Construction Project Scheduling and Control

Ensure successful construction projects through effective project scheduling and control The success of a construction project is dependent on a schedule that is well-defined yet flexible to allow for inevitable delays or changes. Without an effective schedule, projects often run over budget and deadlines are missed which can jeopardize the success of the project. The updated Construction Project Scheduling and Control, Fourth Edition is a comprehensive guide that examines the analytical methods used to devise an efficient and successful schedule for construction projects of all sizes. This Fourth Edition describes the tools and methods that make projects run smoothly, with invaluable information from a noted career construction professional. Construction Project Scheduling and Control, Fourth Edition offers construction professionals a redefined Critical Path Method (CPM) and updated information on Building Information Modeling (BIM) and how it impacts project control. This Fourth Edition includes worked problems and scheduling software exercises that help students and practicing professionals apply critical thinking to issues in construction scheduling. This updated edition of Construction Project Scheduling and Control: Includes a revised chapter on the Critical Path Method (CPM) and an all-new chapter on project scheduling and control as viewed through the owner's perspective Provides numerous worked problems and construction scheduling exercises Includes an expanded glossary and list of acronyms Offers updated instructor materials including PowerPoint lecture slides and an instructor's manual Written for undergraduate and graduate students in construction management, civil engineering, and architecture, as well as practicing construction management professionals, Construction Project Scheduling and Control, Fourth Edition is updated to reflect the latest practices in the field.

Table of Contents:
Preface xiii Preface to the First Edition xvii Chapter 1 Introduction 1 Planning and Scheduling 2 What is a Project? 2 Are Projects Unique? 4 Project Management Plan 7 Project Control 8 Why Schedule Projects? 8 The Scheduler 11 Certification 11 The Tripod of a Good Scheduling System 12 Scheduling and Project Management 12 Chapter 1 Exercises 13 Chapter 2 Bar (Gantt) Charts 15 Definition and Introduction 16 Advantages of Bar Charts 18 Disadvantages of Bar Charts 20 Chapter 2 Exercises 21 Chapter 3 Basic Networks 23 Definition and Introduction 24 Arrow Networks 24 Brief Explanation 24 The Logic 25 Notation 25 Dummy Activities 26 Redundancies 31 Node Networks 31 Lags and Leads 32 Recommendations for Proper Node Diagram Drawing 35 Comparison of Arrow and Node Networks 37 Networks versus Bar Charts 39 Effective Use of Bar Charts with CPM 40 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 Main Steps 47 Supplemental Steps 55 Resource Allocation and Leveling 57 Beginning-of-Day or End-of-Day Convention 59 The CPM Explained through Examples 59 Example 4.1: Logic Networks and the CPM 59 The CPM with Computer Software Programs 63 The Critical Path 64 Definitions 65 Examples 4.2 and 4.3: Node Diagrams and the CPM 66 Free Float 67 More Definitions 70 Float Check 71 Node Format 72 Lags and Leads in CPM Networks 73 Lags and Leads in Computer Software 76 Further Discussion of Float 76 Effect of Date Choices on Cash Flow 78 Project Schedule “Health Check” 78 Event Times in Arrow Networks 79 Effect of the Imposed Finish Date on the Schedule 81 Discussion of Example 4.7 82 Logic and Constraints 84 The “Hub” Concept 85 The Critical Path Method and Scheduling 85 Chapter 4 Exercises 86 Chapter 5 Precedence Networks 93 Definition and Introduction 94 The Four Types of Relationships 97 Important Comments about the Four Types of Relationships 98 The Percent Complete Approach 98 Fast-Track Projects 99 A Parallel Predecessor? 101 CPM Calculations for Precedence Diagrams 102 Interruptible Activities 102 The Simplistic Approach 105 Alternative Approach 107 The Detailed Approach 110 Contiguous (Uninterruptible) Activities 113 Remedy for Interruptible Activities 117 Multistage Activities 120 Types of Lags 121 Final Discussion 123 Chapter 5 Exercises 124 Chapter 6 Resource Allocation and Resource Leveling 129 Introduction 130 The Three Categories of Resources 130 Labor 130 Equipment and Materials 130 What is Resource Allocation? 131 Resource Leveling 131 What is Resource Leveling? 