Construction Planning and Scheduling

by Hinze, Jimmie W.

• ISBN13: 9780130928610
• ISBN10: 0130928615
• Edition: 2nd
• Format: Hardcover
• Copyright: 2008-01-01
• Publisher: Prentice Hall

Summary

This straightforward text is unique in that it presents a comprehensive introduction to the techniques of construction scheduling as well as broad coverage on all major scheduling subjects. Some of the key features include: bull; bull;Includes a detailed discussion of contract provisions and their relationship to construction scheduling. bull;Presents a discussion of the effects of management decisions intENDed to benefit production on a construction schedule. bull;Presents a treatise on short interval scheduling, also known as "look ahead" schedules, a subject vital to project success. bull;Explains the concept of linear scheduling in easily understood and straightforward terms. bull;Presents problems intENDed to be solved manually, but at the same time allows for the use of computer applications to solve these problems. bull;Problems have been kept simple to allow students to focus on the key points under discussion.

Table of Contents

CHAPTER 1 INTRODUCTION	1	(16)
Bar Charts	2	(8)
Shortcomings of Bar Charts	3	(4)
The Sports Facility Project	7	(1)
Value of Bar Charts	7	(3)
Other Scheduling Approaches	10	(1)
Work Breakdown Structure	11	(3)
Reasons for Planning and Scheduling in Construction	14	(1)
Review Questions	15	(2)
CHAPTER 2 DEVELOPING A NETWORK MODEL	17	(13)
Steps in Building a Network Model	17	(11)
Defining Activities	18	(2)
Ordering Activities	20	(3)
Drawing the Network Diagram	23	(3)
Assigning Durations to Activities	26	(1)
Assigning Resources and Costs	27	(1)
Calculating Early and Late Start/Finish Times	27	(1)
Identify the Critical Path	27	(1)
Scheduling Activity Start/Finish Times	28	(1)
Final Comments	28	(1)
Review Questions	28	(2)
CHAPTER 3 PRECEDENCE DIAGRAMS	30	(35)
Precedence (Activity-on-Node) Networks	30	(1)
Activity Relationships	31	(13)
Basics about Precedence Diagrams	40	(4)
Calculations on a Precedence Network	44	(6)
Independent Float and Interfering Float	50	(3)
Final Comments	53	(1)
Review Problems	54	(11)
CHAPTER 4 DETERMINING ACTIVITY DURATIONS	65	(18)
Estimating	65	(1)
Types of Estimates	66	(1)
Conceptual Estimates	66	(1)
Detailed Estimates	66	(1)
Conducting a Detailed Estimate	66	(6)
Estimating Durations	72	(3)
Scheduling Issues	75	(1)
Factors Influencing Choice of Activity Schedules	76	(5)
Weather and the Schedule	77	(1)
Uncertainty in Duration Estimates	78	(3)
Final Comments	81	(1)
Review Problems	81	(2)
CHAPTER 5 TIME IN CONTRACT PROVISIONS	83	(27)
Time Is of the Essence	84	(1)
Requirements for Project Coordination	84	(1)
Cooperation	85	(1)
Progress Schedule	85	(6)
Ownership of Float	91	(2)
Notice to Proceed	93	(1)
Time of Completion	94	(1)
Units of Time: Working Days or Calendar Days	95	(3)
Liquidated Damages-Damages for Late Completion	98	(1)
Weather	99	(1)
Use of Completed Portions of the Work	99	(1)
Substantial Completion	100	(1)
Notice of Delays	101	(1)
Avoidable Delays	101	(1)
Unavoidable Delays	102	(1)
Extension of Time (Avoidable Delays)	102	(1)
Extension of Time (Unavoidable Delays)	102	(2)
Submittals	104	(1)
Progress Payments	105	(2)
Payment for Materials	107	(1)
Final Payment	107	(1)
Suspension	107	(1)
Termination by Contractor	108	(1)
Final Comments	109	(1)
Review Questions	109	(1)
CHAPTER 6 RESOURCE ALLOCATION AND RESOURCE LEVELING	110	(47)
The Management of Resources	110	(1)
When Resources Are Limited (Resource Allocation)	111	(11)
The Manual Solution for Resource Allocation	113	(9)
The Brooks Method of Resource Allocation	122	(7)
When Project Duration Is Fixed (Resource Leveling)	129	(2)
The Manual Solution for Resource Leveling	131	(9)
The Sports Facility Project	139	(1)
Final Comments	140	(2)
