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Construction Project Scheduling and Control. 3rd Edition

  • ID: 3024864
  • Book
  • 528 Pages
  • John Wiley and Sons Ltd
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An efficient, well–thought out, strictly defined schedule that allows for inevitable delays and changes is the crux of a successful construction project. Scheduling encompasses everything from staff requirements and equipment needs to material delivery and inspections, and the effective scheduler must have a deep understanding of the construction process and workflow. Construction Project Scheduling and Control describes the tools, techniques, and practices that make projects run smoothly, with invaluable insight from a construction professional.

This new third edition includes information on building information modeling (BIM) and its relationship to project control, and a thorough exploration of the latest developments in the field, including the author′s own Dynamic Minimum Lag technique. Solved and unsolved problems help students apply critical thinking to issues in construction scheduling, providing a real–world glimpse of the realities of this complex function.

  • Master the myriad duties under the scheduling umbrella
  • Learn the cutting edge methods that keep a project on track
  • Explore the software and BIM that coordinate stakeholders
  • Practice risk management, lean scheduling, sustainability, and more

Construction Project Scheduling and Control provides comprehensive guidance to reasonable, effective, and successful scheduling practices for construction projects of all sizes.

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Preface xiii

Preface to the First Edition xv

Chapter 1 Introduction 1

Planning and Scheduling 2

Project Control 6

Why Schedule Projects? 6

The Scheduler 9

Scheduling and Project Management 10

Chapter 1 Exercises 10

Chapter 2 Bar (Gantt) Charts 13

Definition and Introduction 14

Advantages of Bar Charts 17

Disadvantages of Bar Charts 17

Chapter 2 Exercises 18

Chapter 3 Basic Networks 21

Definition and Introduction 22

Arrow Networks 22

Node Networks 29

Lags and Leads

Recommendations for Proper Node Diagram Drawing

Comparison of Arrow and Node Networks 35

Networks versus Bar Charts 36

Time–Scaled Logic Diagrams 37

Chapter 3 Exercises 38

Chapter 4 The Critical Path Method (CPM) 43

Introduction 44

Steps Required to Schedule a Project 45

Supplemental Steps 50

Resource Allocation and Leveling 52

Beginning–of–Day or End–of–Day Convention 54

The CPM Explained through Examples 54


Free Float

Lags and Leads into CPM Networks

Float Discussion

Project Schedule Health Check

Logic and Constraints 75

Chapter 4 Exercises 76

Chapter 5 Precedence Networks 83

Definition and Introduction 84

The Four Types of Relationships 87

The Percent Complete Approach 88

Fast–Track Projects 89

A Parallel Predecessor? 90

CPM Calculations for Precedence Diagrams 91

The Simplistic Approach

Alternative Approaches

The Detailed Approach

Final Discussion 106

Chapter 5 Exercises  107

Chapter 6 Resource Allocation and Resource Leveling 111

Introduction 112

The Three Categories of Resources 112

What Is Resource Allocation? 113

Resource Leveling 113

Multi–project Resource Leveling

Assigning Budgets in Computer Scheduling Programs

Leveling Resource in a Project Through Examples

Resource Leveling from the General Contractor′s Perspective

Workspace as a Resource

Materials Management 133

Chapter 6 Exercises 135

Chapter 7 Schedule Updating and Project Control 139

Introduction 140

The Need for Schedule Updating 140

Project Control Defined 140

Schedule Updating 141

Steps for Updating a Schedule

Project Control 165

Measuring Work Progress

Earned Value Analysis

Chapter 7 Exercises 184

Chapter 8 Schedule Compression and Time–Cost

Trade–Off 189

Introduction 190

Setting Priorities 191

Accelerating a Project 191

How Does Accelerating a Project Work?

Direct and Indirect Costs 199

Recovery Schedules 205

Accelerating Projects Using Computers 211

Potential Issues with Uncoordinated

Project Acceleration 212

Optimum Project Scheduling 212

Chapter 8 Exercises 217

Chapter 9 Reports and Presentations 221

Introduction 222

The Difference between Reports and Presentations 226

Skills Necessary for Giving Good Presentations 228

The Power of Presentation 229

Reviewing Reports before and after Printing 231

General Tips on Printing Reports 231

Summary Reports 232

Paper or Electronic Reports? 233

E–Reports 235

Communications in the International Environment 236

Chapter 9 Exercises 237

Chapter 10 Scheduling as Part of the Project Management Effort 241

Introduction 242

Scheduling and Estimating 242

Estimating and Accounting 249

Scheduling and Accounting 250

Scheduling and Change Orders 251

Paperless Project Management 251

Procurement Management 252

Management of Submittals 253

The Master Schedule and Subschedules 255

Multiproject Management 256

Time Contingency and Management Options 257

Chapter 10 Exercises 260

Chapter 11 Other Scheduling Methods 263

Introduction 264

Program Evaluation and Review Technique (PERT) 264

Graphical Evaluation and Review Technique (GERT) 280

Linear Scheduling Method (LSM) 281

Chapter 11 Exercises 295

Chapter 12 Dynamic Minimum Lag Relationship 299

Introduction 300

Why DML? 300

Similarity of DML Concept with Linear Scheduling

Method (LSM) 301

How Does the DML Work? 302

DML Relationship in the CPM calculations 303

Can the Lag in the DML Relationship Be a Percentage? 304

Conclusion 310

Chapter 12 Exercises 311

Chapter 13 Construction Delay and Other Claims 313

Introduction on delay claims

Reasons for claims

Types of delays

Scheduling mistakes related to delay claims

Project documentation

Delay claims resolution

The importance of CPM schedules in delay claims

Methods of Schedule Analysis

Case studies in delay claims analysis and resolution

Delay and Float

Chapter 13 Exercises 334

Chapter 14 Schedule Risk Management 337

Introduction 338

Types of Risk in Construction Projects 339

Schedule Risk Types 341

Definition of Risk Terms 344

Importance of Good Planning for Risk Management 346

Importance of Good CPM Scheduling Practices for Risk Assessment 346

Risk Shifting in Contracts 348

Schedule Risk Management Steps 350

Expected Value 355

Application in Scheduling 357

Examples of Risk Adjustment 358

Conclusion 359

Chapter 14 Exercises 359

Chapter 15 4D Modeling and Scheduling

Overview of the Building Information Modeling (BIM)

Differences between BIM and CAD

Definition and Benefits of 3D Modeling

Definition and Benefits of 4D Modeling

Steps for Creating 4D Models

Case Study

Creating and linking the 3D Model

Information about Timeliner Tab

Creating/Importing Project Schedules

Defining Task Types

Creating Selection Sets

Creating the 4D Model and Project Animation

Exporting Snapshots and Animation

Using Integrated Systems

Lean Construction

Chapter 15 Exercises

Appendix A

Computer Project 361

General Guidelines 361

Cost Loading 366

Updating the Project 368

Change Order 369

Resource Leveling 371

Schedule Compression 371

Schedule Compression 2 373

Delay Claim 1: Unforeseen Conditions 373

Delay Claim 2: Change in Owner s Requirements 374

Appendix B

Sample Reports 375

Tabular Reports 375

Graphic Reports 393

Abbreviations 405

Glossary 411

References 433

Bibliography 437

Index 445

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Saleh A. Mubarak
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