131 Why Level Resources? 131 Do All Resources Have to Be Leveled? 132 Multiproject Resource Leveling 132 Assigning Budgets in Computer Scheduling Programs 134 Leveling Resources in a Project 136 Resource Leveling from the General Contractor’s Perspective 153 Materials Management 155 Chapter 6 Exercises 159 Chapter 7 Schedule Updating and Project Control 163 Introduction 164 The Need for Schedule Updating 164 Project Control Defined 164 Schedule Updating 165 What is a Baseline Schedule? 165 What is an Updated Schedule? 167 What is the Data Date? 168 What Kind of Information is Needed for Updating Schedules? 168 Frequency of Updating 171 Retained Logic or Progress Override 172 Auto-Updating 172 Updating Schedules and Pay Requests 173 “Degressing” an In-Progress Schedule to Create a Baseline Schedule 175 Effect of Adding or Deleting Activities on Logic 176 Steps for Updating a Schedule 180 Change in the Critical Path 191 Float after the Update 191 Contractor-Created Float 192 Data and Information 193 Project Control 194 Measuring Work Progress 194 Earned Value Analysis 208 Chapter 7 Exercises 217 Chapter 8 Schedule Compression and Time-Cost Trade-Off 223 Introduction 224 How Important is It to Finish on Schedule? 225 Setting Priorities 225 Accelerating a Project 226 What is “Accelerating” a Project? 226 Why Accelerate a Project? 226 How Can Project Duration Be Shortened? 227 Acceleration and Fast-Tracking 235 Construction and Modularization 235 How Does Accelerating a Project Work? 236 Direct and Indirect Costs 238 Cost Concepts as They Relate to Schedule Compression 240 Choosing the Best Method for Project Acceleration 240 Effect of Acceleration on Direct Costs 241 Effect of Acceleration on Indirect Costs 242 Effect of Acceleration on Total Cost 243 Issues to Consider When Accelerating a Project 245 Recovery Schedules 247 Accelerating Projects Using Computers 252 Potential Issues with Uncoordinated Project Acceleration 253 Optimum Project Scheduling 254 Project Scheduling and Prevailing Economic Conditions 255 Project Scheduling in Extreme Weather Regions 256 Optimum Scheduling 256 Productivity and Cost Multipliers 258 Chapter 8 Exercises 260 Chapter 9 Reports and Presentations 265 Introduction 266 The Difference between Reports and Presentations 270 Skills Necessary for Giving Good Presentations 272 The Power of Presentations 273 Reviewing Reports before and after Printing 275 General Tips on Printing Reports 276 Summary Reports 277 Paper or Electronic Reports? 277 E-Reports 280 Communications in the International Environment 280 Chapter 9 Exercises 282 Chapter 10 Scheduling as Part of the Project Management Effort 285 Introduction 286 Project Objectives 287 Defining and Measuring Project Success 288 Scheduling and Estimating 290 Evolution of a Cost Estimate and a Schedule for a Project 291 Estimate-Generated Schedules 294 Cost-Loaded Schedules 296 Estimating and Accounting 296 Scheduling and Accounting 298 Scheduling and Change Orders 298 Paperless Project Management 299 Procurement Management 300 Management of Submittals 301 The Master Schedule and Subschedules 303 Multiproject Management 304 Time Contingency and Management Options 305 Chapter 10 Exercises 308 Chapter 11 Other Scheduling Methods 311 Introduction 312 Program Evaluation and Review Technique (PERT) 312 Background 312 Concept of PERT 312 How PERT Works 313 PERT Calculations 313 Graphic Explanation 316 “Most Likely” versus “Expected” Durations 323 Is the Longest Path Still the Most Critical? 323 Using PERT to Calculate the Date of an Event with a Certain Level of Confidence 326 Determining the Probability of a Certain Project Finish Date (Multiple Paths Considered) 327 PERT and the Construction Industry 328 PERT and Computer Project-Scheduling Software 328 Graphical Evaluation and Review Technique (GERT) 329 Linear Scheduling Method (LSM) 330 Steps to Build a Schedule Using the LSM 331 How the LSM Works 331 LSM and Project Schedule Acceleration 337 LSM Computer Software Programs 337 Graphical Path Method (GPM) 338 Relationship Diagramming Method (RDM) 342 The Critical Path Segments (CPS) Scheduling Technique 346 Chapter 11 Exercises 348 Chapter 12 Dynamic Minimum Lag Relationship 353 Introduction 354 Why DML? 354 Similarity between the DML Concept and the Linear Scheduling Method (LSM) 355 How Does DML Work? 356 DML Relationship in CPM Calculations 358 Can the Lag in the DML Relationship Be a Percentage? 