| Description |
1 online resource (xix, 715 pages) : illustrations |
| Contents |
A. Preface -- B. ABOUT THE AUTHORS -- C. Acknowledgments -- A. Part 1: Introduction to CPM Planning and Scheduling -- 1. Introduction to Logic Based Planning and Scheduling -- Scheduling Is for Everyone -- We Teach Carpentry--Not "How to Use Your New Power Saw" -- History of Scheduling Systems -- The Ordered "To-Do" List -- Gantt Charts and Bar Charts -- Development of the Critical Path Method of Scheduling -- Development of the PERT Method of Scheduling -- Comparison of CPM and PERT -- Precedence Diagramming Method -- SPERT and GERT -- Relationship Diagramming Method -- Summary -- 2. The Pure Logic Diagram -- Pure Logic Network Construction -- The Logic of the Logic Network -- Pure Logic Diagrams -- Technical Issues for Pure Logic Diagrams -- Logical Loop -- Form and Format for Pure Logic Networks -- Events -- Problems with Multi-Sheet Networks -- Form and Format for Networks in PERT -- Form and Format for Networks in PDM -- Form and Format for Networks in RDM -- Non-Construction Examples -- Summary -- 3. The Durations of the Logic Network -- Definition of an Activity -- Setting a Minimum and Maximum Duration -- Estimating versus Scheduling Durations -- CPM versus PERT Durations -- Lags in PDM and RDM--Durations between Activities -- Summary -- 4. Example Project: The John Doe Project -- Acquiring Information to Initial Schedule -- Choosing Appropriate Codes -- Activity List -- Could We Prepare a Bar Chart? -- Pure Network Logic -- John Doe Project Pure Network Logic -- Network Logic in ADM -- Network Logic in PDM -- Network Logic in RDM -- Summary -- 5. Output of Calculations -- Attributes of an Event -- Attributes of an Activity -- The Forward Pass--T_E, ES, and EF -- The Backward Pass--T_L, LF, and LS -- The Backward Pass--TF, FF, and IF -- The Backward Pass--T_J, JLF, JLS, and JTF -- Calculating the Attributes of an Event or Activity -- The Forward Pass--T_E, ES, and EF -- The Backward Pass--T_L, LF, and LS -- The Backward Pass--T_J, JLF, and JLS -- The Backward Pass--TF, FF, JTF, and IF -- Summary -- 6. Cranking the Engine -- Manual and Computer Solutions for PERT and ADM--The Matrix Method -- Manual and Computer Solution for PERT and ADM--The Intuitive Method -- Activity Start and Finish Times -- Critical Activities -- Total Float -- Free Float -- Independent Float -- Time Scale Network -- Computation Time -- Writing Your Own CPM Software -- Manual and Computer Solution for PDM with Durations between Activities -- Summary -- 7. Adding Complexity -- Enhancements to the Basic System -- Original versus Remaining Durations -- Percent Complete -- Defined Subtasks and Check-Off Updating -- Calendar versus Work Period Conventions -- Multiple Calendars -- Multiple Starting and Ending Activities -- Artificial Constraints to Dates -- Artificial Constraints to Algorithms -- Negative Float -- Definition of Criticality -- Continuous versus Interruptible Performance -- Actual Start and Finish Dates -- Retained Logic versus Progress Overrides -- Events and Milestones -- Hammocks and Summary Network Logic -- Summary Activity Bars -- User-Defined Code Fields -- Adding Resources to Activities -- Adding Costs and Cost Codes to Activities -- Resource-Driven Scheduling -- Master Schedules: Local versus System-Wide Updating -- Activity Types -- Hierarchical Codes -- Summary -- 8. PERT, SPERT, and GERT -- PERT -- SPERT -- GERT -- Computers Add Power -- Summary |
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9. PDM and Precedence Networks -- Precedence Logic -- Work Package Calculations -- Computer Calculation -- Project Example -- Summary -- Reference -- 10. Respecting the Power of PDM -- Durations between Activities: Percent Lead/Lag Relationships -- Defining Overlapping Activities: Durations between Activities -- Negative Durations between Activities -- Remaining Durations between Activities -- Impact of Percent Complete upon Durations between Activities -- PDM and Hammocks -- Continuous versus Interruptible Progress -- Undefined Subtasks and Relationships to Other Activities -- Multiple Calendars -- Retained Logic versus Progress Override -- Total Float Calculation -- Erroneous Loop Errors -- Summary -- 11. RDM Networks Restore the Promise -- Relationship Logic -- Design of the Methodology for Calculation -- Additional Attributes of RDM--TJ, JLF, JLS, and JTF -- The Backward Pass--TJ, JLF, JLS, and JTF -- Implementation by Oracle Primavera Pertmaster Risk Analysis -- The Road Ahead for RDM -- Summary -- 12. Overview of Prevalent Software Products -- Overview of Primavera Project Planner P3 -- Overview of SureTrak Project Planner -- Overview of Primavera P6 -- P6 Navigation -- P6 Reflection Change Maintenance Feature -- P6 Multiple Float Paths -- Overview of Primavera Pertmaster aka Oracle Primavera Risk Analysis -- Overview of Deltek Open Plan Enterprise Project Management Software -- Overview of Microsoft Project Professional 2007 -- Other Software Products -- Summary of