CPM in Construction Management, Eighth Edition

Publisher's Note: Products purchased from Third Party sellers are not guaranteed by the publisher for quality, authenticity, or access to any online entitlements included with the product. Advance Your Construction Projects with CPM and this Fully Updated Guide   Plan, schedule, and manage construction projects using the critical path method (CPM) and the practical information contained in this thoroughly revised book. Written by two experienced engineers and authors, CPM in Construction Management, Eighth Edition, explains the evolution of CPM and fully covers the latest techniques, standards, and tools. The “John Doe” case study is used throughout to illustrate important functions, including acquiring and building the logic plan, navigation and best use of multiple software products, updating, cost control, resource planning, and delay evaluation. This updated, hands-on guide shows how CPM: • Works—and how to make it work for you • Serves as the analytical tool of choice for evaluation, negotiation, resolution, and/or litigation of construction claims • Cuts costs in a one-person operation or the most complex multinational enterprise • Helps you stay on top of every aspect of complicated projects • Saves big money in delay avoidance, accurate cost predictions, and claims reductions • Multiplies the effectiveness of your instincts, experience, and knowledge • Can be successfully implemented by properly utilizing the power of leading scheduling software products Access to electronic content includes: • A full-feature copy of Deltek’s Open Plan CPM software—a $2000 value • Sample files of the “John Doe” project readable by a variety of software products • Full color and scalable copies of all screenshots contained in the text • Additional legacy and up-to-the-moment chapters

Table of Contents:
Part 1 Introduction to CPM Planning and Scheduling Chapter 1. Introduction to Logic Based Planning and Scheduling 1.1 Scheduling Is for Everyone 1.2 We Teach Carpentry—Not “How to Use Your New Power Saw” 1.3 History of Scheduling Systems 1.4 The Ordered “To-Do” List 1.5 Gantt Charts and Bar Charts 1.6 Development of the Critical Path Method of Scheduling 1.7 Development of the PERT Method of Scheduling 1.8 Comparison of CPM and PERT 1.9 Precedence Diagramming Method 1.10 SPERT and GERT 1.11 Relationship Diagramming Method 1.12 Summary Chapter 2. The Pure Logic Diagram 2.0 Pure Logic Network Construction 2.1 The Logic of the Logic Network 2.2 Pure Logic Diagrams 2.3 Technical Issues for Pure Logic Diagrams 2.4 Logical Loop 2.5 Form and Format for Pure Logic Networks 2.6 Events 2.7 Problems with Multi-Sheet Networks 2.8 Form and Format for Networks in PERT 2.9 Form and Format for Networks in PDM 2.10 Form and Format for Networks in RDM 2.11 Non-Construction Examples 2.12 Summary Chapter 3. The Durations of the Logic Network 3.1 Definition of an Activity 3.2 Setting a Minimum and Maximum Duration 3.3 Estimating versus Scheduling Durations 3.4 CPM versus PERT Durations 3.5 Lags in PDM and RDM—Durations between Activities 3.6 Summary Chapter 4. Example Project: The John Doe Project 4.1 Acquiring Information to Initial Schedule 4.2 Choosing Appropriate Codes 4.3 Activity List 4.4 Could We Prepare a Bar Chart? 