Construction Project Scheduling... | Buy

Written by a career construction professional, this text about scheduling and project lays out all steps clearly with solved and unsolved exercises that cover each subject. Computer software programs for construction are included for each chapter, along with examination of precedence networks as the realistic solution to scheduling. Also explored are new concepts in CPM scheduling such as the author's own Dynamic Minimum Lag technique. Addressing the average student, Construction Project Scheduling and Control skillfully guides readers through every aspect of a construction project, no matter what the size.

Saleh Mubarak, PhD, is Training Manager at the Qatar Project Management (QPM) Company in Doha, Qatar. A member of PMI and the PMI College of Scheduling, he served on the committee that created the PMI COS professional scheduler certification exam and is a former project controls manager with the Public Works Department of Hillsborough County in Tampa, Florida.

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

Computer Project
General Guidelines

Cost Loading

Updating The Project

Change Order

Resource Leveling

Schedule Compression

Schedule Compression 2

Delay Claim 1: Unforeseen Conditions

Delay Claim 2: Change In
Owner's Requirements

Glossary
References
Bibliography
Planning, Scheduling, and Project Control
Project snd Construction Management
Construction Scheduling Law
Other
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