CPM in construction management / James J. O'Brien, Fredric L. Plotnick.

Format:

Book

Author/Creator:

O'Brien, James Jerome, 1929- author.

Plotnick, Fredric L., author.

Language:

English

Subjects (All):

Construction industry--Management.

Construction industry.

Critical path analysis.

Physical Description:

1 online resource

Edition:

8th edition.

Other Title:

CPM in construction management, Eighth edition

Place of Publication:

New York, N.Y. : McGraw-Hill Education LLC., c2016.

Summary:

The definitive guide for using CPM in construction planning and scheduling-now thoroughly updated to reflect new technologies and procedures.

Contents:

A. Preface

B. ABOUT THE AUTHORS

C. Acknowledgments

A. Part 1: Introduction to CPM Planning and Scheduling

1. Introduction to Logic Based Planning and Scheduling

Scheduling Is for Everyone

We Teach Carpentry?Not "How to Use Your New Power Saw"

History of Scheduling Systems

The Ordered "To-Do" List

Gantt Charts and Bar Charts

Development of the Critical Path Method of Scheduling

Development of the PERT Method of Scheduling

Comparison of CPM and PERT

Precedence Diagramming Method

SPERT and GERT

Relationship Diagramming Method

Summary

2. The Pure Logic Diagram

Pure Logic Network Construction

The Logic of the Logic Network

Pure Logic Diagrams

Technical Issues for Pure Logic Diagrams

Logical Loop

Form and Format for Pure Logic Networks

Events

Problems with Multi-Sheet Networks

Form and Format for Networks in PERT

Form and Format for Networks in PDM

Form and Format for Networks in RDM

Non-Construction Examples

3. The Durations of the Logic Network

Definition of an Activity

Setting a Minimum and Maximum Duration

Estimating versus Scheduling Durations

CPM versus PERT Durations

Lags in PDM and RDM?Durations between Activities

4. Example Project: The John Doe Project

Acquiring Information to Initial Schedule

Choosing Appropriate Codes

Activity List

Could We Prepare a Bar Chart?

Pure Network Logic

John Doe Project Pure Network Logic

Network Logic in ADM

Network Logic in PDM

Network Logic in RDM

5. Output of Calculations

Attributes of an Event

Attributes of an Activity

The Forward Pass?T_E, ES, and EF

The Backward Pass?T_L, LF, and LS

The Backward Pass?TF, FF, and IF

The Backward Pass?T_J, JLF, JLS, and JTF

Calculating the Attributes of an Event or Activity

The Backward Pass?T_J, JLF, and JLS

The Backward Pass?TF, FF, JTF, and IF

6. Cranking the Engine

Manual and Computer Solutions for PERT and ADM?The Matrix Method

Manual and Computer Solution for PERT and ADM?The Intuitive Method

Activity Start and Finish Times

Critical Activities

Total Float

Free Float

Independent Float

Time Scale Network

Computation Time

Writing Your Own CPM Software

Manual and Computer Solution for PDM with Durations between Activities

7. Adding Complexity

Enhancements to the Basic System

Original versus Remaining Durations

Percent Complete

Defined Subtasks and Check-Off Updating

Calendar versus Work Period Conventions

Multiple Calendars

Multiple Starting and Ending Activities

Artificial Constraints to Dates

Artificial Constraints to Algorithms

Negative Float

Definition of Criticality

Continuous versus Interruptible Performance

Actual Start and Finish Dates

Retained Logic versus Progress Overrides

Events and Milestones

Hammocks and Summary Network Logic

Summary Activity Bars

User-Defined Code Fields

Adding Resources to Activities

Adding Costs and Cost Codes to Activities

Resource-Driven Scheduling

Master Schedules: Local versus System-Wide Updating

Activity Types

Hierarchical Codes

8. PERT, SPERT, and GERT

PERT

SPERT

GERT

Computers Add Power

Summary.

