PROJECT PLANNING AND CONTROL INTUNNEL CONSTRUCTION
by
SATURNINO SUAREZ-REYNOSO
Ingeniero Civil, Universidad Iberoamerica
(1973)
Submitted inpartial fulfillment
of the requirements for the degree of
Master of Science
at the
Massachusetts Institute of Technology
May 1976
....
.-Department of Civil Engi eeriný, May 7, 1976
Signature of Author ..--..- .......
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.
Inrecent years, the complexity of construction projects has forced
project managers to develop better planning and control techniques.
Tunnels inparticular present serious problems due to the presence
of high uncertainty and risk intheir construction.
The work described in this report presents the development of a project planning and control system (PCS) for tunneling. Different from
a traditional project PCS, the approach taken follows the methodology
used in information systems of the type used inthe manufacturing and
service industries.
To accomplish this, a review of the current trends in the information
systems field and a survey of a group of possible users (tunneling
managers) were made and the resulting information used as background
for the development of the system.
Existing systems developed for tunnel applications were reviewed to
determine whether they could be incorporated into the proposed system.
From the systems surveyed, the Tunnel Cost Model presents an adequate
approach. The development is geared at improving the areas in which the
existing system lacked flexibility.
The improvements made were aimed at developing a set of analytic techniques general enough to be applicable invarious tunneling firms.
The improvements were made in the simulation of construction operations
and inthe project scheduling capabilities.
A case study is included demonstrating the use of the options developed
inthe planning fo the construction operations and the overall tunnel.
Thesis Supervisor:
Title:
Dr. Fred Moavenzadeh
Professor of Civil Engineering
-3-
ACKNOWLEDGEMENTS
This work has been supported by the Research Applied to National
Needs Program of the National Science Foundation.
The author wishes to thank Professor Fred Moavenzadeh for the
guidance provided in the preparation of this report, Professor Herbert H.
Einstein for all the suggestions and information, Mr. Michael J. Markow,
who, as research associate, helped all along the way, with ideas, comments and editing, David Gray and Thomas Bell for their work in the
development of the system; and Laurie Tenzer who did the excellent typing
of this report.
Finally, and foremost many thanks to Lourdes who in addition to
preparing the illustrations has helped avert many crisis situations
through counseling and encouragement and thus permitted the completion
of this work.
*
*
*
*
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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
15
PURPOSE
1.2 SCOPE OF THE WORK
16
1.3 OUTLINE OF THE REPORT
18
PART I. SYSTEM BACKGROUND
20
CHAPTER 2. INFORMATION SYSTEMS
23
2.1
INTRODUCTION
24
2.1.1
The Concept of Information Systems
24
2.1.2
Function of Information Systems
27
2.2
STRUCTURE OF AN INFORMATION SYSTEM
28
2.2.1
28
2.2.2
Initial Analysis
Structure
Description
-5Page
2.2.3
2.3
Hierarchy
INFORMATION CONSIDERATIONS
2.4 MANAGEMENT DECISION PROCESS
2.5
34
37
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
IMPLICATIONS FOR THE TUNNEL SYSTEM
50
REFERENCES
53
CHAPTER 3. SURVEY OF THE TUNNELING INDUSTRY
55
3.1
INTRODUCTION
55
3.2
DESCRIPTION OF THE QUESTIONNAIRE
56
3.3 RESULTS FROM THE QUESTIONNAIRE
3.4
60
3.3.1
Overall Results
60
3.3.2
Results of Individual Questions
62
INTERPRETATION OF THE RESULTS
80
REFERENCES
85
PART II, DEVELOPMENT OF ANALYTIC TECHNIQUES
87
CHAPTER 4. CONSTRUCTION OPERATIONS
99
4.1
99
INTRODUCTION
4.1.1
Ide~ttffCati6n of Requirements
4.1.2 System of Structuring of Tunnel Construction
4.2
Representation of Tunneling Operations
99
105
110
-6-
4.3
DYNAMIC NETWORK CONCEPTS
116
4.3.1
Introduction of Dynamic Activity Controls
118
4.3.2
Relating Activity Controls to the Tunneling Environment
121
4.3.3
Example 1
123
4.3.4
Example 2
127
4.4 OVERALL SIMULATION CONTROLS
4.4.1
Basis of Simulation
130
131
4.4.2 Time
132
4.4.3 Feet Advanced
133
4.4.4 Rounds of Cycles
133
4.4.5
Use of Bases During Simulation
133
4.5 METHOD COST AND TIME ELEMENTS
134
4.6
136
RESULTS PRODUCED
REFERENCES
144
CHAPTER 5. DEVELOPMENT OF SCHEDULING CAPABILITIES
145
5.1
INTRODUCTION
145
5.2
SCHEDULER DESIGN
146
5.3 NETWORK CAPABILITIES
5.3.1
5.4
Activity Definition
148
150
5.3.2 Activity Time and Cost
154
5.3.3
Example of Network Structure
155
NON-NETWORK SCHEDULING CAPABILITIES
159
5.4.1
163
Meeting Headings
-7Page
5.5
5.4.2
Controls Relating to Distance or Time
164
5.4.3
Parallel Activities
166
5.4.4
Alternating Activities
170
RESULTS PRODUCED
173
REFERENCES
181
PART III, CASE STUDY AND CONCLUSIONS
183
CHAPTER 6. APPLICATION OF THE TECHNIQUES DEVELOPED
185
6.1
INTRODUCTION
185
6.2
DESCRIPTION OF THE CASE STUDY TUNNEL
185
6.2.1
186
Geometric Characteristics
6.2.2 Geologic Characteristics
186
6.3 GENERAL INFORMATION USED BY THE CONSTRUCTION METHODS
191
6.4
198
6.5
DOUBLE TRACK TUNNEL
6.4.1
Information Required
198
6.4.2
Discussion of Results
198
SINGLE TRACK TUNNEL
205
6.5.1 First Alternative
205
6.5.2 Second Alternative
212
6.5.3 Third Alternative
216
6.6
STATION TUNNEL
220
6.7
SCHEDULING ANALYSIS
232
-8-
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
CHAPTER 7. CONCLUSIONS AND RECOMMENDATIONS
267
7.1
CONCLUSIONS
267
7.2
RECOMMENDATIONS
268
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
APPENDIX IV
QUESTIONNAIRE
287
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
3.1 Summary of Responses to Question 1
63
3.2 Summary of Responses to Question 2
65
3.3 Summary of Responses to Question 3
67
3.4 Summary of Responses to Question 4
69
3.5 Summary of Responses to Question 5
72
3.6 Summary of Responses to Question 6
74
3.7 Summary of Responses to Question 7
77
3.8 Summary of Responses to Question 8
77
4.1
Tunneling Cycle Representation
100
4.2 Network Representation of a Construction Cycle in the Tunnel
Cost Model
101
4.3 Structure of Construction Method
4.4 Equations for Face Hole Drilling:
4.5 Use of Construction Equation
106
Time and Cost
108
109
-10-
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:
138
4.14
Detailed Construction Report
139
4.15
Construction Simulation:
140
4.16
Application of Frequency Distribution Report
5.1
Relation Between Construction Methods and Tunnel Scheduler 149
5.2
Project Activities Based on Construction Headings
151
5.3
Project Activities Based on Geologic Conditions
152
5.4
Project Activities Based on Tunnel Segments
153
5.5
Example of Network Usage:
156
5.6
Example of Network Use:
Time and Cost Calculations
157
5.7
Example of Network Use:
Overall Time and Cost
158
5.8a
Profile-Time Schedule, Roberts Tunnel
160
5.8b
Profile of Harold D. Roberts Tunnel
161
5.9
Use of Network to Represent the Start Control
165
5.10
Use of Network to Represent the End Control
167
5.11
Attempts at Scheduling Parallel Activities
169
5.12
Geologic Profile Produced by Scheduler
174
5.13
Scheduler Detailed Construction Report
176
Process and Reports
Frequency Distribution Report
Tunnel Configuration
142.
-11-
Page
5.14
Scheduler Time-Cost Distribution
177
5.15
Time-Cost Distribution Cross Reference Table
179
6.1 Case Study Tunnel Profile
187
6.2 Tunnel Cross-sections
188
6.3 Geologic Tree
189
6.4 Geologic Tree: ROCK Unit 3
192
6.5 Geologic Profile of the Case Study Tunnel
193
6.6
196
Example of Construction Variables
6.7 Heading and Bench Excavation Sequence
199
6.8 Network for Heading and Bench Excavation.
200
6.9 Heading and Bench Network Report
201
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
6.12
Double Track Tunnel: Simulation Detailed Report.
206
6.13
Single Track Tunnel: Network for First Alternative
207
6.14
Single Track: Network Report, First Alternative
209
6.15
Single Track: First Alternative, Histogram
210
6.16
Single Track First Alternative: Simulation Detailed Report.
211
6.17
Single Track: Network for Second Alternative
213
6.18
Single Track: Network Report, Second Alternative
214
6.19' Single Track: Second Alternative Histogram
215
6.20. Single Track: Network for Third Alternative
217
6.21 Single Track: Network Report, Third Alternative
218
6.22 Single Track: Third Alternative Histogram
6.23
Station Cross-section: Drift Definition
219
221
6.24 Network for Drifts 1,2 and 3
222
6.25 Network for Drifts 4,5,6, and 7
223
6.26
225
Relation Between Drift Networks.
6.27 Multiple Drift Network Report
226
6.28 Histogram Results for Multiple Drift
229
6.29
230
Detailed Construction Report for Multiple Drift
6.30 First Scheduling Alternative: Network
234
6.31 First Scheduling Alternative: Activities Report
236
6.32 First Scheduling Alternative: Total Project Scattergram
238
6.33 First Scheduling Alternative: Station Scattergram
239
6.34 First Scheduling Alternative: INBOUND Scattergram
240
6.35 First Scheduling Alternative: INBOUND Detailed Construction
Reports.
242
6.36 First Scheduling Alternative: OUTBOUND Scattergram.
243
6.37 First Scheduling Alternative: OUTBOUND Detailed Construction
244
Reports.
6.38 Second Scheduling Alternative: TOTAL Scattergram.
246
6.39 Second Scheduling Alternative: OUTBOUND Scattergram
247
6.40 Second Scheduling Alternative: INBOUND SCattergram
248
6.41 Third Scheduling Alternative: Network
250
6.42 Third Scheduling Alternative: Activities Report
251
6.43 Third Scheduling Alternative: Total Project Scattergram
254
6.44 Third Scheduling Alternative: OUT SHA Scattergram
256
13
Page
6.45 Third Scheduling Alternative: OUT SHA Detailed
Construction Reports.
257
6.46 Third Scheduling Alternative: IN SHA Scattergram
259
6.47
Third Scheduling Alternative: OUTBOUND Scattergram
261
6.48
Fourth Scheduling Alternative: Network
262
6.49
Fourth Scheduling Alternative: Total Project Scattergram
263
6.50
Use of Simulation Results as CPM Input
265
LIST OF TABLES
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
5.1
Key to Figure 5.8a Activities
162
6.1
Method Transition Costs
197
6.2
Double Track Tunnel Shift Information and Costs
202
6.3
Single Track Tunnel: First Alternative Shift
Information and Costs
202
Single Track Tunnel: Second Alternative, Shift
Information and Costs
202
Single Track Tunnel: Third Alternative Shift
Information and Costs
202
6.6
Multiple Drift Method Costs
202
6.7
STATION Activity Advance and Cost Rates
235
6.8
INBOUND and OUTBOUND Advance and Costs Rates.
235
6.9
Advance and Costs Rates for Alternating Crews.
253
6.4
6.5
CHAPTER 1
INTRODUCTION
1.1
PURPOSE
Any area of human activity requires some form of planning and. con-
trol, from the trip to the supermarket--where a shopping list assumes
the function of both planning and control--to sending a man to the moon
where thousands of individuals are involved in sophisticated, highprecision operational planning and control.
In the business and industry community the requirements for these
control mechanisms have been increasing incomplexity with the growth
and development experienced in recent years.
Inseveral areas, these
control mechanisms have evolved into formalized management information
systems. Such systems are receiving increased attention by industry
and successful use of them has been reported by several manufacturing
and transportation firms.
Engineering and construction firms have, likewise, become more and
more involved in projects of increasing complexity and magnitude. The
demands placed on the traditional planning and control systems--due to
these large-scale projects--have multiplied. The projects developed in
various areas
imply diverse economic and institutional environments,
generate conflicting issues that require quick resolution, and entail
high risk levels.
Within the construction field, these issues are particularly important in tunneling. This isdue to the unique combination of uncertainty
and complexity of subsurface conditions, confined working space,
cyclic and linear nature of operations, and the increasing restrictions
placed upon industry operations.
The purpose of this report isto investigate the application of the
management information systems approach to the planning and control of
tunneling projects.
1.2 SCOPE OF THE WORK
A project planning and control system falls within the classification of what the management literature calls information systems.
Information systems encompass a wider range of activities than those
normally accounted for intraditional construction planning and control
methods. An information system becomes the tool through which managers
can aggregate and process relevant technical, economic, market, productipn 4nd institutional information for a job or series of jobs, to better
guide their decisions.
The development of an information system implies a thorough
analysis of information structure and flow:
where information comes
from, what type and level of detail is required, how it isused, by
whom, how often, and so forth. By contrast, this analysis is usually
not performed in construction planning and control, where the techniques
required are normally developed using a mathematical and/or accounting
basis without much consideration for the flow and use of information.
The development of a planning and control system using an information system approach requires an overall review of the background and
mode of operation of the firm, including considerations such as the
following:
1. Identifying the type of decisions that require the development
of the system.
2. Identifying internal anad external information and the use
and flow of it within the firm.
3.
Identifying relationships that exist between lines of decision
and responsibility and the flow of information.
4. Studying existing formal and informal information systems
and identifying qualities and deficiencies.
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.
Clearly the magnitude of such an effort can be substantial.
Inthis
report we have addressed one area of the above tasks--namely, the review
and development of the necessary analytic techniques. These techniques
form the backbone of such systems, and are flexible enough to permit
tailoring to the individual needs of firms and agencies. The other tasks
are firm-specific, and should be addressed individually inthe implementation of the proposed system.
1.3 OUTLINE OF THE REPORT
The report is divided into three basic parts:
Background, Chapters 2 and 3; PART II:
niques, Chapters 4 and 5; and PART III:
PART I: System
Development of Analytic TechApplications and Conclusions,
Chapters 6 and 7.
Chapter 2 reviews the current trends in the design and development
of information systems. The concepts identified inthe review are then
related to the conditions existing in tunneling.
Chopter 3 describes a survey of tunneling managers undertaken to
establish industry opinions and attitudes toward the proposed system.
It includes a description of the various questions and the review, discussion and interpretation of the results as they apply to the proposed
system.
Chapter 4 develops the techniques to represent construction operations ina form that can provide managers with useful information for
assessment of productivity efficiency and detailed costs.
Chpater 5 presents the development of a project scheduling system
that treats the scheduling, costing and interactions of the various project activities.
Chpater 6 applies the techniques developed to a case study tunnel.
Examples of system capabiltiies and use inplannign and analysis of a
19
tunnel project are presented.
Finally, Chapter 7 contains the conclusions of this report and the
recommendations for further development work.
PART I
SYSTEM BACKGROUND
In this part of the report a review of the prevailing trends in the area of management information systems is presented. It is interesting
to note that the knowledge in this area is
experiencing rapid changes due primarily to the
research and development as well as application
efforts existing in this field. Because of
these rapid changes, the largest source of
information were journals, magazines and specialized publications as they usually present the
vanguard of the state-of-the-art. Through
this review we determined that one of the
most important requisites to the successful
development of information systems is the
communication between designer and user.
Chapter 3 contains the description of the
the survey undertaken inan effort to establish
this link with prospective users. With the
results of the survey we developed guidelines
for the design and implementation of the
proposed system for tunneling. The survey
consisted of a questionnaire that was sent to
a sample of managers in the tunneling industry.
Different levels with the firms and different
types of firms--contractors, engineers, and
construction managers--were surveyed.
The review of the literature outlined above,
combined with the survey of tunneling managers
constitute the foundations upon which the planning and control system was designed and developed.
CHAPTER 2
INFORMATION SYSTEMS
2.1
INTRODUCTION
2.1.1
The Concept of Information Systems
At any level inany area of business, management requires information.
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 behavior, 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 knowledge--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 successfully.
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 information 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 necessarily 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 Information 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
mands and responses. Data are manipulated, aggregated, and presented
as some well-defined result e.g. payroll records, payroll checks, packing
lists, and invoices. The process however, stops there as the data are not
processed further by either the system or the manager. Generally speaking,
the rate of success in developing and implementing ADP systems has been
high.
Management Information Systems have many of the characteristics of
ADP systems--elimination of manual effort, reduced costs, and so on.
The main difference between .the two isthat the data used by an MIS are
processed to support decision making for various levels of management [2].
The distinction therefore lies not so much inthe type of system employed,
but rather inwhat is the ultimate objective of the system. It is therefore conceivable that results produced by the ADP systems discussed above
--e.g. payroll, accounting, invoicing, inventory control, shipping and
so on--could be used also as part of a Management Information System provided the information produced is used as a basis for decision making.
Figure 2.1 graphically depicts this relationship between MIS and ADP in
a firm.
MANAGEMENT
ANALYTICAL
SANAGEMET
INFORMATION
S YSTEM
Groups
Correlates
PLANNING AND
Comparison of
summary data '
with competition and the
economic envi•
ronment.
STRATEGY
COMMUNI CAT ION
WITH COMPANY,
BETWEEN COMPANY
AND CLIENT AND
SSUMMARY REPORTING
3, MONITORING AND
CONTROL
SUMMARY
OF
DATA
AUTOMATIC
DATA
nndividual
P ROCESSING
PRODUCTION
SYSTEMS
FIGURE 2.1
racking of
internal day
to day data
Relation Between Automatic Data Processing and
Management Information Systems. Source: [3]
2.1.2 Function of Information Systems
Information provided by an MIS serves several functions [4]:
1. Accurate and timely information should help reduce-uncertainty.
An information system should explore areas of possible outcomes
not otherwise analyzed, as well as retrieve and organize information that could be otherwise passed over and thus hide other
problems.
2. Complete information should help the manager seek alternative
solutions. During the planning stage, the information should
provide the user with the means of evaluating multiple alternatives.
Later, if a problem arises, the system should again
permit the analysis of multiple courses of action to be taken
in order to solve the problem.
3. High-quality information should provide reassurance through a
feedback mechanism or review of decisions. When a course of
action is going to be or has been taken, the information system
should keep the-user up to date on the performance achieved.
Itwill serve to reassure the user that the adequate solution
was chosen, or to indicate a wrong approach so that the course
of action can be revised.
These three functions provide a more concrete distinction between
the concepts of ADP and MIS.
Inno case does ADP have to explore alter-
natives or deal with uncertainty, and serves only to keep track of events
with no further processing. On the other hand, these functions form the
basis of an information system.
It isalso important to realize the limitations of information systems. While information systems help inproblem analysis and definition,
and aid the decision making process by estimating the various possible
results using different approaches to the problem, they are not a substitute for human evaluation. No information system can provide a definitive
and "perfect" solution; rather it isalways up to the manager to evaluate
the available alternatives and to make the final decision.
2.2 STRUCTURE OF AN INFORMATION SYSTEM
Concurrent with advances in information science and management
science over the last 10-15 years, a substantial body of information
regarding the science of information system reorganziation, design, and
function has also evolved. It is not the purpose of this report to give
a detailed discussion inthis area, but rather to establish basic concepts that will have relevance to later chapters on tunnel construction.
These concepts are introduced in this section and are continued through
sections 2.3 and 2.4.
2.2.1
Initial Analysis
There are three basic steps that should be followed when creating
the structure for an information system. They are closely related to
the idea that an information system is compatible with company organiza-
29
tion and should interface as much as possible with existing procedures.*
The steps are the following:
1. Analyze what isnow being done. As mentioned before, it is
very likely that some form of system already exists, whether
formal or informal. The analysis should therefore address this
system in order to fully understand it,to be able to retain
its advantageous features, and allow the MIS to interface with
it smoothly. Incases where no system exists, this analysis
should consist of an inquiry into the management objectives
desired in the planned system.
2. Evaluate the existing system. Identify its advantages and retain them. Isolate its limitations. Does the existing system
adequately serve management's needs and objectives?
3. Systemize and integrate. Once the existing system has been
understood and evaluated, it has to be reorganized and updated
by standardizing processes, eliminating duplications and useless information and establishing better relationships between
different users and components of the system.
*Assuming that existing procedures follow good management practice.
Otherwise, development of an MIS should be predicated upon a study of,
and if necessary revisions to, existing company practices, including
management controls, lines of responsibility, reporting, record keeping,
and so forth.
Who isto make this analysis? Traditionally this type of analysis
has been performed by the designer of the system, and this has caused
problems. The lack of involvement by the manager himself inthe system
design and evaluation often results in a gap between the designer and
the user that on many occasions results in the failure of the system [5].
Certainly in his normal course of business a good manager would
not permit a substantial investment in company resources without an
understanding of benefits vs. costs, available options, impact on
company operations, and a monitoring of continued performance. Yet it
is surprising that management very often remains distant from the design
and development of an MIS. Consequently, a proper evaluation of the MIS
in the same terms as other investments--benefit Vs. cost relations, impact on company operations, etc.--is not done and the resulting MIS becomes an expensive nuisance rather than a valuable tool.
One of the causes for the high rate of failure in the MIS area can
be attributed to unrealisticallyl high expectation on the part of managers
inthe results produced by the system. This is not a problem inavailable technology or state-of-the-art knowledge, but rather a breakdown in
communication between manager and system designer during early system
development.
What factors then contribute to a successful MIS? A study by Powers
and Dickson [6] found that "...the active participation of the actual
managers who will use the [MIS] iscrucial."
Several factors represen-
ting user participation were found to be instrumental to manager's satisfaction with the resulting MIS. Among these factors were (1)the fact
that the MIS project was originated by managers rather than by information systems staffs; (2)definition of clear objectives and specific
information requirements; (3)formation of a design and implementation
team involving managers and designers. All of these findings reinforce
the concept of early and active user participation in the development of
information systems.
In short, management participation in the design of a system should
serve as a guiding force, insuring that the system addresses the problems
inwhich management ismost concerned, iseasily understood and practical to use, provides reports that a manager can use, and is cost effective.
2.2.2
Structure Description
Information systems may be organized in several different structures.
Among the most common types mentioned in the literature are the total
system, the partial system, and the problem oriented system. The basic
difference among these various structuresis the extent of the company
operations covered by the system.
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 conception 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 throughout 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
Figure
2.2 Structure for the Total System.
Source [8]
An advantage of the partial system isthat its respective ADP
and MIS components (which in the total approach were intimately related) can be separately analyzed. Each can be developed independently
so one does not have to await completion of the other. The level of
effort needed for system design and development is reduced and the
individual sub-systems can be modified easily to adapt them to
changes in the organization.
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 procedures 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 information 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.-
Figure 2.3
Hierarchy of Information Systems.
Source:
[10)
37
programming techniques) to provide the user with a "best" possible
solution. A typical case where such systems can be employed is the
decision to establish distribution centers for products. The optimizing
MIS would include data handling and predictive capabilities as well.
Automated systems can perform all steps of the decision process with
no additional input by the manager. The application of this type of
system has been rather limited to date, with systems involving only simple decisions having been developed. An example of fully automated systems can be found in inventory control, where the system automatically
keeps track of stock levels and will issue reorder instructions as required.
2.3 INFORMATION CONSIDERATIONS
So far we have examined MIS design and development from the point
of view of the system structure.
Now let us take a look at the charac-
teristics of the information itself.
If for a moment we consider the system as a black box (Figure 2.4),
we can observe that as input the system will use information from many
sources:
existing data sources, outside sources such as reports and
periodicals, and information provided by the user himself. All of this
information will be processed by the black box and will produce a set
of results in several forms:
reports, graphs, data to be used by other
systems, and so on.
Since the system cannot inany way improve the information, it is
very important to have high quality information as input. The results
I I
iii
III
I
I IC•rn
I•
I
GRAPHIC OUTPUT
Figure 2.4
Information Flow
produced by MIS will be only as good as the original information
provided.
There are many problems that arise inobtaining high quality information. Some problems result from the formal structure set up to
gather information; others result from the operational characteristics
of the organization, and still others from the human intellectual
processes using that information. A successful information system
should concern itself with all these areas. Some specific problems
that occur ineach area are the following [11]:
A. Formal information structure
1. The formal system is limited in the number and type of
information sources it uses.
2. The formal system tends to aggregate data and therefore the
data become too general for a particular level of management.
3. Much of the formal information isreceived too late to
be used.
4. Some of the formal information is unreliable.
B. Organization
5. The organizational objectives are rigid and dysfunctional
and encourage the manager to use inappropriate information.
6, The manager favors verbal channels and neglects documented
sources of information.
C. Human intellect
7. The manager's cognitive limitations (background, education,
intelligence) restrict the amount of information he can
consider ina complex decision.
8. The human intellect systematically filters the information
according to a predetermined experience of success or
failure
9. Sometimes psychological attitudes impede openness to certain sources of information
The problems are not easy to identify in the initial phase of
information gathering. Even after one identifies them, it isnot always
clear what their effect will be on the system structure and what solution can be applied.
Therefore, one can only make general recommendations on avoiding
these problems (11].
1. Managers need a broad-based formal information system.
2. The rate of information being given to a manager should
be carefully controlled. Managers should not be overwhelmed with information, but should receive it at a controlled rate. Output reports must be individually designed
to meet the needs of management at various levels within
the firm.
3. An intelligent filtering of the information should be the
responsibility of a system. Critically important information should be highlighted and the redundant or irrelevant areas masked or simply eliminated.
4. Consideration should be given to multiple channels for
obtaining reliable informaiton. All the channels that
are regularly used by the manager (both written and oral)
should be provided for in systems design. The system
should not be limited to "usual" reports or forms.
5. The system should encourage the use of alternate sources
of information.
Ifall channels are incorporated, the
manager should be capable of performing a series of analyses, with each analysis using information from a different
source.
6. The system should make the raw information available to the
manager if he wants to see it. A search capability should
be available so that one can retrieve basic information
to evaluate, qualify and modify itwhen necessary.
7. The design team should become sensitive to the manager's
personal and organizational needs. The position occupied
by the user in the organization should be a.primary factor
in the approach followed.
8. The system design should try to minimize disruptive
behavioral effects.
Itshould provide the user with an
approach to problem solving that does not include a radical
modification of the previous behavior.
These recommendations should be used inconjunction with the ideas
related to hierarchy and type of structure to analyze management needs.
However, to superimpose these ideas successfully on an organization to
produce a workable system, one must also make an analysis of the firm's
management decision process.
2.4 MANAGEMENT DECISION PROCESS [12]
All the ideas mentioned in this chapter must be applied in some
well defined management framework as good practices to follow when
developing an information system. Without such a framework, systems
development can become erratic,following the momentary needs of the
interested manager or reacting to crisis situations within the firm.
This approach can only lead to unnecessary expense and lack of success.
To develop this framework it isadvisable to analyze the structure
of managerial activities to determine the information needs at each of
the different levels of management.
