{"product_id":"construction-project-scheduling-and-control-isbn-9781394215720","title":"Construction Project Scheduling and Control","description":"\u003cp\u003e\u003cb\u003eComprehensive guide examining analytical methods used to devise an efficient and successful schedule for construction projects of all sizes\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eThe newly revised and updated Fifth Edition of \u003ci\u003eConstruction Project Scheduling and Control\u003c\/i\u003e 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. \u003c\/p\u003e\u003cp\u003eThis 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. \u003c\/p\u003e\u003cp\u003eSample topics covered in \u003ci\u003eConstruction Project Scheduling and Control\u003c\/i\u003e include: \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003ePlanning and scheduling as two different but related concepts\u003c\/li\u003e\n\u003cli\u003eBar (Gantt) charts\u003c\/li\u003e\n\u003cli\u003eBasic networks, covering arrow networks, node networks, a comparison between the two, networks versus bar charts, and time-scaled logic diagrams\u003c\/li\u003e\n\u003cli\u003ePrecedence networks, covering CPM calculations for precedence diagrams for contiguous and interruptible activities and types of lags\u003c\/li\u003e\n\u003cli\u003eResource allocation and leveling, covering labor, equipment, and materials, and assigning budgets in computer scheduling programs\u003c\/li\u003e\n\u003cli\u003eSchedule updating and project control, covering steps for updating a schedule, measuring work progress, and earned value managament (EVM) \u003c\/li\u003e\n\u003cli\u003eSchedule acceleration concepts and techniques, and the impact of schedule acceleration on cost\u003c\/li\u003e\n\u003cli\u003eReports and documentation, especially as related to the project schedule\u003c\/li\u003e\n\u003cli\u003eSchedule risk management\u003c\/li\u003e\n\u003cli\u003eDelay and other claims management\u003c\/li\u003e\n\u003cli\u003eOther scheduling methods, such as PERT and LSM\u003c\/li\u003e\n\u003cli\u003eDynamic Minimum Lag (DML) relationship (a new concept)\u003c\/li\u003e\n\u003cli\u003eBIM and other technologies in modern construction scheduling \u003c\/li\u003e\n\u003cli\u003eConstruction scheduling from the owner’s perspective\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eWritten for undergraduate and graduate students in construction management, civil engineering, and architecture, as well as practicing construction management professionals, the Fifth Edition of \u003ci\u003eConstruction Project Scheduling and Control\u003c\/i\u003e is an essential resource for gaining a foundational understanding of the field, along with the latest and most effective practices. \u003c\/p\u003e\u003cp\u003ePreface xvii\u003c\/p\u003e \u003cp\u003eAbout the Companion Website xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 Introduction to Project Planning 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 2\u003c\/p\u003e \u003cp\u003eWho Must Plan? 2\u003c\/p\u003e \u003cp\u003eWhat is a Project? 4\u003c\/p\u003e \u003cp\u003eAre Projects Unique? 5\u003c\/p\u003e \u003cp\u003eWhose Project Is It? 5\u003c\/p\u003e \u003cp\u003eThe Project Management Plan 6\u003c\/p\u003e \u003cp\u003ePrograms and Portfolios 7\u003c\/p\u003e \u003cp\u003eComponents of a project 10\u003c\/p\u003e \u003cp\u003eWhere to Draw the Line? 11\u003c\/p\u003e \u003cp\u003ePlanning Progression with The Project Lifecycle 12\u003c\/p\u003e \u003cp\u003eProject Planning and Site Liability 15\u003c\/p\u003e \u003cp\u003eThe PMI Project Management Process Groups 15\u003c\/p\u003e \u003cp\u003ePlanning During the Construction Phase 16\u003c\/p\u003e \u003cp\u003eThe Contractor’s Organization’s Strategic Planning 16\u003c\/p\u003e \u003cp\u003eChapter 1 Exercises 17\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Introduction to Project Scheduling 19\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 20\u003c\/p\u003e \u003cp\u003eHistory of Project Scheduling 21\u003c\/p\u003e \u003cp\u003eThe Evolution of a Project Schedule 22\u003c\/p\u003e \u003cp\u003eWhy Schedule Projects? 