Documente Academic
Documente Profesional
Documente Cultură
by
SATURNINO SUAREZ-REYNOSO
Ingeniero Civil, Universidad Iberoamerica
(1973)
Master of Science
at the
Massachusetts Institute of Technology
May 1976
Certified by............................................
Thesis Supervisor
Accepted by....................................................................
Chairman, Departmental Committee on Graduate Students of the
Department of Civil Engineering
-2-
ABSTRACT
PROJECT PLANNING AND CONTROL INTUNNELING CONSTRUCTION
by
SATURNINO SUAREZ-REYNOSO
Submitted to the Department of Civil Engineering on May 7, 1976
in partial fulfillment of the requirements for the degree of
Master of Science.
ACKNOWLEDGEMENTS
TABLE OF CONTENTS
Page
TITLE PAGE 1
ABSTRACT 2
ACKNOWLEDGEMENTS 3
TABLE OF CONTENTS 4
LIST OF FIGURES 9
LIST OF TABLES 14
CHAPTER I. INTRODUCTION 15
1.1 PURPOSE 15
1.2 SCOPE OF THE WORK 16
1.3 OUTLINE OF THE REPORT 18
Page
2.2.3 Hierarchy 34
2.3 INFORMATION CONSIDERATIONS 37
2.4 MANAGEMENT DECISION PROCESS 42
2.4.1 Strategic Planning 43
2.4.2 Operational Control 45
2.4.3 Managerial Control 46
2.4.4 Types of Management Decisions 48
2.5 IMPLICATIONS FOR THE TUNNEL SYSTEM 50
REFERENCES 53
Page
5.4.2 Controls Relating to Distance or Time 164
5.4.3 Parallel Activities 166
5.4.4 Alternating Activities 170
5.5 RESULTS PRODUCED 173
REFERENCES 181
Page
6.7.1 First Alternative 233
6.7.2 Second Alternative 245
6.7.3 Third Alternative 245
6.7.4 Fourth Alternative 260
6.7.5 Use of Results in CPM/PERT 264
REFERENCES 266
BIBLIOGRAPHY 270
APPENDIX I SURVEY QUESTIONNAIRE AND COVER LETTER 273
APPENDIX II SAMPLE OF RESULTS FROM THE SURVEY 281
APPENDIX III LIST OF ANSWERS RECEIVED FOR QUESTIONS 7 and 8 OF
QUESTIONNAIRE 287
APPENDIX IV CASE STUDY DATA 293
-9-
LIST OF FIGURES ,
Page
2.1 Relation Between Automatic Data Processing and
Management Information Systems
2.2 Structure for the Total System
2.3 Hierarchy of Information Systems
2.4 Information Flow
2.5 Sources and Uses of Information for Strategic Planning
2.6 Information Requirements by Decision Category
2.7 A Framework for Information Systems
Page
4.6 Network Representation of Construction 111
4.7 Representation of the Operations ina Two-Shift Day 113
4.8 Desirable Representation of Construction Operations 115
4.9 Standard Network Processing 117
4.10 Illustration of Dynamic Network Controls 119
4.11a Dynamic Networks Example 1: Network Definition 124
4.11b Dynamic Networks Example 2 126
4.12 Dynamic Networks Example 2 128
4.13 Construction Simulation: Process and Reports 138
4.14 Detailed Construction Report 139
4.15 Construction Simulation: Frequency Distribution Report 140
4.16 Application of Frequency Distribution Report 142.
Page
5.14 Scheduler Time-Cost Distribution 177
5.15 Time-Cost Distribution Cross Reference Table 179
6.10 Network Results for Double Track Tunnel: ROCK end node 2 203
6.11 Network Results for Double Track Tunnel: ROCK end node 3 204
Page
6.45 Third Scheduling Alternative: OUT SHA Detailed
Construction Reports. 257
Page
3.1 Questions Included in the Survey 57
3.2 Answers to Question 7 76
3.3 Answers to Question 8 76
3.4 Tabulation of Level of Respondents by Type of
Company. 79
Once the background has been analyzed, the design of the system
can be undertaken. In the design process the steps that should be
followed are:
1. Develop a set of analytic techniques which will be used to
process the information.
2. Structure the reports produced, the feedback mecahnisms, and
develop the interfaces with existing systems and operations
within the firm.
3. Develop, implement,testand put the system into operation.
2.1 INTRODUCTION
2.1.1 The Concept of Information Systems
At any level inany area of business, management requires infor-
mation. Information comprises a broad range of observed and reported
facts, projections, estimates, and rumors, varying widely in their
sources, nature, accuracy, and intended use. Information iscollected
from outside the firm--e.g. costs of labor and materials, market be-
havior, and competitors' strategies--as well as internally, such as
production data, inventories, and labor performance. Taken as a whole,
this body of knowledge--and the quality and reliability of this know-
ledge--are essential for efficient and profitable operation.
Some sort of information system exists in all firms, regardless
of size or type. Patterns of information generation, transfer and use
evolve along the lines of the firm's formal and informal organizational
structure, to develop subsystems ranging from water-cooler gossip to
sophisticated account reporting [1].
Recently, a widespread misconception has developed that information
systems must be computer-based. This is not necessarily so, and in
fact many non-computerized systems exist and are functioning success-
fully.
Itisa fact, however, that over the past 10-15 years many firms have
considered or adopted computerized information systems. This is due
23
primarily to the large volume of information being handled and the
ability of computers to store, manipulate, and display key elements of
this information and provide related services such as check printing
more efficiently than can conventional "longhand" methods. In light
of increased labor costs, more demands for information by governmental
and regulatory agencies and the growing need to make complex decisions
involving high costs quickly, the increased use of computers is a
logical trend. A second misconception involves the concept that all
computer applications within a firm can be considered management infor-
mation systems. Ifa Management Information System is defined as a
system providing information to managers to assist them inmaking
decisions, then all computer systems employed in a firm are not neces-
sarily management information systems. This is an important point,
because such misunderstanding can obscure a manager's perception as to
what the computerized system isdoing for him, whether his computing
capability is being used to its fullest, and what additional areas a
computer system isable to address. The distinction is really one be-
tween general computer services on the one hand--usually termed Automated
Data Processing or ADP--and on the other hand computer services geared
particularly as tools for the decision making process--Management Infor-
mation Systems, or MIS.
The primary function of ADP is to reduce costs and improve operations
by replacing manual functions with computerized systems. ADP applications
are characterized by routine operations where each task performed
follows a well-defined and well-structured set of rules, priorities, com-
25
3, MONITORING AND
SUMMARY CONTROL
OF
DATA
AUTOMATIC
DATA nndividual
P ROCESSING
PRODUCTION racking of
SYSTEMS internal day
to day data
Total system.
The first concept to gain acceptance inMIS development was the
total system. Inthis approach the entire firm is tightly linked by
the MIS, with each area of the firm preparing information to feed other
areas. The objectives of the total system, as stated inone of the
early writings on the subject, are "...to organize administrative work
flows from the viewpoint of the company as a whole, without regard for
barriers of organizational segments" [7].
A representation of the structure conceived for such a system is
shown in Figure 2.2. The top two quadrants represent the abstract concep-
tion of objectives for the corporation while the bottom two represent
the concrete conditions of processing of materials. At the same time
the left quadrants represent input to the corporation while the right
ones output from it [8].
It isclear that the complexity involved in the development of such
a system isgreat, and the effort involved substantial. The manpower
needed to implement a total system can proveat :best uneconomical if
not uncontrollable. The strain put on the firm by changing all its
procedures at once can also cause grave operating problems. These
factors precluded the concept from being successful inthe cases
where itwas tried. As a result, current opinion on such a system is
adverse, and references expressing this attitude can be found through-
out the literature. An example: "...enchantment with the possibility
of achieving total, global MIS, has given way to pragmatic acceptance
of the long, hard road to anything resembling its realization" [9].
Partial system.
At this point the development of partial systems therefore seems a
more appropriate way to develop information systems. Sub-systems serving
specific areas such as Finance, Operations, and Marketing can be developed
and implemented individually with better results and lower cost.