The top level of management functions can be considered as being
strategic planning. Stragetic planning sets objectives for the organization and decides the resources to be used and the distribution of those
resources.
Its main concern is to chart the future of the organization.
This task is performed usually by a limited number of individuals who
operate ina creative and very often non-repetitive way.
The next level of managerial activity can be defined as management
control. This is the process by which managers assure that the resources
available are used in the most efficient way to accomplish the organization's objectives. This activity takes place within the policies set by
strategic planning, involves a high degree of personal interaction, and
has as its basic goal the maintenance of a high level of performance.
The third type of managerial activity is operations or production
control.
This activity deals with the production process to assure
that specific tasks are performed efficiently and effectively. The
basic difference between this activity and management control is the
element controlled. Inproduction control, the elements being controlled are specific tasks such as the manufacturing of a part, while
management control isconcerned with the broader view of coordinating
multiple groups performing different tasks.
Inthe operations control
level, there is less latitude in the options available to the manager
as most of the objectives, resources, etc, have been already set.
Even though the boundaries between these categories are not
always clear, they provide a useful breakdown on which information requirements and systems applications can be analyzed.
2.4.1
Strategic Planning
Instrategic planning the information used establishes a relation-
ship between the organization and the outside environment, and aims to
predict the interactive behavior of both bodies. The information required
is aggregate information coming mainly from external sources. The variety and scope of the information is quite large but there is little
requirement for great precision. Figure 2.5 shows schematically the
information needed and the flow of that information. Types of external
information sources might include the US Government (US Departments of
INFORMATION SOURCES
PLANNING DATA BASE
,PLANNING PROCEDURE
I
Domestic Economic
Information
I
Domestic and International Trends,
, ;3Forecasts
Identify relevant economic trends;
Forecast economic environment
International Economic
Information
Industry Information
)>.
Technological and
Scientific Information
I··qt•IV
Y •
~
-
,,
Ai
II
| |1|~V
n
I
a
Infor
Resource
Company Oriented
Information
- -
Characteristics of Competition:
Evaluate the competitive environ-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
-
-
-
- -
-
-
-
-
Formulate Competitive
Strategy 6ot Existing
Ptoduct Lines
Figure 2.5
i
I
Review the nature of the industry.
Forecast growth and evaluate
changes in produce type, technology,
markets served.
I
>
------P-------o--------------Planning Decisions
Industry Trends and Market Characteristics:
-product/market segments
>
-technology, new products
-growth areas
-prices, promotions
-resource availability
I
-
For New Business Evatuate
Feasibitity of Entry, Means
o6 Ent'y
Sources and Uses of Information for Strategic Planning.
Source [13].
45
Commerce, Agriculture, the Federal Reserve Board, the Council of Economic Advisors, the Conference Board Report, the SEC), the OECD, the UN,
"Fortune", Dun & Bradstreet, Standard and Poor's, Moody's, as well as a
long list of trade journals in all fields of industry [13].
An information system to maintain this large and varied list of
sources up to date can be quite complex and uneconomical, as not all
reports are used inall situations but rather are selectively chosen
based on the problem being analyzed.
Therefore an information system for this type of activity.has to
be extremely flexible, have fast response and be easy to use by the
individuals involved.
Itwould have to support and encourage the creati-
vity of the decision process rather than restrict it.
2.4.2 Operational Control
At the other end of the spectrum, a sharp contrast exists between
the type of information required for strategic planning and that required
for operations control.
Information for operations control comes mostly
from internal sources, iswell defined, narrow in scope, and quite detailed.
Itmust be highly precise as it is used very frequently and primarily for
task control.
The system required to handle and analyze the inforamtion for this
activity does not require great flexibility, can be easily ahalyzed and
defined and may change slowly over time. This area of management iswhere
most of the successes have been obtained in the development of information
systems.
It isnecessary however to qualify this statement by saying
that the type of system used for this activity falls more within the
classification of Automatic Data Processing than with Management
Information Systems as defined in this report.
2.4.3 Managerial Control
The information needed for managerial control is unfortunately not
easy to define. It falls somewhere in the middle of the respective
requirements for strategic planning and operational control described
above, but will vary depending on the area of managerial interest
and make-up of the organization.
The information might deal with production records, inventories,
sales and sales related inforamtion, and so on. This last type of
information ismore likely to come from customers or potential
customers than from data based projections [19]. Also a great deal of
production related information can be captured directly from the shop.
This is why a good portion of some managers' time is spent visiting
factories and shops trying to get first-hand experience [14].
The system needed to process this type of information will require
a mix of flexibility and precision and falls somewhere between the one
for the strategic planning and operations control.
This classification of information and managerial activity is a
useful one to take into consideration for design and implementation of
information systems. Figure 2.6 presents a graphical summary of these
concepts.
CHARACTERISTICS
OF INFORMATION
OPERATIONAL
CONTROL
Source
Largely internal
Scope
Well defined,
Snarrow
MANATEMENT
CONTROL
STRATEGIC
PLANNING
.External
Very Wide
a Aggregate
Level of Aggregation Detailed
Time Horizon
Historical
r Future
Currency
Highly current
o Quite old
Required Accuracy
High
) Low
Frequency of Use
Very frequent
,
Infrequent
Figure 2.6 Information Requirements by Decision Category. Source [12]
2.4.4 Types of Management Decisions
Regardless of the level at which a decision is being made, managerial
decisions can be divided into two types:
[15].
"structured" and "unstructured"
"Structured" decisions are repetitive and routine.
From similar
decisions made before a procedure has been worked out for handling
subsequent decisions, and these new decisions do not have to be reanalyzed
every time.
"Unstructured" decisions are novel, creative and consequential.
There isno standard method of handling the decision.
Either a similar
decision has not arisen before, or the decision is elusive in nature, or
the decision has not been analyzed previously with the purpose of structuring it.
The basic difference between the two types is that in an unstructured
decision, the human decision maker must provide judgment and evaluation
each time. Therefore all the effort devoted to MIS development for
unstructured decisions has been aimed at helping the user improve his
information base when tackling this type of decision, rather than
focusing on a procedure to attack the decision itself.
Figure 2.7 shows examples of structured and unstructured activities
that can occur at the different levels of management described earlier.
Itshould be noted that the dashed boundary line is not fixed but rather
isconstantly moving as more and more effort is put into understanding
and structuring decisions.
S.
U
OPERATIONAL
CONTROL
MANAGEMENT
CONTROL
STRATEGIC
PLANNING
Accounts Keceivable
Budget Analysis
Tanker Fleet
MIX
Engineering Costs
S.L-
Order Entry
Short Term
Forecasting
Warehouse and
Factory Location
Production
Variance Analysis
Mergers and
Acquisitions
Cash Management
Budget Preparation
New Product
Planning
PERT/COST
Sales and Production
R&D Planning
Inventory Control
--
Figure 2.7
Framework for Information Systems.
Source:
[12]
2.5
IMPLICATIONS FOR THE TUNNEL SYSTEM
The previous sections of this chapter have described a set of
guidelines to be followed in designing an information system and the
interface of that system with management. Let us now briefly review
the implications of these findings for a planning and control system
in tunnel construction.
The first concern is to establish whether or not MIS are applicable
to tunnel construction.
One of the functions of an information system
described in Section 2.2 is to help the user explore uncertainty.
Clearly a high degree of uncertainty exists in tunneling.
The geologic
conditions that may be encountered, the expected equipment performance,
the labor productivity, all involve high uncertainty and any means to
help reduce uncertainty could well be used. Other MIS functions-reassurance or control, and the identification and evaluation of alternatives--also appears applicable to tunnel construction.
The proposed system falls within the classification of problem
oriented information systems.
Itwill be dealing with a specific situ-
ation arising within an organization--a tunnel project. Although some
companies exist that are exclusively engaged in tunneling, most of the
tunnel builders also undertake other construction projects.
In these
cases, a tunnel will be one element more in the operations of the organization.
As was mentioned earlier, one initial point in the success of a system is the involvement of the user in the design. Inour case, this
interface with the user presented a big obstacle given the variety
and number of tunnel participants that could be users. The approach
taken was to make a survey of a reasonable number of tunnel contractors,
engineers/construction managers and some owners that could establish a
set of guidelines as to what areas to pursue inthe design of a system.
This survey was performed and will be described inthe next chapter.
The proposed system will have the same as the other systems multiple
sources of information.
Inour case, the information will come from
technical studies of the geology, from equipment manufacturers, from
previous tunnels, and perhaps most importantly from personal experience
of engineers and builders. The system will thus have to provide a
flexible structure inwhichthis experience can be made explicit along
with taking all other types of information into account.
Finally where in the managerial structure of the tunneling industry
can this system be used? We can consider that the decision to engage in
the construction of a tunnel project falls within the operations that
have been called strategic planning. That once this decision has been
made, a set of planning activities that we can call management control
have to be undertaken to ensure correct performance. And finally,
that during construction, a control of operations has to exist to
ensure correct task performance.
The proposed -system isaimed at the managerial and operations
control
level.
At no point will the system be concerned on whether or
not to engage inthe construction of a tunnel, rather, itwill try, once
this decision has been taken to obtain the best overall performance.
The decisions that will have to be addressed are both structured and
unstructured. Some control operations are well known and a routine for
them exists but in the planning phase, multiple approaches to the problem
exist.
Inorder to develop a system that can be used by a multitude of
users, a review of the current practices followed by a systemization
of the methods will be necessary. Inany case, the system requires
a great deal of flexibility to allow individual users to incorporate
their own point of view in the analysis as well as new developments
occurring within the tunnel industry.
REFERENCES
1. Luthans, F., "Organizational Behavior", Chapter 19, Dynamics,
Applications, and New Dimensions, McGraw-Hill, New York, 1973.
2. Kennevan, W.J., "Structuring and Managing a Management Information
System." Data Management, September 1972.
3. Taplin, M.J. "AAIMS: American Airlines answers the what ifs".
Infosystems, February 1973.
4. Bedford, N.M., "The Concept of MIS for Managers," Management
International Review, 2-3/1972.
5. A discussion of the benefits resulting from the involvement of
management inthe design of the system in found in: "Making an
MIS work inreal life," by Frederick 0. Freelander; Industry
Week; April 2, 1973.
6. Powers, R.F. and G.W. Dickson, "MIS Project Management: Myth,
Opinions, and Reality; California Management REview, Spring 1973.
7. Haslett, J.W,, "Total Systems--A concept of Procedural Relationship
in Information Processing." In: A.D. Meacham and V.B. Thampson
(eds.) Total Systems, New York, American Data Processing, 1962.
8. Pickey, E.R. and N.L. Seneusi eb, "ATotal Approach to Systems
and Data Processing", In: A.D. Meacham and V.B. Thompson (eds.)
Total Systems, New York, American Data Processing 1962.
9. Pokempner, S.J., "Management Information Systems--A Pragmatic Survey,"
The Conference Board Record, Mag, 1973.
10. King, W.R., "The intelligent MIS--A Management Helper, Business
Horizon, Octover, 1973.
11.
A more extensive dicsussion of these problems can be found in
"Making Management Information Useful" by Henry Mintzberg,
Management Review, May 1975.
12. The discussion presented in this section is based primarily on the
article "AFramework forManagement Information Systems" by G.A.
Gorry and M.S. Scott Morton, Sloan Management Review, Summer 1973.
54
13. Carbouell, F.E. ed and R.G. Dorrance, "Information Sources for
Planning Decisions", California Management Review, Summer 1973.
14.
"People contact counts more than computers", Business Week, May
4, 1974.
15. Although this discussion comes from [12], the specific classification
of decisions comes from Simon, H.A. "The New Science of Management
Decision", New York, Harper and Row, 1960, Simon classifies decisions
as "programmed" and "unprogrammed." Inthis case they have been
changed to "structured" and "unstructred" to avoid any implicit connection
with computer programming.
CHAPTER 3
SURVEY OF THE TUNNELING INDUSTRY
3.1
INTRODUCTION
In the previous chapter it was established that one of the critical
areas to the success of a system is the communication between developer/
designer and user.
In this case, to establish this contact, it was
decided that a survey of tunneling contractors should be made.
The questionnaire would provide the guidelines needed in the
development of such a system:
normal needs for information, major
areas of applicability and the hierarchy in which these areas should
be considered.
These would indicate the type of information used in
their day to day operations, the way in which it is used,
the type
of system being used, and the general characteristics of this system.
Also a tunneling project involves many elements and stages during
its development, it was essential to narrow down the areas of applicability as it was not considered possible to address all of the possible
areas with one system.
Given the type of study being done, it was considered important to
obtain a good cross-section of the tunnel participants including all levels of management and the different types of firms.
In order to
accomplish this, it was decided that a simple and effective way would
be to prepare a quesitonnaire where the critical points could be addressed and to send it out to a large number of people involved in tunneling
A copy of the questionnaire and the letter sent explaining the objectives is included in Appendix I. The questionnaire was sent to seventy55
five people chosen from tunneling contracting engineering and construction firms.
Inthis group, the various levels in the organiza-
tional structure were covered:
from corporate officers to field person-
nel.
3.2
DESCRIPTION OF THE QUESTIONNAIRE
Inorder to cover the several areas of interest that were described
earlier, the questionnaire had to be quite extensive. On the other hand,
it has to be brief enough to have a better chance of receiving a large
number of responses. The resulting questionnaire contains nine questions
that can be calssified in terms of the area to which they were aimed.
The first four questions were concerned primarily with obtaining the perceived relative importance of different elements involved indifferent
areas of the tunneling process. The areas covered in these questions
were Resources, Project Related Information, Regional and Institutional
Factors, and Contingencies. (See Table 3.1 for the text of the questions).
Questions five and six, were aimed at obtaining an indication of
what type of system should be considered and at what level of the organization it should be used.
Inquestions seven and eight, the questionnaire asked for direct
input from the respondent. Itwas hoped that the initial questions (1
through 6) would review the overall tunnel process, and at this time (in
question 7) the respondent could provide the personnel evaluation of
Table 3.1
Questions Included in the Survey
1. Rank in order of importance the Resources which management information systems should help you contr61.
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.
3. The following Regional and Institutional Factors affect cost and
performance of a project. Indicate the extent to which each factor
typically influences your decisions.
4. Given that the technical, economic and institutional aspects of a
project- are subject to some uncertaitny, what contingencies should
a management information system be capable of analyzing? Please
indicate importance of each topic.
5. Viewing a project as part of company operations, rank the following
studies or reports by their relative importance.
6. Assuming that a management information system assists in both
resource allocations and project monitoring. At which level do you
see the highest payoffs for implementing such a system.
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?
8. What components of an MIS (e.g. accounting, project planning and
scheduling, etc.) does your firm have? Which of these do you in
your position use regularly?
9. What isyour current opinion on the suitability of management information systems in the construction industry?
what a system should do. Also information concerning the existence and
use of their own type of systems could be obtained.
Finally question 9 along with the number of responses returned were
to be used as a measure of the interest in the development of this
type of system. Inaddition to these questions, information related to
the position of the respondent in the organization as well
and company was requested.
as the name
It is necessary to realize that the questions
themselves can be considered the result of a broader survey. To arrive
at these questions and at the elements included in them a selection
process was also followed. The selection was made based on the objectives defined for the system. For the planning part of the system it
was necessary to determine what elements were perceived to have the
greatest effect on the overall performance of the tunnel.
Also, the
types of contingencies that the planning phase includes. Questions
three, four and five were related to this phase.
Question three dealing with Regional and Institutional Factors.
was aimed at determing the degree of influence that the group of factors
listed has on the planning of a project. The factors covered areas from
resource availability to the environment to technical to legal considerations.
Contingencies were addressed inquestion four with many of the factors in the previous question listed again under a different assumption.
The main concern here was to determine the extent to which these factors
were subject to variations in the basic assumptions during the planning
process.
Question five also deals with the planning process. The emphasis
on it,however, was to determine what type of analysis should be made
using the basic factors described in the previous two questions.
For
this question it is considered that the planning process can be broken
down into two major groups:
the construction planning performed by
technical personnel that involves the actual planning of the operations
in the tunnel, and the overall project planning, performed by higher
level managers where the tunnel isconsidered independently in the overall company structure.
The first area, which iswell-known, has been described in many
publications and is usually performed once the contract for the project
has been obtained. The second area, however, which is less well-known includes other concerns such as profit, company policy, etc., and isperformed during the bidding stage.
Itwas considered that this last
area of the planning process could be explored.
Question five is
introduced reflecting this thinking.
For the control part of the system, the system should keep tabs
on the resources used by construction and provide the tunnel managers
with information referring to the performance and status of the projects.
Inquestion one, a list of resources was provided which the respondents
were asked to rank in order of importance.
Inquestion two, the objec-
tive was to obtain guidelines for the type of information that should
be relayed back to managers for control.
As one of the major objections
to this type of system is that they produce an inordinate volume of
information that cannot be adequately used, this question was included
hoping to identify three major areas:
1) the most important information which should be provided all
the time;
2) the intermediate, that should be kept where it can be retrieved
and analyzed in the cases where it is considered necessary;
and
3) The least important, which should not even be considered.
In addition to providing better service to the managers, this
division would help reduce the burden on the system.
3.3
RESULTS FROM THE qUESTIONNAIRE
3.3.1
Overall Results
The most important factor is the large number of responses re-
ceived. As mentioned earlier, seventy-five (75) questionnaires were
sent out.
Of those, we have received up to this moment thirty-six
answers, or 48%.
naires.
From those, thirty were considered valid question-
The other six were from persons who thought that they were
not qualified to answer, given their experience or type of work. Overall, this percentage of responses is considered very good.
The questionnaires were in general answered fully and with care,
and in most cases, the answers reflected that some thought had been given
before answering.
The only question that in general failed to pro-
duce the expected response was question 8. The answers provided little
insight into the existing procedures for processing information.
This,
it was felt was the result ofthemanner in which the question was
structured and a differently worded question might have been more
successful indetermining the use of the existing systems.
The responses were processed using the Statistical Package for
the Social Sciences (SPSS), Version II [1] as operating at the Information Processing Center of MIT. Given the way, the questions were
structured, inwhich every element included in the question could have
several possible answers, itwas not possible to analyze the question
as an entity. Rather, the answers to each element were analyzed. A
tabulation of the answers, a graphic representation in the form of a
histogram and a set of statistical values was generated for each answer.
A selectve sample of results produced by SPSS is included inAppendix II.
The results for all the elements inone question were then compared.
In some cases, just by visual comparison, a ranking could be
established.
Inmany other cases this was not possible and therefore
the statistical values generated were used. The value used for this
analysis was the mean, although the median and the mode could have also
been used as they gave inmost cases the same ranking as the mean.
In
addition to the one way frequency analysis described before, the answers
were cross-tabulated to determine trends. Several cross-tabulations
were performed, but the most interesting ones were when the answers
were broken down by the position of the respondent in the organization
and by type of company.
3.3.2 Results of Individual Questions
For each question, a figure summarizing the results will be
presented.
Inaddition to it,a more detailed description of the re-
sults as well as any trends found in the cross-tabulations will be
included.
QUESTION 1:
Rank in order of importance the Resources
which management information systems should help you
control (1 = Most Important; 8 = Least Important).
(See Figure 3.1).
Employees, Major Equipment, and Operating Cash were consistently
ranked as the Most Important resources to control.
Employees in parti-
cular received the number 1 ranking over 60% of the respondents. The
Least Important was Other Equipment, with over 50% classifying it in
position 7 or 8. Answers for the remaining items were scattered among
intermediate rankings giving no definite trends.
Project Records and Documents elicited a polarity inopinion.
On the one hand, 15% listed it as number 1 in importance:
This degree
of consensus on a number 1 ranking was the highest following that for
Employees. The remaining responses, however, were evenly distributed,
resulting in an overall ranking of Moderate Importance.
Tabulation of these results by the company position of the
respondents or by the nature of company business yielded recognizable
trends in two cases: Employees and Major Equipment. Engineering/
IMPORTANCE
LOW
Employees, in-house expertise
HI9H
p~R~CTd~a~l~i~&SOg~g~B88r~
Subcontractors
.r:
Major or specialized pieces of equipment
LA~"~OS~rr~$rY;L~ZIR4$1~~
Other equipment
E;·;·~-~
Materials (procurement, delivery)
t~,~',~-6~i~~rb·~tA'~c,~:'
Project records and documents
Operating Cash
ar~IF~mrJ~aarssatrrr~P~ga+(W
Other.....................
Figure 3.1
~f
Summary of Responses to Question 1
Construction Management (E/CM) firms gave a slightly higher ranking to
Employees than did contractors:
66% vs. 50% named it the most important.
On the other hand, contractors ranked Major Equipment higher than
E/CM firms:
60% of the contractors ranked it first or second while only
15% of the E/CM did so.
As for the tabulation based on the position of the respondents,
no important trends were found in any of the answers.
In the Other classification, only a small number of respondents
included comments. Among them labor was mentioned twice and materials
expenditures and physical conditions were each mentioned once.
QUESTION 2:
Indicate the three most important and the
three least important areas of Project Related Information which you feel a Management Information Systems
should provide you.
(Most = M; Least = L) (See Figure
3.2).
The item receiving the largest number of Most Important rankings
was Cost Projection, with 70% of the respondents giving this answer. No
one classified itas Least Important. Itwas followed in relative importance by Time Projection and Cash Flow respectively.
The three items generally indicated as Least Important were
Outstanding Claims, Technical Data, and Receipts.
Most items were ranked in consistent fashion by nearly all respondents. The one exception was Feet Advanced, which received 11
responses for Most Important, 8 for Least Important, and 11 who did not
Importance
lost
Least
A. Cash flow
_~~e~i
Breakdown giving
B. Total costs
C. Direct costs
D. Indirect costs
~I
E. Receipts
·CI\,
F. Profits
Safety record
Feet advanced
* 2i
coNFL,
Outstanding claims
rsa-·~Y·lp··Ie
Cost projection
Cost overrun
Time projection
Time overrun
Technical data
Other.............
Figure 3.2
Summary of Responses to Question 2
C
InN
rank it either way.
Attempts to cross-tabulate these results by position incompany
or type of company revealed only a slight preference among corporate
officers to consider Feet Advanced among the three Most Important, and
a slight tendency among project personnel to consider it among the Least
Important. When tabulated by type of company the answers did not
indicate any definite trends.
Incross tabulation, another interesting result observed was that
cost projection is considered most important by 85% of the E/CM but only
60% of the contractors consider it so. Something very similar occurs with
Time Projection where 92% of the E/CM considered itmost important against
only 30% of the contractors doing likewise.
It was also observed that there was a higher dispersion of the "most"
classification among the various elements of the question by contractors
than by E/CM. E/CM classifications tended to cluster around a few of the
possible answers, mainly the ones that emerge as the most important.
qUESTION 3:
The following Regional and Institutional Fac-
tors affect cost and performance of a project. Indicate
the extent to which each factor typically influences your
decisions. (See Figure 3.3).
The diagram indicates the relative influence of the different factors
on project decisions. The different factors were scored by considering the
mean values of all responses for that factor. Rather than assigning much
significance to the individual scores, we felt itmore meaningful to identify
Infivence on Decisions
NO"
Considerable
Considerable
Availability of labor
ow;:27gg
4
--
Prevailing wages
Availability of materials
Transportation costs
Subsurface conditions
.,.
g
*49*.
Statutes affecting work
scheduling
L; I *
a~
Statutes affecting construction method
I
Safety codes
Contract documents
I
.
.*
.•e
_
m
Insurance requirements
Owner's contract admini-
OF.·Y
stration record
Surface constraints
91E~Sb ~.O.*.
4
Other ...........
Figure 3.3 Summary of Responses to Question 3
m
groups of factors whose scores were of the same order of magnitude.
Subsurface Conditions was ranked virtually unanimously as having
Considerable Influence ina project.
Itwas the only factor for which
such complete agreement was observed.
Ratings for the other factors tended to cluster within three groups.
Availability of Labor, Availability of Materials, Contract Documents, and
Surface Constraints, were generally recognized as of High Importance.
Wages, Statutes, and Safety Codes, and Owner's Contract Administration
of Moderate Importance and Transportation of Low Importance.
Very few felt that any of these factors had No Importance. Overall, the tendency was to recognize some degree of influence in all the
factors.
Some respondents added other factors suc h as, union work rules, labor
productivity, and availability and reliability of equipment. All of these
were given Considerable Importance by the persons who mentioned them.
In the tabulations by position of the respondents in the company
those at the corporate and the project level tended overall to give
higher ranking to individual factors than those at the division level.
QUESTION 4:
Given that the technical, economic and
institutional aspects of a project are subject to
some uncertainty, what contingencies should a management information system be capable of analyzing?
Please indicate importance of each topic?
Figure 3.4).
(See
Importance
Somewhat
Alternative construction methods
Possible variations in subsurface conditions
Variations in cost of money
-
Wage Escalations
Increases in materials and supplies costs
"
a
64M1
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 .............................
Figure 3.4 Summary of Responses to Question 4
Very
As inthe previous question, the mean values of all responses
for an item were used to score that item. Items with similar scores
were grouped by level of importance.
Again the clear indication is that Subsurface Conditions is the
Most Important area to be considered. Over 75% considered this contingency Very Important.
Inthe second group, respondents included Alternative Construction
Methods, Variations in Productivity, and Scheduling Alternatives, with
40% to 55% of the answers, indicating these as Very Important.
Inthe third group were Wage Escalation. Increase in Materials
and Supplies Costs, Delays in Delivery, Variations in Quantities of
Material, and Cash Flow, with 25% to 35% of the respondents marking
these as Very Important.
Inthe group with Lowest Importance were Variations inCost of
Money and Alternatives to Equipment Financing, with only 10% to 20%
indicating they are Very Important.
The project level respondents gave More Importance to factors involved inconstruction--like Materials, Construction Methods and
Scheduling than did the respondents at the division and corporate
levels.
Likewise, respondents in construction firms gave slightly
higher importance to Wages, Equipment, and Materials than did the
E/CM respondents.
Inno case, however were these results radically
different; rather, they showed only slight trends in the directions mentioned.
Among Other contingencies added availability of specifications
and drawings and labor union relations were indicated as Very Important.
QUESTION 5:
Viewing a project as part of company
operations, rank the following studies or reports
by their relative importance (1= Most Important;
8 = Least Important).
(See Figure 3.5)
Financial Analysis was definitely considered the Most Important project report, with 70% of the respondents named it ineither
first or second in importance.
As for the other areas listed, although some idea of relative importance did emerge (as shown in the figure above), the
answers did not provide a strong distinction between the reports of
primary and secondary importance.
At the other extreme, only in the study on Available Equipment
was there a clear indication of low priority:
40% ranked it Least
Important.
Other studies were mentioned such as impact on bonding capacity,
available supplies, and client relations. None of these however was
ranked very high.
Analyzing the cross tabulations of these results by position in
the organization, we find that although Financial Analysis is considered
"Most Important" by a high number of respondents in corporate and project levels, for the division level answers, the Available Technical
Importance
Least
A.
Construction of project to company policy
•.
and objectives in stated time period
B. Financial analysis of project including
profit expectations and cash flow
E~WI~B85~P.14
i
C. Strength (or riskiness) of project in
light of current economic conditions
5~82~CF~
Ei6ect oJ ptoject on:
D. Anticipated work load
E. Available management personnel
F. Available technical and field expertise
81~4~
•
eg 1
:-
.
