{"product_id":"construction-project-scheduling-and-control-isbn-9781119499831","title":"Construction Project Scheduling and Control","description":"\u003cp\u003e\u003cb\u003eEnsure successful construction projects through effective project scheduling and control\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe success of a construction project is dependent on a schedule that is well-defined yet flexible to allow for inevitable delays or changes. Without an effective schedule, projects often run over budget and deadlines are missed which can jeopardize the success of the project. The updated \u003ci\u003eConstruction Project Scheduling and Control, Fourth Edition\u003c\/i\u003e is a comprehensive guide that examines the analytical methods used to devise an efficient and successful schedule for construction projects of all sizes. This \u003ci\u003eFourth Edition\u003c\/i\u003e describes the tools and methods that make projects run smoothly, with invaluable information from a noted career construction professional.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eConstruction Project Scheduling and Control, Fourth Edition \u003c\/i\u003eoffers construction professionals a redefined Critical Path Method (CPM) and updated information on Building Information Modeling (BIM) and how it impacts project control. This \u003ci\u003eFourth Edition\u003c\/i\u003e includes worked problems and scheduling software exercises that help students and practicing professionals apply critical thinking to issues in construction scheduling. This updated edition of \u003ci\u003eConstruction Project Scheduling and Control\u003c\/i\u003e:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eIncludes a revised chapter on the Critical Path Method (CPM) and an all-new chapter on project scheduling and control as viewed through the owner's perspective\u003c\/li\u003e \u003cli\u003eProvides numerous worked problems and construction scheduling exercises\u003c\/li\u003e \u003cli\u003eIncludes an expanded glossary and list of acronyms\u003c\/li\u003e \u003cli\u003eOffers updated instructor materials including PowerPoint lecture slides and an instructor's manual\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eWritten for undergraduate and graduate students in construction management, civil engineering, and architecture, as well as practicing construction management professionals, \u003ci\u003eConstruction Project Scheduling and Control,\u003c\/i\u003e Fourth Edition is updated to reflect the latest practices in the field.\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003ePreface to the First Edition xvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 Introduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePlanning and Scheduling 2\u003c\/p\u003e \u003cp\u003eWhat is a Project? 2\u003c\/p\u003e \u003cp\u003eAre Projects Unique? 4\u003c\/p\u003e \u003cp\u003eProject Management Plan 7\u003c\/p\u003e \u003cp\u003eProject Control 8\u003c\/p\u003e \u003cp\u003eWhy Schedule Projects? 8\u003c\/p\u003e \u003cp\u003eThe Scheduler 11\u003c\/p\u003e \u003cp\u003eCertification 11\u003c\/p\u003e \u003cp\u003eThe Tripod of a Good Scheduling System 12\u003c\/p\u003e \u003cp\u003eScheduling and Project Management 12\u003c\/p\u003e \u003cp\u003eChapter 1 Exercises 13\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Bar (Gantt) Charts 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefinition and Introduction 16\u003c\/p\u003e \u003cp\u003eAdvantages of Bar Charts 18\u003c\/p\u003e \u003cp\u003eDisadvantages of Bar Charts 20\u003c\/p\u003e \u003cp\u003eChapter 2 Exercises 21\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Basic Networks 23\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefinition and Introduction 24\u003c\/p\u003e \u003cp\u003eArrow Networks 24\u003c\/p\u003e \u003cp\u003eBrief