Construction Scheduling Principles and Practices Book
Construction Scheduling Principles and Practices Book
CONTENTS
Preface vChapter 1 Overview of Project Management Basics 1
Introduction 1
Four Primary Objectives of Project Management 1
Quality 2
Time 2
Budget or Costs 2
Safety 2
Challenge of Balancing the Major Objectives 3
How to Achieve the Primary Objectives 3
Being a Manager—Assuming the Responsibility 4
Conclusion 5
Application 5
Chapter 2 Why Schedule 6
Introduction 6
Time Management Matrix 7
Using the Schedule to Control Your Projects and Your Life 8
Reduce Total Construction Time 9
Reduce the Costs of Labor, Overhead, Interest on Loans,
and Capital 9
Provide a More Continuous Work Flow 11
Increase Productivity 11
Give Employees and Subcontractors a Goal to Work Toward 11
Improve Your Company Image—Makes You
Look Professional 12
Meet Owners’ Requirements 13
Force Detailed Thinking and Planning 13
Improve Communication 14
Conclusion 15
Application 16
Chapter 3 Checklists, Daily To-Do Lists, and Magnetic
Scheduling Boards 17
Introduction 17
Selecting a Scheduling System 17
ixChecklists 18
Automating Checklist Schedules with Microsoft Excel 21
Daily To-Do Lists and Planners 22
Electronic Planners 24
Magnetic Scheduling Boards 24
Conclusion 26
Application 26
Chapter 4 Bar Chart Schedules 27
Introduction 27
History of Bar Charts 27
Creating Bar Charts 28
Determining the Level of Detail 30
Updating Bar Charts 30
Showing Progress on a Bar Chart 30
Using Three-Week Look-Ahead Bar Charts 33
Creating Bar Charts with Microsoft Excel 33
Examples of Computer-Generated Bar Charts 33
Conclusion 35
Application 37
Chapter 5 Introduction to CPM Scheduling 38
Introduction 38
Development and Features of Critical Path Method (CPM) 38
CPM Shows the Construction Logic 39
CPM Identifies the Critical Activities 40
CPM Helps Determine the Effects of Change
Orders or Delays 41
CPM Allows Management to Set Priorities 42
CPM Adapts to Any Project—Simple or Complex 42
CPM Is Easy to Follow Visually 42
CPM Allows Analysis of Different Methods or Sequences of
Construction 43
CPM Is Useful for Court Cases—Proving Responsible
Party for Delays 43
CPM Creates Teamwork 43
Why CPM Is Not Better Known or Used 44
Disadvantages of CPM 44
Conclusion 45
Application 45
x ContentsChapter 6 Creating the Network Logic Diagram 46
Introduction 46
Thoroughly Familiarize Yourself with the Project 46
Interview Key Management Personnel 47
Breakdown the Project into Activities 47
Use a Work Breakdown Structure (WBS) 48
Create the Network Logic Diagram 49
Eliminate Redundant Arrows 51
Consider Other Methods for Creating
the Logic Diagram 53
Make Sure the Logical Relationships are Accurate 55
Conclusion 56
Application 56
Chapter 7 Determining Durations 57
Introduction 57
The Relationship of Activity Duration to Activity Cost 58
The Textbook Approach 59
Durations from Subcontractors or Vendors 59
Durations from Experienced Superintendents or
Crew Leaders 60
Scheduling for Inclement Weather 60
Adding the Duration to the Network Logic Diagram 61
Conclusion 62
Application 62
Chapter 8 Calculating Start and Finish Dates 63
Introduction 63
Calculating Early Start and Early Finish Dates—
The Forward Pass 63
Calculating Late Start and Late Finish Dates—
The Backward Pass 66
Calculating Total Float 68
Determining the Critical Path Activities 69
Determining the Effects of a Change or Delay 70
Gaining Additional Experience with CPM 71
Converting Work Days to Calendar Dates 72
Solutions to Practice Problems 74
Conclusion 75
Application 76
Contents xiChapter 9 Calculating Total, Shared, Free, Independent, and
Negative Float 77
Introduction 77
Total Float 78
Shared Float 78
Free Float 80
Independent Float 82
Negative Float 84
Using Float to Help Manage the Project 85
When to Give Away Float and When to Keep or Hide It 85
To Whom Does Float Belong 86
Conclusion 87
Application 87
Chapter 10 Using Lags in Network Logic Diagrams 91
Introduction 91
Finish-To-Start Relationships 91
Start-To-Start Relationships 92
Finish-To-Finish Relationships 93
