Amazon no longer offers textbook rentals. We do!

CPM in Construction Management

by: O'Brien, James J.; Plotnick, Fredric L.

CPM in Construction Management

by: O'Brien, James J.; Plotnick, Fredric L.

ISBN 13:
9780071457699
ISBN 10:
0071457690
Edition: 6th
Format: Hardcover
Copyright: 10/13/2005
Publisher: McGraw-Hill Professional
Newer Edition

Rent

Sorry, this item is currently unavailable on Knetbooks.com

Click the link below to purchase this eBook from our trusted partner, eCampus.com.

View eBook

Note: Supplemental materials are not guaranteed with Rental or Used book purchases.

Extend or Purchase Your Rental at Any Time

Need to keep your rental past your due date? At any time before your due date you can extend or purchase your rental through your account.

Summary

"With case studies of major construction projects around the world and a "John Doe" example project that's followed throughout, this book goes a long way in simplifying your application of CPM. From cutting project time up to 40 percent, to advanced gains from computer programs; from assessing critical deliveries, to courtroom evidentiary value - this updated classic is the construction tool that makes everything around you work better, faster, and more economically."--BOOK JACKET.

Preface

Acknowledgments

xix

Part I. Introduction to CPM Planning and Scheduling

Chapter 1. Introduction to CPM Planning and Scheduling

(12)

1.1 Scheduling Is for Everyone

(1)

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

(1)

1.3 History of Scheduling Systems

(1)

1.4 The Ordered "To Do" List

(1)

1.5 Gantt Charts and Bar Charts

(3)

1.6 Development of the Critical Path Method of Scheduling

(2)

1.7 Development of the PERT Method of Scheduling

(1)

1.8 Comparison of CPM and PERT

(3)

Chapter 2 Project Control Systems Evolve in Academia

(10)

2.1 1980-1965: Logic Systems Gain Acceptance

(2)

2.2 1986 1970: The Fight between CPM and PERT

(1)

2.3 PDM

(1)

2.4 SPERT and GERT

(1)

2.5 RDCPM™

(5)

Chapter 3. Project Control Systems Evolve in the Marketplace

(10)

3.1 Commercialization 1965-1970

(1)

3.2 Commercialization 1970-1980

(1)

3.3 Early Legal Recognition

(1)

3.4 PCs 1980-1990

(1)

3.5 PCs 1990-2000

(1)

3.6 PCs 2000-2005

(1)

3.7 PCs 2005-2010

(1)

3.8 The Sixth Edition

(5)

Part 2. The Theory of CPM Planning and Scheduling

Chapter 4. Your NewTool—Read Before Using

(14)

4.1. Primavera and Your Power Saw—Useful but Dangerous Tools

(2)

4.2. How Does Primavera (or Other Scheduling Software) Work?

(1)

4.3. What Goes In...

(1)

4.4. The Initial Logic Network—Input

(1)

4.5. The Logic of the Logic Network

(1)

4.6. Arrow Diagram

(3)

4.7. Logic Diagrams

(4)

4.8. Logical Loop

(1)

4.9. Non-construction Examples

(2)

4.10. Summary

(1)

Chapter 5. Network Construction

(16)

5.1. Form and Format

(2)

5.2. Events

(10)

5.3. Problems with Multisheet Networks

(2)

5.4. Summary

(2)

Chapter 6. The Durations of the Logic Network

(8)

6.1. Definition of an Activity

(1)

6.2. Setting a Minimum and Maximum Duration

(2)

6.3. Estimating versus Scheduling Durations

(1)

6.4. CPM versus PERT Durations

(2)

6.5. Summary

(1)

Chapter 7. What Comes Out...