Explanation 24\u003c\/p\u003e \u003cp\u003eThe Logic 25\u003c\/p\u003e \u003cp\u003eNotation 25\u003c\/p\u003e \u003cp\u003eDummy Activities 26\u003c\/p\u003e \u003cp\u003eRedundancies 31\u003c\/p\u003e \u003cp\u003eNode Networks 31\u003c\/p\u003e \u003cp\u003eLags and Leads 32\u003c\/p\u003e \u003cp\u003eRecommendations for Proper Node Diagram Drawing 35\u003c\/p\u003e \u003cp\u003eComparison of Arrow and Node Networks 37\u003c\/p\u003e \u003cp\u003eNetworks versus Bar Charts 39\u003c\/p\u003e \u003cp\u003eEffective Use of Bar Charts with CPM 40\u003c\/p\u003e \u003cp\u003eTime-Scaled Logic Diagrams 40\u003c\/p\u003e \u003cp\u003eChapter 3 Exercises 41\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 The Critical Path Method (CPM) 45\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 46\u003c\/p\u003e \u003cp\u003eSteps Required to Schedule a Project 47\u003c\/p\u003e \u003cp\u003eMain Steps 47\u003c\/p\u003e \u003cp\u003eSupplemental Steps 55\u003c\/p\u003e \u003cp\u003eResource Allocation and Leveling 57\u003c\/p\u003e \u003cp\u003eBeginning-of-Day or End-of-Day Convention 59\u003c\/p\u003e \u003cp\u003eThe CPM Explained through Examples 59\u003c\/p\u003e \u003cp\u003eExample 4.1: Logic Networks and the CPM 59\u003c\/p\u003e \u003cp\u003eThe CPM with Computer Software Programs 63\u003c\/p\u003e \u003cp\u003eThe Critical Path 64\u003c\/p\u003e \u003cp\u003eDefinitions 65\u003c\/p\u003e \u003cp\u003eExamples 4.2 and 4.3: Node Diagrams and the CPM 66\u003c\/p\u003e \u003cp\u003eFree Float 67\u003c\/p\u003e \u003cp\u003eMore Definitions 70\u003c\/p\u003e \u003cp\u003eFloat Check 71\u003c\/p\u003e \u003cp\u003eNode Format 72\u003c\/p\u003e \u003cp\u003eLags and Leads in CPM Networks 73\u003c\/p\u003e \u003cp\u003eLags and Leads in Computer Software 76\u003c\/p\u003e \u003cp\u003eFurther Discussion of Float 76\u003c\/p\u003e \u003cp\u003eEffect of Date Choices on Cash Flow 78\u003c\/p\u003e \u003cp\u003eProject Schedule “Health Check” 78\u003c\/p\u003e \u003cp\u003eEvent Times in Arrow Networks 79\u003c\/p\u003e \u003cp\u003eEffect of the Imposed Finish Date on the Schedule 81\u003c\/p\u003e \u003cp\u003eDiscussion of Example 4.7 82\u003c\/p\u003e \u003cp\u003eLogic and Constraints 84\u003c\/p\u003e \u003cp\u003eThe “Hub” Concept 85\u003c\/p\u003e \u003cp\u003eThe Critical Path Method and Scheduling 85\u003c\/p\u003e \u003cp\u003eChapter 4 Exercises 86\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Precedence Networks 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefinition and Introduction 94\u003c\/p\u003e \u003cp\u003eThe Four Types of Relationships 97\u003c\/p\u003e \u003cp\u003eImportant Comments about the Four Types of Relationships 98\u003c\/p\u003e \u003cp\u003eThe Percent Complete Approach 98\u003c\/p\u003e \u003cp\u003eFast-Track Projects 99\u003c\/p\u003e \u003cp\u003eA Parallel Predecessor? 101\u003c\/p\u003e \u003cp\u003eCPM Calculations for Precedence Diagrams 102\u003c\/p\u003e \u003cp\u003eInterruptible Activities 102\u003c\/p\u003e \u003cp\u003eThe Simplistic Approach 105\u003c\/p\u003e \u003cp\u003eAlternative Approach 107\u003c\/p\u003e \u003cp\u003eThe Detailed Approach 110\u003c\/p\u003e \u003cp\u003eContiguous (Uninterruptible) Activities 113\u003c\/p\u003e \u003cp\u003eRemedy for Interruptible Activities 117\u003c\/p\u003e \u003cp\u003eMultistage Activities 120\u003c\/p\u003e \u003cp\u003eTypes of Lags 121\u003c\/p\u003e \u003cp\u003eFinal Discussion 123\u003c\/p\u003e \u003cp\u003eChapter 5 Exercises 124\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Resource Allocation and Resource Leveling 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 130\u003c\/p\u003e \u003cp\u003eThe Three Categories of Resources 130\u003c\/p\u003e \u003cp\u003eLabor 130\u003c\/p\u003e \u003cp\u003eEquipment and Materials 130\u003c\/p\u003e \u003cp\u003eWhat is Resource Allocation? 