24\u003c\/p\u003e \u003cp\u003eDo Contractors Need a Schedule for All Projects? 28\u003c\/p\u003e \u003cp\u003eThe Development of the Schedule and the Contract Type 29\u003c\/p\u003e \u003cp\u003eThe Schedule During the Execution Phase 33\u003c\/p\u003e \u003cp\u003eThe Schedule is More Than a Timeline! 34\u003c\/p\u003e \u003cp\u003ePlanning and Scheduling 35\u003c\/p\u003e \u003cp\u003eThe Scheduler and The Scheduling System 36\u003c\/p\u003e \u003cp\u003eCertification 37\u003c\/p\u003e \u003cp\u003eThe Tripod of a Good Scheduling System 38\u003c\/p\u003e \u003cp\u003eChapter 2 Exercises 39\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Bar (Gantt) Charts 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefinition and Introduction 42\u003c\/p\u003e \u003cp\u003eAdvantages of Bar Charts 45\u003c\/p\u003e \u003cp\u003eDisadvantages of Bar Charts 46\u003c\/p\u003e \u003cp\u003eChapter 3 Exercises 47\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Basic Logic Networks 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefinition and Introduction 52\u003c\/p\u003e \u003cp\u003eArrow Networks 52\u003c\/p\u003e \u003cp\u003eBrief Explanation 52\u003c\/p\u003e \u003cp\u003eThe Logic 53\u003c\/p\u003e \u003cp\u003eDummy Activities 54\u003c\/p\u003e \u003cp\u003eRedundancies 59\u003c\/p\u003e \u003cp\u003eNode Networks 60\u003c\/p\u003e \u003cp\u003eLags and Leads 62\u003c\/p\u003e \u003cp\u003eRecommendations for Proper Node Diagram Drawing 63\u003c\/p\u003e \u003cp\u003eComparison of Arrow and Node Networks 66\u003c\/p\u003e \u003cp\u003eNetworks Versus Bar Charts 68\u003c\/p\u003e \u003cp\u003eEffective Use of Bar Charts with CPM 69\u003c\/p\u003e \u003cp\u003eTime-Caled Logic Diagrams 69\u003c\/p\u003e \u003cp\u003eChapter 4 Exercises 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 The Critical Path Method (CPM) 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 76\u003c\/p\u003e \u003cp\u003eSteps Required to Schedule a Project 77\u003c\/p\u003e \u003cp\u003eMain Steps 77\u003c\/p\u003e \u003cp\u003eThe Project Breakdown 78\u003c\/p\u003e \u003cp\u003eActivities’ Attributes 83\u003c\/p\u003e \u003cp\u003eDetermine Activities’ Durations 84\u003c\/p\u003e \u003cp\u003eSet Up Logical Relationships 86\u003c\/p\u003e \u003cp\u003eCreate the Logic Network and Perform the CPM Calculations 87\u003c\/p\u003e \u003cp\u003eSupplemental Steps 87\u003c\/p\u003e \u003cp\u003eReview and Finalize the Schedule 88\u003c\/p\u003e \u003cp\u003eImplement the Schedule 89\u003c\/p\u003e \u003cp\u003eMonitor and Control the Schedule 90\u003c\/p\u003e \u003cp\u003eClosing Out and Archiving 90\u003c\/p\u003e \u003cp\u003eCost\/Resource Allocation (or Loading) 91\u003c\/p\u003e \u003cp\u003eLoad Direct or Indirect Cost? 92\u003c\/p\u003e \u003cp\u003eResource Leveling 92\u003c\/p\u003e \u003cp\u003eBeginning-of-Day or End-of-Day Convention 93\u003c\/p\u003e \u003cp\u003eThe CPM Explained Through Examples 94\u003c\/p\u003e \u003cp\u003eThe CPM with Computer Software Programs 98\u003c\/p\u003e \u003cp\u003eThe Critical Path 98\u003c\/p\u003e \u003cp\u003eDefinitions 99\u003c\/p\u003e \u003cp\u003eFree Float 102\u003c\/p\u003e \u003cp\u003eMore Definitions 105\u003c\/p\u003e \u003cp\u003eFloat Check 106\u003c\/p\u003e \u003cp\u003eNode Format 107\u003c\/p\u003e \u003cp\u003eLags and Leads in CPM Networks 107\u003c\/p\u003e \u003cp\u003eFurther Discussion of Float 113\u003c\/p\u003e \u003cp\u003eEffect of Choice of Dates on Cash Flow 114\u003c\/p\u003e \u003cp\u003eProject Schedule “Health Check” 115\u003c\/p\u003e \u003cp\u003eEvent Times in Arrow Networks 115\u003c\/p\u003e \u003cp\u003eEffect of the Imposed Finish Date on the Schedule 117\u003c\/p\u003e \u003cp\u003eProject Float 118\u003c\/p\u003e \u003cp\u003eLogic and Constraints 122\u003c\/p\u003e \u003cp\u003eThe “Hub” Concept 124\u003c\/p\u003e \u003cp\u003eThe CPM and Scheduling 124\u003c\/p\u003e \u003cp\u003eOwner’s Acceptance and Approval of the Schedule 125\u003c\/p\u003e \u003cp\u003eChapter 5 Exercises 126\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Precedence Networks 133\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefinition and Introduction 134\u003c\/p\u003e \u003cp\u003eThe Four Types of Relationships 137\u003c\/p\u003e \u003cp\u003eImportant Comments about the Four Types of Relationships 138\u003c\/p\u003e \u003cp\u003eThe Percent Complete Approach 138\u003c\/p\u003e \u003cp\u003eFast-track Projects 139\u003c\/p\u003e \u003cp\u003eA Parallel Predecessor? 141\u003c\/p\u003e \u003cp\u003eCPM Calculations For Precedence Diagrams 142\u003c\/p\u003e \u003cp\u003eInterruptible Activities 142\u003c\/p\u003e \u003cp\u003eThe Simplistic Approach 148\u003c\/p\u003e \u003cp\u003eGeneral Notes on the Simplistic Approach 149\u003c\/p\u003e \u003cp\u003eAlternative Approach 151\u003c\/p\u003e \u003cp\u003eThe Detailed Approach 153\u003c\/p\u003e \u003cp\u003eDefinitions 155\u003c\/p\u003e \u003cp\u003eContiguous (Uninterruptible) Activities 156\u003c\/p\u003e \u003cp\u003eRemedy for Interruptible Activities 161\u003c\/p\u003e \u003cp\u003eMultistage Activities 164\u003c\/p\u003e \u003cp\u003eTypes of Lags 164\u003c\/p\u003e \u003cp\u003eFinal Discussion 167\u003c\/p\u003e \u003cp\u003eChapter 6 Exercises 167\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Resource Management 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 174\u003c\/p\u003e \u003cp\u003eThe Three Categories of Resources 174\u003c\/p\u003e \u003cp\u003eLabor 174\u003c\/p\u003e \u003cp\u003eEquipment 174\u003c\/p\u003e \u003cp\u003eMaterials 175\u003c\/p\u003e \u003cp\u003eWhat is Resource Allocation? 175\u003c\/p\u003e \u003cp\u003eResource Leveling 176\u003c\/p\u003e \u003cp\u003eWhat Is Resource Leveling? 176\u003c\/p\u003e \u003cp\u003eWhy Level Resources? 176\u003c\/p\u003e \u003cp\u003eDo All Resources Have To Be Leveled? 176\u003c\/p\u003e \u003cp\u003eMultiproject Resource Sharing and Leveling 177\u003c\/p\u003e \u003cp\u003eAssigning Budgets in Computer-scheduling Programs 179\u003c\/p\u003e \u003cp\u003eLeveling Resources in a Project 180\u003c\/p\u003e \u003cp\u003eDiscussion of Example 7.3 193\u003c\/p\u003e \u003cp\u003eMore Discussion 194\u003c\/p\u003e \u003cp\u003eResource Leveling from the General Contractor’s Perspective 198\u003c\/p\u003e \u003cp\u003eResource Calendars 199\u003c\/p\u003e \u003cp\u003eResource Smoothing 199\u003c\/p\u003e \u003cp\u003eWorkspace as a Resource 200\u003c\/p\u003e \u003cp\u003eMaterials Management 200\u003c\/p\u003e \u003cp\u003eInteresting Comparison 203\u003c\/p\u003e \u003cp\u003eChapter 7 Exercises 204\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Schedule Updating and Project Control 209\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 210\u003c\/p\u003e \u003cp\u003eProject Control Defined 210\u003c\/p\u003e \u003cp\u003eSchedule Updating 211\u003c\/p\u003e \u003cp\u003eWhat Is a Baseline Schedule? 211\u003c\/p\u003e \u003cp\u003eWhat Is an Updated Schedule? 214\u003c\/p\u003e \u003cp\u003eWhat Is the Data Date? 214\u003c\/p\u003e \u003cp\u003eWhat Type of Information Is Needed for Updating Schedules? 215\u003c\/p\u003e \u003cp\u003eFrequency of Updating 218\u003c\/p\u003e \u003cp\u003eRetained Logic or Progress Override 219\u003c\/p\u003e \u003cp\u003eAuto-updating 219\u003c\/p\u003e \u003cp\u003eUpdating Schedules and Progress Payment Requests 220\u003c\/p\u003e \u003cp\u003e“Degressing” an In-progress Schedule to Create a Baseline Schedule 222\u003c\/p\u003e \u003cp\u003eEffect of Adding or Deleting Activities on Logic 223\u003c\/p\u003e \u003cp\u003eSteps for Updating a Schedule 227\u003c\/p\u003e \u003cp\u003eImportance of Updating Remaining Duration 233\u003c\/p\u003e \u003cp\u003eFuture Activities Review 235\u003c\/p\u003e \u003cp\u003eWho Has Authority to Update the Schedule? 