G. Available equipment
H. Other .............
Figure 3.5
Summary of Responses to Question 5
Most
and Field Expertise is the most important even if not by much.
Ingeneral, for this question, the number 1 classificaton was
not assigned consistently to one of the answers but rather the answers
for Most Important were 4istributed throughout all of them.
QUESTION 6:
Assuming that a management information
system assists in both resource allocations and
project monitoring. At which level do you see the
highest payoffs for implementing such a system?
The responses to this question (see Figure 3.6), indicate that
the majority of the respondents favored implementation of the MIS
at the Division or Project Levels.
Most corporate and divisional personnel indicated that implementation at the division level would have the highest payoffs.
The suggestions for implementation at the Corporate Level all came
from corporate officers of contracting firms.
On the other hand, responses indicating the Project Level as the
point of implementation came overwhelmingly (over 80%) from project
managers.
Several respondents indicated two levels (usually Division and
Project) the appropriate levels for MIS implementations.
Number of Responses
A. Corporate level
(i.e. for executive officers
3,
3
B. Divisional level
(i.e. for division manager, division
engineer, chief engineer)
12
C. Project level
(i.e. project engineer, project manager,superintendent)
12
Figure 3.6 Summary of Responses to Question 6
QUESTION 7
In this question, the respondent was asked to describe the most
important questions that the MIS Planning and Control System should
address. This itwas expected, would provide insight into the individual areas of concern. There was a large and varied number of answers, ranging from very concise and specific to very general concerns.
Itis not necessary to discuss all the suggestions received. Rather a
summary of the answers received ispresented in Table 3.2.
In general,
they were fairly easy to classify although in certain cases some interpretation was made of the suggestions. A full list of the answers received is included in Appendix III. There, each of the suggestions is
presented as included inthe questionnaires.
It is important to realize
that a good number of responses are presented inAppendix III but not
inTable 3.2 due to the difficulty of fitting it into a classification
without distorting or misinterpreting the suggestion.
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 extensive comments, such as frequency of use, type of use, personal opinion 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
Equipment:
costs, repair, new application
Materials:
4
2
Subsurface:
projections
Cash Flow:
Progress:
10
2
2
other measures
Table 3.2
4
Answers to Question 7
No. of Times Mentioned
System
Accounting
13
Project Scheduling and Planning
11
Cost Control
4
Project Cash Flow
Manpower Scheduling and Loading
Table 3.3 Answers to Question 8
Number of Responses
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
Flqure 3.7 Summary of Responses to Question 9
YouR pos&ition in the company
Number of Respondents
Corporate Officer
Division Manager
Project Manager
e
-
.6..
-r
Figure 3.8 Number of Respondents by Position in the Company
Inmany other cases only the first part of the question was answered, and no reference to the use of them made. This made the task
of evaluating the question more difficult and no comparisons between
usage at different levels of the organization was made possible.
InTable 3.3 a summary of the answers received is presented. A
complete listing of the answers is included also in Appendix III.
QUESTION 9:
What isyour current opinion on the
suitability of management information systems in
the construction industry?
Inthis question (See Figure 3.7), the responses were largely
concentrated at the "Favorably Inclined" and at "Willing to Use
Such a System". The answers to these questions represent 66% of the
responses received. It is interesting to note in the cross tabulating that no significant
difference existed due to the respondent's
position or type of company.
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
OF RASPOINDET IN CORPANY
POSITIGC
*
By COoP
*
*
*
*
*
*
*
TTPE OF COPAIY
*
*
*
**
*
*
*
*
COll
COUNT
lOW 'PCT
COL k'Ci'
TOT PCT
I
ICON'TRACT &NGINkER OWNEL
ROW
IC•G
&CONSTR
TOTAL
I
1 I
2 I
3
I
I-....----'I-........
I. ------. . . I
POSI
S5
COBPORATt
I
45.5
1
1
50.0
16.7
I
I
I
-I.....-i-
2
DIVISION
6
I
0
I
54.5
I
0.0
1
31.6
I
0.0
I
20.0
I
0.0
I
11
36.7
-I...----I
I
3
1
4
0
I
I
I
42.9
Jo0.0
I
57.1
21.1
I
I
0.0
0.0
I
I
I
10.0
I
13.3
1
0.0
I
I
1
7
23.3
-I---------I---------I---------I
3
PROJECT
Table 3.4
I
2
I
9
I
16.7
I
75.0
I
20.0
I
47.4
I
o.7 I
30.0
-I---------I---------I---------I
CCLUMN
10
19
63.3
TOTAL
33.3
I
8.3
I 100.0
I
3.3
1
3.3
I1
I
I
I
12
40.0
30
100.0
Tabulation of Level of Respondents by Type of Company
and the type of firms is shown.
Also, in Table 3.4, these answers
are cross-tabulated and the number of respondents at each level by
type of company is presented.
3.4
INTERPRETATION OF THE RESULTS
As stated earlier, the main objective of the survey was to
obtain guidelines along which the proposed system will be developed.
The critical issue was that these guidelines must come from the group
that will be the expected user of the system, if it is expected to be
successful.
From this point of view, the survey was successful.
A positive
This
contact was established with a large number of prospective users.
group provided a set of answers from which some initial guidelines for
the system can be developed.
A riskier proposition would be to try to
develop from these results a priority list for the development.
For
that type of list, it would be necessary to perform some follow-up on
the people that returned the answered questionnaires using the answers
as the starting point for more detailed structuring of the system.
The description of the results in the previous section already
points to the important topics in each area.
We feel however that an
interpretation of the meaning of those results is warranted.
In the questions related with the control area of the system it is
clear what the important resources are.
The results confirm what infor-
mal comments with tunneling contractors had hinted:
that Employees
taken as labor in general is the critical factor in the construction of
a tunnel.
As for the others, most of them follow what can be thought
as a logical ordering. The only area that would be interesting to look
into is the "Project Records and Documents", where some conflict
existed. This can be aimed at determining what type of records or documents are considered.
Inquestion 2, the project related information, the overall results
appear to have no major surprises. The areas favored in the answers
are the basic indicators for performance:
time and cost. It is inte-
resting, however, to observe that contractors have a greater diversity
of opinions as to what the most important are.
It is necessary to note
that the area dealing with the breakdown of costs was almost ignored,
while cost projection that in some way includes the breakdown was
considered most important.
Inquestions dealing with the planning process a slightly different
type of answer was received partly due to the structure of the questions
themselves.
Inquestion 3--Regional and Institutional Factors--and question 4
--Contingencies--since no ranking of the answers was required but ratber
each
possible answer was individually classified, the results tended to
hide relative importance of the factors and only general guidelines can
be obtained.
Inquestion 3, the only clear response was Geologic Condition,
predictably the most important.
Inquestion 4, the answers can be
arranged ingroups according to importance as follows:
1) The most important being as expected, Geologic Considerations.
2) The second most important group can be identified as changes
in strategy:
alternative construction methods and project
scheduling as well as variations in productivity.
3) The third group in importance could be classified as variations
inthe resources used: material, cost, volume and delivery,
wage increases, and cash flow.
Question 5 also in the planning scope, isdivided into two areas:
studies related to company policy and studies related to available
expertise/capacity.
Inthe first group as well as overall, Financial Analysis is the
most important study. This seems to contradict the evaluation given to
profit inquestion 2. The difference may be that profit considerations
are made during the planning stage and the project is built under those
assumptions. During the life of the project, however, it isdifficult
to determine profit and thus the controls are based only on overall cost.
In the second area, Management Personnel appears as the most important resource affecting the project. This seems to agree with the opinion given inquestion 1 Employees was also the most important resource.
The rest of the questions, outside of direct implication to planning
and control, provide the attitude prevailing towards such a system.
Inquestion 6, the use of such a system at the project and division
levels seems to agree with the discussion of the organizational
structure and its decision making inthe previous chapter. Thinking
of division and project levels respectively as management control and
production control, we have indicated that the operations performed at
this level were better known and could thus be more easily structured.
The corporate level approach implies less precise and more unstructured
decisions that may present greater difficulty to the development of a
system.
Question 7 served more as a.confirmation of the answers to the
previous questions than as provider of new information.
InQuestion 7
as inprevious ones, cost and time came out as the most important followed by labor. One area where the answers to this question did not
come out with the same results as the other questions, was inSubsurface Conditions. Previously this had been considered very important but the same did not happen in this question.
Question 8, as mentioned earlier did not provide valuable results.
Only one or two answers given were considered useful as they described
inmore detail the system and the use made of it. Further insight into
this area would seem appropriate if the development of a complete system
is undertaken to avoid duplicity and existing bad practices.
Finally, with the answers received to question 9 and the large
number of responses to the survey, we can indicate that a positive attitide exists towards a system of this type. That although not all the
areas are well identified, some general guidelines were obtained
Summarizing, the areas that appear as the most important are:
In planning:
*Geologic Considerations
*Strategy Evaluations
*Financial Studies
Inthe control area:
*Labor, Employees
*Cost Projections
*Time Projections
A group of other factors could be arranged inanother list, but
we can consider those as being of secondary importance.
85
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
In this part, we investigate and begin to
develop a set. of analytic techniques that
can be incorporated in a management planning
and control system for tunneling application.
These techniques are aimed toward providing
the manager with:
I. Relationships between the project
environment (e.g. labor availability, rates and productivity; materials costs; tunnel size and length;
subsurface conditions; insurance
requirements; state and local
statutes and regulations; and so on)
and project measures that he can
evaluate (e.g. cost and time projections; production reports and the
like).
2. A risk evaluation process involving
the factors affecting tunnel construction, including:
a. Physical factors--tunnel geology
geometry, location, access roads,
87
weather, etc.
b. Economic factors--cost and availability of labor, materials, and
equipment; current interest rates,
economic projections; bidding conditions; etc.
c. Production factors--adequacy of
proposed methods, labor productivity, reliability of equipment,
etc.
d. Institutional factors--insurance
requirements, labor agreements,
safety regulations, noise and
vibration limitations, work schedules, etc.
3. Analysis of available options or alternatives to reveal their likely outcome
and effects inareas of management
interest. This analysis should be
done taking into account the risk
factors identified above. The alternatives or options may include different tunnel alignments or configurations,
different methods of construction, scheduling changes, effects of variations
in geolgy, and changes in construction strategy.
The three objectives described above should
be pursued according to the guidelines described inChapter 2 regarding desirable
system characteristics.
In this way, the
information system will include as its basic
elements:
1. Scheduling and estimating routines to
translate job-related information
into cost and time results for
management.
2. Predictive models to evaluate the costs
and benefits of various alternatives.
3. A risk analysis procedure in both the
predictive and scheduling components.
This can be done either by a stochastic treatment of the several riskrelated factors or by a sensitivity
analysis incorporating these factors.
Given the preliminary nature of this study, it
was considered infeasible to attempt to design
a full working system including all elements
described above. Rather, an existing system
could be used as a starting point for providing a framework for the future information system.
This framework could be
later modified or expanded in conjunction
with selected tunneling firms to include the
additional capabilities required by specific
groups within the firms.
Several attempts have been made in the past
15-20 years to develop systems for tunnel
project planning and analysis.
Although
these systems all address the area of
tunnel costs and scheduling, their different
approaches make them useful in different
circumstances. A brief review was made to
determine whether any or all of these methods
could be incorporated in the tunneling planning
and control system.
In 1959, the California Department of Water
Resources [1] developed what can be considered
the first systemized method to predict the
costs of tunnels. Many California water tunnels were analyzed and the major cost compo-
nents were identified as excavation, dewatering, support and lining. For each
component, a family of cost curves resulting
from regression analyses were prepared. With
these, the cost per lineal foot of tunnel was
obtained as a function of tunnel diameter and
geology. Although limited in its flexibility
and areas of application, this system established a starting point for subsequent analytic development.
In 1970, a computer-based cost model for
tunneling was developed by Harza Engineering
Corporation [2]. This model considered several
excavation and support methods, different geologic conditions as well as different tunnel
cross-sections. Cost estimates were based
on regression equations where the cost for
labor, equipment and materials were computed
separately to allow regional adjustments. The
model also accounted for the influence of
geology on costs.
In 1971, the General Research Corporation [3]
developed another model that simulated the
A.a-
activities of a number of tunneling techniques,
accounting for interaction with external environments, mechanical failures, geology and
other uncertainties. The user could specify
information such as tunnel geometry, method and
equipment used.
The model then used empirical
or analytic equations to model performance.
The model also generated a linear or tridimensional geologic representation that could
interact with the simulation of performance.
The results produced were reports showing costs
accrued at predetermined intervals in the tunnel.
The model does not account for uncer-
tainty in the geology, is limited to drill and
blast and full face excavation, and does not
include any provision for risk evaluation.
The latest attempt at developing a system for
tunnel construction is reported by Moavenzadeh
et al in 1974 [4].
This model isthe first one
to address the issues of uncertainty in the
geology and uncertainty in construction performance for a particular geology. The model
is patterned after conventional estimating
practices to determine the cost and time of con-
struction activities. No analytic or regression equations are used to obtain the construction costs and times:
rather, production equa-
tions with user input values are applied. 'The
user can reflect variations in performance by
including stochastic input for the input values.
Geology is represented using a probabilistic
statement about its characteristics that may be
expected along the tunnel alignment. This
creates the possibility of having multiple possible tunnel profiles.
With various construc-
tion strategies related to different geologies,
the model produces, instead of one estimate, a
distribution of estimates reflecting, basically,
the uncertainty in geology and construction performance.
In addition to these systems, a large number of
both computerized and non-computer based systems
used to process information exist in the many
tunneling firms.
These are used in all phases
of the tunneling process, but in general are
more a historical reporting tool than an information system, and their applica-
bility to management control is limited in
scope. They are in general designed and implemented by individual firms and thus have
received little diffusion and publicity [5].
From all of these systems, the model reported
by Moavenzadeh is the one we consider that
goes furthest in the effort to cover the important management areas in tunneling and provide
the user with a data structure that can be
used as an information system. Nevertheless,
from the point of view of information systems
it still has deficiencies in several areas.
The most important are:
1. The lack of flexibility in the simulation of day to day operations
at the construction face.
Ifany
method different from Drill and Blast
--full face or heading and bench--or
TBM included inthe basic model is
desired, the effort required to simulate it is substantial.
2. The lack of
an appropriate capability
for scheduling the different phases of
the overall project.
3. The unsatisfactory treatment of
labor at the construction level
impedes the analysis of labor requirements throughout the life of the project.
4. The lack of expanded capability to
handle indirect cost such as supervisory
personnel, non-productive tunnel labor,
support equipment-compressors,
hoisting equipment, etc, capital
costs as well as profit.
Some effort was devoted to improve these limitations.
Itwas considered that .the most benefit
could be derived from trying to improve the
areas of construction operations and project
scheduling.
It is in these areas that a greater
consensus existed among the different firms
responding to the questionnaire in Chapter 2.
Itwas also that in dealing with labor, indirect
costs and profits, different firms take different approaches. Thus, the development of a
system to handle these areas would require a
closer contact with individual firms than could
be developed in the'current work.
96
Therefore the adoption of the Tunnel Cost
Model by Moavenzadeh as a general MIS
framework, and modifications inthe areas of
project scheduling and representation of
construction operations, were the phases
treated inthis study.
REFERENCES
1. California Department of Water Resources; Investigation of Alternative Aqueduct Systems to Serve Southern California. Bulletin No. 78,
Appendix C, September 1959.
2. Harza Engineering Company; A computer program for estimating
costs of hard rock tunneling. Prepared for US Department of Transportation, May 1970.
3. General Research Corporation; Hard Rock Tunneling System Evaluation
and Computer Simulation, GRC Report CR-1-190, September 1971.
4. Moavenzadeh, F. et al; "Tunnel Cost Model: A Stochastic Simulation
Model of Hard Rock Tunneling",: Department of Civil Engineering, MIT,
Cambridge, MA, 1974
5. The existence of this type of system isoften discovered through
discussions with tunneling contractors, therefore no specific examples
can be presented. However, the tunneling literature has passing
references to these types of systems. The Rapid Excavation and Tunneling
Conference Proceedings contain insome of the papers presented, brief
glimpses into these systems. As an example of this type of system, in
the 1972 Rapid Excavation and Tunneling Conference, the report:
"Role of the Tunneling Machine" by William H. Hamilton has an example
of a computer program used to tabulate progress and performance of a
tunnel boring system (RETC Proceedings p.1108, Vol. 2).
CHAPTER 4
CONSTRUCTION OPERATIONS
4.1
INTRODUCTION
4.1.1
Identification of Requirements
Given the limited working space inside a tunnel, severe restrictions exist as to the number of tasks that can be performed at the
same time. Tunneling excavation can thus be viewed as a repetitive
cycle of production, where the operations are performed in sequence
as the face advances along the tunnel alignment. This mode of operation has been commonly represented by a clock-like mechanism (see
Figure 4.1).
The cycle has an arbitrary start point. From there,
the operations will be performed sequentially until the cycle is
finished.
Atthat moment, the first operation is re-initiated and
the sequence is repeated.
This representation is useful for visualizing the sequence but
is rather limited when used for implementation ina computer system.
In the Tunnel Cost Model, the sequence of activities in the cycle is
represented by a network using nodes and arrows. (see Figure 4.2).
The full network thus represents a cycle or a round in a construction
method.*
This cycle oriented network is used throughout the Tunnel Cost
Model to simulate the construction of short sections of tunnel--i.e.
*This use of a network to represent cycles is not a common approach
among tunnel engineers. For this case however, it provides a flexible, easy to manipulate framework that can readily be incorporated
into a computerized system.
SUPPORT
AND
OSIVES
DEWATER
BLAST
TUNNEL
MUCK AND HAUL
Figure 4.1
Tunneling Cycle Representation
102
the lengths advanced in a series of construction cycles. The results
obtained are dependent on the geology in such a way that each geologic
condition defined by the user will have its own cost and time rates.
This configuration isvery useful whenever the model is used to
make technical analyses of some basic construction methods. However,
it could not be expanded to cover areas required for managerial analysis.
Some limitations that had to be overcome were:
1. The basic model assumed that all construction cycles were alike.
This isnot true; since production cycles can be differentiated
from maintenance or service cycles. We therefore wanted to have
the capability to represent the changing nature of construction
operations within a given method.
2. Given the cycle oriented simulation, itwas difficult to simulate certain types of simultaneous operations, such as a drilling cycle at the face concurrent with a support cycle 50 feet
from the face. Nor was there a good way to model operations at
the same location at a different time of day.
3. It became very cumbersome to relate actual work activities to
a chronological framework such as time of day. Also, no provision was made for including unproductive times resulting
from safety conditions or labor attitudes. This could be the
case of an operation not being performed due to the existence
of a time limit or other restriction--loading shot holes when
the time remaining in the shift is less than say half an hour
103
could be prohibited for safety reasons.
It was felt that the
improvements to the model should consider including this
capability.
4. The model lacked a framework where external restrictions such
as labor work rules, noise and vibration statutes and similar
constraints, could be represented along with their effects on
tunnel construction.
For the proposed system iswas considered that all of these factors
affect tunneling performance and, as such, must be included in the simulation 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 corresponded exactly to a single cycle--was rather restrictive. Rather the required 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). Moreover 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
existing scheduling systems were analyzed, including CPM/PERT [1],
GERT [2], Fondahl [3, aswell as the Tunnel Cost Model system itself.
A lengthy discussion of these methods isnot considered necessary.
Suffice to say that in general, all of them lacked the capability of
modifying the occurence of activities depending on the type of conditions--time, advance, cycles--that were considered necessary for our
applications. Only one system, GERT, had capabilities for modifying
network structure during the simulation process, but its control is
dependent on probability rather than on the occurrence of a specific
condition as may occur in tunnel construction.
The need for an efficient way of modeling the operations within
the concept of a network structure lead to the development and implementation of new network concepts.
Under these concepts, networks
could contain multiple operations and could change configuration as the
simulation proceeded, depending upon the external conditions and limitations as well as on the simulated time or location in the tunnel.
Inthis type of network, the end result of one simulation would not
always be the same, but would closely depend on the situations occuring
during that simulation.
By direct implication a 24 hour clock establishing a time frame,
log of construction advance and a set of shifts occurring in the
24 hour day had to be included as elements of the simulation.
In the following sections of this chapter, the description of these
capabilities as well as examples of their application will be presented.
105
Also, as mentioned before, a case study in Chapter 6 will expand upon
these concepts and illustrate their use in a realistic tunneling
situation.
4.1.2 System Structuring of Tunnel Construction
The overall simulation structure in the Tunnel Cost Model is not
limited to a network, rather it ismade up of several elements:
the
construction method, the network, the simulation equations and the
construction variables.
These are combined to obtain cost and time
performance results for various construction methods, with the network
being the controlling structure.
The construction method can be visualized as'the structure grouping
all the other elements used in the simulation process. A method (see
Figure 4.3) would consist of a network--that defines the specific
combination of construction activities that will be used, the shift
information--hours and costs to be used in conjunction with the network,
the cross section information--type and dimensions, the simulation controls, and most importantly the list of geologic conditions inwhich
this method will be used during the simulation of construction.*
The network, as it will be described, includes the different construction operations in the tunneling cycle, the relationships among
them and the conditions controlling the process of the network.
*A better description of how these results are applied towards
obtaining a time and cost for the overall tunnel will be presented
in the next chapter.
106
CONSTRUCTION MEFTHOD
SHIFTS
HOURS & COSTS
CROSS SECTION
SIMULATION
CONTROLS
NETWORK
I.........
DRILLING EQUATION
LIST OF APPLICABLE
VARIABLES
Figure 4.3 Structure of Construction Method
107
Each of the construction activities included in the network--such
as drilling, loading and blasting, mucking and so on--has a time and
a cost associated with it. Both time and cost are obtained using
the construction equations and the costs specified with the shift
information. An example of the construction equations used is shown
in Figure 4.4. At simulation time, each of the activities in the network will use an equation to obtain a time and a cost, and add it to
the totals for the simulation.
Finally, each equation will use a combination of construction
variables for which the user has provided values. These variables
can be assigned values varying with geology or not. Also, each variable can be assigned not only a single value, but a distribution
[4].
Inthis way, for the equation shown in Figure 4.4--the
variable LFACE HOLES could be given a single value, i.e. 10 feet,
or a distribution--either normal, uniform or beta--i.e. uniform,
lower bound = 8 feet, upper bound = 12 feet.
Through this option, the
user can allow for variations in productivity, uncertainty and so on,
as well as normal variations due to differences in geologic conditions.
In Figure 4.5 an example showing a list of input values and the results
that can be obtained is shown.
This structure gives the manager great flexibility both in planning
and controlling the operations. Simple changes can be made to variables, equations, shifts and costs, and networks to simulate different
alternatives or to reflect any change in initial assumptions throughout the life of the' project.
108
T = T LAYOUT FACE +'60 * L FACE HOLES * N
FACE HOLES
/(DPR_FACE * N_FACE_DRILLS) + T_MISCFACE
C = N FACE HOLES * L FACE HOLES * C BIT STEEL/BIT LIFE
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 activities
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
a. Values Using Beta Distribution
Optimistic
T LAYOUT FACE
2
L FACE HOLES
N FACE HOLES
4
12
10
12
14
32
35
42
110
80
150
DPR FACE
Most Likely Pesimistic
N FACE DRILLS
7
T MISC FACE
C BIT LIFE
400
12
225
20
180
b. Time and Cost Using Optimistic Estimates in the Equation in Figure
4.4.
T = 2 + 60 * 10 * 32/(150 * 4) + 7 = 41 min.
C = 32 * 10 * 25/400 = $20
c.
Using Most Likely
T = 73.2 min.
C = 46.66
d. Using Random Sample
T = 114.17 min.
C = 61.88
Figure 4.5 Use of Construction Equation
110
4.2 REPRESENTATION OF TUNNELING OPERATIONS
From a network modeling point of view the problem was to represent tunneling operations by a network structure capable of modifying
itself as it simulated tunnel construction. These modifications would
arise inresponse to various external constraints, whether related
to a change in shifts, work rule agreements, statutory requirements
governing the allowable times for certain construction operations,
or the completion of a specified measure of progress in the tunnel.*
,To help clarify this problem let us consider the simple example
illustrated in Figure 4.6. Suppose a tunnel is being constructed
using two shifts per day.
Inthe day shift the cycle of operations
begins by completing activity A, followed by simultaneous performance
of activities B and C, followed by other operations.
Upon completion
of the cycle, the cycle is repeated beginning again with activity A.
The situation can be represented as shown in Figure 4.6a.
Inthe swing shift, the cycle of work will consist of activity A,
followed by activity B, followed by its subsequent activities, as shown
in Figure 4.6b.
Operations within each shift can be modeled readily by standard
network techniques, as already demonstrated in Figure 4.6.
this was the approach used in the MIT Tunnel Cost Model.
In fact,
However, from
*Note that in the context of this discussion, ground conditions are
not considered "external" constraints but are treated as a technical
factor governing choice of construction method and associated progress
and cost.
111
a. Day Shift Activities
0
0
0
0
0
0
b. Swing Shift Activities
6
Figure 4.6
0
6
Network Representation of Construction Activities
112
an information system point of view, a manager isnot interested in
the results of individual tunneling cycles, but rather in the aggregate
cost and progress achieved over a period of days or weeks, after tens
or hundreds of cycles.
Since the individual tunneling cycles in our
example will vary in their component operations (depending upon which
shift isworking), and since tunneling cycles themselves are not of
uniform duration, representation of a day's work in the tunnel by
standard network techniques becomes difficult.
This latter situation is illustrated in Figure 4.7, where we have
attempted to model a full day of two-shift tunneling operations using
a standard network. Although the time of day at which the shift change
is known (say it is4:00 PM), there is no feasible way of incorporating
this information within the network. Inparticular, it is not accurate
to say that the change in shifts will occur at, for example, node 21,
as shown in Figure 4.7.
This statement would imply, first, that the durations of the day
shift cycles are known beforehand, and second, that the completion of
the shift will coincide with completion of the cycle. Both of these
assumptions are weak, if not incorrect.
Because of the effects of nor-
mal variations in productivity, mishaps, unplanned maintenance, unexpected delays, and other losses or fluctuations inefficiency, the duration
and cost will vary from cycle to cycle.*
Moreover, it may be that
*Again assuming a constant geology. The effects of changes ingeology
on varying cost and progress are discussed separately in section 4.6.
lort
Load
Mobilize
Dewatering
Figure 4.2
Network Representation of a Construction Cycle in the Tunnel Cost Model
8ýAM
4,PM
SqIFT- OPFRATTONR
nAY ~11·~11
1_·1·
-I.L- ·I-.- ·-~----
B 13
A KB
C 14
21
r
I
B
A
31
A
32
B
33
3
'.
~
_,- _________.~
4'PM
FIGURE
2
SWING SHIFT OPERATIONS
4.7
12'PM
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 certain groups of activities depending upon which shift iscurrently performing work. Furthermore, we would like to control not only the initiation 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
Figure 4.8 Desirable Representation of Construction Operations
*
BEGINNING
DURING DAY
SHIFT
or
0
6
DO ONLY
DURING DAY
SHIFT
116
would not be static in their structure but rather dynamic or changing
in response to external factors or controls.
