{"product_id":"handbook-for-construction-planning-and-scheduling-isbn-9780470670323","title":"Handbook for Construction Planning and Scheduling","description":"\u003cp\u003e\u003cb\u003eThe authoritative industry guide on good practice for planning and scheduling in construction\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThis handbook acts as a guide to good practice, a text to accompany learning and a reference document for those needing information on background, best practice, and methods for practical application. \u003c\/p\u003e \u003cp\u003e\u003ci\u003eA Handbook for Construction Planning \u0026amp; Scheduling\u003c\/i\u003e presents the key issues of planning and programming in scheduling in a clear, concise and practical way. The book divides into four main sections: Planning and Scheduling within the Construction Context; Planning and Scheduling Techniques and Practices; Planning and Scheduling Methods; Delay and Forensic Analysis. The authors include both basic concepts and updates on current topics demanding close attention from the construction industry, including planning for sustainability, waste, health and safety and Building Information Modelling (BIM).\u003c\/p\u003e \u003cp\u003eThe book is especially useful for early career practitioners - engineers, quantity surveyors, construction managers, project managers - who may already have a basic grounding in civil engineering, building and general construction but lack extensive planning and scheduling experience. Students will find the website helpful with worked examples of the methods and calculations for typical construction projects plus other directed learning material.\u003c\/p\u003e \u003cp\u003eThis authoritative industry guide on good practice for planning and scheduling in construction is written in a direct, informative style with a clear presentation enabling easy access of the relevant information with a companion website providing additional resources and learning support material.\u003c\/p\u003e \u003cul\u003e \u003cli\u003ethe authoritative industry guide on construction planning and scheduling\u003c\/li\u003e \u003cli\u003edirect informative writing style and clear presentation enables easy access of the relevant information\u003c\/li\u003e \u003cli\u003ecompanion website provides additional learning material.\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eNotes on Contributors xiv\u003c\/p\u003e \u003cp\u003eForeword xvii\u003c\/p\u003e \u003cp\u003ePreface xviii\u003c\/p\u003e \u003cp\u003eAcknowledgements xxi\u003c\/p\u003e \u003cp\u003eAbout the Companion Website xxii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection I Planning and Scheduling within the Construction Context 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 An Introduction to Planning and Scheduling 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA brief history of planning and scheduling 3\u003c\/p\u003e \u003cp\u003eCritical path methods 4\u003c\/p\u003e \u003cp\u003eThe impact of the PC 5\u003c\/p\u003e \u003cp\u003eNew systems and new thinking 6\u003c\/p\u003e \u003cp\u003eNew information and communication technologies 6\u003c\/p\u003e \u003cp\u003ePlanning 7\u003c\/p\u003e \u003cp\u003eWho plans? 8\u003c\/p\u003e \u003cp\u003ePlanning, programming and scheduling 8\u003c\/p\u003e \u003cp\u003eThe cost and benefits of planning 10\u003c\/p\u003e \u003cp\u003eTypes of plans 11\u003c\/p\u003e \u003cp\u003eAn activity of the mind 11\u003c\/p\u003e \u003cp\u003ePlanning for construction 12\u003c\/p\u003e \u003cp\u003eThe planning process in the project cycle 13\u003c\/p\u003e \u003cp\u003ePRINCE2 14\u003c\/p\u003e \u003cp\u003eCIOB code of practice for project management for construction and development 15\u003c\/p\u003e \u003cp\u003eThe RIBA plan of work 17\u003c\/p\u003e \u003cp\u003eThe process protocol map 19\u003c\/p\u003e \u003cp\u003eSummary 23\u003c\/p\u003e \u003cp\u003eHow is the planning process affected by procurement? 