Bad scheduling can doom a construction project from thestart
Construction Project Scheduling and Control provides acomprehensive examination of the analytical methods used to devisea reasonable, efficient, and successful schedule for constructionprojects of all sizes. This updated third edition contains newinformation on building image modeling (BIM) and its relationshipto project scheduling and control, as well as thorough coverage ofthe latest developments in the field. Written by a careerconstruction professional, this informative text introducesstudents to new concepts in CPM scheduling, including the author'sown Dynamic Minimum Lag technique. The expanded glossary andacronym list facilitate complete understanding, and the numeroussolved and unsolved problems help students test their knowledge andapply critical thinking to issues in construction scheduling. Acomplete instructor's manual provides solutions to all problems inthe book, test questions for each chapter, and additional examquestions for more comprehensive testing.
The entire success of a construction process hinges on anefficient, well-thought out schedule, which is strictly definedwhile allowing for inevitable delays and changes. This book helpsstudents learn the processes, tools, and techniques used to makeprojects run smoothly, with expert guidance toward the realities ofthis complex function.
- Discover realistic scheduling solutions and cutting edgemethods
- Learn the duties, responsibilities, and techniques of projectcontrol
- Get up to date on the latest in sustainability, BIM, and leanconstruction
- Explore the software tools that help coordinate scheduling
Scheduling encompasses everything from staff requirements andequipment needs to materials delivery and inspections, requiring adeep understanding of the process. For the student interested inconstruction management, Construction Project Scheduling andControl is an informative text on the field's current bestpractices.
|Edition description:||New Edition|
|Product dimensions:||7.60(w) x 9.30(h) x 1.30(d)|
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, PSP. He has more than 25 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.
Table of Contents
Preface xiiiPreface to the First Edition xvChapter 1 Introduction 1Planning and Scheduling 2Project Control 6Why Schedule Projects? 6The Scheduler 9Scheduling and Project Management 10Chapter 1 Exercises 10Chapter 2 Bar (Gantt) Charts 13Definition and Introduction 14Advantages of Bar Charts 17Disadvantages of Bar Charts 17Chapter 2 Exercises 18Chapter 3 Basic Networks 21Definition and Introduction 22Arrow Networks 22Node Networks 29Lags and LeadsRecommendations for Proper Node Diagram DrawingComparison of Arrow and Node Networks 35Networks versus Bar Charts 36Time-Scaled Logic Diagrams 37Chapter 3 Exercises 38Chapter 4 The Critical Path Method (CPM) 43Introduction 44Steps Required to Schedule a Project 45Supplemental Steps 50Resource Allocation and Leveling 52Beginning-of-Day or End-of-Day Convention 54The CPM Explained through Examples 54DefinitionFree FloatLags and Leads into CPM NetworksFloat DiscussionProject Schedule “Health Check”Logic and Constraints 75Chapter 4 Exercises 76Chapter 5 Precedence Networks 83Definition and Introduction 84The Four Types of Relationships 87The Percent Complete Approach 88Fast-Track Projects 89A Parallel Predecessor? 90CPM Calculations for Precedence Diagrams 91The Simplistic ApproachAlternative ApproachesThe Detailed ApproachFinal Discussion 106Chapter 5 Exercises 107Chapter 6 Resource Allocation and Resource Leveling 111Introduction 112The Three Categories of Resources 112What Is Resource Allocation? 113Resource Leveling 113Multi-project Resource LevelingAssigning Budgets in Computer Scheduling ProgramsLeveling Resource in a Project Through ExamplesResource Leveling from the General Contractor's PerspectiveWorkspace as a ResourceMaterials Management 133Chapter 6 Exercises 135Chapter 7 Schedule Updating and Project Control 139Introduction 140The Need for Schedule Updating 140Project Control Defined 140Schedule Updating 141Steps for Updating a ScheduleProject Control 165Measuring Work ProgressEarned Value AnalysisChapter 7 Exercises 184Chapter 8 Schedule Compression and Time-CostTrade-Off 189Introduction 190Setting Priorities 191Accelerating a Project 191How Does Accelerating a Project Work?Direct and Indirect Costs 199Recovery Schedules 205Accelerating Projects Using Computers 211Potential Issues with UncoordinatedProject Acceleration 212Optimum Project Scheduling 212Chapter 8 Exercises 217Chapter 9 Reports and Presentations 221Introduction 222The Difference between Reports and Presentations 226Skills Necessary for Giving Good Presentations 228The Power of Presentation 229Reviewing Reports before and after Printing 231General Tips on Printing Reports 231Summary Reports 232Paper or Electronic Reports? 233E-Reports 235Communications in the International Environment 236Chapter 9 Exercises 237Chapter 10 Scheduling as Part of the Project Management Effort241Introduction 242Scheduling and Estimating 242Estimating and Accounting 249Scheduling and Accounting 250Scheduling and Change Orders 251Paperless Project Management 251Procurement Management 252Management of Submittals 253The Master Schedule and Subschedules 255Multiproject Management 256Time Contingency and Management Options 257Chapter 10 Exercises 260Chapter 11 Other Scheduling Methods 263Introduction 264Program Evaluation and Review Technique (PERT) 264Graphical Evaluation and Review Technique (GERT) 280Linear Scheduling Method (LSM) 281Chapter 11 Exercises 295Chapter 12 Dynamic Minimum Lag Relationship 299Introduction 300Why DML? 300Similarity of DML Concept with Linear SchedulingMethod (LSM) 301How Does the DML Work? 302DML Relationship in the CPM calculations 303Can the Lag in the DML Relationship Be a Percentage? 304Conclusion 310Chapter 12 Exercises 311Chapter 13 Construction Delay and Other Claims 313Introduction on delay claimsReasons for claimsTypes of delaysScheduling mistakes related to delay claimsProject documentationDelay claims resolutionThe importance of CPM schedules in delay claimsMethods of Schedule AnalysisCase studies in delay claims analysis and resolutionDelay and FloatChapter 13 Exercises 334Chapter 14 Schedule Risk Management 337Introduction 338Types of Risk in Construction Projects 339Schedule Risk Types 341Definition of Risk Terms 344Importance of Good Planning for Risk Management 346Importance of Good CPM Scheduling Practices for Risk Assessment346Risk Shifting in Contracts 348Schedule Risk Management Steps 350Expected Value 355Application in Scheduling 357Examples of Risk Adjustment 358Conclusion 359Chapter 14 Exercises 359Chapter 15 4D Modeling and SchedulingOverview of the Building Information Modeling (BIM)Differences between BIM and CADDefinition and Benefits of 3D ModelingDefinition and Benefits of 4D ModelingSteps for Creating 4D ModelsCase StudyCreating and linking the 3D ModelInformation about Timeliner TabCreating/Importing Project SchedulesDefining Task TypesCreating Selection SetsCreating the 4D Model and Project AnimationExporting Snapshots and AnimationUsing Integrated SystemsLean ConstructionChapter 15 ExercisesAppendix AComputer Project 361General Guidelines 361Cost Loading 366Updating the Project 368Change Order 369Resource Leveling 371Schedule Compression 371Schedule Compression 2 373Delay Claim 1: Unforeseen Conditions 373Delay Claim 2: Change in Owner’s Requirements 374Appendix BSample Reports 375Tabular Reports 375Graphic Reports 393Abbreviations 405Glossary 411References 433Bibliography 437Index 445