131\u003c\/p\u003e \u003cp\u003eResource Leveling 131\u003c\/p\u003e \u003cp\u003eWhat is Resource Leveling? 131\u003c\/p\u003e \u003cp\u003eWhy Level Resources? 131\u003c\/p\u003e \u003cp\u003eDo All Resources Have to Be Leveled? 132\u003c\/p\u003e \u003cp\u003eMultiproject Resource Leveling 132\u003c\/p\u003e \u003cp\u003eAssigning Budgets in Computer Scheduling Programs 134\u003c\/p\u003e \u003cp\u003eLeveling Resources in a Project 136\u003c\/p\u003e \u003cp\u003eResource Leveling from the General Contractor’s Perspective 153\u003c\/p\u003e \u003cp\u003eMaterials Management 155\u003c\/p\u003e \u003cp\u003eChapter 6 Exercises 159\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Schedule Updating and Project Control 163\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 164\u003c\/p\u003e \u003cp\u003eThe Need for Schedule Updating 164\u003c\/p\u003e \u003cp\u003eProject Control Defined 164\u003c\/p\u003e \u003cp\u003eSchedule Updating 165\u003c\/p\u003e \u003cp\u003eWhat is a Baseline Schedule? 165\u003c\/p\u003e \u003cp\u003eWhat is an Updated Schedule? 167\u003c\/p\u003e \u003cp\u003eWhat is the Data Date? 168\u003c\/p\u003e \u003cp\u003eWhat Kind of Information is Needed for Updating Schedules? 168\u003c\/p\u003e \u003cp\u003eFrequency of Updating 171\u003c\/p\u003e \u003cp\u003eRetained Logic or Progress Override 172\u003c\/p\u003e \u003cp\u003eAuto-Updating 172\u003c\/p\u003e \u003cp\u003eUpdating Schedules and Pay Requests 173\u003c\/p\u003e \u003cp\u003e“Degressing” an In-Progress Schedule to Create a Baseline Schedule 175\u003c\/p\u003e \u003cp\u003eEffect of Adding or Deleting Activities on Logic 176\u003c\/p\u003e \u003cp\u003eSteps for Updating a Schedule 180\u003c\/p\u003e \u003cp\u003eChange in the Critical Path 191\u003c\/p\u003e \u003cp\u003eFloat after the Update 191\u003c\/p\u003e \u003cp\u003eContractor-Created Float 192\u003c\/p\u003e \u003cp\u003eData and Information 193\u003c\/p\u003e \u003cp\u003eProject Control 194\u003c\/p\u003e \u003cp\u003eMeasuring Work Progress 194\u003c\/p\u003e \u003cp\u003eEarned Value Analysis 208\u003c\/p\u003e \u003cp\u003eChapter 7 Exercises 217\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Schedule Compression and Time-Cost Trade-Off 223\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 224\u003c\/p\u003e \u003cp\u003eHow Important is It to Finish on Schedule? 225\u003c\/p\u003e \u003cp\u003eSetting Priorities 225\u003c\/p\u003e \u003cp\u003eAccelerating a Project 226\u003c\/p\u003e \u003cp\u003eWhat is “Accelerating” a Project? 226\u003c\/p\u003e \u003cp\u003eWhy Accelerate a Project? 226\u003c\/p\u003e \u003cp\u003eHow Can Project Duration Be Shortened? 227\u003c\/p\u003e \u003cp\u003eAcceleration and Fast-Tracking 235\u003c\/p\u003e \u003cp\u003eConstruction and Modularization 235\u003c\/p\u003e \u003cp\u003eHow Does Accelerating a Project Work? 236\u003c\/p\u003e \u003cp\u003eDirect and Indirect Costs 238\u003c\/p\u003e \u003cp\u003eCost Concepts as They Relate to Schedule Compression 240\u003c\/p\u003e \u003cp\u003eChoosing the Best Method for Project Acceleration 240\u003c\/p\u003e \u003cp\u003eEffect of Acceleration on Direct Costs 241\u003c\/p\u003e \u003cp\u003eEffect of Acceleration on Indirect Costs 242\u003c\/p\u003e \u003cp\u003eEffect of Acceleration on Total Cost 243\u003c\/p\u003e \u003cp\u003eIssues to Consider When Accelerating a Project 245\u003c\/p\u003e \u003cp\u003eRecovery Schedules 247\u003c\/p\u003e \u003cp\u003eAccelerating Projects Using Computers 252\u003c\/p\u003e \u003cp\u003ePotential Issues with Uncoordinated Project Acceleration 253\u003c\/p\u003e \u003cp\u003eOptimum Project Scheduling 254\u003c\/p\u003e \u003cp\u003eProject Scheduling and Prevailing Economic Conditions 255\u003c\/p\u003e \u003cp\u003eProject Scheduling in Extreme Weather