Bus Repair Facility Project - Detailed Construction Analysis

This project report focuses on the construction of a bus repair facility, encompassing various aspects of project management. It begins with a review of the construction plan, including site selection and layout, followed by an itemized list of tasks and a work breakdown structure (WBS). The report then delves into resource estimation, detailing the resources required for each activity, and presents a PDM diagram for project scheduling. Time analysis is conducted using forward and backward pass methods, complemented by a Gantt chart created in Microsoft Project. Resource analysis includes resource histograms and strategies for optimal resource utilization. The report also provides a detailed cost estimate, cash flow analysis, and strategies for crashing the network. Finally, it concludes with a risk management plan, offering a comprehensive overview of the project's planning, execution, and potential challenges. The project considers factors like stakeholder involvement, capital funding, site access, utility services, soil testing, building codes, and traffic load. The WBS breaks down the project into manageable parts for efficient task management. The resource estimation includes human resources, facilities, funds, and equipment required for the project. The PDM diagram shows graphical linkages and logical relationships between project activities. Time analysis uses the forward and backward pass methods to determine the critical path and float. The cost estimate considers various costs associated with the project. The risk management plan addresses potential risks and mitigation strategies.

Running head: PROFESSIONAL PROJECT
Bus Repair Facility
Name of the Student:
Name of the University:

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Table of Contents
Introduction......................................................................................................................................2
1. Review of construction plan........................................................................................................2
2. Itemized items for tasks required for constructing the building and its surroundings.................4
3. Work breakdown structure (WBS) for the proposed project.......................................................6
4. A detailed estimate of the resources required for each activity...................................................7
5. A PDM diagram for the project.................................................................................................10
6. A time analysis for the project...................................................................................................12
7. A Gantt chart for the proposed project using Microsoft Project...............................................14
8. A resource analysis for the project and resource histograms....................................................18
9. A detailed description on strategies to make the best use of resources.....................................21
10. A cost estimate for the project.................................................................................................22
11. A cash flow analysis for the project and a cash flow diagram................................................25
12. Detail strategies to crash the network......................................................................................27
13. A risk management plan..........................................................................................................29
Conclusion.....................................................................................................................................32
References......................................................................................................................................33
Bibliography..................................................................................................................................36

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Introduction
The project report is based on construction of a bus repair facility. There is building of
new bus maintenance facility on the site which is rectangular as well as centrally located in
service region. The facility is free of the environmental contamination as well as meets with
current needs of construction. The building is comprised with steel structures by means of
composite metal panel and others. The fleets as well as employee parking are also included in
construction project, included with parking as well as bus storage area.
The construction report is reflected on reviewing the construction plan for construction of
a bus repair facility, listing of activities needed for constructing the building along with its
environment and WBS of the construction project. There is discussion of detailed estimate of the
total cost of the project plan along with schedule analysis of the project by means of Gantt chart
for the planned construction project. Resource investigation is done to identify human resources
and project members involved in the construction work. A detailed cost estimate is also provided
based on the project work. Risk management plans for various causes are delivered at the final
stage of the project.
1. Review of construction plan
Selecting the construction site:
At the time of preparing the construction plan for the bus repair facility, following are the
factors which are considered when selecting construction site such as:

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i. Including the project stakeholders in construction plan such as local authority and
staff members.
ii. Determining capital funding of the construction plan [5].
iii. Assessing controlled access from construction site.
iv. Selecting the construction site so that the bus operations are done at the ground
level also.
v. Verification of utility services which are available to the construction site.
vi. Performing the environment soil sampling in addition to testing program for
determining the building foundation prices [13].
vii. Investigating the building as well as zoning codes.
viii. Considering traffic load that repair facility is placed on streets as well as roads.
Laying out the construction site:
Before lying out of the construction site, there is defining of functional requirements of
the bus repair facility. Bus fleet size is considered at the time of laid out of the site.
Planning of the construction buildings:
The main elements of the planning process are assessing the area needs of the bus repair,
fueling, washing interior and exterior, and bus storage. The spaces are added for staff offices,
lunch room, and toilets. The storage spaces are constructed for storage of parts, paint shop, tire
and heavy repair spaces. Parking facilities are also included for employees, vendors who will
park on construction site [19]. Accommodations are provided for sire security, water system,
landscaping in addition to management facilities.