24\u003c\/p\u003e \u003cp\u003eThe context of construction project planning 27\u003c\/p\u003e \u003cp\u003eProcurement and the performance of the UK construction industry 28\u003c\/p\u003e \u003cp\u003eThe Egan report (1998) 29\u003c\/p\u003e \u003cp\u003ePartnering 30\u003c\/p\u003e \u003cp\u003ePublic sector construction procurement: The private finance initiative (PFI) 31\u003c\/p\u003e \u003cp\u003eWhat do construction planners do? 31\u003c\/p\u003e \u003cp\u003eConstruction planning practice: a summary 33\u003c\/p\u003e \u003cp\u003eKey points 34\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Managing Construction Projects 36\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eLi Baiyi and Simon Austin\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eProject management body of knowledge (PMBOK) 36\u003c\/p\u003e \u003cp\u003eSimultaneous management 41\u003c\/p\u003e \u003cp\u003eLean construction 42\u003c\/p\u003e \u003cp\u003eA theory of construction as production by projects 44\u003c\/p\u003e \u003cp\u003eCollaborative working 46\u003c\/p\u003e \u003cp\u003eMorris’ perspective 47\u003c\/p\u003e \u003cp\u003eSummary 47\u003c\/p\u003e \u003cp\u003eKey points 50\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection II Planning and Scheduling Techniques and Practices 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 51\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Planning and Scheduling Techniques 53\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTo-do lists 53\u003c\/p\u003e \u003cp\u003eBar charts 55\u003c\/p\u003e \u003cp\u003eFlow diagrams 56\u003c\/p\u003e \u003cp\u003eFlow charts 56\u003c\/p\u003e \u003cp\u003eWork study 57\u003c\/p\u003e \u003cp\u003eNetwork analysis 59\u003c\/p\u003e \u003cp\u003eActivity-on-arrow networks 60\u003c\/p\u003e \u003cp\u003eDrawing the network 60\u003c\/p\u003e \u003cp\u003ePrecedence diagrams 63\u003c\/p\u003e \u003cp\u003eDrawing the network-precedence diagrams 63\u003c\/p\u003e \u003cp\u003eLinked bar charts 65\u003c\/p\u003e \u003cp\u003eSpace diagrams 65\u003c\/p\u003e \u003cp\u003eTime chainage charts 65\u003c\/p\u003e \u003cp\u003eMultiple activity charts 69\u003c\/p\u003e \u003cp\u003eLine of balance 71\u003c\/p\u003e \u003cp\u003eLine of balance – resource scheduling 73\u003c\/p\u003e \u003cp\u003eADePT 74\u003c\/p\u003e \u003cp\u003eData flow diagrams 75\u003c\/p\u003e \u003cp\u003eA generic model for detailed building design 75\u003c\/p\u003e \u003cp\u003eDependency structure matrix analysis 76\u003c\/p\u003e \u003cp\u003eProducing project and departmental schedules 79\u003c\/p\u003e \u003cp\u003e4D CAD 79\u003c\/p\u003e \u003cp\u003eKey points 80\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Planning and Scheduling Practices 81\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSchedule design and structure 81\u003c\/p\u003e \u003cp\u003eLevel 1 schedule report 81\u003c\/p\u003e \u003cp\u003eLevel 2 schedule report 82\u003c\/p\u003e \u003cp\u003eLevel 3 schedule report 82\u003c\/p\u003e \u003cp\u003eLevel 4 schedule report 83\u003c\/p\u003e \u003cp\u003eLevel 5 schedule report 83\u003c\/p\u003e \u003cp\u003eWhat is required on smaller projects? 