Review Problems	142	(15)
CHAPTER 7 MONEY AND NETWORK SCHEDULES	157	(35)
Cash Flow	158	(11)
The Time Value of Money	158	(1)
Interest Rates	158	(1)
Contractor Cash Disbursements	159	(2)
Contract Provisions That Impact Cash Flow	161	(2)
Owner Policies and Practices That Impact Cash Flow	163	(1)
The Cash-Flow Analysis	163	(2)
The Sports Facility Project	165	(1)
The Present Worth of Cash Flow	165	(1)
The Value of Cash-Flow Analysis	166	(3)
Time-Cost Trade-Offs	169	(17)
Direct Costs	170	(1)
Indirect Job Costs (Job Overhead)	170	(1)
Overhead (Company Overhead)	170	(1)
Profit	170	(4)
Four Different Solutions for Each Network	174	(1)
Logically Reducing Project Duration	175	(11)
Final Comments	186	(1)
Review Problems	187	(5)
CHAPTER 8 PROJECT MONITORING AND CONTROL	192	(17)
Construction Time	192	(2)
Effective Scheduling	194	(1)
Monitoring Project Status	195	(4)
Difficulties in Assessing Progress	199	(1)
Updating the Schedule	200	(1)
Controlling the Project	201	(3)
The Sports Facility Project	203	(1)
As-Built Schedules	204	(3)
Final Comments	207	(1)
Review Questions	207	(2)
CHAPTER 9 COMPUTER SCHEDULING	209	(16)
Computer Scheduling Terms	211	(2)
Scheduling Software	213	(2)
Primavera (P3®)	214	(1)
SureTrak Project Manager	215	(1)
Microsoft Project	215	(1)
Creating a Schedule	215	(4)
Updating a Schedule	219	(1)
Presenting a Schedule	219	(2)
Useful Software Features	221	(1)
Sorting and Filtering	221	(1)
Global Editing	222	(1)
Cash-Flow Analysis	222	(1)
Resource Leveling	222	(1)
Linking to Other Project Management Software	222	(2)
Final Comments	224	(1)
Review Questions	224	(1)
CHAPTER 10 EARNED VALUE: A MEANS FOR INTEGRATING COSTS AND SCHEDULE	225	(14)
The Earned Value Concept	226	(5)
Difficulties in Integrating Cost and Schedule Systems	231	(3)
Final Comments	234	(1)
Review Questions and Problems	235	(4)
CHAPTER 11 THE IMPACT OF SCHEDULING DECISIONS ON PRODUCTIVITY	239	(24)
Working Overtime	239	(3)
Increasing the Workforce (Crowding)	242	(2)
Increasing the Number of Starting Points	244	(2)
Identifying the Causes of Delays	246	(1)
Interruption of Work on Multiple Units (Impact of Lost Learning)	247	(3)
Learning Applied to Individual Units	250	(3)
Learning Applied to Cumulative Average Units	253	(2)
What Happens When Work Is Interrupted?	255	(3)
Other Sources of Lost Productivity	258	(1)
Final Comments	259	(1)
Review Problems	259	(4)
CHAPTER 12 CPM IN DISPUTE RESOLUTION AND LITIGATION	263	(11)
Going to Court	263	(7)
Types of Schedules	270	(1)
Impact of Changes	271	(1)
Impact of Delays	272	(1)
Final Comments	273	(1)
Review Questions	273	(1)
CHAPTER 13 SHORT-INTERVAL SCHEDULES	274	(16)
Short-Interval Schedules in the Literature	276	(1)
How Contractors Use Short-Interval Schedules	276	(5)
Other Short-Interval Schedules	281	(5)
Final Comments	286	(3)
Review Questions	289	(1)
CHAPTER 14 LINEAR SCHEDULING	290	(16)
What Is Linear Scheduling?	293	(4)
Example 1: Project to Replace a State Park Walkway	297	(3)
Production Rate Diagrams	297	(2)
Buffers	299	(1)
Generating the Linear Schedule	299	(1)
Example 2: Project to Construct	300	(6)
Tract Housing Units	301	(4)
Final Comments	305	(1)
Review Questions	305	(1)
CHAPTER 15 PERT: PROGRAM EVALUATION AND REVIEW TECHNIQUE	306	(13)
Uncertainty in Activity Duration Estimates	306	(5)
Uncertainty in the Duration Estimates of an Activity Chain	311	(2)
Uncertainty in the Duration Estimates of Projects	313	(1)
Monte Carlo Simulation	314	(2)
Final Comments	316	(1)
Practice Problems	316	(3)
CHAPTER 16 ARROW DIAGRAMS	319	(36)
Activity Relationships	320	(3)
The i-j Notation of Activities	323	(6)
Dummies	323	(6)
Performing Time Calculations with Arrow Diagrams	329	(7)
Float Values	336	(6)
Understanding Free Float and Total Float	342	(3)
Final Comments	345	(1)
Review Problems	346	(9)
REFERENCES	355	(2)
ADDITIONAL REFERENCES	357	(4)
INDEX	361

