American University in

Cairo

PRMG 10:Planning &

Control

Dr. Adel El Shabrawy & Dr. Tarek

Sakr

Presented by:
Fawzy, Heba
Raky, Hany
Gamil, Michael
Fathy, Osama
Saeed, Ahmed
Hafez, Ahmed

A00011955
700131790
700131786
010330516
700131676
700131482

American University in
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CONTENTS

PRMG 10:Planning &

Control

1.0 Project Background

1.1 General Information
1.2 Overview
1.3 Scope of Work
2.0 Project Planning
2.1 Introduction
2.2 Work Breakdown Structure
2.3 List of Activities
2.4 Relationships
2.5 Network diagram
2.6 Gantt Chart
2.7 CPM Calculations
2.8 Critical Activities
3.0 Resources
3.1 Introduction
3.2 Resource List
3.3 Estimated Cost
3.4 Resource Allocation
4.0 Progress Evaluation
4.1 Progress on specified date
5.0 Project Crashing
5.1 Crashing Plan
5.2 Crashed Activities
6.0 References

American University in
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PRMG 10:Planning &

Control

1.0 PROJECT BACKGROUND

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Control

1.1 GENERAL INFORMATION

Project Name:
CAIRO FESTIVAL CITY
Project Location:
NEW CAIRO Beside Police Academy
Project Size: 3 million square meters
Owner: AL-FUTTAIM GROUP
Consultant:
ENGINEERING CONSULTANT GROUP (E.C.G.)
Main Contractor:
Al Futtaim Carillion-Orascom Construction
Industries Joint Venture (JV VENTURE)

American University in
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1.2 OVERVIEW

PRMG 10:Planning &

Control

Cairo Festival City

Spanning 3 million square meters and budgeting 2,500,000

EGP, Cairo Festival City is a visionary mixed use urban
community, strategically located just 15 minutes from Cairo
International Airport on the Ring Road and near the districts
of Maadi to the south and Heliopolis, Nasr City, Mokattam to
the west.
The Cairo Festival City consists into (2) parts as
follows:
1.

2.

Cairo Festival City Mall

17 international flagship stores including IKEA, White House

and Marks & Spencer.

Over 310 shops and services including 95 restaurants and

cafes.

Carrefour Hypermarket.

17 screen cinema complex Renaissance Cinemas.

Parking for over 7,000 cars.

KidZania Edutainment Center

Festival Village Cairo Festival City Mall

10 building brings together a stunning combination of

American University in
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PRMG 10:Planning &

Control

1.3 SCOPE OF WORK

Selected Unit
And our model by using Primavera is as a sample one
floor from one building Building F of Festival village
Zone H which consists into (2) levels and the area of the
model floor equal 600 meter square.

American University in
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PRMG 10:Planning &

Control

2.0 PROJECT PLANNING

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PRMG 10:Planning &

Control

2.1 INTRODUCTION

Project planning is part of project management, which

relates to the use of schedules such as Gantt charts to
plan and subsequently report progress within the project
environment.
Initially, the project scope is defined and the appropriate
methods for completing the project are determined.
Following this step, the durations for the various tasks
necessary to complete the work are listed and grouped
into a work breakdown structure. The logical
dependencies between tasks are defined using an
activity network diagram that enables identification of
the critical path. Float or slack time in the schedule can
be calculated using project management software
(Primavera). Then the necessary resources can be
estimated and costs for each activity can be allocated to
each resource, giving the total project cost. At this stage,
the project plan may be optimized to achieve the
appropriate balance between resource usage and project
duration to comply with the project objectives. Once
established and agreed, the plan becomes what is
known as the baseline. Progress will be measured
against the baseline throughout the life of the project.
Analyzing progress compared to the baseline is known
as earned value management.
The inputs of the project planning phase include
Project Charter and the Concept Proposal. The outputs of
the Project Planning phase include the Project
Requirements, the Project Schedule, and the Project
Management Plan.

American University in
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PRMG 10:Planning &

Control

2.2 WORK BREAKDOWN

STRUCTURE

A work breakdown structure (WBS), in

project management and systems engineering, is a
deliverable oriented decomposition of a project into smaller
components. It defines and groups a project's discrete work
elements in a way that helps organize and define the total
work scope of the project.[1]
A work breakdown structure element may be a product,
data, a service, or any combination. A WBS also provides
the necessary framework for detailed cost estimating and
control along with providing guidance for schedule
development and control.

