JUNE 1999 CIVIL ENGINEERING MAGAZINE
Photos by Andy Ryan Craig B. Smith, P.E. A process of forensic
analysis that applied modern-day technology to bridge the chasm of
time provides some surprising answers to the question of how the
Great Pyramid at Giza was built.
The construction of the Great Pyramid at Giza is one of the marvels
of the ancient world. Originally 481 ft (147 m) high—the top 30 ft (9
m) have been lost to the ravages of time—the pyramid rests on a base
that covers an area of 13.1 acres (5.3 ha), incorporates 3.4 million
cu yd (2.6 million m3) of material, and is roughly two-thirds the
size of Hoover Dam. For centuries mankind has wondered how the early
Egyptians were able to accurately level the site, position enormous
blocks of limestone and granite—some weighing as much as 20 tons (18
Mg)—and then construct the immense structure with great precision in
terms of both its dimensions and orientation.
In addition to the construction challenges the project posed, it
required a sophisticated approach to program and construction
management. The project entailed the staging of a remarkable
construction undertaking that required the marshaling of vast amounts
of materials from all over the Egyptian kingdom; the feeding,
housing, and payment of thousands of workers; and the scheduling of
the work for timely completion—that is, prior to the death of the
pharaoh.
Working closely with leading Egyptologists in both Egypt and the
United States—most notably, Mark Lehner, an Egyptologist with the
Harvard Semitic Museum—a team of construction managers with the
international architectural, engineering, and construction management
firm Daniel, Mann, Johnson, & Mendenhall (DMJM) performed a forensic
analysis to determine the construction methods and construction
management techniques that were employed by the ancient Egyptians in
constructing the Great Pyramid. By applying modern program management
and construction management methods the project team developed a
number of interesting insights into centuries-old mysteries
concerning the size of the workforce, the duration of construction,
and the design of the construction ramp.
Khufu's pyramid, which is often referred to as the Great Pyramid, is
a structural marvel. The remains of an ancient construction ramp are
visible in the foreground. Craig Smith (at left) and noted
Egyptologist Mark Lehner stand in the remains of the workers'
village, which Lehner excavated. Program management is the science and
practice of managing large private and public projects. DMJM
functions as the program manager for projects around the globe,
managing large, complex programs for clients in both the public and
private sectors. The logistical issues—making certain everything
comes together at the right time, in the right quantity, with the
right quality—are among the greatest challenges of these projects and
become the major preoccupation of the program manager. To clearly
illustrate the complex activities undertaken by a program manager in
today's environment, DMJM sought a compelling example that would be
familiar to most people. Someone commented, "If you think managing
today's projects is complex, try building the Great Pyramid!" And
thus, our project—Program/Construction Management in 2550 b.c.:
Building the Great Pyramid at Giza—was born. Initially, our goal was
simply to identify the major steps that a hypothetical program
manager would have undertaken to construct the Great Pyramid at Giza.
We asked the team of construction managers to visualize the work that
would be required so that we could prepare logic diagrams, schedules,
and other tools of the program manager.
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