4.5 Pure Network Logic 4.6 John Doe Project Pure Network Logic 4.7 Network Logic in ADM 4.8 Network Logic in PDM 4.9 Network Logic in RDM 4.10 Summary Chapter 5. Output of Calculations 5.1 Attributes of an Event 5.2 Attributes of an Activity 5.3 The Forward Pass—TE, ES, and EF 5.4 The Backward Pass—TL, LF, and LS 5.5 The Backward Pass—TF, FF, and IF 5.6 The Backward Pass—TJ, JLF, JLS, and JTF 5.7 Calculating the Attributes of an Event or Activity 5.8 The Forward Pass—TE, ES, and EF 5.9 The Backward Pass—TL, LF, and LS 5.10 The Backward Pass—TJ, JLF, and JLS 5.11 The Backward Pass—TF, FF, JTF, and IF 5.12 Summary Chapter 6. Cranking the Engine 6.1 Manual and Computer Solutions for PERT and ADM—The Matrix Method 6.2 Manual and Computer Solution for PERT and ADM—The Intuitive Method 6.3 Activity Start and Finish Times 6.4 Critical Activities 6.5 Total Float 6.6 Free Float 6.7 Independent Float 6.8 Time Scale Network 6.9 Computation Time 6.10 Writing Your Own CPM Software 6.11 Manual and Computer Solution for PDM with Durations between Activities 6.12 Summary Chapter 7. Adding Complexity 7.1 Enhancements to the Basic System 7.2 Original versus Remaining Durations 7.3 Percent Complete 7.4 Defined Subtasks and Check-Off Updating 7.5 Calendar versus Work Period Conventions 7.6 Multiple Calendars 7.7 Multiple Starting and Ending Activities 7.8 Artificial Constraints to Dates 7.9 Artificial Constraints to Algorithms 7.10 Negative Float 7.11 Definition of Criticality 7.12 Continuous versus Interruptible Performance 7.13 Actual Start and Finish Dates 7.14 Retained Logic versus Progress Overrides 7.15 Events and Milestones 7.16 Hammocks and Summary Network Logic 7.17 Summary Activity Bars 7.18 User-Defined Code Fields 7.19 Adding Resources to Activities 7.20 Adding Costs and Cost Codes to Activities 7.21 Resource-Driven Scheduling 7.22 Master Schedules: Local versus System-Wide Updating 7.23 Activity Types 7.24 Hierarchical Codes 7.25 Summary Chapter 8. PERT, SPERT, and GERT 8.1 PERT 8.2 SPERT 8.3 GERT 8.4 Computers Add Power 8.5 Summary Chapter 9. PDM and Precedence Networks 9.1 Precedence Logic 9.2 Work Package Calculations 9.3 Computer Calculation 9.4 Project Example 9.5 Summary Reference Chapter 10. Respecting the Power of PDM 10.1 Durations between Activities: Percent Lead/Lag Relationships 10.2 Defining Overlapping Activities: Durations between Activities 10.3 Negative Durations between Activities 10.4 Remaining Durations between Activities 10.5 Impact of Percent Complete upon Durations between Activities 10.6 PDM and Hammocks 10.7 Continuous versus Interruptible Progress 10.8 Undefined Subtasks and Relationships to Other Activities 10.9 Multiple Calendars 10.10 Retained Logic versus Progress Override 10.11 Total Float Calculation 10.12 Erroneous Loop Errors 10.13 Summary Chapter 11. RDM Networks Restore the Promise 11.1 Relationship Logic 11.2 Design of the Methodology for Calculation 11.3 Additional Attributes of RDM—TJ, JLF, JLS, and JTF 11.4 The Backward Pass—TJ, JLF, JLS, and JTF 11.5 Implementation by Oracle Primavera Pertmaster Risk Analysis 11.6 The Road Ahead for RDM 11.7 Summary Chapter 12. Overview of Prevalent Software Products 12.1 Overview of Primavera Project Planner P3 12.2 Overview of SureTrak Project Planner 12.3 Overview of Primavera P6 12.4 P6 Navigation 12.5 P6 Reflection Change Maintenance Feature 12.6 P6 Multiple Float Paths 12.7 Overview of Primavera Pertmaster aka Oracle Primavera Risk Analysis 12.8 Overview of Deltek Open Plan Enterprise Project Management Software 12.9 Overview of Microsoft Project Professional 2007 12.10 Other Software Products 12.11 Summary of Overviews Part 2 The Tools of CPM Planning and Scheduling Chapter 13. Measure Twice—Cut Once 13.1 Preparing to Collect the Input 13.2 The Pure Logic Diagram 13.3 A Team Effort … on the Blackboard or Sketch pad 13.4 Format for Ease of Data Collection versus for Ease of Data Entry to Chosen Software 13.5 Bar Chart: May Be Based upon Logic, but Is Not a Logic Network 13.6 Logic-Restrained Bar Chart 13.7 Freehand 13.8 PERT, GERT, PDM, and RDM 13.9 Summary Chapter 14. Choosing Codes 14.1 Calendar 14.2 Deliverable and Responsible Entity: SHT1, SHT2, RESP, and SUBC 14.3 Key Resources: CRTY, CRSZ, MHRS, SUPV, and EQUIP 14.4 Overtime, Night Work, Special Supervision, and Inspection 14.5 Quantities and