Project Scheduling -- Contents -- Preface -- Introduction -- 1 Project Management Fundamentals -- 1 Project Management Fundamentals -- What Is Management in General? -- What Is Project Management? -- Setting Goals -- Creating a Project Management System -- Managing the Project -- Why Use Project Management? -- The Benefits -- Better Organization -- A Good Basis for Coordination -- Management by Exception -- Better Decision Making -- Variables That Affect the Project -- Personnel -- Cost and Organizational Concerns -- The Project Control Cycle -- Step 1: Set Initial Goals -- Step 2: Establish Job Plans -- Step 3: Monitor Progress -- Step 4: Process Information -- Step 5: Compare and Analyze -- Step 6: Take Corrective Action -- Step 7: Collect Historical Data -- Introduction to CPM Scheduling -- The Critical Path Method -- Learning CPM Techniques -- Introduction to the Sample Building Project -- Summary -- Review Questions -- 2 Preplanning Investigation -- 2 Preplanning Investigation -- Identifying Key Personnel -- Providing Data to the Project Team -- Contract Document Review -- Estimate Review/Estimator Meeting -- Special Conditions and Features -- Initial Project Team Meeting -- Preplanning with Other Parties -- Subcontractors -- Suppliers -- Owners and Their Representatives -- Public and Government Agencies -- Unions and Labor Suppliers -- Assigning Responsibility -- Coordination on the Job Site -- Summary -- Review Questions -- 3 Planning the Project -- 3 Planning the Project -- Breaking the Job Down into Activities -- Activity Types -- General Activity Types -- Specific Activity Types -- System for Description -- Separating Actions -- Separating the Work Items -- Separating Areas -- The Concept of Level of Detail -- The General Phase List -- The Specific Physical Element List -- The Detailed Task List -- Tips on Activity List Development.

Establishing the Sequence of Work -- Diagramming Systems -- Diagramming Formats -- Key Questions to Ask When Establishing Logic -- Priority of Relationships -- Complex Relationships between Activities -- Step‐by‐Step Development of the Overall Logic Diagram -- Summary -- Practice Logic Problems -- 4 Scheduling the Project -- 4 Scheduling the Project -- Estimating Durations -- Assume Each Activity Will Be Done Normally -- Evaluate Each Activity Independently -- Use Consistent Time Units -- Keep Records as the Schedule Is Developed -- Actual Calculation of Activity Durations -- Labor‐Hour Productivity Method -- Daily Production Rate Method -- Adjustment of Calculated Times -- Calculating Overall Job Duration -- Goals of the Project Calculation Procedure -- Definitions -- The Actual Calculation Procedure -- Advanced Calculations -- Calendars -- Basic Calendars -- Summary -- Practice Problems -- 5 Publishing the Schedule -- 5 Publishing the Schedule -- Checking the Final Schedule -- Contract Compliance -- Does the Schedule Make Sense Overall? -- Technical Details in the Schedule -- Key Questions to Ask -- Tasks That Must Be Performed in Order to Provide the Right Information -- Types of Coding Schemes -- Coding by Work Breakdown Structure -- Coding by Project Phases -- Coding by Project Level or Area -- Coding by Trade -- Coding by Contractor or Subcontractor -- Other Coding Possibilities -- Ways to Arrange the Information -- Sample Reports: Office Building -- Overall Bar Chart -- Schedule for a Single Phase -- Schedule for a Single Sub -- Schedule for Two Subs -- By Time Window -- Summary -- Review Questions -- 6 Monitoring and Controlling the Project -- 6 Monitoring and Controlling the Project -- The Monitoring Process -- The Key Element of Communication -- Monitoring Progress -- Steps in Updating -- How Often to Update?.

Updating the Individual Activities -- Problems with the Various Updating Methods -- How and Where to Find Information about Activity Progress -- Comparing Progress to Goals -- Setting the Baseline Schedule -- Displaying the Results -- Preventing Information Overload -- What to Look for in Project Reports -- How to Find Out Why the Job Is Behind -- Taking Corrective Action -- The Necessity for Follow‐Up -- Update Problem Example -- Summary -- Review Questions -- 7 Resource Management -- 7 Resource Management -- How to Manage Resources -- The Resource Management Process -- Development of the Resource Profile -- Step 1: Calculation of Required Resources -- Step 2: Distribution of Resources across Activities -- Step 3: Summarize Resource Expenditure by Time Period -- Step 4: Plot the Resulting Profile -- Adjusting the Schedule to Improve the Resource Curve -- Practical Aspects of Resource Management -- Other Applications: Earned Value -- Key Terms and Concepts -- Basic Cost Definitions -- Basic Performance Definitions -- Setting Up an Earned Value System -- Earned Value Example -- Other Applications: Cost‐Loaded Schedules -- Summary -- Review Questions -- 8 Procurement Scheduling -- 8 Procurement Scheduling -- The Source of the Problem -- Basic Procurement Procedures -- Key Elements in Successful Procurement -- Record Keeping and Tracking -- Making a List of Submittal Items -- Keeping a Log of Submittal Data Approvals -- Coordinating Submittals with the Construction Schedule -- Issues with Scheduling Procurement Activities -- Reporting -- Follow Up on the Information -- Summary -- Review Questions -- 9 Line of Balance Scheduling -- 9 Line of Balance Scheduling -- When to Use Line of Balance Scheduling -- General Technique -- Step 1: Break the Work Down into Activities or Tasks -- Step 2: Calculate Overall Duration for Each Activity.

Step 3: Plot All Activities on a Single Chart -- Step 4: Examine the Resulting Plot, and Adjust Rates of Progress -- Example Problem -- Step 1: Break the Work Down Into Activities -- Step 2: Calculate Overall Duration for Each Activity -- Notes about This Process -- Step 3: Plot All Activities on a Single Chart -- Step 4: Examine the Resulting Plot and Adjust Rates of Progress -- Updating a Line of Balance Schedule -- Week 1 -- Week 2 -- Week 3 -- Week 4 -- Week 5 -- Review Questions -- Practice Problems -- 10 Project Cost Control -- 10 Project Cost Control -- Project Cost Coding Systems -- Elements of a Project Coding System -- Detail in a Cost Code System -- Other Points about Cost Codes -- Specific Tasks in Project Cost Control -- Estimate the Job -- Recast Estimate into Budget -- Record Data on Actual Work -- Process Data -- Compare and Analyze the Results -- Take Action to Correct Overruns -- Other Cost Control Issues -- Equipment Cost Records and Reports -- Collect Historical Data -- APPENDICES -- Appendix A: Vehicle Maintenance Facility Drawings -- Appendix B: Vehicle Maintenance Facility: Activities, Logic, Codes, and Cost Data -- Appendix C: Notes on Schedule Sequencing -- Index.