4.3 DYNAMIC NETWORK CONCEPTS
The concept of "dynamic" or "changing" networks is based on the
idea that networks can grow in accordance with "growth rules" established by the user. These growth rules represent the various constraints in force at the jobsite, and whose effects the manager wishes
to evaluate. Let us see how such growth rules would operate, using
first a standard network with no special external constraints, as
shown in Figure 4.9.
Note in this case that since no controls have been specified, all
activities will be simulated.
Inthe first stage, the network routine
advances to node 3,where bifurcation exists.
analyze either 3-4-5-6-11 or 3-7-8/9-10-11.
The routine can first
Say the second path is
taken, as shown in stage 2. A similar option then occurs at node 7.
Again a choice is made here to complete path 7-9-10 (stage 3).
Upon
reaching node 10, the network routine has to back up as path 10-11 cannot occur unless all activities terminating at node 10 are complete.
The network goes back to node 7 andcompletes path 7-8-10 (stage 4).
However the process cannot continue through 11-12 since path 3-4-5-611 has not been evaluated. The routine then goes back to node 3 and
analyzes branch 3-4-5-6-11, completing the network.
a.
User Definition of Network
b. Stage one
0-
®--
117
c. Stage two
7
d.
Oaay
L.
iuur
f. Stage five
Figure 4.9 Standard Network Processing
118
The procedure illustrated isa general one, and itor similar
procedures are employed by standard network processors such as PERT,
CPM, and other network algorithms used in civil engineering. The
example is instructive, however, inthat it suggests that if the network routine could be interrupted or suppressed at any of the individual stages in Figure4.9, then a final network, different from
that shown in Figure 4.9a would result. This is the key to establishing
useful growth rules. Let us now try to see how some of these rules or
controls can enhance the usefulness of networks for management systems.
4.3.1
Introduction of Dynamic Activity Controls
Figure 4.10a shows a structure identical to that in Figure 4.9,
except that two controls--DELAY and STOP--have been introduced. STOP
and DELAY can be defined as procedures by which a network can be modified beyond' the boundaries of normal CPM relationships. STOP and
DELAY are assigned to specific activities or groups of activities within a network. Their functions are as follows:
DELAY [until some condition is satisfied]: has the effect of introducing a non-productive, no-cost delay (or float activity) into
the network preceding the pertinent activity. This delay or
float activity remains ineffect until the conditions specified
by the user is attained. At that point the DELAY control on
the activity is released, and the simulation of that and
all subsequent activities proceeds normally.
119
a. Full Network
DE
b. Delay Specification
"DELAY" specification is released
DELAY
ýfr
,t
-80
M wem m
ým
Float
c. Stop Specification
,P**
Figure 4.10
Illustration of Dynamic Network Controls.
cannot
proceed
120
STOP
[if some condition istrue]:
if the specified condition is
true, has the effect of rendering the pertinent activity nonexecutable. Since network rules demand that subsequent activities can start only when all activities terminating at their
respective start nodes have been completed, the STOP control
may also render all subsequent dependent activities nonexecutable as well.
Figure 4.10 illustrates the operation of these two types of controls.
In4.10b the DELAY condition is active until some condition is
satisfied,* at which time activities 3-4, 4-5, 5-6 and 6-11 are executed. Note that one can imagine the introduction of a float at node 11
to accomodate the changed configuration of the network.
In fact, the
DELAY condition itself is similar to the introduction of a float at
node 3. However, in contrast to a normal CPM float (which is related
strictly to time), the DELAY control can be based on constraints other
than time.
Figure 4.10c illustrates the end effect of a STOP control (assuming
that the condition upon which it is dependent is now true).
The STOP
was originally specified for activity 7-8; therefore that activity will
not be simulated in this particular pass through the network, as shown
by the dotted lines in Figure 4.10c.
*Exactly the types of conditions which can be imposed, will be explained
shortly in section 4.3.2.
121
Itwould not be accurate to say that activities 7-8, 8-10, 10-11
and 11-12 are "eliminated" from the network, because the internal network structure within the system remains as shown in 4.10a.
If,in
subsequent passes through the network, the STOP condition is removed,*
then the network would revert to another configuration (e.g. Fig. 4.10a
or 4.10b).
We might say, therefore, that the network in Figure 4.10a does
not represent a static network structure as such, but rather a set of
dynamic growth rules along which the network is allowed to develop anew
during each subsequent pass. The actual network structure to be encountered in each pass iswholly dependent upon the conditions under
which the STOP and DELAY controls are specified.
4.3.2 Relating Activity Controls to the Tunneling Environment
The conditions upon which the STOP and DELAY controls are based
can consist of any logical expression involving time, current shift,
current cycle, cumulative feet advanced, or completion of another activilty.
Thus, DELAY [10PM < Time of day < 7AM], STOP[Cumulative feet
drive = 1000], STOP[if this is not graveyard shift] and DELAY [until
completion of activity 5]t are all valid controls imposed on particular
activities or groups of activities.
*i.e. the condi tion on which the STOP is predicated is no longer true.
tAt first glance it appears that a control based on another activity could
be handled by normal CPM rules, simply by creating a dummy activity
between the two. As will be seen in section 4.3.3, however, the two
are not equivalent.
122
The types of external factors that can be included in more
detail below:
TIME:
1. Time of day
2. Total of hours elapsed construction time
3. Number of hours remaining in a given shift.
There are several instances in tunneling where time-related network controls are useful.
First, one can use them to account for
certain institutional constraints, such as prohibitions on blasting
or the placing of concrete during certain hours of the day, or timedependent labor workrules.
Also, such controls can represent cases
where it is known that a crew will not start an operation if the shift
is close to its end.
SHIFT:
The shift currently working.
Shift-related controls are useful in assigning specific work tasks
to individual shifts; e.g. the scheduling of equipment maintenance during
the graveyard shift, or the prohibition of blasting during the graveyard
shift.
NUMBER OF CYCLES:
The number of the tunneling cycle now
being simulated
Cycle-related controls can model tunneling activities scheduled
123
to occur periodically, but not inevery cycle:
e.g. grouting to occur
every fourth cycle.
FEET ADVANCED: cumulative feet driven during this simulation
Advance-related controls can be applied to methods like heading
and bench, where alternately the heading is advanced a certain number
of feet, followed by excavation of the bench.*
ANOTHER ACTIVITY:
the completion of another activity and all
activities following that activity in the
construction network.
Activity-related controls were designed to be used in conjunction
with other controls to permit the user to define two paths in a newtork
that are partially dependent on each other. (See next, section 4.3.3).
When this dependency isestablished, it is established not only with the
activity specified, but also with the entire path following that activity.
Inthis sense the activity-related controls are more powerful than the
simpler time dependencies in standard CPM networks.
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
1-3
Delay until 2300 hrs. and activity 1-3 is finished
Stop if time is between 2300 hrs. and 700 hrs.
Figure 4.11a
Dynamic Networks Example 1:
Network Definition
125
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 graveyard 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 following activity 1-3 has not been completed; that is,the production cycle
is partially complete.
Because our STOP control is based not only
1200
I
I
- ----
\DELAY
24p0
7q0
P
B&
•
,DELAY
-,---,,,,,,,,,
Figure 4.11b
2300
-,
,,,,,,,,,,,,,
1
,,-
,,,,
.-
,,--
Dynamic Networks Example 1: Network Execution in Simulation
,,-
Iq
127
on the time of day but also on completion of activity 1-3,* the simulation of tunnel production continues until it finishes at time TB. Then
the graveyard maintenance operations start. The continuation of maintenance 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 disposition 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 activities 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 assigning 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
ýj I JI
I
o
.
CURRENT SHIFT / DAY SHIFT
q
00
4.
I
DELAY IF COND
DELAY IF COND
WHERE COND IS: "CURRENT SHIFT / DAY SHIFT"
w0
# a 0
KSTOP
IFCOND
STOP IF COND
COND AS DEFINED ABOVE
Figure 4.12
Dynamic Networks Example 2.
STOP IF COND
129
shift is the day shift.
Once C is performed, all subsequent activities
will be simulated in normal CPM fashion, regardless of whether
there is an intervening change in shift.
In the second case in Figure 4.8, the manager specifies that all
activities in the lower half of the network must be performed during the
day shift.
This situation can be represented as in Figure 4.12b.
Each activity in the network lower half has a shift-related delay.
If the current shift is the day shift, the activities will be performed,
beginning with activity C and proceeding in normal CPM fashion through
D, E through K. If,however, there is an intervening change in shift-say just at the completion of activity C--then activities D and E (and
all subsequent dependent activities) will be delayed until the next day
shift.
At the next occurrence of the day shift, activity C will be re-
corded as already having been completed, and performance of work in
the lower network branch will resume with activities D and E.
Note the difference between this interpretation and that given in
Figure 4.12c, where all the DELAY controls are replaced by STOP controls.
Recall that the STOP control, if in force, renders an activity non-executable inthat particular pass through the network--as though the activity
did not exist.
Let us see how the system would analyze 4.12c.
If the day shift were working, activities would be performed,
beginning with activity C and proceeding in CPM fashion through D, E
through K. If, however, there is an intervening change in shift--again
130
at completion of activity C--then activities D, E,...K will be STOPPED-that is,effectively effectively erased from the network--for this pass.
Only activity C will have been perfromed by the day shift.
As time proceeds and the next day shift appears for work, activity
C will again be tested by the STOP condition. Since STOP is suppressed
while the day shift is in effect, activity C will be performed again.
The subsequent activities D,E,...K will follow according to normal CPM
conventions until the STOP condition isagain raised by the conclusion
of the day shift.
Furthermore, note that if the sum of the duration of
activities C through K is likely* to be long compared with the duration
of the day shift, then activity K may never be completed.
These examples therefore crystallize basic differences in the
behavior of the DELAY and STOP controls.
Exactly which controls should
be used ina given situation would of course depend on the realities of
the particular project at hand. One can see, however, that by rearranging various combinations of the STOP and DELAY controls, one can achieve
great flexibility in representing tunneling operations for management purposes.
4.4 OVERALL SIMULATION CONTROLS
The controls described in the preceding sections govern specific
activities or groups of activities for the purpose of modifying the
tunnel construction network according to non-CPM conventions.
Inaddi-
*Recall from 4.1.2 that the durations of the activities in these networks
may vary to due fluctuations in production efficiency, and are therefore
stochastic in nature.
131
to these controls which define the network's growth rules, however,
there is also a small set of overall controls pertaining to the network as a whole. The purpose of these latter controls is not to
further modify the network structure but rather to assist in tailoring
the cost, time, and advance information provided by the network simulations to the content and format required by a particular manager.
Brief descriptions of these overall controls are presented below.
4.4.1
Basis of Simulation
Each pass through a construction activity network represents one
round or cycle of tunneling operations. Managers, however, are not
necessarily interested in the results of one cycle,nor in the observed
differences from cycle to cycle.
Rather, they are more interested in
the cumulative cost and progress achieved in several cycles as delimited by some other measure of work--e.g. a shift, a day, week, or month,
or per 100 or 1000 feet advanced.
This physical basis upon which the
networks will compile data is called the basis of simulation.
The system includes three bases of simulation: time (inworking
hours), number of total feet advanced, and number of rounds or cycles
performed. These three bases are used as follows.
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
ger may specify whatever time limit is of interest--e.g. 7 hours
(one shift), 20 hours (one day), 144 hours (one week), and so on.
Ifthe time limit exceeds one day, then the network routine will
keep, inaddition to the daily clock, a clock of total hours
elapsed.
4.4.3 Feet Advanced
The manager may specify a particular length advanced as.the basis
of simulation. The network routine accumulates total length driven
with each successive activity, and checks the advance against this
limit.
4.4.4 Rounds or Cycles
The network routine also maintains a count of the number of
completed rounds or cycles. The manager may therefore use this number as a measure of simulation completion.
4.4.5 Use of Bases During Simulation
Any of these three bases may be assigned, with an appropriate
numerical limit, to a network. The system will continue simulating
construction activities (by executing passes through the network) until
the limit isexceeded.
The point at which the limit is reached
defines the completion of one simulation.
133
The ability to control the number of "simulations" is important
where, as explained in section 4.1.2, the costs and durations of
tunneling activities will vary depending on mishaps, unforeseen delays,
unplanned maintenance, and the like, and as shown in section 4.3,
the network structure representing the tunneling operation itself may
change over time. By limiting oneself to a single simulation, one
may be viewing a biased estimate of results.
It ismore reliable to
specify instead a number of simulations in any given analysis.
Each
simulation will produce a separate set of cost, time, and advance results. One can then compute the mean value of these results to obtain
an unbiased estimate.
The system therefore includes as an overall control, the number
of simulations to be performed. Users can adjust this number depending upon the complexity of their networks, and upon the ratio of
(the numerical limit of the basis of simulation/corresponding numerical value for one cycle).*
Ingeneral, the more complex the networks,
and the smaller the ratio, then the greater the number of simulations
should be.
To give an example, suppose a manager wishes to obtain results
on a 16-hour daily basis. His network represents a tunneling cycle
whose duration can vary from 2 to 6 hours, iwith a mean of 4 hours.
On the average, then, the system will perform 4 cycles within each
simulation (i.e. 4 cycles per day).
I the manager specifies 100 simula-
*For example: say the basis of simulation is 1000 feet advance. If
the advance per cycle is 5 feet, the ratio is 1000/5 = 200.
134
tions, he will get 100 results,* each result based on about 4
cycles, for a total of 400 cycles.
If, however, the manager chooses to obtain results on a weekly
basis (say the basis of simulation is then 96 hours), each simulation
will represent, on the average, the number of cycles per week--24.
There is then no need to specify as large a number of simulations; to
save computer expense, the manager may only specify 15 simulations.
He will obtain 15 sets of results, each set based on about 24 cycles,
for a total of 360 cycles. Obviously the weekly results will be in
more aggregate form than the earlier daily results.
There isthen a tradeoff among computer expense, level of
detail required, and desired scope of the finished system report to
management. However, the manager can use the flexibility given him,
first in setting the basis of simulation, and second in deciding
upon the number of simulations, to obtain information of suitable
content and format, at an efficient level of computer service.
4.5 METHOD COST AND TIME ELEMENTS
The scheduling of shifts within the network routine is done
according to the time of day, using the built-in 24-hour clock mentioned above. All the user need do is to identify the working hours
*As in the Tunnel Cost Model, these results can be conveniently
[5].
organized in histograms. See, for example
135
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) affecting 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 subsequent simulations. Assume that a network will be simulated on a
*Costing is handled partly at the shift level, partly at the network
equation level, and partly at an overall level as shown in 4.1.2.
136
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 simulation 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.
4.6 RESULTS PRODUCED
Throughout this chapter, the discussion has focused on the ability
the system has to simulate construction operations. However, little
has been said on the results of the simulation, and the form inwhich
they are presented to the user.
As described in section 4.1.2, for every simulation the time and
cost reuqired to construct a given length of tunnel iscalculated.
This process is repeated numerous times, each yielding a different
combination of time and cost due to the stochastic input values as
was shown in Figure 4.5. A set of time and cost results is produced
for each one of the geologic configurations that can exist inthe tun-
137
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 results and the reports produced. The model uses the network establishing the construction process, the equations, the input for the variables, 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 process 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
Figure 4.13
Results produced in the Simulation of Construction
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Figure 4.15 Construction Simulation:
•ETWORK SIBULATION:
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GEOLOGIES:
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141
While the detailed construction reports contain helpful information, there is a practical. limitation as to the number of those reports
that can be analyzed individually and still maintain an overall picture
of the method results. To keep this perspective and to evaluate the
overall method results, the model aggregates individual time and cost
results and produces a frequency distribution report (see Figure 4.15).
With the distribution, the user can observe the range as well as
the mean of the results obtained. This range presents some indication
of the uncertainties involved in the method, the reliability of equipment and crews, and ina way some measures of the risks involved.
If
a method being analyzed yields a distribution with large variations
between the best and the worst results, the uncertainty that exists
in it can be considered higher than another method having the same
mean where the results are less scattered [6].
With the combined use of the histogram and the detailed reports,
the manager can identify the factors that may be causing the unfavorable results.
If these factors can be modified, the manager may test
the method under new assumptions, reanalyze the results and determine
whether the problem can be solved in that way.
Ifthe factor causing the adverse results can not be modified,
the results will at least point to the operation that will cause this
result and special measures can be taken during construction to control this operation.
An example of this specific application is
shown in Figure 4.16. The figure presents the histogram resulting
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143
from the simulation of TBM operations. As can be observed, a large
group of results is concentrated on the left side of the histogram
(low time and cost), but a few results are located on the far right,
with high time and cost. When these results were analyzed itwas
found that those extreme values were the result of cutter change operations.
Not much could be done to improve on that operation, but the
effect of it on the overall TBM advance rate was clearly shown.
144
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 construction 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 advancing Inopposite directions along the same alignment that will encounter each other.
145
146
risk and the uncertainty involved in the project and a different
approach can be easily tried and evaluated.
Itwas therefore decided that, while retaining the desirable
predictive and risk analysis aspects of the Tunnel Cost Model, we
should enhance its scheduling capability to better adapt it to
project planning and control.
In particular, itwas felt that
the new system should address tunneling activities other than those
now included in the model--e.g. lining, grouting, shaft and adit
construction, complex operations such as multiple drifts or alternating headings, and so forth. Also, since tunnel jobs are often
part of a larger project, and entail numerous non-tunneling operations like mobilization, material and equipment delivery, and construction of appurtenant structures, a more explicit way of handling these
was also needed.
All these development considerations, aimed at making the
Tunnel Cost Model a management tool for decision making, brought about
the development of a full scale scheduler. The main objective was to
provide the user with a flexible powerful tool to handle the increasingly sophisticated scheduling situations that tunnel construction
generates.
5.2 SCHEDULER DESIGN
The following general specifications were therefore established
147
for a new scheduling procedure:
1. The procedure should use basic CPM scheduling capabilities
to represent sequences of activities and start-end dependencies among activities.
2. Inaddition, the procedure must reflect other types of activity dependencies peculiar to tunneling. These dependencies
arise from:
a. Interactions among work crews in a confined space.
b. Various physical or temporary constraints imposed by one
activity on other activities (e.g. the need to allow
concrete to cure before proceeding with other work).
c. Special situations arising from the system's treatment
of risk or uncertainty in geology, thereby complicating
the exact scheduling of activities.
3. To maintain desirable management system characteristics, the
procedure should have the capability to evaluate alternatives,
conduct risk analyses, and be predictive in nature.
4. To interface with existing corporate systems the results
produced by the procedure should be compatible with other
commonly used scheduling systems.
These conditions led to the design of a scheduler with two distinct
sets of control and structuring capabilities:
(1)a network
structure functioning under CPM/PERT rules, with activity-on-arrow
148
representation; and (2)to provide the scheduler with extended
capabilities for special tunneling conditions, a set of additional
non-CPM related options.
The scheduler as a whole, combining network and non-CPM capabilities permits a user to identify critical situations in a tunnel project, to evaluate scheduling alternatives, or different equipment or
different construction systems, while at the same time taking into
account the geologic interpretation and the construction methods
described inChapter 4.
It is important to realize that this scheduling network is additional to and entirely separate from the network procedure described
in Chapter 4. Whereas the network in Chapter 4 is used only for
representation of detailed construction methods and operations,
the network and its associated capabilities to be described in
this chapter are intended for overall project scheduling once all construction methods are defined. The network procedure described here
therefore uses the results produced in Chapter 4 as input to its calculations. A pictoral representation of the relationship between the
two network systems isshown in Figure 5.1.
5.3 NETWORK CAPABILITIES
The basic control structure in the scheduler is the network.
Through it,the user (1)establishes the sequence inwhich the
tunnel project activities are going to be simulated, (2)controls the
initiation of activities using the relationships established in the
149
Figure 5.1
Relation Between Construction Methods and Tunnel Scheduler
150
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.*
5.3.1 Activity Definition
The basic building block for the network is the activity. An activity isa set of one or more construction methods specified for a
particular reach of tunnel.
The scheduler will simulate the construc-
tion of the reach of tunnel using the production rates obtained for
the various methods in Chapter 4. Exactly which method is used of the
set of methods defined for an activity depends primarily on the geology
encountered inthe different segments within that reach.
Pertinent reaches of tunnel can be defined in various ways.
Reaches can be: (1)lengths driven by specific headings (see Figure
5.2); (b)lengths associated with specific geologic conditions (see
Figure 5.3) or, (c)lengths defined arbitrarily upon location in the
tunnel (see Figure 5.4).
The definition of the reaches can be
related to the type of analysis being performed.
In the first
case (5.2) the time and cost for each heading can be analyzed indepen*Incontrast to the network system described in Chapter 4, in this
network, all the activities areprocessed ineach pass. Care should
be taken to avoid confusion between the two systems.
151
MIUUL'-IiA
1UULE-D
500 + 00
270 + 00
REACH NAME
REACH LIMITS
East
0 to 120+00
Middle-A
270+00 to 120+00
Middle-B
270+00 to 400+00
West
500+00 to 400+00
Figure 5.2 Project Activities Based on Construction Headings
152
!EOLOGY:
G
0
115+00 140+00
185+00
REACH
LIMITS
1
0 to 115
2
115+00 to 140+00
3
140+00 to 185+00
Figure 5.3 Project Activities Based on Geologic Conditions
153
0
20+00
REACH
-F--
40+00
60+00
,.90+00
LIMITS
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
Figure 5.4 Project Activities Based on Tunnel Segments
100+00
154
dent of each other and, if necessary, headings can be rescheduled.
In
the second case (5.3), results from an expected "poor" section can be
isolated and different approaches can be tried to improve performance
in that particular section of tunnel.
Inthe third case (5.4) lengths
of the tunnel can be compared and thus potential "critical" areas
detected.
Inaddition to representing construction of individual reaches of
tunnel, activities inthe scheduler can be used to indicate other
surface activities such as lead times--as in the case of a permit--an
equipment or material delivery lead time, or just simply a built in
delay, or non-tunneling construction such as auxiliary structures, outside installations, equipment set-up time, and so on.
5.3.2 Activity Time and Cost
The time and cost for any activity can be determined inone of two
ways:
1. Direct input of a time and cost by the user, or
2. Simulation using the geologic conditions and time and cost
performance rates obtained for construction methods as described inChapter 4.
The user may freely combine both types of specification in a single
network to determine time and cost.
155
5.3.3 Example of Network Structure
To illustrate the processing used inthe scheduler, an example
describing the basic process is presented below.
Figure 5.5a shows a tunnel profile. The tunnel is going to be
excavated from two opposing headings and then lined in two phases
starting at one end of the tunnel.
A lead time of 65 days exists
before the EAST heading can start. Figure 5.5b shows the geologic
configuration. For simplicity it is assumed that only two conditions
are present, labeled simply:
Good and Poor Geology.
Finally, Figure
5.5c presents the time and cost rates for the construction operations.
With this basic information, a network can be prepared showing the
different activities and the calculations for the time and cost for
the entire project. Figure 5.6a shows the network, and Figure 5.6b the
calculations to obtain the time and cost for each of the activities.
In any one activity where different geologic conditions are encountered,
the time and cost are affected by the geology.
Figure 5.7 presents the final network results showing the time and
cost calculated following CPM rules.
Since the Tunnel Cost Model
treats uncertainty in geology as well, this process is repeated typically up to several hundred times during the execution of the model,
each time using a different geologic profile. The collective cost and
time results for all profiles form a distribution of time and cost for
the overall project.
156
-
.
ru~u·~
flkjt~
Al
CUI
EAST
SECOND PHASE
0+00
-
(-
WEST
FIRST PHASE
EXCAVATION
LINING
385+00
150+00
b. Geologic Conditions
GEOLOGY
GEOLOGY
c. Cost and Time Rates
excavation.
Advance
Good Geology-------------------------35 ft/day
Poor Geology--------------------- 24 ft/day
lining
All Geology------- ------------------- 70 ft/day
Figure 5.5
Example of Network Usage:
Cost
130/ft
185/ft
155/ft
Tunnel Configuration
a) Network
157
b) Calculations
ACTIVITY
TIME
DELAY EAST
EXCAVATE WEST
From 38500 to 18000
From 18000 to 16000
From 16000 to 15000
TOTALS
EXCAVATE EAST
From 000 to 7000
From 7000 to 9000
From 9000 to 15000
COST
65
585
83
28
2,665,000
370,000
130,000
696
3,165,000
171
910,000
37,000
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
Figure 5.6
200
83
Example of Network Use: Time and Cost Calculations
158
t= 65
OVERALL TIME:
OVERALL COST:
Figure 5.7
1245
DAYS
$10,496,500,00
Example of Network Use:
Overall Time and Cost
159
5.4 NON-NETWORK SCHEDULING CAPABILITIES
Standard PERT/CPM networks are powerful scheduling tools, usually
providing adequate capabilities for most construction needs. In our
case, however, the simulation of tunneling under conditions of risk
or uncertainty requires additional capabilities. The nature of these
capabilities can best be understood by looking at the comparative
advantages and disadvantages of standard scheduling tools.
Inhis review of tunneling scheduling techniques Wyatt (2]
found that the bar chart as well as the time scaled CPM have drawbacks, as they fail to show the full relationships that exist among
activities. Another method was reviewed that gives a much better
picture of these relationships. An:example of this method for the
Harold D. Roberts tunnel inColorado (same example used by Wyatt)
is shown in Figure 5.8.
The tunnel stations are represented on one axis while the time is
shown on the other. The diagonal lines represent the progress of
major tunnel construction activities.
It it interesting for our case
to look at this method not from an operational point of view but in
order to analyze what types of relationships are shown in this method
that are not shown in the others.
In Figure 5.8 we can observe in A that although each heading is
considered a separate and somewhat independent activity, a direct
relationship exists between opposing headings which meet (5and 7, and
8 and 6).
InB, two activities are scheduled in such a way that a
160
(A
0
IH
(A
Figure 5.8a Profile-Time Schedule, Roberts Tunnel.*
Source: Tipton and Kalmback [3]
*Activity key presented in Table 5.1 and tunnel profile in Figure 5.8b
CD
m
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C
(n
C+
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CL
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m
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cD
O
CD
-a.·
I-a
0
-h
-4
0
0
a
O
8
O
4 L
RIVER
L9L
BRUNO GULCH
CONTININAL
DIVIDE
SILVER CREEK
SNAKE RIVER
ACCESS SHAFT
NORTH polK SNAKI
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STA.
\$
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310
*
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162
Table 5.1
Key to Figure 5.8a Activities
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
CLEANUP AND LINING
WEST SECTION
9. Surge Chamber
10.
Invert Cleanup
11.
Invert Lining
12. Arch Lining
13. Grouting
EAST SECTION
FINISHING
14.
Invert Cleanup
18. West Portal Structure
15.
Invert Lining
19. Access Shaft
16. Arch Lining
17. Grouting
20. East Portal Structures
163
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, position inthe tunnel, and encountered geology.
Examples of their use
are described below.
5.4.1
Meeting Headings
One of the most common relationships that exist in tunneling is
that of meeting headings.
