CPM in Construction Management, Seventh Edition

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CPM in Construction Management, Seventh Edition

CPM in Construction Management, Seventh Edition

Authors: Fredric Plotnick and James O'Brien

Published: August 2009

eISBN: 9780071636636 0071636633 | ISBN: 9780071636643

Cover

Title Page

Copyright Page

Contents

Preface

Acknowledgments

Part 1 Introduction to CPM Planning and Scheduling

Chapter 1 Introduction to CPM Planning and Scheduling

1.1 Scheduling Is for Everyone

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

1.3 History of Scheduling Systems

1.4 The Ordered “ToDo” List

1.5 Gantt Charts and Bar Charts

1.6 Development of the Critical Path Method of Scheduling

1.7 Development of the PERT Method of Scheduling

1.8 Comparison of CPM and PERT

Chapter 2 Project Control Systems Evolve in Academia

2.1 1960–1965: Logic Systems Gain Acceptance

2.2 1966–1970: The Fight between CPM and PERT

2.3 PDM

2.4 SPERT and GERT

2.5 RDM

Chapter 3 Project Control Systems Evolve in the Marketplace

3.1 Commercialization 1965–1970

3.2 Commercialization 1970–1980

3.3 Early Legal Recognition

3.4 The Advent of the Personal Computer 1980–1990

3.5 Maturity of Personal Computers 1990–2000

3.6 Emergence of Enterprise Systems 2000–2010

3.7 Projections for Scheduling Software 2010–2015

Part 2 the Theory of CPM Planning and Scheduling

Chapter 4 Your New Tool—Read Before Using

4.1 Primavera and Your Power Saw—Useful But Dangerous Tools

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

4.3 Input to Scheduling Software Products

4.4 The Logic of the Logic Network

4.5 Arrow Diagram

4.6 Logic Diagrams

4.7 Logical Loop

4.8 Nonconstruction Examples

4.9 Summary

Chapter 5 Network Construction

5.1 Form and Format

5.2 Events

5.3 Problems with Multi-Sheet Networks

5.4 Form and Format for Networks in PERT

5.5 Form and Format for Networks in PDM

5.6 Form and Format for Networks in RDM

5.7 Summary

Chapter 6 The Durations of the Logic Network

6.1 Definition of an Activity

6.2 Setting a Minimum and Maximum Duration

6.3 Estimating versus Scheduling Durations

6.4. CPM versus PERT Durations

6.5 Lags in PDM and RDM—Durations Between Activities

6.6 Summary

Chapter 7 Output of Calculations

7.1 Attributes of an Event

7.2 Attributes of an Activity

7.3 The Forward Pass—TE, ES, and EF

7.4 The Backward Pass —TL, LF, and LS

7.5 The Backward Pass —TF, FF, and IF

7.6 Calculating the Attributes of an Event or Activity

7.7 The Forward Pass—TE, ES, and EF

7.8 The Backward Pass —TL, LF, and LS

7.9 The Backward Pass —TF, FF, and IF

7.10 Summary

Chapter 8 Cranking the Engine

8.1 Manual and Computer Solutions for PERT and ADM —The Matrix Method

8.2 Manual and Computer Solution for PERT and ADM —The Intuitive Method

Intuitive Manual Computation

Early Event Times TE

Late Event Time TL

8.3 Activity Start and Finish Times

8.4 Critical Activities

8.5 Total Float

8.6 Free Float

8.7 Independent Float

8.8 Time Scale Network

8.9 Computation Time

8.10 Writing Your Own CPM Software

8.11 Manual and Computer Solution for PDM with Durations Between Activities

8.12 Summary

Chapter 9 Adding Complexity

9.1 Enhancements to the Basic System

9.2 Original versus Remaining Durations

9.3 Percent Complete

9.4 Defined Subtasks and Check-Off Updating

9.5 Calendar versus Work Period Conventions

9.6 Multiple Calendars

9.7 Multiple Starting and Ending Activities

9.8 Artificial Constraints to Dates

9.9 Artificial Constraints to Algorithms

9.10 Negative Float

9.11 Definition of Criticality

9.12 Continuous versus Interruptible Performance

9.13 Actual Start and Finish Dates

9.14 Retained Logic versus Progress Overrides

9.15 Events and Milestones

9.16 Hammocks and Summary Network Logic

9.17 Summary Activity Bars

9.18 User-Defined Code Fields

9.19 Adding Resources to Activities

9.20 Adding Costs and Cost Codes to Activities

9.21 Resource Driven Scheduling

9.22 Master Schedules Local versus System-Wide Updating

9.23 Activity Types

9.24 Hierarchical Codes

