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| Dedication | |
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| Preface | |
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| Preface to the second edition | |
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| Abbreviations | |
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| Introduction | |
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| Planning And Scheduling | |
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| Project Control | |
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| Why Schedule Projects? | |
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| The Scheduler | |
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| Certification | |
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| Scheduling And Project Management | |
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| Chapter 1 Exercises | |
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| Bar (Gantt) Charts | |
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| Definition And Introduction | |
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| Advantages Of Bar Charts | |
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| Disadvantages Of Bar Charts | |
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| Chapter 2 Exercises | |
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| Basic Networks | |
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| Definition And Introduction | |
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| Arrow Networks | |
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| Brief Explanation | |
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| The Logic | |
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| Notation | |
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| Dummy Activities | |
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| Redundancies | |
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| Node Networks | |
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| Lags and Leads | |
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| Recommendations for Proper Node Diagram Drawing | |
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| Comparison Of Arrow And Node Networks | |
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| Networks Versus Bar Charts | |
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| Effective Use of Bar Charts with the CPM | |
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| Time-Scaled Logic Diagrams | |
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| Chapter 3 Exercises | |
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| The Critical Path Method (CPM) | |
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| Introduction | |
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| Steps Required To Schedule A Project | |
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| Supplemental Steps | |
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| Resource Allocation And Leveling | |
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| Beginning-Of-Day Or End-Of-Day Convention | |
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| The CPM Explained Through Examples | |
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| Logic Networks and the CPM | |
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| The CPM with Computer Software Programs | |
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| The Critical Path | |
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| Definitions Pertaining to Example 4.1 | |
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| Node Diagrams and the CPM | |
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| Free Float | |
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| Definitions Pertaining to Examples 4.2 and 4.3 | |
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| Node Format | |
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| Introduction of Lags and Leads into CPM Networks | |
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| Lags and Leads in Computer Software | |
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| Further Discussion of Float | |
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| Effect of Choice of Dates on Cash Flow | |
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| Event Times in Arrow Networks | |
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| Effect of the Imposed Finish Date on the Schedule | |
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| Discussion of Example 4.7 | |
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| Logic And Constraints | |
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| Chapter 4 Exercises | |
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| Precedence Networks | |
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| Definition And Introduction | |
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| The Four Types Of Relationships | |
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| Important Comments About the Four Types of Relationships | |
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| The Percent Complete Approach | |
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| Fast-Track Projects | |
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| A Parallel Predecessor? | |
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| CPM Calculations For Precedence Diagrams | |
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| Interruptible Activities | |
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| The Detailed Approach | |
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| Contiguous (Uninterruptible) Activities | |
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| Final Discussion | |
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| Chapter 5 Exercises | |
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| Resource Allocation and Resource Leveling | |
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| Introduction | |
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| The Three Categories Of Resources | |
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| Labor | |
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| Equipment and Materials | |
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| What Is Resource Allocation? | |
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| Resource Leveling | |
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| What Is Resource Leveling? | |
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| Why Level Resources? | |
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| Do All Resources Have to Be Leveled? | |
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| Multiproject Resource Leveling | |
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| Assigning Budgets in Computer Scheduling Programs | |
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| Leveling Resources in a Project | |
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| Resource Leveling from the General Contractor's Perspective | |
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| Materials Management | |
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| Chapter 6 Exercises | |
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| Schedule Updating and Project Control | |
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| Introduction | |
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| The Need For Schedule Updating | |
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| Project Control Defined | |
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| Schedule Updating | |
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| What Is a Baseline Schedule? | |
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| What Is an Updated Schedule? | |
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| What Is the Data Date? | |
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| What Kind of Information Is Needed for Updating Schedules? | |
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| Frequency of Updating | |
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| Retained Logic or Progress Override | |
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| Auto Updating | |
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| Updating Schedules and Pay Requests | |
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| "Degressing" an In-Progress Schedule to Create a Baseline Schedule | |
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| Effect of Adding or Deleting Activities on Logic | |
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| Steps for Updating a Schedule | |
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| Change in the Critical Path | |
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| Contractor-Created Float | |
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| Data and Information | |
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| Project Control | |
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| Measuring Work Progress | |
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| Earned Value Analysis | |
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| Chapter 7 Exercises | |
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| Schedule Compression and Time-Cost Trade-Off | |
