CPM in Construction Management, Eighth Edition

Part 1 Introduction to CPM Planning and Scheduling<br/>Chapter 1. Introduction to Logic Based Planning and Scheduling<br/>1.1 Scheduling Is for Everyone<br/>1.2 We Teach Carpentry—Not “How to Use Your New Power Saw”<br/>1.3 History of Scheduling Systems<br/>1.4 The Ordered “To-Do” List<br/>1.5 Gantt Charts and Bar Charts<br/>1.6 Development of the Critical Path Method of Scheduling<br/>1.7 Development of the PERT Method of Scheduling<br/>1.8 Comparison of CPM and PERT<br/>1.9 Precedence Diagramming Method<br/>1.10 SPERT and GERT<br/>1.11 Relationship Diagramming Method<br/>1.12 Summary<br/>Chapter 2. The Pure Logic Diagram<br/>2.0 Pure Logic Network Construction<br/>2.1 The Logic of the Logic Network<br/>2.2 Pure Logic Diagrams<br/>2.3 Technical Issues for Pure Logic Diagrams<br/>2.4 Logical Loop<br/>2.5 Form and Format for Pure Logic Networks<br/>2.6 Events<br/>2.7 Problems with Multi-Sheet Networks<br/>2.8 Form and Format for Networks in PERT<br/>2.9 Form and Format for Networks in PDM<br/>2.10 Form and Format for Networks in RDM<br/>2.11 Non-Construction Examples<br/>2.12 Summary<br/>Chapter 3. The Durations of the Logic Network<br/>3.1 Definition of an Activity<br/>3.2 Setting a Minimum and Maximum Duration<br/>3.3 Estimating versus Scheduling Durations<br/>3.4 CPM versus PERT Durations<br/>3.5 Lags in PDM and RDM—Durations between Activities<br/>3.6 Summary<br/>Chapter 4. Example Project: The John Doe Project<br/>4.1 Acquiring Information to Initial Schedule<br/>4.2 Choosing Appropriate Codes<br/>4.3 Activity List<br/>4.4 Could We Prepare a Bar Chart?<br/>4.5 Pure Network Logic<br/>4.6 John Doe Project Pure Network Logic<br/>4.7 Network Logic in ADM<br/>4.8 Network Logic in PDM<br/>4.9 Network Logic in RDM<br/>4.10 Summary<br/>Chapter 5. Output of Calculations<br/>5.1 Attributes of an Event<br/>5.2 Attributes of an Activity<br/>5.3 The Forward Pass—TE, ES, and EF<br/>5.4 The Backward Pass—TL, LF, and LS<br/>5.5 The Backward Pass—TF, FF, and IF<br/>5.6 The Backward Pass—TJ, JLF, JLS, and JTF<br/>5.7 Calculating the Attributes of an Event or Activity<br/>5.8 The Forward Pass—TE, ES, and EF<br/>5.9 The Backward Pass—TL, LF, and LS<br/>5.10 The Backward Pass—TJ, JLF, and JLS<br/>5.11 The Backward Pass—TF, FF, JTF, and IF<br/>5.12 Summary<br/>Chapter 6. Cranking the Engine<br/>6.1 Manual and Computer Solutions for PERT and ADM—The Matrix Method<br/>6.2 Manual and Computer Solution for PERT and ADM—The Intuitive Method<br/>6.3 Activity Start and Finish Times<br/>6.4 Critical Activities<br/>6.5 Total Float<br/>6.6 Free Float<br/>6.7 Independent Float<br/>6.8 Time Scale Network<br/>6.9 Computation Time<br/>6.10 Writing Your Own CPM Software<br/>6.11 Manual and Computer Solution for PDM with Durations between Activities<br/>6.12 Summary<br/>Chapter 7. Adding Complexity<br/>7.1 Enhancements to the Basic System<br/>7.2 Original versus Remaining Durations<br/>7.3 Percent Complete<br/>7.4 Defined Subtasks and Check-Off Updating<br/>7.5 Calendar versus Work Period Conventions<br/>7.6 Multiple Calendars<br/>7.7 Multiple Starting and Ending Activities<br/>7.8 Artificial Constraints to Dates<br/>7.9 Artificial Constraints to Algorithms<br/>7.10 Negative Float<br/>7.11 Definition of Criticality<br/>7.12 