9. PDM and Precedence Networks

Precedence Logic

Work Package Calculations

Computer Calculation

Project Example

Reference

10. Respecting the Power of PDM

Durations between Activities: Percent Lead/Lag Relationships

Defining Overlapping Activities: Durations between Activities

Negative Durations between Activities

Remaining Durations between Activities

Impact of Percent Complete upon Durations between Activities

PDM and Hammocks

Continuous versus Interruptible Progress

Undefined Subtasks and Relationships to Other Activities

Retained Logic versus Progress Override

Total Float Calculation

Erroneous Loop Errors

11. RDM Networks Restore the Promise

Relationship Logic

Design of the Methodology for Calculation

Additional Attributes of RDM?TJ, JLF, JLS, and JTF

The Backward Pass?TJ, JLF, JLS, and JTF

Implementation by Oracle Primavera Pertmaster Risk Analysis

The Road Ahead for RDM

12. Overview of Prevalent Software Products

Overview of Primavera Project Planner P3

Overview of SureTrak Project Planner

Overview of Primavera P6

P6 Navigation

P6 Reflection Change Maintenance Feature

P6 Multiple Float Paths

Overview of Primavera Pertmaster aka Oracle Primavera Risk Analysis

Overview of Deltek Open Plan Enterprise Project Management Software

Overview of Microsoft Project Professional 2007

Other Software Products

Summary of Overviews

B. Part 2: The Tools of CPM Planning and Scheduling

13. Measure Twice?Cut Once

Preparing to Collect the Input

The Pure Logic Diagram

A Team Effort . . . on the Blackboard or Sketch pad

Format for Ease of Data Collection versus for Ease of Data Entry to Chosen Software

Bar Chart: May Be Based upon Logic, but Is Not a Logic Network

Logic-Restrained Bar Chart

Freehand

PERT, GERT, PDM, and RDM

14. Choosing Codes

Calendar

Deliverable and Responsible Entity: SHT1, SHT2, RESP, and SUBC

Key Resources: CRTY, CRSZ, MHRS, SUPV, and EQUIP

Overtime, Night Work, Special Supervision, and Inspection

Quantities and Rates of Productivity

Location, Location, Location

Budget Codes for Cost: Labor, Equipment, and Materials

A Word about Codes Tied to the Activity ID

A Word about Aliases

15. Acquiring Information for Initial Schedule

The Activity Description?A Gross Abbreviation

Activity ID, Activity Codes, and Logs

The Activity Further Defined by Resources Assigned

The Activity Further Defined by Predecessors and Successors

The Checklist of Subtasks

The Checklist of Subdeliverables (Events)

16. Specifying Restraints

Mandatory and Discretionary Physical Restraints

Mandatory and Discretionary Resource Restraints

Mandatory and Discretionary Timing Constraints

The Misuse of Restraints and Constraints: "Nailing the Bar Down Where It Belongs"

The Need to Document the Basis of Each Restraint and Constraint

Choosing the Type of Relationship between Activities

The Case for Restricting Relationships to Traditional "FS" without Lag

The Need for Nontraditional Relationships

The Desire for Nontraditional Relationship and Resulting Misuse

Nontraditional Relationships Supported by Popular Software

Minimum Restrictions for Proper Usage of PDM

Review the Strengths of ADM: Expand the Definitions

Start of Each Activity Must Have Predecessor

Finish of Each Activity Must Have Successor

Real World Relationships between Activities

The Final Forward Pass

The Final Backward Pass

Choosing the Algorithm for the Initial Schedule

17. Acquiring the Durations

Best Estimate with Utilization of Resources Envisioned

Compare with PERT Durations: Optimistic, Most Likely, Pessimistic

Schedule Durations versus Estimating Durations

Estimated Durations versus Calculated Durations

Do We Add Contingency Here?

Estimated Durations versus Expected Completion Dates: "As Good as the Promise"

