Comprehensive guide examining analytical methods used to devise an efficient and successful schedule for construction projects of all sizes
The newly revised and updated Fifth Edition of Construction Project Scheduling and Control describes the tools and methods that make projects run smoothly, with invaluable information from a noted career construction professional, along with updated information on Building Information Modeling (BIM) and new technologies impacting project scheduling. The first chapter is now replaced by two chapters on planning and scheduling, separately. A new chapter on optimizing the schedule that applies all scheduling concepts has been added. The book also includes worked problems and exercises with scheduling software hints to enable students and practicing professionals to apply critical thinking to issues in construction scheduling.
This Fifth Edition includes a revised chapter on the definition of the critical path, which follows a discussion of resource management, schedule updating and project control, schedule acceleration, risk, and other topics. This edition also includes numerous notes on all aspects of the project that may impact the schedule. In addition, it features a chapter on project scheduling and control as viewed through the owner's perspective, as well as an expanded glossary, a list of acronyms, and more. Instructors who adopt this book will be provided with valuable materials including PowerPoint lecture slides, an instructor's manual with complete solutions to the book's exercises, and additional questions for exams.
Sample topics covered in Construction Project Scheduling and Control include:
Planning and scheduling as two different but related concepts
Bar (Gantt) charts
Basic networks, covering arrow networks, node networks, a comparison between the two, networks versus bar charts, and time-scaled logic diagrams
Precedence networks, covering CPM calculations for precedence diagrams for contiguous and interruptible activities and types of lags
Resource allocation and leveling, covering labor, equipment, and materials, and assigning budgets in computer scheduling programs
Schedule updating and project control, covering steps for updating a schedule, measuring work progress, and earned value managament (EVM)
Schedule acceleration concepts and techniques, and the impact of schedule acceleration on cost
Reports and documentation, especially as related to the project schedule
Schedule risk management
Delay and other claims management
Other scheduling methods, such as PERT and LSM
Dynamic Minimum Lag (DML) relationship (a new concept)
BIM and other technologies in modern construction scheduling
Construction scheduling from the owner's perspective
Written for undergraduate and graduate students in construction management, civil engineering, and architecture, as well as practicing construction management professionals, the Fifth Edition of Construction Project Scheduling and Control is an essential resource for gaining a foundational understanding of the field, along with the latest and most effective practices.
Auflage
Sprache
Verlagsort
Zielgruppe
Maße
Höhe: 241 mm
Breite: 189 mm
Dicke: 44 mm
Gewicht
ISBN-13
978-1-394-21572-0 (9781394215720)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Dr. Saleh Mubarak (Tampa, FL) is a professor and an independent consultant in construction project management, focused on training, writing, public speaking, and consulting. He is an adjunct professor at the University of South Florida (USF) and a former professor at several universities. He is also an active member of AACE International and a former member of PMI. He served on the PMI committee that created the professional scheduler certification exam. He has more than 35 years of diversified and international experience in academia and industry in private and public sectors.
Preface xvii
About the Companion Website xix
Chapter 1 Introduction to Project Planning 1
Introduction 2
Who Must Plan? 2
What is a Project? 4
Are Projects Unique? 5
Whose Project Is It? 5
The Project Management Plan 6
Programs and Portfolios 7
Components of a project 10
Where to Draw the Line? 11
Planning Progression with The Project Lifecycle 12
Project Planning and Site Liability 15
The PMI Project Management Process Groups 15
Planning During the Construction Phase 16
The Contractor's Organization's Strategic Planning 16
Chapter 1 Exercises 17
