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The key to successful project control is the fusing of cost to schedule whereby the management of one helps to manage the other. Project Control: Integrating Cost and Schedule in Construction explores the reasons behind and the methodologies for proper planning, monitoring, and controlling both project costs and schedule. Filling a current void the topic of project control applied to the construction industry, it is essential reading for students and professionals alike.
WAYNE J. DEL PICO, CPE, is President of W. J. Del Pico, Inc., which provides construction management, litigation support services for construction-related matters, and construction education. He has more than thirty years of experience in construction project management and estimating and has been involved in projects throughout the United States. His professional experience includes private commercial construction, public construction, retail construction, and residential land development and construction.
Chapter One The Basics
The Concept of Project Management
History of Project Management
Approaches to Project Management
The Traditional Approach
The Initiating Process
The Planning Process
The Executing Process
The Monitoring and Controlling Process
The Closing Process
Benefits of Proper Planning
The Role of the Project Manager
Lead the Project Team
Create the Project Plan
Develop the Project Schedule
Monitor the Progress of the Project
Control the Project
Take Corrective Action
Achieve the Project Goals
Goals of the Project
Contractual Performance Obligations
Financial Objectives
Prevent or Minimize Delay
Avoid Claims or Litigation
Control the O-P-C Relationship
Increase Market Share
Role of the Contract Documents
Study the Plans and Specifications
Identify Discrepancies Early
Visit the Project Site
Understand the Project Constraints
Determine Potential Problem Areas
Understand Contract Procedures
The Schedule and Budget
Summary
Chapter Two Introduction to Project Control
Overview of Project Control
Project Control Terminology
Project Control Formulas
The Project Control Cycle
Plan to Achieve Goals
Execute Work According to Plan
Measure the Progress
Identify Variations
Analyze Cause of Variations
Implement Corrective Actions
Execute Work and Measure Changes
Summary
Chapter Three Pre-Construction Planning
Initiating the Control Process
Pre-Construction Planning
Key Personnel & Responsibilities
The Contractor’s Group
The Design Professional’s Group
Owner’s Group
Regulatory Group
The Plan; The Roadmap
Establishing a Baseline for Schedule Control
Establishing a Baseline for Cost Control
The Communication Plan
Summary
Chapter Four The Schedule
Basic Scheduling Concepts
Types of Schedules
The Checklist
The Schedule Board
The Bar Chart
The Look Ahead
The Linear Schedule
Advanced Scheduling Methods
Program Evaluation and Review Technique (PERT)
Critical Path Method (CPM)
The CPM Schedule as a Management Tool
Tasks
The Work Breakdown Structure
Task Types
Task Descriptions
Task Durations
Interdependencies
Complex Relationships; Lags and Leads
Milestones and Constraints
Float
Updating the Schedule
Summary
Chapter Five The Budget
Fundamentals of the Estimating Process
Types of Estimates
Organization of Estimates
The Budget
Deconstructing the Estimate to build the Budget
Project Cost Report
The Budget as a Management Tool
Summary
Chapter Six Integrating the Schedule and the Budget
Schedule of Values
Matching Cost Values to Tasks
Planned vs. Actual Values
Summary
Chapter Seven Calculating and Analyzing Progress
Measuring Performance
Units Completed
Incremental Milestone
Start /Finish
Cost Ratio
Experience/Opinion
Weighted or Equivalent Units
Earned Value
Fixed Budget Approach
Variable Budget Approach
Choosing a Fixed or Variable Approach
Schedule and Cost Performance
Summary
Chapter Eight Analyzing & Reporting Variances in Schedule and Cost
Understanding Project Analyses
S-Curves
Tracking Gantt Chart
Control Charts
SPI and CPI Charts
Causes of Variances
Cost Variances
Schedule Variances
Variance Thresholds
Root Cause Analysis
Reporting Project Status
Summary
Chapter Nine Recognizing Trends and Forecasting Performance
Recognizing Trends
Using Trends to Forecast
Estimate at Completion
Estimate to Complete
Variance at Completion
To-Complete Performance Index
Project Percentage Analysis
Summary
Chapter Ten Productivity
Understanding Productivity
Productivity Index
Factors Affecting Construction Productivity
Controllable Factors Affecting Productivity
Uncontrollable Factors Affecting Productivity
Recommendations for Improving Productivity
Summary
Chapter Eleven Acceleration and Schedule Compression
Acceleration
Actual Acceleration
Constructive Acceleration
Forced Acceleration
Schedule Compression
Time-Cost Tradeoff Analysis
Time-Cost Tradeoff Concepts
Recovery Schedule
Summary
Chapter Twelve Resource Management
Resources
Resource Allocation
Resource Management
Resource Profile
Splitting Tasks
Material Management
Material Management in Practice
Summary
Chapter Thirteen Risk Management
Risk Management
Risk Identification
Risk Assessment
Risk Response Plan
Risk Response Control
Risk Contingency Planning
Contingency Plan Funding
Probability Analysis
Contract Modifications Impact on Risk
Summary
Chapter Fourteen Project Closeout
Project Closeout
Objectives of the Closeout Process
Contract Closeout
Administrative Closeout
Archiving Project Files
Lessons Learned Meeting
Lessons Learned Documentation
Project Closeout Report
Summary
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.
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