(8)

7.1. Attributes of an Event

(1)

7.2. Attributes of an Activity

(1)

7.3. The Forward Pass—TE, ES, and EF

(1)

7.4. The Backward Pass—TL, LF, and LS

(1)

7.5. The Backward Pass—TF, FF, and IF

(2)

7.6. Calculating the Attributes of an Event or Activity

(1)

7.7. The Forward Pass—TE, ES, and EF

(1)

7.8. The Backward Pass—TL, LF, and LS

(1)

7.9. The Backward Pass—TF, FF, and IF

(1)

7.10. Summary

(1)

Chapter 8. Cranking the Engine

(30)

8.1. Manual and Computer Solutions for PERT and ADM-The Matrix Method

(7)

8.2. Manual and Computer Solution for PERT and ADM-The Intuitive Method

(5)

8.3. Activity Start and Finish Times

(2)

8.4. Critical Activities

(2)

8.5. Total Float

(3)

8.6. Free Float

100

(2)

8.7. Independent Float

102

(2)

8.8. Time Scale Network

104

(1)

8.9. Computation Time

105

(1)

8.10. Writing Your Own CPM Software

105

(3)

8.11. Manual and Computer Solution for PDM with Durations Between Activities

108

(2)

8.12. Summary

110

(1)

Chapter 9. Adding Complexity

111

(36)

9.1. Enhancements to the Basic System

111

(1)

9.2. Original versus Remaining Durations

112

(1)

9.3. Percent Complete

112

(1)

9.4. Defined Subtasks and Check-off Updating

113

(2)

9.5. Calendar versus Work Period Conventions

115

(1)

9.6. Multiple Calendars

116

(2)

9.7. Multiple Starting and Ending Activities

118

(2)

9.8. Artificial Constraints to Dates

120

(3)

9.9. Artificial Constraints to Algorithms

123

(1)

9.10. Negative Float

123

(1)

9.11. Definition of Criticality

124

(5)

9.12. Continuous versus Interruptible Performance

129

(1)

9.13. Actual Start and Finish Dates

129

(1)

9.14. Retained Logic versus Progress Overrides

130

(1)

9.15. Events and Milestones

131

(1)

9.16. Hammocks and Summary Network Logic

132

(1)

9.17. Summary Activity Bars

133

(3)

9.18. User-defined Code Fields

136

(1)

9.19. Adding Resources to Activities

136

(1)

9.20. Adding Costs and Cost Codes to Activities

137

(2)

9.21. Resource Driven Scheduling

139

(1)

9.22. Master Schedules Local versus System-wide Updating

140

(2)

9.23. Activity Types

142

(2)

9.24. Hierarchical Codes

144

(2)

9.25. Summary

146

(1)

Chapter 10. PDM and Precedence Networks

147

(14)

10.1. Precedence Logic

148

(4)

10.2. Work Package Calculations

152

(1)

10.3. Computer Calculation

153

(3)

10.4. Project Example

156

(3)

10.5. Summary

159

(2)

Chapter 11. Respecting the Power of PDM

161

(22)

11.1. Durations between Activities: Percent Lead/Lag Relationships

161

(2)

11.2. Defining Overlapping Activities: Durations between Activities

163

(7)

11.3. Negative Durations between Activities

170

(1)

11.4. Remaining Durations between Activities

170

(1)

11.5. Impact of Percent Complete Upon Durations between Activities

171

(1)

11.6. PDM and Hammocks

172

(3)

11.7. Continuous versus Interruptible Progress

175

(2)

11.8. Undefined Subtasks and Relationships to Other Activities

177

(1)

11.9. Multiple Calendars

178

(1)

11.10. Retained Logic versus Progress Override

179

(1)

11.11. Total Float Calculation

180

(1)

11.12. Erroneous Loop Errors

181

(1)

11.13. Summary

182

(1)

Chapter 12. Enhancements and Extensions by Software Vendors

183

(14)

12.1. Overview of Primavera Project Planner P3

183

(1)

12.2. Overview of Suretrak Project Planner

184

(2)

12.3. Overview of P3e/c Primavera Program Manager

186

(2)

