/28/199 8/28/199
27 2.1.3 26 28,73,78 4 hrs 0 hrs
about crash at 7:16 1 11:16 6:46 1 10:46 hrs 1 7:16 1 11:16
site
Consolidate
information 8/28/1991 8/28/199 8/31/1991 8/31/199 71.5 8/28/199 8/28/199
32 2.2.3 31 33,63,78 4 hrs 0 hrs
about facilities 7:16 1 11:16 6:46 1 10:46 hrs 1 7:16 1 11:16
at crash site
Prepare &
submit 8/28/1991 8/28/199 8/31/1991 8/31/199 71.5 71.5 8/28/199 8/28/199
28 2.1.4 27 63,68 5 hrs
preliminary 11:16 1 16:16 10:46 1 15:46 hrs hrs 1 11:16 1 16:16
crash report
Prepare &
submit 8/28/1991 8/28/199 8/31/1991 8/31/199 71.5 71.5 8/28/199 8/28/199
33 2.2.4 32 68,73 5 hrs
preliminary 11:16 1 16:16 10:46 1 15:46 hrs hrs 1 11:16 1 16:16
facilities report

Transportation
8/29/1991 8/29/199 8/31/1991 8/31/199 8/29/199 8/29/199
56 3.3.3 of remaining 55 68 5 hrs 49 hrs 51 hrs
9:46 1 14:46 12:46 1 17:46 1 9:46 1 14:46
cars to
inspection yard

Mobilize 5,6,7,10,11,12,1
8/28/1991 8/28/199 8/30/1991 8/30/199 8/28/199 8/28/199
46 3.1.1 clean up team 5,16,17,20,21,2 47 1 hr 0 hrs 39 hrs
12:46 1 13:46 3:46 1 4:46 1 12:46 1 13:46
for derbies 2

Cleaning of 8/28/1991 8/29/199 8/30/1991 8/31/199 8/28/199 8/29/199

47 3.1.2 46 48 30 hrs 0 hrs 39 hrs
the derbies 13:46 1 19:46 4:46 1 10:46 1 13:46 1 19:46

PAGE 1
 Transportation 63,68,73,7 8/29/1991 8/30/199 8/31/1991 8/31/199 8/29/199 8/30/199
48 3.1.3 47 5 hrs 39 hrs 39 hrs
of derbies to 8 19:46 1 0:46 10:46 1 15:46 1 19:46 1 0:46
wasteland

Mobilize
5,6,7,10,11,12,1
clean up team 8/28/1991 8/28/199 8/29/1991 8/29/199 8/28/199 8/28/199
54 3.3.1 5,16,17,20,21,2 55 1 hr 0 hrs 28 hrs
for remaining 12:46 1 13:46 16:46 1 17:46 1 12:46 1 13:46
2
cars

Lifting and
8/28/1991 8/29/199 8/29/1991 8/30/199 8/28/199 8/29/199
55 3.3.2 Cleaning of the 54 56,58 20 hrs 0 hrs 28 hrs
13:46 1 9:46 17:46 1 13:46 1 13:46 1 9:46
remaining cars

Transportation
8/30/1991 8/30/199 8/31/1991 8/31/199 8/30/199 8/30/199
52 3.2.3 of damaged 51 68 5 hrs 21 hrs 23 hrs
13:46 1 18:46 12:46 1 17:46 1 13:46 1 18:46
cars to
inspection yard
Mobilize
8/31/1991 8/31/199 9/1/1991 9/1/1991 8/31/199 8/31/199
78 4.4.1 team for repair 27,32,48,60,43 79 2 hrs 0 hrs 12 hrs
15:46 1 17:46 3:46 5:46 1 15:46 1 17:46
of structures
Repair of
8/31/1991 9/2/1991 9/1/1991 9/2/1991 8/31/199 9/2/1991
79 4.4.2 damaged 78 80 40 hrs 0 hrs 12 hrs
17:46 9:46 5:46 21:46 1 17:46 9:46
structures
Installing 9/2/1991 9/4/1991 9/2/1991 9/4/1991 9/2/1991 9/4/1991
80 4.4.3 79 98 40 hrs 0 hrs 12 hrs
new structures 9:46 1:46 21:46 13:46 9:46 1:46
Mobilize
9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
98 5.4.1 team for testing 80 99 1 hr 0 hrs 12 hrs
1:46 2:46 13:46 14:46 1:46 2:46
of structures
Acceptance
9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
99 5.4.2 testing (AT) of 98 100 4 hrs 0 hrs 12 hrs
2:46 6:46 14:46 18:46 2:46 6:46
structures
Work on
Punch points of 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
100 5.4.3 99 101 5 hrs 0 hrs 12 hrs
AT of 6:46 11:46 18:46 23:46 6:46 11:46
structures
Final 104,108,1 9/4/1991 9/4/1991 9/4/1991 9/5/1991 9/4/1991 9/4/1991
101 5.4.4 100 2 hrs 12 hrs 12 hrs
Acceptance 12,116 11:46 13:46 23:46 1:46 11:46 13:46