Regions 256\u003c\/p\u003e \u003cp\u003eOptimum Scheduling 256\u003c\/p\u003e \u003cp\u003eProductivity and Cost Multipliers 258\u003c\/p\u003e \u003cp\u003eChapter 8 Exercises 260\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Reports and Presentations 265\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 266\u003c\/p\u003e \u003cp\u003eThe Difference between Reports and Presentations 270\u003c\/p\u003e \u003cp\u003eSkills Necessary for Giving Good Presentations 272\u003c\/p\u003e \u003cp\u003eThe Power of Presentations 273\u003c\/p\u003e \u003cp\u003eReviewing Reports before and after Printing 275\u003c\/p\u003e \u003cp\u003eGeneral Tips on Printing Reports 276\u003c\/p\u003e \u003cp\u003eSummary Reports 277\u003c\/p\u003e \u003cp\u003ePaper or Electronic Reports? 277\u003c\/p\u003e \u003cp\u003eE-Reports 280\u003c\/p\u003e \u003cp\u003eCommunications in the International Environment 280\u003c\/p\u003e \u003cp\u003eChapter 9 Exercises 282\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Scheduling as Part of the Project Management Effort 285\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 286\u003c\/p\u003e \u003cp\u003eProject Objectives 287\u003c\/p\u003e \u003cp\u003eDefining and Measuring Project Success 288\u003c\/p\u003e \u003cp\u003eScheduling and Estimating 290\u003c\/p\u003e \u003cp\u003eEvolution of a Cost Estimate and a Schedule for a Project 291\u003c\/p\u003e \u003cp\u003eEstimate-Generated Schedules 294\u003c\/p\u003e \u003cp\u003eCost-Loaded Schedules 296\u003c\/p\u003e \u003cp\u003eEstimating and Accounting 296\u003c\/p\u003e \u003cp\u003eScheduling and Accounting 298\u003c\/p\u003e \u003cp\u003eScheduling and Change Orders 298\u003c\/p\u003e \u003cp\u003ePaperless Project Management 299\u003c\/p\u003e \u003cp\u003eProcurement Management 300\u003c\/p\u003e \u003cp\u003eManagement of Submittals 301\u003c\/p\u003e \u003cp\u003eThe Master Schedule and Subschedules 303\u003c\/p\u003e \u003cp\u003eMultiproject Management 304\u003c\/p\u003e \u003cp\u003eTime Contingency and Management Options 305\u003c\/p\u003e \u003cp\u003eChapter 10 Exercises 308\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Other Scheduling Methods 311\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 312\u003c\/p\u003e \u003cp\u003eProgram Evaluation and Review Technique (PERT) 312\u003c\/p\u003e \u003cp\u003eBackground 312\u003c\/p\u003e \u003cp\u003eConcept of PERT 312\u003c\/p\u003e \u003cp\u003eHow PERT Works 313\u003c\/p\u003e \u003cp\u003ePERT Calculations 313\u003c\/p\u003e \u003cp\u003eGraphic Explanation 316\u003c\/p\u003e \u003cp\u003e“Most Likely” versus “Expected” Durations 323\u003c\/p\u003e \u003cp\u003eIs the Longest Path Still the Most Critical? 323\u003c\/p\u003e \u003cp\u003eUsing PERT to Calculate the Date of an Event with a Certain Level of Confidence 326\u003c\/p\u003e \u003cp\u003eDetermining the Probability of a Certain Project Finish Date (Multiple Paths Considered) 327\u003c\/p\u003e \u003cp\u003ePERT and the Construction Industry 328\u003c\/p\u003e \u003cp\u003ePERT and Computer Project-Scheduling Software 328\u003c\/p\u003e \u003cp\u003eGraphical Evaluation and Review Technique (GERT) 329\u003c\/p\u003e \u003cp\u003eLinear Scheduling Method (LSM) 330\u003c\/p\u003e \u003cp\u003eSteps to Build a Schedule Using the LSM 331\u003c\/p\u003e \u003cp\u003eHow the LSM Works 331\u003c\/p\u003e \u003cp\u003eLSM and Project Schedule Acceleration 337\u003c\/p\u003e \u003cp\u003eLSM Computer Software Programs 337\u003c\/p\u003e \u003cp\u003eGraphical Path Method (GPM) 338\u003c\/p\u003e \u003cp\u003eRelationship Diagramming Method (RDM) 342\u003c\/p\u003e \u003cp\u003eThe Critical Path Segments (CPS) Scheduling Technique 346\u003c\/p\u003e \u003cp\u003eChapter 11 Exercises 348\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Dynamic Minimum Lag Relationship 353\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 354\u003c\/p\u003e \u003cp\u003eWhy DML? 354\u003c\/p\u003e \u003cp\u003eSimilarity between the DML Concept and the Linear Scheduling Method (LSM) 355\u003c\/p\u003e \u003cp\u003eHow Does DML Work? 356\u003c\/p\u003e \u003cp\u003eDML Relationship in CPM Calculations 358\u003c\/p\u003e \u003cp\u003eCan the Lag in the DML Relationship Be a Percentage? 