AND JUDGEIMENT
Problem-oriented systems.
Problem-oriented information systems present definite advantages
over the previous types ifa specific problem can be isolated within
the firm's environment. In this way, specific decision rules and proce-
dures can be developed for this problem without affecting the remaining
organization. Problem-oriented systems can use existing information
without affecting the form or nature of that information. For example,
accounting or payroll information used by an ADP system can also be used
by a problem-oriented MIS system without having to change the information
inany way. This protects the integrity of the ADP system and saves
development time and costs.
2.2.3 Hierarchy
Inaddition to being classified according to the type of approach
followed in the development of the structure, information systems can be
classified by the position that the system will occupy in the decision
process followed by the manager.
Figure 2.3 is a representation of one approach to-hierarchy [10].
The horizontal flow represents a decision process in various stages.
Inany decision process, data are collected and organized in a data
base. Then predictive models (such as sales forecasts) can be applied
to these data. At a more advanced level, an optimization procedure
can be applied to determine a "best" course of action. Finally, action
is taken.
One can therefore also define a corresponding hierarchy of infor-
mation systems. Each successive system builds upon the capabilities of
the previous systems to evolve a more powerful problem-solving ability.
The hierarchy isas follows:
Data System
Predictive MIS
Optimizing MIS
Automated MIS
The data system accepts data from various sources and aggregates,
categorizes and synthesizes it for presentation to the decision maker,
who manually performs all the other steps in the decision process.
The predictive MIS incorporates a data system and one or more
predictive models as shown in the figure. In this way the system
can provide a manager with, for example, a sales forecast as well as
records of past performance.
The optimizing MIS includes optimization routines (such as linear
AUTOMATFD MTh
C.-
GRAPHIC OUTPUT
Domestic Economic I
a I
Company Oriented Characteristics of Competition: Evaluate the competitive environ-
Information > -financial condition : ment:
-share of product/market segments :-generate profiles for major compe-
-production capacity and operating titors in each product line
level -compare strengths and weaknesses
-relative prices, promotion of company with those of compe-
-technological strengths titors
-management philosophy
-------
P-------o--------------- - - - - - - - - - - - I -
Figure 2.5 Sources and Uses of Information for Strategic Planning. Source [13].
45
Inventory Control
2. Indicate the three most important and the three least important
areas of Project Related Information which you feel a management
information system should provide you.
7. Please state the most important management questions that you would
like an MIS to address and answer; what specific data elements are
required ineach decision?
LOW HI9H
Other..................... ~f
Breakdown giving
B. Total costs
C. Direct costs
D. Indirect costs
~I ·CI\,
E. Receipts
F. Profits
Safety record
Feet advanced * 2i coNFL, C InN
Outstanding claims
rsa-·~Y·lp··Ie
Cost projection
Cost overrun
Time projection
Time overrun
Technical data
Other.............
Prevailing wages
Availability of materials
Transportation costs
Subsurface conditions .,. *49*. g m
Insurance requirements
Owner's contract admini- OF.·Y
stration record
Surface constraints 91E~Sb ~.O.*. 4
Other ...........
Variations in productivity
Delays in materials or equipment delivery SAW'c-
FZTI!WTOlt:
Alternatives to purchasing equipment
Possible variations in materials quantities
Project scheduling alternatives
Effect of uncertainties on cash flow
Other .............................
G. Available equipment
H. Other .............
QUESTION 8
Question 8 requested from the respondents a description of the types of
systems that existed in their company and the use that each one made
of them. Similar to question 7, a wide range of responses was received.
Unfortunately, many repsonses were rather uninformative as they were
limited to an affirmation that the systems given as examples in the
question (accounting, project planning, and scheduling) already existed
in the firm and that respondents used them. Itwas hoped that more ex-
tensive comments, such as frequency of use, type of use, personal opin-
ion on the usefulness of the system, would be included.
Suggestion No. of Times Mentioned
Cost: control, project history etc. 17
Time: control projection 11
Labor: costs, productivity availability 10
Equipment: costs, repair, new application 4
Materials: 2
Subsurface: projections 2
Cash Flow: 2
Progress: other measures 4
Extremely skeptical
Somewhat skeptical, will take proven system to convince
Undecided, want to know more about system capabilities first
Favorably inclined, willing to offer suggestions or guidelines
Ideas merit support, willing to use such a system
Number of Respondents
Corporate Officer
Division Manager
e - .6.. -r
Project Manager
OTHER QUESTIONS
Inaddition to these questions, the questionnaire requested the
position of the respondent in the company organization and optionally
the name and company. Almost the majority of the respondents included
name and company. This permitted us to perform the cross-tabulations
described earlier. In Figure 3.8, the position of the respondents
POSITIGC OF RASPOINDET IN CORPANY
COll
COUNT I
lOW 'PCT ICON'TRACT &NGINkER OWNEL ROW
COL k'Ci' IC•G &CONSTR TOTAL
TOT PCT I 1 I 2 I 3 I
POSI I-....----'I-........ I. -------
. . . I
S5 6 I 0 I 11
COBPORATt I 45.5 I 54.5 I 0.0 1 36.7
1 50.0 I 31.6 I 0.0 I
1 16.7 I 20.0 I 0.0 I
-I.....-i- -I...----I
2 I 3 1 4 0 I 7
DIVISION I 42.9 I 57.1 I 0.0 I 23.3
I Jo0.0 21.1 I 0.0 I
I 10.0 I 13.3 1 0.0 I
-I---------I---------I---------I
3 I 2 I 9 I 1 I1 12
PROJECT I 16.7 I 75.0 I 8.3 I 40.0
I 20.0 I 47.4 I 100.0 I
I o.7 I 30.0 I 3.3 I
-I---------I---------I---------I
CCLUMN 10 19 1 30
TOTAL 33.3 63.3 3.3 100.0
REFERENCES
1. Nie, H.H. et al, "SPSS: Stastical Package for the Social Sciences",
Second Edition, McGraw-Hill Book Company, New York, 1975.
PART II
DEVELOPMENT OF ANALYTIC TECHNIQUES
For the proposed system iswas considered that all of these factors
affect tunneling performance and, as such, must be included in the simu-
lation of the construction operations if this system is to be used for
managerial planning.
In addition to these capabilities itwas felt that the mode of
operation of the Tunnel Cost Model--where a single simulation corres-
ponded exactly to a single cycle--was rather restrictive. Rather the re-
quired structure had to be capable of simulating activities occurring
in a specific period of time (such as a 24 hour day or a 5 day week),
a specific advance (one station in the tunnel or any given length of
tunnel), or a production phase (one or more cycles or rounds). More-
over all of these operations ahd to be done under conditions of
geologic uncertainty, breakdowns, variations in productivity, and the
like, which would significantly modify the way inwhich the activities
could occur.
Before proceeding with the development of the system, different
104
CONSTRUCTION MEFTHOD
SHIFTS
HOURS & COSTS CROSS SECTION
SIMULATION
CONTROLS
NETWORK
I.........
DRILLING EQUATION
LIST OF APPLICABLE
VARIABLES
Where:
T LAYOUT FACE Time to layout the face
L FACE HOLES Length of shot holes to be drilled
N FACE HOLES Number of shot holes to be drilled
DPR FACE Drill penetration rate at the face
(feet/hour)
N FACE DRILLS Number of drills used
T MISC FACE Time to do other miscellaneous acti-
vities
C BIT STEEL Cost of the drill bit
BITLIFE Life of drill bit in linear feet
Figure 4.4 Equations for Face Hole Drilling: Time and Cost
109
C = 32 * 10 * 25/400 = $20
0 0 0
0 0 0
6 0 6
Load Mobilize
Dewatering
Figure 4.2 Network Representation of a Construction Cycle in the Tunnel Cost Model
8ýAM SqIFT- OPFRATTONR
nAY ~11·~11
1_·1· -I.L- ·I-.- ·-~---- 4,PM
B 13
A KB 21
C 14
r
I
A B 2 A B 33
31 32 3
'. ~
_,- _________.~
4'PM SWING SHIFT OPERATIONS 12'PM
FIGURE 4.7 REPRESENTATION OF THE OPERATIONS IN A TWO-SHIFT DAY
114
unfinished operations from the day shift will be completed by the swing
shift before that shift proceeds with its scheduled tasks. Finally, if
a substantial problem occurs in either the day or swing shifts then
remedial action may cause delays in several subsequent shift, both
day and swing. None of these contingencies and situations are well
accounted for in the network in Figure 4.7.