PAGE 2
 Testing of
structures

Disconnecting 0.5 8/28/1991 8/28/199 8/28/1991 8/28/199 11.5 11.5 8/28/199 8/28/199
6 1.1.4 4 46,50,54
power in Area hrs 0:46 1 1:16 12:16 1 12:46 hrs hrs 1 0:46 1 1:16
1

Disconnecting 0.5 8/28/1991 8/28/199 8/28/1991 8/28/199 11.5 11.5 8/28/199 8/28/199
11 1.2.3 9 46,50,54
power in Area hrs 0:46 1 1:16 12:16 1 12:46 hrs hrs 1 0:46 1 1:16
2

Disconnecting 0.5 8/28/1991 8/28/199 8/28/1991 8/28/199 11.5 11.5 8/28/199 8/28/199
16 1.3.3 14 46,50,54
power in Area hrs 0:46 1 1:16 12:16 1 12:46 hrs hrs 1 0:46 1 1:16
3

Disconnecting 0.5 8/28/1991 8/28/199 8/28/1991 8/28/199 11.5 11.5 8/28/199 8/28/199
21 1.4.3 19 46,50,54
power in Area hrs 0:46 1 1:16 12:16 1 12:46 hrs hrs 1 0:46 1 1:16
3
Provide
emergency
8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
7 1.1.5 lighting and 4 46,50,54 1 hr 11 hrs 11 hrs
0:46 1 1:46 11:46 1 12:46 1 0:46 1 1:46
ventilation in
Area 1
Provide
emergency
8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
12 1.2.4 lighting and 9 46,50,54 1 hr 11 hrs 11 hrs
0:46 1 1:46 11:46 1 12:46 1 0:46 1 1:46
ventilation in
Area 2
Provide
emergency
8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
17 1.3.4 lighting and 14 46,50,54 1 hr 11 hrs 11 hrs
0:46 1 1:46 11:46 1 12:46 1 0:46 1 1:46
ventilation in
Area 3
Provide
emergency
8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
22 1.4.4 lighting and 19 46,50,54 1 hr 11 hrs 11 hrs
0:46 1 1:46 11:46 1 12:46 1 0:46 1 1:46
ventilation in
Area 3

PAGE 3
 Mobilize
48,60,38,33,28, 8/31/1991 8/31/199 8/31/1991 8/31/199 8/31/199 8/31/199
68 4.2.1 team for repair 69 2 hrs 0 hrs 2 hrs
43,56,52 15:46 1 17:46 17:46 1 19:46 1 15:46 1 17:46
of track