9.25 Summary

Chapter 10 PDM and Precedence Networks

10.1 Precedence Logic

10.2 Work Package Calculations

10.3 Computer Calculation

10.4 Project Example

10.5 Summary

Chapter 11 Respecting the Power of PDM

11.1 Durations Between Activities: Percent Lead/Lag Relationships

11.2 Defining Overlapping Activities: Durations Between Activities

11.3 Negative Durations Between Activities

11.4 Remaining Durations Between Activities

11.5 Impact of Percent Complete upon Durations Between Activities

11.6 PDM and Hammocks

11.7 Continuous versus Interruptible Progress

11.8 Undefined Subtasks and Relationships to Other Activities

11.9 Multiple Calendars

11.10 Retained Logic versus Progress Override

11.11 Total Float Calculation

11.12 Erroneous Loop Errors

11.13 Summary

Chapter 12 PERT, SPERT, and GERT

12.1 PERT

12.2 SPERT

12.3 GERT

12.4 Computers Add Power

12.5 Summary

Chapter 13 RDM Networks Restore the Promise

13.1 Relationship Logic

Events

Duration

Restraints Types

Restraint Reason/Why

Restraint Relationship

13.2 Design of the Methodology for Calculation

13.3 Additional Attributes of RDM—TJ, JLF, JLS, and JTF

13.4 The Backward Pass—TJ, JLF, JLS, and JTF

13.5 Implementation by Oracle Primavera Pertmaster Risk Analysis

13.6 The Road Ahead for RDM

13.7 Summary

Chapter 14 Overview of Prevalent Software Products

14.1 Overview of Primavera Project Planner P3

14.2 Overview of SureTrak Project Planner

14.3 Overview of Primavera

14.4 Detailed Instruction for P6

14.5 P6 Web Browser Interface

14.6 P6 Reflection Change Maintenance Feature

14.7 P6 Multiple Float Paths

14.8 P6 Enterprise Functionality and Administration

14.9 Overview of Primavera Contractor and P6 Professional

14.10 Overview of Primavera Pertmaster aka Oracle Primavera Risk Analysis

14.11 Overview of Microsoft Project Professional 2007

14.12 Overview of Deltek Open Plan Enterprise Project Management Software

14.13 Summary of Overviews

Part 3 The Tools of CPM Planning and Scheduling

Chapter 15 Measure Twice—Cut Once

15.1 Preparing to Collect the Input

15.2 The Pure Logic Diagram

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

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

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

15.6 Logic Restrained Bar Chart

15.7 Freehand

15.8 PERT, GERT, PDM, and RDM

15.9 Summary

Chapter 16 Choosing Codes

16.1 Calendar

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

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

16.4 Overtime, Night Work, Special Supervision, and Inspection

16.5 Quantities and Rates of Productivity

16.6 Location, Location, Location

16.7 Budget Codes for Cost: Labor, Equipment, and Materials

16.8 A Word about Codes Tied to the Activity ID

16.9 A Word about Aliases

16.10 Summary

Chapter 17 Acquiring Information to Initial Schedule

17.1 The Activity Description — a Gross Abbreviation

17.2 Activity ID, Activity Codes, and Logs

17.3 The Activity Further Defined by Resources Assigned

17.4 The Activity Further Defined by Predecessors and Successors

17.5 The Checklist of Subtasks

17.6 The Checklist of Subdeliverables (Events)

17.7 Summary

Chapter 18 Acquiring the Durations

18.1 Best Estimate with Utilization of Resources Envisioned

18.2 Compare with PERT Durations: Optimistic, Most Likely, Pessimistic

18.3 Schedule Durations versus Estimating Durations

18.4 Estimated Durations versus Calculated Durations

18.5 Do We Add Contingency Here?

18.6 Estimated Durations versus Expected Completion Dates: “As Good as the Promise”

18.7 Productivity

18.8 Durations and the Project Calendar or Calendars

18.9 Durations Between Activities

18.10 Summary

Chapter 19 Specifying Restraints

19.1 Mandatory and Discretionary Physical Restraints

19.2 Mandatory and Discretionary Resource Restraints

19.3 Mandatory and Discretionary Timing Constraints

19.4 The Misuse of Restraints and Constraints: “Nailing the Bar Down Where It Belongs”

19.5 The Need to Document the Basis of Each Restraint and Constraint

19.6 Choosing the Type of Relationship between Activities

