Construction Project Scheduling and Control

Comprehensive guide examining analytical methods used to devise an efficient and successful schedule for construction projects of all sizes

The newly revised and updated Fifth Edition of Construction Project Scheduling and Control describes the tools and methods that make projects run smoothly, with invaluable information from a noted career construction professional, along with updated information on Building Information Modeling (BIM) and new technologies impacting project scheduling. The first chapter is now replaced by two chapters on planning and scheduling, separately. A new chapter on optimizing the schedule that applies all scheduling concepts has been added. The book also includes worked problems and exercises with scheduling software hints to enable students and practicing professionals to apply critical thinking to issues in construction scheduling.

This Fifth Edition includes a revised chapter on the definition of the critical path, which follows a discussion of resource management, schedule updating and project control, schedule acceleration, risk, and other topics. This edition also includes numerous notes on all aspects of the project that may impact the schedule. In addition, it features a chapter on project scheduling and control as viewed through the owner’s perspective, as well as an expanded glossary, a list of acronyms, and more. Instructors who adopt this book will be provided with valuable materials including PowerPoint lecture slides, an instructor’s manual with complete solutions to the book’s exercises, and additional questions for exams.

Sample topics covered in Construction Project Scheduling and Control include:

• Planning and scheduling as two different but related concepts
• Bar (Gantt) charts
• Basic networks, covering arrow networks, node networks, a comparison between the two, networks versus bar charts, and time-scaled logic diagrams
• Precedence networks, covering CPM calculations for precedence diagrams for contiguous and interruptible activities and types of lags
• Resource allocation and leveling, covering labor, equipment, and materials, and assigning budgets in computer scheduling programs
• Schedule updating and project control, covering steps for updating a schedule, measuring work progress, and earned value managament (EVM)
• Schedule acceleration concepts and techniques, and the impact of schedule acceleration on cost
• Reports and documentation, especially as related to the project schedule
• Schedule risk management
• Delay and other claims management
• Other scheduling methods, such as PERT and LSM
• Dynamic Minimum Lag (DML) relationship (a new concept)
• BIM and other technologies in modern construction scheduling
• Construction scheduling from the owner’s perspective

Written for undergraduate and graduate students in construction management, civil engineering, and architecture, as well as practicing construction management professionals, the Fifth Edition of Construction Project Scheduling and Control is an essential resource for gaining a foundational understanding of the field, along with the latest and most effective practices.

