SALEH MUBARAK, PHD, is an independent consultant in the field of construction project management, based in Tampa, Florida, focusing on training, writing, public speaking, and consulting. He is a former professor at a number of universities and an active member of PMI and AACE International. He served on the PMI committee that created the professional scheduler certification exam, PSP. He has more than 25 years of diversified and international experience including academia and industry; private and public sectors. He is also the author of How to Estimate with RSMeans Data, published by Wiley.

Preface ix

Preface to the First Edition xiii

Chapter 1 Introduction 1

Planning and Scheduling 2

Project Control 8

Why Schedule Projects? 8

The Scheduler 10

Scheduling and Project Management 12

Chapter 1 Exercises 12

Chapter 2 Bar (Gantt) Charts 15

Definition and Introduction 16

Advantages of Bar Charts 19

Disadvantages of Bar Charts 20

Chapter 2 Exercises 21

Chapter 3 Basic Networks 23

Definition and Introduction 24

Arrow Networks 24

Node Networks 32

Comparison of Arrow and Node Networks 38

Networks versus Bar Charts 39

Time-Scaled Logic Diagrams 40

Chapter 3 Exercises 41

Chapter 4 The Critical Path Method (CPM) 45

Introduction 46

Steps Required to Schedule a Project 47

Supplemental Steps 54

Resource Allocation and Leveling 56

Beginning-of-Day or End-of-Day Convention 58

The CPM Explained through Examples 58

Logic and Constraints 81

Chapter 4 Exercises 84

Chapter 5 Precedence Networks 91

Definition and Introduction 92

The Four Types of Relationships 95

The Percent Complete Approach 96

Fast-Track Projects 97

A Parallel Predecessor? 99

CPM Calculations for Precedence Diagrams 100

The Detailed Approach 108

The Critical Path Revisited 117

Final Discussion 117

Chapter 5 Exercises 119

Chapter 6 Resource Allocation and Resource Leveling 123

Introduction 124

The Three Categories of Resources 124

What Is Resource Allocation? 125

Resource Leveling 125

Materials Management 148

Chapter 6 Exercises 151

Chapter 7 Schedule Updating and Project Control 155

Introduction 156

The Need for Schedule Updating 156

Project Control Defined 156

Schedule Updating 157

Project Control 184

Chapter 7 Exercises 205

Chapter 8 Schedule Compression and Time-Cost Trade-Off 211

Introduction 212

Setting Priorities 213

Accelerating a Project 213

Construction versus Manufacturing 221

Direct and Indirect Costs 224

Recovery Schedules 231

Accelerating Projects Using Computers 236

Potential Issues with Uncoordinated Project

Acceleration 237

Chapter 8 Exercises 244

Chapter 9 Reports and Presentations 247

Introduction 248

The Difference between Reports and Presentations 252

Skills Necessary for Giving Good Presentations 254

The Power of Presentations 255

Reviewing Reports before and after Printing 257

General Tips on Printing Reports 258

Summary Reports 259

Paper or Electronic Reports? 259

E-Reports 262

Communications in the International Environment 263

Chapter 9 Exercises 264

Chapter 10 Scheduling as Part of the Project Management Effort 267

Introduction 268

Project Objectives 269

Defining and Measuring Project Success 270

Scheduling and Estimating 271

Estimating and Accounting 278

Scheduling and Accounting 279

Scheduling and Change Orders 280

Paperless Project Management 281

Procurement Management 281

Management of Submittals 283

The Master Schedule and Subschedules 284

Multiproject Management 286

Time Contingency and Management Options 287

Chapter 10 Exercises 290

Chapter 11 Other Scheduling Methods 291

Introduction 292

Program Evaluation and Review Technique (PERT) 292

Graphical Evaluation and Review Technique (GERT) 309

Linear Scheduling Method (LSM) 310

LSM and Project Schedule Acceleration 316

Chapter 11 Exercises 326

Chapter 12 Dynamic Minimum Lag Relationship 329

Introduction 330

Similarity between the DML Concept and the Linear Scheduling Method (LSM) 331

How Does DML Work? 332

DML Relationship in CPM Calculations 334

Conclusion 340

Chapter 12 Exercises 342

Chapter 13 Construction Delay and Other Claims 343

Preface 344

Introduction 344

Delay Claims 344

Reasons for Claims 346

Force Majeure 348

Types of Delays 349

Scheduling Mistakes Related to Delay Claims 350

Project Documentation 353

Delay Claims Resolution 356

The Importance of CPM Schedules in Delay Claims 358

Methods of Schedule Analysis 359

Chapter 13 Exercises 366

Chapter 14 Schedule Risk Management 367

Introduction 368

Types of Risk in Construction Projects 369

Schedule Risk Types 369

Definition of Risk Terms 375

Importance of Good Planning for Risk Management 377

Importance of Good CPM Scheduling Practices for Risk Assessment 377

Risk Shifting in Contracts 379

Schedule Risk Management Steps 381

Expected Value 387

Application in Scheduling 388

Examples of Risk Adjustment 389

Conclusion 390

Chapter 14 Exercises 390

Chapter 15 BIM-Based 4D Modeling and Scheduling 393

Overview of the Building Information Modeling (BIM) 393

Case Study 399

Chapter 15 Exercises 420

Appendix A Computer Project 421

General Guidelines 421

Cost Loading 426

Updating the Project 428

Change Order 429

Resource Leveling 430

Schedule Compression 431

Schedule Compression 2 433

Delay Claim 1: Unforeseen Conditions 433

Delay Claim 2: Change in the Owner’s Requirements 433

Appendix B Sample Reports 435

Tabular Reports 435

Graphic Reports 453

Abbreviations 464

Glossary 469

References 493

Bibliography 498

Index 505

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