Project
Project
WBS
WBS
Buildin
Buildin
g
g (F)
(F)
ElectroElectromechanical
mechanical
Works
Works

Civil
Civil works
works
Super
Super
Structure
Structure

Substruc
Substruc
ture
ture

Architectural
Architectural
Works
Works

Block
Block
Work
Work

Plaster
Plaster
Work
Work

Metal
Metal
Work
Work

Windows
Windows
Work
Work

Doors
Doors
Work
Work

Finishing
Finishing
Works
Works

Plumbing
Plumbing
Works
Works

Proofing
Proofing
Works
Works

Electrical
Electrical
Works
Works

American University in
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PRMG 10:Planning &

Control

2.3 LIST OF ACTIVITIES

An activity is a specific task. It gets something done. An

activity can have these properties:

names of any other activities that have to be completed

before this one can start

a projected normal time duration

Project
Project
Activities
Activities

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PRMG 10:Planning &

Control

2.3 LIST OF ACTIVITIES

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PRMG 10:Planning &

Control

2.4 RELATIONSHIPS

SUCCESSORS RELATIONSHIPS

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PRMG 10:Planning &

Control

2.4 RELATIONSHIPS

SUCCESSORS RELATIONSHIPS

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PRMG 10:Planning &

Control

2.4 RELATIONSHIPS

PREDECESSORS RELATIONSHIPS

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PRMG 10:Planning &

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2.4 RELATIONSHIPS

PREDECESSORS RELATIONSHIPS

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PRMG 10:Planning &

Control

2.5 NETWORK DIAGRAM

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PRMG 10:Planning &

Control

2.5 NETWORK DIAGRAM

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PRMG 10:Planning &

Control

2.5 NETWORK DIAGRAM

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PRMG 10:Planning &

Control

2.5 NETWORK DIAGRAM

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PRMG 10:Planning &

Control

2.6 GANTT CHART

A Gantt chart is a type of bar chart, developed by

Henry Gantt, that illustrates a project schedule. Gantt
charts illustrate the start and finish dates of the terminal
elements and summary elements of a project. Terminal
elements and summary elements comprise the
work breakdown structure of the project. Some Gantt
charts also show the dependency (i.e., precedence
network) relationships between activities. Gantt charts
can be used to show current schedule status using
percent-complete shadings and a vertical "TODAY" line
as shown here.

American University in
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PRMG 10:Planning &

Control

2.6 GANTT CHART

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PRMG 10:Planning &

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2.6 GANTT CHART

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PRMG 10:Planning &

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2.7 CPM CALCULATIONS

Introduction to Network Analysis of Projects and CPM

The Critical Path Method (CPM) is one of several related

techniques for doing project planning. CPM is for projects
that are made up of a number of individual "activities." If
some of the activities require other activities to finish
before they can start, then the project becomes a
complex web of activities.

CPM can help you figure out:

how long your complex project will take to complete

which activities are "critical," meaning that they have to

be done on time or else the whole project will take
longer

If you put in information about the cost of each activity,

and how much it costs to speed up each activity, CPM
can help you figure out:

whether you should try to speed up the project, and, if

so,

what is the least costly way to speed up the project.

American University in
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PRMG 10:Planning &

