MINI PROJECT REPORT

Mini Project Title: Management and Evaluation of Transmission Line Project

Group members:
No Name Matric No
1 MOHD ZAHIN NUR KHALIS BIN AWANG ADI 201291086
2 MUHAMMAD LUTFI HADI BIN CHE MOHD ZAN 201292735
3 MUHAMMAD AQIMMUDDIN BIN MOHD NOOR 201291091
4 UMMI IZZATI BINTI ZAINI 201291102
5 - -

EMK31303 – Engineering Technology Management

Faculty of Electrical Engineering & Technology
Universiti Malaysia Perlis (UniMAP)
1. Learning Objectives

Objectives of this mini project are:

1. students should be able to manage the planning, scheduling and cost of transmission line
project.
2. students should be able to control and evaluate the project of transmission line.

2. Introduction

A transmission line comprised of a system of interconnected elements, each individually

designed to satisfy its respective requirements, both in technical and statutory aspects.
Transmission towers in Malaysia are either of the lattice steel configuration comprising
of angles and plates with bolted connections or single tubular poles (technically termed as
monopoles) housed vertically with arched tubular arms welded to the attachments on the
tower main body. Figure 1 shows the typical tower types used by the power utility company
in Malaysia. Steel grades used for tower parts are a mixture of high tensile and mild steel,
with all parts subjected to hot-dip galvanizing.

(a) Monopole (b) Lattice type

Figure 1. Typical power transmission tower
Construction of transmission lines involves the following activities:
a. Site Preparation
Transmission line tower locations are cleared of vegetation prior to construction of the
towers. Access roads may need to be upgraded or new roads constructed to accommodate
construction vehicles and equipment access to each tower site. Figure 2 shows a transmission
line tower construction site.

Figure 2. Transmission line tower construction site

b. Foundation Construction

Most structures have a concrete foundation. The size of the foundation depends on the type of
structure and the terrain. Foundation construction begins with the auguring of holes for footings
(four for lattice steel towers (LSTs) and one for tubular steel poles(TSPs)). For LSTs, each hole
is usually 3 to 4 feet wide and 15 to 30 feet deep. TSPs require one hole that is up to 8 to 12 feet
wide and 40 to 60 feet deep. Regardless of the structure type, foundations typically have a slight
projection above the ground.

After the footing holes are excavated, they are reinforced with steel and then concrete is poured
into the holes. Once the concrete has cured, crews can begin the construction of the structure
itself. Figure 3 shows a transmission line tower foundation.

Figure 3. Transmission line tower foundation

c. Structure Construction

Generally, structures are built from the ground up. Structures are assembled in sections near the
new tower location and a crane is used to lift the sections into place. Crews then bolt the sections
together.

TSPs are either completely assembled near the tower location and then erected at once, or are
assembled in sections. The method used is determined by terrain and available space next to the
structure site.

Tower erection is usually performed by crane, but helicopters are used in areas that are
inaccessible to large ground-based construction equipment.
(a) A crane carrying the top section of (b) A sky crane helicopter carrying the
top a LST for installation section of a LST for installation
Figure 4. Construction of transmission line tower
d. Wire-Stringing Operations

Wire stringing includes all activities associated with the installation of the primary conductors onto
the transmission line structures. These activities include the installation of conductor, ground wire,
insulators, stringing sheaves (rollers or travellers), vibration dampeners, weights, suspension and
dead-end hardware assemblies for the entire length of the route.

Figure 5. Wire-stringing operation

3. Problem Statement

The group has been tasked with the construction of a three-phase transmission line project. The project
involves a transmission line with a length of 35 km and the distance between one transmission line
tower to the other is 250 m. The group needs to effectively plan, schedule, and manage the costs
associated with the project. Additionally, an evaluation of the project is required.

4.1 Project Description

The project involves the construction of a three-phase transmission line spanning a length of
35 km in spotted area in peninsular Malaysia. The area chosen for this project is from Kangar, Perlis
to Titi Tinggi, Padang Besar, Perlis spanning for 35 km. The transmission line will facilitate the
efficient transfer of electrical power from the generating station to the distribution network, ensuring
a reliable and stable electricity supply to the target area.

Key Project Elements:

1. Transmission Towers: Steel lattice towers will be erected along the transmission line route at
an average distance of 250 meters between each tower. These towers will support the conductors
and provide the necessary clearance for safe and reliable transmission.

2. Conductors: Aluminum Conductor Steel Reinforced (ACSR) or All Aluminum Conductor

(AAC) conductors will be installed between the transmission towers. These conductors have
excellent electrical conductivity and mechanical strength, ensuring efficient power transfer and
withstanding various weather conditions.

3. Tower Foundations: Reinforced Concrete (RCC) foundations will be constructed for each tower
to provide stability and support. The design and construction of these foundations will adhere
to relevant standards such as IS:456, with a minimum grade of concrete specified as M-20.

4. Insulators and Hardware: Suspension insulators, typically made of porcelain or composite

materials, will be installed to provide electrical insulation between the conductors and the
towers. Hardware such as clamps, bolts, nuts, and washers will be utilized to secure the
conductors and insulators to the towers.
5. Grounding System: A proper grounding system will be implemented to ensure the safety of the
transmission line. This system will include grounding rods, grounding wires, and grounding
clamps to establish effective grounding connections and protect against electrical faults.