In the scheduler this relationship is
established between two activities that represent headings advancing
in opposite direction. The geologic uncertainty existing in the model
makes itdifficult to predict the hole-thru location as different
advance rates will be used depending on the geology encountered. When
this option is specified, the scheduler will calculate the accurate
hole-thru location for every simulation. This is done independently
of the position that the meeting activities occupy in the network.
164
5.4.2 Controls Relating to Distance or Time
A second option developed outside the network structure is the
ability to relate .two activities based on position in the tunnel
or time elapsed from the start of one activity. In designating these
two activities, one iscalled the controlled activity; the other, the
reference activity. In simulating tunnel construction, the scheduler
will thereby impose some constraint on the controlled activity, depending upon the disposition of the reference activity.
A good example would be the case where a user specifies the controlled activity to start or end when the reference activity has
reached a specific location in the tunnel or exceeded a particular
time limit, whether or not the reference activity iscompleted.
Ifwe think in terms of CPM network, the start control could be
represented in some cases by using nodes and arrows in unconventional
ways. An example is shown in Figure 5.9.
In5.9a, the standard
network includes a dependency specified by K meaning that activity
Y should start after B has ended.
Ifthe user wanted activity Y to start when activity B had advanced
to a given station or had reached some intermediate time, activity B
would have to be broken down into Bl and B2 as shown in 5.9b. However,
this new network does not account well for what will actually occur,
because the durations of Bl and B2 are not known beforehand.*
*Recall that this analysis is being done under conditions of geologic
uncertainty.
165
Figure 5.9 Use of Network to Represent the Start Control
166
With the scheduler, this condition can be specified without the
need to divide activity into sub-activities.
The operation of this
feature can be visualized as a simulated floating end node in activity B that triggers Y (as shown in 5.9c).
A more powerful example of the usefulness.of this option is the
case where the controlled activity will end based on some condition of
the reference activity. Here the network equivalence becomes very
imprecise.
InFigure 5.10 the network shown is at best only a very
crude approximation of the requirements:
"stop activity when
activity B reaches a predefined station or time."
Nevertheless,
this situation can be easily established by the non-CPM options available in the scheduler.
These options are quite useful incases, for example, where a
special piece of equipment or any other critical resource has to be
freed fromlone construction area to be used by another. By specifying
one activity to end based on the start of a second activity, the manager can simulate those conditions and later evaluate their effect on
cost and efficiency.
5.4.3 Parallel Activities
Another option developed in the scheduler is the ability to establish parallelism between activities. As illustrated in Figure 5.8,
tunnel planners generally schedule activities parallel to each other
or one closely following another for an entire reach of tunnel.
The
167
Figure 5.10
Use of Network to Represent the End Control.
168
general assumption in this kind of relationship isthat a continous dependency will exist--and does in fact exist inactual
construction--throughout the duration of the leading activity, with
follow-up activities never overtaking the leading one.
Ifwe consider the example shown in Figure 5.8b we can observe
that inany point in the tunnel the grouting operations follow the
arch lining by approximately 30 days. This schedule may be dictated
by design considerations, equipment restrictions or some other
reason.
Ifa bar chart scheduling is used, only the different
initiation dates can be shown (Figure 5.11a).
Ina time-scaled CPM
chart, the initial relationship and the difference in starting times
could be shown, but not the total length dependency (Figure 5.11b).
Inthe option developed in:the scheduler, the activities are continuously dependent. The follow-up activities continually checked for position or time against the leading activity so that a correct relation
isestablished.
InCPM representation, this relationship can be visu-
alized by the example shown in Figure 5.11c.
Through the use of this option, the user will be able to establish
continous relationships between two activities that must follow each
other in sequence. The scheduler will control the advance of the activities, never permitting the trailing activity to overtake the leading
one.
If the leading activity is delayed for some reason, the follow-
up activity will also be delayed as necessary, with lost times added to
its total duration as these delays occur.
169
a. Bar Chart
t=3
b. Time Scale CPM.
fA
%t30
c. Multiple Null Activities.
N
-7
Figure 5.11
Attempts at Scheduling Parallel Activities
1- t1,
170
When planning the tunnel, the user should consult the report
produced by the scheduler* to analyze the performance of these construction 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.
5.4.4 Alternating Activities
Alternating crews in two headings is sometimes investigated by
contractors when proximity of the two work faces and favorable balance
of the respective cycle times exists. This scheme may result in economies in labor and equipment usage. The scheduler is able to simulate
alternating headings when two activities are designated as "alternating"
activities.
Alternating activities are thus defined as two activities in which
separate crews perform specific construction operations--drilling,
mucking, support, etc--at the two faces in sequence.
Equipment may or
may not be transferred from one face to the other during each cycle.
The alternating arrangement illustrates the strongest interface
*These reports will be presented and described indetail in section 5.5.
171
existing between the scheduler and the simulation of construction operations described in Chapter 4. The nature of this relationship can best
be understood in terms of the balance that must exist between the construction operations at the two faces in the alternating arrangement.
The use of alternating crews ismost efficient where the durations
of activities taking place at different faces are similar.
e.g. the time to muck one face is approximately the same as the time to
drill the other. Inthis way the likelihood that crews are delayed at
any one face is reduced.
In the model, this balance is simulated by the user through the analysis of the construction methods as described in Chapter 4. Simulating
the different construction methods and using the reports produced, the
manager can compare the durations of the different individual tunneling
operations at the respective faces.
Ifthe basic balance has not been
achieved, the construction techniques can be changed, or the cycle
operations modified until the balance iswithin acceptable limits. This
process should be tested in all pertinent geologic conditions that may
occur in the reaches of tunnel being investigated. The method cost and
time data, particularly the specification of labor and equipment productivities and costs, and travel times between the faces, should reflect
the particular conditions envisoned in the alternating arrangement.
Once acceptable results have been obtained, the associated methods
can be assembled into project activities designated as alternating.
These project activities will not simulate the movement of equipment and
172
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 controlled 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 eleIncreased distance implies increased travel time, to a point
ment.
where the initial efficiency of this method is lost.
To account for this fact, the alternating arrangement can have included 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 respective cycle times remain in relative balance. However, ifan unfavorable geologic situation is encountered that upsets this balance, the
arrangement will be disrupted. The alternating option, therefore, permits the user to specify a set of geologic conditions for which the alternating arrangement is no longer valid. Whenever one of these geolo-
173
gic conditions isencountered in the profile being analyzed, the scheduler will program independent activities at the two faces.
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 activities will return to alternation as soon as the particular geology is
traversed.
5.5
RESULTS PRODUCED
The scheduler produces a number of results useful inproject plan-
ning and control.
Reports available include:
(1)all geologic profiles
analyzed in the treatment of geologic uncertainty; (2)detailed construction results for the simulation of tunneling through each of these
profiles; and (3)results for time-cost distributions for each activity,
for groups of activities, or for the project as a whole, summarizing
all the individual tunnel simulation results.
The geologic profile reports (Figure 5.12) present a full description of the tunnel geology encountered in each simulation. Tunnel
geology isexpressed in terms of the rock parameters defined by the
user for each tunnel segment. These profiles help the user identify
areas of both adverse and favorable conditions along the tunnel align-
TEST: NEW
SIMULAT ION
2
IRUI
TUNNEL GEOLOGY
TUNNEL
SEGMENT
START
STATION
END
STATION
SLOPE
FT 1000
10+00
25+00
27+00
30+00
50+00
100+CO
12%+0CO
130+00
142+50
155.00
175+00
25+00
27400
30+00
50+00
100*00
120*00
130+00
142+50
155+00
175+00
180+00
45.4545
45.4545
45.4545
45.4545
45.4545
45.4545
41.6667
41.6667
41.6667
41.6667
41.6667
Figure 5.12
RT UN
EN
PAJOR
DEFECTS
JOINTING
(Q00
WATER
INFLOW
COMPRESS.
STRENGTH
Geologic Profile Produced by the Scheduler
175
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 construction 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 between 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
CAPITAL COSTS
SINULATION
aON
EVNT
START
INITIAL METHOD
1
ADVANCE
e1500FEET
IN
ADVANCE
200 FEET
IN
ADVANCE
300 FEET
IN
ADVANCE
2,000 FEET
IN
ADVANCE
1,SCO FEET
IN
MEET ACTIVITY EXC E-M SH
COPPLETE
DELAY
19
C -M
I
to
ACTIVITYl
EiC V-E
2
START
DELAY
90.00
COMPLETE
SR
A
GR
G&
GA
1
14
I 10
2
2
2
13
IS
s15
WMOKING DAYS
START
INITIAL MEIHOO
I
ADVANCE
500 FEET
ADVANCE
2,000 FEET
ADVANCE
1*250 FEET
ADVANCE
1,250 FEET
ENCOUNTER END STATION
COMPLETE
IN
IN
IN
IN
CA
GI
GS
GA
2
1
2
2
is
16
16
13
STATION
START INS
TIME
EVENT
DURATION
10.80
10+00
0.00
0.0 0
0.00
0.00
0
0
0
0
10.00
25+00
21+00
3*000
5000
65*00
6*500
0.00
79.21
101.70
IS4.71
493.21
1,091.04
1,091.04
19.21
22.449
53.0
538.43
403.13
0.00
0.00
20l415
54,20
IS66,141
1.S4i.204
1,116,214
0
0
206.415
2644113
420.174
1*969.15s
3.165*312
3.165*372
3.165l372
100*00
100L00
100*00
0.00
0.00
90.00
0.00
90.00
0.00
0
1350,0S30
0
0
1.350,000
S,350,000
180.00
10*00
1I0*00
175O00
155*00
142+50
130*00
130*00
0.00
0.03
0.00
44.06
108.55
148.36
222.01
222*01
0.00
0.00
44.06
63.69
39.81
73.11
0.00
0.00
0
0
92.900
S92e635
31397
650S64
0
0
0
0
0
0
467,979
0
0
0
0
1016,*201
0
0
EIC E-nSM
.- START
ENCCUNTER ALTERNATION GEOLOGY IN THIS ACTIVITY
ALTERNATE WITH ACTIVITY EKC V-E SN
INITIAL METHOD
3
ADVANCE
2.12S FEET
IN GR 2 1i
REACH nMAIMUM ALTERNATION OISTANCE
IHIS ACTIVITY CAN NO LONGER ALTERNATE
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CHANGE TO METHOO
1
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100*00
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START
ENCOUNTER ALTERNATION GEOLOGY IN THIS ACTIVITY
ALTERNATE WITH ACTIVITY EXC E*- SH
INITIAL METHOD
3
ADVANCE
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CHAnGED ALIGNMENT
ADVANCE
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100*0
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Figure 5.13
lewT
COST
Scheduler Detailed Construction Report
ACTIVITY
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Figure 5.14 Scheduler Time-Cost Distribution
1
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178
an indication of the uncertainty in the estimate attributable to the
variations in the geologic conditions. The user can obtain a distribution of this type for the project as a whole, and individual distributions for each activity in the network or for groups of activities.
This latter option isuseful indetermining the total duration of
a particular type of activity as well as the expected starting and ending
dates.
For example, combining all the lining activities in one distribu-
tion, the user can analyze total lining time and cost. The user can also
obtain the expected start and completion time for this group of activities. This information can be used for planning labor requirements,
equipment delivery dates and similar scheduling tasks.
The time-cost distributions are also useful in determining extreme
possible outcomes as well as overall trends in time-cost tradeoffs.
Using the distribution cross-reference table (Figure 5.15), the user
can select individual tunnel simulations for detailed analysis.
Then,
using the detailed reports described earlier he can determine the reasons
for unusually high or low cost or time. The user can try to improve
the overall results by specifying different scheduling options, different
equipment, or other similar actions.
Overall, the reports produced are designed to give the manager the
possibility of analyzing the reasons for any particular result. The
manager can then change any or all of the strategies and through reanalysis observe the effect of these changes on the project. Through trial
and error, multiple strategies can be considered ina short time and at
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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
1. Minott, C.H., "The Probabilistic Estimation of Construction
Performance in Hard Rock Tunnels", Department of Civil Engineering, MIT,
Cambridge, MA 1974.
2. Wyatt, R.D., "Tunnel Cost Estimating Under Conditions of Uncertainty",
Department of Civil Engineering, MIT, Cambridge, MA 1974.
3. Tipton and Kalmback, "Construction Report on the Harold D. Roberts
Tunnel and Approtenant Features", Board of Water Commissioners, City
and County of Denver, 1962.
PART III
CASE STUDY AND CONCLUSIONS
In the first part, the groundwork
was laid upon which the development
of the system was based.
In the
second part, the description of the
specific characteristics included
in the development was made and
some indications of the possible
uses for the systems were presented.
In this part, the system developed
is put to use in a case study tunnel.
The two basic areas of devel-
opment will be addressed.
First,
the construction methods that
will be used for the excavation of
the tunnel are simulated.
Several
construction methods as well as
different options for some of
them will be included.
I
183
Then, we
184
will present the use of the scheduler
in the planning of the tunnel.
Several options will be analyzed
trying to improve the cost and
time performance.
Finally, Chapter 7 contains the
review of the report, the conclusions and the additional developments that should be considered
in an effort to cover all the important elements required in the envisioned system.
CHAPTER 6
CASE STUDY
6.1
INTRODUCTION
The previous two chapters presented the techniques incorporated
into the basic structure of an existing model to develop it into an
applicable management system. This chapter presents an example of
the application of these capabilities in planning a tunnel.
The main
emphasis will be on demonstrating the analysis and evaluation process
for different construction methods and the various scheduling alternatives that can be examined.
Section 6.2 contains the description of the tunnel that will be
used in this example:
the general physical characteristics--length,
cross-sections, setting--as well as the geologic conditions.
Sections 6.3 through 6.7 contain the description and analysis of
the construction methods and the supporting information that will be
required in the construction of the tunnel.
Finally, Section 6.8
describes the various project scheduling alternatives that were considered.
6.2 DESCRIPTION OF THE CASE STUDY TUNNEL
The tunnel prepared for this case study represents a section of an
underground mass transit system. It includes a station and a segment
of track tunnel.
The
dimensions used--both inlength and incross-sec-
tion--are representative of modern mass transit systems.
185
186
6.2.1
Geometric Characteristics
The tunnel includes as described before one station and a segment
of track tunnel (see Figure 6.1).
Access will be gained through two
shafts, one located at the station, and the other at the end of the
track tunnel.
The station will be 700 feet long and the tunnel con-
necting the stations will be 6700 feet long.
The tunnel has different cross-sections depending on both the
geologic conditions occurring and the section of tunnel considered. The
three cross sections used are shown in Figure 6.2. Cross section A will
be used for the station.C@oss sections B and C will be used in the track
tunnel depending on the geologic conditions encountered:
B will be
used in Good and Medium quality rock and C in low quality.
Each cross-section will be excavated using a particular construction
method, as will be described later.
6.2.2 Geologic Characteristics
The geology is not a primary concern in this example.
Many.
other reports present complete examples of the use of the geologic
representation [1]. A simple version of the two geologic elements of
the Tunnel Cost Model--the geologic trees and the tunnel segments [2]
--will be used.
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
88
uv
j
Figure
6.1
Case Study Tunnel Profile.
ox
188
A. Stal
B. Double Trar.k
.
Track
B
Double
T
I
Singl
-II
C'\'
I-I
.-I- '
I-I\
Figure 6.2 Tunnel Cross-sections.
189
Rock Tree
MEDIUM
LOW
GOOD
HIGH
LOW
LOW
VERY HIGH
HIGH
Quality of Rock
Figure 6.3 Geologic Tree
Water Inflow
190
The first parameter-quality-represents an aggregation of rock
characteristics such as Jointing, Rock Quality Designation (RQD),
Compressive Strength and the like. This parameter will serve as the
indicator in choosing the excavation method and inthe case of the
track' tunnel the cross-section that will be used. Three quality
designations are used:
Good, Medium and Low Quality.
As for water inflow, the possible conditions will be Very High,
High, Medium and Low. Each will affect the construction method in a
different way, either by including additional operations such as grouting
or adding delays due to dewatering. Not all inflows are possible for
every quality as the water inflow isdependent on the quality of the
rock.
Good Quality rock will only have Medium and Low water inflows,
Medium Quality: High, Medium and Low inflows;and Low Quality: Very
High or High. The water inflow characteristic affects the dewatering
method used during excavation and therefore the cost and time
rates. For Very High and High water, a grout curtain as well as a
prolonged pumping period is necessary. The difference between these is
that inHigh water inflow, the intensity of the grouting curtain will
be reduced. Medium water inflow requires a short pumping period and
finally low water inflow has no effect on construction operations.
Not all geologic conditions--by a condition meaning a unique
combination of rock quality and water inflow--have the same probability
of occurring.
This is due to 'uncertainty and variations existing
191
in different rocks with similar characteristics. To represent this
variation the tree structure can receive different branch probabilities.
A rock unit is then defined as a tree with its associated branch probabilities.
Rock unit 3 is shown in Figure 6.4 and all the other units
are included in Appendix IV.
Tunnel Geologic Profile
In addition to the tree representing the geologic properties, the
tunnel profile is divided into segments to represent the geologic profile.
The
segments
present the uncertainty in the possible outcomes of
the tree units along the tunnel alignment.
that will be used in the tunnel.
Figure 6.5 shows the profile
Section A of the tunnel has a high
likelihood that rock with low quality will occur.
In Section B both
Low or Medium quality rock can occur, and could be considered as transition zones.
In the rest of the tunnel, Good and Medium quality rock
have the highest likelihood of occurrence, with Low quality having only
small likelihood and the close to transition zones.
The specific
probabilities and the related ROCK units representing these conditions
are included in Appendix IV.
6.3
GENERAL INFORMATION USED BY THE CONSTRUCTION METHODS
The existence of three different types of cross sections dictates
the need for as many construction methods.
These methods include exca-
vation operations--the basic technique being drill and blast, support
192
Rock: Unit No. 3
End Node
Probability
.03
.07
.20
.12 .
.08
.15
.35
Quality of Rock
Water Inflow
Figure 6.4 Geologic Tree: Rock Unit 3
High Likelihood of Low Quality.
LII
Likelihood of Low or Medium Quality
High Likelihood of Good and Medium Quality
B
2500
3200
4000
5000 5300
6300 6700
Figure 6.5 Geologic Profile Of The Casestudy Tunnel.
7900
9900
194
operations-steel sets, rockbolts and shotcrete used individually or in
combinations-,and dewatering operations--face grouting and pumping depending on the intensity of water inflow.
As part of the setting, some environmental restrictions exist in
the way that construction operations may be performed. The basic
limitation is that no blasting or mucking can be done from 11:00 PM to
7:00 AM, and will be in effect for all construction methods.
Cost and Time Information
Construction costs in the simulation are calculated using the
labor equipment and materials costs entered in the shift information*
plus the cost of materials used inplace in the tunnel calculated by the
construction equations.
The costs of labor, equipment and materials are used with the simulation time to obtain labor and equipment costs, and with the advance attained for the cost of materials.
Inaddition to these costs, the method
simulation requires a set of values for the construction variables.
These will be the input used by the construction equations to obtain the
time and cost of the individual operations.t
These time variables
establish the time needed to perform individual operations--equipment
movement and performance rates, labor rates, delays, and so on--in
*The shift information was described in Chapter 4 and the specific
data will be presented with each method.
tSee section 4.1.2 for an example of the use of these variables.
195
effect establishing the productivity rates for labor and equipment.
The costs included in the construction variables are the costs of
the materials and supplies used directly in the tunnel--explosives,
steel sets, shotcrete, TBM cutters, drilling bits etc. A sample of the
values for the construction variables used in the simulation of the
construction methods is included inAppendix IV (an example is shown in
Figure 6.6) [3].
Relationships Between Methods
Due to the different cross-sections and the different construction
methods that will be used for this tunnel, a transition stage will exist
whenever a construction method change occurs. This transition will include a time delay and/or an additional cost. The times and costs will
be handled by the scheduler and will be included whenever a change in
method occurs during construction.
The cost includes two factors: a fixed cost and a time dependent
daily cost. The time can be a fixed value or a distribution, in the
same way as described in section 4.1.2 for the construction variables.
The costs and times used for these method transitions are shown in Table
6.1.
IP501T CAS
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120.00
3135185
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Double Track Tunnel
Single Track Tunnel
Station Tunnel
Alternating Crews
Table 6.1 Construction Methods Transition Costs.
3.00
6.00
ML
9.0C
7.00
10.00
9.00
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198
6.4 DOUBLE TRACK TUNNEL
6.4.1
Information Required
This will be the predominant cross-section in the track section of
the tunnel.
Itwill be used whenever Good and Medium quality rock is
present. Excavation will be done using drill and blast in heading and
bench drifts (see Figure 6.7). The support method will be rockbolts
for the arch only and shotcrete for the full section. Water control
techniques will consist of pumping for all conditions except for
high water inflow, where grouting will be used.
There will be only one option analyzed for this construction
method, heading and bench advancing alternately, one cycle at a time
as was shown in Figure 6.7.
The network used to represent the scheduling of these activities
is shown in Figure 6.8. The report showing the network activities
and the controls affecting the simulation as produced by the construction simulator is presented in Figure 6.9.
The shift information and the costs used in this method are shown
in Table 6.2 and will be used inall geologic characteristics.
Simulation of this method will be done for the geologic conditions
having good and medium quality rock.
6.4.2 Results Obtained
Figures 6.10 and 6.11 present the time distribution obtained for
two different geologic conditions. Figure 6.10 is for end node 2 (Good
199
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Bench
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Figure 6.8 Network For Heading And Bench Excavation.
Delays
5831COE SIMoMLATONS
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Figure 6.10 Network Results For Double Track Tunnel:
Rock End Node 2
C.133
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201
BIWt08K SPECIFICATIONS FOR NETICES:
SCUOCE STAIESENTS:
STBTNBB
870
880
890
90C
910
92C
930
940
95C
960
970
980
990
1C00
1010
102 C
1030
1040
1050
1060
107 C
1080
1090
1100
1110
1120
1130
1140
LVL
SOUBCE
NETWORK
HEADBECHALAI
MCDE ST START
ICtIVITY AS2 1C
LRILL BHAE
vO0!
10
ACTIVITY ASICO 2C AEVANCE
DELAY TIME(2300 659)
NODI 20
ACTIVITY AS4I 3C LCAE BLASI
ODE 30
ACTIVITY AS84 40
NlODE 40
ACTIVITY AS12 50
DELAY TIrE(2300).
NODI 50
ACTIVITY AS51 80
NODE 80
ACTIVITY AS3 9C
NODI 90
ACTIVITY AS7 10C
DELAY HOUES(0.5)
NODE 100
ACTIVITY AS13 11C
DELAY TINE (2300)
NODI 110
ACTIVITY AS61 12C
MOEI 120
ACIIVITY AS2C 13C
NODE 130
ISHCTCEETI
Figure 6.9 Heading And Bench Network Report.
EUIL SICTICI'
202
Shift
Name
DAY
SWING
Labor
S/hr.350.
350.
Equipment
Oper
Maint
$/hr.
$/hr
170.
25.
170.
25.
Material s
$/ft.
15
15.
Hours
Work
10
10
Table 6.2 Double Track Tunnel Shift Information and Costs.
DAY
SWING
GRAVEYARD
220.
220.
175.
125.
125.
110.
10.
10.
5.
15.
15.
10.
Table 6.3 Single Track Tunnel First Alternative Shift Information
aoi costs.
DAY
SWING
GRAVEYARD
450.
450.
350.
150.
150.
130.
20.
20.
10.
30.
30.
20.
Table 6.4Single Track Tunnel Second Alternative Shift Information
and Costs.
DAY
SWING
•c0RVEYARD
220.
220.
220.
125.
125.
125.
10.
10.
10.
15.
15.
15.
Table 6.5 Single Track Tunnel Third Alternative Shift Information
and Costs.
DAY
SWING
GRAVEYARD
650.
650.
475.
370.
370.
225.
125.
125.
40.
115.
115.
35.
Table 6.6 Station Tunnel Shift Information and Costs
205
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.
6.5
SINGLE TRACK TUNNELS
Single track twin tunnels will be used inthe track tunnel only
in the cases where Low quality rock isencountered. The Low quality
designation will affect not only the excavation phase, but also the support and the water control operations as heavier support and grouting
will be necessary at all times.
The cross section will be excavated using drill and blast methods
at full face. The support system will be steel sets, with shotcrete
used where very high water isencountered. The water control operations
will consist of grouting and pumping in both high and very high water
inflow.
Work will be scheduled in three shifts, with a limitation existing
on blasting and mucking during the graveyard shift.
6.5.1
First Alternative
Different alternativeswill be analyzed for this method trying
to determine the most adequate approach. Figure 6.13 presents the network for this option. It shows the operations for only one of the two
twin tunnels that will be excavated for the tunnel profile. The top
SIOULATICO
RETBCD:
TRACE:
GIOLOGI IS:
2
NARE
IIVTCRK EITERED
ICIE REALIZED
ACIIVITY REALIZED
C[IE REALIZED
AC1IVIIT DELAYED
ACTIVITY REALIZED
MOCE REALIZED
ACTIVITY REALIZED
ICLE REALIZED
ACTIVITY REALIZED
1CIE REALIZED
ACIIVITY REALIZED
O1EI REAL2IED
ACIIVITY REALIZED
MCLE REALIZED
ACTIVITY REALIZED
NCLE REALIZED
ACTIVITY REALIZED
IC[E REALIZED
ACTIVITY REALIZED
ECEE REALIZED
ACIIVITY REALIZED
MCI! REALIZED
ACTIVITY REALIZED
MOLE REALIZED
MI1VORK ENDED
HEADBENCB AI1
ST
ST.AS2
10
10.AS100
10.AS 100
20
BC 3
CLCCK
656
E!6
659
20.AS4
30
844
30. AS84
902
40
40. AS 12
531
50
50. AS51
80
80.AS3
90
90.AS7
100
100.As13
110
1 10.AS61
120
120. AS20
130
BEADEEMCB_AIT
155C
163C
TIME
COST
C.00
0.00
0.93
C.93
0.93
0.99
C.99
2.74
2.74
3.03
3.03
3.52
3.52
S.85
9.85
1C.51
C.00
0.00
11.37
11.37
11.77
11.77
18.31
18.31
22.86
12.86
7159.71
7159.71
ICS46. 13
10948.13
13427.72
134;7.72
0.00
0.00
0.00
0.00
0.00
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7.89
7. es
22.86
134;7.72
7.89
573.78
573-.78
573.78
£52.cl
652.C9
1737.32
17137.32
1856.05
2161.4e
1tl1.48
6C37.36
C-37.36
6425.58
10.51,
1722
1746
418
EC51
ADVANCE
6ES2.54
6562.54
COMMENI
ASH TIME
ASR COST
ADD COST
0.93
64.21
509.57
DEILL HEAD
0.05
C.CO
0.00
118.31
A~VAhCE
1.75
91.94
953.29
LOAD BLAST
0.29
0.00
158.73
0.49
0.00
265.43
6.33
428.32
3447.57
0.66
38.29
359.93
C.87
75.22
471.75
0.40
O.CO
217.17
6.54
186.45
3561.97
4.55
0.00
2479.60
Figure 6.12 Double Track Tunnel: Simulation Detailed Report
OPERATIONS
FOR
ADVANCE
THE DAY AND SWING SHIFTS
& BLAS
FOR THE GRAVEYARD
ING
SHIFT
TING
STEEL
EQUIPMENT
Figure 6.13 Single Track: Network For First Alternative.