12.4. Overview of Primavera Contractor

188

(1)

12.5. Overview of Microsoft Project Professional 2003

188

(1)

12.6. Overview of Welcome Open Plan

189

(8)

Part 3. The Tools of CPM Planning and Scheduling

Chapter 13. Measure Twice—Cut Once

197

(10)

13.1. Preparing to Collect the Input

197

(1)

13.2. The Pure Logic Diagram

198

(1)

13.3. A Team Effort...on the Blackboard or Sketch Pad

198

(1)

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

198

(1)

13.5. Bar Chart: May Be Based upon Logic, but Is not a Logic Network

199

(1)

13.6. Logic Restrained Bar Chart

200

(1)

13.7. Freehand

200

(1)

13.8. PERT

200

(5)

13.9. Summary

205

(2)

Chapter 14. Choosing Codes

207

(12)

14.1. Calendar

207

(3)

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

210

(1)

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

211

(1)

14.4. O.T., Night Work, and Special Supervision or Inspection

211

(1)

14.5. Quantities and Rates of Productivity

211

(1)

14.6. Location, Location, Location

212

(1)

14.7. Budget Codes for Cost of Labor, Equipment, and Materials

213

(2)

14.8. A Word About Codes Tied to the Activity ID

215

(1)

14.9. A Word About Aliases

216

(1)

14.10. Summary

216

(3)

Chapter 15. Acquiring Information to Initial Schedule

219

(4)

15.1. The Activity Description—a Gross Abbreviation

220

(1)

15.2. Activity ID, Activity Codes and Logs

221

(1)

15.3. The Activity Further Defined by Resources Assigned

221

(1)

15.4. The Activity Further Defined by Predecessors and Successors

221

(1)

15.5. The Checklist of Sub-tasks

222

(1)

15.6. The Checklist of Sub-deliverables (Events)

222

(1)

15.7. Summary

222

(1)

Chapter 16. Acquiring the Durations

223

(8)

16.1. Best Estimate with Utilization of Resources Envisioned

223

(1)

16.2. Compare with PERT Durations: Optimistic, Most Likely, Pessimistic

224

(1)

16.3. Schedule Durations versus Estimating Durations

224

(1)

16.4. Estimated Durations versus Calculated Durations

225

(1)

16.5. Do We Add Contingency Here?

225

(1)

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

226

(1)

16.7. Productivity

226

(1)

16.8. Durations and the Project Calendar or Calendars

226

(4)

16.9. Summary

230

(1)

Chapter 17. Specifying the Relationships Between Activities

231

(14)

17.1. Mandatory and Discretionary Physical Restraints

231

(1)

17.2. Mandatory and Discretionary Resource Restraints

232

(1)

17.3. Mandatory and Discretionary Timing Constraints

233

(1)

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

234

(1)

17.5. The Need to Document the Basis of Each Restraint and Constraint

234

(1)

17.6. Choosing the Type of Relationship between Activities

234

(1)

17.7. The Case for Restricting Relationships to Traditional "FS" Without Lag

235

(1)

17.8. The Need for Non-Traditional Relationships

235

(2)

17.9. The Desire for Non-Traditional Relationship and Resulting Misuse

237

(1)

17.10. Non-Traditional Relationships Supported by Popular Software

238

(1)

17.11. Minimum Restrictions for Proper Usage of PDM

239

(1)

17.12. Review the Strengths of ADM: Expand the Definitions

239

(1)

17.13. Start of Each Activity Must Have Predecessor

239

(1)

17.14. Finish of Each Activity Must Have Successor

239

(1)

17.15. Real World Relationships between Activities

240

(1)

17.16. The Final Forward Pass

240

(1)

17.17. The Final Backward Pass

241

(1)

17.18. Choosing the Algorithm for the Initial Schedule

241

(2)

17.19. Summary

243

(2)

Chapter 18. Example Project: The John Doe Project

245

(32)