Preface xvii

About the Companion Website xix

Chapter 1 Introduction to Project Planning 1

Introduction 2

Who Must Plan? 2

What is a Project? 4

Are Projects Unique? 5

Whose Project Is It? 5

The Project Management Plan 6

Programs and Portfolios 7

Components of a project 10

Where to Draw the Line? 11

Planning Progression with The Project Lifecycle 12

Project Planning and Site Liability 15

The PMI Project Management Process Groups 15

Planning During the Construction Phase 16

The Contractor’s Organization’s Strategic Planning 16

Chapter 1 Exercises 17

Chapter 2 Introduction to Project Scheduling 19

Introduction 20

History of Project Scheduling 21

The Evolution of a Project Schedule 22

Why Schedule Projects? 24

Do Contractors Need a Schedule for All Projects? 28

The Development of the Schedule and the Contract Type 29

The Schedule During the Execution Phase 33

The Schedule is More Than a Timeline! 34

Planning and Scheduling 35

The Scheduler and The Scheduling System 36

Certification 37

The Tripod of a Good Scheduling System 38

Chapter 2 Exercises 39

Chapter 3 Bar (Gantt) Charts 41

Definition and Introduction 42

Advantages of Bar Charts 45

Disadvantages of Bar Charts 46

Chapter 3 Exercises 47

Chapter 4 Basic Logic Networks 51

Definition and Introduction 52

Arrow Networks 52

Brief Explanation 52

The Logic 53

Dummy Activities 54

Redundancies 59

Node Networks 60

Lags and Leads 62

Recommendations for Proper Node Diagram Drawing 63

Comparison of Arrow and Node Networks 66

Networks Versus Bar Charts 68

Effective Use of Bar Charts with CPM 69

Time-Caled Logic Diagrams 69

Chapter 4 Exercises 70

Chapter 5 The Critical Path Method (CPM) 75

Introduction 76

Steps Required to Schedule a Project 77

Main Steps 77

The Project Breakdown 78

Activities’ Attributes 83

Determine Activities’ Durations 84

Set Up Logical Relationships 86

Create the Logic Network and Perform the CPM Calculations 87

Supplemental Steps 87

Review and Finalize the Schedule 88

Implement the Schedule 89

Monitor and Control the Schedule 90

Closing Out and Archiving 90

Cost/Resource Allocation (or Loading) 91

Load Direct or Indirect Cost? 92

Resource Leveling 92

Beginning-of-Day or End-of-Day Convention 93

The CPM Explained Through Examples 94

The CPM with Computer Software Programs 98

The Critical Path 98

Definitions 99

Free Float 102

More Definitions 105

Float Check 106

Node Format 107

Lags and Leads in CPM Networks 107

Further Discussion of Float 113

Effect of Choice of Dates on Cash Flow 114

Project Schedule “Health Check” 115

Event Times in Arrow Networks 115

Effect of the Imposed Finish Date on the Schedule 117

Project Float 118

Logic and Constraints 122

The “Hub” Concept 124

The CPM and Scheduling 124

Owner’s Acceptance and Approval of the Schedule 125

Chapter 5 Exercises 126

Chapter 6 Precedence Networks 133

Definition and Introduction 134

The Four Types of Relationships 137

Important Comments about the Four Types of Relationships 138

The Percent Complete Approach 138

Fast-track Projects 139

A Parallel Predecessor? 141

CPM Calculations For Precedence Diagrams 142

Interruptible Activities 142

The Simplistic Approach 148

General Notes on the Simplistic Approach 149

Alternative Approach 151

The Detailed Approach 153

Definitions 155

Contiguous (Uninterruptible) Activities 156

Remedy for Interruptible Activities 161

Multistage Activities 164

Types of Lags 164

Final Discussion 167

Chapter 6 Exercises 167

Chapter 7 Resource Management 173

Introduction 174

The Three Categories of Resources 174

Labor 174

Equipment 174

Materials 175

What is Resource Allocation? 175

Resource Leveling 176

What Is Resource Leveling? 176

Why Level Resources? 176

Do All Resources Have To Be Leveled? 176

Multiproject Resource Sharing and Leveling 177

Assigning Budgets in Computer-scheduling Programs 179

Leveling Resources in a Project 180

Discussion of Example 7.3 193

More Discussion 194

Resource Leveling from the General Contractor’s Perspective 198

Resource Calendars 199

Resource Smoothing 199

Workspace as a Resource 200

Materials Management 200

Interesting Comparison 203

Chapter 7 Exercises 204

Chapter 8 Schedule Updating and Project Control 209

Introduction 210

Project Control Defined 210

Schedule Updating 211

What Is a Baseline Schedule? 211

What Is an Updated Schedule? 214

What Is the Data Date? 214

What Type of Information Is Needed for Updating Schedules? 215

Frequency of Updating 218

Retained Logic or Progress Override 219

Auto-updating 219

Updating Schedules and Progress Payment Requests 220

“Degressing” an In-progress Schedule to Create a Baseline Schedule 222

Effect of Adding or Deleting Activities on Logic 223

Steps for Updating a Schedule 227

Importance of Updating Remaining Duration 233

Future Activities Review 235

Who Has Authority to Update the Schedule? 237

Changes in the Critical Path 239

Float after the Update 240

Contractor-created Float 241

Data and Information 242

Project Control 242

Measuring Work Progress 242

Methods for Determining Percent Complete for Individual Activities 243

Methods for Determining Percent Complete for a Work Package or the Entire Project 248