The solution we are looking for is shown in very concise form in
Figure 4.8. We would simply like to control the performance of cer-
tain groups of activities depending upon which shift iscurrently per-
forming work. Furthermore, we would like to control not only the initi-
ation of these activities, but also their disposition ifa shift change
occurs before the activities have been completed.
Figure 4.8 therefore shows two possible options we would like to
have. In one, where we "begin" activity C only during the day shift,
we assume that if the activities following activity C are not completed
by the end of the day shift, then the swing shift will finish them prior
to a new cycle of work. On the other hand, if our intentions are that
the activities following activity C should be performed only by the
day shift, then we would like to have the network suspend performance
of these activities during the swing shift and resume them in the next
day shift.
This example isonly a specific instance of much more general
modeling capabilities that are desirable in a tunneling management
information system. Inthe following sections we would like to develop
these general network capabilities further, assuming that networks
115
* 0 6
BEGINNING DO ONLY
DURING DAY DURING DAY
SHIFT or SHIFT
116
Oaay
L. iuur
f. Stage five
DE
b. Delay Specification
Float
c. Stop Specification
,P** cannot
proceed
TIME:
1. Time of day
2. Total of hours elapsed construction time
3. Number of hours remaining in a given shift.
4.3.3 Example 1
For a better understanding of the use of these various network
controls let's look at Figure 4.11a. Two separate network branches are
specified. The top branch denotes the activities of the production
*This is considered the maximum value at which the control will operate
and is not taken as a precise figure.
EXCAVATIONV SHIFT
--
N)
I
I
CONTROLS
1-2 Delay until 2300 hrs. and activity 1-3 is finished
1-3 Stop if time is between 2300 hrs. and 700 hrs.
shifts (day and swing); the lower one, the gravelyard shift. The
graveyard shift is scheduled between hours 2300 (11:00 PM) and 0700
(7:00 AM). Inthe case where the swing shift does not finish a full
cycle or round, the graveyard will take over and finish, and then
proeed with assigned maintenance tasks. However, the graveyard shift
will not begin a new excavation cycle. This situation ismodeled as
described below and is shown in Figure 4.11b.
A network of construction operation for both production and grave-
yard shifts.is defined as in Figure 4.11a. A time-related STOP control
is placed on the production activities between the hours of 2300 and
0700; a time and activity related DELAY control, on the.graveyard shift
activities. This network will be analyzed as follows:
The network starts at 0700 hours. The graveyard shift is "delayed"
while tunnel production proceeds. At time TA the production cycle has
finished, but since the time is still less than 2300, another production
cycle is started and the graveyard shift is again delayed. Simulation
of production cycles continues until time = 2300, when the graveyard shift
maintenance activities could start. However, assume that the path fol-
lowing activity 1-3 has not been completed; that is,the production cycle
is partially complete. Because our STOP control is based not only
1200 2300 24p0
I 7q0
I - ---- P
B& •
Iq
\DELAY ,DELAY
-,---,,,,,,,,, -, 1
,,,,,,,,,,,,, ,,- ,,,, .- ,,-- ,,-
on the time of day but also on completion of activity 1-3,* the simula-
tion of tunnel production continues until it finishes at time TB. Then
the graveyard maintenance operations start. The continuation of main-
tenance operations may or may not proceed beyond 7:00 AM depending on
what other controls are specified in the network.
4.3.4 Example 2
As a second example of the application of these controls, let us
refer again to the example, introduced earlier in Figure 4.8. There we
assumed that a manager desired to control the initiation and the disposi-
tion of certain tunneling activities, depending upon the shift currently
working.t
In the first case shown in 4.8, the manager specifies that activity C
must be started only during the day shift. Presumably ifall the activi-
ties following activity C are not finished at the end of the day shift,
they can be completed by the oncoming swing shift.
This situation can be modeled ina straightforward fashion by as-
signing a STOP command to activity C as shown in Figure 4.12a. The
STOP control will assure that activity C will be begun only if the current
*And from the way the controls are defined not only on activity 1-3
itself, but also on all activities following 1-3.
tIn the following discussion we focus on the lower branch activities of
Figure 4.8 beginning with activity C, and assume that the other activities
A, B, ...are analyzed concurrently in normal CPM fashion.
128
&. 0
~
* a o
ýj I JI I .
q 00 4.
DELAY IF COND I
DELAY IF COND
w0
# a 0
KSTOP
IFCOND
STOP IF COND STOP IF COND
4.4.2 Time
The network routine incorporates a simulated 24-hour clock to
monitor tunneling progress on an "hourly" basis. Therefore the mana-
132
during which each shift will be active. The sums of the times for
each individual shift cannot exceed 24 hours.
In addition to this scheduling information, managers may also
provide cost information relating to labor and equipment* in that
shift. Costs for labor are indollars per working hour at the face,
and reflect crew size, crew composition, wage rates, fringe benefits,
union agreements, and other factors (e.g. travel time to face) affec-
ting total amount per actual work at the face.
Equipment costs are separated into operation and rental expenses.
Equipment operation costs are on a unit working hour basis and include
fuel, tires, lubrication, and repair parts.
Equipment "rental" costs, also on a unit time basis, refer to
the indirect variable expense incurred in renting equipment for the
work, or to the equivalent rental rate charged on equipment that is
owned and to be depreciated.
To place the network routine within the same environment as that
at the jobsite, the manager must initialize the routine's 24-hour
clock to whatever time is considered "the start of a day's work."
The clock will then be set to this value at the beginning of the first
simulation, prior to beginning the first work activity.
Finally, in related matter, consider not what may happen in sub-
sequent simulations. Assume that a network will be simulated on a
time basis of one day. Inthe first simulation, the network completes
4.7 cycles, stopping in the middle of the fifth cycle as the time limit
is reached. Ifeach subsequent simulation begins again with the first
activity in the network, there isthe possibility that the results
of all simulations will be biased ifthe activities toward the end of
the network are consistently not reached during the cycle.
To eliminate this bias, the network routine allows the manager to
specify a RESTART option. IfRESTART is specified, the network routine
will begin each new simulation at the activity at which the previous simu-
lation is completed. Inthis way biased results in one simulation will
be counterbalanced by offsetting results in another simulation, assuring
a more accurate estimate of progress, cost, and time.
nel, and are organized ina frequency distribution from which a mean
value for each parameter--time, cost--will be obtained. The scheduler
(described in the next chapter) will use these mean values as input to
the simulation of the construction of the tunnel project.
Figure 4.13 shows the different steps followed to obtain the re-
sults and the reports produced. The model uses the network establish-
ing the construction process, the equations, the input for the vari-
ables, and other required information. It assembles it in the method
simulationandproduces one set of time and cost results. From this
process the user can obtain a detailed construction repor.t. This pro-
cess is repeated several times, each time yielding a time and a cost
and ifdesired a detailed report. When this process iscompleted, the
set of results for one given geology are classified and the histogram
along with the mean values are calculated. The model saves the mean
values to be used later and can produce the histogram report that will
also include the mean value calculations.
With the detailed construction report, the user can analyze the
time and cost of individual operations in the method. An example of
this report is included in Figure 4.14.
This information is particularly useful where a new process is
being considered, where a new network was developed, where the user
is trying to obtain some balance between activities in the cycle and
in general where more insight into the process isdesired.