Chapter 2 Introduction to Project Scheduling 19
Introduction 20
History of Project Scheduling 21
The Evolution of a Project Schedule 22
Why Schedule Projects? 24
Do Contractors Need a Schedule for All Projects? 28
The Development of the Schedule and the Contract Type 29
The Schedule During the Execution Phase 33
The Schedule is More Than a Timeline! 34
Planning and Scheduling 35
The Scheduler and The Scheduling System 36
Certification 37
The Tripod of a Good Scheduling System 38
Chapter 2 Exercises 39
Chapter 3 Bar (Gantt) Charts 41
Definition and Introduction 42
Advantages of Bar Charts 45
Disadvantages of Bar Charts 46
Chapter 3 Exercises 47
Chapter 4 Basic Logic Networks 51
Definition and Introduction 52
Arrow Networks 52
Brief Explanation 52
The Logic 53
Dummy Activities 54
Redundancies 59
Node Networks 60
Lags and Leads 62
Recommendations for Proper Node Diagram Drawing 63
Comparison of Arrow and Node Networks 66
Networks Versus Bar Charts 68
Effective Use of Bar Charts with CPM 69
Time-Caled Logic Diagrams 69
Chapter 4 Exercises 70
Chapter 5 The Critical Path Method (CPM) 75
Introduction 76
Steps Required to Schedule a Project 77
Main Steps 77
The Project Breakdown 78
Activities' Attributes 83
Determine Activities' Durations 84
Set Up Logical Relationships 86
Create the Logic Network and Perform the CPM Calculations 87
Supplemental Steps 87
Review and Finalize the Schedule 88
Implement the Schedule 89
Monitor and Control the Schedule 90
Closing Out and Archiving 90
Cost/Resource Allocation (or Loading) 91
Load Direct or Indirect Cost? 92
Resource Leveling 92
Beginning-of-Day or End-of-Day Convention 93
The CPM Explained Through Examples 94
The CPM with Computer Software Programs 98
The Critical Path 98
Definitions 99
Free Float 102
More Definitions 105
Float Check 106
Node Format 107
Lags and Leads in CPM Networks 107
Further Discussion of Float 113
Effect of Choice of Dates on Cash Flow 114
Project Schedule "Health Check" 115
Event Times in Arrow Networks 115
Effect of the Imposed Finish Date on the Schedule 117
Project Float 118
Logic and Constraints 122
The "Hub" Concept 124
The CPM and Scheduling 124
Owner's Acceptance and Approval of the Schedule 125
Chapter 5 Exercises 126
Chapter 6 Precedence Networks 133
Definition and Introduction 134
The Four Types of Relationships 137
Important Comments about the Four Types of Relationships 138
The Percent Complete Approach 138
Fast-track Projects 139
A Parallel Predecessor? 141
CPM Calculations For Precedence Diagrams 142
Interruptible Activities 142
The Simplistic Approach 148
General Notes on the Simplistic Approach 149
Alternative Approach 151
The Detailed Approach 153
Definitions 155
Contiguous (Uninterruptible) Activities 156
Remedy for Interruptible Activities 161
Multistage Activities 164
Types of Lags 164
Final Discussion 167
Chapter 6 Exercises 167
Chapter 7 Resource Management 173
Introduction 174
The Three Categories of Resources 174
Labor 174
Equipment 174
Materials 175
What is Resource Allocation? 175
Resource Leveling 176
What Is Resource Leveling? 176
Why Level Resources? 176
Do All Resources Have To Be Leveled? 176
Multiproject Resource Sharing and Leveling 177
Assigning Budgets in Computer-scheduling Programs 179
Leveling Resources in a Project 180
Discussion of Example 7.3 193
More Discussion 194
Resource Leveling from the General Contractor's Perspective 198
Resource Calendars 199
Resource Smoothing 199
Workspace as a Resource 200
Materials Management 200
Interesting Comparison 203
Chapter 7 Exercises 204
Chapter 8 Schedule Updating and Project Control 209
Introduction 210
Project Control Defined 210
Schedule Updating 211
What Is a Baseline Schedule? 211
What Is an Updated Schedule? 214
What Is the Data Date? 214
What Type of Information Is Needed for Updating Schedules? 215
Frequency of Updating 218
Retained Logic or Progress Override 219
Auto-updating 219
Updating Schedules and Progress Payment Requests 220
"Degressing" an In-progress Schedule to Create a Baseline Schedule 222
Effect of Adding or Deleting Activities on Logic 223
Steps for Updating a Schedule 227
Importance of Updating Remaining Duration 233
Future Activities Review 235
Who Has Authority to Update the Schedule? 237
Changes in the Critical Path 239
Float after the Update 240
Contractor-created Float 241
Data and Information 242
Project Control 242
Measuring Work Progress 242