Control

2.7 CPM CALCULATIONS

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PRMG 10:Planning &

Control

2.7 CPM CALCULATIONS

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PRMG 10:Planning &

Control

2.8 CRITICAL ACTIVITIES

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PRMG 10:Planning &

Control

2.8 CRITICAL ACTIVITIES

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PRMG 10:Planning &

Control

3.0 RESOURCES

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PRMG 10:Planning &

Control

3.1 INTRODUCTION

Resource Definition
The first step in resource modeling is to decide exactly what resources
are considered important enough to be modeled. While most resource
modeling is concerned with people or workers (such as welders or
computer programmers), it may also include other resources such as
machines (such as a computer of a particular specification), or space on
a project where space is restricted and where this restriction limits the
amount of other resources which can be deployed at any one time.
Often resources are specified in terms of the number of units of resource
required, e.g., 5 welders or 3 computer programmers. Alternatively,
resources may be specified in terms of the hours or days that a specific
resource is required, e.g., 40 welder hours or 24 computer programmer
days. Resources may be considered as consumable, such as materials
that may be used once and once only, or non-consumable, such as
people, which may be used again and again. The way in which
consumable resources are used is not critical as long as they are used
efficiently. However, the way in which non-consumable resources are
used can have a significant impact on the project. For example, there is
a significant difference between requiring 16 units of a non-consumable
resource for one week, thus requiring 16 units to be made available at
that time, and requiring 1 non-consumable unit for 16 weeks, thus only
requiring 1 unit which can be reused 16 times.
Resource Allocation
Resource allocation, also called resource loading, is concerned with
assigning the required number of those resources identified in the
previous step to each activity identified in the plan. More than one type
of resource may be attributed to a specific activity. From a practical
standpoint, resource allocation does not have to follow a constant
pattern; some activities may initially require fewer resources but may
require more of the same resources during the later stages of the
project.
Resource Leveling
Resource leveling is the process that ensures resource demand does not
exceed resource availability. The ideal scenario would be a buildup of
resource usage at the beginning of the project and a reduction at the
end of the project. However, the approach to resource leveling will also
depend on whether resources are dedicated to a particular project or

American University in
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PRMG 10:Planning &

Control

3.2 RESOURCE LIST

Activity resources needed for any given project have to

be studied in the planning stage.
Listed below are some of the resources studied by the
project team to make sure that resources are sufficient
to execute each activity.

American University in
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PRMG 10:Planning &

Control

3.2 RESOURCE LIST

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PRMG 10:Planning &

Control

3.3 ESTIMATED COST

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PRMG 10:Planning &

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3.3 ESTIMATED COST

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PRMG 10:Planning &

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3.4 RESOURCE ALLOCATION

RESOURCE ALLOCATION BEFORE LEVELING

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PRMG 10:Planning &

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4.0 PROGRESS EVALUATION

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PRMG 10:Planning &

Control

4.1 PROGRESS ON SPECIFIED

DATE

Knowing that the project deadline was supposed to

be on June the 16th, an evaluation was made on
April the 15th to make sure that the project is
running according to schedule. The evaluation
revealed that with the ongoing rate the project will
be finished 8 days behind schedule. The project
manager decided to make a crashing plan to be
able to deliver the project on time.

American University in
Cairo

PRMG 10:Planning &

Control

4.1 PROGRESS ON SPECIFIED

DATE

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PRMG 10:Planning &

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4.1 PROGRESS ON SPECIFIED

DATE

American University in
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PRMG 10:Planning &

Control

4.1 PROGRESS ON SPECIFIED

DATE
The following S curve shows the actual progress of the
project on the day of the evaluation and the deviation
from the original plan.

American University in
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PRMG 10:Planning &

Control

4.1 PROGRESS ON SPECIFIED

DATE
Cost

Activit
y ID

A1000

Activity
Name

excavation

Completion
Activity Activity Cost
Planned Actual
Varian Completi Comment
%
%
Total
Total
on time
s
Complete Complet ce
Cost
Cost
(EGP) Variance
(Planned
e
(EGP)
(EGP)
)
(Actual)
on
74,375.0
schedule
74,375.00
100.00% 100.00%
0
0%
0
for Cost
and Time

Soil
replacement
120,375.0 120,375.
using
100.00% 100.00%
A1010
0
00
excavated
material

0%

46,063.0
Retaining wall 46,063.00
100.00% 100.00%
A1020
0

0%

under-ground
34,032.0
34,032.00
100.00% 100.00%
A1030
services
0

0%

19,975.00

19,975.0
100.00% 100.00%
0

0%

R.C footings 92,763.00

92,763.0
100.00% 100.00%
0

0%

A1040

A1050

P.C footings

A1060

up stand
columns

46,063.00

46,063.0
100.00% 100.00%
0

0%

A1070

water
insulation

215,688.0 215,688.
100.00% 100.00%
0
00

0%

backfilling

114,875.0 114,875.
100.00% 100.00%
0
00

0%

A1080

on
schedule
for Cost
and Time
on
schedule
for Cost
and Time
on
schedule
for Cost
and Time
on
schedule
for Cost
and Time
on
schedule
for Cost
and Time
on
schedule
for Cost
and Time
on
schedule
for Cost
and Time
on
schedule
for Cost
and Time
on

American University in
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PRMG 10:Planning &

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4.1 PROGRESS ON SPECIFIED

DATE
Cost
Activit
y ID

A1110

A1120

A1130

A1140

A1150

Activity
Name

Planned Actual
Total
Total
Cost
Cost
(EGP)
(EGP)