359\u003c\/p\u003e \u003cp\u003eConclusion 365\u003c\/p\u003e \u003cp\u003eChapter 12 Exercises 366\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 The Critical Path Definition: Revisited 367\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 367\u003c\/p\u003e \u003cp\u003eWhat is the “Longest Path”? 368\u003c\/p\u003e \u003cp\u003eThe Critical Path through Examples 369\u003c\/p\u003e \u003cp\u003eThe Simple Case 369\u003c\/p\u003e \u003cp\u003eImposed Finish Date 370\u003c\/p\u003e \u003cp\u003eActivities with Lags 370\u003c\/p\u003e \u003cp\u003eActivities with Constraints 371\u003c\/p\u003e \u003cp\u003eActivities with Different Calendars 373\u003c\/p\u003e \u003cp\u003ePrecedence Diagrams 373\u003c\/p\u003e \u003cp\u003eFurther Discussion of Example 7 375\u003c\/p\u003e \u003cp\u003eResource Constraints 377\u003c\/p\u003e \u003cp\u003eResource Allocation and Resource Leveling 378\u003c\/p\u003e \u003cp\u003eRisk and Probabilistic Durations 379\u003c\/p\u003e \u003cp\u003eRisk, Consequences, or Both? 379\u003c\/p\u003e \u003cp\u003eThe AACE Recommended Practices No. 49R-06 and 92R-17 381\u003c\/p\u003e \u003cp\u003eProposed Definition of the Critical Path 381\u003c\/p\u003e \u003cp\u003eChanges in the Critical Path 382\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Construction Delays and Other Claims 383\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 384\u003c\/p\u003e \u003cp\u003eDelay Claims 384\u003c\/p\u003e \u003cp\u003eReasons for Claims 386\u003c\/p\u003e \u003cp\u003eForce Majeure 388\u003c\/p\u003e \u003cp\u003eTypes of Delays 389\u003c\/p\u003e \u003cp\u003eScheduling Mistakes Related to Delay Claims 390\u003c\/p\u003e \u003cp\u003eProject Documentation 393\u003c\/p\u003e \u003cp\u003eDelay Claims Resolution 396\u003c\/p\u003e \u003cp\u003eThe Importance of CPM Schedules in Delay Claims 399\u003c\/p\u003e \u003cp\u003eMethods of Schedule Analysis 399\u003c\/p\u003e \u003cp\u003eAs-built Schedule 400\u003c\/p\u003e \u003cp\u003eUpdated Impact Schedule 400\u003c\/p\u003e \u003cp\u003eAs-Planned Schedule 400\u003c\/p\u003e \u003cp\u003eComparison Schedule 400\u003c\/p\u003e \u003cp\u003eAccelerated Schedule 400\u003c\/p\u003e \u003cp\u003eWho Owns the Float 401\u003c\/p\u003e \u003cp\u003eChapter 14 Exercises 406\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 Schedule Risk Management 409\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 410\u003c\/p\u003e \u003cp\u003eTypes of Risk in Construction Projects 411\u003c\/p\u003e \u003cp\u003eSchedule Risk Types 412\u003c\/p\u003e \u003cp\u003eGeneral Duration Uncertainty 414\u003c\/p\u003e \u003cp\u003eSpecific Risk Events 416\u003c\/p\u003e \u003cp\u003eNetwork Logic Risks 417\u003c\/p\u003e \u003cp\u003eDefinition of Risk Terms 418\u003c\/p\u003e \u003cp\u003eImportance of Good Planning for Risk Management 420\u003c\/p\u003e \u003cp\u003eImportance of Good CPM Scheduling Practices for Risk Assessment 420\u003c\/p\u003e \u003cp\u003eRisk Shifting in Contracts 422\u003c\/p\u003e \u003cp\u003eSchedule Risk Management Steps 424\u003c\/p\u003e \u003cp\u003e1. Risk Management Planning 425\u003c\/p\u003e \u003cp\u003e2. Identifying Schedule Risks 427\u003c\/p\u003e \u003cp\u003e3. Performing Qualitative Analysis 427\u003c\/p\u003e \u003cp\u003e4. Performing Risk Prioritization for the Qualitative Analysis (Quantitative Analysis) 429\u003c\/p\u003e \u003cp\u003e5. Responding to