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The construction site layout is considered for daily operations which required including
queue spaces for the buses, servicing area and storage space. Entrance and exist locations are
also considered for the site towards adjacent streets. The entire site layout is considered to
exploit prepared efficiency [2]. The placement of buildings on the construction site is determined
by entire accommodation operations. Buildings are required for bus repair facility, bus storage as
well as service facility. The building construction is to be located close to existing utilities such
as there is minimization of utility infrastructure prices. All the construction work is included
environmental principles towards sustainable green designing in addition to energy conservation.
2. Itemized items for tasks required for constructing the building and its
surroundings
WBS Task Name
0 Bus Repair Facility Construction Plan
A Construction Initiation Phase
1.1 Selection of construction site
1.2 Weigh capital cost of the site
1.3 Identify the construction personnel
1.4 Allocate the members
B Laying out of the construction site
2.1 Defining the functional requirements
2.2 Identifying existing bus fleet size
2.3 Laid out of construction site
C Construction Planning Phase
3.1 Assessing space needs for bus repair

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3.2 Fueling
3.3 Interior and exterior cleaning
3.4 Bus storage space
D Additional space
4.1 Administrative and operating staffs
4.2 Lunch rooms
4.3 Toilet facilities
E Storage space
5.1 Bus parts storage
5.2 Paint shops
5.3 Tire shops
5.4 Heavy repair spaces
F On-site parking
6.1 Vehicles of employee and vendor
G Providing of accommodations
7.1 Landscaping
7.2 Site security
7.3 Management facilities
7.4 Water system
H Buildings construction phase
8.1 Bus repair facility
8.2 Bus storage space
8.3 Service facility building
I Construction Closure Phase
9.1 Release of the project stakeholders

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9.2 Review the project plan
9.3 Review the final report
9.4 Lessons learned
9.5 Final sign off
3. Work breakdown structure (WBS) for the proposed project
WBS is such a technique to get complex project to be divided into manageable parts. It is
a technique to split larger projects such that the work is to be finished faster as well as
competently. WBS is hierarchical structure which can outline the project and split it into smaller
portions [1]. The goal of WBS is making larger project manageable. The main purpose of WBS
is reducing complicated activities to collect project tasks. It is significant for the project manager
as it can manage project tasks proficiently as compared to complex project activities. The project
tasks ate measurable as well as independent with clear defined limits. When the project work is
being completed, then the project plan should meet with needs of stakeholders as it is being
designed to deal with [17]. The structure is helped to make project plan consistent and offer for
efficient execution of the project.

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Figure 1: Work Breakdown Structure
(Source: Created by author)
The WBS is being considered by the project managers as project planning, as well as
assigning the work breakdown structure. The benefits of the WBS into the construction plan help
the project manager to construct bus repair facility as efficient identification of the skills wanted
to end the development work. It can help purpose of correct people required for completing the
project work [8]. It is result to deliver right project deliverables at right time as well as cost. The
provided WBS reviews the listing of the development actions required to complete construction
of bus repair facility and it showed the working hours and total cost for each individual project
activities.

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4. A detailed estimate of the resources required for each activity
The resource estimation is done to asses as well as classifies the resources which are
compulsory to entire the development work. In this construction project plan, the resources are
needed to perform out the tasks occurred into the project. It is included human resources,
facilities, funds and equipment required to perform the project work. It is discussed that the
possessions are necessary to take out the job and project. It is the team, finances in addition to
time required to perform the construction plan of bus repair facility. The resources are to be
allocated as well as reviewed before starting of the construction work [10]. The provided table
shows the list of the development activities and resources required for each individual activity
such as:
WBS Task Name Duration Resource Names
0 Bus Repair Facility Construction
Plan 523 days
A Construction Initiation Phase 141 days
1.1 Selection of construction site 12 days Project Manager, Construction
Manager
1.2 Weigh capital cost of the site 45 days Construction Manager, Financial
Manager, Project Manager
1.3 Identify the construction
personnel 13 days Construction Manager, Contractor
1.4 Allocate the members 35 days Construction Manager, Project
Manager, Project Sponsor
B Laying out of the construction
site 66 days
2.1 Defining the functional
requirements 39 days Project Manager, Public
administration
2.2 Identifying existing bus fleet 30 days Construction Manager, Financial