Continuous versus Interruptible Performance<br/>7.13 Actual Start and Finish Dates<br/>7.14 Retained Logic versus Progress Overrides<br/>7.15 Events and Milestones<br/>7.16 Hammocks and Summary Network Logic<br/>7.17 Summary Activity Bars<br/>7.18 User-Defined Code Fields<br/>7.19 Adding Resources to Activities<br/>7.20 Adding Costs and Cost Codes to Activities<br/>7.21 Resource-Driven Scheduling<br/>7.22 Master Schedules: Local versus System-Wide Updating<br/>7.23 Activity Types<br/>7.24 Hierarchical Codes<br/>7.25 Summary<br/>Chapter 8. PERT, SPERT, and GERT<br/>8.1 PERT<br/>8.2 SPERT<br/>8.3 GERT<br/>8.4 Computers Add Power<br/>8.5 Summary<br/>Chapter 9. PDM and Precedence Networks<br/>9.1 Precedence Logic<br/>9.2 Work Package Calculations<br/>9.3 Computer Calculation<br/>9.4 Project Example<br/>9.5 Summary<br/>Reference<br/>Chapter 10. Respecting the Power of PDM<br/>10.1 Durations between Activities: Percent Lead/Lag Relationships<br/>10.2 Defining Overlapping Activities: Durations between Activities<br/>10.3 Negative Durations between Activities<br/>10.4 Remaining Durations between Activities<br/>10.5 Impact of Percent Complete upon Durations between Activities<br/>10.6 PDM and Hammocks<br/>10.7 Continuous versus Interruptible Progress<br/>10.8 Undefined Subtasks and Relationships to Other Activities<br/>10.9 Multiple Calendars<br/>10.10 Retained Logic versus Progress Override<br/>10.11 Total Float Calculation<br/>10.12 Erroneous Loop Errors<br/>10.13 Summary<br/>Chapter 11. RDM Networks Restore the Promise<br/>11.1 Relationship Logic<br/>11.2 Design of the Methodology for Calculation<br/>11.3 Additional Attributes of RDM—TJ, JLF, JLS, and JTF<br/>11.4 The Backward Pass—TJ, JLF, JLS, and JTF<br/>11.5 Implementation by Oracle Primavera Pertmaster Risk Analysis<br/>11.6 The Road Ahead for RDM<br/>11.7 Summary<br/>Chapter 12. Overview of Prevalent Software Products<br/>12.1 Overview of Primavera Project Planner P3<br/>12.2 Overview of SureTrak Project Planner<br/>12.3 Overview of Primavera P6<br/>12.4 P6 Navigation<br/>12.5 P6 Reflection Change Maintenance Feature<br/>12.6 P6 Multiple Float Paths<br/>12.7 Overview of Primavera Pertmaster aka Oracle Primavera Risk Analysis<br/>12.8 Overview of Deltek Open Plan Enterprise Project Management Software<br/>12.9 Overview of Microsoft Project Professional 2007<br/>12.10 Other Software Products<br/>12.11 Summary of Overviews<br/>Part 2 The Tools of CPM Planning and Scheduling<br/>Chapter 13. Measure Twice—Cut Once<br/>13.1 Preparing to Collect the Input<br/>13.2 The Pure Logic Diagram<br/>13.3 A Team Effort … on the Blackboard or Sketch pad<br/>13.4 Format for Ease of Data Collection versus for Ease of Data Entry to Chosen Software<br/>13.5 Bar Chart: May Be Based upon Logic, but Is Not a Logic Network<br/>13.6 Logic-Restrained Bar Chart<br/>13.7 Freehand<br/>13.8 PERT, GERT, PDM, and RDM<br/>13.9 Summary<br/>Chapter 14. Choosing Codes<br/>14.1 Calendar<br/>14.2 Deliverable and Responsible Entity: SHT1, SHT2, RESP, and SUBC<br/>14.3 Key Resources: CRTY, CRSZ, MHRS, SUPV, and EQUIP<br/>14.4 Overtime, Night Work, Special Supervision, and Inspection<br/>14.5 Quantities and Rates of Productivity<br/>14.6 Location, Location, Location<br/>14.7 Budget Codes for Cost: Labor, Equipment, and