6. Protection and Control Equipment: Protection and control equipment such as circuit breakers,
relays, and lightning arresters will be installed to safeguard the transmission line against
overloads, faults, and lightning strikes. These devices will detect and isolate faulty sections,
ensuring the reliability and stability of the electrical network.

7. Auxiliary Equipment: Auxiliary equipment, including vibration dampers, bird diverters, and
aircraft warning markers, will be deployed along the transmission line to mitigate potential
issues. Vibration dampers reduce the oscillations of conductors caused by wind, bird diverters
prevent avian interference, and aircraft warning markers enhance visibility for low-flying
aircraft.

The project will involve meticulous planning, scheduling, and coordination to ensure smooth
execution. Factors such as environmental considerations, right-of-way acquisition, and adherence to
safety regulations will be crucial throughout the project lifecycle. The primary objectives of the
project are to enhance the electrical infrastructure, improve power transmission efficiency, and
provide a reliable power supply to meet the growing energy demands of the target area.
 4.2 Organization of Transmission Line Project

MOHD ZAHIN NUR KHALIS

AWANG ADI

PROJECT MANAGER

MUHAMMAD AQIMMUDDIN UMMI IZZATI ZAINI

MUHAMMAD LUTFI HADI CHE
MOHD ZAN MOHD NOOR

HUMAN RESOURCES MANAGER

ENGINEERING MANAGER
FINANCIAL MANAGER

DEPARTMENT OF
MARKETING DEPARTMENT PURCHASING DEPARTMENT
DEVELOPMENT

Figure 6: Project Management Organization Chart

4.2.1 Jobs Description

Table 1: Job Description
Position Name Description

Project Mohd Zahin Nur Khalis • Oversees and supervises all construction projects.
Manager Awang Adi • Plans and supervises all construction projects,
ensuring adherence to project plans and specifications.
• Manages project timelines, budgets, and resources.
• Collaborates with architects, engineers, contractors,
and subcontractors.
• Monitors and ensures compliance with safety and
quality standards.
Engineering Muhammad Lutfi Hadi • Handles technical initiatives and manages the
Manager Che Mohd Zan technical staff.
• Dеvеlops and puts into action tеchnical plans,
objеctivеs, and goals.
• Suppliеs tеchnical sеrvicеs and sеrvicеs whilе
coordinating thеm.
• Ensurеs that еnginееring solutions and dеsigns adhеrе
to projеct spеcifications and arе tеchnically sound.
• Givеs thе tеchnical staff tеchnical dirеction and hеlp.

Human Muhammad • Dеvеlops and implеmеnts HR policiеs, procеdurеs,

Resource Aqimmuddin Mohd and programs.
Manager Noor • Managеs rеcruitmеnt, sеlеction, and onboarding
procеssеs.
• Handlеs еmployее rеlations, pеrformancе
managеmеnt, and disciplinary actions.
• Managеs training and dеvеlopmеnt programs.
• Ovеrsееs compеnsation, bеnеfits, and payroll
administration.

Financial Ummi Izzati Binti Zaini • Creates and carries out financial policies, processes,
Manager and strategies.
• Oversees financial forecasts, planning, and
management.
• Creates financial reports and analyses and tracks
financial performance.
• Oversees cash flow management and makes sure that
financial requirements are followed.
• Manages financial risks and seeks for chances for cost
reduction.
Department Muhammad Lutfi Hadi • Carries out research to find prospective growth
of Che Mohd Zan prospects.
Development • Evaluation of a project's viability and feasibility.
• Oversees the development projects' planning and
design phases.
• Obtains from the appropriate authorities the required
permissions and approvals.
• Coordinates the implementation of projects with
contractors, architects, and engineers.

Marketing Muhammad • Creates marketing plans and strategies to advertise

Department Aqimmuddin Mohd goods or services.
Noor • Carries out market research and assesses rivals and
consumer trends.
• Creates marketing programmes, including public
relations, advertising, and digital marketing.
• Oversees corporate communications and branding.
• Keeps track of marketing performance and evaluates
the success of initiatives.

Purchasing Ummi Izzati Binti Zaini • Locates, sources, and negotiates contracts with
Department suppliers.
• Oversees procurement procedures and makes sure that
products and services are delivered on schedule.
• Keeps track of inventory levels and oversees supplier
connections.
• Carries out cost-cutting measures and assesses
supplier performance.
• Makes sure that procurement policies and procedures
are followed
4.2.2 Work Breakdown Structure
Using a work breakdown structure (WBS), a project is systematically broken down into
smaller, more manageable tasks. It offers a precise and organised road map for organising and
carrying out projects. With the use of the WBS, the project scope may be broken down into specific
deliverables, activities, and subtasks for easier comprehension, management, and resource
allocation. A varied degree of detail is represented by each level of the WBS, allowing for efficient
job management and control. A WBS makes it simple for project teams to track progress, assign
roles, estimate time and cost, and identify dependencies. It provides the framework for efficient
project collaboration, decision-making, and communication, assuring project success.

Figure 7: Work Breakdown Structure Planning

4.3 Project Schedule and Network Diagram of the Project

The most crucial project management activities are project planning and scheduling. The secret to
effectively finishing a project is careful, thorough planning of all project tasks. The planning
activities must be supported at the same time by the thorough scheduling of each action as well as
the time estimates. The preparation of the project planning and scheduling is done using a variety of
methodologies, including network-based scheduling.