138
PROCESS REPORTS
GEOL
N. ft CLCCI C4"ST ACVAt.CE ASH TIME ASh COST ADD COST COBSENI
ICli iEALIZ.DP
ACIIV[ii R5ALIZP ST 11.31 5.99
1(19 9.32 1.31
ACTIVXYIT 2ALIZiE ST.AS21 9131.96 5.99 27.35 639.84 CBILLING A
15CC 8.31 9311.69 11.98 0.00 0.00 179.73 ADVANCE BOTH
NCiF .EALIZ--L 9311.69 11.98
ACIIVL71 RAkLIIZE0 5.AS12 9.4C SSC.CCO 11.98 1.38 0.00 678.31 BOCKING E
CIE1 3iALIZE3 19 9.40 99SC.00 11.98
AC'LidifY LALCEOD 175c 11.88 1C950.410 11.98 1.48 273.33 727.08 LOAD ELAST A
NCllil LALIZzD 33 1C.8d 109 C. 40 11.98
ACTIVIlTY REALIZED 3.A 12 1i 15 12.26 116tE.71 11.98 1.38 0.00 678.31 BUCKING A
ACIIV:TY ALALIZSE 9.60 11770.11 11.98 0.21 0.00 101.40 ACIANC! JUOBC A-E
NCLi dEEAL?.Z 9.60 1177C. 11 11.98
ACTIVI TY iAPLDZ 1754 10.91 124j7.31 11.98 1.31 27.35 639.84 uRILLING E
NCLE 3iALIt0D 10.9 1 12437.31 11.98
1923 12.39 134-7.71 11.98 1.48 273.33 727.08 LOAD & ELAST B
12.39 13437.71 11.98
AClIViI STOALIZ-D 23C 1 16.02 15217.C01 11.98 3.63 0.00 1779.31 DELAYS
ACIIVIIt REALIZEZ 1q35 12.60 15318.41 11.98 0.21 0.00 101.40 ACT JUMBO B-A
uCI& i'ALIZLL 7,) 16.32 1531E.41 11.98
ACIIVIII SEAIZPPUD ST. AS82 15CG 8.01 15318.411 11.98
AC1IVIII SI"PPED ST. AS55 ISLO 11.98
8.012
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0.005 I* I 1 I I
1 I· I I I II II I •
1 1.3
*
TZEE (100 8) 6.35 6.40 6.45 6.50 6.55 6.60 6.65 6.70 6.75 6.80 6.85 6.90 6.95 7.00 7.05 7.10 7.15 7.20 7.25 7.30 7.35 7.40 7.
45
COST(10000 5) 31.14 0.0025.12 0.00GO 0.0C35.68 C.CO 0.00 C.00 0.00 0.00 0.00 0.00 0.0037.2036.36 0.00 0.0044.8945.01 0.0051.65
LABCR(10000 5) 53.29 0.0053.13 0.00 0.0C56.71 4.00 0.00 C.00 0.00 0.00 0.00 0.00 0.0057.0857.49 0.00 0.0059.4661.19 0.CC61.91
EQUIP (0000 S) 37.78 0.0037.79 0.00 0.0040.16 0.00 0.00 C.00GO 0.00 0.00 0.00 0.00 0.00*0.5440.71 0.00 0.00142.1643.49 0.00*14.09
BAT(10000 4) 40.07 0.0034.2C 0.00 0.0041.82 0.00 0.o00 C.00 0.00 0.00 0.00 0.00 0.0039.5938.17 0.00 C.0043.274C.39 C.CC4S.65
OVERALL SInS 10 EAIN_TIE 686.23 813_TIRE 634.71 R1ATI8ME 745.29 ADIANCE 123.96
fEAmCCS51379116.00 818 COST1288a37.00 8Ai COST1485996.00 CS AREA 495.86
141
0.511
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REFERENCES
1. Numerous books and publications dealing with CPM/PERT exist.
Two books are recommended:
Autill, J.M. and R.W. Woodhead, "Critical Path Methods in Construction
Practice." Second edition. New York, Wiley Interscience, 1970.
Moder, J.J. and C.R. Phillips, "Project Management with CPM and PERT".
Second edition. New York, Van Nostrand Reinhold Co. 1970
2. Pritsker, A.B. and R.R. Burgess, "The GERT Simulation Programs:
GERT III, GERT IIIC, and GERTS IIIR." Virginia Polytechnic Institute,
Department of Industrial Engineering, 1970.
3. Fondahl, John W. "ANon-computer approach to the critical path
method for the construction industry". Second Edition, Department
of Civil Engineering, Stanford University, Stanford, CA 1962.
4. For a better description of the way the user may assign values
to the variables, consult: Suarez Reynoso, S. and Gray D.J.,'
Tunnel Cost Model: Users Manual", Department of Civil Engineering,
Massachusetts Institute of Technology, Cambridge, MA, 1975.
5. An example of the geologic representation can be found in:
Lindner, E.N., "Exploration: Its Evaluation in Hard Rock Tunneling"
Unpublished Master's Thesis, Department of Civil Engineering, MIT,
Cambridge, MA 1975.
6. A discussion of this type of analysis of the results can be found
inWyatt, R.D. "Tunnel Cost Estimating Under Conditions of Uncertainty,"
Department of Civil Engineering, MIT, 1974. pp. 190-196.
CHAPTER 5
DEVELOPMENT OF SCHEDULING CAPABILITIES
5.1 INTRODUCTION
Inthe previous work done on the Tunnel Cost Model, some
scheduling capabilities had been developed that enabled the user to
simulate the excavation, support, water control and probe drilling
operations within specific headings ina tunnel alignment. The
scheduling however was limited to the definition of headings and
of mobilization and demobilization periods which could be related to
a given heading.* The possibility of establishing relationships
between headings was limited to meeting headings,+ as well as some
initiation dependencies between headings.
The overall Tunnel Cost Model structure, however, produces results
that can be of great use as part of a planning and control system.
With the capability of simulating varying conditions in the geology,
the Tunnel Cost Model can simulate a very large number of possible
tunnel geologic profiles. These profiles, combined with the construc-
tion methods results, produce an estimate of the construction time and
cost for the construction of each profile. The end result of combining
all of these results isa time-cost distribution for the tunnel.
Through the analysis of this distribution, a manager can evaluate the
*For more detail consult [1].
tThe term "meeting headings" represents two construction headings ad-
vancing Inopposite directions along the same alignment that will en-
counter each other.
145
146
the network diagram, and (3)defines the reach of tunnel where the
activities are to take place.
The network is formed using activities and nodes. Each activity
will have a time and a cost associated with it. The scheduler
will then process the network-following CPM/PERT rules--to obtain a
total time and cost for the project.*
MIUUL'-IiA 1UULE-D
270 + 00 500 + 00
!EOLOGY: G
REACH LIMITS
1 0 to 115
2 115+00 to 140+00
3 140+00 to 185+00
REACH LIMITS
-F--
1I 0 to 20+00
2 20+00 to 40+00
3 40+00 to 60+00
4 60+00 to 80+00
5 80+00 to 100+00
b. Geologic Conditions
GEOLOGY
GEOLOGY
b) Calculations
ACTIVITY TIME COST
DELAY EAST 65
EXCAVATE WEST
From 38500 to 18000 585 2,665,000
From 18000 to 16000 83 370,000
From 16000 to 15000 28 130,000
TOTALS 696 3,165,000
EXCAVATE EAST
From 000 to 7000 200 910,000
From 7000 to 9000 83 37,000
From 9000 to 15000 171 78,000
TOTALS 454 1,358,000
LINING FIRST PHASE
From 38500 to 15000 335 3,642,500
LINING SECOND PHASE
From 15000 to 0 214 2,325,000
t= 65
(A
0
I-
H
(A
FREY GULCH
STA.
ACCESS SHAFT
c+
-h
m CONTININAL
cD
DIVIDE
=C
0i
-I
O
CL
O
0
0* BRUNO GULCH
cr
C+
-. j
(I.