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size Manager
2.3 Laid out of construction site 36 days Construction Manager,
Contractor, Local authorities
C Construction Planning Phase 186 days
3.1 Assessing space needs for bus
repair 39 days Facility manager, Financial
Manager, Local authorities
3.2 Fueling 37 days Facility manager, Facility users
3.3 Interior and exterior cleaning 50 days Local authorities, Subcontractors,
Washer
3.4 Bus storage space 60 days
Construction Manager, Facility
manager, Project Manager, Public
administration
D Additional space 221 days
4.1 Administrative and operating
staffs 99 days Construction Manager, Facility
manager, Project Manager
4.2 Lunch rooms 36 days Construction Manager
4.3 Toilet facilities 38 days Facility manager
E Storage space 149 days
5.1 Bus parts storage 20 days Construction Manager, Facility
manager, Project Manager
5.2 Paint shops 39 days
Construction Manager,
Contractor, Facility manager,
Subcontractors, Painter
5.3 Tire shops 40 days Contractor, Designers, Facility
manager, Local authorities
5.4 Heavy repair spaces 50 days Local authorities, Public
administration
F On-site parking 10 days
6.1 Vehicles of employee and
vendor 10 days Subcontractors, Local authorities

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G Providing of accommodations 62 days
7.1 Landscaping 20 days Facility manager, Facility users,
Local authorities
7.2 Site security 10 days Facility manager, Facility users,
Subcontractors
7.3 Management facilities 14 days Facility manager
7.4 Water system 18 days Construction Manager, Facility
users
H Buildings construction phase 259 days
8.1 Bus repair facility 25 days Builder, Financial Manager,
Project Manager, Subcontractors
8.2 Bus storage space 48 days Builder, Construction Manager
8.3 Service facility building 13 days Construction Manager, Facility
manager
I Construction Closure Phase 44 days
9.1 Release of the project
stakeholders 4 days Project Manager, Project Sponsor
9.2 Review the project plan 8 days Project Manager, Project Sponsor
9.3 Review the final report 3 days Project Manager, Project Sponsor
9.4 Lessons learned 8 days Project Manager, Project Sponsor
9.5 Final sign off 1 day Project Manager, Project Sponsor
5. A PDM diagram for the project
Precedence diagram method (PDM) is such a tool which is used to schedule the project
activities into the construction development plan. It is a way through which is used to plan the
network diagram of the project schedule for assessing the project activities as well as attach it

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with arrows for showing dependencies. This particular technique is used to construct the
schedule model where the project activities are being represented by means of nodes [23]. It can
show graphical linkage by logical relationships where the project activities are presented.
Activity Activity Name Predecessor Duration
A Construction initiation
phase
- 141 days
B Laying out the
construction
A 66 days
C Construction planning
phase
B 186 days
D Additional space C 221 days
E Storage space C 149 days
F On-site parking E 10 days
G Providing of
accommodations
F 62 days
H Buildings construction
phase
C,F 259 days
I Construction closure
phase
G,H 44 days

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Figure 2: PDM diagram
(Source: Created by author)

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6. A time analysis for the project
The time analysis of this construction project plan is analyzed by means of calculating the
forward as well as backward pass method. The forward pass is a way to move onward
throughout using the presentation for activity duration of project activities [3]. The backward
pass method is a technique through which there is moving backward using the diagram for
activity duration of project activities.
Forward pass method
This method is used to find critical path and free float of this construction project. Early
start time (EST) and early finish time (EFT) are two methods which are used in forward pass
method. EST is representing the earliest start of the activity considered dependency preceding
activity [16]. When the activity has more than one dependent predecessor, then EST is highest
EFT of dependent task.
Activit
y Time
ES
T
EF
T
(days
)
A 141 0 141
B 66 141 207
C 186 207 393
D 221 393 614
E 149 393 542
F 10 542 552
G 62 614 676
H 259 552 811
I 44 811 855
Backward pass method