Discussion of the Methods 251

Percent Complete and the Computer Software 252

Progress Payments and Percent Complete 257

Earned Value Management 260

Earned Value versus CPM 264

S Curves 265

Chapter 8 Exercises 268

Chapter 9 Schedule Acceleration and Time-Cost Trade-Off 275

Introduction 276

How Important is it to Finish On Schedule? 277

Setting Priorities 277

Accelerating a Project 278

What Is “Accelerating” a Project? 278

Why Accelerate a Project? 278

How Can Project Duration Be Shortened? 279

Acceleration and Fast-tracking 287

Construction and Modularization 287

How Does Accelerating a Project Work? 289

Direct and Indirect Costs 293

Cost Concepts as They Relate to Schedule Compression 295

Choosing the Best Method for Project Acceleration 295

Effect of Acceleration on Direct Costs 296

Effect of Acceleration on Indirect Costs 297

Effect of Acceleration on Total Cost 299

Issues to Consider When Accelerating a Project 302

Schedule Acceleration Through an Example 305

Accelerating Projects Using Computers 310

Potential Issues with Uncoordinated Project Acceleration 311

Recovery Schedules 312

Project Scheduling and Prevailing Economic Conditions 312

Optimum Scheduling 314

Productivity and Cost Multipliers 316

Planning and Schedule Acceleration 319

Chapter 9 Exercises 320

Chapter 10 Reports and Presentations 325

Introduction 326

The Difference Between Reports and Presentations 331

Skills Necessary for Good Presentations 333

Effective Reports and Presentations 335

Reviewing Reports Before and After Printing 337

General Tips on Preparing and Printing Reports 338

Summary Reports 339

Paper or Electronic Reports? 340

E-Reports 343

Communications in The International Environment 343

Chapter 10 Exercises 345

Chapter 11 Scheduling as Part of the Project Management Effort 349

Introduction 350

Project Objectives 351

Scheduling and Estimating 352

Evolution of a Cost Estimate and a Schedule for a Project 355

Estimate-generated Schedules 359

Cost-loaded Schedules 360

Estimating and Accounting 361

Scheduling and Accounting 363

Scheduling and Change Orders 363

Paperless Project Management 364

Procurement Management 365

Management of Submittals 366

The Master Schedule and Subschedules 368

Defining and Measuring Project Success 369

Multiproject Management 371

Chapter 11 Exercises 373

Chapter 12 Other Scheduling Methods 377

Introduction 378

Program Evaluation and Review Technique (PERT) 378

Concept of PERT 378

How PERT Works 379

PERT Calculations 379

Graphic Explanation 382

“Most Likely” versus “Expected” Durations 389

Is the Longest Path Still the Most Critical? 389

Using PERT to Calculate the Date of an Event with a Certain Level of Confidence 392

Determining the Probability of a Certain Project Finish Date (Multiple Paths Considered) 393