UTILITIES
208
the service and maintenance operations. The controls in this
network will stop the productive operations after the swing
shift finishes, at which time the graveyard shift will start
and will perform the non-productive operations. The network
specifications as used by the simulator are shown in figure
6.14. This approach assumes that two identical independent
headings will be used to excavate the twin tunnels, so the overall
cost for this method will be double the value that isobtained
while the advance rate will be the same approximately.
Figure 6.15 shows the simulation results for ROCK end node
6, and Figure 6.16 presents the trace for one simulation in the
same rock. The values obtained will be later compared against
the ones
for the other alternatives.
209
HEIWCRK SPECIFICATIONS FCR MEIHCES:
1
SCURCE STATFMENTS:
ST~TNBE
LVL
1C
2C
30
1
1
1
40
5C
1
1
STOP TIME(2300
ACTIVITY AS55
60
70
80
1
1
1
STOF TIME(7CC 23CC)
ACTIVITY AS82
120 G¢CUIING
STOP T IME(7CC 23CC)
90
100
110
120
130
140
150
160
17C
1
1
1
1
1
1
1
1
1
NODE 10
ACTIVITY AS100C 2C ALVANCE
STOP TIME(23CO)
DELAY HOURS(0.5)
NODE 20
ACTIVITY AS4 30
NCDE 30
ACTIVITY AS12 5C EUCKING
STOF TIME (2300)
SCOUCE
NEThORK FULL FACE
NODE ST START
ACTIVITY AS2
1C
ERILLING
f5c)
110 STEEL SEIS
180
1
NODE 50
190
200
210
220
1
1
1
1
ACTIVITY AS20 60 DELAYS
STCf TIME(23CO)
NODE 110
ACTIVITY AS61 13C
SHCRTCRETE
230
1
NODE 120
240
250
1
1
ACTIVITY AS1 130
NODE 130
260
1
ACTIVITY AS18
27C
280
29C
14C
1
1
1
NODE 140
ACTIVITY AS17
NODE 150
15C
300
1
ACTIVITY AS1 ENE
310
320
330
1
1
1
DELAY TIME(230C 7CC)
NODI 60
NOCE END
Figure 6.14 Single Track: Network Report First Alternative.
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.
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ACSIVItl STOPPED
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ST
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ACIIVITT REALIZED
MCLE REALIZED
ActIVITY REALIZ.
CLiE RIALIZED
ACIIVITY REALIZED
IOLE
EIALIZED
ACtIVITY REALIZED
ICE. REALIZED
ACTIVITy STOPPED
ACIIVIIT STOPPED
ST
ST.Ab2
10
10.AS100
20
20.AS4
30
30.AS12
50
50.AS20
bO
ST.ASSS
ST.AA82
CLiE REALIZED
ACIIVITY STOPPED
ACllVITY REALIZED
NCLE REALIZED
ACTIVITY RkALIZED
ACIIVITY REALIZkC
lC[I REALIZED
ACIIVITV REALIZED
V01 REALIZED
ACItVITV REALIZED
IC[E REALIZED
ACIIVITT REALIZED
ICLE REALIZED
ACTIVITI REALILD
ICIE REALIZED
ST
ST.AS2
ST.AS55
110
11.ASo 1
ST.&S82
120
120.AS1
130
130.AS18
140
140. AS17
150
150.AS1
END
E
FULL FACE
BETMORK
CED
I5:
iC
t
LLCLK
CCSr
ALVANCh
3.30
1.28
1.28
1.28
1.28
2.84
2.84
4.0C9
4.09
8.79
E.79
0.00
C.00
C.CO
C.00
4SE.8C
478.80
EE4.62
514.62
1384.4C
13-.I164C
1829.23
1E;8.23
3455.22
34155.22
3495.22
3455.22
C.CO
0.00
0.CC
0.00
5.72
5.72
5.72
5.72
5.72
5.72
5.72
5.72
5.72
5.72
8.79
10.36
1C.06
10.06
10.06
11.63
11.63
12.88
12.88
17.57
17.57
6.79
8.79
3495.22
38S1.04
3851.04
3948.26
3S4e.26
4666.39
46E6.35
50;9.77
5C25.77
66S7575
6655.75
6645.75
6695.75
5.72
5.72
5.72
11.l44
11.44
11.144
11. 44
11.44
11.44
11.44
11.44
11.44
11.44
17.57
17.57
20.18
;2.53
22.55
22.55
22.55
22.55
;3.58
23.58
25.53
25.53
25.53
25.51
6655.75
6655.75
624C.95
824C.95
91C5.07
11733.35
11733.35
11733.35
11733.35
12CSt.20
12CS6.20
12769.75
12789.75
12769.75
127E9..75
11.44
11.44
11.44
11.44
11.44
11. 44
11.44
11.44
11.44
11.44
11.44
11.44
11.44
11.414
11. 44
.25.53
12765.75
11.44
T
AIFE
0.00
EIL
tLt
9EC
11CE
1547
7CC
7CC
17C3
17C3
1837
1952
34
1547
1547
•3
322
531
533
533
634
831
8'1
20.38
ASR TIME
ASE CGST
ADD COST
CONENTI
1.28
25.65
453.14
DRILLING
0.00
0.00
85.83
1.56
264.66
555.11
1.25
0.00
•1444.83
8BCKING
4.69
0.00
1665.98
LELATS
1.28
25.65
370.17
0.00
0.00
" 57.22
1.56
264.66
453. 47
1.25
0.00
364.39
MUCKINR
4.69
0.00
1665.98
MILAYS
2.81
549.31
995.89
STEEL SETS
2.15
4.98
100.48
859.62.
763.66
1768.65
SBOBTCEITE
GbOUTIBG
0.00
0.00
0.00
1.02
0.00
362.86
1.95
0.00
693.55
9.00
0.00
0.00
Figure 6.16 Single Track: First Alternative Simulation Trace
AEVANCE
DRILLING
ADVANCE
-
212
6.5.2 Second Alternative
Inthis alternative, we establish that each work face--each individual tunnel--will have a crew working at it,but that the equipment will
be shared by the two tunnels. This will produce some savings as the
equipment expenses will be shared also, but may cause some delays as
the equipment will have to travel from face to face. The network
including the activities and their interralationship ispresented in
Figure 6.17. Figure 6.18 presents the activities and the controls
affecting the simulation as used by the simulator. As inother cases,
blasting and mucking are not executed during the graveyard shift. The
costs used for this method are included inTable 6.4.
The histogram result for the simulation of this method is shown
in Figure 6.19. Comparing the results for this second alternative
with the results for the first one (refer to Figures 6.15 and 6.16) we
find that this alternative was a slightly higher advance rate (11.42
feet/day vs. 1.87) but a poorer cost performance ($2178/feet vs.
$2056).
These results provide conflicting information and a more
*Inthis chapter production;operations are defined as those contributing
directly to the advance face i.e. dirlling, blasting and mucking. Operations such as support, pumping, grouting and so on, are considered nonproductive
Figure 6.17 Single Track: Network For Second Alternative.
214
NEIWORK SIECIFICATICOIS FOR MirIHCE::
1ALI
SCUBCE STATEMENTS:
STE' NBR.
LVL
35,3
SCU3C,
NET'CHK ST ALTFR
NC,7 ST START
ACTIVITY .S2 10 t•ILLING A
STC; TI~d
(23CC 659)
ACTIVITY AS1CC 5 ACVANlC
EC'TE
STOF TIA3
(23CC 6t5)
1CC GROUTING A
ACTIVITY AS82
D;LAY TIME (7CC
`2CC)
STEELSETS I
11C
ACTIVITY AS55
3CC)
DELAY T':IE (72GC
36)
370
380)
39';
:4
3
42)
43J
'443
NODE 5
45)
ACTIVITY AS12 10 MULKING E
NCDE 10
ACTIVITY A3a 3' LCAE ELAST A
493
STCE
:"I. (23CC)
ACTIVITY A38.
NOCE .3,
ACTIVITY A~12
510
523
C
oC
AEVANCE JUMEC
A-3
MULKING A
53
ACIIVITY
AS-
5C
LbILLING E
556;
563
570
58C
59C
60G
610
620
63C
NCC& 50
ACTIVITY AS4 hC 1CA r & ;LAST
SIOP TIE(i3CO)
NCCE 60
ACTIVITY AS.C 7C ELLAYS
STCr TIM1
(2300)
ACTIVITY ASd 7C AEV JUnEC E-A
NCDi 1i00)
.ACTIIVITY ASS5 1.C S'TkiL S3LIS A
STOf TIMiE(7CL 23CC)
o50
66.3
67L
NOCE
110
ACTIVITY AS61
STCF TIiS(70C
NOCE 12)
ACTIVITY AS8
ACTIVITY AS82
STCP TIM(7CC
NOCE 130
ACTIVITY ASol
STCI TI ?(700
%C0c 140
ACTIVITY AS1P
SICIE IM (7TrC
6411
693
700
713
72
730
715 ')
760
77C
780
79 ,
12C
SUCICBIT•E
23CC)
13C ALV SC B-A
14C Gi(iUT Z
23CC)
14C
UPOub-ING
23CC)
15C UTIL
22CC)
NODE 150
810
82C
8 C
1
1
Ff5'
1
Pb':
1
ACTIVITY AS17 1bC ACV TRANS
STCE TIdA(70C 23iC)
NCDI 150
ACTIVITY AS1 17C
DELAY TIME (7L0)
ICDE 7"
NCCO 17)
Figure 6.18 Single Track: Network Report, Second Alternative.
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Figure 6.19 Single Track: Second Alternative Histogram
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detailed analysis would be required to determine the most advantageous
method.
6.5.3 Third Alternative
In the previous two alternatives, the production operations were
performed somewhat separately from the non-productive ones, these last
ones generally done during the graveyard shift. This type of schedule
has an implicit assumption that the tunnel can advance for a certain
length without the need for support or water control operations.
This assumption
however, may not be valid in all cases, when
this occurs,the production rates may be modified. This alternative
analyzes the simulation of construction under the assumption that support
and dewatering activities are required immediately following excavation.
Figure 6.20 shows the network for this alternative and Figure 6.21
the report showing the controls.
Itis important to note that the con-
trols reflect the existing limitations on blasting and mucking. Table
6.5 presents the information on shifts and costs.
Figure 6.22 shows the histogram with the cost and time rates for
only one of the twin tunnels. Comparing the results, we observe that
the efficiency has been substantially reduced, the advance rate is only
8.25 feet/day and the cost rate is $3112/feet of tunnel, both comparing
poorly with the other alternatives.
With these three alternatives,the user can observe the variation
that could be expected from different approaches and the possible ad-
Drill
40
1
teel Sets
dvance
50
20
Shotcrete
d
and
60
Grouting
Figure 6.20 Single Track: Network For Third Alternative
v. Muckin
Adv. Util.
70
D lay s
E
218
NETWORK SPECIFICATIONS FOR BETHOCS:
1CONT
SOURCE STATEMENTS:
STNTNBR
3030
3040
3050
3060
3070
3080
3090
3100
3110
3120
3130
3140
3150
3160
3170
3180
3190
3200
3210
3220
3230
3240
3250
LVL
SOURCE
NETWORK FFNON NIGHT
NODE ST START
ACTIVITY AS2 10 CRILLING
NODE 10
ACTIVITY AS100 20 ADVANCE
DELAY TIME (2300 700)
DELAY HOURS(0.5)
NODE 20
ACTIVITY AS4 30 L&BLAST
NODE 30
ACTIVITY AS12 40 MUCKING
DELAY TIME
NODE 40
ACTIVITY
ACTIVITY
NODE 50
ACTIVITY
NODE 60
ACTIVITY
ACTIVITY
NODE 70
ACTIVITY
(2400 500)
AS55 50 STIEL SETS
AS82 60 GRCUTING
AS61 60 SHCTCRETE
AS18 70 SUPPORT
AS17 70 SUPPORT2
AS20 END DELAYS
RODE END
Figure 6.21 Single Track: Network Report,Third Alternative.
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vantages and disadvantages without having to get committed to any one
approach
6.6
STATION TUNNEL
The cross-section used for the station has size characteristics that
force the use of a different construction method.
In this case, the
cross-section will be excavated using drill and blast in multiple drifts
(see Figure 6.23).
This will be done to avoid stability problems and
solve excavation limitations.
The support in the arch will be rock-
bolts with shotcrete as a first phase, steel set and another layer
of shotcrete for the second phase. The water control techniques will
be face grouting and pumping for the case of very high and high water
inflows, and pumping in all other situations.
The same cross-section will be used regardless of the quality of
rock, the difference will be in the amount of support used.
In Low
quality rock the number of rockbolts will be higher and the steel
set spacing will be smaller than in Good and Medium quality rock.
In all construction options the standard three shifts will be scheduled and will be subject to the same construction restrictions as the
other two methods. The costs used for this method are presented in
Table 6.6.
A different construction cycle will be used for each of the drifts.
Figures 6.24 and 6.25 show the networks used to simulate the construction
operations for each drift,
A network for the full section will combine
0
7=
t
W-
221
222
Drift 1
Drift 2
nriii chn-tA\
Drift 3
Drilling (B)
Steel Set
Roof
Shotcrete
Phase 2
Misc.
Delays
Figure 6.24 Networks for Drifts 1,2, and 3
Delay
ther Dri
223
Muckinq 5
k 7
3
Delays
Figure 6.25
(
Network for Drifts 4,5,6 and 7
-224-
these individual networks to represent the overall construction cycle.
As shown schematically in Figure 6.26.
Each drift will be controlled
as follows:
a) Drifts 1 and 2 will start the excavation
b) After they have advanced 50 feet, drift 3 will start, and
will cause some interference with drifts 1 and 2
c) -After drifts 3 have advanced, one cycle, each insequence,
leaving the full section completely excavated when drift
7 isfinished at which time the whole section will be
shotcreted.
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 executed as the simulation progressed.
225
DRIFT
1
Stop when advance is greater than 120 ft
DRIFTS 2a,2b
top when advance isgreater than 120 ft.
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.
Figure 6.26 Relation Between Drift Networks.
O
a
226
NBTWORK SPECIFICATIONS FOR BETHCCS:
3
SOURCE STATEMENTS:
STBTNBR
LVL
1700
1
NETWORK RDPARTIAL
1710
1720
1730
1
1
1
NODE ST START
ACTIVITY AS121 10 CRILL
STOP ADVANCE (120)
1740
1
DELAY TIME(2300 659)
1750
1760
1
1
1770
ACTIVITY AS1 60 BCCKBOLTS 1
STOP ADVANCE (12C)
1
1780
DELAY TIME(700 23CC0)
1
ACTIVITY AS122 200
179-0
1800
1
1
STOP ADVANCE(120)
DELAY TIME(2300 659)
1810
1820
1830
1
1
1
ACTIVITY AS142 200 RUCK 28
STOP ADVANCE (120)
DELAY TIME(2300 659)
SOURCE
1840
1
ACTIVITY
1850
1
STOP ADVANCE (120)
AS61 26C
1
DRILL 21
SHCTCRET_2A2
1860
1
1870
1880
DELAY TIRE(700 2300)
1
1
ACTIVITY AS123 310 DRILL 31
STOP NOT ADVANCE(60)
1890
1900
1
1
STOP CYCLE(21)
DELAY TIME (2300)
1910
1920
1930
1
1
1
1940
1
ACTIVITY AS143 310
STOP NOT ADVANCE(60) OR CYCLE(21)
DELAY TIME(2300 659)
1950
1960
1970
1980
199C
2000
2010
2020
2030
2040
2050
2060
2070
2080
1
1
1
1
1
1
1
1
1
1
1
1
1
1
ACTIVITY AS1 Q00
STOP NOT CYCLE(15)
ACTIVITY AS17 305
STOP NOT ADVANCE (60)
STOP CYCLE(21)
NODE 10
ACTIVITY AS100 2C ADVANCE_1
DELAY TIEM(2300)
MODE 20
ACTIVITY AS131
30 L/B_1
MODI 30
ACTIVITY AS141 4C HUCK 1
DELAY TIME (2300)
NODE 40
ACTIVITY AS20 -50 DELAYS
Figure 6.27 Mlultiple Drift retwork Report
1ST
227
2090
2100
2110
2120
2130
2140
1
1
1
1
1
1
STOP TIUE(2300)
60
1091
ACTIVITY AS82 70
DELAY TIBE(70C 2300)
NODE 70
8C
ACTIVITY AS61
2150
1
DELAY TINME(700 2300)
2160
2170
2180
2190
2200
1
1
1
1
1
NODE 50
ACTIVITY AS22 55
STOP NOT ADVANCE (60)
309D 200
ACTIVITY A8132 210 L/8.2A
2210
1
DELAY T152(2300)
2220
2230
2240
2250
1
1
1
1
ACTIVITY AS8 205 ADVJoa0O
NODE 210
ACTIVITY £S142 230 HUCK 2A
DELAY TIBE(2300)
2260
1
NODE 205
2270
2280
2290
2300
2310
2320
1
1
1
1
1
1
ACTIVITY AS122 220 DRILL 2E
DELAY TIME(2300)
NODE 220
ACTIVITY AS132 230 L/B_2B
DELAY TIBE (2300)
NODE 260
2330
1
2340
ACTIVITY AS61 27C SC_ 28
1
DELAY
2350
1
BODE 230
2360
2370
2380
2390
2400
2410
2420
2430
2440
2450
2460
2470
2480
2490
2500
2510
2520
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
ACTIVITY AS22 24C
STOP NOT aDVANCE(60)
NODE 310
ACTIVITY AS133
320 L/B_3A
DELAY TIME(2300)
MODE 320
ACTIVITY AS143 330 MUCK 3A
ACTIVITY
AS123 330 DRILL 3B
NODE 330
ACTIVITY AS133 340 L/B_3B
DELAY TILE(2300)
NODE 340
ACTIVITY AS1 350
NODE 350
ACTIVITY AS55 37C
NODE 370
ACTIVITY AS62 38C
2530
1
NODE 380
2540
1
ACTIVITY AS20 390
1
NODe 305
1
1
1
ACTIVITY As18 315
1o11 30
ACTIVITY AS22 3903
2550
2560
2570
2560
Figure 6.27 (Continued)
ST
TIRE(700 2300)
228
2590
2600
2610
2620
2630
2640
2650
2660
2670
2680
2690
2700
2710
2720
2730
2740
2750
2760
2770
2780
STOP NOT ADVANCE(120)
NOD1100
ACTIVITY AS124 410
NODE 410
ACTIVITY AS134
42C
DELAY TIME(2300)
AND HOURS(0.5)
NODE 420
ACTIVITY AS144
510
ACTIVITY AS125 510
NODE 510
ACTIVITY AS135 52C
DELAY TIME(2300)
AND HOUBS(C.5)
NODE 520
ACTIVITY AS145 61C
ACTIVITY AS126 610
NODE 610
ACTIVITY AS136 620
DELAY TIRE (2300)
AND HOURS(0.5)
NODE 620
ACTIVITY AS146 710
2790
ACTIVITY AS127 710
2800
2810
NODE 710
ACTIVITY AS137
2820
2830
2840
DELAT TII8(2300) AID BOUIS
101)
720
ACTIVITY AS147 73C
NODE 730
ACTIVITY AS56
1100
NODE 1100
2850
2860
2870
2880
2890
2900
2910
2920
2930
2940
2950
2960
2970
2980
2990
3000
3010
ACTIVITY AS62
720
1200
IODE 1200
ACTIVITY AS17 1300
NODE 1300
ACTIVITY AS18 14CC
NODE 1400
ACTIVITY AS20 15CC
NODE 80
NODE 55
NODE 270
NODE 240
NODE 315
NODE 3908
100D 1500
Figure 6.27 Continued
(0.5)
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Figure 6.29 Detailed Construction Report For Multiple Drift.
EVENT
MA E
MEtICBK ENTERED
NCEE REAL12ED
ACTIVITY REALIZED
MYCE REALIZED
ACIVITY REALIZED
MCEE BEALIZED
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ACIIVITY REALIZED
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REALIZED
CCIE REALIZED
ACTIVITY REALIZED
ACIIVITT REALIZED
OL[ REALIZED
ACTIVITY REALIZED
BCEC REALIZED
ST
ST. AS 121
ST. AS 1
ST.AS122
ST. AS142
ST. AS61
ST.AS123
ST. AS 143
ST. AS 1
400
400. AS124
410
410. As 34
420
420.AS144
420.ASI1;5
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510.AS135
520
520.AS 145
520.AS126
610
610.AS136
620
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620. AS127
710
710.AS137
720
ACTIVITY REALIZED
ICEI REALIZED
ACTIVITY REALIZED
DCCE REALIZED
ACIIVITY REALIZED
720.&S147
730
730.AS56
1100
1100.AS62
MCCE REALIZED
1200
1200.AS17
ACTIVITY STOPPED
ACIEVIT! STOPPED
ACIII11I STOPPED
ACI1IITY STOPPED
ACIIVIT STOPPED
ACIIVITT STOPPED
ACIIVIIT STOPPED
ACIVITY REALIZED
ICCE REALIZED
ACTIVITY REALIZED
CEEC REALIZED
ACIIVITI REALIZED
IC[E REALI.ZED
ACIIITIT REALIZED
ACTIVITY REALIZED
BOLE REALIZED
ACTIVITI REALIZED
SCEC REALIZED
ACIIVIT REALIZED
ACtlVITY REALIZED
B013 REALIZED
ACTIVITY REALIZEED
ACTIVITY REALIZED
ICEE REALIZED
ACTIVITI REALIZED
DOLE REALIZED
ACTIVITY REALIZED
001E REALIZED
ACTIVITY STOPPED
MITHORK
IDEED
1116
1118
111T
111E
1ll1
111t:
111.4
BD.PARTIAL
Figure 6.29
( continued)
121.41
121.41
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232
6.7 SCHEDULING ANALYSIS
Inthis analysis, the application of the scheduler to the planning
of the construction operations in the case study tunnel will be presented. A basic or initial schedule will .be established and through
successive evaluations we will try to identify other options
that will bring a reduction either in cost or in time of construction
to the project. The ultimate objective being to determine the most
efficient scheduling option, both in time, cost, and some predetermined
measure of risk.
Inaddition to the direct cost of construction, a daily overhead
cost of $1,500.00 as well as a capital cost of $2,500,000 for the whole
project are included inthe resulting tunnel costs. We recall that there
will be three basic excavation cross-sections depending on the segment
of the time being excavated. The double track tunnel--used in the track
tunnel segment and inmedium and good quality rock--the single track twin
tunnels--used in the track segment when poor geology is encountered--and
the station cross-section--used only inthe station area inany type of
geology. The costs and times rates for excavation used in the scheduler
will be presented as the alternatives are presented. Another area of
costs that will also be used will be the method transitions costs that
are incurred when the excavation method has to be changed--such as from
double track tunnel to twin single track tunnels.
233
6.7.1
First Alternative
The first schedule analyzed is shown in Figure6.30 and is
the basic option from which variations will be made and analyzed.
The excavation operations have been divided into five activities:
a) STA SETUP - Represents the lead time needed to excavate
the access shaft at the station. The time isentered
directly, but no cost.is allocated to this activity.
b) TRK SETUP - Represents the lead time for the excavation
the shaft at the other end of the t4nnel. Time is input
and again no cost is included.
c) STATION - This activity includes the excavation of the station,
from 99+00 to 92+00. The cost and advance rates used in the
operations are presented inTable 6.7.
d) OUTBOUND - This activity includes the track tunnel from station
92+00 to 40+00 or until itmeets INBOUND.
e) INBOUND - Represents the excavation of the track tunnel from
station 25+00 to 92+00 or until it meets OUTBOUND. The
excavation costs for INBOUND and OUTBOUND are also presented
also inTable 6.8.
These costs include the construction of twin single track tunnels in
the areas with low quality rock.
Inaddition to the sequencing of the activities established as shown
in Figure 6.30, two additional control options.are included as shown in
Figure 6.31.*
*This figure isthe report by the scheduler showing the status of the
network activities.
!
--.
INBOUND
STATION
OUTBOUND
9200
2500
Figure 6.30 First Scheduling Alternative: Network.
9900
235
Geologic
CharaCteristics
Quality
Water
Cost
$/ft.
Advance
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
Table 6.7 STATIOt Activity Advance and Cost Rates.
Geologic
Characteristics
qualityk
Water
Cost
$/ft.
Advance
ft./day
GOOD
MEDIUM
480.
21.82
GOOD
LOW
450.
22.85
MEDIUM
HIGH
550.
17.77
MEDIUM
MEDIUM
520.
19.67
507.50
20.00
1428.00
20.74
1214.
23.01
MEDIUM LOW
LOW
VERY HIGH
LOW
HIGH
Table 6.8 INBOUND and OUTBOUND Advance and Cost Rates.
Figure 6.31 First Scheduling Alternative:Activities Report
ACTIVITY
STA SETUP
START NODE
STOP NODE
STATIONS
DURAT ION
ACTIVITY
I
3
FROM
TINE
COST
25*00
4
0.
2500
60.00
0.00
2
4
FRON
PER DAY
99+00
24.00
120.00
0.00
T75.00
0.00
100.00
0.00
150.00
0.00
92+00
OUTBOUND
START NODE
STOP NODE
STATIONS
TO MEET
STOP
WORK HOURS
ACTIVITY
99+00
15.00
0.00
STATION
START NODE
STOP NODE
STATIONS
WORK HOURS
ACTIVITY
COST
99+00
4
0
TRK SETUP
START NODE
STOP NODE
STATIONS
DURATION
ACTIVITY
1
2
FROM
4
5
40+00
FROM
92+00 TO
ACTIVITY INBOUND
WHEN ACTIVITY
INBOUND
PER DAY
20.00
DISTANCE
IS AT
STATION
53*00
IS AT
STATION
63+00
INBOUND
START NODE
STOP NODE
STATIONS
TO MEET
STOP
WORK HOURS
FROM
25+00 TO
92+00
ACTIVITY OUTBOUND
H1EN ACTIVITY OUTBOUND
PER DAY
20.00
CONTROLS
237
To avoid the high expense of changing the construction methods
when a poor geology isencountered, these controls will allow only one
activity--either INBOUND or OUTBOUND--to traverse the expected poor
section, while the other activity is stopped.
Figure6.32 shows the results obtained when the simulation of the
excavation isperformed. This time-cost distribution or scattergram*
presents the -results for the overall project, the time mean accounting
for all activities and scheduling constraints is 487 days and the cost
mean $10,719,000. The variation in the time and cost results for each
simulation is primarily due to geologic variations. The scattergram
will serve as a basis for comparison when changes inthe scheduler are
made.
Each activity can be analyzed individually using the scattergram
produced for that activity. Figure 6.33 presents the time and cost
for the STATION activity. The results form a more concentrated cluster,
indicating almost a linear relation between time and cost.
