Construction Project Scheduling and Control: Red Vector Bundle

Written by a career construction professional, this text about scheduling and project control addresses the average student, detailing all the steps clearly and without shortcuts. And now, for the first time, the book is part of a learning package that comes with access to an online course built around the book provided by online training leader Red Vector. Solved and unsolved exercises cover all subjects and computer software programs for construction are included for each chapter. The book, and by extension the class, presents precedence networks as the realistic solution to scheduling, the main part of project control, and introduces new concepts in CPM scheduling such as the author's own Dynamic Minimum Lag technique. The new edition includes coverage of building image modeling (BIM), lean construction, sustainability, and other cutting edge construction topics.

Table of Contents:
Preface ix Preface to the First Edition xiii Chapter 1 Introduction 1 Planning and Scheduling 2 Project Control 8 Why Schedule Projects? 8 The Scheduler 10 Scheduling and Project Management 12 Chapter 1 Exercises 12 Chapter 2 Bar (Gantt) Charts 15 Definition and Introduction 16 Advantages of Bar Charts 19 Disadvantages of Bar Charts 20 Chapter 2 Exercises 21 Chapter 3 Basic Networks 23 Definition and Introduction 24 Arrow Networks 24 Node Networks 32 Comparison of Arrow and Node Networks 38 Networks versus Bar Charts 39 Time-Scaled Logic Diagrams 40 Chapter 3 Exercises 41 Chapter 4 The Critical Path Method (CPM) 45 Introduction 46 Steps Required to Schedule a Project 47 Supplemental Steps 54 Resource Allocation and Leveling 56 Beginning-of-Day or End-of-Day Convention 58 The CPM Explained through Examples 58 Logic and Constraints 81 Chapter 4 Exercises 84 Chapter 5 Precedence Networks 91 Definition and Introduction 92 The Four Types of Relationships 95 The Percent Complete Approach 96 Fast-Track Projects 97 A Parallel Predecessor? 99 CPM Calculations for Precedence Diagrams 100 The Detailed Approach 108 The Critical Path Revisited 117 Final Discussion 117 Chapter 5 Exercises 119 Chapter 6 Resource Allocation and Resource Leveling 123 Introduction 124 The Three Categories of Resources 124 What Is Resource Allocation? 125 Resource Leveling 125 Materials Management 148 Chapter 6 Exercises 151 Chapter 7 Schedule Updating and Project Control 155 Introduction 156 The Need for Schedule Updating 156 Project Control Defined 156 Schedule Updating 157 Project Control 184 Chapter 7 Exercises 205 Chapter 8 Schedule Compression and Time-Cost Trade-Off 211 Introduction 212 Setting Priorities 213 Accelerating a Project 213 Construction versus Manufacturing 221 Direct and Indirect Costs 224 Recovery Schedules 231 Accelerating Projects Using Computers 236 Potential Issues with Uncoordinated Project Acceleration 237 Chapter 8 Exercises 244 Chapter 9 Reports and Presentations 247 Introduction 248 The Difference between Reports and Presentations 252 Skills Necessary for Giving Good Presentations 254 The Power of Presentations 255 Reviewing Reports before and after Printing 257 General Tips on Printing Reports 258 Summary Reports 259 Paper or Electronic Reports? 259 E-Reports 262 Communications in the International Environment 263 Chapter 9 Exercises 264 Chapter 10 Scheduling as Part of the Project Management Effort 267 Introduction 268 Project Objectives 269 Defining and Measuring Project Success 270 Scheduling and Estimating 271 Estimating and Accounting 278 Scheduling and Accounting 279 Scheduling and Change Orders 280 Paperless Project Management 281 Procurement Management 281 Management of Submittals 283 The Master Schedule and Subschedules 284 Multiproject Management 286 Time Contingency and Management Options 287 Chapter 10 Exercises 290 Chapter 11 Other Scheduling Methods 291 Introduction 292 Program Evaluation and Review Technique (PERT) 292 Graphical Evaluation and Review Technique (GERT) 309 Linear Scheduling Method (LSM) 310 LSM and Project Schedule Acceleration 316 Chapter 11 Exercises 326 Chapter 12 Dynamic Minimum Lag Relationship 329 Introduction 330 Similarity between the DML Concept and the Linear Scheduling Method (LSM) 331 How Does DML Work? 332 DML Relationship in CPM Calculations 334 Conclusion 340 Chapter 12 Exercises 342 Chapter 13 Construction Delay and Other Claims 343 Preface 344 Introduction 344 Delay Claims 344 Reasons for Claims 346 Force Majeure 348 Types of Delays 349 Scheduling Mistakes Related to Delay Claims 350 Project Documentation 353 Delay Claims Resolution 356 The Importance of CPM Schedules in Delay Claims 358 Methods of Schedule Analysis 359 Chapter 13 Exercises 366 Chapter 14 Schedule Risk Management 367 Introduction 368 Types of Risk in Construction Projects 369 Schedule Risk Types 369 Definition of Risk Terms 375 Importance of Good Planning for Risk Management 377 Importance of Good CPM Scheduling Practices for Risk Assessment 377 Risk Shifting in Contracts 379 Schedule Risk Management Steps 381 Expected Value 387 Application in Scheduling 388 Examples of Risk Adjustment 389 Conclusion 390 Chapter 14 Exercises 390 Chapter 15 BIM-Based 4D Modeling and Scheduling 393 Overview of the Building Information Modeling (BIM) 393 Case Study 399 Chapter 15 Exercises 420 Appendix A Computer Project 421 General Guidelines 421 Cost Loading 426 Updating the Project 428 Change Order 429 Resource Leveling 430 Schedule Compression 431 Schedule Compression 2 433 Delay Claim 1: Unforeseen Conditions 433 Delay Claim 2: Change in the Owner s Requirements 433 Appendix B Sample Reports 435 Tabular Reports 435 Graphic Reports 453 Abbreviations 464 Glossary 469 References 493 Bibliography 498 Index 505