83\u003c\/p\u003e \u003cp\u003eCreating these schedules 84\u003c\/p\u003e \u003cp\u003eWork Breakdown Structure 84\u003c\/p\u003e \u003cp\u003ePre-tender planning, pre-contract planning, contract planning 86\u003c\/p\u003e \u003cp\u003ePre-tender planning 86\u003c\/p\u003e \u003cp\u003ePre-contract planning 92\u003c\/p\u003e \u003cp\u003eContract planning 94\u003c\/p\u003e \u003cp\u003eActivities: selection, sequencing and duration 96\u003c\/p\u003e \u003cp\u003eActivity selection 96\u003c\/p\u003e \u003cp\u003eSequencing 98\u003c\/p\u003e \u003cp\u003eAssessing the duration of each activity 99\u003c\/p\u003e \u003cp\u003eLinks, dependencies and constraints 100\u003c\/p\u003e \u003cp\u003eFloat and contingency 102\u003c\/p\u003e \u003cp\u003eTotal float 103\u003c\/p\u003e \u003cp\u003eFree float 104\u003c\/p\u003e \u003cp\u003eInterfering float 105\u003c\/p\u003e \u003cp\u003eIndependent float 105\u003c\/p\u003e \u003cp\u003eIntermittent float 106\u003c\/p\u003e \u003cp\u003eNegative float 107\u003c\/p\u003e \u003cp\u003eTerminal float 108\u003c\/p\u003e \u003cp\u003eInternal float 108\u003c\/p\u003e \u003cp\u003eContingency 109\u003c\/p\u003e \u003cp\u003eManipulation of float 110\u003c\/p\u003e \u003cp\u003eWho owns the float? 111\u003c\/p\u003e \u003cp\u003eMonitoring progress and managing the time model 112\u003c\/p\u003e \u003cp\u003eReviewing the assumptions used to produce the schedule 113\u003c\/p\u003e \u003cp\u003eCollecting and reviewing production records and progress reports 114\u003c\/p\u003e \u003cp\u003eReviewing the activities currently in progress 114\u003c\/p\u003e \u003cp\u003eUpdating the schedule 115\u003c\/p\u003e \u003cp\u003eIdentifying intervening events 117\u003c\/p\u003e \u003cp\u003eAssessing progress and forecasting completion 119\u003c\/p\u003e \u003cp\u003eReviewing contingencies and revising the working schedule to effect a recovery 119\u003c\/p\u003e \u003cp\u003eOther methods of monitoring progress 119\u003c\/p\u003e \u003cp\u003eMilestone monitoring 119\u003c\/p\u003e \u003cp\u003eCash flow monitoring 120\u003c\/p\u003e \u003cp\u003eActivity schedules 120\u003c\/p\u003e \u003cp\u003ePlanned progress monitoring 120\u003c\/p\u003e \u003cp\u003eEarned value analysis 121\u003c\/p\u003e \u003cp\u003eResources and cost optimisation 122\u003c\/p\u003e \u003cp\u003eResources 122\u003c\/p\u003e \u003cp\u003eMethod statements 127\u003c\/p\u003e \u003cp\u003eFormat of the method statement 127\u003c\/p\u003e \u003cp\u003eThe tender method statement (for submission to the client) 127\u003c\/p\u003e \u003cp\u003eThe tender method statement (for internal use) 129\u003c\/p\u003e \u003cp\u003eThe construction or work method statement 129\u003c\/p\u003e \u003cp\u003eThe health and safety method statement 129\u003c\/p\u003e \u003cp\u003ePlanning method statement 130\u003c\/p\u003e \u003cp\u003eSite layout plans 132\u003c\/p\u003e \u003cp\u003eAt the tender stage 132\u003c\/p\u003e \u003cp\u003eAt the pre-contract stage 134\u003c\/p\u003e \u003cp\u003eAt the contract stage 134\u003c\/p\u003e \u003cp\u003eSite waste management plans 134\u003c\/p\u003e \u003cp\u003eContractors’ cash flow 135\u003c\/p\u003e \u003cp\u003eBank borrowings 136\u003c\/p\u003e \u003cp\u003eHead office overheads 136\u003c\/p\u003e \u003cp\u003eWorking capital 136\u003c\/p\u003e \u003cp\u003eUncertainty and risk 139\u003c\/p\u003e \u003cp\u003eRisk management 140\u003c\/p\u003e \u003cp\u003eHow do contractors price risk in bids? 143\u003c\/p\u003e \u003cp\u003eKey points 146\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection III Planning and Scheduling Methods 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 149\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Critical Chain Project Management 151\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBackground 151\u003c\/p\u003e \u003cp\u003eHow does CCPM differ from accepted best practice in project management? 