Rates of Productivity 14.6 Location, Location, Location 14.7 Budget Codes for Cost: Labor, Equipment, and Materials 14.8 A Word about Codes Tied to the Activity ID 14.9 A Word about Aliases 14.10 Summary Chapter 15. Acquiring Information for Initial Schedule 15.1 The Activity Description—A Gross Abbreviation 15.2 Activity ID, Activity Codes, and Logs 15.3 The Activity Further Defined by Resources Assigned 15.4 The Activity Further Defined by Predecessors and Successors 15.5 The Checklist of Subtasks 15.6 The Checklist of Subdeliverables (Events) 15.7 Summary Chapter 16. Specifying Restraints 16.1 Mandatory and Discretionary Physical Restraints 16.2 Mandatory and Discretionary Resource Restraints 16.3 Mandatory and Discretionary Timing Constraints 16.4 The Misuse of Restraints and Constraints: “Nailing the Bar Down Where It Belongs” 16.5 The Need to Document the Basis of Each Restraint and Constraint 16.6 Choosing the Type of Relationship between Activities 16.7 The Case for Restricting Relationships to Traditional “FS” without Lag 16.8 The Need for Nontraditional Relationships 16.9 The Desire for Nontraditional Relationship and Resulting Misuse 16.10 Nontraditional Relationships Supported by Popular Software 16.11 Minimum Restrictions for Proper Usage of PDM 16.12 Review the Strengths of ADM: Expand the Definitions 16.13 Start of Each Activity Must Have Predecessor 16.14 Finish of Each Activity Must Have Successor 16.15 Real World Relationships between Activities 16.16 The Final Forward Pass 16.17 The Final Backward Pass 16.18 Choosing the Algorithm for the Initial Schedule 16.19 Summary Chapter 17. Acquiring the Durations 17.1 Best Estimate with Utilization of Resources Envisioned 17.2 Compare with PERT Durations: Optimistic, Most Likely, Pessimistic 17.3 Schedule Durations versus Estimating Durations 17.4 Estimated Durations versus Calculated Durations 17.5 Do We Add Contingency Here? 17.6 Estimated Durations versus Expected Completion Dates: “As Good as the Promise” 17.7 Productivity 17.8 Durations and the Project Calendar or Calendars 17.9 Durations between Activities 17.10 Summary Part 3 The Practice of CPM Planning and Scheduling Chapter 18. Evolution of the Project Schedule 18.1 Preliminary Schedule 18.2 Preconstruction Analysis 18.3 Contractor Preconstruction Analysis 18.4 Milestones 18.5 The John Doe Schedule 18.6 Resources 18.7 Fast Track 18.8 Responsibility 18.9 Schedule versus Calendar 18.10 Contingency 18.11 Schedule Manipulation 18.12 Working Schedule 18.13 Summary Chapter 19. Equipment and Workforce Planning 19.1 Workforce Leveling 19.2 Computerized Resources Planning 19.3 Resource Leveling and Smoothing 19.4 Limitations of Algorithms 19.5 Driving Resources 19.6 Resource Calendars 19.7 Practical Solutions 19.8 Summary of Resource Leveling 19.9 Turnaround Application 19.10 Examples of Resource Loading on John Doe Project 19.11 Resource Leveling Significance 19.12 Summary Chapter 20. Procurement and Preconstruction 20.1 Scheduling Materials Procurement 20.2 RDM Just-in-Time to the Rescue 20.3 John Doe Example 20.4 Preconstruction 20.5 Predesign Phase 20.6 Design 20.7 Summary Chapter 21. CPM and Cost Control 21.1 CPM Cost Estimate 21.2 Progress Payments 21.3 Cost Forecas ting 21.4 Network Time Expediting 21.5 Minimum Cost Expediting 21.6 Earned Value Management 21.7 Summary Chapter 22. Enterprise Scheduling 22.1 Multiproject Scheduling 22.2 Multiproject Leveling 22.3 Summarization by Enterprise Organization 22.4 The Dashboard 22.5 Program and Portfolio Management 22.6 Enterprise Software 22.7 Summary Part 4 The Practice of CPM Scheduling Chapter 23. Converting the Team Plan to the Calculated Schedule 23.1 Data Entry Made Easy 23.2 Check and Set Schedule Algorithm Options 23.3 First Run and Debugging the Logic 23.4 Loop Detection and Correction 