Construction Project Scheduling and Control

Preface xvii About the Companion Website xix Chapter 1 Introduction to Project Planning 1 Introduction 2 Who Must Plan? 2 What is a Project? 4 Are Projects Unique? 5 Whose Project Is It? 5 The Project Management Plan 6 Programs and Portfolios 7 Components of a project 10 Where to Draw the Line? 11 Planning Progression with The Project Lifecycle 12 Project Planning and Site Liability 15 The PMI Project Management Process Groups 15 Planning During the Construction Phase 16 The Contractor’s Organization’s Strategic Planning 16 Chapter 1 Exercises 17 Chapter 2 Introduction to Project Scheduling 19 Introduction 20 History of Project Scheduling 21 The Evolution of a Project Schedule 22 Why Schedule Projects? 24 Do Contractors Need a Schedule for All Projects? 28 The Development of the Schedule and the Contract Type 29 The Schedule During the Execution Phase 33 The Schedule is More Than a Timeline! 34 Planning and Scheduling 35 The Scheduler and The Scheduling System 36 Certification 37 The Tripod of a Good Scheduling System 38 Chapter 2 Exercises 39 Chapter 3 Bar (Gantt) Charts 41 Definition and Introduction 42 Advantages of Bar Charts 45 Disadvantages of Bar Charts 46 Chapter 3 Exercises 47 Chapter 4 Basic Logic Networks 51 Definition and Introduction 52 Arrow Networks 52 Brief Explanation 52 The Logic 53 Dummy Activities 54 Redundancies 59 Node Networks 60 Lags and Leads 62 Recommendations for Proper Node Diagram Drawing 63 Comparison of Arrow and Node Networks 66 Networks Versus Bar Charts 68 Effective Use of Bar Charts with CPM 69 Time-Caled Logic Diagrams 69 Chapter 4 Exercises 70 Chapter 5 The Critical Path Method (CPM) 75 Introduction 76 Steps Required to Schedule a Project 77 Main Steps 77 The Project Breakdown 78 Activities’ Attributes 83 Determine Activities’ Durations 84 Set Up Logical Relationships 86 Create the Logic Network and Perform the CPM Calculations 87 Supplemental Steps 87 Review and Finalize the Schedule 88 Implement the Schedule 89 Monitor and Control the Schedule 90 Closing Out and Archiving 90 Cost/Resource Allocation (or Loading) 91 Load Direct or Indirect Cost? 92 Resource Leveling 92 Beginning-of-Day or End-of-Day Convention 93 The CPM Explained Through Examples 94 The CPM with Computer Software Programs 98 The Critical Path 98 Definitions 99 Free Float 102 More Definitions 105 Float Check 106 Node Format 107 Lags and Leads in CPM Networks 107 Further Discussion of Float 113 Effect of Choice of Dates on Cash Flow 114 Project Schedule “Health Check” 115 Event Times in Arrow Networks 115 Effect of the Imposed Finish Date on the Schedule 117 Project Float 118 Logic and Constraints 122 The “Hub” Concept 124 The CPM and Scheduling 124 Owner’s Acceptance and Approval of the Schedule 125 Chapter 5 Exercises 126 Chapter 6 Precedence Networks 133 Definition and Introduction 134 The Four Types of Relationships 137 Important Comments about the Four Types of Relationships 138 The Percent Complete Approach 138 Fast-track Projects 139 A Parallel Predecessor? 141 CPM Calculations For Precedence Diagrams 142 Interruptible Activities 142 The Simplistic Approach 148 General Notes on the Simplistic Approach 149 Alternative Approach 151 The Detailed Approach 153 Definitions 155 Contiguous (Uninterruptible) Activities 156 Remedy for Interruptible Activities 161 Multistage Activities 164 Types of Lags 164 Final Discussion 167 Chapter 6 Exercises 167 Chapter 7 Resource Management 173 Introduction 174 The Three Categories of Resources 174 Labor 174 Equipment 174 Materials 175 What is Resource Allocation? 175 Resource Leveling 176 What Is Resource Leveling? 176 Why Level Resources? 176 Do All Resources Have To Be Leveled? 176 Multiproject Resource Sharing and Leveling 177 Assigning Budgets in Computer-scheduling Programs 179 Leveling Resources in a Project 180 Discussion of Example 7.3 193 More Discussion 194 Resource Leveling from the General Contractor’s Perspective 198 Resource Calendars 199 Resource Smoothing 199 Workspace as a Resource 200 Materials Management 200 Interesting Comparison 203 Chapter 7 Exercises 204 Chapter 8 Schedule Updating and Project Control 209 Introduction 210 Project Control Defined 210 Schedule Updating 211 What Is a Baseline Schedule? 211 What Is an Updated Schedule? 214 What Is the Data Date? 214 What Type of Information Is Needed for Updating Schedules? 215 Frequency of Updating 218 Retained Logic or Progress Override 219 Auto-updating 219 Updating Schedules and Progress Payment Requests 220 “Degressing” an In-progress Schedule to Create a Baseline Schedule 222 Effect of Adding or Deleting Activities on Logic 223 Steps for Updating a Schedule 227 Importance of Updating Remaining Duration 233 Future Activities Review 235 Who Has Authority to Update the Schedule? 