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The backward pass method is utilized to present going backward to finished outcome for
measuring the late start and identify if it is slack into the action. Latest start time (LST) and latest
finish time (LFT) are two methods which are used in backward pass method [4]. LST is late date
that the project activity can end lacking of sourcing delays to scheme achievement date.
Activit
y Time
ES
T
EF
T
LS
T
LF
T
(days
)
A 141 0 141 0 141
B 66 141 207 141 207
C 186 207 393 207 393
D 221 393 614 528 749
E 149 393 542 393 542
F 10 542 552 542 552
G 62 614 676 749 811
H 259 552 811 552 811
I 44 811 855 811 855
Critical path and Float calculation
The critical path is longer progression of the project movement on the project which
carries zero float or slack. The PDM diagram is shown to find total duration of the project,
critical path as well as total float. The float can represent how each of project activity is delayed
without causing delays in successor activities and completion time of project plan [11]. The float
can show difference between EST as well as LST of the activity before there is delay in
completion date.
Activit
y
Time EST EFT LST LFT Float Criticality
(days)
A 141 0 141 0 141 0 **
B 66 141 207 141 207 0 **

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C 186 207 393 207 393 0 **
D 221 393 614 528 749 135
E 149 393 542 393 542 0 **
F 10 542 552 542 552 0 **
G 62 614 676 749 811 135
H 259 552 811 552 811 0 **
I 44 811 855 811 855 0 **
7. A Gantt chart for the proposed project using Microsoft Project
The Gantt chart is the horizontal chart which provided graphical representation of the
project schedule and the project manager is accountable to plan plus track all the development
activities using this chart. This chart is mainly used to track the project schedule. The project
manager as well as plan team members can convey information to complete the project activities.
It is a tool to plan as well as schedule the project plan [20]. Gantt chart keeps management
informed about the project resources required as well as organize dependencies among the
project tasks.
WBS Task Name Duration Start Finish
0 Bus Repair Facility Construction
Plan 523 days Thu 9/19/19 Mon 9/20/21
A Construction Initiation Phase 141 days Thu 9/19/19 Thu 4/2/20
1.1 Selection of construction site 12 days Thu 9/19/19 Fri 10/4/19
1.2 Weigh capital cost of the site 45 days Mon 10/7/19 Mon 1/27/20
1.3 Identify the construction
personnel 13 days Tue 1/28/20 Thu 2/13/20
1.4 Allocate the members 35 days Fri 2/14/20 Thu 4/2/20
B Laying out of the construction site 66 days Mon 10/7/19 Mon 1/6/20

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2.1 Defining the functional
requirements 39 days Mon 10/7/19 Thu
11/28/19
2.2 Identifying existing bus fleet size 30 days Mon 10/7/19 Fri 11/15/19
2.3 Laid out of construction site 36 days Mon
11/18/19 Mon 1/6/20
C Construction Planning Phase 186 days Tue 1/7/20 Tue 9/22/20
3.1 Assessing space needs for bus
repair 39 days Tue 1/7/20 Fri 2/28/20
3.2 Fueling 37 days Mon 3/2/20 Tue 4/21/20
3.3 Interior and exterior cleaning 50 days Wed 4/22/20 Tue 6/30/20
3.4 Bus storage space 60 days Wed 7/1/20 Tue 9/22/20
D Additional space 221 days Wed
10/21/20 Wed 8/25/21
4.1 Administrative and operating
staffs 99 days Wed
10/21/20 Thu 3/25/21
4.2 Lunch rooms 36 days Fri 3/26/21 Fri 5/14/21
4.3 Toilet facilities 38 days Mon 7/5/21 Wed 8/25/21
E Storage space 149 days Wed 9/23/20 Mon 4/19/21
5.1 Bus parts storage 20 days Wed 9/23/20 Tue
10/20/20
5.2 Paint shops 39 days Wed
10/21/20
Mon
12/14/20
5.3 Tire shops 40 days Tue
12/15/20 Mon 2/8/21
5.4 Heavy repair spaces 50 days Tue 2/9/21 Mon 4/19/21
F On-site parking 10 days Tue 4/20/21 Mon 5/3/21
6.1 Vehicles of employee and vendor 10 days Tue 4/20/21 Mon 5/3/21
G Providing of accommodations 62 days Tue 5/4/21 Wed 7/28/21
7.1 Landscaping 20 days Tue 5/4/21 Mon 5/31/21