237\u003c\/p\u003e \u003cp\u003eChanges in the Critical Path 239\u003c\/p\u003e \u003cp\u003eFloat after the Update 240\u003c\/p\u003e \u003cp\u003eContractor-created Float 241\u003c\/p\u003e \u003cp\u003eData and Information 242\u003c\/p\u003e \u003cp\u003eProject Control 242\u003c\/p\u003e \u003cp\u003eMeasuring Work Progress 242\u003c\/p\u003e \u003cp\u003eMethods for Determining Percent Complete for Individual Activities 243\u003c\/p\u003e \u003cp\u003eMethods for Determining Percent Complete for a Work Package or the Entire Project 248\u003c\/p\u003e \u003cp\u003eDiscussion of the Methods 251\u003c\/p\u003e \u003cp\u003ePercent Complete and the Computer Software 252\u003c\/p\u003e \u003cp\u003eProgress Payments and Percent Complete 257\u003c\/p\u003e \u003cp\u003eEarned Value Management 260\u003c\/p\u003e \u003cp\u003eEarned Value versus CPM 264\u003c\/p\u003e \u003cp\u003eS Curves 265\u003c\/p\u003e \u003cp\u003eChapter 8 Exercises 268\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Schedule Acceleration and Time-Cost Trade-Off 275\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 276\u003c\/p\u003e \u003cp\u003eHow Important is it to Finish On Schedule? 277\u003c\/p\u003e \u003cp\u003eSetting Priorities 277\u003c\/p\u003e \u003cp\u003eAccelerating a Project 278\u003c\/p\u003e \u003cp\u003eWhat Is “Accelerating” a Project? 278\u003c\/p\u003e \u003cp\u003eWhy Accelerate a Project? 278\u003c\/p\u003e \u003cp\u003eHow Can Project Duration Be Shortened? 279\u003c\/p\u003e \u003cp\u003eAcceleration and Fast-tracking 287\u003c\/p\u003e \u003cp\u003eConstruction and Modularization 287\u003c\/p\u003e \u003cp\u003eHow Does Accelerating a Project Work? 289\u003c\/p\u003e \u003cp\u003eDirect and Indirect Costs 293\u003c\/p\u003e \u003cp\u003eCost Concepts as They Relate to Schedule Compression 295\u003c\/p\u003e \u003cp\u003eChoosing the Best Method for Project Acceleration 295\u003c\/p\u003e \u003cp\u003eEffect of Acceleration on Direct Costs 296\u003c\/p\u003e \u003cp\u003eEffect of Acceleration on Indirect Costs 297\u003c\/p\u003e \u003cp\u003eEffect of Acceleration on Total Cost 299\u003c\/p\u003e \u003cp\u003eIssues to Consider When Accelerating a Project 302\u003c\/p\u003e \u003cp\u003eSchedule Acceleration Through an Example 305\u003c\/p\u003e \u003cp\u003eAccelerating Projects Using Computers 310\u003c\/p\u003e \u003cp\u003ePotential Issues with Uncoordinated Project Acceleration 311\u003c\/p\u003e \u003cp\u003eRecovery Schedules 312\u003c\/p\u003e \u003cp\u003eProject Scheduling and Prevailing Economic Conditions 312\u003c\/p\u003e \u003cp\u003eOptimum Scheduling 314\u003c\/p\u003e \u003cp\u003eProductivity and Cost Multipliers 316\u003c\/p\u003e \u003cp\u003ePlanning and Schedule Acceleration 319\u003c\/p\u003e \u003cp\u003eChapter 9 Exercises 320\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Reports and Presentations 325\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 326\u003c\/p\u003e \u003cp\u003eThe Difference Between Reports and Presentations 331\u003c\/p\u003e \u003cp\u003eSkills Necessary for Good Presentations 333\u003c\/p\u003e \u003cp\u003eEffective Reports and Presentations 335\u003c\/p\u003e \u003cp\u003eReviewing Reports Before and After Printing 337\u003c\/p\u003e \u003cp\u003eGeneral Tips on Preparing and Printing Reports 338\u003c\/p\u003e \u003cp\u003eSummary Reports 339\u003c\/p\u003e \u003cp\u003ePaper or Electronic Reports? 