4.3.1 Schedule Planning of the Transmission Line Project

Table 2: The sequence of activity for the transmission line project

Expected time
Activity duration, te Inter-relationships
(week)
A: Contract Award & Kick-off
4 Independent of all other activities.
Meeting
B: Check Profile Survey &
8 Dependent on completion of A.
Rentice Clearing
C: Steel Tower Design &
12 Dependent on completion of A.
Prototype Test
D: Sag-Tension Design &
6 Dependent on completion of A.
Template
E: Standard Foundation Design 6 Dependent on completion of C.
F: Tower Spotting & Pegging 8 Dependent on completion of B, C & D.
G: Soil Inv. & Foundation Uplift
7 Dependent on completion of C & E.
Test
H: Section 1– Foundation Class &
20 Dependent on completion of F & G.
Construction
I: Section 1 – Tower Erection 12 Dependent on completion of H.
J: Section 2 - Foundation Class &
19 Dependent on completion of F & G.
Construction
K: Section 2 – Tower Erection 12 Dependent on completion of J.
L: Section 3 – Foundation Class
24 Dependent on completion of F & G.
& Construction
M: Section 3 – Tower Erection 10 Dependent on completion of L
N: Stringing, Sagging &
8 Dependent on completion of I, K & M.
Tensioning
P: Line Test & Commissioning 4 Dependent on completion of N.
 Table 3: The schedule of project activity for the transmission line
Most
Inter- Beginning Ending Optimistic likely Pessimistic Expected
Activity
Relations Event Event Event, to Event, Event, tp time, te
tm
A - 1 2 4 3 8 4
B A 2 3 6 8 10 8
C A 2 4 12 10 20 12
D A 2 5 5 6 7 6
E C 4 6 1 8 3 6
F B, C, D 5 7 8 7 12 8
G C, E 6 7 3 8 7 7
H F, G 7 8 12 22 20 20
I H 7 9 2 15 10 12
J F, G 8 11 4 25 10 19
K J 9 11 6 13 14 12
L F, G 7 10 4 32 12 24
M L 10 11 3 12 9 10
N I, K, M 11 12 6 8 10 8
P N 12 13 3 4 5 4

4.3.2 Network Diagram of the Transmission Line Project

A network diagram is an effective management tool that illustrates the connections and
interdependencies between different components of a project or organisation. It gives managers a
brief and clear picture of the progression of tasks, milestones, and activities, enabling them to
comprehend the project's structure and make plans appropriately. Nodes, which represent activities
or events, and arrows, which show the logical relationships and interdependence between them, are
the basic building blocks of network diagrams. The figure demonstrates the flow of events and the
crucial route that governs the project's duration by organising and linking various parts. Network
diagrams may be used by managers to spot possible bottlenecks, streamline processes, and allocate
resources wisely. They can prioritise actions based on which ones depend on others by evaluating
the diagram to identify such dependencies.
 Figure 8: Network diagram of the transmission line project

4.4 Critical Path & Expected Time of Completion

There are various techniques adopted for preparation of the project planning and scheduling,
they are network-based scheduling, concept of Project Evaluation and Review Technique (PERT)
and Critical Path Method (CPM), determination of critical path, slack analysis and probability in
PERT. In the CPM, the main objective is to obtain a trade-off between the cost and completion data
for a project. The use of additional resources to complete an activity early with consequent in
resource input is called crashing the activity. PERT uses the concept of events which are points in
the time indicating the achievement of certain stages in the project. Time durations for each activity
are based on some forms of weight estimates. PERT uses three-time activity estimates such as,
optimistic time estimate, pessimistic time estimate, and most likely time estimate. Nevertheless,
CPM uses single-time activity estimates only. In CPM, time-cost trade-off procedures are used to
expedite completion of the project at minimum cost, whereas in PERT, these procedures are not
used. In CPM, the project activity duration time are deterministic. Nevertheless, the use of three-
time activity estimates in PERT allows the application of probability concept to assess the degree of
certainty with completion of the project by a certain date. CPM is generally used for small and
medium repetitive construction projects such as civil works, etc. Nevertheless, PERT is used for
managing one-time large and complex projects.
4.4.1 Calculation of Expected Time

𝑡𝑡𝑡𝑡 + 4𝑡𝑡𝑡𝑡 + 𝑡𝑡𝑡𝑡

te =
6

4 + 4(3) + 8 8 + 4(7) + 12 6 + 4(13) + 14

te A = =4 te F = =8 te K = = 12
6 6 6

6 + 4(8) + 10 3 + 4(8) + 7 4 + 4(32) + 12

te B = =8 te G = =7 te L = = 24
6 6 6

12 + 4(10) + 20 12 + 4(22) + 20 3 + 4(12) + 9

te C = = 12 te H = = 20 te M = = 10
6 6 6

5 + 4(6) + 7 2 + 4(15) + 10 6 + 4(8) + 10

te D = =6 te I = = 12 te N = =8
6 6 6

1 + 4(8) + 3 4 + 4(25) + 10 3 + 4(4) + 5

te E = =6 te J = = 19 te P = =4
6 6 6

4.4.2 Calculation of Standard Deviation

𝑡𝑡𝑡𝑡 − 𝑡𝑡𝑡𝑡 2
σ = �� �
6

8−4 2 12 − 8 2 14 − 6 2
σ A = �� � = 0.7 σ F = �� � = 0.7 σ K = �� � = 1.3
6 6 6

10 − 6 2 7−3 2 12 − 4 2
σ B = �� � = 0.7 σ G = �� � = 0.7 σ L = �� � = 1.3
6 6 6
22 20 − 12 2 9−3 2
20 − 12
σ C = �� � = 1.3 σ H = �� � = 1.3 σ M = �� � = 1.0
6 6 6