and Addressing Risks 429\u003c\/p\u003e \u003cp\u003e6. Monitoring and Updating the Risk Management Plan 430\u003c\/p\u003e \u003cp\u003eExpected Value 430\u003c\/p\u003e \u003cp\u003eApplication in Scheduling 432\u003c\/p\u003e \u003cp\u003eExamples of Risk Adjustment 433\u003c\/p\u003e \u003cp\u003eConclusion 434\u003c\/p\u003e \u003cp\u003eChapter 15 Exercises 435\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 BIM-Based 4D Modeling and Scheduling 437\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOverview of Building Information Modeling (BIM) 437\u003c\/p\u003e \u003cp\u003eDefinition and Benefits of BIM 437\u003c\/p\u003e \u003cp\u003eDifferences between BIM and CAD 438\u003c\/p\u003e \u003cp\u003eDefinition and Benefits of 3D Modeling 440\u003c\/p\u003e \u003cp\u003eDefinition and Benefits of 4D Modeling 441\u003c\/p\u003e \u003cp\u003eSteps for Creating 4D Models 442\u003c\/p\u003e \u003cp\u003eDefinition and Benefits of 5D Modeling 443\u003c\/p\u003e \u003cp\u003eCase Study 445\u003c\/p\u003e \u003cp\u003eProject Information 445\u003c\/p\u003e \u003cp\u003eCreating and Linking the 3D Model 445\u003c\/p\u003e \u003cp\u003eInformation about the TimeLiner Tab 446\u003c\/p\u003e \u003cp\u003eCreating and Importing Project Schedules 447\u003c\/p\u003e \u003cp\u003eDefining Task Types 451\u003c\/p\u003e \u003cp\u003eCreating Selection Sets 453\u003c\/p\u003e \u003cp\u003eCreating the 4D Model and Project Animation 453\u003c\/p\u003e \u003cp\u003eExporting Snapshots and Animation 457\u003c\/p\u003e \u003cp\u003eUsing Integrated Systems 461\u003c\/p\u003e \u003cp\u003eLean Construction 462\u003c\/p\u003e \u003cp\u003eChapter 16 Exercises 464\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17 Project Scheduling for Owners 467\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 467\u003c\/p\u003e \u003cp\u003eProject Initiation Process 468\u003c\/p\u003e \u003cp\u003eThe Owner’s Organization 471\u003c\/p\u003e \u003cp\u003eProject Planning 471\u003c\/p\u003e \u003cp\u003eUsing Available Tools 473\u003c\/p\u003e \u003cp\u003eBest Value 473\u003c\/p\u003e \u003cp\u003eThe Evolution of the Schedule 474\u003c\/p\u003e \u003cp\u003eChoosing the Contract Type and Delivery Method 475\u003c\/p\u003e \u003cp\u003eContract Templates 476\u003c\/p\u003e \u003cp\u003eOwner-Contractor Trust Relationship 477\u003c\/p\u003e \u003cp\u003eProject Financing 477\u003c\/p\u003e \u003cp\u003eRequiring and Approving a Schedule 478\u003c\/p\u003e \u003cp\u003eOwning and Managing Float 479\u003c\/p\u003e \u003cp\u003eManaging the Contractor 480\u003c\/p\u003e \u003cp\u003eManaging Scope\/Changes 480\u003c\/p\u003e \u003cp\u003eSchedule Updating and Percent Complete 482\u003c\/p\u003e \u003cp\u003eDelay Claims: Avoidance and Resolution 482\u003c\/p\u003e \u003cp\u003eChapter 17 Exercises 483\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix A Computer Project 485\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGeneral Guidelines 485\u003c\/p\u003e \u003cp\u003eAssignment 1 488\u003c\/p\u003e \u003cp\u003eCost Loading 489\u003c\/p\u003e \u003cp\u003eAssignment 2 491\u003c\/p\u003e \u003cp\u003eUpdating the Project 491\u003c\/p\u003e \u003cp\u003eAssignment 3 492\u003c\/p\u003e \u003cp\u003eChange Order 492\u003c\/p\u003e \u003cp\u003eAssignment 4 493\u003c\/p\u003e \u003cp\u003eResource Leveling 493\u003c\/p\u003e \u003cp\u003eAssignment 5 493\u003c\/p\u003e \u003cp\u003eSchedule Compression 1 494\u003c\/p\u003e \u003cp\u003eAssignment 6 494\u003c\/p\u003e \u003cp\u003eSchedule Compression 2 496\u003c\/p\u003e \u003cp\u003eAssignment 7 496\u003c\/p\u003e \u003cp\u003eDelay Claim 1: Unforeseen Conditions 496\u003c\/p\u003e \u003cp\u003eAssignment 8 497\u003c\/p\u003e \u003cp\u003eDelay Claim 2: Change in the Owner’s Requirements 497\u003c\/p\u003e \u003cp\u003eAssignment 9 