18.1. Acquiring Information to Initial Schedule

245

(1)

18.2. Choosing Appropriate Codes

246

(1)

18.3. Activity List

246

(7)

18.4. Could We Prepare a Bar Chart?

253

(1)

18.5. Network Logic in ADM

254

(8)

18.6. Logic Changes Examples

262

(1)

18.7. Network Logic in PDM

263

(2)

18.8. Populating the Codes

265

(1)

18.9. Checking the Output

265

(9)

18.10. Calendar Dates

274

(2)

18.11. Summary

276

(1)

Part 4. The Practice of CPM Planning

Chapter 19. Equipment and Workforce Planning

277

(30)

19.1. Workforce Leveling

279

(8)

19.2. Computerized Resources Planning

287

(5)

19.3. Multiproject Scheduling

292

(4)

19.4. Turnaround Application

296

(4)

19.5. Examples of Resource Loading on John Doe Project

300

(2)

19.6. Resource Leveling Significance

302

(3)

19.7. Summary

305

(2)

Chapter 20. Procurement

307

(14)

20.1. Scheduling Materials Procurement

307

(10)

20.2. John Doe Example

317

(3)

20.3. Summary

320

(1)

Chapter 21. Preconstruction

321

(14)

21.1. Predesign Phase

323

(2)

21.2. Design

325

(8)

21.3. Summary

333

(2)

Chapter 22. Evolution of the Project Schedule

335

(20)

22.1. Preliminary Schedule

335

(1)

22.2. Preconstruction Analysis

336

(1)

22.3. Contractor Preconstruction Analysis

336

(1)

22.4. Milestones

337

(1)

22.5. The John Doe Schedule

338

(1)

22.6. Resources

339

(2)

22.7. Fast Track

341

(1)

22.8. Responsibility

342

(1)

22.9. Schedule versus Calendar

342

(2)

22.10. Contingency

344

(5)

22.11. Schedule Manipulation

349

(1)

22.12. Working Schedule

350

(3)

22.13. Summary

353

(2)

Chapter 23. CPM and Cost Control

355

(28)

23.1. CPM Cost Estimate

355

(3)

23.2. Progress Payments

358

(4)

23.3. Cost Forecasting

362

(7)

23.4. Network Time Expediting

369

(6)

23.5. Minimum Cost Expediting

375

(4)

23.6. Summary

379

(4)

Part 5. The Practice of CPM Scheduling

Chapter 24. Let's Look Under the Hood at the Engine

383

(30)

24.1. Primavera Project Planner P3

383

(9)

24.2. Project and Activity Codes for Organizing Project Data

392

(1)

24.3. Entering Data

393

(2)

24.4. Debugging and Diagnostic Tools: Improving the Logic Network

395

(2)

24.5. Viewing Output

397

(1)

24.6. On-screen Formats

397

(3)

24.7. Viewing Output: Tabular Formats

400

(1)

24.8. Viewing Output: Graphical Formats

401

(3)

24.9. Entering Update Data

404

(1)

24.10. Primavera Project Manager: P3e/c

405

(6)

24.11. Summary

411

(2)

Chapter 25. Converting the Team Plan to the Calculated Schedule

413

(32)

25.1. Data Entry Made Easy

413

(1)

25.2. Check and Set Schedule Algorithm Options

414

(3)

25.3. First Run and De-bugging the Logic

417

(1)

25.4. Loop Detection and Correction

418

(1)

25.5. Technical Review: The Primavera Diagnostic Report

419

(3)

25.6. Beyond the Primavera Diagnostic

422

(5)

25.7. First Review of Calculated Output: Reality Check #1

427

(1)

25.8. Detail Views of Output of Schedule Calculations

427

(7)

25.9. Time Scaled Logic Diagram

434

(1)

25.10. Tailoring Initial Output to the Chosen Audiences

435

(1)

25.11. Whatever Owner Wants, Owner Gets

435

(1)