Overviews -- B. Part 2: The Tools of CPM Planning and Scheduling -- 13. Measure Twice--Cut Once -- Preparing to Collect the Input -- The Pure Logic Diagram -- A Team Effort ... on the Blackboard or Sketch pad -- Format for Ease of Data Collection versus for Ease of Data Entry to Chosen Software -- Bar Chart: May Be Based upon Logic, but Is Not a Logic Network -- Logic-Restrained Bar Chart -- Freehand -- PERT, GERT, PDM, and RDM -- Summary -- 14. Choosing Codes -- Calendar -- Deliverable and Responsible Entity: SHT1, SHT2, RESP, and SUBC -- Key Resources: CRTY, CRSZ, MHRS, SUPV, and EQUIP -- Overtime, Night Work, Special Supervision, and Inspection -- Quantities and Rates of Productivity -- Location, Location, Location -- Budget Codes for Cost: Labor, Equipment, and Materials -- A Word about Codes Tied to the Activity ID -- A Word about Aliases -- Summary -- 15. Acquiring Information for Initial Schedule -- The Activity Description--A Gross Abbreviation -- Activity ID, Activity Codes, and Logs -- The Activity Further Defined by Resources Assigned -- The Activity Further Defined by Predecessors and Successors -- The Checklist of Subtasks -- The Checklist of Subdeliverables (Events) -- Summary -- 16. Specifying Restraints -- Mandatory and Discretionary Physical Restraints -- Mandatory and Discretionary Resource Restraints -- Mandatory and Discretionary Timing Constraints -- The Misuse of Restraints and Constraints: "Nailing the Bar Down Where It Belongs" -- The Need to Document the Basis of Each Restraint and Constraint -- Choosing the Type of Relationship between Activities -- The Case for Restricting Relationships to Traditional "FS" without Lag -- The Need for Nontraditional Relationships -- The Desire for Nontraditional Relationship and Resulting Misuse -- Nontraditional Relationships Supported by Popular Software -- Minimum Restrictions for Proper Usage of PDM -- Review the Strengths of ADM: Expand the Definitions -- Start of Each Activity Must Have Predecessor -- Finish of Each Activity Must Have Successor -- Real World Relationships between Activities -- The Final Forward Pass -- The Final Backward Pass -- Choosing the Algorithm for the Initial Schedule -- Summary |
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17. Acquiring the Durations -- Best Estimate with Utilization of Resources Envisioned -- Compare with PERT Durations: Optimistic, Most Likely, Pessimistic -- Schedule Durations versus Estimating Durations -- Estimated Durations versus Calculated Durations -- Do We Add Contingency Here? -- Estimated Durations versus Expected Completion Dates: "As Good as the Promise" -- Productivity -- Durations and the Project Calendar or Calendars -- Durations between Activities -- Summary -- C. Part 3: The Practice of CPM Planning and Scheduling -- 18. Evolution of the Project Schedule -- Preliminary Schedule -- Preconstruction Analysis -- Contractor Preconstruction Analysis -- Milestones -- The John Doe Schedule -- Resources -- Fast Track -- Responsibility -- Schedule versus Calendar -- Contingency -- Schedule Manipulation -- Working Schedule -- Summary -- 19. Equipment and Workforce Planning -- Workforce Leveling -- Computerized Resources Planning -- Resource Leveling and Smoothing -- Limitations of Algorithms -- Driving Resources -- Resource Calendars -- Practical Solutions -- Summary of Resource Leveling -- Turnaround Application -- Examples of Resource Loading on John Doe Project -- Resource Leveling Significance -- Summary -- 20. Procurement and Preconstruction -- Scheduling Materials Procurement -- RDM Just-in-Time to the Rescue -- John Doe Example -- Preconstruction -- Predesign Phase -- Design -- Summary -- 21. CPM and Cost Control -- CPM Cost Estimate -- Progress Payments -- Cost Forecasting -- Network Time Expediting -- Minimum Cost Expediting -- Earned Value Management -- Summary -- 22. Enterprise Scheduling -- Multiproject Scheduling -- Multiproject Leveling -- Summarization by Enterprise Organization -- The Dashboard -- Program and Portfolio Management -- Enterprise Software -- Summary -- D. Part 4: The Practice of CPM Scheduling -- 23. Converting the Team Plan to the Calculated Schedule -- Data Entry Made Easy -- Check and Set Schedule Algorithm Options -- First Run and Debugging the Logic -- Loop Detection and Correction -- Technical Review: The Primavera Diagnostic Report -- Beyond the Primavera Diagnostic -- First Review of Calculated Output: Reality Check 1 -- Detail Views of Output of Schedule Calculations -- Timescaled Logic Diagram -- Tailoring Initial Output to the Chosen Audiences -- Whatever Owner Wants, Owner Gets -- You Can't Always Get What You Want, But ... You Get What You Need -- Reports and Views for the Foreman Performing the Work -- Reports and Views for the Contractor's Superintendent -- Reports and Views for the Contractor's Upper Management -- The Narrative Report for Each Audience -- Summary -- 24. Engineer's Review of the Submitted Initial CPM -- Legal Aspects of a Review -- Reviewing the Plan -- Technical Review -- Reschedule and Review the Diagnostic Report -- But Is the Logic Realistic? The Smell Test -- Metrics -- Project Calendar or Calendars -- Summary -- 25. Updating the Schedule -- Why Update the Schedule? -- Acquiring the Data for an Update -- Distinguishing Updates from Revisions -- Purpose of an Update -- The Purpose of a Revision -- Who Should Collect Data for an Update? -- Who Should Prepare Data for a Revision? -- Information Required for Schedule Control: AS, RD, AF -- Determination of Actual Start and Actual Finish Dates -- Determination of Remaining Duration of Activities: Repeat the Steps of the Master -- Expected Completion and Renewing Promises -- Automatic Updates -- The Forgotten Step: Determination of Remaining Duration between Activities -- Save and Rename: Naming Strategies -- Reports and Views to Assist Acquiring Data for an Update -- Electronic Tools to Assist Acquiring Data for an Update -- Choosing the Correct Algorithm for Updates -- Scheduling the Update: Interpreting the Results -- Technical Review: The Primavera Diagnostic Report -- What to Look for When Reviewing the Update -- Tailoring Update Output to the Chosen Audiences -- The Narrative Report for Each Audience -- Summary |
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26. Revising the Logic Network -- What If versus Committed Changes -- Changes: Approved, Constructive, and at Contractor's Cost -- Revised Baseline -- Update Then Revise -- Summary -- 27. Engineer's Review of the Submitted Update or Revision -- Is This an Update or a Revision? -- The Technical Review -- The Critical Path -- What to Accept and What to Reject -- Metrics for Updates -- Revisions Are Not Updates -- Minor Revision -- Major Revision -- Recovery Schedule -- Summary -- 28. Case Histories -- Chicago Courthouse -- Times Tower -- Airport Construction -- High-Rise Construction -- NASA -- Housing -- Manufacturing Facilities -- SEPTA Rail Works -- New Jersey Turnpike Authority 1990-1995 Widening Program -- JFK Redevelopment -- Toronto Transit's "Let's Move" Program -- Phoenixville-Mont Clare Bridge -- Graduate Hospital Diagnostic Building -- Interstate 76, 202, and 422 Interchange -- Port Authority of New York and New Jersey -- Maricopa County Jail Design and Construction Program -- TXDOT SH45 Highway with Five High Bridge -- Summary -- E. Part 5: Legal Issues -- 29. Specifying the CPM -- Attorney's Viewpoint on Writing a CPM Specification -- Pure Logic Drawing -- Content of the Logic Network -- Updates and Revisions -- Standard References -- Sample CPM Specification -- Summary -- 30. Sample CPM Specification: A Guideline for Preparing Your Own Specification -- Project Cpm Logic Plans, Schedules, and Reports -- Project Preliminary Schedule -- Project Management and Coordination -- Payment Procedures -- Contract Modification Procedures -- 31. Unified Facilities Guide Specification -- 32. CPM in Claims and Litigation -- Introduction -- Early Legal Recognition -- Evidentiary Use of CPM -- Summary -- References -- 33. Delay Analysis -- Delay versus Disruption -- Responsibility/Types/Force Majeure -- As-Planned Logic Network -- As-Should-Have-Been CPM Network -- As-Planned Schedule -- Validation of the As-Planned Logic Network and Calculated Schedule -- As-Built Schedule -- Validation of the As-Built Schedule -- As-Built Logic Network -- Causative Factors -- As-Impacted Logic Network -- As-Impacted Schedule -- Time Impact Evaluations -- Zeroing to a Collapsed As-Impacted Logic Network -- Zeroing Out to an As-Should-Have-Been CPM -- Limitations of the TIE Methodology -- TIE Example of John Doe Project -- Windows Analysis -- Zeroing Out within the Windows Analysis -- Windows Example of John Doe Project -- Summary -- 34. Disruption Analyses -- Traditional Methodologies -- The Measured Mile Methodology -- CPM Out-of-Sequence Methodology -- Adoption by the Industry -- Summary -- 35. Other Claim Methods -- Frye versus Daubert -- AACEi 29RP-03 -- Comparison of Three Methods for John Doe Project -- Evolve or Die -- The 50 Ways -- Summary of Other Delay Claim Methodologies -- 36. Conclusion -- F. Appendix: Navigating the Virtual CD-ROM |
| Summary |
The definitive guide for using CPM in construction planning and scheduling-now thoroughly updated to reflect new technologies and procedures |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Print version record |
| Subject |
Construction industry -- Management.
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Critical path analysis.
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Construction industry -- Management
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Critical path analysis
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| Form |
Electronic book
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| Author |
Plotnick, Fredric L., author.
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| ISBN |
1259587274 |
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9781259587276 |
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