Figure 6.34 shows the results for the INBOUND activity. This scattergram shows a very interesting phenomenon:
two clusters of results
can be identified. To determine the cause for this distribution, the
detailed construction reports can be analyzed. Two simulations are
picked from the left cloud:
LL (Left cloud, Low cost) and LH containing
extreme times and costs, and two from the right cloud: RL and RH. The
detailed construction report of the INBOUND activity for each of those
*Wewi l l refer to this output report indistinctly as a time-cost distribution or a scattergram.
RIM
VlUM
KE
3
1
SIPS
TI•
300
NE
AR
MEAN
D•V
487.3
20.24
541
538
I
REPORT ISTANDARO SCHEDULE
1
S
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B
I
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I
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COST IN
MIUJE
B
I
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MILLIONS
1
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34
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68
11.190
12.20l 0
.00
23
11.561
1.00
---
I
13.000
1
6
11.894
-
12.545
OF DOLLARS
TOTAL
Figure 6.32 First Scheduling Alternative : Total Project Scattergram
0.000
00
ol
I
SInS
t
3100
11sm1
ITI rrrrrrrrrrr~wrr
EAN 135.7
--
V
·--·
9.
COST
__
.24r S
sy
M A " 3.245
-·
--
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--
--
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a
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17
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00
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5
ii ,
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3
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III
I
S
I
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2.000
COST iM
1--t-t*W--U·YI)T---t---t--1
2.400
2.61
.I000
2I200
10
MUNSER
NILLIONS
MEANm
OF OOLLARS
sun
0.00
OF ACTIVITIES
.
0.000
0.000
2.709
3.0*00
3.200
00
i87
2.924
3.400
3.09?
.314
STATION
Figure 6.33 First Scheduling Alternative: STATION Scattergram
3.000
3.00
So
3.418
IT
3.6179.
4.000
5
.05
RUnM
500
SIS
3HI
TIME
HEAR
38.TT
DIV
22.54
COST
PIEA
4.102
DEW 0.,24
cI
S
I"
I
B
REPORTuSTANlARO
I
SCHEDULE
4420- B
B
I
I
460 I-
1s
446
I
I
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T
S420
E
S
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T
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3T1
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1
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0
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3202
312
B
I
B
B
300 *--2.000
COST IN
B--2.400
2
NUMIER
MILLIONS
MEAN
I---B-I
2.800
0.000
20.48
-3.200
14
3.099
3.400
41
3.401
....--I---.------4.000
4.400
42.
3.830
o
4.208
9.200
4.800
T75
4.5t4
12
4.972
OF DOLLARS
SUN
OF ACTIVITIES
INSOUNO
Figure 6.34 First Scheduling Alternative: Inbound
Scattergram
.400
4.000
6
5.SeS
0.000
241
simulations is shown in Figure 6.35.
LL and RL can be compared and we observe that RL has encountered
a section, from 50+00 to 67+00 of poor geology (A)*.
This section caused
the expenses to increase substantially compared to LL
where better
conditions were encountered.
The time performance has not suffered due
primarily to the way the excavation methods were defined (see section 6.5.1)
This same situation is found when simulations LH and RH are compared,
RH is found to have poorer geologic conditions.
The variations existing between LL-LH, and RL-RH are mainly due
to the length of tunnel driven by the activity.
LH and RH simulated
the excavation of almost the full section of the track tunnel (from
25+00 to 92+00) while LL and RL excavated shorter lengths of tunnels.
Going to the results for activity OUTBOUND, we find them aligned in
almost a straight line,
see Figure 6.36with a very high concentration
of points at zero or near zero time and cost, and generally the time
and cost results are low.
The detailed reports for distributions at points A, B, C, and D
(see Figure 6.37), show that this activity is stopped every time by the
control condition in activity INBOUND.
The OUTBOUND activity has
become, in effect, a null activity that is not contributing to the
overall tunnel.
*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.
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123
39I
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142
oV
REPORTS STANOARD SCHEDULE
2I
S
REMa0.141
COST
243
24
5
1
OUIMOER
IILLIONS
PEAR
OF O.LL ARS
StU
144
0.011
OF ACTIVITIES
240
I0-l
0---
0
)
COSt IM
4
0.122
0.195
0.280
21
6.)34
14
0.419
0.640
Oe.60
10
0.911
OUTIOUND
Figure 6.36 First Scheduling Alternative:
C-I
0.-I
0.41*
e.400
OI. 0
22
36
400 -- 0-.0
0.-----
e24o0
0,160
OUTBOUND scattergram.
2
0.000
0
0.100
O.TeO
3
0.608
0
0. I -
O.TSi
ACTIVITY
EVENT
STATION
STARTING
TIME
EVENT
DURATION
------
A
OUTSOUNDO
EVENT
COST
-0.0-0-
-
END DEPENDENDENCY OCCURRENCE IN ACTIVITY INBOUND
261.31
0.00
92*09
ACTIVITY
COST
a
B
OUTBOUND
START
INITIAL METHOD 2
ADVANCE
114 FEET
IN RO 5
4
END DEPENDENCY OCCURRENCE IN ACTIVITY INBOUND
COMPLETE
92+00
92+00
92+00
90+86
90+86
277.94
277.94
277.94
284.86
284.86
0.00
0.00
6.92
0.00
0.00
0
0
59,025
0
0
0
0
59,025
59.025
59.025
C
OUTBOUND
START
INITIAL METHOD 2
ADVANCE
1,067 FEET
IN RO 2
2
END DEPENDENCY OCCURRENCE IN ACTIVITY INBCJUND
COMPLETE
92+00
92+00
92+00
81+33
81+33
225.79
225.79
225.79
281.79
281.79
0.00
0.00
56.00
0.00
0.00
0
0
480*026
0
0
0
0
480,026
480,026
480,026
92+00
92+00
92+00
79+00
77TT41.
77*41
202.44
202*44
202.44
281.74
292.07
292.07
0.00.*00
79.30
10.33
0.00
0.0C
0
0
676.000
87,379
0
0
0
0
676,000
763,380
763.380
763,380
D OUTBOUND
START
INITIAL METHOD 2.
4
IN RO 5
1,300 FEET
ADVANCE
3
IN RO 5
159 FEET
ADVANCE
INBOUND
ACTIVITY
IN
END DEPENDENCY OCCURRENCE
COMPLETE
Figure 6.37 First Scheduling Alternative: OUTBOUND
Detailed Construction Reports.
245
6.7.2 Second Alternative
Trying to improve the overall performance obtained in the first
alternative studied, we will eliminate the stop condition affecting the
OUTBOUND activity and repeat the simulation of the tunnel.
Figure 6.38shows the new scattergram for the total project, that
can be now compared against the results of the previous alternative
(Figure 6.32).
A marked reduction in construction time--from a mean
of 487 to a mean of 378--and also a reduction, even if small, in costs
has occurred. Itis clear that these reductions occur as a result of
the schedule change. Figure 6.39 presents the scattergram for OUTBOUND
that confirms this assumption. A marked change occurred, now these are
not results with time or cost equal to zero, but rather this activity
advances and simulates a longer section of the tunnel than before. We
can observe that a few results deviate from the highly concentrated cluster at the left, itwas found that these deviations were due primarily
to geologic conditions.
As a result of the change inscheduling, the scattergram for
activity INBOUND was also modified and Figure 6.40 presents the resulting distribution. A substantial reduction in time was obtained
coupled with a reduction incost.
6.7.3 Third Alternative
With the changes made to the original schedule in the second alternative, the possibility of improving upon that performance with the existing
tunnel configuration is rather limited.
Inthis third analysis we intro-
MtinmER
0 1
NMA"
SINS
TIME
.300
MEAR 371.6
_
1.27
DEV
__
COST
5oss
DV
MINI 10.s95
tcO
I
__
I
430
-
420
-
IRPORTsSTANDAUt
I
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SCMEDULE
1.
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4.4
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5
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8.00
11.000
92
11.400
47
5-
12.200
11.800
16
Il·1AO
~f.000
0
MILLtIONS
OF DOLLARS
MEAN
931T
9.460
10.799
11.165
110493
11.s6
TOTAL
Figure 6.38 Second' Scheduling Alternative:
Total Project Scattergram.
0.00•
0*.00
UNS 3"
NE
Mrumr
tME - flI
IIall 12501 aw
L_ I
_
I.n9
COST
M
1.194 8 S9W0.149
COWV
__
I
I
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IRMIaTISTANAS
IISCHIULE
I
1
I
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163 -II
S
156
II
153 I
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sa
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551
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124
117
49
113
1
20
345
I
I.
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1
63
141
-
UnIN
H3LLIONS
MAIN
OFDOLLARS
suI
:
__11111111~1_
4
90461
OACTIVITIES
0
__
---
64
60949
le
------------ I--
1.300
1.i~o
I1.000*
0.5o0
COST in
II
l
I
3S3
164
tax
243
0i1-
1
II
a
1691
let
-
61
143)
Ilata
:
II
II
-
-- )----
~----lrrrrrrrrrl
1.450
hill
-_
1.S00
l*Sat
_
___
I £
OUTBOUND
Figure 6.39 Second Scheduling Alternative: Outbound Scattergram.
-9
20t28
---- I
1.950~
1,T1
helT
I_
.I
3.i5@
1
1.44aOst
4
tll4
MniER
S
m
MEAN
I
TIME
TI
SuIm
__
___
11
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EDI D.4l
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It
I.
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MEAN
sam
OF
1
IaI
a
11 2
I
omeMnv
1
a
it
a
21
11
lit
I
I
II
COST Im
MILLIONS
OF OcLLARS
COST
_ __
1
I
2
1I1
1I11 11
I
249
1"4.44
0•9
_
SCHESULE
REPOlRTUSTANOAR
I
9
~__
I
3al
l
Sal -
3S
E
"EA179e0
_
I
-
.4600
l.iOo
45
I I.- .446 a
Rete~lll~
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a
-
a
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aS I
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---
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3i.S08
33
40
03
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t.04o"
---
3.500
4T
7
3.0T3
I-
I
3.590
1
3.t9
I
4.100
Ia
3.O6
I
4.I40
I
4.114
Figure 6.40 second Scheduling Alternative: Inbound Scattergram.
--
3.000
4.T00
I
40.19
1
W
5.60
249
duce a new element to the tunnel configuration:
located at station 67+00.
an intermediate shaft
Given the dependency of cost on time, if a
substantial reduction in time can be obtained, the additional cost of
the shaft excavation can be absorbed.
Figure 6.41 presents the configuration of the tunnel and the
scheduling network used for this option.
introduced:
SHAFT
shaft.
Three new activities are
SHAFT, OUT SHA and IN SHA.
represents the time and cost required to
build the access
Both time and costs are input and not simulated, as
the basic
objective in this example is tunnel and not shaft construction.
IN SHA and OUT SHA represent the excavation headings that will
advance starting from the shaft. The special characteristics of
accessability to the construction faces permit us to include crews
that can specialize and alternate between the faces. This will bring
increased productivity and a slight reduction in costs.
The alternation
will only occur when Good or Medium quality rock is encountered.
The complete listing of the activities as used by the scheduler
is presented in Figure 6.42.
The costs will be the same as the ones
used in alternatives one and two except when alternating crews are
wroking.
The costs and times used in this case are shown in Table 6.9.
Figure 6.43 shows the results for the simulation of the tunnel using
this approach.
Compared against the second alternatives analyzed, this
approach presents definite advantages.
The mean time is reduced from
378 to 277 and the increase in cost is a small fraction of the overall
SHAFT
INBOUND
Figure 6.41
OUT SH-A
4-.
-c~*IN
Third Scheduling Alternative:
STATION
SHA
Network
251
THISIS: Sman. AT TOUMIL HIDDLE
ACtIVZTT
COST
£UBATION
IES
99.00
75.0OC
C.OC
99400
4
C
12C. CC
0. CO
175.00
0.00
1
3
25,00
6C.CC
C.CC
25*CO
TIDE
COST
4
C
100.CO
0.00
15C.00
0.00
SHAFT
START NCCI
STOP MOC!
STATIONS
DURATION
ACTIVITY
IT
ITRKSETOE
START NOCC
STOP NODI
STATIONS
ACTIVITI
1
STA SETUE
START YMCE 'I
STOP NODE
2
STATIONS
CURATION
TIdE
ACtIVIT
ACI
1
4
FROD
TIME
COST
67+00
4
4
TC
67#00
3C.C
200,00C.
55.CO
225,0C0.CC
96.00
310,00C.0C
STATION
START NCCI
2
STOP MODE
5
STATICOS
FROM
08RK o003s PHB DAY
Figure 6.42
99400
9;#00
24.00
Third Scheduling Alternative: Activities Report
252
ACYIVITY
10B0UID
START OCI
STOP NODE
STATIONS
ORK ICUCS
10 NEMT
ACTIVIT
3
7
FRCN
25.CO 10
PEr DAY
20.00
ACTIVlTY
CUI.SI
67*00
CLELAY
START
COtl
STOP NODE
STATIONS
5
6
FBRO
EURATION
COST
ACI1VITY
92+00
4
Q
S;*O0
7.CC
2,800.CC
CUTDOUND
STABT MNCE 6
STOP NODE
7
STATIONS
PROM
92.00
OK H00OD1S PIR DAY
;C.O0
ACTIVITY IN_SHA
TO MEET
ACIIVITY
TC
t67#00
CUTSHA
START YOCI
STOP NODI
3C+00
STATIONS
PROm
61+CO
10
TO MNET
ACTIVITY
INBOUND
WORK HOUFS
PEN CAT
2C.00
ALTERNATE
WITH ACtIVItY I•, SHA
EXCIPT FCB GICLCGIfS 80
6
bC 7
BEVEBT
EISTAkCl
4500.CO
BAIIBUm
AC21VIT1
IN SHA
*TABT N0tt
STOP NODE
STATIONS
10 MEEL
WORK HOUSS
ALTERNATE
REVERT
LXCIPT
MAX IMO
Figure 6.42
(Continued)
4
7
a
?•RO
90*00
67400 TC
CUTECUNC
ACT IVITI
2C.00
PER DAY
C02 S11
WIT:H ACTIIlTI
FOR
GECLCGIES
DISTAlcE
MO 6 RC
4500.CO
10.00
3,5CO.CCG
15.00
4,800.00
253
Geologic
Characteristics
Quality Water
Cost
$/ft.
Advance
ft./day
GOOD
MEDIUM
400.
24.00
GOOD
LOW
374.54
26.40
MEDIUM HIGH
436.00
20.62
MEDIUM MEDIUM
425.
22.00
MEDIUM
409.09
22.46
Table 6.9
LOW
Advance and Cost Rates for Alternating Crews.
son
1
SIllNS300
JIS
277.0
ala
Da1
20.01
Sitl 10.662
COSt
Db1
0.72C
S
COY
U
B
B
I
1
342
tESIsa
I
IItCLI
SA1T AT t16311
337 *
I
2
B
I
330
12
1
IS1
I
31
1
1
1
3
*
a"
SI
S TI
27
M
IV
63
266
31
253
1
2
111
21
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S 6
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1
1
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612 2
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II
225
B
*I- ----
220+-
--
1-----t*----t---l--B-**
9.000
8.500
0.COC
11.00Q
10.500
10.000
9.5CO
12.COO
11.500
12.500
BI
13.000
CCST Kl
1
IDstI
19
1
59
72
7"2
27
9
3IILICII
5353
C.000
1.6l1
9.31
•9.775
10.255
10.75,
1,.226
11.161
Ci RCLLAS
tOT AL
Figure 6.43 Third Scheduling Alternative: Total Project Scattergram
0.0CO
.2.16
255
cost, only $70,000.00.
The reduction intime is primarily due to the increased number of
work, areas that can be attacked simultaneously. The small increase
inthe cost isdue mainly to the reduction of the overhead expenses that
are time based.
Individual results, contain ,interesting trends that
are worthwhile looking into. STATION results will. be bypassed as
it has , not been affected by this change in schedule.
Figure 6.44 presents the results of activity OUT_SHA. In this
case the same as in others previously analyzed we find almost two distinct clusters of results.
Ifwe consider that the activity OUT_SHA
starts at the edge of the zone where a high likelihood of poor geology
exists and that itis going to traverse it,the variations in time
and cost that can occur are substantial. The cluster to the right
indicates results for the profiles where low quality rock was encountered, and the left cluster where better quality occurred. Figure 6;45
presents the detailed reports for simulations LL, LH, RL and RH of
activity OUTSHA. Inthem, the mode of operation of the scheduler when
alternating activities are specified can be be analyzed. Comparisons
between geologic conditions and performance can be easily made.
InFigure 6.46 the results for activity IN_SHA are presented.
In
this case, a heavy concentration exists on the left cluster, the
few results on the extreme right represent the cases where low quality
rock occurs in the section from 67+00 to 92+00, causing a substantial
increase inexpenditure.
3331 1
som31&
30
Sims
3Ian
TllZ
D2V
156.1
COSt
13.52
2.046
3AI*
law
200-------
I
2
COg
0.511
ItII
RH
192
190 -I
tls.IuS
a5mAT
I
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L Tot9i91 n1ILi
a
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.!
102
I
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1
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150-
43
1
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1
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130
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125
a
120
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115
a
1
11C *
100* .---------C.I0C
cost II
4
1.#01
54
01p ACTIIIIIS
.. a---1.54C
t--•.
1.340
1.126
24
1.23I
1.78O
... ---------2.000
I...........------
.
*-*-**..
2.660
12.220
2.40
41
26
24
44
63
36
1.441
1.700
1.904I
3110
2.342
2.52*
ort Sal
Figure 6.44 Third Scheduling Alternative: OUT SHA Scattergram.
21
2. 74
.
2.10
10
2.962
3. 100
AC
CU
_:,; A
kLL
OUT SHA
LH
•
ST; I IiRATICI'
Iv
17
IVI
,,I A T (
TI-'E
F VFT
d
ACTIVITY
fOST
C
EVLPiT
CIT
SIAkT
'NCGJUNiTFLI
ALTfRRNATIC;i COFILIOGY pI lI"S ACTIVITY
AI TEfNATE hlTH- ACTIVI rY INSHA
IL
INITIAL
METH•JD
4
FEFT
I~ .A 3
3
ADVANCE
4:C
1,- 0
FEE T
IN RO 4
3
ADIVANCF
FEFT
IN
RU 4
5
ADVA CF
3(01
ADVANCE
472
FEET
I1J RO
5
5
MEET ACTIVITY INVP3LND
67+00
15.81
75.81
15.81
75.81
15.81
19.09
1i7.27
173.29
1')8.47
O.C0
;
67+00
61+00
67+00
67+0f63+,0
53+30
50+00
45+28
C.CO
0.(CO
0.00
23.27
59.18
16.02
25.18
0.00
0
0
174,545
436,364
122,727
192,904
0
START
LNCUUNiIFR N4ON-ALTLuRATIU,4 GCOL'OY
ADVANC[ NOWRMALLY
1
INITIAL METHOYI
IN
1) 4
40C
FEFT
ADVANCE
67+00
67+00
67+00
67+00
67+00
6i.62
61.62
63.62
63.62
63.62
C.CO
9.00
O.CO
0.00
23.14
0
0
C,
G
571,428
63+00
36.77
0.7
63+00
63+00
63+00
3.6.77
97.C2
C.GC
10.25
58.18
0
38,779
4361364
571,42s
610,2ýC:,
1,046,571
53+49
540+0
45+88
45+.8
45+88
45+88
40+00
39+75
39+75
155.2:)
171.57
195.53
195.53
195.53
199.24
238.94
240.46
240.46
16.36
23.96
0.00
C.CO
3.72
39.10
1.52
C.CO
0.00
127,5C0
179,718
C
0
5,817
323,492
12,963
0
0
1.174,071
1,353,771
1,353,779
1,353,779
1,359,596
1,683908B
1,696,051
1,696,051
1,696,051
6
IN TH-IS ACTIVITY
ENCOUTIR ALT-K'iATIIJ4 GLULOGY
ALTERNATF WITH ACTIVITY
4
CHANGE T(O MFTHI-D
1,CCO
FEET
ADVA4CE
IN THIS ACTIVITY
INSHA
IN
ADVANCE
3CO
FEFT
IN
ADVA'4CE
412
FE T
IN
THIS ACTIVITY CAfN NO LON(;LR
AIDVA'ICE NORMALLY
CHANGE TO METHCD
2
ADVANCE
588
FEET
IN
ADVANCE
25
FELT
IN
HEFT ACTIVITY INI'CUNI)
COMPLETE
N
r0
4
3
RP
4
4
R•
5
I
ALTERNAlf,
RC
RO
5
1
3
4
ALT.
IS COMPLETE
86.77
Figure 6.45 Third Scheduling Alternative: OUT SHA Construction Reports.
0
0
0
0
174,545
6100909
733,636
926,540
926,540
0
571,428
571,428
ACTI VI TY
LU'T StP
STAR IGI
ll 't
TT
S
STAlnfl
----------------------------------------------- ------------------------------------ST ORT
NiCOUNrTEr '.LTR ~NATI
II
ALTLRNATr WITH1 ACTIVITY
INITIAL METHOI; ,
4 00
FF1I
ADVANCE
67+ •0
67+0
67+*0
67.00
61+00
fe.52
6P,.52
6R.SZ
t. 52
68.52
3.00
0.CO
0.00
C.CC
18.18
63+00
d6.70
C.O
63+00
86.70
86.7"
96.21
(.03
9.51
57.86
0
149,818
63+00
6*+00
37,962
1,429R571
187,780
1,616,35^
&NCCUNTCP ALTERNATION GECLCGY IN TI-IS ACTIVITY
ALTFANATE WITH ACTIVITY INSIIA
CHANGE TO METHCoI 4
1
IN
RO 2
300
FFLT
ADVANCE
5
IN R
1
215
FFFT
ADVANCE
OUNIC
MEET ACTIVITY I'II
CGP'PLETL
53*00
53+00
53+00
53+00
50+00
417+85
47+85
154.C7
154.37
154.07
165.27
In0.41
1) .92
L1.92
VC.CG
9.00
11.21
15.14
11.51
3.00
C.CO
C
0
39,829
120,000
88,146
0
0
1.616,350
1,616,350
1,656,179
1,776,179
1,864,325
1,964,325
I,864,325
STAKT
LNCUUNTER NO'Y-ALTER'JATIC'N CEtLOGY IN THlIS ACTIVITY
ADVANCE NOnMALLY
I
INITIAL METHOD
ADVANCE
400
FEFT
IN
RO
4
6
ARH
VANCF
I, 00
FEET
It RO 4
7
ADVA4NCE
CC
FEET
IN .O
3
7
ENCOUNTTR ALTERNATION GF;LOGY I4 THIS ACTIVITY
ALTRlINATE WITH ACTIVITY INSHA
61+00
67+00
67+*00
67+00
67+00
63+00
53+00
50.00
50+)0
32.23
32.23
32.23
32.23
32.23
55.37
107.52
123.16
123.16
0.00
0.00
0.00
0.CO
23.14
52.14
15.64
0.00
0.00
0
0
0
0
571,428
1,214,286
364,286
0
0
0
0
0
511,428
1,785,714
2,149,999
2,149,999
2,149,999
CHAN'IGE TO METHOD 4
ADVANCE
652
FFET
IN RC 5
3
REACH MAXIMUH
ALIFRNATIC'' DISTANCE
THIS ACTIVITY CAN KI0 LChGER ALTERNATF
ADVANCE NORMALLY
ChiANGE TO MfTHCID 2
ADVANCL
34P
FFET
IN
RO
5
3
ADVANCE
4b8
FEET
IN RO
5
1
MFET ACTIVITY INISOUIjU
COPPLETL
50+00
50+00
43*48
43.48
43+48
43*48
43+48
40+00
35+12
35+12
123.16
131.81
169.75
169.75
169.75
169.75
173.22
196.70
223.77
223.77
8.65
37.94
0.00
0.00
C.CO
3.47
23.48
27.07
0.CO
0.00
37,012
284o571
0
0
0
5,764
191,320
234,139
0
0
2,187,010
2,471,580
2,471,580
2,411,580
2,471,580
2,477,344
2,668,664
2,902,802
2,902,802
2,902.802
E4COUNTFR NO'-ALTFRNATICL
FLR
ADVANCE NORMALLY
CIHAN'GE TG Mt THCD
1
A4VANCL
1,000
fEUT
CUTS•i
E VEAT
EVE-:T
ACTIVITY
CCST
CCST
UURA•.rION'
---------- ----------------- --------
Figure 6.45
CII•tL
I•I TI-IS ACTIVITY
I1 _SisA
I% RO
3
2
G.ECLOGY IN TIIS ACTIVITY
I'i RO0
(Continued)
4
6
0
c
0
0
149,.818
G0
0
0
149,818
149,818
NI
(3
9III91
man
"its8
I
T011
300
IliW
139.0
3If
9.02
COST
3Al
1.104
311
0.235
COw
1
--------------
*
168SII
15e-
I
S
151
1it
142 -
162 I
I
I
I
136-
IM
36
a
a
1
S
133
i
127
130 *
5
I
3
A
SI
S
74
62
121
t
I
113 24
116
Im o.A
sil
11 1
1
11
1
1
2
5I
a
1
1
1I
7
I
I
I
I
I
O.l30
16
oIItLIICS
1
2
0.80C
IU3
1
1
13
I
1069I
10S
1
1
.1
"
112
I
i
I
1
5
11
23
1
g
1133.1
166
I 3332
312 7 1
1255 I
122241
21 1 1242
312133313
21
112
11 w !1 2
I 16ij i
131 1 1
4332112
3 12 11
31413
1112
12-
C
I
I
I 1
2121
2
I
112
1
31
1 11 113
12 221
1 1622
I
I
3
6
1
1I
I
T
I
1
2
I
V.CCI
or ACIItura3s
1.016
1.110
161
17
9
1T.9
100
1.310
1.8.0
1.500
3
1
1
1.710
1.610
1
.0.000
0.000
0.000
33s31
Figure 6.46 Third Scheduling Alternative: IN SHA Scattergram.
1.21
19.70
10
1.912
2.1C0
2
2.026
LO
260
Finally, for this alternative, the other results that present an
interesting situation are inactivity OUTBOUND. As can be observed
in the nework, a delay was introduced bewteen the completion of the
STATION and the start of the OUTBOUND activity to acocunt for
additional operations needed to start this work face. As shown in
Figure 6.47 , the OUTBOUND activity becomes, ineffect, a null activity,
with no significant time, but incurring some costs.
This result is
somewhat similar to the one obtained in the first alternative analyzed:
the activity has such a long lead time that it is never capable of
advancing very far before meeting the IN_SHA activity. The resulting
costs and times are therefore rather small.
6.7.4 Fourth Al:ternative
Inthe previous case, activity OUTBOUND was found to be simulating
a very short section of tunnel.
In this alternative, we will eliminate
OUTBOUND and the DELAY that occurred when going from STATION to OUTBOUND.
The construction activities in the tunnel profile and the scheduler
network are presented in Figure 6.48.
Using this scheduling alternative, the tunnel is simulated and the
results obtained are presented in Figure 6.49 . Again, the same as in
the other alternatives some benefits were derived from this rescheduling
move: the mean cost and time were reduced.
As could be expected, the mean time and cost for activity IN_SHA
increased slightly, reflecting the additional length driven by this activity.