152\u003c\/p\u003e \u003cp\u003eEstablishing the critical chain 152\u003c\/p\u003e \u003cp\u003eMonitoring and controlling the critical chain 153\u003c\/p\u003e \u003cp\u003eA critical review of CCPM 155\u003c\/p\u003e \u003cp\u003eKey points 157\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Earned Value Analysis 158\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTerminology and definitions 158\u003c\/p\u003e \u003cp\u003eCost Performance Index (CPI) 159\u003c\/p\u003e \u003cp\u003eCost variance 159\u003c\/p\u003e \u003cp\u003eEarned value analysis (EVA) 159\u003c\/p\u003e \u003cp\u003eEarned value management (EVM) 159\u003c\/p\u003e \u003cp\u003eEarned value management system (EVMS) 159\u003c\/p\u003e \u003cp\u003eBudgeted cost of work scheduled 159\u003c\/p\u003e \u003cp\u003eBudget at completion (BAC) 159\u003c\/p\u003e \u003cp\u003eActual cost of work performed (ACWP) 160\u003c\/p\u003e \u003cp\u003eBudgeted cost of work performed (BCWP) 160\u003c\/p\u003e \u003cp\u003eEarned value (EV) 160\u003c\/p\u003e \u003cp\u003ePerformance measurement baseline 160\u003c\/p\u003e \u003cp\u003eSchedule Performance Index (SPI) 160\u003c\/p\u003e \u003cp\u003eSchedule variance (SV) 160\u003c\/p\u003e \u003cp\u003eThe basis of the EVA 160\u003c\/p\u003e \u003cp\u003eEarned value analysis calculations and their interpretation 163\u003c\/p\u003e \u003cp\u003eForecasting 164\u003c\/p\u003e \u003cp\u003eAn example of EVA calculations 164\u003c\/p\u003e \u003cp\u003eEarned value management systems 167\u003c\/p\u003e \u003cp\u003eProblems and pitfalls of EVA and how to overcome them 168\u003c\/p\u003e \u003cp\u003eKey points 170\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Last Planner® 171\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBackground 171\u003c\/p\u003e \u003cp\u003eThe development of Last Planner® 172\u003c\/p\u003e \u003cp\u003ePrinciples of the Last Planner System® (LPS) 174\u003c\/p\u003e \u003cp\u003eImplementing the Last Planner System® (LPS) 175\u003c\/p\u003e \u003cp\u003eImproving production performance 179\u003c\/p\u003e \u003cp\u003eBenefits of the Last Planner® System 179\u003c\/p\u003e \u003cp\u003eBarriers to the adoption of Last Planner® 180\u003c\/p\u003e \u003cp\u003eKey points 181\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 ADePT–Planning, Managing and Controlling the Design Process 182\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBackground 182\u003c\/p\u003e \u003cp\u003eA new way of working 183\u003c\/p\u003e \u003cp\u003eDefining the scope of the design process 185\u003c\/p\u003e \u003cp\u003eProcess sequencing 185\u003c\/p\u003e \u003cp\u003eScheduling 185\u003c\/p\u003e \u003cp\u003eControlling the design workflow 186\u003c\/p\u003e \u003cp\u003ePractical implementation 186\u003c\/p\u003e \u003cp\u003eA facilitated approach to planning 186\u003c\/p\u003e \u003cp\u003eIntegrating design with procurement and construction 188\u003c\/p\u003e \u003cp\u003eManaging constraints and measuring progress 189\u003c\/p\u003e \u003cp\u003eSummary 191\u003c\/p\u003e \u003cp\u003eKey points 191\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Building Information Modelling (BIM) 192\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat is building information modelling (BIM)? 192\u003c\/p\u003e \u003cp\u003eBIM is not new 193\u003c\/p\u003e \u003cp\u003eWhy now? 194\u003c\/p\u003e \u003cp\u003eBIM maturity levels 195\u003c\/p\u003e \u003cp\u003eLevel 0 195\u003c\/p\u003e \u003cp\u003eLevel 1 195\u003c\/p\u003e \u003cp\u003eLevel 2 196\u003c\/p\u003e \u003cp\u003eLevel 3 196\u003c\/p\u003e \u003cp\u003eThe development of 4D CAD 197\u003c\/p\u003e \u003cp\u003eVirtual construction 200\u003c\/p\u003e \u003cp\u003eThe requirement collection phase 200\u003c\/p\u003e \u003cp\u003eThe model building phase 200\u003c\/p\u003e \u003cp\u003eThe process simulation phase 202\u003c\/p\u003e \u003cp\u003eHow will BIM change construction planning and scheduling? 