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ContentsINTRODUCTION1

Bar Charts2

Shortcomings of Bar Charts3

Value of Bar Charts5

Reasons for Planning and Scheduling in Construction8

CHAPTER 1 DEVELOPING A NETWORK MODEL10

Steps in Building a Network Model10

Defining Activities11

Ordering Activities13

Drawing the Network Diagram16

Assigning Durations to Activities18

Assigning Resources and Costs19

Calculating Early and Late Start/Finish Times19

Scheduling Activity Start/Finish Times20

Final Comments20

Review Questions20

CHAPTER 2 DEVELOPING AN ARROW-DIAGRAM NETWORE21

Activity Relationships22

The i-j Notation of Activities25

Dummies25

Other Activity Relationships31

Final Comments34

Review Problems35

CHAPTER 3 PERFORMING TIME CALCULATIONS WITH ARROW DIAGRAMSCalculating Start and Finish Times38

Float Values46

Early Start51

Scheduling Actual Start and Finish Times51

Late Start52

Between Early and Late Start52

？ to Early Start　　52

After Late Start　　52

Understanding Total Float and Free Float53

Independent Float and Interfering Float56

Final Comments59

Review Problems59

CHAPTER 4 PRECEDENCE DIAGRAMS66

Precedence(Activity-on-Node)Networks66

Calculations on a Precedence Network71

Final Comments78

Review Problems79

CHAPTER 5 DETERMINING ACTIVITY DURATIONS87

Estimating87

Types of Estimates87

Conceptual Estimates87

Detailed Estimates88

Conducting a Detailed Estimate88

Estimating Durations94

Scheduling Issues97

Factors Influencing Choice of Activiry Schedules98

Weather and the Schedule99

Uncertainty in Duration Estimates100

Review Questions103

Final Comments103

CHAPTER 6 TIME IN CONTRACT PROVISIONS105

Notice to Proceed106

Time of Completion106

Time Is of the Essence107

Liquidated Damages—Damages for Late Completion107

Suspension109

Weather109

Use of Completed Portions of the Work110

Substantial Completion111

Notice of Delays111

Unavoidable Delays112

Avoidable Delays112

Extension of Time(Avoidable Delays)113

Extension of Time(Unavoidable Delays)113

Ownership of Float115

Units of Time:Working Days or Calendar Days116

Submittals119

Cooperation120

Progress Payments121

Final Payment123

Payment for Materials123

Termination by Contractor124

Requirements for Project Coordination124

Progress Schedule125

Final Comments130

Review Questions131

CHAPTER 7 RESOURCE ALLOCATION AND RESOURCE LEVELING132

The Management of Resources133

When Resources Are Limited(Resource Allocation)134

The Manual Solution for Resource Allocation135

The Brooks Method of Resource Allocation144

When Project Duration Is Fixed(Resource Leveling)151

The Manual Solution for Resource Leveling153

Final Comments160

Review Problems161

CHAPTER 8 MONEY AND NETWORK SCHEDULES176

Cash Flow177

The Time Value of Money177

Interest Rates177

Contractor Cash Disbursements178

Contract Provisions That Impact Cash Flow180

The Cash-Flow Analysis182

Owner Policies and Practices That Impact Cash Flow182

The Value of Cash-Flow Analysis184

The Present Worth of Cash Flow184

Time/Cost Trade-Offs186

Direct Costs187

Overhead(Company Overhead)188

Profit188

Indirect Job Costs(Job Overhead)188

Four Different Solutions for Each Network191

Logically Reducing Project Duration192

Final Comments202

Review Problems203

Construction Time208

CHAPTER 9 PROJECT MONITORING AND CONTROL208

Effective Scheduling210

Monitoring Project Status211

Updating the Schedule216

Difficulties in Assessing Progress216

Controlling the Project217

As-Built Schedules220

Final Comments222

Review Questions223

CHAPTER 10 COMPUTER SCHEDULING224

Computer Scheduling Terms226

Primavera(P3？)228

Scheduling Software228

Computers Associates SuperProject229

SureTrak Project Manager229

Creating a Schedule230

Microsoft Project230

Presenting a Schedule234

Updating a Schedule234

Useful Software Features235

Sorting and Filtering236

Cash-Flow Analysis237

Resource Leveling237

Final Comments237

Global Editing237

Review Questions238

CHAPTER 11 EARNED VALUE:A MEANS FOR INTEGRATING COSTS AND SCHEDULE239

The Earned Value Concept240

Difficulties in Integrating Cost and Schedule Systems241

Final Comments243

Review Questions and Problems243

CHAPTER 12 THE IMPACT OF SCHEDULING DECISIONS ON PRODUCTIVITY247

Working Overtime247

Increasing the Workforce(Crowding)249

Interruption of Work on Multiple Units(Impact of Lost Learning)250

Increasing the Number of Starting Points250

Learning Applied to Individual Units253

Learning Applied to Cumulative Units255

What Happens When Work Is Interrupted?257

Final Comments260

Review Questions260

CHAPTER 13 CPM IN DISPUTE RESOLUTION AND LITIGATION263

Going to Court263

Review Questions269

Final Comments269

CHAPTER 14 SHORT-INTERVAL SCHEDULES270

Short-Interval Schedules in the Literature272

How Contractors Use Short-Interval Schedules272

Other Short-Interval Schedules277

Final Comments282

Review Questions282

CHAPTER 15 LINEAR SCHEDULING283

What Is Linear Scheduling?284

Example 1:Project to Replace a State Park Walkway288

Velocity Diagram288

Buffers289

Generating the Linear Schedule289

Example 2:Project to Construct 500 Tract Housing Units292

Review Questions296

Final Comments296

CHAPTER 16 PERT:PROGRAM EVALUATION AND REVIEW TECHNIQUE297

Uncertainty in Activity Duration Estimates297

Uncertainty in the Duration Estimates of an Activity Chain301

Uncertainty in the Duration Estimates of Projects303

Monte Carlo Simulation304

Final Comments305

Review Problems305

REFERENCES309

ADDITIONAL REFERENCES311

INDEX315