19.7 The Case for Restricting Relationships to Traditional “FS” Without Lag

19.8 The Need for Nontraditional Relationships

19.9 The Desire for Nontraditional Relationship and Resulting Misuse

19.10 Nontraditional Relationships Supported by Popular Software

19.11 Minimum Restrictions for Proper Usage of PDM

19.12 Review the Strengths of ADM : Expand the Definitions

19.13 Start of Each Activity Must Have Predecessor

19.14 Finish of Each Activity Must Have Successor

19.15 Real World Relationships Between Activities

19.16 The Final Forward Pass

19.17 The Final Backward Pass

19.18 Choosing the Algorithm for the Initial Schedule

19.19 Summary

Chapter 20 Example Project: The John Doe Project

20.1 Acquiring Information to Initial Schedule

20.2 Choosing Appropriate Codes

20.3 Activity List

20.4 Could We Prepare a Bar Chart ?

20.5 Network Logic in ADM

20.6 Logic Changes Examples

20.7 Network Logic in PDM

20.8 Network Logic in RDM

20.9 Populating the Codes

20.10 Checking the Output

20.11 Calendar Dates

20.12 Summary

Part 4 The Practice of CPM Planning and Scheduling

Chapter 21 Equipment and Workforce Planning

21.1 Workforce Leveling

21.2 Computerized Resources Planning

Resource Applications

21.3 Resource Leveling and Smoothing

21.4 Limitations of Algorithms

21.5 Driving Resources

21.6 Resource Calendars

21.7 Practical Solutions

21.8 Summary of Resource Leveling

21.9 Turnaround Application

21.10 Examples of Resource Loading on John Doe Project

21.11 Resource Leveling Significance

21.12 Summary

Chapter 22 Procurement

22.1 Scheduling Materials Procurement

22.2 John Doe Example

22.3 Summary

Chapter 23 Preconstruction

23.1 Predesign Phase

23.2 Design

Schematic Development.

Preliminary Design.

Working Drawings.

23.3 Summary

Chapter 24 Evolution of the Project Schedule

24.1 Preliminary Schedule

24.2 Preconstruction Analysis

24.3 Contractor Preconstruction Analysis

24.4 Milestones

24.5 The John Doe Schedule

24.6 Resources

24.7 Fast Track

24.8 Responsibility

24.9 Schedule versus Calendar

24.10 Contingency

24.11 Schedule Manipulation

24.12 Working Schedule

24.13 Summary

Chapter 25 CPM and Cost Control

25.1 CPM Cost Estimate

25.2 Progress Payments

25.3 Cost Forecasting

25.4 Network Time Expediting

25.5 Minimum Cost Expediting

25.6 Summary

Chapter 26 Enterprise Scheduling

26.1 Multiproject Scheduling

26.2 Multiproject Leveling

26.3 Summarization by Enterprise Organization

26.4 The Dashboard

26.5 Program and Portfolio Management

26.6 Enterprise Software

26.7 Summary

Part 5 The Practice of CPM Scheduling

Chapter 27 Converting the Team Plan to the Calculated Schedule

27.1 Data Entry Made Easy

27.2 Check and Set Schedule Algorithm Options

27.3 First Run and Debugging the Logic

27.4 Loop Detection and Correction

Erroneous Loop Detection and Work-Around

27.5 Technical Review: The Primavera Diagnostic Report

Section 1: Honesty.

Section 2: Constraints .

Section 3: Open Ends.

Section 4: Progress and Actual Dates .

Section 5: Choice of Algorithm.

Section 6: Statistics.

Section 7: Dates.

27.6 Beyond the Primavera Diagnostic

27.7 First Review of Calculated Output: Reality Check 1

27.8 Detail Views of Output of Schedule Calculations

27.9 Timescaled Logic Diagram

27.10 Tailoring Initial Output to the Chosen Audiences

27.11 Whatever Owner Wants, Owner Gets

27.12 “You Can’t Always Get What You Want, But . . .You Get What You Need”

27.13 Reports and Views for the Foreman Performing the Work

27.14 Reports and Views for the Contractor’s Superintendent

27.15 Reports and Views for the Contractor’s Upper Management

27.16 The Narrative Report for Each Audience

27.17 Summary

Chapter 28 Engineer’s Review of the Submitted Initial CPM

28.1 Legal Aspects of a Review

28.2 Reviewing the Plan

28.3 Technical Review

28.4 Reschedule and Review the Diagnostic Report

Section 1: Honesty.

Section 2: Constraints .

Section 3: Open Ends.

Section 4: Progress and Actual Dates.

Section 5: Choice of Algorithm.

Section 6: Statistics.

Section 7: Dates.