359 Conclusion 365 Chapter 12 Exercises 366 Chapter 13 The Critical Path Definition: Revisited 367 Introduction 367 What is the “Longest Path”? 368 The Critical Path through Examples 369 The Simple Case 369 Imposed Finish Date 370 Activities with Lags 370 Activities with Constraints 371 Activities with Different Calendars 373 Precedence Diagrams 373 Further Discussion of Example 7 375 Resource Constraints 377 Resource Allocation and Resource Leveling 378 Risk and Probabilistic Durations 379 Risk, Consequences, or Both? 379 The AACE Recommended Practices No. 49R-06 and 92R-17 381 Proposed Definition of the Critical Path 381 Changes in the Critical Path 382 Chapter 14 Construction Delays and Other Claims 383 Introduction 384 Delay Claims 384 Reasons for Claims 386 Force Majeure 388 Types of Delays 389 Scheduling Mistakes Related to Delay Claims 390 Project Documentation 393 Delay Claims Resolution 396 The Importance of CPM Schedules in Delay Claims 399 Methods of Schedule Analysis 399 As-built Schedule 400 Updated Impact Schedule 400 As-Planned Schedule 400 Comparison Schedule 400 Accelerated Schedule 400 Who Owns the Float 401 Chapter 14 Exercises 406 Chapter 15 Schedule Risk Management 409 Introduction 410 Types of Risk in Construction Projects 411 Schedule Risk Types 412 General Duration Uncertainty 414 Specific Risk Events 416 Network Logic Risks 417 Definition of Risk Terms 418 Importance of Good Planning for Risk Management 420 Importance of Good CPM Scheduling Practices for Risk Assessment 420 Risk Shifting in Contracts 422 Schedule Risk Management Steps 424 1. Risk Management Planning 425 2. Identifying Schedule Risks 427 3. Performing Qualitative Analysis 427 4. Performing Risk Prioritization for the Qualitative Analysis (Quantitative Analysis) 429 5. Responding to and Addressing Risks 429 6. Monitoring and Updating the Risk Management Plan 430 Expected Value 430 Application in Scheduling 432 Examples of Risk Adjustment 433 Conclusion 434 Chapter 15 Exercises 435 Chapter 16 BIM-Based 4D Modeling and Scheduling 437 Overview of Building Information Modeling (BIM) 437 Definition and Benefits of BIM 437 Differences between BIM and CAD 438 Definition and Benefits of 3D Modeling 440 Definition and Benefits of 4D Modeling 441 Steps for Creating 4D Models 442 Definition and Benefits of 5D Modeling 443 Case Study 445 Project Information 445 Creating and Linking the 3D Model 445 Information about the TimeLiner Tab 446 Creating and Importing Project Schedules 447 Defining Task Types 451 Creating Selection Sets 453 Creating the 4D Model and Project Animation 453 Exporting Snapshots and Animation 457 Using Integrated Systems 461 Lean Construction 462 Chapter 16 Exercises 464 Chapter 17 Project Scheduling for Owners 467 Introduction 467 Project Initiation Process 468 The Owner’s Organization 471 Project Planning 471 Using Available Tools 473 Best Value 473 The Evolution of the Schedule 474 Choosing the Contract Type and Delivery Method 475 Contract Templates 476 Owner-Contractor Trust Relationship 477 Project Financing 477 Requiring and Approving a Schedule 478 Owning and Managing Float 479 Managing the Contractor 480 Managing Scope/Changes 480 Schedule Updating and Percent Complete 482 Delay Claims: Avoidance and Resolution 482 Chapter 17 Exercises 483 Appendix A Computer Project 485 General Guidelines 485 Assignment 1 488 Cost Loading 489 Assignment 2 491 Updating the Project 491 Assignment 3 492 Change Order 492 Assignment 4 493 Resource Leveling 493 Assignment 5 493 Schedule Compression 1 494 Assignment 6 494 Schedule Compression 2 496 Assignment 7 496 Delay Claim 1: Unforeseen Conditions 496 Assignment 8 497 Delay Claim 2: Change in the Owner’s Requirements 497 Assignment 9 497 Appendix B Sample Reports 499 Tabular Reports 499 Graphic Reports 517 Abbreviations 529 Glossary 535 Bibliography 559 Index 567

About the Author :
SALEH MUBARAK, PHD, is an independent consultant in the field of construction project management, based in Tampa, Florida, focusing on training, writing, public speaking, and consulting. He is a former professor at a number of universities and an active member of PMI and AACE International. He served on the PMI committee that created the professional scheduler certification exam, PMI-SP. He has 30 years of diversified and international experience including academia and industry; private and public sectors. He is also the author of How to Estimate with RSMeans Data, published by Wiley.