202\u003c\/p\u003e \u003cp\u003eBIM and the law 203\u003c\/p\u003e \u003cp\u003eKey points 203\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Planning for Sustainability with BREEAM 204\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eSamuel Ewuosho\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBackground 204\u003c\/p\u003e \u003cp\u003eThe need for sustainable construction 204\u003c\/p\u003e \u003cp\u003eDrivers of sustainable construction 205\u003c\/p\u003e \u003cp\u003eLegislative drivers 205\u003c\/p\u003e \u003cp\u003eClient (market-led) requirements 206\u003c\/p\u003e \u003cp\u003eProfessional responsibility 206\u003c\/p\u003e \u003cp\u003eCompetitors 206\u003c\/p\u003e \u003cp\u003eBREEAM 207\u003c\/p\u003e \u003cp\u003eBREEAM sections 209\u003c\/p\u003e \u003cp\u003eManagement 209\u003c\/p\u003e \u003cp\u003eHealth and wellbeing 209\u003c\/p\u003e \u003cp\u003eEnergy 209\u003c\/p\u003e \u003cp\u003eTransport 210\u003c\/p\u003e \u003cp\u003eWater section 210\u003c\/p\u003e \u003cp\u003eMaterials 211\u003c\/p\u003e \u003cp\u003eWaste 211\u003c\/p\u003e \u003cp\u003eLand use and ecology 211\u003c\/p\u003e \u003cp\u003ePollution section 211\u003c\/p\u003e \u003cp\u003eInnovation 211\u003c\/p\u003e \u003cp\u003eIndustry response to BREEAM 212\u003c\/p\u003e \u003cp\u003eCase study analysis 213\u003c\/p\u003e \u003cp\u003eDifferent projects produce different management situations 213\u003c\/p\u003e \u003cp\u003eIndividual perceptions of sustainability and BREEAM 214\u003c\/p\u003e \u003cp\u003eKey points 215\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Planning for Waste Management 216\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eSarah-Jane Holmes and Mohamed Osmani\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBackground 216\u003c\/p\u003e \u003cp\u003eConstruction waste causes and origins 217\u003c\/p\u003e \u003cp\u003eMaterials procurement 217\u003c\/p\u003e \u003cp\u003eDesign 218\u003c\/p\u003e \u003cp\u003eSite operations 218\u003c\/p\u003e \u003cp\u003eOn-site waste management practices 219\u003c\/p\u003e \u003cp\u003eOn-site waste management techniques 220\u003c\/p\u003e \u003cp\u003eSite Waste Management Plan (SWMP) requirements 221\u003c\/p\u003e \u003cp\u003eHow the research was undertaken 222\u003c\/p\u003e \u003cp\u003eResearch results 222\u003c\/p\u003e \u003cp\u003eConstruction waste origins 222\u003c\/p\u003e \u003cp\u003eWaste production and potential waste minimisation across projects’ life cycle 223\u003c\/p\u003e \u003cp\u003eDiscussion 225\u003c\/p\u003e \u003cp\u003eKey challenges associated with implementing SWMPs 226\u003c\/p\u003e \u003cp\u003eKey points 227\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Planning for Safety, Health and Environment 228\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eAlastair Gibb\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBackground 228\u003c\/p\u003e \u003cp\u003eSHE management model: An overview 228\u003c\/p\u003e \u003cp\u003ePlanning 230\u003c\/p\u003e \u003cp\u003eHazard\/risk identification and control 231\u003c\/p\u003e \u003cp\u003eRisk control measures 231\u003c\/p\u003e \u003cp\u003eDeveloping the SHE plan 239\u003c\/p\u003e \u003cp\u003eProgramme for occupational health 242\u003c\/p\u003e \u003cp\u003eRight info, right people, right time 243\u003c\/p\u003e \u003cp\u003eConstruction risk assessments 243\u003c\/p\u003e \u003cp\u003eConstructability reviews 243\u003c\/p\u003e \u003cp\u003eMethod statements 244\u003c\/p\u003e \u003cp\u003eJob safety analysis (JSA) 244\u003c\/p\u003e \u003cp\u003eEnvironment 245\u003c\/p\u003e \u003cp\u003eEmergency preparedness 245\u003c\/p\u003e \u003cp\u003eKey points 246\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection IV Delay and