Productivity

Durations and the Project Calendar or Calendars

Durations between Activities

C. Part 3: The Practice of CPM Planning and Scheduling

18. Evolution of the Project Schedule

Preliminary Schedule

Preconstruction Analysis

Contractor Preconstruction Analysis

Milestones

The John Doe Schedule

Resources

Fast Track

Responsibility

Schedule versus Calendar

Contingency

Schedule Manipulation

Working Schedule

19. Equipment and Workforce Planning

Workforce Leveling

Computerized Resources Planning

Resource Leveling and Smoothing

Limitations of Algorithms

Driving Resources

Resource Calendars

Practical Solutions

Summary of Resource Leveling

Turnaround Application

Examples of Resource Loading on John Doe Project

Resource Leveling Significance

20. Procurement and Preconstruction

Scheduling Materials Procurement

RDM Just-in-Time to the Rescue

John Doe Example

Preconstruction

Predesign Phase

Design

21. CPM and Cost Control

CPM Cost Estimate

Progress Payments

Cost Forecasting

Network Time Expediting

Minimum Cost Expediting

Earned Value Management

22. Enterprise Scheduling

Multiproject Scheduling

Multiproject Leveling

Summarization by Enterprise Organization

The Dashboard

Program and Portfolio Management

Enterprise Software

D. Part 4: The Practice of CPM Scheduling

23. Converting the Team Plan to the Calculated Schedule

Data Entry Made Easy

Check and Set Schedule Algorithm Options

First Run and Debugging the Logic

Loop Detection and Correction

Technical Review: The Primavera Diagnostic Report

Beyond the Primavera Diagnostic

First Review of Calculated Output: Reality Check 1

Detail Views of Output of Schedule Calculations

Timescaled Logic Diagram

Tailoring Initial Output to the Chosen Audiences

Whatever Owner Wants, Owner Gets

You Can't Always Get What You Want, But ? You Get What You Need

Reports and Views for the Foreman Performing the Work

Reports and Views for the Contractor's Superintendent

Reports and Views for the Contractor's Upper Management

The Narrative Report for Each Audience

24. Engineer's Review of the Submitted Initial CPM

Legal Aspects of a Review

Reviewing the Plan

Technical Review

Reschedule and Review the Diagnostic Report

But Is the Logic Realistic? The Smell Test

Metrics

Project Calendar or Calendars

25. Updating the Schedule

Why Update the Schedule?

Acquiring the Data for an Update

Distinguishing Updates from Revisions

Purpose of an Update

The Purpose of a Revision

Who Should Collect Data for an Update?

Who Should Prepare Data for a Revision?

Information Required for Schedule Control: AS, RD, AF

Determination of Actual Start and Actual Finish Dates

Determination of Remaining Duration of Activities: Repeat the Steps of the Master

Expected Completion and Renewing Promises

Automatic Updates

The Forgotten Step: Determination of Remaining Duration between Activities

Save and Rename: Naming Strategies

Reports and Views to Assist Acquiring Data for an Update

Electronic Tools to Assist Acquiring Data for an Update

Choosing the Correct Algorithm for Updates

Scheduling the Update: Interpreting the Results

What to Look for When Reviewing the Update

Tailoring Update Output to the Chosen Audiences

26. Revising the Logic Network

What If versus Committed Changes

Changes: Approved, Constructive, and at Contractor's Cost

Revised Baseline

Update Then Revise

27. Engineer's Review of the Submitted Update or Revision

Is This an Update or a Revision?

The Technical Review

The Critical Path

What to Accept and What to Reject

Metrics for Updates

Revisions Are Not Updates

Minor Revision

Major Revision

Recovery Schedule

28. Case Histories

Chicago Courthouse

Times Tower

Airport Construction

High-Rise Construction

NASA

Housing

Manufacturing Facilities

SEPTA Rail Works

New Jersey Turnpike Authority 1990?1995 Widening Program

JFK Redevelopment

Toronto Transit's "Let's Move" Program

Phoenixville-Mont Clare Bridge

Graduate Hospital Diagnostic Building

Interstate 76, 202, and 422 Interchange

Port Authority of New York and New Jersey

Maricopa County Jail Design and Construction Program

TXDOT SH45 Highway with Five High Bridge

E. Part 5: Legal Issues

29. Specifying the CPM

Attorney's Viewpoint on Writing a CPM Specification

Pure Logic Drawing

Content of the Logic Network

Updates and Revisions

Standard References

Sample CPM Specification

30. Sample CPM Specification: A Guideline for Preparing Your Own Specification

Project Cpm Logic Plans, Schedules, and Reports

Project Preliminary Schedule

Project Management and Coordination

Payment Procedures

Contract Modification Procedures

31. Unified Facilities Guide Specification

32. CPM in Claims and Litigation

Introduction

Early Legal Recognition

Evidentiary Use of CPM

References

33. Delay Analysis

Delay versus Disruption

Responsibility/Types/Force Majeure

As-Planned Logic Network

As-Should-Have-Been CPM Network

As-Planned Schedule

Validation of the As-Planned Logic Network and Calculated Schedule

As-Built Schedule

Validation of the As-Built Schedule

As-Built Logic Network

Causative Factors

As-Impacted Logic Network

As-Impacted Schedule

Time Impact Evaluations

Zeroing to a Collapsed As-Impacted Logic Network

Zeroing Out to an As-Should-Have-Been CPM

Limitations of the TIE Methodology

TIE Example of John Doe Project

Windows Analysis

Zeroing Out within the Windows Analysis

Windows Example of John Doe Project

34. Disruption Analyses

Traditional Methodologies

The Measured Mile Methodology

CPM Out-of-Sequence Methodology

Adoption by the Industry

35. Other Claim Methods

Frye versus Daubert

AACEi 29RP-03

Comparison of Three Methods for John Doe Project

Evolve or Die

The 50 Ways

Summary of Other Delay Claim Methodologies

36. Conclusion

F. Appendix: Navigating the Virtual CD-ROM.

Notes:

Includes bibliographical references and indexes.

Description based on cover image and table of contents, viewed on Feburary 26, 2016.

Other Format:

Print version: CPM in construction management

ISBN:

9781259587276 (print ISBN)

1259587274 (print ISBN)

OCLC:

912379579

Access Restriction:

Restricted for use by site license.