(n -4
a
--I
C 0
CD
m 0
4 L
8
O
L9L
162
PREPARATION EXCAVATION
1. West Portal Preparation 5. West Portal Heading
2. East Portal Preparation 6. East Portal Heading
3. Excavate Access Shaft 7. Dillon Heading
4. Excavate Surge Chamber 8. Grant Heading
delay inone will affect the advance of the other. In short, the
parallel lines imply that grouting (13) will follow-up arch lining
(12) very closely. Obviously, however, grouting cannot overtake
arch lining should the lining activity be delayed for some reason.
A continuous time or distance dependency could be said to exist
between them. Such a dependency cannot be established easily in a
network, and at best could only be approximated.
These two examples show the need for additional non-network
scheduling options, particularly where an extensive system for
planning and decision making is to be developed. In fact, it turns
out that several types of such dependencies are desirable. These
dependencies relate to real time, distance between activities, posi-
tion inthe tunnel, and encountered geology. Examples of their use
are described below.
t=3
fA
%t30
-7
1- t1,
When planning the tunnel, the user should consult the report
produced by the scheduler* to analyze the performance of these con-
struction activities. Ifa large number of delays are being generated,
the user may adjust planned advance rates, delay the start of the
following activity, or insome other way modify his planned schedule to
improve the cost or performance without delaying the overall project.
As with the other non-network options, this one can be applied to
any two activities regardless of their relative position in the network.
crews, and other alternation related factors, but rather will use
the construction results produced under alternating assumptions to
simulate tunnel construction. Construction simulation will be control-
led by options developed specifically for the alternating arrangement
to account for conditions that disrupt the arrangement. These controls
are described below.
Distance Control
With crews and equipment traveling from face to face to perform
the operations, the distance between the faces becomes a critical ele-
ment. Increased distance implies increased travel time, to a point
where the initial efficiency of this method is lost.
To account for this fact, the alternating arrangement can have in-
cluded in ita maximum distance constraints. When the distance be-
ween headings isgreater than the maximum, the arrangement will cease
and the scheduler will switch to independent crew activities at the two
faces.
Geologic Exceptions
The alternating arrangement performs efficiently as long as the res-
pective cycle times remain in relative balance. However, ifan unfavor-
able geologic situation is encountered that upsets this balance, the
arrangement will be disrupted. The alternating option, therefore, per-
mits the user to specify a set of geologic conditions for which the al-
ternating arrangement is no longer valid. Whenever one of these geolo-
173
Revert to Alternation
It isconceivable that after an adverse geologic condition has
been traversed using double crew operations, the crews could return
to the alternating arrangement to recover some efficiency. The scheduler
has included among its capabilities an option through which the acti-
vities will return to alternation as soon as the particular geology is
traversed.
TUNNEL GEOLOGY
ment that will affect the time and cost performance of the project.
Once the geologic conditions of one profile have been analyzed,
the user will want to observe the effect that these conditions had on
the construction of the tunnel. For this, the user can obtain a full
construction report for any particular simulation showing how the con-
struction operations took place. This report includes, for every
geologic segment, a summary of the geology (Figure 5.13a), the length
of tunnel where the operation took place (5.13b), the particular cost
and time for that operation (5.13c, 5.13d) and the cumulative totals
(5.13e). The results are grouped by activity so the user can recreate
the simulated construction ineach activity; and by the combined use
of these results and the network, he can analyze the interactions be-
tween activities.
Included in this report are delays that arise in the activities as
a result of the scheduling options used--such as parallel, alternating
or meeting. Also shown are the effects of those activities whose time
and cost were input directly by the user.
The time-cost distributions present a summary of the individual
time and cost results. Each point in this distribution (Figure 5.14)
represents a particular combination of time and cost obtained in one
or more simulations. Numbers depicting points on the distribution show
the number of individual results having that combination of time and
cost. The cigar-shaped distribution indicates a high correlation between
total time and total cost of construction. The distribution itself is
TESTS MEt SINULATION 2 aON I
CAPITAL COSTS to
II
380 II Ial
So
I I MI It I
3- 1 11 1
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y 9 3 I 111 12 1t Ill2l3
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8 266- 1 111221 113 1
a N5 9*
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. 2I111s
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I
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I
I 1
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I a I 91
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I a
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• S..000 LI 24050a* 301 t 33 14 364 98
a3&-I 1t.6
I i
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180
a low cost, and an "optimum" approach obtained for the overall project.
The next chapter contains an example in the use of this approach
to project planning.
181
REFERENCES
183
184
185
186
Geologic Tree
The geologic tree used in this study is formed by the use of two
rock characteristics: quality and water in-flow (see Figure 6.3).
-- A
85 ox
88
uv
A. Stal
B. Double Trar.k
Track
. B
Double
T
I
Singl
-II
C'\'
I-I
.-I- '
I-I\
Rock Tree
MEDIUM
LOW
GOOD
HIGH
LOW
VERY HIGH
LOW
HIGH
.07
.20
.12 .
.08
.15
.35
11•EOSI
S1 TO 61CMI981EII S•lAPLIs I 1ALT
-- -
TLADVACS iJUlso LD1 JUMBO I 10.00 15.00 20.00
KEY
Double Track Tunnel
Single Track Tunnel
Station Tunnel
Alternating Crews
v advance
r - I
Rockbolts Bench
I
Drilling
~m~J
F-
SCUOCE STAIESENTS:
STBTNBB LVL SOUBCE
quality, low water) while Figure 6.11 is for end node 3 (Medium Quality,
High water). Variations exist inthe shape of the scattergram and
in the mean values obtained, with the better performance occurring for
end node 2. Figure 6.12 shows a simulation trace for this method, where
the individual costs and times for the various operations are presented.
NARE CLCCK TIME COST ADVANCE ASH TIME ASR COST ADD COST COMMENI
STEEL
EQUIPMENT UTILITIES
SCURCE STATFMENTS:
ETiCD: 1 L ECi.(
L I5: iC t
EVENT b••A LLCLK T AIFE CCSr ALVANCh ASR TIME ASE CGST ADD COST CONENTI
MEUhCR• •f•hiD
l FULL_ kALE 0.00 C.CO C.CO
IMCLE EALIZEL" ST 3.30 C.00 0.00
ACIIVII ERkALIZ-iL ST.ASe2 EIL 1.28 4SE.8C 0.CC 1.28 25.65 453.14 DRILLING
i
bCl BRAL12ED 13 1.28 478.80 0.00
ACTIIITT REALIZED 10. AS C tLt 1.28 EE4.62 5.72 0.00 0.00 85.83 AEVANCE
lCIE REALIZED 20 1.28 514.62 5.72
ACIIVITI REALIZED 20.AS, 9EC 2.84 1384.4C 5.72 1.56 264.66 555.11
VICLE REALIZEC 33 2.84 13-.I164C 5.72
ACIIVITY REALIZED 3. As 12 11CE 4.0C9 1829.23 5.72 1.25 0.00 •1444.83 8BCKING
*CL• REAL2IED 50 4.09 1E;8.23 5.72
ACIIVITT REALIZED 50.AS2C 1547 8.79 3455.22 5.72 4.69 0.00 1665.98 LELATS
CLIE REALIZED . 60 E.79 34155.22 5.72
ACSIVItl STOPPED S¶.AS55 7CC 0.00 3495.22 5.72
ACIIvIlT STOPPFD ST.AS82 7CC C.00 3455.22 5.72
SCUBCE STATEMENTS:
C. 11?4
0.119
C.112
0.109
3.135
J.10C
2.100 *
*
0.697 a
0.094 S
0.091 *
0.08ii *
S
C.085 S
*
C.C82 a
0.079 S
0.076 *
3.017 S
0.070 *
*
C. 3b4 *
S
*
*
*
G.05•1 *
*
*
a
*
S* 4.