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7.2 Site security 10 days Tue 6/1/21 Mon 6/14/21
7.3 Management facilities 14 days Tue 6/15/21 Fri 7/2/21
7.4 Water system 18 days Mon 7/5/21 Wed 7/28/21
H Buildings construction phase 259 days Wed 9/23/20 Mon 9/20/21
8.1 Bus repair facility 25 days Thu 7/29/21 Wed 9/1/21
8.2 Bus storage space 48 days Wed 9/23/20 Wed 3/3/21
8.3 Service facility building 13 days Thu 9/2/21 Mon 9/20/21
I Construction Closure Phase 44 days Fri 2/14/20 Wed 4/15/20
9.1 Release of the project
stakeholders 4 days Fri 2/14/20 Wed 2/19/20
9.2 Review the project plan 8 days Thu 2/20/20 Mon 3/2/20
9.3 Review the final report 3 days Tue 3/3/20 Thu 3/5/20
9.4 Lessons learned 8 days Fri 4/3/20 Tue 4/14/20
9.5 Final sign off 1 day Wed 4/15/20 Wed 4/15/20

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Figure 3: Gantt chart
(Source: Created by author)

20PROFESSIONAL PROJECT
8. A resource analysis for the project and resource histograms
The resource scheduling and its availability are considered to be successful for the plan
management. Based on the development work priority, there is allocation of project resources for
each individual project activities [7]. The resource histogram is used to help the project manager
allocate resources in the construction plan of bus repair facility. It shows amount of usage as well
as resource availability of the project resources.
Resource analysis:
Name Start Finish Remaining Work
Construction Manager Thu 9/19/19 Mon 9/20/21 2,944 hrs
Project Manager Thu 9/19/19 Wed 9/1/21 1,856 hrs
Contractor Mon 11/18/19 Mon 2/8/21 1,024 hrs
Project Sponsor Fri 2/14/20 Wed 4/15/20 344 hrs
Financial Manager Mon 10/7/19 Wed 9/1/21 872 hrs
Builder Wed 9/23/20 Wed 9/1/21 392 hrs
Local authorities Mon 11/18/19 Mon 5/31/21 1,960 hrs
Facility users Mon 3/2/20 Wed 7/28/21 680 hrs

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Facility manager Tue 1/7/20 Mon 9/20/21 2,904 hrs
Designers Tue 12/15/20 Mon 2/8/21 320 hrs
Public administration Mon 10/7/19 Mon 4/19/21 1,072 hrs
Subcontractors Wed 4/22/20 Wed 9/1/21 1,072 hrs
Painter Wed 10/21/20 Mon 12/14/20 312 hrs
Washer Wed 4/22/20 Tue 6/30/20 400 hrs
Resource Histogram:
Construction Manager
Project Manager
Contractor
Project Sponsor
Financial Manager
Builder
Local authorities
Facility users
Facility manager
Designers
Public administration
Subcontractors
Painter
Washer0 hrs
500 hrs
1,000 hrs
1,500 hrs
2,000 hrs
2,500 hrs
3,000 hrs
3,500 hrs
Actual Work Remaining Work Baseline Work

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Figure 4: Resource Histogram
(Source: Created by author)
Figure 5: Resource work availability report
(Source: Created by author)
The limited project resources can invalidate critical path as project activities served as
focus on process of scheduling to determine duration. The resource leveling is a technique which
can follow allocation of project resources. It can lower down resource demands by increasing
timeline of project [14]. This technique matches commitments against availability of resources.
This resource leveling approach can overlook allocation of resources and solve conflict raised
from the over allocation. There is required to manage project by the manager to allocate
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
2019 2020 2021
0
1000
2000
3000
4000
5000
6000
7000
8000
Resource Work Availability Report
Work Availability Work Remaining Availability
Work

