Date of Defense

4-16-2002

Department

Civil and Construction Engineering

First Advisor

Dr. L. Jawahar Nesan

Second Advisor

Dr. Osama Abudayyeh

Abstract

The aim of this project was to develop a framework for a live construction project which included the work breakdown structure, the schedule, cost estimate, and the project management system. The demolition and reconstruction of the M-86 Bridge over the St. Joseph River in Three Rivers, Michigan was chosen as a case project in this study. The old bridge was nearing 100 years old, so it was both in need of physical repair as well as aesthetic repair; this construction would also include the road that lead up to the bridge on the North and South ends.

The work breakdown structure (WBS) was a good place to begin organizing the necessary activities for the reconstruction of the bridge. The WBS was divided into two sections - the road and the bridge. Each section was then subdivided into six categories - demolition, earthwork, substructure, superstructure, construction, and miscellaneous.

The schedule developed was an accurate estimate of the durations and sequences involved for each activity. Primavera Project Planner was used to schedule the activities. The tools of Primavera used included the Program Evaluation and Review Techniques, the Critical Path Method, and the Precedence Diagramming Method.

The estimate was the next portion of the project in the investigation. The estimate was broke down into all quantities including durations, equipment, labor, materials, and prices. The estimate was prepared in accordance with the work breakdown structure. The project was divided into two portions- the road and the bridge. Each activity estimate was performed by dividing it into three sections: labor, materials, and equipment, for which quantity, unit of each quantity, and price of each unit were worked out.

RS Means catalogue was used in conjunction with historical data from the Michigan Department of Transportation, and our own experience to determine crew sizes, durations, equipment needed, and prices for each activity. A 5% contingency for any unknown and unforeseen problems was added at the end. The total estimate was $3.14 million.

The last item produced was the project management system. This was a method of keeping everyone involved in the project informed of the latest developments. The management system included forms pertaining to safety, change orders, daily activity reports, accident reports, punch lists and many other construction related forms.

Access Setting

Honors Thesis-Campus Only

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