23.5 Technical Review: The Primavera Diagnostic Report 23.6 Beyond the Primavera Diagnostic 23.7 First Review of Calculated Output: Reality Check 1 23.8 Detail Views of Output of Schedule Calculations 23.9 Timescaled Logic Diagram 23.10 Tailoring Initial Output to the Chosen Audiences 23.11 Whatever Owner Wants, Owner Gets 23.12 “You Can’t Always Get What You Want, But … You Get What You Need” 23.13 Reports and Views for the Foreman Performing the Work 23.14 Reports and Views for the Contractor’s Superintendent 23.15 Reports and Views for the Contractor’s Upper Management 23.16 The Narrative Report for Each Audience 23.17 Summary Chapter 24. Engineer’s Review of the Submitted Initial CPM 24.1 Legal Aspects of a Review 24.2 Reviewing the Plan 24.3 Technical Review 24.4 Reschedule and Review the Diagnostic Report 24.5 But Is the Logic Realistic? The Smell Test 24.6 Metrics 24.7 Project Calendar or Calendars 24.8 Summary Chapter 25. Updating the Schedule 25.1 Why Update the Schedule? 25.2 Acquiring the Data for an Update 25.3 Distinguishing Updates from Revisions 25.4 Purpose of an Update 25.5 The Purpose of a Revision 25.6 Who Should Collect Data for an Update? 25.7 Who Should Prepare Data for a Revision? 25.8 Information Required for Schedule Control: AS, RD, AF 25.9 Determination of Actual Start and Actual Finish Dates 25.10 Determination of Remaining Duration of Activities: Repeat the Steps of the Master 25.11 Expected Completion and Renewing Promises 25.12 Automatic Updates 25.13 The Forgotten Step: Determination of Remaining Duration between Activities 25.14 Save and Rename: Naming Strategies 25.15 Reports and Views to Assist Acquiring Data for an Update 25.16 Electronic Tools to Assist Acquiring Data for an Update 25.17 Choosing the Correct Algorithm for Updates 25.18 Scheduling the Update: Interpreting the Results 25.19 Technical Review: The Primavera Diagnostic Report 25.20 What to Look for When Reviewing the Update 25.21 Tailoring Update Output to the Chosen Audiences 25.22 The Narrative Report for Each Audience 25.23 Summary Chapter 26. Revising the Logic Network 26.1 “What If” versus Committed Changes 26.2 Changes: Approved, Constructive, and at Contractor’s Cost 26.3 Revised Baseline 26.4 Update Then Revise 26.5 Summary Chapter 27. Engineer’s Review of the Submitted Update or Revision 27.1 Is This an Update or a Revision? 27.2 The Technical Review 27.3 The Critical Path 27.4 What to Accept and What to Reject 27.5 Metrics for Updates 27.6 Revisions Are Not Updates 27.7 Minor Revision 27.8 Major Revision 27.9 Recovery Schedule 27.10 Summary Chapter 28. Case Histories 28.1 Chicago Courthouse 28.2 Times Tower 28.3 Airport Construction 28.4 High-Rise Construction 28.5 NASA 28.6 Housing 28.7 Manufacturing Facilities 28.8 SEPTA Rail Works 28.9 New Jersey Turnpike Authority 1990–1995 Widening Program 28.10 JFK Redevelopment 28.11 Toronto Transit’s “Let’s Move” Program 28.12 Phoenixville-Mont Clare Bridge 28.13 Graduate Hospital Diagnostic Building 28.14 Interstate 76, 202, and 422 Interchange 28.15 Port Authority of New York and New Jersey 28.16 Maricopa County Jail Design and Construction Program 28.17 TXDOT SH45 Highway with Five High Bridge 28.18 Summary Part 5 Legal Issues Chapter 29. Specifying the CPM 29.1 Attorney’s Viewpoint on Writing a CPM Specification 29.2 Pure Logic Drawing 29.3 Content of the Logic Network 29.4 Updates and Revisions 29.5 Standard References 29.6 Sample CPM Specification 29.7 Summary Chapter 30. Sample CPM Specification: A Guideline for Preparing Your Own Specification 30.1 Project Cpm Logic Plans, Schedules, and Reports 30.2 Project Preliminary Schedule 30.3 Project Management and Coordination 30.4 Payment Procedures 30.5 Contract Modification Procedures Chapter 31. Unified Facilities Guide Specification Chapter 32. CPM in