340\u003c\/p\u003e \u003cp\u003eE-Reports 343\u003c\/p\u003e \u003cp\u003eCommunications in The International Environment 343\u003c\/p\u003e \u003cp\u003eChapter 10 Exercises 345\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Scheduling as Part of the Project Management Effort 349\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 350\u003c\/p\u003e \u003cp\u003eProject Objectives 351\u003c\/p\u003e \u003cp\u003eScheduling and Estimating 352\u003c\/p\u003e \u003cp\u003eEvolution of a Cost Estimate and a Schedule for a Project 355\u003c\/p\u003e \u003cp\u003eEstimate-generated Schedules 359\u003c\/p\u003e \u003cp\u003eCost-loaded Schedules 360\u003c\/p\u003e \u003cp\u003eEstimating and Accounting 361\u003c\/p\u003e \u003cp\u003eScheduling and Accounting 363\u003c\/p\u003e \u003cp\u003eScheduling and Change Orders 363\u003c\/p\u003e \u003cp\u003ePaperless Project Management 364\u003c\/p\u003e \u003cp\u003eProcurement Management 365\u003c\/p\u003e \u003cp\u003eManagement of Submittals 366\u003c\/p\u003e \u003cp\u003eThe Master Schedule and Subschedules 368\u003c\/p\u003e \u003cp\u003eDefining and Measuring Project Success 369\u003c\/p\u003e \u003cp\u003eMultiproject Management 371\u003c\/p\u003e \u003cp\u003eChapter 11 Exercises 373\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Other Scheduling Methods 377\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 378\u003c\/p\u003e \u003cp\u003eProgram Evaluation and Review Technique (PERT) 378\u003c\/p\u003e \u003cp\u003eConcept of PERT 378\u003c\/p\u003e \u003cp\u003eHow PERT Works 379\u003c\/p\u003e \u003cp\u003ePERT Calculations 379\u003c\/p\u003e \u003cp\u003eGraphic Explanation 382\u003c\/p\u003e \u003cp\u003e“Most Likely” versus “Expected” Durations 389\u003c\/p\u003e \u003cp\u003eIs the Longest Path Still the Most Critical? 389\u003c\/p\u003e \u003cp\u003eUsing PERT to Calculate the Date of an Event with a Certain Level of Confidence 392\u003c\/p\u003e \u003cp\u003eDetermining the Probability of a Certain Project Finish Date (Multiple Paths Considered) 393\u003c\/p\u003e \u003cp\u003ePERT and the Construction Industry 394\u003c\/p\u003e \u003cp\u003ePERT and Computer Project-scheduling Software 394\u003c\/p\u003e \u003cp\u003eGraphical Evaluation and Review Technique (GERT) 395\u003c\/p\u003e \u003cp\u003eRepetitive Scheduling Method (RSM) 396\u003c\/p\u003e \u003cp\u003eLinear Scheduling Method (LSM) 398\u003c\/p\u003e \u003cp\u003eSteps to Build a Schedule Using the LSM 399\u003c\/p\u003e \u003cp\u003eHow the LSM Works 399\u003c\/p\u003e \u003cp\u003eLSM and Project Schedule Acceleration 404\u003c\/p\u003e \u003cp\u003eCan RSM\/SIPS or LSM and CPM Work Together? 405\u003c\/p\u003e \u003cp\u003eLSM Computer Software Programs 406\u003c\/p\u003e \u003cp\u003eGraphical Path Method (GPM) 407\u003c\/p\u003e \u003cp\u003eRelationship Diagramming Method (RDM) 411\u003c\/p\u003e \u003cp\u003eThe Critical Path Segments (CPS) Scheduling Technique 415\u003c\/p\u003e \u003cp\u003eChapter 12 Exercises 417\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Dynamic Minimum Lag Relationship 421\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 422\u003c\/p\u003e \u003cp\u003eWhy DML? 422\u003c\/p\u003e \u003cp\u003eSimilarity Between the DML Concept and The Linear Scheduling Method (LSM) 423\u003c\/p\u003e \u003cp\u003eHow Does DML Work? 423\u003c\/p\u003e \u003cp\u003eDML Relationship in CPM Calculations 426\u003c\/p\u003e \u003cp\u003eCan the Lag in the DML Relationship Be a Percentage? 427\u003c\/p\u003e \u003cp\u003eConclusion 437\u003c\/p\u003e \u003cp\u003eChapter 13 Exercises 440\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Schedule Risk Management 441\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 442\u003c\/p\u003e \u003cp\u003eTypes of Risk in Construction Projects 444\u003c\/p\u003e \u003cp\u003eSchedule Risk Types 444\u003c\/p\u003e \u003cp\u003eTypes of Schedule Risks 447\u003c\/p\u003e \u003cp\u003eGeneral Duration Uncertainty 447\u003c\/p\u003e \u003cp\u003eSpecific Risk Events 449\u003c\/p\u003e \u003cp\u003eNetwork Logic Risks 450\u003c\/p\u003e \u003cp\u003eDefinition of Risk Terms 451\u003c\/p\u003e \u003cp\u003eImportance of Good Planning for Risk Management 452\u003c\/p\u003e \u003cp\u003eImportance of Good CPM Scheduling Practices for Risk Assessment 453\u003c\/p\u003e \u003cp\u003eRisk Shifting