237 Changes in the Critical Path 239 Float after the Update 240 Contractor-created Float 241 Data and Information 242 Project Control 242 Measuring Work Progress 242 Methods for Determining Percent Complete for Individual Activities 243 Methods for Determining Percent Complete for a Work Package or the Entire Project 248 Discussion of the Methods 251 Percent Complete and the Computer Software 252 Progress Payments and Percent Complete 257 Earned Value Management 260 Earned Value versus CPM 264 S Curves 265 Chapter 8 Exercises 268 Chapter 9 Schedule Acceleration and Time-Cost Trade-Off 275 Introduction 276 How Important is it to Finish On Schedule? 277 Setting Priorities 277 Accelerating a Project 278 What Is “Accelerating” a Project? 278 Why Accelerate a Project? 278 How Can Project Duration Be Shortened? 279 Acceleration and Fast-tracking 287 Construction and Modularization 287 How Does Accelerating a Project Work? 289 Direct and Indirect Costs 293 Cost Concepts as They Relate to Schedule Compression 295 Choosing the Best Method for Project Acceleration 295 Effect of Acceleration on Direct Costs 296 Effect of Acceleration on Indirect Costs 297 Effect of Acceleration on Total Cost 299 Issues to Consider When Accelerating a Project 302 Schedule Acceleration Through an Example 305 Accelerating Projects Using Computers 310 Potential Issues with Uncoordinated Project Acceleration 311 Recovery Schedules 312 Project Scheduling and Prevailing Economic Conditions 312 Optimum Scheduling 314 Productivity and Cost Multipliers 316 Planning and Schedule Acceleration 319 Chapter 9 Exercises 320 Chapter 10 Reports and Presentations 325 Introduction 326 The Difference Between Reports and Presentations 331 Skills Necessary for Good Presentations 333 Effective Reports and Presentations 335 Reviewing Reports Before and After Printing 337 General Tips on Preparing and Printing Reports 338 Summary Reports 339 Paper or Electronic Reports? 340 E-Reports 343 Communications in The International Environment 343 Chapter 10 Exercises 345 Chapter 11 Scheduling as Part of the Project Management Effort 349 Introduction 350 Project Objectives 351 Scheduling and Estimating 352 Evolution of a Cost Estimate and a Schedule for a Project 355 Estimate-generated Schedules 359 Cost-loaded Schedules 360 Estimating and Accounting 361 Scheduling and Accounting 363 Scheduling and Change Orders 363 Paperless Project Management 364 Procurement Management 365 Management of Submittals 366 The Master Schedule and Subschedules 368 Defining and Measuring Project Success 369 Multiproject Management 371 Chapter 11 Exercises 373 Chapter 12 Other Scheduling Methods 377 Introduction 378 Program Evaluation and Review Technique (PERT) 378 Concept of PERT 378 How PERT Works 379 PERT Calculations 379 Graphic Explanation 382 “Most Likely” versus “Expected” Durations 389 Is the Longest Path Still the Most Critical? 389 Using PERT to Calculate the Date of an Event with a Certain Level of Confidence 392 Determining the Probability of a Certain Project Finish Date (Multiple Paths Considered) 393 PERT and the Construction Industry 394 PERT and Computer Project-scheduling Software 394 Graphical Evaluation and Review Technique (GERT) 395 Repetitive Scheduling Method (RSM) 396 Linear Scheduling Method (LSM) 398 Steps to Build a Schedule Using the LSM 399 How the LSM Works 399 LSM and Project Schedule Acceleration 404 Can RSM/SIPS or LSM and CPM Work Together? 405 LSM Computer Software Programs 406 Graphical Path Method (GPM) 407 Relationship Diagramming Method (RDM) 411 The Critical Path Segments (CPS) Scheduling Technique 415 Chapter 12 Exercises 417 Chapter 13 Dynamic Minimum Lag Relationship 421 Introduction 422 Why DML? 422 Similarity Between the DML Concept and The Linear Scheduling Method (LSM) 423 How Does DML Work? 423 DML Relationship in CPM Calculations 426 Can the Lag in the DML Relationship Be a Percentage? 