Claims and Litigation 32.1 Introduction 32.2 Early Legal Recognition 32.3 Evidentiary Use of CPM 32.4 Summary 32.5 References Chapter 33. Delay Analysis 33.1 Delay versus Disruption 33.2 Responsibility/Types/Force Majeure 33.3 As-Planned Logic Network 33.4 As-Should-Have-Been CPM Network 33.5 As-Planned Schedule 33.6 Validation of the As-Planned Logic Network and Calculated Schedule 33.7 As-Built Schedule 33.8 Validation of the As-Built Schedule 33.9 As-Built Logic Network 33.10 Causative Factors 33.11 As-Impacted Logic Network 33.12 As-Impacted Schedule 33.13 Time Impact Evaluations 33.14 Zeroing to a Collapsed As-Impacted Logic Network 33.15 Zeroing Out to an As-Should-Have-Been CPM 33.16 Limitations of the TIE Methodology 33.17 TIE Example of John Doe Project 33.18 Windows Analysis 33.19 Zeroing Out within the Windows Analysis 33.20 Windows Example of John Doe Project 33.21 Summary Chapter 34. Disruption Analyses 34.1 Traditional Methodologies 34.2 The Measured Mile Methodology 34.3 CPM Out-of-Sequence Methodology 34.4 Adoption by the Industry 34.5 Summary Chapter 35. Other Claim Methods 35.1 Frye versus Daubert 35.2 AACEi 29RP-03 35.3 Comparison of Three Methods for John Doe Project 35.4 Evolve or Die 35.5 The 50 Ways 35.6 Summary of Other Delay Claim Methodologies Chapter 36. Conclusion Appendix Navigating the Virtual CD-ROM Index

About the Author :
James J. O'Brien, PE, PMP, CVS, was vice chair of the board of O'Brien-Kreitzberg & Associates, Inc., the construction management firm that handled the renovation of San Francisco's cable car system. He was also the program manager for the redevelopment of JFK International Airport. Mr. O'Brien is the author or editor of many other books, including [italics start]Contractor's Management Handbook,[italics end] Second Edition; [italics start]Construction Management: A Professional Approach; Value Analysis in Design and Construction;[italics end] and [italics start]Scheduling Handbook,[italics end] all published by McGraw-Hill. He is a registered Professional Engineer in New York, New Jersey, Pennsylvania and many other states. Mr. O’Brien is a Fellow of the American Society of Civil Engineers, the Project Management Institute, the Construction Management Association of America and the Society of American Value Engineers International. He is also an active member of the Association for the Advancement of Cost Engineering International. Mr. O’Brien is a charter member and a vice president of the PMI College of Scheduling. Fredric Plotnick is an Adjunct Professor of Engineering in the departments of Engineering Management, Civil Engineering, and Construction Management at Drexel University's Philadelphia Pennsylvania Campus, where he has taught Engineering Law, Contracts Specifications and Law, Techniques of Project Controls, Project Scheduling and several other subjects since 1979. He has also maintained a consulting practice, Engineering and Property Management Consultants, Inc., since 1983, having previously worked for several contracting, consulting and engineering design firms. Professor Plotnick is a graduate of Drexel University College of Engineering, having a BSCE in Soil and Foundation Engineering and an MSCE in Construction Management, followed by a JD from Widener University School of Law, and returning to Drexel for his PhD in Civil Engineering. He is the co-author of CPM in Construction Management, fifth, sixth and seventh editions, also by McGraw-Hill, and numerous industry publications and presentations. Professor Plotnick is also the developer of the RDM (Relationship Diagramming Method) variant of CPM Planning and Scheduling Analysis which is currently being adopted by software vendors such as Oracle/Primavera starting with the high end, risk analysis product, Pertmaster (version 8.2 et seq.)