0.039
C.C 36 S
0. 13 *i 4 5 * a
*
C.330 5 5 S S
84, * a
0.027 * 5
S
G.0C24 * * * S .4 *
0.021 * 8 4 4 S
*
C.0 ti a S
C.'31
0.015
*" * * *
* *
S*
*5 *i
(.012 *
* S S *
I *'b I * *
0.02
C.u 3( * i S *
C.033 I SI • .I i
I* l I
• I I IS IS
l0P0(10000 1) 1.33 1.22 i..-L 1.j31 1.35 1.56 C.CO 1.63 C.CO 1.69 '1.72 0.00 1.77 1.84 1.87 1.98 0.00 2.07 .C.00 2.22 2.18 2.22
1.51 C.47 J.4, 0.52 r.-.3 .oO 0.03 0.63 (.C0 O.b4 0.66 0.00 C.68 0.71 0.72 0.76 0.00 0.79 C.00 0.85 0.83 0.85
A VFT(100Is) -..
. 4QG.33 -.-1 34 C.31 C.39 (.03 0.41 C.CO 0.36 0.47 0.00 C.44 0.44 0.45 0.48 0.00 0.48 0.00 0.53 0.54 C.58
0V FPA LL, Sii l An 1 t~ 26.47 lb1 li•k 18.02 AiX TIBE 37.08 AiVANCE 12. 6C
iiA.A LC3i 27445.87 Nib COS! 23748.97 NAX COST 31683.63 CS AREA 245.99
216
SOURCE STATEMENTS:
Drift 1
Drift 2
nriii chn-tA\
Drift 3
Drilling (B)
Muckinq 5
k 7
3 Delays (
Figure 6.27 shows the listing of the activities and the conditions
controlling the advance to reflect these scheduling options. The
results are shown in Figure 6.28: the mean advance rate 4.30 feet/day
and the cost $11,125/feet. Figure 6.29 includes the first and the last
page of the detailed construction report showing the various simulation
controls used on the activities and the fashion inwhich they were execu-
ted as the simulation progressed.
225
DRIFT 1
Stop when advance is greater than 120 ft O
DRIFTS 2a,2b
top when advance isgreater than 120 ft. a
DRIFTS 3a, 3b
top if advance is less than 60 ft.
Stop when max length isexcavated
DRIFTS 4,5,6,7
Stop ifadvance of Drift 1 is less than
120 feet or the maximum length has been
advanced.
SOURCE STATEMENTS:
STBTNBR LVL SOURCE
MEtICD: 3 iEOLCG1ES: BC
Figure 6.29 Detailed Construction Report For Multiple Drift.
EVENT MA E LLCC Cot A. VA I. .t. :A 'itjiI) L O a C.017T (C7uil. NIT
--.
Geologic
CharaCteristics Cost Advance
Quality Water $/ft. ft./day
GOOD MEDIUM 4300. 5.45
GOOD LOW 3940. 6.00
MEDIUM HIGH 5600. 4.28
MEDIUM MEDIUM 5280. 4.80
MEDIUM LOW' 4700. 5.00
LOW VERY HIGH 6540. 3.42
LOW HKH 6100. 3.75
Geologic
Characteristics Cost Advance
qualityk Water $/ft. ft./day
GOOD MEDIUM 480. 21.82
GOOD LOW 450. 22.85
MEDIUM HIGH 550. 17.77
MEDIUM MEDIUM 520. 19.67
MEDIUM LOW 507.50 20.00
LOW VERY HIGH 1428.00 20.74
LOW HIGH 1214. 23.01
START NODE 1
STOP NODE 2
STATIONS FROM 99+00 99+00
DURAT ION 4 15.00 120.00 T75.00
COST 0 0.00 0.00 0.00
START NODE I
STOP NODE 3
STATIONS FROM 25*00 2500
DURATION TINE 4 60.00 100.00 150.00
COST 0. 0.00 0.00 0.00
ACTIVITY STATION
START NODE 2
STOP NODE 4
STATIONS FRON 99+00 92+00
WORK HOURS PER DAY 24.00
ACTIVITY OUTBOUND
START NODE 4
STOP NODE 5
STATIONS
TO MEET
FROM 92+00 TO
ACTIVITY INBOUND
40+00 DISTANCE
STOP WHEN ACTIVITY INBOUND IS AT STATION 53*00
WORK HOURS PER DAY 20.00 CONTROLS
ACTIVITY INBOUND
START NODE
STOP NODE
STATIONS FROM 25+00 TO 92+00
TO MEET ACTIVITY OUTBOUND
STOP H1EN ACTIVITY OUTBOUND IS AT STATION 63+00
WORK HOURS PER DAY 20.00
237
3 541
I REPORT ISTANDARO SCHEDULE 1 1
538 - 1
531
S t I a 12 II It I
i I
I 1
I 11 1
514- 51 1 1 1
1 111 1 1 B
I I I 1 1 I
53 5 I 1 1 2 111t 1 1 I I
I
B 1 21 1 2 1112 1211 1
5 2- 11 11 2 t1121 1 21 111 I1 1 B
N I 1 1 2 21 I
SI I3 l 2 12
63 496 I 1 1 2 11 1 1 21 2 1 I1
I 1 1 112 1 1 I 1
K 9 -
490 I 1 1 1 1 1 2 1 1
I 11 1 1 1 1 211 1 1
O I 12 11 1 1t 2 L B
A 65 434 I 1 121 1 11 1112 11 I t 00
V I I I1 i 1 1 I
S 4I7- 21UN 1 3 1 1 11 GI 11I2
I 1I 11.
I 1 1
II111 1 1 I 1 I
43 473 B
I , i 1 I 1 1 12I 2 .1
'466- 1 1 1 1 1 I I
.I 1 I 11 1 I 2 1 1 1
I 1 1
I 11 I 1
41 '.0 II 1 111 1 1 2 1 111 1 1 1 B
4O54 2 1 "
I 11 1 1 1 B
I B
S 449 I I II I I
I I
442- I
I B
B I
I I 1 I
I
30o t------t----I-----I--------*-*-1 - --- I
9.000 9.400 9.a0O 10.200 10.600 11.000 11.400 .00 12.20l 0 1.00 13.000
COST IN
MIUJE 2 15 47 5'4 34 68 23 6 1
MILLIONS
RMEAM 9.321 9.605 10.042 10.419 LO.806 11.190 11.561 11.894 12.545 0.000
OF DOLLARS
TOTAL
a 17 I
-
I12 I1
I3
I
I I
Inu 14-II I2 l
I
.1
I
I 11
33 149 I
I 1 2222 23
I
I
I 1
11 I I
141121 21 11
40 143 I
I 1l121 3 1
I 21213 51 1I
I 23 41 2
00 17? $24 2143
5
I ii , 2I2
42412 2 2
I 4 12
I £44 6
69 131 Is1 2
I 1. 4 3 I
44 12S I 2 - I
19 I
122- St
III 33 $ II
3
ii22 III
I S
I
I Ia
IIOl.***-,I--~l-$ 1--t-t*W--U·YI)T---t---t--1
2.000 2I200 2.400 2.61 .I000 3.0*00 3.200 3.400 3.00 3.000 4.000
COST iM
MUNSER 10 i87 00 So IT 5
NILLIONS
MEANm 0.00 . 0.000 0.000 2.709 2.924 3.09? .314 3.418 3.6179. .05
OF OOLLARS
sun OF ACTIVITIES STATION
I REPORTuSTANlARO SCHEDULE
4420- B B
I
460 I- I I I
1s 446 I 11
T I 2 1 1 I
S420 - 112111 1 11
I 2 II 111
11 II 11
E I 11 1 IlI 111 C1
S 4I Ii 21 21 221 131 1
I I 1112 1 It 2 1 2 121I I
N 400 - 1 11211 21 2111211121111 1 1 I I
| 2 111 12 11 1 12 2 2 1 I
0 I 2 213 2 1 1 2211141111 11 1
A 112 390 B S 1 1 21 3 11 12211 21 B
T I 1 11 2 3214 1 1 1 1
S 3300-
I 3
11L
111 1 11
2111
1 2
11
1 1
111
11
1 11
I
I 12 3 1 11 1
56 3T1 B It I 11
i 3 I B
360 - I 1 2 1 1 11 1 1
I. I1 2 1
I. I I I I
25 S31 I
SI1
I
1
I
11
I
340- I 112 11
I I
320- B
2 312 I B
B B
300 *--- B--- I---B-I -- ....--I---.-------
2.000 2.400 2.800 3.200 3.400 4.000 4.400 4.800 9.200 .400 4.000
COST IN
NUMIER 2 14 41 42. o T75 12 6
MILLIONS
MEAN 0.000 20.48 3.099 3.401 3.830 4.208 4.5t4 4.972 5.SeS 0.000
OF DOLLARS
SUN OF ACTIVITIES INSOUNO
*The geologic condition indicates "RO 4 7", the last number being the
end node, which in this case represents the low quality high water
combination.