Forensic Analysis 247\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 247\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Delays 249\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDelay and disruption: Definitions 249\u003c\/p\u003e \u003cp\u003eDelays 250\u003c\/p\u003e \u003cp\u003eCategories of delay 251\u003c\/p\u003e \u003cp\u003eTypes of delay 251\u003c\/p\u003e \u003cp\u003eDate 251\u003c\/p\u003e \u003cp\u003eTotal 252\u003c\/p\u003e \u003cp\u003eExtended 252\u003c\/p\u003e \u003cp\u003eAdditional 254\u003c\/p\u003e \u003cp\u003eProgress 254\u003c\/p\u003e \u003cp\u003eSequence 255\u003c\/p\u003e \u003cp\u003eFragnets 256\u003c\/p\u003e \u003cp\u003eProspective versus retrospective delay and other concepts 256\u003c\/p\u003e \u003cp\u003eKey points 259\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Factual Information 260\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe As-Planned schedule 260\u003c\/p\u003e \u003cp\u003eCorrecting the As-Planned schedule 261\u003c\/p\u003e \u003cp\u003eKey contract dates 262\u003c\/p\u003e \u003cp\u003eMissing logic links 262\u003c\/p\u003e \u003cp\u003eConstraints 263\u003c\/p\u003e \u003cp\u003eActivity durations 264\u003c\/p\u003e \u003cp\u003eSequence of activities 264\u003c\/p\u003e \u003cp\u003eMissing activities 265\u003c\/p\u003e \u003cp\u003eAdditional activities 265\u003c\/p\u003e \u003cp\u003eScope change 266\u003c\/p\u003e \u003cp\u003eSoftware 266\u003c\/p\u003e \u003cp\u003eBar chart to network 267\u003c\/p\u003e \u003cp\u003eAs-built\/progress records 269\u003c\/p\u003e \u003cp\u003eAs-built schedule 272\u003c\/p\u003e \u003cp\u003eKey points 275\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Protocols and Methods of Analysis 276\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Society of Construction Law Delay and Disruption Protocol 276\u003c\/p\u003e \u003cp\u003eAACEI recommended practice no. 29R-03 – Forensic schedule analysis 279\u003c\/p\u003e \u003cp\u003eMethods of analysis 280\u003c\/p\u003e \u003cp\u003eGlobal claims 286\u003c\/p\u003e \u003cp\u003eAs-planned versus as-built 289\u003c\/p\u003e \u003cp\u003eImpacted as-planned 291\u003c\/p\u003e \u003cp\u003eTime impact analysis 300\u003c\/p\u003e \u003cp\u003eCollapsed as-built 317\u003c\/p\u003e \u003cp\u003eWindows 319\u003c\/p\u003e \u003cp\u003eAs-Planned versus As-Built 325\u003c\/p\u003e \u003cp\u003eTime impact analysis 325\u003c\/p\u003e \u003cp\u003eAs-Planned versus As- Built #2 Or Time Slice Analysis 326\u003c\/p\u003e \u003cp\u003eKey points 327\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Disruption 328\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefinitions and background 328\u003c\/p\u003e \u003cp\u003eMethods of analysis 329\u003c\/p\u003e \u003cp\u003eMeasured mile 329\u003c\/p\u003e \u003cp\u003eLeonard\/Ibbs curves 332\u003c\/p\u003e \u003cp\u003eIndices and statistics 335\u003c\/p\u003e \u003cp\u003eKey points 336\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 Other Issues 337\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOut-of-Sequence progress 337\u003c\/p\u003e \u003cp\u003eProgress override 338\u003c\/p\u003e \u003cp\u003eRetained logic 338\u003c\/p\u003e \u003cp\u003eOmissions 340\u003c\/p\u003e \u003cp\u003eCalendars 341\u003c\/p\u003e \u003cp\u003eWeather 345\u003c\/p\u003e \u003cp\u003eConcurrent delay 348\u003c\/p\u003e \u003cp\u003ePacing 352\u003c\/p\u003e \u003cp\u003eMitigation 352\u003c\/p\u003e \u003cp\u003eAcceleration 354\u003c\/p\u003e \u003cp\u003eEmployer\/contractor\/subcontractor schedules 355\u003c\/p\u003e \u003cp\u003eKey points 356\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendices\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAppendix 1 BIM Case Study: One Island