28.5 But Is the Logic Realistic? The Smell Test

28.6 Project Calendar or Calendars

28.7 Summary

Chapter 29 Updating the Schedule

29.1 Why Update the Schedule?

29.2 Acquiring the Data for an Update

29.3 Distinguishing Updates from Revisions

29.4 Purpose of an Update

29.5 The Purpose of a Revision

29.6 Who Should Collect Data for an Update?

29.7 Who Should Prepare Data for a Revision?

29.8 Information Required for Schedule Control: AS , RD , AF

29.9 Determination of Actual Start and Actual Finish Dates

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

29.11 Expected Completion and Renewing Promises

29.12 Automatic Updates

29.13 The Forgotten Step : Determination of Remaining Duration between Activities

29.14 Save and Rename: Naming Strategies

29.15 Reports and Views to Assist Acquiring Data for an Update

29.16 Electronic Tools to Assist Acquiring Data for an Update

29.17 Choosing the Correct Algorithm for Updates

29.18 Scheduling the Update: Interpreting the Results

29.19 Technical Review: the Primavera Diagnostic Report

Sections 1, 2, 3, and 5.

Section 4.

Section 6.

Section 7.

29.20 What to Look for when Reviewing the Update

29.21 Tailoring Update Output to the Chosen Audiences

29.22 The Narrative Report for Each Audience

29.23 Summary

Chapter 30 Engineer’s Review of the Submitted Update

30.1 Is This an Update or a Revision?

30.2 The Technical Review

30.3 The Critical Path

30.4 What to Accept and What to Reject

30.5 Summary

Chapter 31 Revising the Logic Network

31.1 “What If” versus Committed Changes

31.2 Changes: Approved, Constructive, and at Contractor’s Cost

31.3 Revised Baseline

31.4 Update Then Revise

31.5 Summary

Chapter 32 Engineer’s Review of the Submitted Revision

32.1 Minor Revision

32.2 Major Revision

32.3 Recovery Schedule

32.4 Summary

Chapter 33 Case Histories

33.1 Chicago Courthouse

33.2 Times Tower

33.3 Airport Construction

33.4 High-Rise Construction

33.5 NASA

33.6 Housing

33.7 Manufacturing Facilities

33.8 SEPTA Rail Works

33.9 New Jersey Turnpike Authority 1990–1995 Widening Program

33.10 JFK Redevelopment

Data Gathering.

System Installation/Expansion.

System Integration.

33.11 Toronto Transit ’s “Let’s Move” Program

Ease of use.

Graphical Presentation.