242
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TOY AL
REFERENCES
CHAPTER 7
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
7.1 SUMMARY AND CONCLUSIONS
The elements developed inthis tunneling planning and control
system constitute a powerful set of tools that can help the tunneling
manager inthe evaluation of the project tasks. The flexible simulation
of construction activities and the project scheduling capabilities com-
bined with the probabilistic treatment of the geologic conditions aid
to gain insight into the possible outcomes that can be obtained. The
range and distribution of results when combined with analysis techniques
help the user perform risk and uncertainty evaluations.
The special characteristics of the system make itmore attractive
to use than other planning systems. The terms and mode of operation
closely resemble the usual practices in tunneling and, as described,
its orientation gives the tunnel manager more usable information
than other systems.
In specific application, the construction simulation gives the
manager or engineer the possibility to analyze multiple approaches to
the execution of the construction operation inside the tunnel. For one
method, the advantages to be gained through redesign of tasks and
procedures can be readily analyzed and evaluated.
Interms of scheduling alternatives for the overall project, the
user can easily restructure the approach taken and evaluate the effects
of the decision. Through repetitive analysis of the same tunnel., a best
268
7.2 RECOMMENDATIONS
The techniques developed in this work are but one step in the
development of a full-fledged information system, as they do not even
constitute a complete set of analytic techniques. Much work is still
needed in various areas:
a) In the area of resource planning and control a better treatment
for the labor component of cost is essential. The survey
pointed to labor and, in general, to human resources as one of
the top priority items to be controlled. Future development
should be concerned with creating a labor structure that can
be used in predicting requirements for labor and controlling
productivity and costs.
Other resources as equipment and materials should also
be considered in planning and control as more expensive and
sophisticated equipment is brought into production and as the
costs of materials continue to escalate.
b) A more explicit treatment of indirect costs is warranted: over-
head costs support facilities, non-productive personnel and equip-
ment, and other similar costs should be analyzed in more detail
269
BIBLIOGRAPHY
Gorry, G.A. and Scott Morton, M.S. "A Framework for Management
Information Systems" Sloan Management Review, Summer 1973.
Hamilton H. William "Role of Tunneling Machine" the 1972 Rapid
Excavation and Tunneling Conference (RETC Proceedings p. 1108
Volume 2). 1972.
Harza Engineering Company; A computer program for estimating costs
of hard rock tunneling. Prepared for US Department of Transporta-
tion, May 1970.
Haslett, J.W. "Total Systems--A Concept of Procedural Relationship
in Information Processing." In: A.D. Meacham and V.B. Thompson
(eds.) Total Systems, New York, American Data Processing, 1962.
Kenneva, W.J., "Structuring and Managing a Management Information
System." Data Management, September 1972.
King, W.R., "The intelligent MIS--A Management Helper, Business
Horizon, October 1973.
Lanefors and Kihlstrom, "The modern technique of rock blasting",
Second Edition, John Wiley and Sons, 1963.
Luthans, F., "Organizational Behavior", Chapter 19, Dyanmics
Applications, and New Dimensions, McGraw-Hill, New York, 1973.
Mintzberg, Henry "Making Management Information Useful",
Management Review, May 1975.
Moavenzadeh, F. et al; "Tunnel Cost Model: A Stochastic Simulation
Model of Hard Rock Tunneling", Department of Civil Engineering, MIT,
Cambridge, MA, 1974.
Moder, J.J. and C.R. Phillips, "Project Management with CPM and PERT".
Second edition. New York, Van Nostrand Reinhold Co., 1970
Nie, H.H. et al, "SPSS: Statistical Package for the Social Sciences",
Second Edition, McGraw-Hill Book Company, New York, 1975.
Parker, A.D. "Planning and Estimating Underground Construction", Mc-
Graw-Hill Book Company, New York, 1970
"People contact counts more than computers", Business Week, May
4, 1974.
Pickey, E.R. and N.L. Seneuis (ed.), "ATotal Approach to Systems
and Data Processing", In: A.D. Meacham and V.B. Thompson (ed.s)
Total Systems, New York American Data Processing, 19762.
272
APPENDIX I
QUESTIONNAIRE
2. Indieate the thue moat impottant and the thAee Leaat impo'ttant aueas o6
Pro ect Related Information which you 6ee. a Management InboAmation Syste•
h/Ould p4vouide you. (Mo.t * M; Lea6t * L)
A. Cash flow H. Feet advanced
Breakdown giving I. Outstanding claims
B. Total costs .. Cost projection
C. Direct costs K. Cost overrun
D. Indirect costs L. Time projection
E. Receipts M. Time overrun
F. Profits N. Technical data
G. Safety record 0. Other ..............
(oveal
275
3. The 6ottowing Regional and Institutional Factors ad6ect coat and peA6toanJwce
oJ a ptoject. ImcUte the extent to whieh each Tactit typicaly .innluene4
yout decialona.
Extent of Influence. on Decisions
Considerable Intermediate Somewhat None
Availability of labor
Prevailing wages
Availability of materials
Transportation costs
Subsurface conditions
Statutes affecting work
scheduling
Statutes affecting con-
struction method ... ...
Safety codes
Contract documents
Insurance requirements
'Owner's contract admini-
stration record
Surface constraints
Other .................
4. Givuen that the techw.cat, econormi and, ina'tLt.t.ona aApect. oK a )poject
a~e ubject to aome unce/tainty, what contingencies 4houtd a management into'.m-
tLion 64atem be capabte o6 analyzing? Pieast indicate importance o6 each toplc.
Importance
Very Intermediate Somewhat
Somewhat
Alternative construction methods
Possible variations in subsurface conditions
Variations incost of money
Wage escalations
Increases inmaterials and supplies costs
Variations inproductivity
Delays inmaterials or equipment delivery
Alternatives to purchaseing equipment
(buy vs. rent)
Possible variations inmaterials quantities
Project scheduling alternatives /
Effect of uncertainties on cash flow
Other.......................................
__
276
7. Pteae,totate the most impoLtant management queAtion4 that you woutd tihe
an IllS to addlasL 4 equited in
and ana•e/t; whatt 6petAi data etements a0.e
eaoch deci.6on?
1.
2.
3.
4.
(oveA)
277
Ext--mely skeptical
Somewhat skeptical, will take proven system to convince
Undecided, want to know more about system capabilities first
Favorably inclined, willing to offer suggestions or guidelines
Ideas merits support, willing to use such a system
Corporate Officer
Division Manager
Project Manager
COVER LETTER
Mr.
District Engineer
John Doe and Sons, Inc.
0000 Doe Plaza
Omaha, Nebraska 00000
,Dear Mr.
Recently management information systems (MIS) have received
increasing attention in industry, and successful use has been
reported by several manufacturing firms. Inour opinion, an even
stronger opportunity for the further development and application of
such systems lies inengineering and construction.
Although there are many opinions as to what constitutes a manage-
ment information system, they all revolve about a central idea:
an MIS provides managers at one or more levels with timely sets of
facts on which managers can' base decisions. Assistance provided by
an MIS can be of two types. First, status reports--compilation of
events already accomplished that help to define or analyze problems.
Second, problem synthesis--the ability to structure a multitude of
problems and alternatives to help predict the future results of de-
cisions.
We believe that the engineering and construction fields could
realize significant benefits from such systems for the following reasons.