23PROFESSIONAL PROJECT
resources to each individual project activity. Using Ms Project, resource leveling works by
causing delay in project tasks and splitting the tasks such that resource assigned to project tasks
are not overloaded [6]. At the time of resource leveling, the project is not changing who is being
assigned to each individual development task.
9. A detailed description on strategies to make the best use of resources
The list of strategies which are used to build better usage of the project resources as
follows:
i. Resource planning is required to allocate each project resources to each individual
activity. There is detailed resource list which are required to finish the construction plan.
All the resources are provided with standard rate of price to work in the project [9].
ii. The resource breakdown structure is showing list of project related to resource type
utilized for facilitating the project planning as well as monitoring the work. This structure
will show organized people working in the project.
iii. Responsibility assignment matrix is a component to complete the project efficiently. This
matrix will show who is responsible to complete work efforts. The person is accountable
to coordinate efforts for completing the project task [12]. The person should aware of
project tasks for successful project plan finishing.
iv. Resource allocation is resource assignment to the project related activities. It can adjust
project task, end date, duration and also concern on the resource management. The
resource leveling strategy is allocated the resources such that the project plan is finished
in provided time period [15]. The technique through which start as well as finish date is
being calculated reflected on limitation of wealth.

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10. A cost estimate for the project
The cost estimation of this particular bus repair facility construction project is to forecast
financial calculation of resources, materials required to complete in defined scope. It calculates
entire project amount which help the financial manager and project manager to determine total
project budget. As cost estimation is determined predicting the cost rather than calculating actual
cost, therefore there is possibility of some form of uncertainty [22]. The cost estimation included
breakdown of the project tasks, plan resources as well as plan schedule. It helps thee project
manager to determine if the project is being financially feasible. It creates a roadmap towards
proper project timelines. The cost estimation of entire project plan is:
WBS Task Name Cost
0 Bus Repair Facility Construction Plan $4,084,480.00
A Construction Initiation Phase $413,200.00
1.1 Selection of construction site $72,000.00
1.2 Weigh capital cost of the site $114,000.00
1.3 Identify the construction personnel $67,600.00
1.4 Allocate the members $159,600.00
B Laying out of the construction site $520,800.00
2.1 Defining the functional requirements $115,200.00
2.2 Identifying existing bus fleet size $132,000.00
2.3 Laid out of construction site $273,600.00
C Construction Planning Phase $1,042,640.00
3.1 Assessing space needs for bus repair $187,200.00
3.2 Fueling $115,440.00
3.3 Interior and exterior cleaning $236,000.00

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3.4 Bus storage space $504,000.00
D Additional space $355,600.00
4.1 Administrative and operating staffs $224,400.00
4.2 Lunch rooms $100,800.00
4.3 Toilet facilities $30,400.00
E Storage space $948,480.00
5.1 Bus parts storage $136,000.00
5.2 Paint shops $324,480.00
5.3 Tire shops $288,000.00
5.4 Heavy repair spaces $200,000.00
F On-site parking $39,200.00
6.1 Vehicles of employee and vendor $39,200.00
G Providing of accommodations $260,160.00
7.1 Landscaping $110,400.00
7.2 Site security $46,400.00
7.3 Management facilities $11,200.00
7.4 Water system $92,160.00
H Buildings construction phase $370,000.00
8.1 Bus repair facility $208,000.00
8.2 Bus storage space $115,200.00
8.3 Service facility building $46,800.00
I Construction Closure Phase $134,400.00
9.1 Release of the project stakeholders $22,400.00
9.2 Review the project plan $44,800.00

26PROFESSIONAL PROJECT
9.3 Review the final report $16,800.00
9.4 Lessons learned $44,800.00
9.5 Final sign off $5,600.00
The cost estimation of labor and materials are as follows:
Resource Name Type Std. Rate
Construction Manager Work $350.00/hr
Project Manager Work $400.00/hr
Contractor Work $300.00/hr
Project Sponsor Work $300.00/hr
Financial Manager Work $200.00/hr
Builder Work $250.00/hr
Local authorities Work $300.00/hr
Facility users Work $290.00/hr
Facility manager Work $100.00/hr
Designers Work $200.00/hr
Public administration Work $200.00/hr
Subcontractors Work $190.00/hr
Painter Work $100.00/hr
Washer Work $100.00/hr
Construction equipments Material $100,000.00