25.12. "You Can't Always Get What You Want, But...You Get What You Need"

436

(1)

25.13. Reports and Views for the Foreman Performing the Work

437

(3)

25.14. Reports and Views for the Contractor's Superintendent

440

(2)

25.15. Reports and Views for the Contractor's Upper Management

442

(1)

25.16. The Narrative Report for Each Audience

443

(1)

25.17. Summary

444

(1)

Chapter 26. Engineer's Review of the Submitted Initial CPM

445

(10)

26.1. Legal Aspects of a Review

447

(1)

26.2. Reviewing the Plan

448

(1)

26.3. Technical Review

449

(1)

26.4. Reschedule and Review the Diagnostic Report

449

(3)

26.5. But Is the Logic Realistic? The Smell Test

452

(1)

26.6. Project Calendar or Calendars

453

(1)

26.7. Summary

453

(2)

Chapter 27. Updating the Schedule

455

(20)

27.1. Why Update the Schedule?

456

(1)

27.2. Acquiring the Data for an Update

457

(2)

27.3. Distinguishing Updates from Revisions

459

(1)

27.4. Purpose of an Update

459

(1)

27.5. The Purpose of a Revision

460

(1)

27.6. Who Should Collect Data for an Update

460

(1)

27.7. Who Should Prepare Data for a Revision

460

(1)

27.8. Information Required for Schedule Control: AS, RD, AF

461

(1)

27.9. Determination of Actual Start and Actual Finish Dates

461

(1)

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

461

(1)

27.11. Expected Completion and Renewing Promises

462

(1)

27.12. Automatic Updates

463

(1)

27.13. The Forgotten Step: Determination of Remaining Duration Between Activities

463

(2)

27.14. Save and Rename: Naming Strategies

465

(3)

27.15. Reports and Views to Assist Acquiring Data for an Update

468

(1)

27.16. Electronic Tools to Assist Acquiring Data for an Update

469

(1)

27.17. Choosing the Correct Algorithm for Updates

469

(1)

27.18. Scheduling the Update: Interpreting the Results

469

(1)

27.19. Technical Review: the Primavera Diagnostic Report

470

(1)

27.20. What to Look for when Reviewing the Update

471

(1)

27.21. Tailoring Update Output to the Chosen Audiences

472

(1)

27.22. The Narrative Report for Each Audience

473

(1)

27.23. Summary

474

(1)

Chapter 28. Engineer's Review of the Submitted Update

475

(4)

28.1. Is This an Update or a Revision?

475

(1)

28.2. The Technical Review

476

(1)

28.3. The Critical Path

477

(1)

28.4. What to Accept and What to Reject

477

(1)

28.5. Summary

478

(1)

Chapter 29. Revising the Logic Network

479

(6)

29.1. "What If" versus Committed Changes

479

(2)

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

481

(1)

29.3. Revised Baseline

482

(1)

29.4. Update then Revise

483

(1)

29.5. Summary

483

(2)

Chapter 30. Engineer's Review of the Submitted Revision

485

(4)

30.1. Minor Revision

485

(2)

30.2. Major Revision

487

(1)

30.3. Recovery Schedule

487

(1)

30.4. Summary

487

(2)

Chapter 31. Case Histories

489

(26)

31.1. Chicago Courthouse

489

(1)

31.2. Times Tower

490

(1)

31.3. Airport Construction

490

(1)

31.4. High-Rise Construction

491

(2)

31.5. NASA

493

(1)

31.6. Housing

493

(1)

31.7. Manufacturing Facilities

494

(1)

31.8. SEPTA RailWorks

495

(1)

31.9. New Jersey Turnpike Authority 1990-1995 Widening Program

496

(1)

31.10. JFK Redevelopment

497

(3)

31.11. Toronto Transit's "Let's Move" Program

500

(3)

31.12. Phoenixville-Mont Claire Bridge

503

(3)