Materials<br/>14.8 A Word about Codes Tied to the Activity ID<br/>14.9 A Word about Aliases<br/>14.10 Summary<br/>Chapter 15. Acquiring Information for Initial Schedule<br/>15.1 The Activity Description—A Gross Abbreviation<br/>15.2 Activity ID, Activity Codes, and Logs<br/>15.3 The Activity Further Defined by Resources Assigned<br/>15.4 The Activity Further Defined by Predecessors and Successors<br/>15.5 The Checklist of Subtasks<br/>15.6 The Checklist of Subdeliverables (Events)<br/>15.7 Summary<br/>Chapter 16. Specifying Restraints<br/>16.1 Mandatory and Discretionary Physical Restraints<br/>16.2 Mandatory and Discretionary Resource Restraints<br/>16.3 Mandatory and Discretionary Timing Constraints<br/>16.4 The Misuse of Restraints and Constraints: “Nailing the Bar Down Where It Belongs”<br/>16.5 The Need to Document the Basis of Each Restraint and Constraint<br/>16.6 Choosing the Type of Relationship between Activities<br/>16.7 The Case for Restricting Relationships to Traditional “FS” without Lag<br/>16.8 The Need for Nontraditional Relationships<br/>16.9 The Desire for Nontraditional Relationship and Resulting Misuse<br/>16.10 Nontraditional Relationships Supported by Popular Software<br/>16.11 Minimum Restrictions for Proper Usage of PDM<br/>16.12 Review the Strengths of ADM: Expand the Definitions<br/>16.13 Start of Each Activity Must Have Predecessor<br/>16.14 Finish of Each Activity Must Have Successor<br/>16.15 Real World Relationships between Activities<br/>16.16 The Final Forward Pass<br/>16.17 The Final Backward Pass<br/>16.18 Choosing the Algorithm for the Initial Schedule<br/>16.19 Summary<br/>Chapter 17. Acquiring the Durations<br/>17.1 Best Estimate with Utilization of Resources Envisioned<br/>17.2 Compare with PERT Durations: Optimistic, Most Likely, Pessimistic<br/>17.3 Schedule Durations versus Estimating Durations<br/>17.4 Estimated Durations versus Calculated Durations<br/>17.5 Do We Add Contingency Here?<br/>17.6 Estimated Durations versus Expected Completion Dates: “As Good as the Promise”<br/>17.7 Productivity<br/>17.8 Durations and the Project Calendar or Calendars<br/>17.9 Durations between Activities<br/>17.10 Summary<br/>Part 3 The Practice of CPM Planning and Scheduling<br/>Chapter 18. Evolution of the Project Schedule<br/>18.1 Preliminary Schedule<br/>18.2 Preconstruction Analysis<br/>18.3 Contractor Preconstruction Analysis<br/>18.4 Milestones<br/>18.5 The John Doe Schedule<br/>18.6 Resources<br/>18.7 Fast Track<br/>18.8 Responsibility<br/>18.9 Schedule versus Calendar<br/>18.10 Contingency<br/>18.11 Schedule Manipulation<br/>18.12 Working Schedule<br/>18.13 Summary<br/>Chapter 19. Equipment and Workforce Planning<br/>19.1 Workforce Leveling<br/>19.2 Computerized Resources Planning<br/>19.3 Resource Leveling and Smoothing<br/>19.4 Limitations of Algorithms<br/>19.5 Driving Resources<br/>19.6 Resource Calendars<br/>19.7 Practical Solutions<br/>19.8 Summary of Resource Leveling<br/>19.9 Turnaround Application<br/>19.10 Examples of Resource Loading on John Doe Project<br/>19.11 Resource Leveling Significance<br/>19.12 Summary<br/>Chapter 20. Procurement and Preconstruction<br/>20.1 Scheduling Materials Procurement<br/>20.2 RDM Just-in-Time to the Rescue<br/>20.3 John Doe Example<br/>20.4 Preconstruction<br/>20.5 Predesign Phase<br/>20.6 Design<br/>20.7 Summary<br/>Chapter 21. CPM and Cost Control<br/>21.1 CPM Cost Estimate<br/>21.2 Progress Payments<br/>21.3 Cost Forecas