%MaIs1
333
was
1
300
513i
3113
TI53
11.7
DII
1.03
COST
13AU
0.102
D03
0.023
COW
a
a
I
I
I
|
45
tallStS
5litPt
&TTUIS
*
I
I
13 -
13
I
llll
IBLE
II
I
I
I
I
0
S
a
I
a
a
I
13-*
a
a
I
a
a
I
I
141-
12- I
12
12
11
12
*
I
a
II
£
a
I
12- I
3
II
a
a
a
1
I
1 I*
I
a
II
a
.
1.I
11-aI
I
93'
a
II
a
10
11-
I
aa
a
a
a0
@.OSC
0.097
0,1111
6,.131
0.130J
0.105
0.102
0.199
0.210
aa
a
a
a
0.250
0.233
CtCST I
wean
135
1s50
ILLICIS
atIL
of toLialS
SS
0.C92
o0F ACT3IHI12S
.IC!
0.000
0.000
. 0.000
C.000
0.000
0.000
OUT•CCIt
Figure 6.47 Third Scheduling Alternative:
OUTBOUND Scattergram
0.C00
0.243
SHAFT
INBOUND
OUT SHA
IN SHA
%I
Figure 6.48
JJ
Fourth Scheduling Alternative: Total Project Scattergram.
STATION
)
)
BUM
353113
1
SIBS
3C0
TIBE
BEAh
254.9
DEV
20.33
COST
BEAM 10.631
DIV
0.701
COV1
DEAN
330 -------------------------------------------------------------------------------------------------
1
323
ThISIS:
SBAPT AT TUNNIL DIDDLE
317 3
10
309
I
I
304 I
I
I
294
1
291 I
I
34
11
271
265 -
1
67
259
252 79
246
239 50
234
1 1
1
1
1
1
1
2
1
1
.
1
I
208
1"
1 .11
213 III
3
11
213
I
222
1
2
1
1
226 16
1 1 2
1 1
11 1 1
1
1
1 11 11
1 12
1
1
1
1
1
1
1
1
11
1
1
111
11
1
1
1
11
1
1 1
1
11
1
1
11
1
1
11
21
1 11 1
2
1
1
1
1 1
1
11
11
1 1
1
1
1
2111 21
1
1
2
3
12 2
11
11
2
1
2
1
12 121
1 1
1 1
1
11
2
1 121
1 1 21
12
1
1 1 1 1 11
1
1 2
31 1 111
111
1 1
11
1I
11
1
2
1
1
2
1
1
11
1
12211
1 1
1 1 1
1
1 11
1
111
111
1
2 1 1
1
1
1.
11
1 22
1
1 2 1 1
1
1
1
1
1
1
11 21
1 1
2
1
1
1
111l
1
111
1
1
283
278 37
1
I
200 +-------I --------- 1---9.000
8.000
8.500
I
---------I---------I---------I---------I---------I---------I----12.500
13.0C0
12.000
11.500
10.500
1011.C00
9.SCC
10.0G
cCST IN
3019318
1
22
38
9.340
9.751
58
81
30
67
UI3LIONs
!rAN
0.COO
E.ACS
10.259
10.750
11.222
11.681
CF DCLLRBS
TOY AL
Figure 6.49
Fourth Scheduling Alternative: Total Project Scattergram
12.C78
C.CCO
264
6.7.5 Use of Results in CPM/PERT
The four cases analyzed have tried to show the process through which
a tunnel project manager or engineer can analyze and evaluate different
alternatives to the construction of the tunnel.
However, once committed to an approach, the manager will probably
want to incorporate the time and cost results for each construction phase
into a network where CPM calculation can be made. Figure 6.50 shows the
network used inthe third alternative with the associated mean time and
mean cost for each activity. Some minimal calculations--for obtaining
the overall time--are made to show the use of these values in CPM processing.
Inthe case presented, the mean time and mean cost values
were used, but itcould be done with any particular value resulting
from the simulation.
With these calculations, if large floats are found to exist in
some activity, modifications to the basic assumptions could still be
made--reduce crew size, delay start, rescheduler phases and
such--and some reduction in time could be obtained or even some analyses of resource leveling could be made.
The use of the scheduler in the control present some drawbacks
because the feedback mechanisms have not fully developed. However, the
basic structure exists to receive, summarize, and classify the field
information as it isgenerated. With the information received--geologic
reinterpretations, construction values, productivity and cost of materials,
and labor and equipment rates--the tunnel can be periodically reanalyzed
to obtain revised projections for time and cost.
t= 136
TOTAL COST
TOTAL TIME
Figure 6.50
7,741,500
277
Use of Simulation Results as CPM Input.
t=10
t=11
266
REFERENCES
1. Lindner, E.N., "Exploration: Its Evaluation in Hard Rock Tunneling"
Unpublished Master's thesis; MIT, Cambridge, MA , 1975.
2. A full explanation of the meaning and use of the geologic
elements can be found in: Vick, S.G. "AProbabilistic Approach
to Geology in Hard Rock Tunneling, Department of Civil Engineering,
MIT, Cambridge, MA, 1974
3. For this case study the construction information was obtained from
existing Tunnel Cost Model files and from industry sources. The
sources most frequently consulted were
a) for the drilling and blasting information - Langefors, U.
and Kihlstron, "The Modern Technique of Rock Blasting", Second
Edition, John Wiley and Sons, 1963.
b) For information inother areas of tunneling - Parker, A.D.,
"Planning and Estimating Underground Construction", McGraw-Hill
Book Company, New York, 1970.
267
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 combined 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
or better alternative can be found.
Overall, the system developed, accomplishes the initial objectives
defined.
It provides a set of flexible and powerful analytic techniques
that can be custom tailored by any user to the specific applications
desired.
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 equipment, and other similar costs should be analyzed in more detail
269
to permit better control and greater accuracy in estimating
expenses.
c) In the area of information requirements, flow and so on, the
system will need to be analyzed within the context of an individual firm to allow the in depth analysis required for these
processes.
It could be a very difficult task to attempt to
establish mechanisms for information flow and control using
the same development procedure as in the case of the analytic
techniques developed in this report.
Finally, we consider that the best route to follow before future
development is made, would be to involve several tunneling firms in the
use of the system.
It is only through their feedback from
experience that adequate improvements can be made. The critical link
necessary to the success in this type of development will always be the
communication and flow of information and ideas between users and designers.
270
BIBLIOGRAPHY
Antill, J.M. and R.W. Woodhead, "Critical Path Methods in Construction
Practice." Second edition. New York, Wiley Interscience, 1970.
Bedford, N.M., "The Concept of MIS for Managers," Management International Review, 2-3/1972.
California Department of Water Resources "Investigation of Alternative Aqueduct Systems to Serve Southern California. Bulletin No. 78,
Appendix C, September 1959.
Carbouell, F.E. ed. and R.G. Dorrance, "Information Sources for
Planning Decisions, California Management Review, Summer 1973.
Freelander, 0. Frederick, "Making an MIS Work in Real Life,"
Industry Week; April 2, 1973.
Fondahl, John W. "A Non-computer Approach to the Critical Path
Method for the Construction Industry". Second Edition, Department
of Civil Engineering, Stanford University, Stanford, CA 1962.
General Research Corporation; Hard Rock Tunneling System Evaluation
and Computer Simulation, GRC Report CR-1-190, September 1971.
271
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 Transportation, 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", McGraw-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
Pokempner, S.J., "Management Information Systems--A Pragmatic Survey,"
The Conference Board Record, May, 1973.
Powers, R.F. and G.W. Dickson, "MIS Project Managment: Myth,
Opinions, and Reality; California Management Review, Spring 1973.
Pritsker, A.B. and R.R. Burgess, "The GERT Simulation Programs:
GERT III, GERTIIIC, and GERTS IIIR." Virginia Polytechnic Institute,
Department of Industrial Engineering, 1970.
Simon, H.A. "The New Science of Management Decisions", New York,
Harper Row, 1960.
Suarez Reynoso, S. and Gray, D.J. "Tunnel Cost Model: Users Manual,"
Department of Civil Engineering, Massachusetts Institute of Technology,
Cambridge, MA 1975.
Taplin, M.J. "AAIMS: American Airlines answers the what ifs".
systems, February 1973.
Info-
Vick, S.G., "A probabilistic Approach to Geology in Hard-Rock Tunneling,
Department of Civil Engineering, MIT, Cambridge, MA 1974.
Wyatt, R.D. "Tunnel Cost Estimating Under Conditions of Uncertainty",
Department of Civil Engineering, MIT, 1974. pp. 190-196.
273
APPENDIX I
SURVEY QUESTIONNAIRE AND COVER LETTER
274
QUESTIONNAIRE
I
THIS QUESTIONNAIRE WILL HELP US OBTAIN YOUR EVALUATION OF MANAGEMENT INFORMATION
SYSTEMS IN THE CONSTRUCTION INDUSTRY, AND ITS APPLICATION TO THE SPECIFIC AREA
OF TUNNELING.
IF YCU WOULD LIKE TO EXPRESS ADPPDITIONAL THOUGHTS, OR WISH TO EXPAND UPON A PARTICULAR RESPONSE BELOW, PLEASE FEEL FREE TO INCLUDE THESE COMMENTS.
THIS QUESTIONNAIRE IS BEING SENT TO INDIVIDUALS AT DIFFERENT LEVELS WITHIN VARIOUS FIRMS, THEREFORE SOPME
OF THE QUESTIONS MAY PERTAIN MORE DIRECTLY TO INDIVIVUALS IN YOUR POSITION THAN D0 OTHERS, IN EACH QUESTION WE ASK THAT YOU PROVIDE
AN ANSWER BASED UPON YOUR POSITION OR PERSPECTIVE WITHIN THE FIRM.
1. Rank in oadeA o6 impottance the Resources which management in6o'mation
4y6tem6 ahould help you control (1 * MoAt ImpoAtAnt; 8 - Least Impotta.t).
Employees, in-house expertise
Subcontractors
Major or specialized pieces of equipment
Other equipment
Materials (procurement, delivery)
Project records and documents
Operating Cash
Other..........
................
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
Breakdown giving
B. Total costs
C. Direct costs
D. Indirect costs
E. Receipts
F. Profits
G. Safety record
H.
I.
..
K.
L.
M.
N.
0.
Feet advanced
Outstanding claims
Cost projection
Cost overrun
Time projection
Time overrun
Technical data
Other ..............
(oveal
275
2
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
None
Somewhat
Availability of labor
Prevailing wages
Availability of materials
Transportation costs
Subsurface conditions
Statutes affecting work
scheduling
Statutes affecting construction method
Safety codes
Contract documents
Insurance requirements
'Owner's contract administration 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'.mtLion 64atem be capabte o6 analyzing? Pieast indicate importance o6 each toplc.
Very
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.......................................
/
__
Importance
Intermediate
Somewhat
Somewhat
276
3
5. VZewing a ploject a6 past o6 company opeution6, Aank the Jottowing s4tudie6
04 uepota by thtei' uetative imnpoatanneP(1 AMost impoktant; 8 - Leabt impoJLtaln..
A. Contribution of project to company policy and objectives in
stated time period.
B. Financial analysis of project including profit expectations
and cash flow.
C. Strength (or riskiness) of project in light of current economic
conditions
Ei6ect o6 puoject on:
D. Anticipated work load
E. Available management personnel
F. Available technical and field expertise
G. Available equipment
H. Other
.....................................................
in ot6
both eouAtce
6. A4umning that a management inldotaton yAtem•as46
1the Itughe6t
.attoeation and p/wject• monito.ing. At which Levet do you see
pqdog64 04 imptementing such a 4yastem.
A. Corporate level
(i.e. for executive officers)
B. Divisional level
(i.e. for division manager, division engineer, chief engineer)
C. Project level
(i.e. project engineer, project manager,, superintendent)
7. Pteae,totate the most impoLtant management queAtion4 that you woutd tihe
4 equited in
and ana•e/t; whatt 6petAi data etements a0.e
an IllS to addlasL
eaoch deci.6on?
1.
2.
3.
4.
(oveA)
277
8. (Iseat component6 oJ an MIS (e.g. accounting, prooject ptanning and
Ai1Am haver Which. oJ these do you in your
.cheduling,etc) does yout
position use .eguataty?
9. Mhat i4 you& catent opinion on the suitabiWLty o6 management injohma~ion Atemn in the contAfuc•tibn indu•styf
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
YouA position in the company
Corporate Officer
Division Manager
Project Manager
OPTIONAL:
Your name:
Company:
278
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 management 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 decisions.
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 environments.
These projects generate conflicting issues, often requiring
resolution quickly. Construction decisions involve potentially high
279
degrees of risk. Large-scale projects call fqr complex allocations of
resources.
Within the construction field, we see many of these issues brought
into particularly sharp focus in tunneling. This is due, we feel, to
the unique conditions under which tunnel construction isperformed:
for
example, the complexity and uncertainty of subsurface conditions; the
confined working space; the cyclic and linear nature of operations; and
an increasing demand for tunnels in urban areas.
To develop these ideas further, Mr. Saturnino Suarez-Reynoso,
a master's degree candidate, isnow investigating MIS application to
tunnel construction. Mr. Suarez-Reynoso has a backgorund in civil
engineering and management, and has made substantial contributions to
our reserach program in tunneling.
To place his work in proper perspective and to develop it in a way
most useful to the tunneling industry we have prepared a brief questionnaire. May we ask that you please take a few minutes of your time to
complete this questionnaire and return it in the enclosed, self-addressed
envelope.
We have structured this questionnaire to require only a brief
response. However, ifyou feel strongly about some aspect of MIS,
or about the applicability of MIS to different levels within your firm
(corporate, professional, technical), we would certainly appreciate
hearing your views.
I would like to extend my personal thanks to you for your time and
280
consideration.
I will, of course, be gald to keep you informed of
the progress of this work and to provide you with a copy of Mr.
Suarez-Reynoso's thesis when it iscompleted inJune 1976.
Sincerely,
Fred Moavenzadeh
Professor of Civil Engineering
Enc: Questionnaire
FM/let
281
APPENDIX II
RESULTS FROM THE SURVEY
SAMPLE
(Tabulated Using SPSS)
282
05/07/76
RES1
PILB EMPLOTEES, IN HOUSE EXPERTISE
CO DB
I
1
S**e***S*S******s*********s********
3
(
14)
OSr IMSPOR
I
I
I
****
I)
(
I
I
I
4
*********
(
3)
5
I
lI
I
*****s*#*
I
I
I
(
3)
*********
(
31
6
I
I
I
7
******
I
I
I
8
2)
*4** (
I
I
I
0
(
LEAST ISPOE
12
LEAST ISPOB
*********
(aISSIN-) I
I
502
(
3)
COMPLETE
4
0
8
12
16
20
PRBOUSNCI
BrAN
STD DgV
VALI
D
CASES
3.111
2.439
27
MEDIAN
dISSIM3 CASES
1.464
3
MODE
1.000
0009t
1afou
t
90h
SSS•
91ONTFS!B
ICZ•?9
t
8
tl
Or
9t
........ .........
......... .........
F
********************
,
e9g9'0
99990
SSVT3 0G TA
A•O
OTS
AVlii
ZOR
) ****
(I
)
00
*...I
I
T (fRISSIR)
..
(JfTLIJRT
dWT
dBI
dBI
(91
0
IT3PXOS T
T
ZnBWNDS
YVTIRREMI
I
I
I
*****************
I
dRT I•IA
I
wool
S30HIR
1103
?AT11YNBIV'
NOTID•NIZROD
- P1I91
9L/LO/SO
284
05/07/76
STU2
FILL FIIANCIAL ANAL!SIS OF PdOJ: PROFIT S CAS
CODR
I
1
*****************************
I
I
2
*********•*****
I
(.
11)
BOST 180P8
*****
(
8)
IBPORTANT
I
I
I
I
56 ***e
I
I
1)
***
s
1)
76
7.
I
**"
£
1)
I LeAST ,sPOR
I LsASE IMPCA
I
I
0
*********
1
3)
IBISSING) I Nor COSPLETZ
.........
IT
I.........I.........I.........
0
IBPOUINCI
IBeA
STD DXV
VALID CASES
2,656
2.006
27
4
8
SIDIAN
ISSING CASES
I@.........
16
14
1.813
3
10DB'
I
20
1.000
TOUNELIIG
FILE
ZIDUSTRI
SUBVa
IRESULTS
05/07/76
(CRAITION DATE = 05/07/76)
** * * * * **
*,•*
** * * * * * *
FINANCIAL AIALISIS OF
STU2
* * * *
* ** . * * s* * . .* * *
* *
** *
** * * * * * *
0 SSTAB
9 U LAT• Z
OF
o
C
POSITION OFP BSPOIDEIT IN COMPANI
BI POSI
80OJ: PRGFIT & CAS
* * * * * * ** * * * * * * * * PAGE 1 OF
* * * * * * * * ** * **
POSI
COUNT I
80o
BOd PCT ICORPORAT DIVISION PROJECT
COL PCT I
.TOTAL
3 I
2 I
1 I
0OI PCI I
3S12
---------------------------I--------I
11
2 1I .
1 1
5 I
I 445.5 1 18.2 1 36.4 I 40.7
lOST 11a01
I 50.0 I 28.6 I
0.0 I
I 18.5 1
7.4
I 14.8 I
-I------I--------I--------I
2 I
1 I
2 I
5 1
8
I 12.5
I 25.0 I 62.5 I 29.6
1.FPOTAIt
I
16.0 I
28.6 I 50.0 I'
I
3.7 I
7.4 1 18.5 I
-I--------I--------I--------I
41
21
21
0 1
4
I 50.0 1 50.0 I
0.0 I 14,8
1 20.0 I 28.6 I
0.0 I
I
7.4 1
0.0 I
7.4
1
-1--------I--------I----~----I
1
0 I
1 1
0
5 1
3.7
0.0 I
I
0.0 I 100.0 I
I
0.0 1
14,3 1
0.0 I
0.0 I
3.7 1
1
0.0 I
-I--------I--------I--------I
1
I1
01
0
11
6 1
3.7
0.0 1
0.0 I
I 100.0 I
0.0 1
0.0 1
Iu10.0 1
0.0 1
0.0 1
I
3.7 I
-I--------I-----1----------I
1
0 1
1 I
7 1
0 1
3.7
0.0 I 100.0 I
0.0 1
1
LEAST IPO1
I
0.0 I
0.0 I 10.0 I
3.7 I
0.0 I
1.0 I
I
-I--------I--------I--------I
1
0 I
0
81
1
3.7
0.0 I
0.0 I
I 100.0 1
LEAST I1POR
I 10.0 1
0.0 I
0.0 I
1
3.7 I
0.0 I
0.0 I
-1--------I--------I--------I
27
10
7
10
COLUMN
100.0,
37.0
37.0
25.9
TOTAL
sUBmeg
OF SlSSING OBSR8VATIONS -
3
1
00
TUNNELING INDOSIRI SU•VEY RESULTS
FILK
05/07/76
(CRaIrlOu DATA = 05/07/76)
*******
IBP
*** * *
*
* * * *
*
C
.CROSST
BULATIO
HIGHEST PAYOFF LEVEL FOR ITPLEB!NTING
BY POSI
* * *q * *s* * s * * * * * * s *
*
* s** *
* *
POS I
COUNT I
ROW PCT ICURPORAT DIVISION PROJECT
COL PCT II
TOI PCT I
IIP
-
.----
BOW
TOTAL
1
I
2
I
3
I
I-------- I------I---------I
0
I
I
I
I
1
33.3
9.1
3.3
I
I
I
0
0.0
0.0
0.0
I
I
1
I
2
66.7
16.7
6.7
I
I
I
I
3
10.0
-I-----------------I-------I
1I
CORPORATE
DIVISION
3
i 100.0
I
1
0
0.0
I1
I
0.0
I
I
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
1 41.7 1 41.7 I 16.7 I
I
45.5
I
71.4
I
16.7
I
1
l1.7
I
16.7
I
6.7
I
-I ---------I ------- I
3
PROJICT
I
1
I
1
2
16.7
18.2
6.7
I
I
I
I
2
16.7
28.6
6.7
3
10.0
12
40.0
--------I
I
I
I
I
8
66.7
66.7
26.7
I
I
I
1
12
40.0
-I--------I---------I---------I
COLUaN
TOTAL
11
36.7
7
23.3
12
40.0
30
100.0
OF
*
* * * * * * * * * * *
* * * *
*
POSITION OF RESPOIDMNT IN COIPANI
* * * **
PAGE 1 OF
1
287
APPENDIX III
LIST OF ANSWERS RECEIVED FOR QUESTIONS 7 AND 8 OF THE QUESTIONNAIRE
288
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 relative cost or alternate procedures?
What is the return on assets employed?
What are the relative stages of completion of the various technical disciplines 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 projects.
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 conditions.
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 additional 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 involved.
291
QUESTION 8
What components of an MIS (e.g. accounting, project planning and scheduling, 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 regularly.
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 planning 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
CASE STUDY
DATA
ROCK
ONLY ROCK TREE TO BE USED
END NODE CHARACTERISTICS
QUALITY
I
OF ROCK
GO
GO
ME
ME
ME
LO
LO
UNIT END NODE PROBABILITIES
WATER
INFLOW
ME
LO
HI
ME
LO
VH
HI
S12.00
.4800
.0400
S1600
.2000
.3000
.3000
.0900
.1500
.0300
.0700
.2000
.1200
.0600
.0800
.1000
.1500
.3500
.1800
.1200
.0900
.0900
.3500
.3500
.1200
.2100
.3500
S1400
REPORTs STANDARD SCHEDULE
SEGMENT
E 0 L 0
START
STATION
END
STATION
25*00
32+00
DEPENDENT
UPON SEGMENT
IC
P
0 PERTIES
MARKOV
TA.LE
RD 1
1.000
32+00
0 I Ito 5
40+00
0.800 0.200
40+00
50*00
RO
1 RO
5
0.500 0.500
4
S0*00
S3*00
RO
IO
RO
9
93.00
63*00
4 RO
3 RO
2
4 I 0.500 0.300 0.200
3 I 0.200 0.300 0.500
R0
4100 3
0.800 0.200
6
63*00
64700
RO
RO
00
7
6T700
9OO00
4 RO
3 RO
2
4 I 0.500 0.300 0.200
3 I 0.200 0.300 0.500
RO
2 R0
5
0.500 0.500
S
79*00
93400
R0
1RO
2
o0
9
0.400 0.200 0.400
n
9
93+00
94+00
RO
2 RO
3 RO
S
0.400 0.400 0.200
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~
GROUND WATER CONTROL VAMIABLES
REPORT CASE STUDT
METHOD(S)
TO iHICHB VARIABLES APPLY:
VARIABLE
31AD
I GROUT HOLES
1
ALI
PBOB
TYPE
VALUE OR
RANGE OF VALUES
DIRENSIONS
(UNITS)
;aRO HOLES
10.00
4.00
0.00
L_GROUT HOLES
L GROUT HOLES
BO
6
7
30
ALL OTHERS
15.00
FEET
FEET
FEET
10.00
0.00
I GROUT DRILLS
I GROUT DRILLS
T MOB GROUT
T BOB GdO
10.00
15.00
30.00
HIMUTES
T_ IJLCT GROUT
2 INJ GROUT
10.00
20.00
25.00
MINUTES
?
T CURE GROU
4.00
10.00
15.00
MINUTES
4.00
6.00
12.00
MINUTES
10.00
20.00
25.00
MINUTES
CURE.,;ROUT
_ STAGd
T STAGZ
DROS GROUT
T
GC_ C_BC
BI
C BIT STEEL
25.00
C GROUT
C GiOUr
20.00
DPR GRCU'T
UPR GROUT
N_ STAGES
N
20.00
S/BIT
S/CUBIC FOOT
70.00
100.00
FEET/HOUR
STAGES
BO
6
7
RO
ALL OTHERS
2.00
1.00
1.00
GROUT TAK
BHOLE
10
6
7
80
ALL OTHEAS
4.00
T DROB GROUT
STAEL
APPLICABLb TO
ROCK TIPE END ODE
GR TAKE PER HOLE
BIT LIFL GROUT
BIT LIFE GB
TDELAY PURP
I DELAT PURP
2.00
0.69
0.00
3.00
1.50
4.00
2.25
250.00
280.00
310.00
2.00
15.00
8.00
20.00
9.00
12.00
25.00
15.00
7.00
0.00
CUBIC FEET
CUBIC FEEr
CUBIC FEET
BO
6
7
0B
ALL OTHERS
FEET
MIMUTES
RINUTES
BINUTES
MINUTES
80
BO
6
3 TO
80
ALL OTHERS
7 B9
4
REPORT CASE STUDI
-------- DRIFT
-----VARIABLES
--------tMULTIPLE
HETBODIS) TO dstCH IARIALLES APPLT:
VARIABLE
L..FACE
MOLdS I1
L FACE
VALUE 0R
RBAG# OF VALUES
PROB
TTPBE
BEAD
FEET
FEET
FEET
FEET
5.50
1 TO
3
4 TO
6
7
10.00
6.00
8.00
4.50
5.50
12.00
8.00
10.00
5.50
7.00
14.00
10.00
12.00
7.00
9.00
FEET
I TO
L FACE HOLES (2)
FEET
FEET
FEET
FEET
FEET
3...
FACdA.BOLS (3)
8.00
10.00
14.00
L FACE HOLES (4
LFACE&BOLES (51
13.00
15.00
16.00
L.FPACE8Oi.ES (5)
L-FACB..DOLES (5)
13.00
15.00
16.00
FEET
FEET
L.FACE HOLdS (16)
L.FACsHOLES (6)
22.00
21.00
26.00
FEET
L.FACE HOLES (1)
L_
PAC
HOLES (7)
22.00
24.00
26.00
NFrCE HOLES (1)
I.FACEZ
OLES 1t)
30.00
35.00
40.00
FEET
N FACE HOLAS (2)
N.FACE801.3 (2)
34.00
39.00
43.00
FEPT
20.00
15.00
20.00
10.00
15.00
24.00
18.00
24.00
12.00
18.00
29.00
22.00
30.00
15.00
23.00
FEET
FEET
FEET
FEET
20.00
15.00
20.00
10.00
15.00
24.00
18.00
24.00
12.00
18.00
29.00
22.00
30.00
15.00
23.00
20.00
15.00
20.00
10.00
15.00
24.00
18.00
21.00
12.00
18.00
29.00
22.00
M30.00
15.00
23.00
N_.FAC
- OLES) 4)
I.FAC9_EOLS 1(51
Me NODE
14.00
10.00
12.00
7.00
9.00
L FACE.HOLIS (3
HOLAS (3)
TIPs
12.00
8.00
10.00
5.50
7.00
4.50
i.FACI
APPLICABLE TO
NOCK
SOLES11)
10.00
6.00
8.00
L.FACE HOLES(2)1
DIREISIONS
(UNITS)
NIF ACEgOLS
3
4 TO
6
7
ALL OTHERS
(3)
.LFACINOLES (S)
I to
3
2
4 TO
6
7
S
FEET
FEET
FEET
FELT
FEET
I TO
3
STO
6
2
PEET
1 TO
3
ITO
6
2
5
M._FAC&NOLIS (5)
FEET
FEET
5
RETHOD I
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