27PROFESSIONAL PROJECT
11. A cash flow analysis for the project and a cash flow diagram
The cash flow of the company is discussed as cash inflows as well as cash outflows throughout a particular period. This analysis is used for a purpose of financial reporting. The
projection of the future flows of the cash is termed as the budget of cash flow. The financial project planning for the construction project is used to understand inflows as well as outflows of the
cash which is being determined by project work [18].
CASH FLOW September October November December January February March April May
OPENING BALANCE $48,000 $634,400 $1,262,640 $1,607,040 $2,163,840 $2,855,120 $3,358,320 $3,705,520
Cash inflow
Sales $12,000 $127,800 $100,000 $89,000 $139,920 $170,000 $190,000 $111,119 $100,089
Asset sales $15,000 $150,000 $200,000 $98,000 $120,000 $117,299 $91,500 $89,000 $109,161
Debtor receipts $25,000 $197,890 $136,780 $104,000 $150,000 $178,900 $104,750 $78,000 $67,000
Other income $49,689 $148,410 $226,890 $91,100 $200,000 $290,000 $189,900 $134,000 $129,000
Total incoming $101,689 $624,100 $663,670 $382,100 $609,920 $756,199 $576,150 $412,119 $405,250
Cash outflow
Purchasing cost $3,400 $2,000 $1,200 $2,000 $3,000 $5,600 $7,800 $5,600 $2,300
Accountant fees $5,600 $2,900 $2,300 $2,900 $3,000 $3,600 $4,500 $3,600 $2,700
Advertising & marketing $2,900 $1,340 $1,000 $1,340 $1,890 $1,790 $2,000 $1,790 $1,450
Bank fees & charges $13,000 $4,500 $5,000 $4,500 $7,800 $5,600 $8,900 $5,600 $2,500
Interest paid $1,900 $1,900 $1,900 $1,900 $1,890 $1,900 $2,000 $1,900 $1,900
Credit card fees $2,300 $2,400 $2,300 $2,400 $2,400 $2,800 $2,900 $2,800 $2,300
Utilities (electricity) $2,890 $2,890 $2,890 $2,890 $5,600 $5,600 $5,600 $5,600 $2,600
Telephone $300 $300 $300 $300 $600 $890 $900 $890 $890
Lease/loan payments $15,000 $12,890 $12,890 $12,890 $19,000 $29,000 $30,000 $29,000 $2,300

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Rent & rates $1,450 $1,200 $1,450 $1,200 $1,450 $1,450 $1,450 $1,450 $1,450
Motor vehicle expenses $1,349 $1,780 $1,200 $1,780 $1,890 $1,890 $2,000 $1,890 $1,600
Repairs & maintenance $2,300 $2,300 $2,000 $2,300 $2,900 $2,899 $2,900 $2,899 $2,500
Insurance $1,300 $1,300 $1,000 $1,300 $1,700 $1,900 $2,000 $1,900 $1,800
Total outgoing $53,689 $37,700 $35,430 $37,700 $53,120 $64,919 $72,950 $64,919 $26,290
Monthly cash balance $48,000 $586,400 $628,240 $344,400 $556,800 $691,280 $503,200 $347,200 $378,960
CLOSING BALANCE $48,000 $634,400 $1,262,640 $1,607,040 $2,163,840 $2,855,120 $3,358,320 $3,705,520 $4,084,480
3 4 1 2 3 4 1 2 3
$0.00
$100,000.00
$200,000.00
$300,000.00
$400,000.00
$500,000.00
$600,000.00
$700,000.00
$800,000.00
$0.00
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
$3,500,000.00
$4,000,000.00
$4,500,000.00
Cost Cumulative Cost

29PROFESSIONAL PROJECT
Figure 6: Cash flow diagram
(Source: Created by author)
Name Remaining Cost Cost
Construction Initiation Phase $413,200.00 $413,200.00
Laying out of the construction
site
$520,800.00 $520,800.00
Construction Planning Phase $1,042,640.00 $1,042,640.00
Additional space $355,600.00 $355,600.00
Storage space $948,480.00 $948,480.00
On-site parking $39,200.00 $39,200.00
Providing of accommodations $260,160.00 $260,160.00
Buildings construction phase $370,000.00 $370,000.00
Construction Closure Phase $134,400.00 $134,400.00
12. Detail strategies to crash the network
The project crashing is included with the project resources for this specific construction
project plan. It is being used so that the project is completed quickly while this method is tending
to the project cost. It is required to do by additional of extra human resources to the activities f
critical path for shortening the duration of project. There is no required to make changes into the
project scope [21]. It saves as well as reduces the duration of project schedule, while the result is