ting<br/>21.4 Network Time Expediting<br/>21.5 Minimum Cost Expediting<br/>21.6 Earned Value Management<br/>21.7 Summary<br/>Chapter 22. Enterprise Scheduling<br/>22.1 Multiproject Scheduling<br/>22.2 Multiproject Leveling<br/>22.3 Summarization by Enterprise Organization<br/>22.4 The Dashboard<br/>22.5 Program and Portfolio Management<br/>22.6 Enterprise Software<br/>22.7 Summary<br/>Part 4 The Practice of CPM Scheduling<br/>Chapter 23. Converting the Team Plan to the Calculated Schedule<br/>23.1 Data Entry Made Easy<br/>23.2 Check and Set Schedule Algorithm Options<br/>23.3 First Run and Debugging the Logic<br/>23.4 Loop Detection and Correction<br/>23.5 Technical Review: The Primavera Diagnostic Report<br/>23.6 Beyond the Primavera Diagnostic<br/>23.7 First Review of Calculated Output: Reality Check 1<br/>23.8 Detail Views of Output of Schedule Calculations<br/>23.9 Timescaled Logic Diagram<br/>23.10 Tailoring Initial Output to the Chosen Audiences<br/>23.11 Whatever Owner Wants, Owner Gets<br/>23.12 “You Can’t Always Get What You Want, But … You Get What You Need”<br/>23.13 Reports and Views for the Foreman Performing the Work<br/>23.14 Reports and Views for the Contractor’s Superintendent<br/>23.15 Reports and Views for the Contractor’s Upper Management<br/>23.16 The Narrative Report for Each Audience<br/>23.17 Summary<br/>Chapter 24. Engineer’s Review of the Submitted Initial CPM<br/>24.1 Legal Aspects of a Review<br/>24.2 Reviewing the Plan<br/>24.3 Technical Review<br/>24.4 Reschedule and Review the Diagnostic Report<br/>24.5 But Is the Logic Realistic? The Smell Test<br/>24.6 Metrics<br/>24.7 Project Calendar or Calendars<br/>24.8 Summary<br/>Chapter 25. Updating the Schedule<br/>25.1 Why Update the Schedule?<br/>25.2 Acquiring the Data for an Update<br/>25.3 Distinguishing Updates from Revisions<br/>25.4 Purpose of an Update<br/>25.5 The Purpose of a Revision<br/>25.6 Who Should Collect Data for an Update?<br/>25.7 Who Should Prepare Data for a Revision?<br/>25.8 Information Required for Schedule Control: AS, RD, AF<br/>25.9 Determination of Actual Start and Actual Finish Dates<br/>25.10 Determination of Remaining Duration of Activities: Repeat the Steps of the Master<br/>25.11 Expected Completion and Renewing Promises<br/>25.12 Automatic Updates<br/>25.13 The Forgotten Step: Determination of Remaining Duration between Activities<br/>25.14 Save and Rename: Naming Strategies<br/>25.15 Reports and Views to Assist Acquiring Data for an Update<br/>25.16 Electronic Tools to Assist Acquiring Data for an Update<br/>25.17 Choosing the Correct Algorithm for Updates<br/>25.18 Scheduling the Update: Interpreting the Results<br/>25.19 Technical Review: The Primavera Diagnostic Report<br/>25.20 What to Look for When Reviewing the Update<br/>25.21 Tailoring Update Output to the Chosen Audiences<br/>25.22 The Narrative Report for Each Audience<br/>25.23 Summary<br/>Chapter 26. Revising the Logic Network<br/>26.1 “What If” versus Committed Changes<br/>26.2 Changes: Approved, Constructive, and at Contractor’s Cost<br/>26.3 Revised Baseline<br/>26.4 Update Then Revise<br/>26.5 Summary<br/>Chapter 27. Engineer’s Review of the Submitted Update or Revision<br/>27.1 Is This an Update or a Revision?