East 358\u003c\/p\u003e \u003cp\u003eAppendix 2 The Shepherd Way and Collaborative Planning 362\u003c\/p\u003e \u003cp\u003eAppendix 3 Building Information Modelling (BIM) and English Law 367\u003cbr\u003e \u003ci\u003eStacy Sinclair\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eGlossary 371\u003c\/p\u003e \u003cp\u003eReferences 389\u003c\/p\u003e \u003cp\u003eIndex 399\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eAndrew Baldwin,\u003c\/b\u003e BSc(Hons), MSc, PhD, CEng, FICE, Eur Ing, has extensive construction industry and academic experience. Following a career in the civil engineering and construction industries that included planning and scheduling for a number of major construction projects, he commenced an academic career at Loughborough University, UK, where he is now Emeritus Professor in Construction Management. He is also a Distinguished Visiting Professor at Chongqing University, China, where he is a Co-Director of the National Centre for International Research of Low-Carbon and Green Buildings, a position funded under the national ‘One Thousand Experts’ programme.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDavid Bordoli\u003c\/b\u003e, BSc, MSc, FCIOB, MAPM, ACIArb, is an extremely experienced planning professional who began his career as a planning engineer with construction contractors then worked as a consultant, providing contractual advice, preparing time delay claims, reports for adjudications, arbitrations and litigation, and undertaking expert witness appointments in delay and disruption disputes in construction and engineering. He is now a Director of Driver Trett and has recently spent most of his time working on overseas projects, particularly in South Africa.\u003c\/p\u003e  \u003cp\u003eThis handbook acts as a guide to good practice, a text to accompany learning and a reference document for those needing information on background, best practice and methods for practical application.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eA Handbook for Construction Planning and Scheduling\u003c\/i\u003e presents the key issues of planning and programming in scheduling in a clear, concise and practical way. The book divides into four main sections: Planning and Scheduling within the Construction Context; Planning and Scheduling Techniques and Practices; Planning and Scheduling Methods; Delay and Forensic Analysis. The authors include both basic concepts and updates on\u003cbr\u003e current topics demanding close attention from the construction industry, including planning for sustainability, waste, health and safety and Building Information Modelling (BIM).\u003c\/p\u003e \u003cp\u003eThe book is especially useful for early career practitioners –engineers, quantity surveyors, construction managers, project managers – who may already have a basic grounding in civil engineering, building and general construction but lack extensive planning and scheduling experience. Students will find the website helpful with worked examples of the methods and calculations for typical construction projects plus other\u003cbr\u003e directed learning material.\u003c\/p\u003e \u003cp\u003eThis authoritative industry guide on good practice is written in a direct, informative style with a clear presentation, enabling easy access of the relevant information with a companion website providing additional resources and learning support material.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989324382437,"sku":"NP9780470670323","price":79.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470670323.jpg?v=1761783672","url":"https:\/\/k12savings.com\/products\/handbook-for-construction-planning-and-scheduling-isbn-9780470670323","provider":"K12savings","version":"1.0","type":"link"}