in Contracts 455\u003c\/p\u003e \u003cp\u003eSchedule Risk Management Steps 456\u003c\/p\u003e \u003cp\u003eRisk Management Planning 458\u003c\/p\u003e \u003cp\u003eIdentifying Schedule Risks 459\u003c\/p\u003e \u003cp\u003ePerforming Qualitative Analysis 460\u003c\/p\u003e \u003cp\u003ePerforming Quantitative Analysis 462\u003c\/p\u003e \u003cp\u003eThe Risk Matrix 462\u003c\/p\u003e \u003cp\u003eResponding to and Addressing Risks 462\u003c\/p\u003e \u003cp\u003eMonitoring and Updating the Risk Management Plan 463\u003c\/p\u003e \u003cp\u003eExpected Value 464\u003c\/p\u003e \u003cp\u003eApplication in Scheduling 466\u003c\/p\u003e \u003cp\u003eExamples of Risk Adjustment 467\u003c\/p\u003e \u003cp\u003eThe Concept of Contingency 468\u003c\/p\u003e \u003cp\u003eConclusion 468\u003c\/p\u003e \u003cp\u003eChapter 14 Exercises 469\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 Construction Delays and Other Claims 471\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 472\u003c\/p\u003e \u003cp\u003eDelay Claims 473\u003c\/p\u003e \u003cp\u003eReasons for Claims 474\u003c\/p\u003e \u003cp\u003eForce Majeure 477\u003c\/p\u003e \u003cp\u003eTypes of Delays 477\u003c\/p\u003e \u003cp\u003eTypes of Damages in Construction Projects 479\u003c\/p\u003e \u003cp\u003eScheduling Mistakes Related to Delay Claims 479\u003c\/p\u003e \u003cp\u003eProject Documentation 482\u003c\/p\u003e \u003cp\u003eDelay Claims Resolution 485\u003c\/p\u003e \u003cp\u003eThe Importance of CPM Schedules in Delay Claims 489\u003c\/p\u003e \u003cp\u003eMethods of Schedule Analysis 489\u003c\/p\u003e \u003cp\u003eAs-built Schedule 489\u003c\/p\u003e \u003cp\u003eUpdated Impact Schedule 490\u003c\/p\u003e \u003cp\u003eAs-planned Schedule 490\u003c\/p\u003e \u003cp\u003eComparison Schedule 490\u003c\/p\u003e \u003cp\u003eAccelerated Schedule 490\u003c\/p\u003e \u003cp\u003eWho Owns the Float? 491\u003c\/p\u003e \u003cp\u003eConclusion on Delay and Float 491\u003c\/p\u003e \u003cp\u003eChapter 15 Exercises 497\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 Optimizing the CPM Schedule 499\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 500\u003c\/p\u003e \u003cp\u003eImportance of Schedule Accuracy and Simplicity 501\u003c\/p\u003e \u003cp\u003eThe CPM Schedule Stages 501\u003c\/p\u003e \u003cp\u003eThe Contract Stage 502\u003c\/p\u003e \u003cp\u003eThe Schedule Creation Stage: Work Breakdown 504\u003c\/p\u003e \u003cp\u003eThe Schedule Creation Stage: Activities Durations and Other Attributes 507\u003c\/p\u003e \u003cp\u003eThe Schedule Creation Stage: The Logic 511\u003c\/p\u003e \u003cp\u003eThe Schedule Creation Stage: Cost\/Resource Loading 514\u003c\/p\u003e \u003cp\u003eThe Critical Path Stage 515\u003c\/p\u003e \u003cp\u003eThe Schedule Review Stage 516\u003c\/p\u003e \u003cp\u003eThe Execution Stage 517\u003c\/p\u003e \u003cp\u003eThe Reporting and Documentation Stage 520\u003c\/p\u003e \u003cp\u003eThe Scheduler and the Computer 522\u003c\/p\u003e \u003cp\u003eCertification 523\u003c\/p\u003e \u003cp\u003eThe Tripod of A Good Scheduling System 524\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17 The Critical Path Definition: Revisited 525\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 526\u003c\/p\u003e \u003cp\u003eWhat is The “Longest Path”? 527\u003c\/p\u003e \u003cp\u003eThe Critical Path Through Examples 528\u003c\/p\u003e \u003cp\u003eThe Simple Case 528\u003c\/p\u003e \u003cp\u003eImposed Finish Date 529\u003c\/p\u003e \u003cp\u003eActivities with Lags 530\u003c\/p\u003e \u003cp\u003eActivities with Constraints 531\u003c\/p\u003e \u003cp\u003eActivities with Different Calendars 533\u003c\/p\u003e \u003cp\u003ePrecedence Diagrams 534\u003c\/p\u003e \u003cp\u003eResource Constraints 537\u003c\/p\u003e \u003cp\u003eResource Allocation and Resource Leveling 539\u003c\/p\u003e \u003cp\u003eRisk and Probabilistic Durations 540\u003c\/p\u003e \u003cp\u003eRisk, Consequences, or