7−5 2 10 − 2 2 10 − 6 2
σ D = �� � = 0.3 σ I = �� � = 1.3 σ N = �� � = 0.7
6 6 6

3−1 2 10 − 4 2 5−3 2
σ E = �� � = 0.3 σ J = �� � = 1.0 σ P = �� � = 0.3
6 6 6
 4.4.3 Calculation of Variance

𝑡𝑡𝑡𝑡 − 𝑡𝑡𝑡𝑡 2
σ2 = � �
6

2
8−4 2 2
12 − 8 2 2
14 − 6 2
σ A=� � = 0.44 σ F=� � = 0.44 σ K=� � = 1.78
6 6 6
10 − 6 2 7−3 2 12 − 4 2
σ2 B = � � = 0.44 σ2 G = � � = 0.44 σ2 L = � � = 1.78
6 6 6
20 − 12 2 20 − 12 2 9−3 2
σ2 C = � � = 1.78 σ2 H = � � = 1.78 σ2 M = � � = 1.00
6 6 6
7−5 2 10 − 2 2 10 − 6 2
2
σ D=� � = 0.11 σ2 I = � � = 1.78 σ2 N = � � = 0.44
6 6 6
3−1 2 10 − 4 2 5−3 2
σ2 E = � � = 0.11 σ2 J = � � = 1.00 σ2 P = � � = 0.11
6 6 6

Table 4: The schedule of project activity for the transmission line for Standard Deviation,
Variance, Optimistic, Most-Likely and Pessimistic Time
Most
Standard
Inter- Optimistic likely Pessimistic Expected Variance, Float/Total Critical
Activity Deviation,
Relations Event, to Event, Event, tp time, te 𝛔𝛔𝟐𝟐 Slack Path
𝛔𝛔
tm
A - 4 3 8 4 0.7 0.44 0.0 A
B A 6 8 10 8 0.7 0.44 9.0 -
C A 12 10 20 12 1.3 1.78 0.0 C
D A 5 6 7 6 0.3 0.11 11.0 -
E C 1 8 3 6 0.3 0.11 0.0 E
F B, C, D 8 7 12 8 0.7 0.44 5.0 -
G C, E 3 8 7 7 0.7 0.44 0.0 G
H F, G 12 22 20 20 1.3 1.78 2.0 -
I H 2 15 10 12 1.3 1.78 2.0 -
J F, G 4 25 10 19 1.0 1.00 3.0 -
K J 6 13 14 12 1.3 1.78 3.0 -
L F, G 4 32 12 24 1.3 1.78 0.0 L
M L 3 12 9 10 1.0 1.00 0.0 M
N I, K, M 6 8 10 8 0.7 0.44 0.0 N
P N 3 4 5 4 0.3 0.11 0.0 P
4.4.4 Total Slack and Critical Path

Table 5: The Total Slack and Critical Path

Expected
Inter- Float/Total Critical
Activity Duration, ES EF LS LF
Relations Slack Path
Te
A - 4 0 4 0 4 0.0 A
B A 8 4 12 13 21 9.0 -
C A 12 4 16 4 16 0.0 C
D A 6 4 10 15 21 11.0 -
E C 6 16 22 16 22 0.0 E
F B, C, D 8 16 24 21 29 5.0 -
G C, E 7 22 29 22 29 0.0 G
H F, G 20 29 49 31 51 2.0 -
I H 12 49 61 51 63 2.0 -
J F, G 19 29 48 32 51 3.0 -
K J 12 48 60 51 63 3.0 -
L F, G 24 29 53 29 53 0.0 L
M L 10 53 63 53 63 0.0 M
N I, K, M 8 63 71 63 71 0.0 N
P N 4 71 75 71 75 0.0 P

Based on network diagram obtained in Figure 8, the value of Earliest Start and Finish, and Late
Start and Finish is calculated to find the Total Slack value for each activity. The activities with
a slack of zero make up the critical path. As shown in Table 5 above, there are 8 activities that
have a total slack of 0.

Therefore, the project's critical path is A – C – E – G – L – M – N – P.