Repair of 8/31/1991 9/2/1991 8/31/1991 9/2/1991 8/31/199 9/2/1991

69 4.2.2 68 70,71 40 hrs 0 hrs 2 hrs
damaged track 17:46 9:46 19:46 11:46 1 17:46 9:46
Installing 9/2/1991 9/4/1991 9/2/1991 9/4/1991 9/2/1991 9/4/1991
70 4.2.3 69 71 40 hrs 0 hrs 2 hrs
new track 9:46 1:46 11:46 3:46 9:46 1:46
Integrating
9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
71 4.2.4 old track with 69,70 88 10 hrs 0 hrs 2 hrs
1:46 11:46 3:46 13:46 1:46 11:46
new track
Mobilize
9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
88 5.2.1 team for testing 71 89 1 hr 0 hrs 2 hrs
11:46 12:46 13:46 14:46 11:46 12:46
tracks
Acceptance
9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
89 5.2.2 testing (AT) of 88 90 4 hrs 0 hrs 2 hrs
12:46 16:46 14:46 18:46 12:46 16:46
tracks
Work on
9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
90 5.2.3 Punch points of 89 91 5 hrs 0 hrs 2 hrs
16:46 21:46 18:46 23:46 16:46 21:46
AT of tracks
Final
Acceptance 104,108,1 9/4/1991 9/4/1991 9/4/1991 9/5/1991 9/4/1991 9/4/1991
91 5.2.4 90 2 hrs 2 hrs 2 hrs
Testing of 12,116 21:46 23:46 23:46 1:46 21:46 23:46
tracks
Project 4,9,14,19,
8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
3 1.1.1 Start (Stop train 25,30,35,4 0 hrs 0 hrs 0 hrs
0:16 1 0:16 0:16 1 0:16 1 0:16 1 0:16
Service) 0
Mobilize
0.5 8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
4 1.1.2 rescue teams to 3 5,6,7 0 hrs 0 hrs
hrs 0:16 1 0:46 0:16 1 0:46 1 0:16 1 0:46
Area 1
Mobilize
0.5 8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
9 1.2.1 rescue teams to 3 10,11,12 0 hrs 0 hrs
hrs 0:16 1 0:46 0:16 1 0:46 1 0:16 1 0:46
Area 2
Mobilize
0.5 8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
14 1.3.1 rescue teams to 3 15,16,17 0 hrs 0 hrs
hrs 0:16 1 0:46 0:16 1 0:46 1 0:16 1 0:46
Area 3
Mobilize
0.5 8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
19 1.4.1 rescue teams to 3 20,21,22 0 hrs 0 hrs
hrs 0:16 1 0:46 0:16 1 0:46 1 0:16 1 0:46
Area 3

PAGE 4
 Project
200.5 8/28/1991 9/5/199 8/28/1991 9/5/199 08/28/19 9/5/199
120 7 Management 0 hrs 0 hrs 91 00:16
hrs 0:16 1 8:46 0:16 1 8:46 1 8:46
Hammock
Tend to
8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
5 1.1.3 injured in Area 4 46,50,54 12 hrs 0 hrs 0 hrs
0:46 1 12:46 0:46 1 12:46 1 0:46 1 12:46
1
Tend to
8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
10 1.2.2 injured in Area 9 46,50,54 12 hrs 0 hrs 0 hrs
0:46 1 12:46 0:46 1 12:46 1 0:46 1 12:46
2
Tend to
8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
15 1.3.2 injured in Area 14 46,50,54 12 hrs 0 hrs 0 hrs
0:46 1 12:46 0:46 1 12:46 1 0:46 1 12:46
3
Tend to
8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
20 1.4.2 injured in Area 19 46,50,54 12 hrs 0 hrs 0 hrs
0:46 1 12:46 0:46 1 12:46 1 0:46 1 12:46
3

Mobilize
5,6,7,10,11,12,1
clean up team 8/28/1991 8/28/199 8/28/1991 8/28/199 8/28/199 8/28/199
50 3.2.1 5,16,17,20,21,2 51 1 hr 0 hrs 0 hrs
for damaged 12:46 1 13:46 12:46 1 13:46 1 12:46 1 13:46
2
cars

Lifting and
8/28/1991 8/30/199 8/28/1991 8/30/199 8/28/199 8/30/199
51 3.2.2 Cleaning of the 50 52,58 48 hrs 0 hrs 0 hrs
13:46 1 13:46 13:46 1 13:46 1 13:46 1 13:46
damaged cars
Mobilize
8/30/1991 8/30/199 8/30/1991 8/30/199 8/30/199 8/30/199
58 3.4.1 clean up team 51,55 59 1 hr 0 hrs 0 hrs
13:46 1 14:46 13:46 1 14:46 1 13:46 1 14:46
for track
uninstall
and cleaning up 8/30/1991 8/31/199 8/30/1991 8/31/199 8/30/199 8/31/199
59 3.4.2 58 60 20 hrs 0 hrs 0 hrs
of the crash site 14:46 1 10:46 14:46 1 10:46 1 14:46 1 10:46
track area