Rebar columns

93,825.0 93,825.0
0
0

Pouring
concrete
columns

23,563.0 23,563.0
0
0

Dismantling
columns
7,650.00 7,650.00
Formwork
Formwork Slab 276,250. 276,250.
level
00
00
Rebar Slab
level

1,129,25 1,129,25
0.00
0.00

Pouring
410,950. 410,950.
A1160 concrete slab
00
00
Dismantling
14,875.0 14,875.0
slab Formwork
A1170
0
0
level

A1180

A1190

Masonry

144,500. 144,500.
00
00

Plaster for
ceiling

23,588.0 23,588.0
0
0

Installation of

Completion
Activity
%
Activity Cost
Completi Comment
Varianc
Complet
%
on time
s
e
Complete e (EGP)
Variance
(Planne (Actual)
d)
on
schedule
100.00% 100.00%
0
0%
for Cost
and Time
on
schedule
100.00% 100.00%
0
0%
for Cost
and Time
on
schedule
100.00% 100.00%
0
0%
for Cost
and Time
on
schedule
100.00% 100.00%
0
0%
for Cost
and Time
on
schedule
100.00% 100.00%
0
0%
for Cost
and Time
on
schedule
100.00% 100.00%
0
0%
for Cost
and Time
on
schedule
100.00% 100.00%
0
0%
for Cost
and Time
on
schedule
100.00% 100.00%
0
0%
for Cost
and Time
on
schedule
100.00% 100.00%
0
0%
for Cost
and Time

American University in
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PRMG 10:Planning &

Control

4.1 PROGRESS ON SPECIFIED

DATE
Cost

Activit
y ID

Activity
Name

Planned
Total
Cost
(EGP)

water
148,750.
insulation
A1210
00
for terrace

A1220

A1230

water
insulation
for toilets

13,813.0
0

plastering 89,250.0
for walls
0

stone
507,450.
flooring for
A1250
00
terrace
ceramic
flooring for 8,628.00
A1260
toilets

A1270

painting for 20,613.0

ceiling
0

ceramic
17,850.0
walling for
A1280
0
toilets

A1290

painting for 34,425.0

walls
0

installation
32,406.0
of ceiling
A1300
0
board

Completion
Activity Activity
Cost
Actual
Completio Comment
%
%
Varianc
Total
n time
s
Complete Complet
e (EGP)
Cost
Variance
(Planned
e
(EGP)
)
(Actual)
on
148,750.0
schedule
100.00% 100.00%
0
0%
0
for Cost
and Time
on
schedule
13,813.00 100.00% 100.00%
0
0%
for Cost
and Time
on
schedule
89,250.00 100.00% 100.00%
0
0%
for Cost
and Time
Under run
456,705.0
cost &
100.00% 90.00% 50,745
10%
0
Behind
schedule
under run
for cost
0.00
0.00%
0.00%
8,628
0%
&on
schedule
for time
under run
for cost
0.00
0.00%
0.00% 20,613
0%
&on
schedule
for time
Under run
cost &
14,280.00 100.00% 80.00% 3,570
20%
Behind
schedule
under run
for cost
10,328.00 20.00% 30.00% 24,097
-10%
&Ahead of
schedule
for time
under run
for cost
9,722.00 20.00% 30.00% 22,684
-10%
&Ahead of
schedule

American University in
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PRMG 10:Planning &

Control

4.1 PROGRESS ON SPECIFIED

DATE
Cost

Activit
y ID

Activity
Name

Planned
Total Cost
(EGP)

painting
A1310 ceiling board 13,813.00
for toilets
installation
of windows ,
A1320
757,031.00
doors and
vanity
installation
of
accessories
A1330
fixtures and
mirrors in
toilets

A1340

27,891.00

painting final
120,063.00
coat

Completion
Activity
Activity
Cost
Actual
%
Complet Comment
%
Varianc
Total Complet
ion time
s
Complet
e (EGP)
Cost
e
Variance
e
(EGP) (Planned
(Actual)
)
under run
for cost
0.00
0.00%
0.00% 13,813
0%
&on
schedule
for time
under run
for cost
0.00
0.00%
0.00% 757,031
0%
&on
schedule
for time

