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Egypt Engineering Consultant Civil study materials
Egypt Engineering Consultant Civil study resources

Egypt Engineering Consultant Civil: Construction Management and Project Planning

Egypt Engineering Consultant Civil · Work through your exam, one topic at a time.

All guide sections

Construction Management and Project Planning

Construction management questions test network planning, critical-path reasoning, progress measurement and contractual control on Egyptian projects. The exam expects you to calculate floats, interpret earned-value indicators, and link planning decisions to cash flow, resources and the public-procurement rules that govern tenders.

Core rules and concepts

  • CPM network: activities have durations and logic links. The forward pass gives early start and finish; the backward pass gives late start and finish. Total float = LS − ES or LF − EF. The critical path has zero total float and determines project duration.
  • PERT: three-point estimates give expected duration te = (o + 4m + p)/6 and a standard deviation for risk discussion.
  • Earned value: PV is planned value, EV is earned value and AC is actual cost. CPI = EV/AC and SPI = EV/PV. CPI below 1 means cost overrun; SPI below 1 means schedule delay.
  • Resource levelling: shifts non-critical activities within float to reduce peaks; it can consume float and must not extend the critical path.
  • Contracts: Egyptian public works are governed by procurement and tender rules, including Law 182/2018. Understand measurement, variations, claims, delay analysis and retention.

Worked example

A project has activities A(3 days), B(4 days after A), C(2 days after A), D(5 days after B), E(3 days after C) and F(2 days after both D and E). Path A-B-D-F = 3 + 4 + 5 + 2 = 14 days. Path A-C-E-F = 3 + 2 + 3 + 2 = 10 days. The critical path is A-B-D-F at 14 days. Activities C and E have total float of 14 − 10 = 4 days, provided they do not share resources with critical work. If C slips by 5 days, the second path becomes 15 days and the project is delayed by 1 day unless the schedule is adjusted.

Traps that cost marks

  • Confusing total float with free float.
  • Adding durations along a path without checking all logic links.
  • Reporting SPI or CPI without stating the measurement date and budget baseline.
  • Levelling resources by delaying a critical activity.
  • Treating a contractor's claim as valid without notice, records and contractual entitlement.
  • Ignoring procurement lead times that sit outside the construction network.