Methods for Determining Percent Complete for Individual Activities 243
Methods for Determining Percent Complete for a Work Package or the Entire Project 248
Discussion of the Methods 251
Percent Complete and the Computer Software 252
Progress Payments and Percent Complete 257
Earned Value Management 260
Earned Value versus CPM 264
S Curves 265
Chapter 8 Exercises 268
Chapter 9 Schedule Acceleration and Time-Cost Trade-Off 275
Introduction 276
How Important is it to Finish On Schedule? 277
Setting Priorities 277
Accelerating a Project 278
What Is "Accelerating" a Project? 278
Why Accelerate a Project? 278
How Can Project Duration Be Shortened? 279
Acceleration and Fast-tracking 287
Construction and Modularization 287
How Does Accelerating a Project Work? 289
Direct and Indirect Costs 293
Cost Concepts as They Relate to Schedule Compression 295
Choosing the Best Method for Project Acceleration 295
Effect of Acceleration on Direct Costs 296
Effect of Acceleration on Indirect Costs 297
Effect of Acceleration on Total Cost 299
Issues to Consider When Accelerating a Project 302
Schedule Acceleration Through an Example 305
Accelerating Projects Using Computers 310
Potential Issues with Uncoordinated Project Acceleration 311
Recovery Schedules 312
Project Scheduling and Prevailing Economic Conditions 312
Optimum Scheduling 314
Productivity and Cost Multipliers 316
Planning and Schedule Acceleration 319
Chapter 9 Exercises 320
Chapter 10 Reports and Presentations 325
Introduction 326
The Difference Between Reports and Presentations 331
Skills Necessary for Good Presentations 333
Effective Reports and Presentations 335
Reviewing Reports Before and After Printing 337
General Tips on Preparing and Printing Reports 338
Summary Reports 339
Paper or Electronic Reports? 340
E-Reports 343
Communications in The International Environment 343
Chapter 10 Exercises 345
Chapter 11 Scheduling as Part of the Project Management Effort 349
Introduction 350
Project Objectives 351
Scheduling and Estimating 352
Evolution of a Cost Estimate and a Schedule for a Project 355
Estimate-generated Schedules 359
Cost-loaded Schedules 360
Estimating and Accounting 361
Scheduling and Accounting 363
Scheduling and Change Orders 363
Paperless Project Management 364
Procurement Management 365
Management of Submittals 366
The Master Schedule and Subschedules 368
Defining and Measuring Project Success 369
Multiproject Management 371
Chapter 11 Exercises 373
Chapter 12 Other Scheduling Methods 377
Introduction 378
Program Evaluation and Review Technique (PERT) 378
Concept of PERT 378
How PERT Works 379
PERT Calculations 379
Graphic Explanation 382
"Most Likely" versus "Expected" Durations 389
Is the Longest Path Still the Most Critical? 389
Using PERT to Calculate the Date of an Event with a Certain Level of Confidence 392
Determining the Probability of a Certain Project Finish Date (Multiple Paths Considered) 393
PERT and the Construction Industry 394
PERT and Computer Project-scheduling Software 394
Graphical Evaluation and Review Technique (GERT) 395
Repetitive Scheduling Method (RSM) 396
Linear Scheduling Method (LSM) 398
Steps to Build a Schedule Using the LSM 399
How the LSM Works 399
LSM and Project Schedule Acceleration 404
Can RSM/SIPS or LSM and CPM Work Together? 405
LSM Computer Software Programs 406
Graphical Path Method (GPM) 407
Relationship Diagramming Method (RDM) 411
The Critical Path Segments (CPS) Scheduling Technique 415
Chapter 12 Exercises 417
Chapter 13 Dynamic Minimum Lag Relationship 421
Introduction 422
Why DML? 422
Similarity Between the DML Concept and The Linear Scheduling Method (LSM) 423
How Does DML Work? 423
DML Relationship in CPM Calculations 426
Can the Lag in the DML Relationship Be a Percentage? 427
Conclusion 437
Chapter 13 Exercises 440
Chapter 14 Schedule Risk Management 441
Introduction 442
Types of Risk in Construction Projects 444
Schedule Risk Types 444
Types of Schedule Risks 447
General Duration Uncertainty 447
Specific Risk Events 449
Network Logic Risks 450
Definition of Risk Terms 451
Importance of Good Planning for Risk Management 452
Importance of Good CPM Scheduling Practices for Risk Assessment 453
Risk Shifting in Contracts 455
Schedule Risk Management Steps 456
Risk Management Planning 458
Identifying Schedule Risks 459
Performing Qualitative Analysis 460
Performing Quantitative Analysis 462
The Risk Matrix 462
Responding to and Addressing Risks 462