Both? 541\u003c\/p\u003e \u003cp\u003eThe AACE-Recommended Practices No. 49R-06 and 92r-17 542\u003c\/p\u003e \u003cp\u003eProposed Definition of The Critical Path 543\u003c\/p\u003e \u003cp\u003eChanges in The Critical Path 544\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18 BIM and Other Technologies in Modern Construction Scheduling 545\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction to 4D BIM in Construction Scheduling 546\u003c\/p\u003e \u003cp\u003eSignificance of 4D BIM in Modern Project Management 546\u003c\/p\u003e \u003cp\u003eDeveloping 4D Models: Tools and Techniques 546\u003c\/p\u003e \u003cp\u003eSoftware Options for 4D BIM 546\u003c\/p\u003e \u003cp\u003eProcess for 4D Model Development 547\u003c\/p\u003e \u003cp\u003eCase Study: Applying 4D Scheduling to High-RrISE Tower Construction 548\u003c\/p\u003e \u003cp\u003eStep 1: Creating 3D Models in Revit for 4D Scheduling 548\u003c\/p\u003e \u003cp\u003eStep 2: Installing Navisworks 549\u003c\/p\u003e \u003cp\u003eStep 3: Preparing and Exporting Schedule 550\u003c\/p\u003e \u003cp\u003eStep 4: Launching TimeLiner Tool in Navisworks Manage 550\u003c\/p\u003e \u003cp\u003eStep 5: Performing Simulation Using Viewpoints 552\u003c\/p\u003e \u003cp\u003eStep 6: Reviewing Play Simulation and Analyzing 552\u003c\/p\u003e \u003cp\u003eChallenges and Solutions in Adopting 4D BIM 556\u003c\/p\u003e \u003cp\u003eFuture Outlook for 4D BIM in Construction 557\u003c\/p\u003e \u003cp\u003eEmerging Trends and the Potential of New Technologies 557\u003c\/p\u003e \u003cp\u003eIntegrating AR\/VR for Enhanced 4D Visualization 558\u003c\/p\u003e \u003cp\u003eAR\/VR Overview and Applications for 4D BIM 558\u003c\/p\u003e \u003cp\u003eDefining AR and VR 558\u003c\/p\u003e \u003cp\u003eApplications for Enhancing 4D Model Visibility 558\u003c\/p\u003e \u003cp\u003eWorkflow for Visualizing 4D in AR\/VR 559\u003c\/p\u003e \u003cp\u003eLearning Resources for Students 559\u003c\/p\u003e \u003cp\u003eFree and Low-cost Options for 4D Software 559\u003c\/p\u003e \u003cp\u003eTutorials and Demo Models for Practicing 4D Workflow 560\u003c\/p\u003e \u003cp\u003eChapter 18 Exercises 560\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19 Project Scheduling for Owners 561\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAppendix A Computer Project 583\u003c\/p\u003e \u003cp\u003eIntroduction 562\u003c\/p\u003e \u003cp\u003eTypes of Owners 562\u003c\/p\u003e \u003cp\u003eImpact of Type of Owner on the Project 562\u003c\/p\u003e \u003cp\u003eProject Initiation Process 563\u003c\/p\u003e \u003cp\u003eProject Cost to an Owner 564\u003c\/p\u003e \u003cp\u003eThe Owner’s Organization 566\u003c\/p\u003e \u003cp\u003eProject Planning 567\u003c\/p\u003e \u003cp\u003eUsing Available Tools 568\u003c\/p\u003e \u003cp\u003eBest Value 569\u003c\/p\u003e \u003cp\u003eThe Evolution of the Schedule 570\u003c\/p\u003e \u003cp\u003eChoosing the Contract Type and Delivery Method 570\u003c\/p\u003e \u003cp\u003eContract Templates 571\u003c\/p\u003e \u003cp\u003eOwner-Contractor Trust Relationship 572\u003c\/p\u003e \u003cp\u003eProject Financing 573\u003c\/p\u003e \u003cp\u003eRequiring and Approving a Schedule 574\u003c\/p\u003e \u003cp\u003eOwning and Managing Float 575\u003c\/p\u003e \u003cp\u003eManaging the Contractor 576\u003c\/p\u003e \u003cp\u003eManaging Scope\/Changes 577\u003c\/p\u003e \u003cp\u003eSchedule Updating and Percent Complete 578\u003c\/p\u003e \u003cp\u003eDelay Claims: Avoidance and Resolution 579\u003c\/p\u003e \u003cp\u003eChapter 19 Exercises 580\u003c\/p\u003e \u003cp\u003eGeneral Guidelines 583\u003c\/p\u003e \u003cp\u003eAssignment 1 587\u003c\/p\u003e \u003cp\u003eCost Loading 588\u003c\/p\u003e \u003cp\u003eAssignment 2 589\u003c\/p\u003e \u003cp\u003eUpdating the Project 590\u003c\/p\u003e \u003cp\u003eAssignment 3 590\u003c\/p\u003e \u003cp\u003eChange Order 591\u003c\/p\u003e \u003cp\u003eAssignment 4 591\u003c\/p\u003e \u003cp\u003eResource Leveling 592\u003c\/p\u003e \u003cp\u003eAssignment 5 592\u003c\/p\u003e \u003cp\u003eSchedule Compression 1 592\u003c\/p\u003e \u003cp\u003eAssignment 6 592\u003c\/p\u003e \u003cp\u003eSchedule Compression 2 594\u003c\/p\u003e \u003cp\u003eAssignment 7 594\u003c\/p\u003e \u003cp\u003eDelay Claim 1: Unforeseen Conditions 595\u003c\/p\u003e \u003cp\u003eAssignment 8 595\u003c\/p\u003e \u003cp\u003eDelay Claim 2: Change in the Owner’s Requirements 595\u003c\/p\u003e \u003cp\u003eAssignment 9 596\u003c\/p\u003e \u003cp\u003eAppendix B Sample Reports 597\u003c\/p\u003e \u003cp\u003eTabular Reports 597\u003c\/p\u003e \u003cp\u003eGraphic Reports 617\u003c\/p\u003e \u003cp\u003eAbbreviations 629\u003c\/p\u003e \u003cp\u003eGlossary 635\u003c\/p\u003e \u003cp\u003eBibliography 663\u003c\/p\u003e \u003cp\u003eIndex 673\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eDr. Saleh Mubarak\u003c\/b\u003e (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.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eComprehensive guide examining analytical methods used to devise an efficient and successful schedule for construction projects of all sizes\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eThe newly revised and updated Fifth Edition of \u003ci\u003eConstruction Project Scheduling and Control\u003c\/i\u003e 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. \u003c\/p\u003e\u003cp\u003eThis 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. \u003c\/p\u003e\u003cp\u003eSample topics covered in \u003ci\u003eConstruction Project Scheduling and Control\u003c\/i\u003e include: \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003ePlanning and scheduling as two different but related concepts\u003c\/li\u003e\n\u003cli\u003eBar (Gantt) charts\u003c\/li\u003e\n\u003cli\u003eBasic networks, covering arrow networks, node networks, a comparison between the two, networks versus bar charts, and time-scaled logic diagrams\u003c\/li\u003e\n\u003cli\u003ePrecedence networks, covering CPM calculations for precedence diagrams for contiguous and interruptible activities and types of lags\u003c\/li\u003e\n\u003cli\u003eResource allocation and leveling, covering labor, equipment, and materials, and assigning budgets in computer scheduling programs\u003c\/li\u003e\n\u003cli\u003eSchedule updating and project control, covering steps for updating a schedule, measuring work progress, and earned value managament (EVM) \u003c\/li\u003e\n\u003cli\u003eSchedule acceleration concepts and techniques, and the impact of schedule acceleration on cost\u003c\/li\u003e\n\u003cli\u003eReports and documentation, especially as related to the project schedule\u003c\/li\u003e\n\u003cli\u003eSchedule risk management\u003c\/li\u003e\n\u003cli\u003eDelay and other claims management\u003c\/li\u003e\n\u003cli\u003eOther scheduling methods, such as PERT and LSM\u003c\/li\u003e\n\u003cli\u003eDynamic Minimum Lag (DML) relationship (a new concept)\u003c\/li\u003e\n\u003cli\u003eBIM and other technologies in modern construction scheduling \u003c\/li\u003e\n\u003cli\u003eConstruction scheduling from the owner’s perspective\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eWritten for undergraduate and graduate students in construction management, civil engineering, and architecture, as well as practicing construction management professionals, the Fifth Edition of \u003ci\u003eConstruction Project Scheduling and Control\u003c\/i\u003e is an essential resource for gaining a foundational understanding of the field, along with the latest and most effective practices.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988978745573,"sku":"NP9781394215720","price":110.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781394215720.jpg?v=1761782291","url":"https:\/\/k12savings.com\/products\/construction-project-scheduling-and-control-isbn-9781394215720","provider":"K12savings","version":"1.0","type":"link"}