4.4.5 Multiple Path Condition

1. Activity F
• A + B = 4 + 8 = 12
• A + D = 4 + 6 = 10
• A + C = 4 + 12 = 16 (The largest TE)

2. Activity H, J, L (The burst event, share the same predecessor)

• A + B + F = 4 + 8 + 8 = 20
• A + D + F = 4 + 6 + 8 = 18
• A + C + F = 4 + 12 + 8 = 24
• A + C + E + G = 4 + 12 + 6 + 7 = 29 (The largest TE)

3. Activity I
• A + B + F + H = 4 + 8 + 8 + 20 = 40
• A + D + F + H = 4 + 6 + 8 + 20 = 38
• A + C + F + H = 4 + 12 + 8 + 20 = 44
• A + C + E + G + H = 4 + 12 + 6 + 7 + 20 = 49 (The Largest TE)

4. Activity K
• A + B + F + J = 4 + 8 + 8 +19 = 39
• A + D + F + J = 4 + 6 + 8 + 19 = 37
• A + C + F + J = 4 + 12 + 8 +19 = 43
• A + C + E + G + J = 4 + 12 + 6 + 7 +19 = 48 (The Largest TE)

5. Activity M
• A + B + F + L = 4 + 8 + 8 + 24 = 43
• A + D + F + J = 4 + 6 + 8 + 24 = 41
• A + C + F + J = 4 + 12 + 8 + 24 = 47
• A + C + E + G + L = 4 + 12 + 6 + 7 + 24 = 55 (The Largest TE)
6. Activity N
• A + B + F + H + I = 4 + 8 + 8 + 20 +12 = 52
• A + D + F + H + I = 4 + 6 + 8 + 20 + 12 = 50
• A + C + F + H + I = 4 + 12 + 8 + 20 + 12 = 56
• A + C + E + G + H + I = 4 + 12 + 6 + 7 + 20 + 12 = 61
• A + B + F + J + K = 4 + 8 + 8 + 19 + 12 = 51
• A + D + F + J + K = 4 + 6 + 8 + 19 + 12 = 49
• A + C + F + J + K = 4 + 12 + 8 + 19 + 12 = 55
• A + C + E + G + J + K = 4 + 12 + 6 + 7 + 19 + 12 = 60
• A + B + F + L + M = 4 + 8 + 8 + 24 + 10 = 53
• A + D + F + L + M = 4 + 6 + 8 + 24 + 10 = 51
• A + C + F + L + M = 4 + 12 + 8 + 24 + 10 = 57
• A + C + E + G + L + M = 4 + 12 + 6 + 7 + 24 + 10 = 65 (The Largest TE)

7. Activity P
• A + B + F + H + I + N = 4 + 8 + 8 + 20 + 12 + 8 = 60
• A + D + F + H + I + N = 4 + 6 + 8 + 20 + 12 + 8 = 58
• A + C + F + H + I + N = 4 + 12 + 8 + 20 + 12 + 8 = 64
• A + C + E + G + H + I + N = 4 + 12 + 6 + 7 + 20 + 12 + 8 = 60
• A + B + F + J + K + N = 4 + 8 + 8 + 19+ 12 + 8 = 59
• A + D + F + J + K + N = 4 + 6 + 8 + 19 + 12 + 8 = 57
• A + C + F + J + K + N = 4 + 12 + 8 + 19 + 12 + 8 = 63
• A + C + E + G + J + K + N = 4 + 12 + 6 + 7 + 19 + 12 + 8 = 68
• A + B + F + L + M + N = 4 + 8 + 8 + 24 + 10 + 8 = 61
• A + D + F + L + M + N = 4 + 6 + 8 + 24 + 10 + 8 = 59
• A + C + F + L + M + N = 4 + 12 + 8 + 24 + 10 + 8 = 65
• A + C + E + G + L + M + N = 4 + 12 + 6 + 7 + 24 + 10 + 8 = 71 (The Largest TE)
 Table 6: Calculation of Earliest Time of Predecessor of the Project
Expected Earliest Time
Activity time, te Calculation of TE Predecessor, TE
(week) (week)
A 4 0 0

B 8 4 4

C 12 4 4

D 6 4 4

E 6 4 + 12 = 16 16

F 8 4 + 12 = 16 16

G 7 4 + 12 + 6 = 22 22

H 20 4 + 12 + 6 + 7 = 29 29

I 19 4 + 12 + 6 + 7 + 20 = 49 49

J 12 4 + 12 + 6 + 7 = 29 29

K 12 4 + 12 + 6 + 7 + 19 = 48 48

L 24 4 + 12 + 6 + 7 = 29 29

M 10 4 + 12 + 6 + 7 + 24 = 55 55

N 8 4 + 12 + 6 + 7 + 24 + 10 = 65 65

P 4 4 + 12 + 6 + 7 + 24 + 10 + 8 = 71 71
4.4.6 The Expected Time of Completion Assuring the Project Management a 99.85%
Confidence of Completing the Project

Cumulative Expected Time, TE

= 4 + 12 + 6 + 7 + 24 + 10 + 8 + 4
= 75 weeks

Event Standard Deviation, σ

= �0.72 + 1.32 + 0.32 + 0.72 + 1.32 + 1.02 + 0.72 + 0.3²

= 2.456

Since 99.85% = 0.9985 by referring to Z Distribution Table (Appendix A), the value corresponding
to 0.9985 of normal distribution table is 2.97 refer to Z distribution table. Thus, the schedule date is
given by:

The schedule date = Cumulative expected time + 2.97 (σ)

= 75 weeks + 2.97 (2.456)
= 82.294 weeks

Therefore, the schedule time assuring the management with 99.85% probability of completion of
the project is 82.294 weeks.
4.5 Cost estimation for the transmission line project.