Excerpts

Many textbooks have been published on the subject of construction scheduling. Many of them provide excellent information on a variety of scheduling subjects. Unfortunately, they are often limited in their scope, often omitting scheduling subjects that might be of particular interest to the reader. This text is written to provide broad coverage on all major scheduling subjects. My first employment with a construction contractor was a summer job in the 1960s. Although I was given many different assignments, I have vivid memories of the arrow diagram network that I was asked to draw by hand. Of course, I just had a class on the fundamentals of arrow diagramming, so the scheduling assignment was reasonably easy for me. A few years later while working for a different firm, my primary responsibility was scheduling. The scheduling effort was largely focused on the coordination of subcontractors on several different projects for which I used the precedence diagramming method. It was during this period that I developed a strong appreciation for the value of effective scheduling and the use of precedence diagrams. There are many approaches to providing scheduling information. Some of these are described briefly in Chapter 1. This textbook is written with a major emphasis on precedence diagramming, with only the last chapter addressing arrow diagramming. Although I recognize that most scheduling is done with precedence diagrams, I also feel that an introduction to the subject of arrow diagramming is appropriate. In academic settings, I have found that students can grasp arrow diagramming more easily if they have not already been exposed to precedence diagrams. For this reason, instructors who plan to lecture on arrow diagrams should consider jumping to Chapter 16 after the first two chapters are covered. Chapter 3 explains the fundamentals of precedence diagrams. Regardless of the scheduling technique used, successfully using scheduling information is rooted in beginning with accurate time estimates for activity durations as discussed in Chapter 4. One scheduling topic seldom addressed in scheduling texts, especially in detail, is that of contract provisions related to scheduling. This text devotes an entire chapter to this subject (Chapter 5). Resource leveling and resource allocation are described in Chapter 6. The impact of scheduling provisions on cash flow is also addressed (Chapter 7). Manual solutions are described for solving problems related to resource utilization and cash flow. Although such problems are often solved by computer, it is helpful for schedulers to understand the process of arriving at a solution in order to fully comprehend computer solutions. Schedules are management tools and, as such, they should be used. It is through the proper use of schedules that management is able to make informed decisions about scheduling activities. This use includes updating the schedules when the schedule information ceases to be useful for making informed decisions. This process is described in Chapter 8. Chapter 9 addresses computer applications. This chapter is not a user's manual, nor is it a proponent for any particular scheduling software. The more widely used software programs are described to some extent, but this is not to be construed as an endorsement of any particular product. The purpose of the chapter is to familiarize the reader with some of the basic scheduling concepts that are addressed by computer software. Chapter 10 describes earned value concepts. Project schedules are generally adversely impacted by changes in the project. Chapter 11 provides information for quantifying such impacts. Such information is often required when a claim is prepared. Chapter 12 presents a brief discussion of the value of schedules in litigation. Short-interval schedules are addressed in Chapter 13. This treatise is far more extensive than any known writings or papers on the subject. The us