427 Conclusion 437 Chapter 13 Exercises 440 Chapter 14 Schedule Risk Management 441 Introduction 442 Types of Risk in Construction Projects 444 Schedule Risk Types 444 Types of Schedule Risks 447 General Duration Uncertainty 447 Specific Risk Events 449 Network Logic Risks 450 Definition of Risk Terms 451 Importance of Good Planning for Risk Management 452 Importance of Good CPM Scheduling Practices for Risk Assessment 453 Risk Shifting in Contracts 455 Schedule Risk Management Steps 456 Risk Management Planning 458 Identifying Schedule Risks 459 Performing Qualitative Analysis 460 Performing Quantitative Analysis 462 The Risk Matrix 462 Responding to and Addressing Risks 462 Monitoring and Updating the Risk Management Plan 463 Expected Value 464 Application in Scheduling 466 Examples of Risk Adjustment 467 The Concept of Contingency 468 Conclusion 468 Chapter 14 Exercises 469 Chapter 15 Construction Delays and Other Claims 471 Introduction 472 Delay Claims 473 Reasons for Claims 474 Force Majeure 477 Types of Delays 477 Types of Damages in Construction Projects 479 Scheduling Mistakes Related to Delay Claims 479 Project Documentation 482 Delay Claims Resolution 485 The Importance of CPM Schedules in Delay Claims 489 Methods of Schedule Analysis 489 As-built Schedule 489 Updated Impact Schedule 490 As-planned Schedule 490 Comparison Schedule 490 Accelerated Schedule 490 Who Owns the Float? 491 Conclusion on Delay and Float 491 Chapter 15 Exercises 497 Chapter 16 Optimizing the CPM Schedule 499 Introduction 500 Importance of Schedule Accuracy and Simplicity 501 The CPM Schedule Stages 501 The Contract Stage 502 The Schedule Creation Stage: Work Breakdown 504 The Schedule Creation Stage: Activities Durations and Other Attributes 507 The Schedule Creation Stage: The Logic 511 The Schedule Creation Stage: Cost/Resource Loading 514 The Critical Path Stage 515 The Schedule Review Stage 516 The Execution Stage 517 The Reporting and Documentation Stage 520 The Scheduler and the Computer 522 Certification 523 The Tripod of A Good Scheduling System 524 Chapter 17 The Critical Path Definition: Revisited 525 Introduction 526 What is The “Longest Path”? 527 The Critical Path Through Examples 528 The Simple Case 528 Imposed Finish Date 529 Activities with Lags 530 Activities with Constraints 531 Activities with Different Calendars 533 Precedence Diagrams 534 Resource Constraints 537 Resource Allocation and Resource Leveling 539 Risk and Probabilistic Durations 540 Risk, Consequences, or Both? 541 The AACE-Recommended Practices No. 49R-06 and 92r-17 542 Proposed Definition of The Critical Path 543 Changes in The Critical Path 544 Chapter 18 BIM and Other Technologies in Modern Construction Scheduling 545 Introduction to 4D BIM in Construction Scheduling 546 Significance of 4D BIM in Modern Project Management 546 Developing 4D Models: Tools and Techniques 546 Software Options for 4D BIM 546 Process for 4D Model Development 547 Case Study: Applying 4D Scheduling to High-RrISE Tower Construction 548 Step 1: Creating 3D Models in Revit for 4D Scheduling 548 Step 2: Installing Navisworks 549 Step 3: Preparing and Exporting Schedule 550 Step 4: Launching TimeLiner Tool in Navisworks Manage 550 Step 5: Performing Simulation Using Viewpoints 552 Step 6: Reviewing Play Simulation and Analyzing 552 Challenges and Solutions in Adopting 4D BIM 556 Future Outlook for 4D BIM in Construction 557 Emerging Trends and the Potential of New Technologies 557 Integrating AR/VR for Enhanced 4D Visualization 558 AR/VR Overview and Applications for 4D BIM 558 Defining AR and VR 558 Applications for Enhancing 4D Model Visibility 558 Workflow for Visualizing 4D in AR/VR 559 Learning Resources for Students 559 Free and Low-cost Options for 4D Software 559 Tutorials and Demo Models for Practicing 4D Workflow 560 Chapter 18 Exercises 560 Chapter 19 Project Scheduling for Owners 561 Appendix A Computer Project 583 Introduction 562 Types of Owners 562 Impact of Type of Owner on the Project 562 Project Initiation Process 563 Project Cost to an Owner 564 The Owner’s Organization 566 Project Planning 567 Using Available Tools 568 Best Value 569 The Evolution of the Schedule 570 Choosing the Contract Type and Delivery Method 570 Contract Templates 571 Owner-Contractor Trust Relationship 572 Project Financing 573 Requiring and Approving a Schedule 574 Owning and Managing Float 575 Managing the Contractor 576 Managing Scope/Changes 577 Schedule Updating and Percent Complete 578 Delay Claims: Avoidance and Resolution 579 Chapter 19 Exercises 580 General Guidelines 583 Assignment 1 587 Cost Loading 588 Assignment 2 589 Updating the Project 590 Assignment 3 590 Change Order 591 Assignment 4 591 Resource Leveling 592 Assignment 5 592 Schedule Compression 1 592 Assignment 6 592 Schedule Compression 2 594 Assignment 7 594 Delay Claim 1: Unforeseen Conditions 595 Assignment 8 595 Delay Claim 2: Change in the Owner’s Requirements 595 Assignment 9 596 Appendix B Sample Reports 597 Tabular Reports 597 Graphic Reports 617 Abbreviations 629 Glossary 635 Bibliography 663 Index 673