Construction Project Scheduling and Control

Cover......Page 1
Title Page......Page 3
Copyright......Page 4
Contents......Page 5
Preface......Page 15
Preface to the First Edition......Page 19
Chapter 1 Introduction......Page 21
  What Is a Project?......Page 22
  Are Projects Unique?......Page 24
  Project Management Plan......Page 27
 Why Schedule Projects?......Page 28
  Certification......Page 31
 Scheduling and Project Management......Page 32
 Chapter 1 Exercises......Page 33
Chapter 2 Bar (Gantt) Charts......Page 35
 Definition and Introduction......Page 36
 Advantages of Bar Charts......Page 38
 Disadvantages of Bar Charts......Page 40
 Chapter 2 Exercises......Page 41
Chapter 3 Basic Networks......Page 43
  Brief Explanation......Page 44
  Notation......Page 45
  Dummy Activities......Page 46
 Node Networks......Page 51
  Lags and Leads......Page 52
  Recommendations for Proper Node Diagram Drawing......Page 55
 Comparison of Arrow and Node Networks......Page 57
 Networks versus Bar Charts......Page 59
 Time‐Scaled Logic Diagrams......Page 60
 Chapter 3 Exercises......Page 61
Chapter 4 The Critical Path Method (CPM)......Page 65
 Introduction......Page 66
  Main Steps......Page 67
  Supplemental Steps......Page 75
  Resource Allocation and Leveling......Page 77
  Example 4.1: Logic Networks and the CPM......Page 79
  The CPM with Computer Software Programs......Page 83
  The Critical Path......Page 84
  Definitions......Page 85
  Examples 4.2 and 4.3: Node Diagrams and the CPM......Page 86
  Free Float......Page 87
  More Definitions......Page 90
  Float Check......Page 91
  Node Format......Page 92
  Lags and Leads in CPM Networks......Page 93
  Further Discussion of Float......Page 96
  Project Schedule “Health Check”......Page 98
  Event Times in Arrow Networks......Page 99
  Effect of the Imposed Finish Date on the Schedule......Page 101
  Discussion of Example 4.7......Page 102
 Logic and Constraints......Page 104
  The Critical Path Method and Scheduling......Page 105
 Chapter 4 Exercises......Page 106
Chapter 5 Precedence Networks......Page 113
 Definition and Introduction......Page 114
 The Four Types of Relationships......Page 117
  The Percent Complete Approach......Page 118
  Fast‐Track Projects......Page 119
  A Parallel Predecessor?......Page 121
 Interruptible Activities......Page 122
  The Simplistic Approach......Page 125
  Alternative Approach......Page 127
  The Detailed Approach......Page 130
  Contiguous (Uninterruptible) Activities......Page 133
  Remedy for Interruptible Activities......Page 137
 Multistage Activities......Page 140
 Types of Lags......Page 141
 Final Discussion......Page 143
 Chapter 5 Exercises......Page 144
Chapter 6 Resource Allocation and Resource Leveling......Page 149
  Equipment and Materials......Page 150
  Why Level Resources?......Page 151
  Multiproject Resource Leveling......Page 152
  Assigning Budgets in Computer Scheduling Programs......Page 154
  Leveling Resources in a Project......Page 156
  Resource Leveling from the General Contractor's Perspective......Page 173
 Materials Management......Page 175
 Chapter 6 Exercises......Page 179
Chapter 7 Schedule Updating and Project Control......Page 183
 Project Control Defined......Page 184
  What Is a Baseline Schedule?......Page 185
  What Is an Updated Schedule?......Page 187
  What Kind of Information Is Needed for Updating Schedules?......Page 188
  Frequency of Updating......Page 191
  Auto‐Updating......Page 192
  Updating Schedules and Pay Requests......Page 193
  “Degressing” an In‐Progress Schedule to Create a Baseline Schedule......Page 195
  Effect of Adding or Deleting Activities on Logic......Page 196
  Steps for Updating a Schedule......Page 200
  Float after the Update......Page 211
  Contractor‐Created Float......Page 212
  Data and Information......Page 213
  Measuring Work Progress......Page 214
  Earned Value Analysis......Page 228
 Chapter 7 Exercises......Page 237
Chapter 8 Schedule Compression and Time‐Cost Trade‐Off......Page 243
 Introduction......Page 244
 Setting Priorities......Page 245
  Why Accelerate a Project?......Page 246
  How Can Project Duration Be Shortened?......Page 247
 Construction and Modularization......Page 255
  How Does Accelerating a Project Work?......Page 256
 Direct and Indirect Costs......Page 258
  Choosing the Best Method for Project Acceleration......Page 260
  Effect of Acceleration on Direct Costs......Page 261
  Effect of Acceleration on Indirect Costs......Page 262
  Effect of Acceleration on Total Cost......Page 263
  Issues to Consider When Accelerating a Project......Page 265
 Recovery Schedules......Page 267
 Accelerating Projects Using Computers......Page 272
 Potential Issues with Uncoordinated Project Acceleration......Page 273
  Optimum Project Scheduling......Page 274
  Project Scheduling and Prevailing Economic Conditions......Page 275
  Optimum Scheduling......Page 276
  Productivity and Cost Multipliers......Page 278
 Chapter 8 Exercises......Page 280
Chapter 9 Reports and Presentations......Page 285
 Introduction......Page 286
 The Difference between Reports and Presentations......Page 290
 Skills Necessary for Giving Good Presentations......Page 292
 The Power of Presentations......Page 293
 Reviewing Reports before and after Printing......Page 295
 General Tips on Printing Reports......Page 296
 Paper or Electronic Reports?......Page 297
 Communications in the International Environment......Page 300
 Chapter 9 Exercises......Page 302