Start-To-Finish Relationships 94
Example Project Using Lags 94
Tabular Report of a Project with Lags 95
Start and Finish Date Calculations with Lags 96
Bar Chart of a Project with Lags 97
Conclusion 99
Application 99
Chapter 11 Reviewing and Analyzing the Schedule 100
Introduction 100
Are the Relationships Valid 100
Physical Relationships 100
Safety Relationships 101
Quality Relationships 102
Cost Relationships 103
Does the Project Completion Date Meet Contract
Requirements 103
Compressing the Schedule 103
Expanding the Schedule 104
Is The Critical Path Where Experience Says It Should Be 105
Milestones 105
xii ContentsProcurement 105
Time of Year 105
Float Paths 105
Organize to Simplify 106
Color-Code Some Activities 106
Conclusion 107
Application 107
Chapter 12 Creating Bar Charts and Tabular Reports from Network
Logic Diagrams 108
Introduction 108
Bar Charts for the Project Manager 109
Bar Charts for the Subcontractors 111
Bar Charts for the Owner 111
Updated Bar Charts 112
Tabular Reports 114
Tabular Reports for the Project Manager 114
Tabular Reports for the Subcontractors 115
Tabular Reports for the Owner 116
Linear Bar Charts 117
Computer-Generated Bar Charts Developed from Networks 120
Computer-Generated Tabular Reports Developed from
Networks 122
Conclusion 124
Application 124
Chapter 13 Linear or Line-of-Balance Schedules 125
Introduction 125
How to Create Linear Schedules 125
Velocity Diagrams 126
Forecasting Conflicts 127
Buffers, Time, and Space 130
Conclusion 133
Application 133
Chapter 14 Updating the Schedule 135
Introduction 135
Creating a Target or Baseline Schedule 136
Keeping Historical Information 136
Updating the Project Schedule 137
Monthly Updates 137
Contents xiiiWeekly Updates 138
Daily Updates 138
Using a PDA to Update the Schedule 139
Using Remote Cameras to Gather Project Information 139
Determining Whether to Use Percent Complete or
Days Remaining 139
Determining Percent Complete 139
Determining the Number of Quantities in Place 141
Evaluating the Project Status Based on the Update 141
Example of an Updated Schedule 142
Conclusion 143
Application 143
Chapter 15 Using the Schedule to Forecast and Balance
Resources 144
Introduction 144
Creating Resource Relationships 144
Forecasting and Balancing Cash Flow 146
Using Progress S-Curves and Banana Curves 148
Progress S-Curves 148
Banana Curves 150
Forecasting and Balancing Equipment 151
Forecasting and Balancing Human Resources 153
Computer Default Methods to Automatically Balance
Resources 154
Duration-Driven Versus Resource-Driven Schedules 154
Conclusion 155
Application 155
Chapter 16 Cost Schedule Control System Criteria (C/SCSC) 157
Introduction 157
Performance Measures 158
Variances 158
Cost Variance 158
Schedule Variance 158
Total Variance 159
Performance Indexes 159
Graphical Representation of the C/SCSC Data and Variances 159
Conclusion 161
Application 161
xiv ContentsChapter 17 Creating Teamwork and Getting Subcontractors to
Conform to the Schedule 163
Introduction 163
Provide Formal Training 164
Hold a Preliminary Scheduling Meeting 164
Create the Logic Diagram and then Share It 164
Use the Gilbane Method 165
Manage Durations 167
Plan for Undependable Subcontractors 167
Reward Subcontractors for Schedule Compliance 168
Other Methods for Getting Subcontractors to Conform
to the Schedule 168
When to Use a Scheduling Consultant 169
Conclusion 169
Application 170
Chapter 18 Other Scheduling Techniques 171
Introduction 171
Three-Week Look-Ahead or Short Interval
Schedules 171
Schedule Format 172
Details that may be Included 172
Example Format for a Short Interval
Schedule 172
Hammock Activities 173
Constraints 174
Start Constraints 175
Finish Constraints 175
Mandatory Constraints 175
Start-on Constraints 175
Expected Finish Constraints 175
Float Constraints 175
Fenced Bar Charts 176
Graphic Schedules 176
Matrix Schedules 178
Activity on Arrow (AOA) or Arrow Diagram
Method 179
PERT (Project Evaluation and Review Technique) 180
Conclusion 181
Application 181
Contents xvChapter 19 Introduction to Computerized CPM Scheduling 182