PERT and the Construction Industry 394

PERT and Computer Project-scheduling Software 394

Graphical Evaluation and Review Technique (GERT) 395

Repetitive Scheduling Method (RSM) 396

Linear Scheduling Method (LSM) 398

Steps to Build a Schedule Using the LSM 399

How the LSM Works 399

LSM and Project Schedule Acceleration 404

Can RSM/SIPS or LSM and CPM Work Together? 405

LSM Computer Software Programs 406

Graphical Path Method (GPM) 407

Relationship Diagramming Method (RDM) 411

The Critical Path Segments (CPS) Scheduling Technique 415

Chapter 12 Exercises 417

Chapter 13 Dynamic Minimum Lag Relationship 421

Introduction 422

Why DML? 422

Similarity Between the DML Concept and The Linear Scheduling Method (LSM) 423

How Does DML Work? 423

DML Relationship in CPM Calculations 426

Can the Lag in the DML Relationship Be a Percentage? 427

Conclusion 437

Chapter 13 Exercises 440

Chapter 14 Schedule Risk Management 441

Introduction 442

Types of Risk in Construction Projects 444

Schedule Risk Types 444

Types of Schedule Risks 447

General Duration Uncertainty 447

Specific Risk Events 449

Network Logic Risks 450

Definition of Risk Terms 451

Importance of Good Planning for Risk Management 452

Importance of Good CPM Scheduling Practices for Risk Assessment 453

Risk Shifting in Contracts 455

Schedule Risk Management Steps 456

Risk Management Planning 458

Identifying Schedule Risks 459

Performing Qualitative Analysis 460

Performing Quantitative Analysis 462

The Risk Matrix 462

Responding to and Addressing Risks 462

Monitoring and Updating the Risk Management Plan 463

Expected Value 464

Application in Scheduling 466

Examples of Risk Adjustment 467

The Concept of Contingency 468

Conclusion 468

Chapter 14 Exercises 469

Chapter 15 Construction Delays and Other Claims 471

Introduction 472

Delay Claims 473

Reasons for Claims 474

Force Majeure 477

Types of Delays 477

Types of Damages in Construction Projects 479

Scheduling Mistakes Related to Delay Claims 479

Project Documentation 482

Delay Claims Resolution 485

The Importance of CPM Schedules in Delay Claims 489

Methods of Schedule Analysis 489

As-built Schedule 489

Updated Impact Schedule 490

As-planned Schedule 490

Comparison Schedule 490

Accelerated Schedule 490

Who Owns the Float? 491

Conclusion on Delay and Float 491

Chapter 15 Exercises 497

Chapter 16 Optimizing the CPM Schedule 499

Introduction 500

Importance of Schedule Accuracy and Simplicity 501

The CPM Schedule Stages 501

The Contract Stage 502

The Schedule Creation Stage: Work Breakdown 504

The Schedule Creation Stage: Activities Durations and Other Attributes 507

The Schedule Creation Stage: The Logic 511

The Schedule Creation Stage: Cost/Resource Loading 514

The Critical Path Stage 515

The Schedule Review Stage 516

The Execution Stage 517

The Reporting and Documentation Stage 520

The Scheduler and the Computer 522

Certification 523

The Tripod of A Good Scheduling System 524

Chapter 17 The Critical Path Definition: Revisited 525

Introduction 526

What is The “Longest Path”? 527

The Critical Path Through Examples 528

The Simple Case 528

Imposed Finish Date 529

Activities with Lags 530

Activities with Constraints 531

Activities with Different Calendars 533

Precedence Diagrams 534

Resource Constraints 537

Resource Allocation and Resource Leveling 539

Risk and Probabilistic Durations 540

Risk, Consequences, or Both? 541

The AACE-Recommended Practices No. 49R-06 and 92r-17 542

Proposed Definition of The Critical Path 543

Changes in The Critical Path 544

Chapter 18 BIM and Other Technologies in Modern Construction Scheduling 545

Introduction to 4D BIM in Construction Scheduling 546

Significance of 4D BIM in Modern Project Management 546

Developing 4D Models: Tools and Techniques 546

Software Options for 4D BIM 546

Process for 4D Model Development 547

Case Study: Applying 4D Scheduling to High-RrISE Tower Construction 548

Step 1: Creating 3D Models in Revit for 4D Scheduling 548

Step 2: Installing Navisworks 549

Step 3: Preparing and Exporting Schedule 550

Step 4: Launching TimeLiner Tool in Navisworks Manage 550

Step 5: Performing Simulation Using Viewpoints 552

Step 6: Reviewing Play Simulation and Analyzing 552

Challenges and Solutions in Adopting 4D BIM 556

Future Outlook for 4D BIM in Construction 557

Emerging Trends and the Potential of New Technologies 557

Integrating AR/VR for Enhanced 4D Visualization 558

AR/VR Overview and Applications for 4D BIM 558

Defining AR and VR 558

Applications for Enhancing 4D Model Visibility 558

Workflow for Visualizing 4D in AR/VR 559

Learning Resources for Students 559

Free and Low-cost Options for 4D Software 559

Tutorials and Demo Models for Practicing 4D Workflow 560

Chapter 18 Exercises 560

Chapter 19 Project Scheduling for Owners 561

Appendix A Computer Project 583

Introduction 562