Transportation
63,68,73,7 8/31/1991 8/31/199 8/31/1991 8/31/199 8/31/199 8/31/199
60 3.4.3 of tracks and 59 5 hrs 0 hrs 0 hrs
8 10:46 1 15:46 10:46 1 15:46 1 10:46 1 15:46
derbies to
inspection yard
Mobilize 8/31/1991 8/31/199 8/31/1991 8/31/199 8/31/199 8/31/199
63 4.1.1 32,48,60,28 64 2 hrs 0 hrs 0 hrs
team for repair 15:46 1 17:46 15:46 1 17:46 1 15:46 1 17:46

PAGE 5
 of electrical
system
Mobilize
team for repair
8/31/1991 8/31/199 8/31/1991 8/31/199 8/31/199 8/31/199
73 4.3.1 of signaling and 27,48,60,33 74 2 hrs 0 hrs 0 hrs
15:46 1 17:46 15:46 1 17:46 1 15:46 1 17:46
communication
system
Repair of
existing 8/31/1991 9/2/1991 8/31/1991 9/2/1991 8/31/199 9/2/1991
64 4.1.2 63 65,66 40 hrs 0 hrs 0 hrs
electrical 17:46 9:46 17:46 9:46 1 17:46 9:46
system
Repair of
damaged
8/31/1991 9/2/1991 8/31/1991 9/2/1991 8/31/199 9/2/1991
74 4.3.2 signaling and 73 75,76 40 hrs 0 hrs 0 hrs
17:46 9:46 17:46 9:46 1 17:46 9:46
communication
parts
Installing
new electrical 9/2/1991 9/4/1991 9/2/1991 9/4/1991 9/2/1991 9/4/1991
65 4.1.3 64 66 40 hrs 0 hrs 0 hrs
system as 9:46 1:46 9:46 1:46 9:46 1:46
required
Installing
signaling and 9/2/1991 9/4/1991 9/2/1991 9/4/1991 9/2/1991 9/4/1991
75 4.3.3 74 76 40 hrs 0 hrs 0 hrs
communication 9:46 1:46 9:46 1:46 9:46 1:46
parts
Integrating
old system with 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
66 4.1.4 64,65 83 10 hrs 0 hrs 0 hrs
new electrical 1:46 11:46 1:46 11:46 1:46 11:46
system
Integrating
signaling and
9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
76 4.3.4 communication 74,75 93 10 hrs 0 hrs 0 hrs
1:46 11:46 1:46 11:46 1:46 11:46
system with
existing system
Mobilize
team for testing 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
83 5.1.1 66 84 1 hr 0 hrs 0 hrs
Electrical 11:46 12:46 11:46 12:46 11:46 12:46
system

PAGE 6
 Mobilize
team for testing
9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
93 5.3.1 signaling and 76 94 1 hr 0 hrs 0 hrs
11:46 12:46 11:46 12:46 11:46 12:46
communication
system
Acceptance
testing (AT) of 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
84 5.1.2 83 85 5 hrs 0 hrs 0 hrs
Electrical 12:46 17:46 12:46 17:46 12:46 17:46
system
Acceptance
testing (AT) of
9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
94 5.3.2 signaling and 93 95 5 hrs 0 hrs 0 hrs
12:46 17:46 12:46 17:46 12:46 17:46
communication
system
Work on
Punch points of
9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
85 5.1.3 AT for 84 86 6 hrs 0 hrs 0 hrs
17:46 23:46 17:46 23:46 17:46 23:46
electrical
system
Work on
Punch points of
AT of signaling 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991 9/4/1991
95 5.3.3 94 96 6 hrs 0 hrs 0 hrs
and 17:46 23:46 17:46 23:46 17:46 23:46
communication
system
Final
Acceptance
104,108,1 9/4/1991 9/5/1991 9/4/1991 9/5/1991 9/4/1991 9/5/1991
86 5.1.4 Testing of 85 2 hrs 0 hrs 0 hrs
12,116 23:46 1:46 23:46 1:46 23:46 1:46
electrical
system
Final
Acceptance
Testing of 104,108,1 9/4/1991 9/5/1991 9/4/1991 9/5/1991 9/4/1991 9/5/1991
96 5.3.4 95 2 hrs 0 hrs 0 hrs
signaling and 12,116 23:46 1:46 23:46 1:46 23:46 1:46
communication
system