The construction industry involves unique projects located in various
geographic areas, implying diverse economic and institutional environ-
ments. These projects generate conflicting issues, often requiring
resolution quickly. Construction decisions involve potentially high
279
Fred Moavenzadeh
Professor of Civil Engineering
Enc: Questionnaire
FM/let
281
APPENDIX II
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IBPOUINCI
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BOd PCT ICORPORAT DIVISION PROJECT 80o
COL PCT I .TOTAL
0OI PCI I 1 I 2 I 3 I
3S12 ---------------------------I--------I
1 1 5 I 2 1I . 11
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TOTAL 37.0 25.9 37.0 100.0,
******* * * * * * C
.CROSST BULATIO OF * * * * * * * * * * * * * * * *
IBP HIGHEST PAYOFF LEVEL FOR ITPLEB!NTING BY POSI POSITION OF RESPOIDMNT IN COIPANI
*** * * * * * *q * *s* * s * * * * * * s * * * s** * * * * * * * ** PAGE 1 OF 1
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IIP - .---- I-------- I------I---------I
0 I 1 0 I 2 I 3
I 33.3 I 0.0 I 66.7 I 10.0
I 9.1 I 0.0 1 16.7 I
I 3.3 I 0.0 I 6.7 I
-I-----------------I-------I
1I 3 I 0 I1 I 3
CORPORATE i 100.0 1 0.0 I 0.0 I 10.0
I 27.3 i 0.0 I 0.0 I
I 10.0 1 0.0 I 0.0 I
-1--------I-------I--------I
2 I 5 I 5 I 2 I 12
DIVISION 1 41.7 1 41.7 I 16.7 I 40.0
I 45.5 I 71.4 I 16.7 I
1 l1.7 I 16.7 I 6.7 I
-I ---------I ------- I --------I
3 I 2 I 2 I 8 I 12
PROJICT 1 16.7 I 16.7 I 66.7 I 40.0
I 18.2 I 28.6 I 66.7 I
1 6.7 I 6.7 I 26.7 1
-I--------I---------I---------I
COLUaN 11 7 12 30
TOTAL 36.7 23.3 40.0 100.0
287
APPENDIX III
QUESTION 7
Please state the most important management questions that you would
like an MIS to address and answer; what specific data elements.are
required in each decision?
Work load vs. available staff.
Work load income vs. total expenses--on weekly or daily basis
Evaluations of alternative courses of action
Evaluation of importance (sensitivity) of various factors on outcome to be
expected (decisions). Inother words--evaluation of how critical a
high degree of accuracy anddependability may be for certain assumed
"facts" or estimates.
Whether the job iswithin budget.
Whether the job is on schedule.
At project level what is cost to date? What will final cost be? What
can we do to improve it?
Selecting work to bid. Has this type been profitable? Do we have the
people to do it? Isthe owner/engineer competent and reasonable?
Bidding work: what has this work cost in the past? What isthe rela-
tive cost or alternate procedures?
What is the return on assets employed?
What are the relative stages of completion of the various technical dis-
ciplines engaged inpreparation of contract documents?
What is the rate of progress ineach discipline?
Data and invoice costs on each item or account
Projected data cost vs. actual (by account).
Projected time/job limit vs. actual
Cash flow
History of costs
Projection of costs to completion
289
QUESTION 7 (continued)
What actions are trending to behind schedule or over budget at
early enough alert to permit effective corrective action.
I cannot answer this until I learn more about MIS and what its
capabilities are, but tunnel contractors need lots of help in
arriving at management decisions.
Evaluation of the risk of the subsurface conditions.
Evaluation of labor productivity.
New equipment application.
Cost control.
How are present projects progressing in relation to the established
budgets of labor, equipment, time and cost. Flagging of areas
where attention isneeded.
What resources (personnel, equipment and finances) are committed and
when will any of those resources become available for other work pro-
jects.
The economics of alternative scheduling of resources; i.e. multiple
shift operations, increased equipment investment, etc.
The economics of repair or replacement of capital equipment.
Cost control and projection.
Productivity records--man hours per unit.
Quantities--overruns, underruns, change orders.
Isthe project within budget at the present time?
Isthe project on schedule?
Will the project be completed within the budget based upon presently
known conditions.
Will the project be ready for operation based upon presently known condi-
tions.
290
qUESTION 7 (continued)
The system should feature a common base on which programs can be
developed to enable management to monitor, control, and adjust and
project any discipline, area effort or total effort in a timely manner.
Programs available should include % completion, manpower loading and
leveling, material control, schedule analysis, labor productivity, cost
analysis and cash forecasting etc. etc.
For any MIS to be successful, management must ensure there is total
support and acceptance plus technically competent personnel available
to spearhead the effort.
Management questions would be the obvious ones i.e. "Are we on schedule?
Are we within budget? What are the critical items on scheduling?
What are the critical items requiring attention? Must we divert addi-
tional resources? etc.
Project costs--labor, e.g. materials.
Current status of work: design ifdesign is the sole responsibility,
or contractor's progress vs. schedule ifmanagement or inspection is in-
volved.
291
QUESTION 8
What components of an MIS (e.g. accounting, project planning and schedu-
ling, etc.) does your firm have? Which of these do you inyour position
use regularly?
Technical data, planning and scheduling, staffing, budget estimate,
chronology of events. I use Technical Data and Planning Components.
All of the above are presently in our company system and are used regu-
larly.
Accounting, project planning, scheduling--use regularly.
Accounting, weekly project cost reports, cash flow projection I use all
regularly.
All components including material control and manpower loading.
We utilize accounting reports, schedules, planning reports, and status
reports within our organization and I use them all regularly.
Accounting only.
Accounting, cost control and projection, scheduling--use all of above.
Accounting only--we are in the planning stages of initiating both plan-
ning and scheduling which are important to the Engineering Department.
Project planning
Accounting
Projected cash flow, project planning and scheduling--I use all three
components regularly and have need for a more timely receipt of this
information.
Our firm iscompletely self contained as far as in-house MIS.
Accounting, cost control and analysis, scheduling, equipment usage--use
all.
Operating costs (hisotircal), production factors.
Project planning and scheduling, accounting, design-management--all
regularly.
292
QUESTION 8 (continued)
A management action report and a work-in progress report are issued
to project managers and directors bi-weekly to track job-related
charges and man-hours, and to compare them with pre-job budgets.
We consider all the factors you list in managing our work at the
project level deciding what work to bid and preparing bids. I use
those applicable to deciding what work to bid and bidding.
Accounting--used regularly.
Accounting--both job cost and all projects together, manpower scheduling.
We have an elaborate accounting MIS. It contributes substantially
to our overhead, produces enormouse piles of paper, and wastes a great
deal of valuable time. I am unable to discern much counterbalancing
benefit.
Accounting. Some technical data management.
293
APPENDIX IV
QUALITY WATER
I OF ROCK INFLOW
25*00 32+00 RD 1
1.000
40+00 50*00 RO 1 RO 5
0.500 0.500
4 S0*00 S3*00 RO 4 RO 3 RO 2
IO 4 I 0.500 0.300 0.200
RO 3 I 0.200 0.300 0.500
6 63*00 64700 RO 4 RO 3 RO 2
RO 4 I 0.500 0.300 0.200
00 3 I 0.200 0.300 0.500
7 6T700 9OO00 RO 2 R0 5
0.500 0.500
9 93+00 94+00 RO 2 RO 3 RO S
10 94+00 96+00 RO I RO 2
0.600 0.400
11 96+00 99+00 RO I RD 5
0.600 0.400
CA~
REPORT CASE STUDT GROUND WATER CONTROL VAMIABLES
SPECIFICATIONS IN EFFICT:
NETWORK FULLFACE
S4CTIOi Vz4T_S A1(7.5) H(9)
SHIFIS(iAIY SIIIG) COSTS(500 125 10 15) HOURS(8)
ISHIFTS(GAAVETRD) COSIS(375 110 5 10) HOURS(8)
SIMULATE
STA3TTI3?.(7GO) SHIFTS(DAY SWIdG GRAVEYARD)
MAXTI1 (24)
RLSTART
INPUT SPCIFICAIIONS:
SIBILAR GEOLOGIES RO 6
SISILAR GZOLOGIES 80 7