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| Introduction | |
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| Setting Priorities | |
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| Accelerating A Project | |
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| What Is "Accelerating" a Project? | |
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| Why Accelerate a Project? | |
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| How Can the Duration of a Project Be Shortened? | |
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| How Does Accelerating a Project Work? | |
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| Direct And Indirect Costs | |
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| Cost Concepts as they Relate to Schedule Compression | |
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| How to Choose the Best Method for Project Acceleration | |
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| Effect of Acceleration on Direct Costs | |
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| Effect of Acceleration on Indirect Costs | |
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| Effect of Acceleration on Total Cost | |
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| Recovery Schedules | |
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| Accelerating Projects By Using Computers | |
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| Optimum Project Scheduling | |
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| Potential Issues with Uncoordinated Project Acceleration | |
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| Chapter 8 Exercises | |
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| Reports and Presentations | |
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| Introduction | |
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| The Difference Between Reports And Presentations | |
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| Skills Necessary For Giving Good Presentations | |
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| The Power Of Presentation | |
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| Reviewing Reports Before And After Printing | |
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| General Tips On Printing Reports | |
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| Summary Reports | |
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| Paper Or Electronic Reports? | |
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| E-Reports | |
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| Communications In The International Environment | |
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| Chapter 9 Exercises | |
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| Scheduling as Part of the Project Management Effort | |
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| Introduction | |
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| Scheduling and Estimating | |
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| Evolution of a Cost Estimate and a Schedule for a Project | |
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| Estimate-Generated Schedules | |
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| Cost-Loaded Schedules | |
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| Estimating And Accounting | |
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| Scheduling And Accounting | |
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| Scheduling And Change Orders | |
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| Paperless Project Management | |
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| Procurement Management | |
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| Management Of Submittals | |
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| The Master Schedule And Subschedules | |
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| Multiproject Management | |
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| Time Contingency And Management Options | |
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| Chapter 10 Exercises | |
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| Other Scheduling Methods | |
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| Introduction | |
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| Program Evaluation And Review Technique (PERT) | |
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| Definition | |
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| Background | |
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| Concept of PERT | |
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| How PERT Works | |
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| PERT Calculations | |
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| Graphic Explanation | |
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| Difference Between "Most Likely" and "Expected" Durations | |
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| Is the Longest Path Still the Most Critical? | |
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| Using PERT to Calculate the Date of an Event with a Certain Level of Confidence | |
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| Determining the Probability of a Certain Project Finish Date (Multiple Paths Considered) | |
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| PERT and the Construction Industry | |
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| PERT and Computer Project-Scheduling Software | |
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| Graphical Evaluation And Review Technique (GERT) | |
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| Linear Scheduling Method (LSM) | |
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| Steps Required to Build a Schedule by Using the LSM | |
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| How the LSM Works | |
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| LSM Computer Software Programs | |
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| Graphical Path Method (GPM) | |
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| Relationship Diagramming Method (RDM) | |
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| Chapter 11 Exercises | |
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| Dynamic Minimum Lag Relationship | |
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| Introduction | |
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| Construction Delay and Other Claims | |
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| Methods of Schedule Analysis | |
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| Conclusion on Delay and Float | |
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| Exercises for Chapter 13 | |
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| Schedule Risk Management Chapter | |
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| Introduction to Schedule Risk Management | |
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| Types of Risk in Construction Projects | |
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| Schedule Risk Types | |
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| Definition of Risk Terms | |
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| Importance of Good Planning for Risk Management | |
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| Importance of Good CPM Scheduling Practices for Risk Assessment | |
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| Risk Shifting in Contracts | |
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| Schedule Risk Management Steps | |
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| Expected Value | |
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| Application in Scheduling | |
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| Examples of risk adjustment | |
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| Conclusion | |
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| Exercises for Chapter 14 | |
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| Computer Project | |
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| General Guidelines | |
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| Cost Loading | |
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| Updating The Project | |
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| Change Order | |
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| Resource Leveling | |
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| Schedule Compression | |
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| Schedule Compression 2 | |
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| Delay Claim 1: Unforeseen Conditions | |
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| Delay Claim 2: Change In | |
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| Owner's Requirements | |
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| Glossary | |
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| References | |
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| Bibliography | |
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| Planning, Scheduling, and Project Control | |
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| Project snd Construction Management | |
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| Construction Scheduling Law | |
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| Other | |