Introduction and Brief History 182
Tips for Learning Project Management Software 183
Comparison of Popular Project Management Software 185
General Suggestions for Computer Reports 186
Conclusion 186
Application 187
Chapter 20 Managing Projects Using Primavera Project
Planner (P3) 188
Introduction—Primavera Project Planner Version 3.1 189
Using the Help Buttons 190
Making a New Project File 191
Setting up the Calendars 192
Defining Activity Codes 192
Inputting Activity Data 194
Input Using the Activity Table 194
Input Using the Activity Form 197
Input Using the PERT View 197
Organizing the Schedule 199
Group Like Activities Together 199
Check the Number of Days to Complete 199
Filtering for Specific Activities 200
Formatting Bar Charts 201
Change the Date/Timescale 201
Format the Columns 201
Format the Sight Lines 201
Format the Bars 201
Format the Screen Colors 202
Create a New Layout 202
Setting up and Printing Standard Reports 202
Report 1. Input Check Report 202
Report 2. Project Manager’s Bar Chart Report 204
Report 3. Subcontractor’s Bar Chart Report 205
Report 4. Subcontractor’s Tabular Report 206
Report 5. Owner’s Bar Chart Report 206
Report 6. Critical Activities Only Report 207
Report 7. Separate Bar Chart for Each
Superintendent 208
xvi ContentsReport 8. Tabular Report for a Specific Subcontractor 208
Report 9. Necked Bar Chart for a Subcontractor 209
Report 10. Statusing or Updating the Schedule 209
Report 11. Update the Schedule to Finish on the Original
Finish Date 212
Report 12. Adding Clip Art, Text, Curtains, Logos,
and Drawings 212
Report 13. Creating a New Project Schedule Based on a Past
Project 213
Report 14. Using Fragnets to Copy Schedules or Parts
of Schedules 214
Report 15. Resource Management—Cost Loading
the Schedule 215
Report 16. Resource Management—Crew Loading
the Schedule 218
Tabular and Graphic Reports 221
The Back Half of P3 221
Report 17. Tabular Report for the Subcontractors 221
Report 18. Tabular Report for the Owner 224
Report 19. Tabular Report for the Superintendents 224
Report 20. Tabular Report of Critical Activities Only for the
Project Manager 224
Report 21. Printing a Series of Reports with One Setup 224
Report 22. Graphic Reports—Timescaled Logic 226
Report 23. Cash Flow and Banana Curve 226
Report 24. Bar Chart with a Banana Curve Overlaid 226
Report 25. Adding a Schedule to a Document 228
Trying Other Shortcuts, Techniques, or Ideas 229
Chapter 21 Managing Projects Using SureTrak 231
Introduction—SureTrak for Windows Version 3.0 232
Using the Help Buttons 232
Making a New Project File 233
Setting up the Calendars 234
Defining Activity Codes 235
Inputting Activity Data 237
Input Using the Cells in the Rows and Columns
(the Activity Table) 237
Input Using the Activity Form 238
Input Using the PERT View 239
Contents xviiCalculating the Schedule 240
Checking the Number of Days to Complete 240
Overview of Formatting 241
Format the Columns 241
Organize the Schedule 241
Format the Bars 241
Change the Date/Timescale on Bar Charts 243
Change the Sight Lines on the Bar Charts 243
Filter 243
Create and Save a Layout 243
Print Reports 244
Setting up and Printing Standard Reports 244
Report 1. Input Check Report 244
Report 2. Project Manager’s Bar Chart Report 245
Report 3. Superintendent’s Bar Chart Report 246
Report 4. Subcontractor’s Bar Chart Report 247
Report 5. Subcontractor’s Tabular Report 247
Report 6. Owner’s Bar Chart Report 248
Report 7. Critical Activities Only Report 248
Report 8. Making Standard Reports 249
Report 9. Printing a Series of Reports with One Setup 250
Report 10. Adding Logos, Clip Art, Curtains, and Text
to Enhance the Schedule 250
Report 11. Updating the Schedule 251
Report 12. Creating a New Schedule Based
on an Old Schedule 253
Report 13. Using Fragnets to Copy Schedules
or Parts of Schedules 254
Report 14. Resource Management—Cost Loading
the Schedule 257
Report 15. Resource Management—Labor Loading
the Schedule 260
Backing up a Schedule 264
Restoring a Schedule 264
E-Mailing a Schedule 265
Overview 265
Mail Setup 265