33.12 Phoenixville-Mont Claire Bridge

33.13 Graduate Hospital Diagnostic Building

33.14 Interstate 76, 202, and 422 Interchange

33.15 Port Authority of New York and New Jersey

33.16 Maricopa County Jail Design and Construction Program

33.17 Summary

Part 6 Advanced Topics

Chapter 34 Specifying CPM

34.1 Attorney’s Viewpoint to Writing a CPM Specification

34.2 Pure Logic Drawing

34.3 Content of the Logic Network

34.4 Updates and Revisions

34.5 Standard References

34.6 Sample CPM Specification

34.7 Summary

Chapter 35 CPM in Claims and Litigation

35.1 Introduction

35.2 Evidentiary Use of CPM

References

Chapter 36 Delay Analysis

36.1 Delay versus Disruption

36.2 Responsibility/Types/Force Majeure

36.3 As-Planned Logic Network

36.4 As-Should-Have-Been CPM Network

36.5 As-Planned Schedule

36.6 As-Built Schedule

36.7 As-Built Logic Network

36.8 Causative Factors

36.9 As-Impacted Logic Network

36.10 As-Impacted Schedule

36.11 Time Impact Evaluations

36.12 Zeroing to a Collapsed As-Impacted Logic Network

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

36.14 Limitations of the TIE Methodology

36.15 TIE Example of John Doe Project

36.16 Windows Analysis

36.17 Zeroing Out within the Windows Analysis

36.18 Windows Example of John Doe Project

36.19 Summary

Chapter 37 Disruption Analyses

37.1 Traditional Methodologies

37.2 CPM Out-of-Sequence Methodology

37.3 Adoption by the Industry

37.4 Summary

Chapter 38 Other Claim Methods

38.1 Frye versus Daubert

38.2 AACEi RP-29

38.3 Comparison of 3 Methods for John Doe Project

38.4 Evolve or Die

38.5 The 50 Ways

38.6 Summary of Other Delay Claim Methodologies

Chapter 39 Conclusion

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

Part 1 General

1.1 Related Documents

1.2 Summary

1.2.1 General

1.3 Project Schedule

1.3.1 Detailed Construction Schedule

1.3.2 Purpose of the Schedule

1.3.3 General Requirements of Submitted Schedules

1.3.4 Use of Float and Reasonable Limitations Upon Resources

1.3.5 Requirement for Additional Resources

1.3.6 Entitlement to Extension of Time and Acceleration

Part 2 Products

2.1 Technical Requirements of Submitted Schedules

2.2 Restriction Subject to Discretion of Engineer

2.3 Required Level of Detail and Duration

2.4 Required Minimum Coding of Activities, Resources, And Costs

2.5 Required Narrative

Part 3 Execution

3.1 Contractor's Representative Designation

3.2 Initial Schedule Conference

3.3 Preliminary Schedule

3.4 Baseline Schedule

3.5 Use of Schedule for Project Coordination

3.5.1 Weekly Progress Meetings

3.5.2 Minor Revisions to the Schedule for Unanticipated Events

3.5.3 Monthly Schedule Update Meetings

3.6 Major Revisions to the Schedule

3.7 Recovery Schedule

Appendix B Unified Facilities Guide Specification

Section Table Of Contents Division 01—General Requirements

Part 1 General

1.1 Description

1.2 Submittals

1.3 Schedule Acceptance

1.3.1 Schedule Acceptance Prior to Start of Work

1.3.2 Acceptance

1.4 Software

1.4.1 Computer Hardware

1.4.2 Software Training

1.5 Qualifications

1.6 Network System Format

1.6.1 Diagrams

1.6.2 Quantity and Numbering of Activities

1.6.2.1 HVAC TAB Activities

1.6.2.2 Procurement Activities

1.6.2.3 Government Activities

1.6.2.4 Construction Activities

1.6.2.5 Anticipated Weather Delays

1.6.2.6 Activity Properties

1.6.3 Mathematical Analysis

1.6.4 Additional Requirements

1.6.5 Required Reports

1.7 Submission and Acceptance

1.7.1 Preliminary Meeting

1.7.2 Schedule Development Session

1.7.3 Preliminary Network Analysis Schedule

1.7.4 Network Analysis Schedule

1.7.5 Review and Evaluation

1.7.6 Accepted Network Analysis Schedule

1.7.7 Monthly Network Analysis Updates

1.7.8 Summary Network

1.7.9 As-Built Schedule

1.8 Contract Modification

1.8.1 Time Impact Analysis

1.8.2 No Reservation-of-Rights

1.9 Changes to the Network Analysis Schedule

1.10 Float

1.10.1 Definitions of Float or Slack

1.10.2 Ownership of Float

1.10.3 Negative Float

1.11 IME Extensions

1.12 Monthly Coordination Meeting

1.13 Biweekly Work Schedule

1.14 Weekly Coordination Meeting

1.15 Correspondence And Test Reports

Section 01321N Network Analysis Schedules (NAS) 04/02

Part 1 General

1.1 Description

1.2 Submittals

1.3 Schedule of Acceptance

1.3.1 Schedule Acceptance Prior to Start of Work

1.3.2 Acceptance

1.4 Software

1.4.1 Computer Hardware

1.4.2 Software Training

1.5 Qualifications

1.6 Network System Format

1.6.1 Diagrams

1.6.2 Quantity and Numbering of Activities

1.6.2.1 HVAC TAB Activities

1.6.2.2 Procurement Activities

1.6.2.3 Government Activities

1.6.2.4 Construction Activities

1.6.2.5 Anticipated Weather Delays

1.6.2.6 Activity Properties

1.6.3 Mathematical Analysis

1.6.4 Additional Requirements

1.6.5 Required Reports

1.7 Submission and Acceptance

1.7.1 Preliminary Meeting

1.7.2 Schedule Development Session

1.7.3 Preliminary Network Analysis Schedule

1.7.4. Network Analysis Schedule

1.7.5 Review and Evaluation

1.7.6 Accepted Network Analysis Schedule

1.7.7 Monthly Network Analysis Updates

1.7.8 Summary Network

1.7.9 As-Built Schedule

1.8 Contract Modification

1.8.1 Time Impact Analysis

1.8.2 No Reservation-of-Rights

1.9 Changes to the Network Analysis Schedule

1.10 Float

1.10.1 Definitions of Float or Slack

1.10.2 Ownership of Float

1.10.3 Negative Float

1.11 Time Extensions

1.12 Monthly Coordination Meeting

1.13 Biweekly Work Schedule

1.14 Weekly Coordination Meeting

1.15 Correspondence and Test Reports

Appendix C Navigating the CD-ROM

Index