31.13. Graduate Hospital Diagnostic Building

506

(2)

31.14. Interstate 76, 202 & 422 Interchange

508

(2)

31.15. CPM Preparation Time

510

(3)

31.16. Summary

513

(2)

Chapter 32. Additional Exercises for Students of Project Controls

515

(10)

32.1. Sample Problems

515

(2)

32.2. Navigating the Enclosed CD-ROM

517

(3)

32.3. Answers to Sample Problems

520

(5)

Part 6. Advanced Topics

Chapter 33. Specifying CPM

525

(10)

33.1. Attorney's Viewpoint to Writing a CPM Specification

525

(1)

33.2. Pure Logic Drawing

526

(1)

33.3. Content of the Logic Network

527

(2)

33.4. Updates and Revisions

529

(1)

33.5. Standard References

530

(2)

33.6. Sanctions

532

(1)

33.7. Sample CPM Specification

533

(1)

33.8. Summary

534

(1)

Chapter 34. CPM in Claims and Litigation

535

(10)

34.1. Introduction

535

(2)

34.2. Evidentiary Use of CPM

537

(8)

Chapter 35. Delay Analysis

545

(26)

35.1. Delay versus Disruption

545

(1)

35.2. Responsibility/Types/Force Majeure

546

(2)

35.3. As-Planned Logic Network

548

(2)

35.4. As-Should-Have-Been CPM Network

550

(1)

35.5. As-Planned Schedule

551

(1)

35.6. As-Built Schedule

552

(1)

35.7. As-Built Logic Network

553

(1)

35.8. Causative Factors

554

(2)

35.9. As-Impacted Logic Network

556

(1)

35.10. As-Impacted Schedule

557

(1)

35.11. Time Impact Evaluations

557

(1)

35.12. Zeroing Out

558

(1)

35.13. Zeroing to a Collapsed As-Impacted Logic Network

559

(1)

35.14. Limitations of the TIE Methodology

560

(1)

35.15. TIE Example of John Doe Project

561

(6)

35.16. Windows Analysis

567

(2)

35.17. Zeroing Out within the Windows Analysis

569

(1)

35.18. Windows Example of John Doe Project

569

(1)

35.19. Summary

570

(1)

Chapter 36. Disruption Analyses

571

(4)

36.1. Traditional Methodologies

571

(1)

36.2. CPM Out-of-Sequence Methodology

572

(2)

36.3. Summary

574

(1)

Chapter 37. Advanced Topics: Resource Leveling and Smoothing

575

(6)

37.1. Resource Leveling and Smoothing

575

(1)

37.2. Limitations of Algorithms

576

(1)

37.3. Driving Resources

576

(1)

37.4. Resource Calendars

577

(1)

37.5. Practical Solutions

578

(1)

37.6. Summary of Resource Leveling

579

(2)

Chapter 38. Advanced Topics: PERT, SPERT, and GERT

581

(8)

38.1. PERT

582

(1)

38.2. SPERT

582

(4)

38.3. GERT

586

(1)

38.4. Computers Add Power

587

(1)

38.5. Summary

588

(1)

Chapter 39. Conclusion

589

(2)

Appendix A. Sample CPM Specification as a Guideline for Preparing Your Own Specification

591

(16)

Appendix B. Unified Facilities Guide Specification

607

(24)

Appendix C. Notation for RDCPM

631

(4)

Glossary

635

(6)

Acronyms and Symbols

641

(2)

Index

643

Amazon no longer offers textbook rentals. We do!

CPM in Construction Management

CPM in Construction Management

9780071457699

0071457690

Summary

Author Biography

Table of Contents

Supplemental Materials

Write a Review

Amazon no longer offers textbook rentals. We do!

CPM in Construction Management

CPM in Construction Management

9780071457699

0071457690

Summary

Author Biography

Table of Contents

Supplemental Materials

Write a Review

Related Products