COMPLEX ENGINEERING
PROBLEM (CEP) REPORT
Course: CE 474 (Construction Project Scheduling)
Project:
Establishment of Rehman Primary School for
Girls, Layyah
Group Members
Reaan Abid (420072)
Muhammad Abdullah (413414)
Tayyab Ahsan (406640)
Moaziz Ali Khan (403243)
Syed Mansoor Abbas (406121)
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Introduction
This report outlines the planning, scheduling, and performance evaluation for the establishment
of a primary school in Rehman Abad, Tehsil Layyah. The project is designed to provide primary
education to 200 girls initially, with a future capacity of 400 students. The total covered area
is 13,915 sq. ft., encompassing classrooms, laboratories, and essential administrative blocks.
Coordinates: 30°58′4.8″N, 70°56′34.8″E
Project Objectives
• To provide quality primary education to 200 students initially
• To expand capacity to 400 students within five years
• To promote girls’ education in the region
• To generate local employment opportunities
1. Project Lifecycle: Activities and Resources
To ensure project success across its entire life cycle, the major works are categorized into three
phases:
A. Pre-Construction Phase
This stage establishes the legal and technical foundation of the project.
Land Acquisition & Site Preparation: Includes activities like:
• Land documentation and acquisition
• PC-II Approvals and Budgeting
• Legal clearances
• Topographic surveys
Design & Prequalification: Finalization of architectural, structural, and MEP designs
followed by contractor bidding.
Resources: Project Manager, Planning Engineer, Legal consultants, Land surveyors,
Architects and Geotechnical Engineers.
The materials which use in this purpose is Survey Instrument, Documentation, Office
Facilities
B. Construction Phase
The physical delivery of the 13,915 sq. ft. covered area.
The Activity Breakdown list as follows:
• Sub-Structure: Site clearing, excavation for foundations, and PCC base preparation.
• Structural Frame: RCC column construction, beam and slab framework, and casting.
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• Architectural & MEP: Brickwork masonry, internal/external plastering,
electrical/plumbing rough-ins, and floor finishes.
Resources: Construction contractors, masonry teams, MEP technicians, and materials
(cement, steel, bricks).
C. Operation & Maintenance (O&M) Phase
Ensuring long-term sustainability and educational access.
• Readiness: Recruitment and training of staff, installation of IT systems, and
computer/science lab setup.
• Management: Implementation of preventive maintenance plans and periodic safety
audits.
• Resources: Computer Equipment, Backup Generators, Furniture and Fixtures
• Labor: Administrative Staff, IT specialists, and maintenance teams.
2. Detailed Project Schedule
The project is managed using a detailed timeline to meet the 2-year completion requirement.
A. Schedule Summary (Primavera P6 Data)
• Total Project Duration: 595 days.
• Scheduled Start Date: 05-Jan-2026.
• Scheduled Finish Date: 14-April-2028.
• Total Budgeted Cost: PKR52,204,274.25 (Allocated across a Rs. 54.22 million capital
budget).
B. Justification of Technique and Software
• Scheduling Software: Oracle Primavera P6 was selected for its ability to handle
complex infrastructure dependencies and resource optimization. Funding milestones were
incorporated to reflect cash flow constraints, ensuring that activities requiring Year 2
funding were not scheduled prematurely. This integration of time, cost, and resources
supports overall stakeholder satisfaction and enhances schedule reliability.
• Critical Path Method (CPM): This technique was used to identify the sequence of tasks
that determines the project finish date, specifically linking the structural frame to the
architectural finishing. CPM helps in highlighting the zero float activities, where
management can closely follow critical activities and take corrective measures in case of
delay.
• Resource Allocation: Resources were allocated to activities based on functional relevance,
constructability requirements, and sequencing constraints. Heavy equipment such as
excavators and dump trucks was assigned exclusively to earthworks to optimize
productivity, while concrete-related activities were linked with both material inputs and
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mechanical equipment such as mixers and vibrators. Finishing activities relied primarily
on skilled human resources and material inputs, with minimal dependency on machinery
• Resource Leveling: The schedule incorporates realistic timelines to balance labour and
equipment, ensuring that activities that had less resources such as external works and
certain finishing activities were then stretched in time to even out demand on resources.
Resource leveling received priority attention on the critical path to avoid delaying the
project completion date.
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• Schedule & Adherence to Time and Budget Constraints: The final project schedule was
developed and according to that it will be completed in 20 months and the approved capital
cost of PKR 54.2215 million as provided in the PC-II. According to our planning, the total
cost is PKR52,204,274.25. This schedule starts with the release of funds in January 2026
for Year-1 and will be completed by the end of April 2028, thus keeping within the
approved duration. The activity budgeted costs were input as per the PC-II cost break-up
in Primavera P6 so that the cumulative planned expenditure does not exceed the approved
project cost. The year wise funding is as follows
PKR 35.0 million for Year-1 and PKR 19.22 million for Year-2
3. Performance Analysis & Delay Evaluation
Potential delays such as procurement lags or weather impacts are managed through Earned
Value Management (EVM).
EARNED VALUE MANAGEMENT ANALYSIS:
Assumptions for EVM Calculations:
Budgeted Cost of Work Scheduled (BCWS): PKR 35,000,000
Budgeted Cost of Work Performed (BCWP): PKR 36,175,921
Actual Cost of Work Performed (ACWP): PKR 37,093,542
Cost Variance = CV = BCWP – ACWP
CV= 36,175,921 – 37,093,542
CV = -917,621
𝑩𝑪𝑾𝑷
Cost Performance Index = CPI = 𝑨𝑪𝑾𝑷
36,175,921
CPI = 37,093,542
CPI = 0.975
CPI<1 and the negative CV indicate that the project is over-budget. For every PKR 1.00
spent, only PKR 0.97 worth of work has been achieved.
Schedule Variance = SV = BCWP – BCWS
SV= 36,175,921 – 35,000,000
SV = -1,175,921
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𝑩𝑪𝑾𝑷
Schedule Performance Index = SPI = 𝑩𝑪𝑾𝑺
36,175,921
SPI = 35,000,000
SPI = 1.033
SPI>1 and the negative schedule variance indicate that the project is Forward from the
schedule and more than 100% work has been completed.
Planned Value (PV) = 35,000,000
Earned Value (EV) = 36,175,921
Actual Cost (AC) = 37,093,542
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