Mobilization of 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991

104 6.1.1 86,96,91,101 105 1 hr 0 hrs 0 hrs
cleanup crew 1:46 2:46 1:46 2:46 1:46 2:46
for Area 1

PAGE 7
 Mobilization of 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991
108 6.2.1 86,96,91,101 109 1 hr 0 hrs 0 hrs
cleanup crew 1:46 2:46 1:46 2:46 1:46 2:46
for Area 2

Mobilization of 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991

112 6.3.1 86,96,91,101 113 1 hr 0 hrs 0 hrs
cleanup crew 1:46 2:46 1:46 2:46 1:46 2:46
for Area 3

Mobilization of 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991

116 6.4.1 86,96,91,101 117 1 hr 0 hrs 0 hrs
clean up crew 1:46 2:46 1:46 2:46 1:46 2:46
for Area 4
Cleaning of 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991
105 6.1.2 104 106 5 hrs 0 hrs 0 hrs
Area 1 2:46 7:46 2:46 7:46 2:46 7:46
Cleaning of 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991
109 6.2.2 108 110 5 hrs 0 hrs 0 hrs
Area 2 2:46 7:46 2:46 7:46 2:46 7:46
Cleaning of 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991
113 6.3.2 112 114 5 hrs 0 hrs 0 hrs
Area 3 2:46 7:46 2:46 7:46 2:46 7:46
Cleaning of 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991
117 6.4.2 116 118 5 hrs 0 hrs 0 hrs
Area 4 2:46 7:46 2:46 7:46 2:46 7:46
Handing
over Area 1 for 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991
106 6.1.3 105 119 1 hr 0 hrs 0 hrs
regular 7:46 8:46 7:46 8:46 7:46 8:46
operations
Handing
over Area 2 for 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991
110 6.2.3 109 119 1 hr 0 hrs 0 hrs
regular 7:46 8:46 7:46 8:46 7:46 8:46
operations
Handing
over Area 3 for 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991
114 6.3.3 113 119 1 hr 0 hrs 0 hrs
regular 7:46 8:46 7:46 8:46 7:46 8:46
operations
Handing
over Area 4 for 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991 9/5/1991
118 6.4.3 117 119 1 hr 0 hrs 0 hrs
regular 7:46 8:46 7:46 8:46 7:46 8:46
operations
Project
106,110,114,1 9/5/1991 9/5/199 9/5/1991 9/5/199 9/5/199 9/5/199
119 6.4.4 End (Resume 0 hrs 0 hrs 0 hrs
18 8:46 1 8:46 8:46 1 8:46 1 8:46 1 8:46
Train service)

PAGE 8
4. A Precedence Diagram and Gantt chart
4.1. NETWORK DIAGRAM
4.2. GANTT CHART IN MS PROJECT
PAGE 1
PAGE 2
PAGE 3
 4.3. GANTT CHART SUMMARY
The overall duration for this project is 8.35 days or 200.5 hours from the start of the project to end.
This was determined by inputting the activities, durations, predecessors and successors into
Microsoft Project.

Working with the team of Tri Project Consultants as well as the subject matter experts who helped
define the activities, the durations and the logic of this project schedule, we are 80% confident that
schedule given can be achieved. As this an emergency response project, there are lot of unknown-
unknown risks that need to be translated and other reason for low confidence is there are multiple
critical paths, one activity delay in that critical path can have impact on the schedule.

If we needed to crash this project, we would focus on reducing the duration of the critical path. To
be more specific, we would focus on altering the logic of the schedule to perform critical path
activities in parallel with other critical path activities. The other option is to reduce the duration
of any activities that are on the critical path. Any few hours reduction in the duration of a task on
the critical path will shorten the estimated schedule. We have identified few activities which on
the critical path that can be used in crashing Cleanup of Tracks work package activities (ID No
59,60) as they have high critical index.

PAGE 4