30PROFESSIONAL PROJECT
caused increase in project cost because of increase in number of resources. There are list of
strategies which are used to crash the project network such as:
a. The project crashing is used to shorten period of construction development by
reduction of time of critical activities. When duration of the project plan is being
reduced, then times of the critical project activities are reduced [17]. The selected
project activities are reduced, then project duration is lessened at least project
cost.
b. It is used to allocate more resources to the development plan so that the duration
of the project is reduced and it will complete in scheduled timeframe. Due to this
specific reason, there is an increase in associated cost of the project plan.
The procedures which are selected for project crashing as follows:
Critical path: It is required to identify the critical path as well as activities which are on
the critical path [24].
Cost slope: There is calculation of cost slope for various project activities. It is measured
using the formula: Cost slope = Crash cost- normal cost.
The slope of project cost is being indicated with additional cost needed to expedite the
project activity per unit time period [16].
Ranking: The project activities are ranked with cost slope. The activity which is required
for minimum slope of cost is crashed, and then the selected activity on critical path is being
reduced to minimum duration [10].

31PROFESSIONAL PROJECT
Crashing: The activities are to be crashed using the critical path, while the activity will
lower cost slope is being crashed to maximum degree. The new direct cost is to be measured by
adding of cumulative cost and crashing the normal project cost [25].
13. A risk management plan
The risk management is the document where the project manager can oversee with the
project risks, estimate the risk impact on the project plan as well as define the risk responses. It is
defined and shown in following risk management table:
Risk event Action Mitigation
plan
Likelihood Impact Risk
level
Risk
owner
Environmental
risk: This risk is
caused due to
sudden change in
weather / climate
and caused
natural disaster.
Transfer
of the
informati
on
Prior actions
are required to
make changes
in the
environment
such as
forecast the
weather
condition
before starting
the project
work [9].
Medium Medium Medium
risk
Contractor
Human resource Improve There should Medium Medium Medium Human

32PROFESSIONAL PROJECT
risk: There is lack
of availability of
the project
resources and lack
of hiring of
project personnel.
require hiring
project
professionals.
risk Resource
Manager
Strategic risk:
There is sudden
change in
construction
technology and
change in the
construction
project
requirements
cause the project
to delay.
Transfer It should
ensure that the
project
manager is able
to manage
changes into
the
construction
plan [9].
Medium High High
risk
Project
manager
Operational risk:
There are few
staffs those are
involved in the
construction
operations as well
Transfer There should
hire of project
staffs.
Medium Medium Medium
risk
Project
Manager

33PROFESSIONAL PROJECT
as errors from the
human side.
Financial risks:
There is loss of
the project
revenue as well as
too much of
project debt
involved in the
project plan.
Reduce There should
require timely
paying the
project
contractor and
ensuring that
proper budget
plan should
prepare [17].
High High Critical
risk
Project
Manager
Schedule risks:
Due to sudden
addition of extra
expenses into the
project plan, there
is an increase in
the project time so
that the project is
not completed in
scheduled
timeframe.
Reduce There should
require
scheduling the
project plan
focused on
project
requirements
[24].
High High Critical
risk
Project
Manager

34PROFESSIONAL PROJECT
Conclusion
It is concluded that the construction of bus repair facility should follow the project
schedule and cost plan so that the project is finished on calculated budget and scheduled
timeframe. All the project resources are included in the project and allocated with the project
activities so that each team member can provide equal effort into the construction work. All the
project construction costs related to labour, machinery, materials, supervision and others are
included in the project so that there is no possibility of hindrances in the development. The
project manager has identified all possible project risks so that before it can effect on project
success rate, those are to be mitigated before time. The construction manager plays a key role
towards getting success in the project by scheduling the work and estimating possible cost. Gantt
chart in the project diagram is useful to manage all the development activities and track the
scheme so that when there is any delay in one activity, then on time they can overcome with the
risk.

35PROFESSIONAL PROJECT
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