Types of Owners 562

Impact of Type of Owner on the Project 562

Project Initiation Process 563

Project Cost to an Owner 564

The Owner’s Organization 566

Project Planning 567

Using Available Tools 568

Best Value 569

The Evolution of the Schedule 570

Choosing the Contract Type and Delivery Method 570

Contract Templates 571

Owner-Contractor Trust Relationship 572

Project Financing 573

Requiring and Approving a Schedule 574

Owning and Managing Float 575

Managing the Contractor 576

Managing Scope/Changes 577

Schedule Updating and Percent Complete 578

Delay Claims: Avoidance and Resolution 579

Chapter 19 Exercises 580

General Guidelines 583

Assignment 1 587

Cost Loading 588

Assignment 2 589

Updating the Project 590

Assignment 3 590

Change Order 591

Assignment 4 591

Resource Leveling 592

Assignment 5 592

Schedule Compression 1 592

Assignment 6 592

Schedule Compression 2 594

Assignment 7 594

Delay Claim 1: Unforeseen Conditions 595

Assignment 8 595

Delay Claim 2: Change in the Owner’s Requirements 595

Assignment 9 596

Appendix B Sample Reports 597

Tabular Reports 597

Graphic Reports 617

Abbreviations 629

Glossary 635

Bibliography 663

Index 673

Dr. Saleh Mubarak (Tampa, FL) is a professor and an independent consultant in construction project management, focused on training, writing, public speaking, and consulting. He is an adjunct professor at the University of South Florida (USF) and a former professor at several universities. He is also an active member of AACE International and a former member of PMI. He served on the PMI committee that created the professional scheduler certification exam. He has more than 35 years of diversified and international experience in academia and industry in private and public sectors.

Comprehensive guide examining analytical methods used to devise an efficient and successful schedule for construction projects of all sizes

The newly revised and updated Fifth Edition of Construction Project Scheduling and Control describes the tools and methods that make projects run smoothly, with invaluable information from a noted career construction professional, along with updated information on Building Information Modeling (BIM) and new technologies impacting project scheduling. The first chapter is now replaced by two chapters on planning and scheduling, separately. A new chapter on optimizing the schedule that applies all scheduling concepts has been added. The book also includes worked problems and exercises with scheduling software hints to enable students and practicing professionals to apply critical thinking to issues in construction scheduling.

This Fifth Edition includes a revised chapter on the definition of the critical path, which follows a discussion of resource management, schedule updating and project control, schedule acceleration, risk, and other topics. This edition also includes numerous notes on all aspects of the project that may impact the schedule. In addition, it features a chapter on project scheduling and control as viewed through the owner’s perspective, as well as an expanded glossary, a list of acronyms, and more. Instructors who adopt this book will be provided with valuable materials including PowerPoint lecture slides, an instructor’s manual with complete solutions to the book’s exercises, and additional questions for exams.

Sample topics covered in Construction Project Scheduling and Control include:

• Planning and scheduling as two different but related concepts
• Bar (Gantt) charts
• Basic networks, covering arrow networks, node networks, a comparison between the two, networks versus bar charts, and time-scaled logic diagrams
• Precedence networks, covering CPM calculations for precedence diagrams for contiguous and interruptible activities and types of lags
• Resource allocation and leveling, covering labor, equipment, and materials, and assigning budgets in computer scheduling programs
• Schedule updating and project control, covering steps for updating a schedule, measuring work progress, and earned value managament (EVM)
• Schedule acceleration concepts and techniques, and the impact of schedule acceleration on cost
• Reports and documentation, especially as related to the project schedule
• Schedule risk management
• Delay and other claims management
• Other scheduling methods, such as PERT and LSM
• Dynamic Minimum Lag (DML) relationship (a new concept)
• BIM and other technologies in modern construction scheduling
• Construction scheduling from the owner’s perspective

Written for undergraduate and graduate students in construction management, civil engineering, and architecture, as well as practicing construction management professionals, the Fifth Edition of Construction Project Scheduling and Control is an essential resource for gaining a foundational understanding of the field, along with the latest and most effective practices.