<br/>27.2 The Technical Review<br/>27.3 The Critical Path<br/>27.4 What to Accept and What to Reject<br/>27.5 Metrics for Updates<br/>27.6 Revisions Are Not Updates<br/>27.7 Minor Revision<br/>27.8 Major Revision<br/>27.9 Recovery Schedule<br/>27.10 Summary<br/>Chapter 28. Case Histories<br/>28.1 Chicago Courthouse<br/>28.2 Times Tower<br/>28.3 Airport Construction<br/>28.4 High-Rise Construction<br/>28.5 NASA<br/>28.6 Housing<br/>28.7 Manufacturing Facilities<br/>28.8 SEPTA Rail Works<br/>28.9 New Jersey Turnpike Authority 1990–1995 Widening Program<br/>28.10 JFK Redevelopment<br/>28.11 Toronto Transit’s “Let’s Move” Program<br/>28.12 Phoenixville-Mont Clare Bridge<br/>28.13 Graduate Hospital Diagnostic Building<br/>28.14 Interstate 76, 202, and 422 Interchange<br/>28.15 Port Authority of New York and New Jersey<br/>28.16 Maricopa County Jail Design and Construction Program<br/>28.17 TXDOT SH45 Highway with Five High Bridge<br/>28.18 Summary<br/>Part 5 Legal Issues<br/>Chapter 29. Specifying the CPM<br/>29.1 Attorney’s Viewpoint on Writing a CPM Specification<br/>29.2 Pure Logic Drawing<br/>29.3 Content of the Logic Network<br/>29.4 Updates and Revisions<br/>29.5 Standard References<br/>29.6 Sample CPM Specification<br/>29.7 Summary<br/>Chapter 30. Sample CPM Specification: A Guideline for Preparing Your Own Specification<br/>30.1 Project Cpm Logic Plans, Schedules, and Reports<br/>30.2 Project Preliminary Schedule<br/>30.3 Project Management and Coordination<br/>30.4 Payment Procedures<br/>30.5 Contract Modification Procedures<br/>Chapter 31. Unified Facilities Guide Specification<br/>Chapter 32. CPM in Claims and Litigation<br/>32.1 Introduction<br/>32.2 Early Legal Recognition<br/>32.3 Evidentiary Use of CPM<br/>32.4 Summary<br/>32.5 References<br/>Chapter 33. Delay Analysis<br/>33.1 Delay versus Disruption<br/>33.2 Responsibility/Types/Force Majeure<br/>33.3 As-Planned Logic Network<br/>33.4 As-Should-Have-Been CPM Network<br/>33.5 As-Planned Schedule<br/>33.6 Validation of the As-Planned Logic Network and Calculated Schedule<br/>33.7 As-Built Schedule<br/>33.8 Validation of the As-Built Schedule<br/>33.9 As-Built Logic Network<br/>33.10 Causative Factors<br/>33.11 As-Impacted Logic Network<br/>33.12 As-Impacted Schedule<br/>33.13 Time Impact Evaluations<br/>33.14 Zeroing to a Collapsed As-Impacted Logic Network<br/>33.15 Zeroing Out to an As-Should-Have-Been CPM<br/>33.16 Limitations of the TIE Methodology<br/>33.17 TIE Example of John Doe Project<br/>33.18 Windows Analysis<br/>33.19 Zeroing Out within the Windows Analysis<br/>33.20 Windows Example of John Doe Project<br/>33.21 Summary<br/>Chapter 34. Disruption Analyses<br/>34.1 Traditional Methodologies<br/>34.2 The Measured Mile Methodology<br/>34.3 CPM Out-of-Sequence Methodology<br/>34.4 Adoption by the Industry<br/>34.5 Summary<br/>Chapter 35. Other Claim Methods<br/>35.1 Frye versus Daubert<br/>35.2 AACEi 29RP-03<br/>35.3 Comparison of Three Methods for John Doe Project<br/>35.4 Evolve or Die<br/>35.5 The 50 Ways<br/>35.6 Summary of Other Delay Claim Methodologies<br/>Chapter 36. Conclusion<br/>Appendix Navigating the Virtual CD-ROM<br/>Index