Chapter 10 Scheduling as Part of the Project Management Effort......Page 305
 Introduction......Page 306
 Project Objectives......Page 307
 Defining and Measuring Project Success......Page 308
 Scheduling and Estimating......Page 310
  Evolution of a Cost Estimate and a Schedule for a Project......Page 311
  Estimate‐Generated Schedules......Page 314
 Estimating and Accounting......Page 316
 Scheduling and Change Orders......Page 318
 Paperless Project Management......Page 319
 Procurement Management......Page 320
 Management of Submittals......Page 321
 The Master Schedule and Subschedules......Page 323
 Multiproject Management......Page 324
 Time Contingency and Management Options......Page 325
 Chapter 10 Exercises......Page 328
Chapter 11 Other Scheduling Methods......Page 331
  Concept of PERT......Page 332
  PERT Calculations......Page 333
  Graphic Explanation......Page 336
  Is the Longest Path Still the Most Critical?......Page 343
  Using PERT to Calculate the Date of an Event with a Certain Level of Confidence......Page 346
  Determining the Probability of a Certain Project Finish Date (Multiple Paths Considered)......Page 347
  PERT and Computer Project‐Scheduling Software......Page 348
 Graphical Evaluation and Review Technique (GERT)......Page 349
 Linear Scheduling Method (LSM)......Page 350
  How the LSM Works......Page 351
  LSM Computer Software Programs......Page 357
  Graphical Path Method (GPM)......Page 358
  Relationship Diagramming Method (RDM)......Page 362
  The Critical Path Segments (CPS) Scheduling Technique......Page 366
 Chapter 11 Exercises......Page 368
Chapter 12 Dynamic Minimum Lag Relationship......Page 373
  Why DML?......Page 374
 Similarity between the DML Concept and the Linear Scheduling Method (LSM)......Page 375
 How Does DML Work?......Page 376
 DML Relationship in CPM Calculations......Page 378
  Can the Lag in the DML Relationship Be a Percentage?......Page 379
 Conclusion......Page 385
 Chapter 12 Exercises......Page 386
 Introduction......Page 387
 What Is the “Longest Path”?......Page 388
  The Simple Case......Page 389
  Activities with Lags......Page 390
  Activities with Constraints......Page 391
  Precedence Diagrams......Page 393
  Further Discussion of Example 7......Page 395
  Resource Constraints......Page 397
 Resource Allocation and Resource Leveling......Page 398
  Risk, Consequences, or Both?......Page 399
 Proposed Definition of the Critical Path......Page 401
 Changes in the Critical Path......Page 402
Chapter 14 Construction Delays and Other Claims......Page 403
 Delay Claims......Page 404
 Reasons for Claims......Page 406
 Force Majeure......Page 408
 Types of Delays......Page 409
 Scheduling Mistakes Related to Delay Claims......Page 410
 Project Documentation......Page 413
 Delay Claims Resolution......Page 416
 Methods of Schedule Analysis......Page 419
  Accelerated Schedule......Page 420
  Who Owns the Float......Page 421
 Chapter 14 Exercises......Page 426
Chapter 15 Schedule Risk Management......Page 429
 Introduction......Page 430
 Types of Risk in Construction Projects......Page 431
 Schedule Risk Types......Page 432
  General Duration Uncertainty......Page 434
  Specific Risk Events......Page 436
  Network Logic Risks......Page 437
 Definition of Risk Terms......Page 438
 Importance of Good CPM Scheduling Practices for Risk Assessment......Page 440
 Risk Shifting in Contracts......Page 442
 Schedule Risk Management Steps......Page 444
  Risk Management Planning......Page 445
  Performing Qualitative Analysis......Page 447
  Responding to and Addressing Risks......Page 449
 Expected Value......Page 450
 Application in Scheduling......Page 452
 Examples of Risk Adjustment......Page 453
 Conclusion......Page 454
 Chapter 15 Exercises......Page 455
  Definition and Benefits of BIM......Page 457
  Differences between BIM and CAD......Page 458
  Definition and Benefits of 3D Modeling......Page 460
  Definition and Benefits of 4D Modeling......Page 461
  Steps for Creating 4D Models......Page 462
  Definition and Benefits of 5D Modeling......Page 463
  Creating and Linking the 3D Model......Page 465
  Information about the TimeLiner Tab......Page 466
  Creating and Importing Project Schedules......Page 467
  Defining Task Types......Page 471
  Creating the 4D Model and Project Animation......Page 473
  Exporting Snapshots and Animation......Page 477
  Using Integrated Systems......Page 481
  Lean Construction......Page 482
 Chapter 16 Exercises......Page 484
 Introduction......Page 487
 Project Initiation Process......Page 488
  Project Planning......Page 491
  Best Value......Page 493
  The Evolution of the Schedule......Page 494
  Choosing the Contract Type and Delivery Method......Page 495
  Contract Templates......Page 496
 Project Financing......Page 497
 Requiring and Approving a Schedule......Page 498
  Owning and Managing Float......Page 499
  Managing Scope/Changes......Page 500
  Delay Claims: Avoidance and Resolution......Page 502
 Chapter 17 Exercises......Page 503
 General Guidelines......Page 505
  Assignment 1......Page 508
 Cost Loading......Page 509
 Updating the Project......Page 511
 Change Order......Page 512
  Assignment 5......Page 513
  Assignment 6......Page 514
 Delay Claim 1: Unforeseen Conditions......Page 516
  Assignment 9......Page 517
 Tabular Reports......Page 519
 Graphic Reports......Page 537
Abbreviations......Page 549
Glossary......Page 555
Bibliography......Page 579
Index......Page 587
EULA......Page 595