Length of the transmission line

Total number of towers =
Distance between each line tower
- Length of the transmission line = 35km
- Distance between each line tower = 250 meter = 0.25km
35k
= = 140 towers
0.25k

For Foundation Construction,

Auguring of holes for footings, Lattice Steel Towers (LSTs) is used for the tower:
- Each tower needed 4 holes for footing = 140 x 4 = 560 Holes

Volume of concrete per hole:

- LSTs require four holes that are usually 3 to 4 feet wide and 15 to 30 feet deep.

- Therefore, 1 cubic hole = 4ft x 4ft x 30ft = 480 ft3

- For 1 tower, total volume for four holes is = 480 ft3 x 4 holes = 1920 ft3

- 1920 ft 3 is equal to 54.3684 m3

Foundation of Transmission Towers shall be of Reinforced Cement Concrete (RCC). The design and
construction of RCC structures shall be carried out as per IS:456 and minimum grade of concrete
shall be M-20.

Total volume of concrete needed for 140 towers:

- 54.3684 m3 x 140 towers = 7611.576 m3

- Which is approximately 7612 m3

Based on Material Price Rate for Ready-Mixed Concrete stated in:

https://convince.cidb.gov.my/(S(zti2tomzgsjcssn3d44sqfqp))/

Ready Mix Concrete - Normal Mix - Grade 30, Granite = RM324.34 per cubic meter
Therefore, the total cost of concrete needed:

- RM324.34 x 7612 m3 = RM 2,468,876.08

4.5.1 Direct Cost

Table 7: Asset Cost

Price Per Unit
No Description QTY Total (RM)
(RM)
50 Tons Telescopic Boom
1 1 164,000 180,000
Truck Crane (QY50KD)
Concrete Mixer Truck
2 1 130,000 130,000
(HAOMEI)
Total Cost 310,000

Table 8: Material Cost

Total QTY
Quantity Per Per Unit
No Description (for 140 Total (RM)
Tower (RM)
Towers)
Aluminium Conductor Steel
1 Reinforced (ACSR) 6 35 km 9335/km 1,960,350
– 250 meters
Transmission Tower -
2 - 140 Tower 466,750 65,345,000
Lattice Steel Tower (LST)
3 Ready-Mixed Concrete 54.3684 m3 7612 m3 324.34 2,468,876.08

4 Porcelain Insulators 10 1400 Units 140 196,000

Hardware and Fittings
(Clamp, Bolts, Nuts,
5 - 140 170 23,800
Washers, Suspension
Fittings)
Grounding Equipment
6 (Grounding Rods, - 140 336 47,040
Conductors, Connectors)
Protection and Control
Equipment (Circuit
7 Breakers, Relays, Protective - 140 1715 240,100
Devices, Communication
Equipment)
Auxiliary Equipment
(Vibration dampers, bird
8 - 140 340 46,600
diverters, aircraft warning
markers)
Tower Foundation (Steel
reinforcement bars,
9 Formwork materials, Grout - 140 3400 476,000
for anchor bolts,
Waterproofing membrane
Total Cost 70,803,766
 4.5.2 Indirect Cost

Table 9: Indirect Cost

No Description Total (RM)
Project Initiation
1 50,000
- Permit Fees and Project Planning.
Site Preparation
- Geotechnical Investigation Fees
2 100,000
- Vegetation Clearing Expenses
- Excavation
Tower Installation
3 - Assembly Cost 500,000
- Tower Erection Expenses
4 Conductor Installation 200,000
5 Grounding and Protection System 100,000
6 Auxiliary Equipment Installation and Testing 50,000
7 Quality Checks, Commissioning Expenses, Documentation Cost 50,000
Miscellaneous Cost
8 - Transportation Fees 20,000
- Workers Utilities
Total Cost 1,070,000

Total cost of transmission line project:

RM 310,000 + RM 70,803,766 + RM 1,070,000

TOTAL COST = RM 72,183,76
4.6 Monthly Cash Flow Diagram and Depreciation of the Crane

The company sell the crane with price of 2/3 of the initial price.

The price of crane = RM 180,000

Selling price is 2/3 of the initial price = 2/3 x RM 180,000
= RM 120,000

Cost for rental a crane a day = RM 650

Cost for rental a rental a month = RM 650 x 30
= RM 19,500
Cost for service a crane monthly = RM 1,000

Figure 9: Cash Flow Diagram

The expected time of 99.85% confidence of completing the project = 85

weeks. 85 Weeks is equal to 21.25 Months and approximately 2 years.
Therefore, N = 2 years

Initial Asset Value, B = RM 180,000

Asset Resale Value, S = RM 120,000
Asset Age, N = 2
𝐵𝐵 − 𝑆𝑆 180𝑘𝑘 − 120𝑘𝑘
𝑑𝑑𝑑𝑑 = =
𝑁𝑁 2
𝑑𝑑𝑑𝑑 = 𝑅𝑅𝑅𝑅 30,000
 Table 10: Depreciation Amount
The Depreciation The Total Depreciation Up The Book Value at The
in Year-i to Year-i (RM) End of Year-i (RM)
Year-i (RM), di

1 30,000 30,000 180,000

2 30,000 60,000 120,000

Hence, RM 27,50 worth of depreciation must be issued each year.

