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CPM in construction management /
The definitive guide for using CPM in construction planning and scheduling-now thoroughly updated to reflect new technologies and procedures.
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
?2016.
|
| Edición: | 8th edition. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- 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.
- 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.
- 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.
- 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.