0.00

0%

34,064.0
100.00% 100.00%
0

0%

installation
119,064.
A1360 water supply 119,064.00
100.00% 100.00%
00
pipes

0%

0%

51,160

-30%

A1370

installation
sanitary
water

34,064.00

34,064.00

0.00%

27,891

0%

installation
drainage
pipes

0.00%

0.00%

120,063

A1350

0.00

0.00%

34,064.0
100.00% 100.00%
0

installation
of fire
51,159.0
A1380
102,319.00
fighting
0
pipes

20.00%

50.00%

under run
for cost
&on
schedule
for time
under run
for cost
&on
schedule
for time
on
schedule
for Cost
and Time
on
schedule
for Cost
and Time
on
schedule
for Cost
and Time
under run
for cost
&Ahead of
schedule
for time

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PRMG 10:Planning &

Control

4.1 PROGRESS ON SPECIFIED

DATE
Cost

Activit
y ID

Activity
Name

Completation
Activit
Activity
Cost
Planned Actual
y%
Completi
%
Varianc
Total
Total Comple
on time
Complet
e (EGP)
Cost
Cost
te
Variance
e
(EGP)
(EGP) (Plann
(Actual)
ed)

installation
34,128.0
of HVAC
A1410
0
duct

0.00

0.00%

0.00%

A1420

installation 119,191.
of fan coil
00

0.00

0.00%

0.00% 119,191

0%

A1430

installation 34,159.0
of fans
0

0.00

0.00%

0.00%

0%

installation
102,255.
electrical
A1440
00
conduits

0.00

0.00%

0.00% 102,255

0%

installation
electrical 255,128.
A1450 wires and
00
cable

0.00

0.00%

0.00% 255,128

0%

installation
96,953.0
panel
A1460
0
boards

0.00

0.00%

0.00%

96,953

0%

installation 11,156.0
Receptors
0

0.00

0.00%

0.00%

11,156

0%

installation 54,984.0
A1480 Terminals
0

0.00

0.00%

0.00%

54,984

0%

0%

A1470

faade
276,250. 276,250. 100.00
plastering
100.00%
A1490
00
00
%
and painting
A1500

34,128

34,159

faade light 68,276.0 40,966.0

50.00% 60.00% 27,310
fixture
0
0

0%

-10%

Comments

underrun for
cost &on
schedule for
time
underrun for
cost &on
schedule for
time
underrun for
cost &on
schedule for
time
underrun for
cost &on
schedule for
time
underrun for
cost &on
schedule for
time
underrun for
cost &on
schedule for
time
underrun for
cost &on
schedule for
time
underrun for
cost &on
schedule for
time
on schedule
for Cost and
Time
underrun for
cost &Ahead
of schedule for

American University in
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PRMG 10:Planning &

Control

4.1 PROGRESS ON SPECIFIED

DATE
Cost
Activit
y ID

Activity
Name

Planned
Total
Cost
(EGP)

A1510

landscape 50,000.0
Grading
0

A1520

landscape 34,106.0
Planters
0

landscape 28,688.0
A1530 light fixtures
0

A1540

Testing and
7,969.00
start up

Completion
Activity
Activity Cost Complet
Actual
%
%
Varianc ion time Comments
Total Complet
Complet e (EGP) Varianc
Cost
e
e
e
(EGP) (Planne
(Actual)
d)
under run
for cost &on
0.00
0.00%
0.00% 50,000
0%
schedule for
time
under run
for cost &on
0.00
0.00%
0.00% 34,106
0%
schedule for
time
under run
for cost &on
0.00
0.00%
0.00% 28,688
0%
schedule for
time
under run
for cost &on
0.00
0.00%
0.00%
7,969
0%
schedule for
time

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PRMG 10:Planning &

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5.0 CRASHING

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5.1 CRASHING PLAN

According to the progress evaluation the project will be

running behind schedule by 8 Days which is not accepted.
Therefore Crashing for some of the remaining activities
has to be done to fix the delay. Crashed activities are
higher in cost than normally executed ones, The activities
subjected to cashing were chosen carefully based upon
there financial affect on the total budget and there timing
within the project.
The following basic rules should be taken into consideration
when planning to crash activities.
Possible Duraton=Normal Duration -Crash Duration
Cost Slope= ( Crash Cost-Normal Cost)/ Possible Duration

CRASHED ACTIVITIES

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6.0 REFERENCES

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6.0 REFERENCES

PRMG 10:Planning &

Control

www.festivalcitycairo.com