 5.0 Conclusion

In conclusion, the construction of the three-phase transmission line spanning 35 km

represents a significant endeavor aimed at enhancing the electrical infrastructure and meeting
the increasing power demands of the target area. Through the installation of transmission
towers, conductors, tower foundations, insulators, grounding systems, and protection
equipment, the project aims to ensure efficient and reliable power transfer while adhering to
industry standards and regulations. The inclusion of auxiliary equipment further enhances the
project's effectiveness by mitigating potential challenges such as conductor vibrations, bird
interference, and ensuring aircraft safety. By meticulously planning, coordinating, and
implementing the project, the envisioned outcome is a robust transmission line that strengthens
the electrical network, improves power transmission efficiency, and supports a stable and
reliable power supply for the community.

Throughout this project, the management of an organization also has been organized
properly by using Work Breakdown Structure. Based on the Expected Time given, the schedule
of the project is made and planned with careful consideration and the project network diagram
is drawn to obtain the Earliest and Latest Time. Then, the critical path of the project is also
determined by completing tasks given. Besides, the estimation cost of the project has been
made and calculated and lastly the depreciation value of the crane is identified. Thus, all of the
objectives are achieved successfully.
6.0 References

1. https://www.jkr.gov.my/sites/default/files/documents/Jadual%20Kadar%20Harg
a%20Bagi%20Kerja-Kerja%20Pukal.pdf
2. https://convince.cidb.gov.my/(S(zti2tomzgsjcssn3d44sqfqp))/
APPENDIX A
STANDARD NORMAL DISTRIBUTION: Table Values Represent AREA to the LEFT of the Z score.
Z .00 .01 .02 .03 .04 .05 .06 .07 .08 .09
-3.9 .00005 .00005 .00004 .00004 .00004 .00004 .00004 .00004 .00003 .00003
-3.8 .00007 .00007 .00007 .00006 .00006 .00006 .00006 .00005 .00005 .00005
-3.7 .00011 .00010 .00010 .00010 .00009 .00009 .00008 .00008 .00008 .00008
-3.6 .00016 .00015 .00015 .00014 .00014 .00013 .00013 .00012 .00012 .00011
-3.5 .00023 .00022 .00022 .00021 .00020 .00019 .00019 .00018 .00017 .00017
-3.4 .00034 .00032 .00031 .00030 .00029 .00028 .00027 .00026 .00025 .00024
-3.3 .00048 .00047 .00045 .00043 .00042 .00040 .00039 .00038 .00036 .00035
-3.2 .00069 .00066 .00064 .00062 .00060 .00058 .00056 .00054 .00052 .00050
-3.1 .00097 .00094 .00090 .00087 .00084 .00082 .00079 .00076 .00074 .00071
-3.0 .00135 .00131 .00126 .00122 .00118 .00114 .00111 .00107 .00104 .00100
-2.9 .00187 .00181 .00175 .00169 .00164 .00159 .00154 .00149 .00144 .00139
-2.8 .00256 .00248 .00240 .00233 .00226 .00219 .00212 .00205 .00199 .00193
-2.7 .00347 .00336 .00326 .00317 .00307 .00298 .00289 .00280 .00272 .00264
-2.6 .00466 .00453 .00440 .00427 .00415 .00402 .00391 .00379 .00368 .00357
-2.5 .00621 .00604 .00587 .00570 .00554 .00539 .00523 .00508 .00494 .00480
-2.4 .00820 .00798 .00776 .00755 .00734 .00714 .00695 .00676 .00657 .00639
-2.3 .01072 .01044 .01017 .00990 .00964 .00939 .00914 .00889 .00866 .00842
-2.2 .01390 .01355 .01321 .01287 .01255 .01222 .01191 .01160 .01130 .01101
-2.1 .01786 .01743 .01700 .01659 .01618 .01578 .01539 .01500 .01463 .01426
-2.0 .02275 .02222 .02169 .02118 .02068 .02018 .01970 .01923 .01876 .01831
-1.9 .02872 .02807 .02743 .02680 .02619 .02559 .02500 .02442 .02385 .02330
-1.8 .03593 .03515 .03438 .03362 .03288 .03216 .03144 .03074 .03005 .02938
-1.7 .04457 .04363 .04272 .04182 .04093 .04006 .03920 .03836 .03754 .03673
-1.6 .05480 .05370 .05262 .05155 .05050 .04947 .04846 .04746 .04648 .04551
-1.5 .06681 .06552 .06426 .06301 .06178 .06057 .05938 .05821 .05705 .05592
-1.4 .08076 .07927 .07780 .07636 .07493 .07353 .07215 .07078 .06944 .06811
-1.3 .09680 .09510 .09342 .09176 .09012 .08851 .08691 .08534 .08379 .08226
-1.2 .11507 .11314 .11123 .10935 .10749 .10565 .10383 .10204 .10027 .09853