Monitoring and Updating the Risk Management Plan 463
Expected Value 464
Application in Scheduling 466
Examples of Risk Adjustment 467
The Concept of Contingency 468
Conclusion 468
Chapter 14 Exercises 469
Chapter 15 Construction Delays and Other Claims 471
Introduction 472
Delay Claims 473
Reasons for Claims 474
Force Majeure 477
Types of Delays 477
Types of Damages in Construction Projects 479
Scheduling Mistakes Related to Delay Claims 479
Project Documentation 482
Delay Claims Resolution 485
The Importance of CPM Schedules in Delay Claims 489
Methods of Schedule Analysis 489
As-built Schedule 489
Updated Impact Schedule 490
As-planned Schedule 490
Comparison Schedule 490
Accelerated Schedule 490
Who Owns the Float? 491
Conclusion on Delay and Float 491
Chapter 15 Exercises 497
Chapter 16 Optimizing the CPM Schedule 499
Introduction 500
Importance of Schedule Accuracy and Simplicity 501
The CPM Schedule Stages 501
The Contract Stage 502
The Schedule Creation Stage: Work Breakdown 504
The Schedule Creation Stage: Activities Durations and Other Attributes 507
The Schedule Creation Stage: The Logic 511
The Schedule Creation Stage: Cost/Resource Loading 514
The Critical Path Stage 515
The Schedule Review Stage 516
The Execution Stage 517
The Reporting and Documentation Stage 520
The Scheduler and the Computer 522
Certification 523
The Tripod of A Good Scheduling System 524
Chapter 17 The Critical Path Definition: Revisited 525
Introduction 526
What is The "Longest Path"? 527
The Critical Path Through Examples 528
The Simple Case 528
Imposed Finish Date 529
Activities with Lags 530
Activities with Constraints 531
Activities with Different Calendars 533
Precedence Diagrams 534
Resource Constraints 537
Resource Allocation and Resource Leveling 539
Risk and Probabilistic Durations 540
Risk, Consequences, or Both? 541
The AACE-Recommended Practices No. 49R-06 and 92r-17 542
Proposed Definition of The Critical Path 543
Changes in The Critical Path 544
Chapter 18 BIM and Other Technologies in Modern Construction Scheduling 545
Introduction to 4D BIM in Construction Scheduling 546
Significance of 4D BIM in Modern Project Management 546
Developing 4D Models: Tools and Techniques 546
Software Options for 4D BIM 546
Process for 4D Model Development 547
Case Study: Applying 4D Scheduling to High-RrISE Tower Construction 548
Step 1: Creating 3D Models in Revit for 4D Scheduling 548
Step 2: Installing Navisworks 549
Step 3: Preparing and Exporting Schedule 550
Step 4: Launching TimeLiner Tool in Navisworks Manage 550
Step 5: Performing Simulation Using Viewpoints 552
Step 6: Reviewing Play Simulation and Analyzing 552
Challenges and Solutions in Adopting 4D BIM 556
Future Outlook for 4D BIM in Construction 557
Emerging Trends and the Potential of New Technologies 557
Integrating AR/VR for Enhanced 4D Visualization 558
AR/VR Overview and Applications for 4D BIM 558
Defining AR and VR 558
Applications for Enhancing 4D Model Visibility 558
Workflow for Visualizing 4D in AR/VR 559
Learning Resources for Students 559
Free and Low-cost Options for 4D Software 559
Tutorials and Demo Models for Practicing 4D Workflow 560
Chapter 18 Exercises 560
Chapter 19 Project Scheduling for Owners 561
Appendix A Computer Project 583
Introduction 562
Types of Owners 562
Impact of Type of Owner on the Project 562
Project Initiation Process 563
Project Cost to an Owner 564
The Owner's Organization 566
Project Planning 567
Using Available Tools 568
Best Value 569
The Evolution of the Schedule 570
Choosing the Contract Type and Delivery Method 570
Contract Templates 571
Owner-Contractor Trust Relationship 572
Project Financing 573
Requiring and Approving a Schedule 574
Owning and Managing Float 575
Managing the Contractor 576
Managing Scope/Changes 577
Schedule Updating and Percent Complete 578
Delay Claims: Avoidance and Resolution 579
Chapter 19 Exercises 580
General Guidelines 583
Assignment 1 587
Cost Loading 588
Assignment 2 589
Updating the Project 590
Assignment 3 590
Change Order 591
Assignment 4 591
Resource Leveling 592
Assignment 5 592
Schedule Compression 1 592
Assignment 6 592
Schedule Compression 2 594
Assignment 7 594
Delay Claim 1: Unforeseen Conditions 595
Assignment 8 595
Delay Claim 2: Change in the Owner's Requirements 595
Assignment 9 596
Appendix B Sample Reports 597
Tabular Reports 597
Graphic Reports 617
Abbreviations 629
Glossary 635
Bibliography 663
Index 673
