Construction Project Scheduling and Control

Preface Preface to the First Edition Chapter 1: Introduction Planning and Scheduling What is a project? Project Management Plan Project Control Why Schedule Projects? The Scheduler Scheduling and Project Management Chapter 1 Exercises Chapter 2: Bar (Gantt) Charts Definition and Introduction Advantages of Bar Charts Disadvantages of Bar Charts Chapter 2 Exercises Chapter 3: Basic Networks Definition and Introduction Arrow Networks Node Networks Lags and Leads Recommendation for Proper Node Diagram Drawing Comparison of Arrow and Node Networks Networks versus Bar Charts Time-Scaled Logic Diagrams Chapter 3 Exercises Chapter 4: The Critical Path Method (CPM) Introduction Steps Required to Schedule a Project Supplemental Steps Resource Allocation and Leveling Beginning-of-Day or End-of-Day Convention The CPM Explained through Examples The Critical Path Definitions Lags and Leads in CPM Networks Further Discussion of Float Project Schedule "Health Check" Effect of the Imposed Finish Date on the Schedule Logic and Constraints The "Hub" Concept Chapter 4 Exercises Chapter 5: Precedence Networks Definition and Introduction The Four Types of Relationships The Percent Complete Approach Fast-Track Projects A Parallel Predecessor? CPM Calculations for Precedence Diagrams Interruptible Activities The Simplistic Approach The Detailed Approach Contiguous (Uninterruptible) Activities Multi-Stage Activities Types of Lags Final Discussion Chapter 5 Exercises Chapter 6: Resource Allocation and Resource Leveling Introduction The Three Categories of Resources What Is Resource Allocation? Resource Leveling Do All Resources Need to be Leveled? Multi-project Resource Leveling Leveling Resources in a Project (Examples) Resource Leveling from the General Contractor's Perspective Resource Calendars Resource Smoothing Work Space as a Resource Materials Management Chapter 6 Exercises Chapter 7: Schedule Updating and Project Control Introduction The Need for Schedule Updating Project Control Defined Schedule Updating Updating Schedules and Pay Requests Steps for Updating a Schedule Change in the Critical Path Project Control Measuring Work Progress Methods for Determining Percent Complete for Individual Activities Methods for Determining Percent Complete for the Entire Project Percent Complete for a Work Package Progress Payments and Percent Complete Earned Value Analysis Chapter 7 Exercises Chapter 8: Schedule Compression and Time-Cost Trade-Off Introduction How Important is it to Finish on Schedule? Setting Priorities Accelerating a Project How Can the Duration of a Project Be Shortened? Construction and Modularization How Does Accelerating a Project Work? Direct and Indirect Costs How to Choose the Best Method for Project Acceleration? Effect of Acceleration on Direct Cost Effect of Acceleration on Indirect Cost Effect of Acceleration on Total Cost Issues to Be Considered When Accelerating a Project Recovery Schedules Accelerating Projects Using Computers Potential Issues with Uncoordinated Project Acceleration Optimum Project Scheduling Chapter 8 Exercises Chapter 9: Reports and Presentations Introduction The Difference between Reports and Presentations Skills Necessary for Giving Good Presentations The Power of Presentations Reviewing Reports before and after Printing General Tips on Printing Reports Summary Reports Paper or Electronic Reports? E-Reports Communications in the International Environment Chapter 9 Exercises Chapter 10: Scheduling as Part of the Project Management Effort Introduction Project Objectives Defining and Measuring Project Success Scheduling and Estimating Evolution of a Cost Estimate and a Schedule for a Project Estimate-Generated Schedules Cost-Loaded Schedules Estimating and Accounting Scheduling and Accounting Scheduling and Change Orders Paperless Project Management Procurement Management Management of Submittals The Master Schedule and Subschedules Multiproject Management Time Contingency and Management Options Chapter 10 Exercises Chapter 11: Other Scheduling Methods Introduction Program Evaluation and Review Technique (PERT) Graphical Evaluation and Review Technique (GERT) Linear Scheduling Method (LSM) LSM and Project Schedule Acceleration Graphical Path Method (GPM) Relationship Diagramming Method (RDM) The Critical Path Segments (CPS) Scheduling Technique Chapter 11 Exercises Chapter 12: Dynamic Minimum Lag Relationship Introduction Similarity between the DML Concept and the Linear Scheduling Method (LSM) How Does DML Work? DML Relationship in CPM Calculations Conclusion Chapter 12 Exercises Chapter 13: The Critical Path Definition: Revisited Introduction What is the "Longest Path"? The Critical Path through Examples Resource Allocation and Resource Leveling The AACE Recommended Practices No. 49R-06 and 92R-17 Proposed Definition of the Critical Path Chapter 14: Construction Delays and Other Claims Preface Introduction Delay Claims Reasons for Claims Force Majeure Types of Delays Scheduling Mistakes Related to Delay Claims Project Documentation Delay Claims Resolution The Importance of CPM Schedules in Delay Claims Methods of Schedule Analysis As-built schedule Updated Impact Schedule As-Planned Schedule Comparison Schedule Accelerated Schedule Who Owns the Float Chapter 14 Exercises Chapter 15: Schedule Risk Management Introduction Types of Risk in Construction Projects Schedule Risk Types Definition of Risk Terms Importance of Good Planning for Risk Management Importance of Good CPM Scheduling Practices for Risk Assessment Risk Shifting in Contracts Schedule Risk Management Steps Expected Value Application in Scheduling Examples of Risk Adjustment Conclusion Chapter 15 Exercises Chapter 16: BIM-Based 4D Modeling and Scheduling Overview of the Building Information Modeling (BIM) Differences between BIM and CAD Definition and Benefits of 3D Modeling Definition and Benefits of 4D Modeling Steps for Creating 4D Models Definition and Benefits of 5D ModelingCase Study Lean Construction Chapter 16 Exercises Chapter 17: Project Scheduling for Owners Introduction Types of Owners Project Initiation Process Project Cost to an Owner The Owner's Organization Project Planning Using Available Tools Best Value The Evolution of the Schedule Choosing the Contract Type and Delivery Method Contract Templates Owner-Contractor Trust Relationship Project Financing Requiring and Approving a Schedule Owning and Managing Float Managing the Contractor Managing Scope / Changes Schedule Updating and Percent Complete Delay Claims: Avoidance and Resolution Chapter 17 Exercises Appendix A: Computer Project General Guidelines Cost Loading Updating the Project Change Order Resource Leveling Schedule Compression Schedule Compression 2 Delay Claim 1: Unforeseen Conditions Delay Claim 2: Change in the Owner's Requirements Appendix B: Sample Reports Tabular Reports Graphic Reports Abbreviations Glossary References Bibliography Index