-1.1 .13567 .13350 .13136 .12924 .12714 .12507 .12302 .12100 .11900 .11702
-1.0 .15866 .15625 .15386 .15151 .14917 .14686 .14457 .14231 .14007 .13786
-0.9 .18406 .18141 .17879 .17619 .17361 .17106 .16853 .16602 .16354 .16109
-0.8 .21186 .20897 .20611 .20327 .20045 .19766 .19489 .19215 .18943 .18673
-0.7 .24196 .23885 .23576 .23270 .22965 .22663 .22363 .22065 .21770 .21476
-0.6 .27425 .27093 .26763 .26435 .26109 .25785 .25463 .25143 .24825 .24510
-0.5 .30854 .30503 .30153 .29806 .29460 .29116 .28774 .28434 .28096 .27760
-0.4 .34458 .34090 .33724 .33360 .32997 .32636 .32276 .31918 .31561 .31207
-0.3 .38209 .37828 .37448 .37070 .36693 .36317 .35942 .35569 .35197 .34827
-0.2 .42074 .41683 .41294 .40905 .40517 .40129 .39743 .39358 .38974 .38591
-0.1 .46017 .45620 .45224 .44828 .44433 .44038 .43644 .43251 .42858 .42465
-0.0 .50000 .49601 .49202 .48803 .48405 .48006 .47608 .47210 .46812 .46414
STANDARD NORMAL DISTRIBUTION: Table Values Represent AREA to the LEFT of the Z score.
Z .00 .01 .02 .03 .04 .05 .06 .07 .08 .09
0.0 .50000 .50399 .50798 .51197 .51595 .51994 .52392 .52790 .53188 .53586
0.1 .53983 .54380 .54776 .55172 .55567 .55962 .56356 .56749 .57142 .57535
0.2 .57926 .58317 .58706 .59095 .59483 .59871 .60257 .60642 .61026 .61409
0.3 .61791 .62172 .62552 .62930 .63307 .63683 .64058 .64431 .64803 .65173
0.4 .65542 .65910 .66276 .66640 .67003 .67364 .67724 .68082 .68439 .68793
0.5 .69146 .69497 .69847 .70194 .70540 .70884 .71226 .71566 .71904 .72240
0.6 .72575 .72907 .73237 .73565 .73891 .74215 .74537 .74857 .75175 .75490
0.7 .75804 .76115 .76424 .76730 .77035 .77337 .77637 .77935 .78230 .78524
0.8 .78814 .79103 .79389 .79673 .79955 .80234 .80511 .80785 .81057 .81327
0.9 .81594 .81859 .82121 .82381 .82639 .82894 .83147 .83398 .83646 .83891
1.0 .84134 .84375 .84614 .84849 .85083 .85314 .85543 .85769 .85993 .86214
1.1 .86433 .86650 .86864 .87076 .87286 .87493 .87698 .87900 .88100 .88298
1.2 .88493 .88686 .88877 .89065 .89251 .89435 .89617 .89796 .89973 .90147
1.3 .90320 .90490 .90658 .90824 .90988 .91149 .91309 .91466 .91621 .91774
1.4 .91924 .92073 .92220 .92364 .92507 .92647 .92785 .92922 .93056 .93189
1.5 .93319 .93448 .93574 .93699 .93822 .93943 .94062 .94179 .94295 .94408
1.6 .94520 .94630 .94738 .94845 .94950 .95053 .95154 .95254 .95352 .95449
1.7 .95543 .95637 .95728 .95818 .95907 .95994 .96080 .96164 .96246 .96327
1.8 .96407 .96485 .96562 .96638 .96712 .96784 .96856 .96926 .96995 .97062
1.9 .97128 .97193 .97257 .97320 .97381 .97441 .97500 .97558 .97615 .97670
2.0 .97725 .97778 .97831 .97882 .97932 .97982 .98030 .98077 .98124 .98169
2.1 .98214 .98257 .98300 .98341 .98382 .98422 .98461 .98500 .98537 .98574
2.2 .98610 .98645 .98679 .98713 .98745 .98778 .98809 .98840 .98870 .98899
2.3 .98928 .98956 .98983 .99010 .99036 .99061 .99086 .99111 .99134 .99158
2.4 .99180 .99202 .99224 .99245 .99266 .99286 .99305 .99324 .99343 .99361
2.5 .99379 .99396 .99413 .99430 .99446 .99461 .99477 .99492 .99506 .99520
2.6 .99534 .99547 .99560 .99573 .99585 .99598 .99609 .99621 .99632 .99643
2.7 .99653 .99664 .99674 .99683 .99693 .99702 .99711 .99720 .99728 .99736
2.8 .99744 .99752 .99760 .99767 .99774 .99781 .99788 .99795 .99801 .99807
2.9 .99813 .99819 .99825 .99831 .99836 .99841 .99846 .99851 .99856 .99861
3.0 .99865 .99869 .99874 .99878 .99882 .99886 .99889 .99893 .99896 .99900
3.1 .99903 .99906 .99910 .99913 .99916 .99918 .99921 .99924 .99926 .99929
3.2 .99931 .99934 .99936 .99938 .99940 .99942 .99944 .99946 .99948 .99950
3.3 .99952 .99953 .99955 .99957 .99958 .99960 .99961 .99962 .99964 .99965
3.4 .99966 .99968 .99969 .99970 .99971 .99972 .99973 .99974 .99975 .99976
3.5 .99977 .99978 .99978 .99979 .99980 .99981 .99981 .99982 .99983 .99983
3.6 .99984 .99985 .99985 .99986 .99986 .99987 .99987 .99988 .99988 .99989
3.7 .99989 .99990 .99990 .99990 .99991 .99991 .99992 .99992 .99992 .99992
3.8 .99993 .99993 .99993 .99994 .99994 .99994 .99994 .99995 .99995 .99995
3.9 .99995 .99995 .99996 .99996 .99996 .99996 .99996 .99996 .99997 .99997