Construction scheduling principles and practices
Book : Construction scheduling principles and practices
Summary
Preface v
Chapter 1 Overview of Project Management Basics 1
Introduction 1
Four Primary Objectives of Project Management 1
Quality 2
Time 2
Budget or Costs 2
Safety 2
Challenge of Balancing the Major Objectives 3
How to Achieve the Primary Objectives 3
Being a Manager—Assuming the Responsibility 4
Conclusion 5
Application 5
Chapter 2 Why Schedule 6
Introduction 6
Time Management Matrix 7
Using the Schedule to Control Your Projects and Your Life 8
Reduce Total Construction Time 9
Reduce the Costs of Labor, Overhead, Interest on Loans,
and Capital 9
Provide a More Continuous Work Flow 11
Increase Productivity 11
Give Employees and Subcontractors a Goal to Work Toward 11
Improve Your Company Image—Makes You
Look Professional 12
Meet Owners’ Requirements 13
Force Detailed Thinking and Planning 13
Improve Communication 14
Conclusion 15
Application 16
Chapter 3 Checklists, Daily To-Do Lists, and Magnetic
Scheduling Boards 17
Introduction 17
Selecting a Scheduling System 17
Checklists 18
Automating Checklist Schedules with Microsoft Excel 21
Daily To-Do Lists and Planners 22
Electronic Planners 24
Magnetic Scheduling Boards 24
Conclusion 26
Application 26
Chapter 4 Bar Chart Schedules 27
Introduction 27
History of Bar Charts 27
Creating Bar Charts 28
Determining the Level of Detail 30
Updating Bar Charts 30
Showing Progress on a Bar Chart 30
Using Three-Week Look-Ahead Bar Charts 33
Creating Bar Charts with Microsoft Excel 33
Examples of Computer-Generated Bar Charts 33
Conclusion 35
Application 37
Chapter 5 Introduction to CPM Scheduling 38
Introduction 38
Development and Features of Critical Path Method (CPM) 38
CPM Shows the Construction Logic 39
CPM Identifies the Critical Activities 40
CPM Helps Determine the Effects of Change
Orders or Delays 41
CPM Allows Management to Set Priorities 42
CPM Adapts to Any Project—Simple or Complex 42
CPM Is Easy to Follow Visually 42
CPM Allows Analysis of Different Methods or Sequences of
Construction 43
CPM Is Useful for Court Cases—Proving Responsible
Party for Delays 43
CPM Creates Teamwork 43
Why CPM Is Not Better Known or Used 44
Disadvantages of CPM 44
Conclusion 45
Application 45
Chapter 6 Creating the Network Logic Diagram 46
Introduction 46
Thoroughly Familiarize Yourself with the Project 46
Interview Key Management Personnel 47
Breakdown the Project into Activities 47
Use a Work Breakdown Structure (WBS) 48
Create the Network Logic Diagram 49
Eliminate Redundant Arrows 51
Consider Other Methods for Creating
the Logic Diagram 53
Make Sure the Logical Relationships are Accurate 55
Conclusion 56
Application 56
Chapter 7 Determining Durations 57
Introduction 57
The Relationship of Activity Duration to Activity Cost 58
The Textbook Approach 59
Durations from Subcontractors or Vendors 59
Durations from Experienced Superintendents or
Crew Leaders 60
Scheduling for Inclement Weather 60
Adding the Duration to the Network Logic Diagram 61
Conclusion 62
Application 62
Chapter 8 Calculating Start and Finish Dates 63
Introduction 63
Calculating Early Start and Early Finish Dates—
The Forward Pass 63
Calculating Late Start and Late Finish Dates—
The Backward Pass 66
Calculating Total Float 68
Determining the Critical Path Activities 69
Determining the Effects of a Change or Delay 70
Gaining Additional Experience with CPM 71
Converting Work Days to Calendar Dates 72
Solutions to Practice Problems 74
Conclusion 75
Application 76
Chapter 9 Calculating Total, Shared, Free, Independent, and
Negative Float 77
Introduction 77
Total Float 78
Shared Float 78
Free Float 80
Independent Float 82
Negative Float 84
Using Float to Help Manage the Project 85
When to Give Away Float and When to Keep or Hide It 85
To Whom Does Float Belong 86
Conclusion 87
Application 87
Chapter 10 Using Lags in Network Logic Diagrams 91
Introduction 91
Finish-To-Start Relationships 91
Start-To-Start Relationships 92
Finish-To-Finish Relationships 93
Start-To-Finish Relationships 94
Example Project Using Lags 94
Tabular Report of a Project with Lags 95
Start and Finish Date Calculations with Lags 96
Bar Chart of a Project with Lags 97
Conclusion 99
Application 99
Chapter 11 Reviewing and Analyzing the Schedule 100
Introduction 100
Are the Relationships Valid 100
Physical Relationships 100
Safety Relationships 101
Quality Relationships 102
Cost Relationships 103
Does the Project Completion Date Meet Contract
Requirements 103
Compressing the Schedule 103
Expanding the Schedule 104
Is The Critical Path Where Experience Says It Should Be 105
Milestones 105
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