497\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix B Sample Reports 499\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTabular Reports 499\u003c\/p\u003e \u003cp\u003eGraphic Reports 517\u003c\/p\u003e \u003cp\u003eAbbreviations 529\u003c\/p\u003e \u003cp\u003eGlossary 535\u003c\/p\u003e \u003cp\u003eBibliography 559\u003c\/p\u003e \u003cp\u003eIndex 567\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eSALEH MUBARAK, P\u003csmall\u003eH\u003c\/small\u003eD,\u003c\/b\u003e is an independent consultant in the field of construction project management, based in Tampa, Florida, focusing on training, writing, public speaking, and consulting. He is a former professor at a number of universities and an active member of PMI and AACE International. He served on the PMI committee that created the professional scheduler certification exam, PMI-SP. He has 30 years of diversified and international experience including academia and industry; private and public sectors. He is also the author of \u003ci\u003eHow to Estimate with RSMeans Data\u003c\/i\u003e, published by Wiley.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eEnsure successful construction projects through effective project scheduling and control\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eThe success of a construction project is dependent on a schedule that is well defined yet flexible to allow for inevitable delays or changes. Without an effective schedule, projects often run over budget and deadlines are missed which can jeopardize the success of the project. \u003ci\u003eConstruction Project Scheduling and Control, Fourth Edition\u003c\/i\u003e is a comprehensive guide that examines the analytical methods used to devise an efficient and successful schedule for construction projects of all sizes. This \u003ci\u003eFourth Edition\u003c\/i\u003e describes the tools and methods that make projects run smoothly, with invaluable information from a noted career construction professional. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eConstruction Project Scheduling and Control, Fourth Edition\u003c\/i\u003e offers construction professionals a redefined Critical Path Method (CPM) and updated information on Building Information Modeling (BIM) and how it impacts project control. This \u003ci\u003eFourth Edition\u003c\/i\u003e includes worked problems and scheduling software exercises that help students and practicing professionals apply critical thinking to issues in construction scheduling. This updated edition of \u003ci\u003eConstruction Project Scheduling and Control:\u003c\/i\u003e \u003c\/p\u003e\u003cul\u003e \u003cli\u003eIncludes an all-new chapter on project scheduling and control as viewed through the owner's perspective and a new chapter that revisits the critical path definition\u003c\/li\u003e \u003cli\u003eProvides numerous worked problems and construction scheduling exercises\u003c\/li\u003e \u003cli\u003eIncludes an expanded glossary and list of acronyms\u003c\/li\u003e \u003cli\u003eOffers updated instructor materials including PowerPoint lecture slides and an instructor's manual\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eWritten for undergraduate and graduate students in construction management, civil engineering, and architecture, as well as practicing construction management professionals, \u003ci\u003eConstruction Project Scheduling and Control, Fourth Edition\u003c\/i\u003e is updated to reflect the latest practices in the field.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988978680037,"sku":"NP9781119499831","price":110.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119499831.jpg?v=1761782291","url":"https:\/\/k12savings.com\/es\/products\/construction-project-scheduling-and-control-isbn-9781119499831","provider":"K12savings","version":"1.0","type":"link"}