E-Mailing Updates to SureTrak Users 265
Sending an Update Request 265
xviii ContentsReceiving an Update Request 266
Creating Web Reports 266
Notes about Project Groups 267
Adding Constraints 268
Trying Other Shortcuts, Techniques, or Ideas 270
Chapter 22 Managing Projects Using Microsoft Project 272
Introduction—Microsoft Project 2007 273
Using the Help Buttons 273
Starting a New Project 275
Setting up the Calendars 276
Entering Tasks from the Network Diagram View 277
Entering Tasks from the Gantt Chart View 279
Assigning a Calendar to the Tasks 279
Linking Tasks 279
Creating Lags 280
Formatting Columns 281
Assigning Resources 281
Adding Notes to Activities 282
Sorting the Tasks 282
Grouping Data Items Together 283
Filtering for Specific Tasks or Information 283
Showing or not Showing the Relationship Arrows
on the Gantt Chart 284
To Change the Bar Styles in the Gantt Chart 284
To Show the Float Bar on the Gantt Chart 284
To Add the Task Name or Notes to the Bars 284
To Change the Timescale 285
To Format the Gridlines 285
Creating Summary Activities 286
Printing Reports 287
Setting up and Printing Standard Reports 288
Report 1. Input Check Report 288
Report 2. Project Manager’s Bar Chart Report 288
Report 3. Converting the Schedule to a Calendar View 290
Report 4. Subcontractor’s Bar Chart Report 290
Report 5. Owner’s Bar Chart Report 291
Report 6. Owner’s Tabular Report 293
Report 7. Subcontractor’s Tabular Report 294
Contents xixReport 8. Critical Activities Only Report 294
Report 9. Updating the Schedule 294
Report 10. Adjust the Schedule to Finish on the Original
Finish Date 297
Report 11. Scheduling Repetitive Activities 298
Trying Other Shortcuts, Techniques, or Ideas 302
Chapter 23 Managing Projects Using P6 Project Manager
or Contractor 304
Introduction—Primavera Project Manager (P6)
or Contractor 305
Using the Help Buttons 306
Making a New Project File in P6 307
Creating a New Project in Contractor 309
Setting up the Calendars 309
Defining Activity Codes 310
Inputting Activity Data 312
Input Using the New Activity Wizard 312
Input Using the Activity Table 313
Input Using the Activity Network 315
Making a Copy of the Project Schedule 316
Calculating the Schedule 316
Organizing the Schedule 317
Sort Activities 317
Group Activities 318
Creating Page Breaks 319
Checking the Number of Days to Complete 319
Filtering Activities 320
Formatting Bar Charts 321
Change the Date/Timescale 321
Change the Sight Lines 321
Change the Columns 321
Format the Bars 322
Show the Relationship Lines 323
Creating a New Layout 323
Setting up and Printing Standard Reports 324
Report 1. Input Check Report 324
Report 2. Project Manager’s Bar Chart Report––Using Layouts 328
Report 3. Superintendent’s Bar Chart Report—Using Layouts 329
xx ContentsReport 4. Subcontractor’s Bar Chart Report—Using
Layouts 330
Report 5. Owner’s Bar Chart Report—Using Layouts 331
Report 6. Subcontractor’s Tabular Report for the Activities
That Will Start Within the Next Three Weeks—
Using Layouts 333
Report 7. Owner’s Tabular Report—Using Layouts 334
Report 8. Owner’s Tabular Report—Using the Report
Wizard 334
Report 9. Critical Activities Only Report—Using
the Report Wizard 336
Report 10. Tabular Report for a Specific Subcontractor—
Using the Report Wizard 336
Report 11. Printing a Batch of Reports 337
Report 12. Creating a Baseline and Statusing or Updating the
Schedule 338
Report 13. Update the Schedule to Finish on the Original
Finish Date 341
Report 14. Adding a Curtain or Text 342
Report 15. Creating a New Schedule Based on an Old
Schedule 342
Report 16. Scheduling Multiple or Repetitive Projects
or Parts of Projects (Sometimes called Fragnets) 343
Report 17. Cost Loading the Schedule 348
Conclusion 351
Index 353
About Author:
I am Thomas Britto here to share my experiences in the civil engineering field to all my readers.Today many students are struggling to buy books at high prices. So I decided to start a blog and share my experience and knowledge with all my readers.
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