Contents

Cover

Title Page

Copyright Page

Dedication

Preface

Introduction

1 Project Management Fundamentals

WHAT IS MANAGEMENT IN GENERAL?

WHAT IS PROJECT MANAGEMENT?

WHY USE PROJECT MANAGEMENT?

THE BENEFITS

VARIABLES THAT AFFECT THE PROJECT

THE PROJECT CONTROL CYCLE

INTRODUCTION TO CPM SCHEDULING

INTRODUCTION TO THE SAMPLE BUILDING PROJECT

SUMMARY

REVIEW QUESTIONS

2 Preplanning Investigation

IDENTIFYING KEY PERSONNEL

PROVIDING DATA TO THE PROJECT TEAM

CONTRACT DOCUMENT REVIEW

ESTIMATE REVIEW/ESTIMATOR MEETING

INITIAL PROJECT TEAM MEETING

PREPLANNING WITH OTHER PARTIES

SUMMARY

REVIEW QUESTIONS

3 Planning the Project

BREAKING THE JOB DOWN INTO ACTIVITIES

ESTABLISHING THE SEQUENCE OF WORK

SUMMARY

PRACTICE LOGIC PROBLEMS

4 Scheduling the Project

ESTIMATING DURATIONS

ACTUAL CALCULATION OF ACTIVITY DURATIONS

CALCULATING OVERALL JOB DURATION

ADVANCED CALCULATIONS

CALENDARS

SUMMARY

PRACTICE PROBLEMS

5 Publishing the Schedule

CHECKING THE FINAL SCHEDULE

KEY QUESTIONS TO ASK

TASKS THAT MUST BE PERFORMED IN ORDER TO PROVIDE THE RIGHT INFORMATION

TYPES OF CODING SCHEMES

SAMPLE REPORTS: OFFICE BUILDING

SUMMARY

REVIEW QUESTIONS

6 Monitoring and Controlling the Project

THE MONITORING PROCESS

MONITORING PROGRESS

TAKING CORRECTIVE ACTION

UPDATE PROBLEM EXAMPLE

SUMMARY

REVIEW QUESTIONS

7 Resource Management

HOW TO MANAGE RESOURCES

THE RESOURCE MANAGEMENT PROCESS

DEVELOPMENT OF THE RESOURCE PROFILE

ADJUSTING THE SCHEDULE TO IMPROVE THE RESOURCE CURVE

PRACTICAL ASPECTS OF RESOURCE MANAGEMENT

OTHER APPLICATIONS: EARNED VALUE

OTHER APPLICATIONS: COST-LOADED SCHEDULES

SUMMARY

REVIEW QUESTIONS

8 Procurement Scheduling

THE SOURCE OF THE PROBLEM

BASIC PROCUREMENT PROCEDURES

KEY ELEMENTS IN SUCCESSFUL PROCUREMENT

RECORD KEEPING AND TRACKING

ISSUES WITH SCHEDULING PROCUREMENT ACTIVITIES

REPORTING

FOLLOW UP ON THE INFORMATION

SUMMARY

REVIEW QUESTIONS

9 Line of Balance Scheduling

WHEN TO USE LINE OF BALANCE SCHEDULING

GENERAL TECHNIQUE

EXAMPLE PROBLEM

UPDATING A LINE OF BALANCE SCHEDULE

REVIEW QUESTIONS

PRACTICE PROBLEMS

10 Project Cost Control

PROJECT COST CODING SYSTEMS

SPECIFIC TASKS IN PROJECT COST CONTROL

OTHER COST CONTROL ISSUES

Appendix A: Vehicle Maintenance Facility Drawings

Appendix B: Vehicle Maintenance Facility: Activities, Logic, Codes, and Cost Data

Appendix C: Notes on Schedule Sequencing

Index

Cover Design: Wiley
Cover Image: © 2012 Foreman Seeley Fountain Architecture

This book is printed on acid-free paper.

Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved

Published by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for damages arising herefrom.

For general information about our other products and services, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.

Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging-in-Publication Data

Pierce, David R.

  Project scheduling and management for construction / David R. Pierce, PSP. — Fourth edition.
    pages cm
  Includes bibliographical references and index.
  ISBN 978-1-118-36780-3 (pbk. : alk. paper)); ISBN 978-1-118-41717-1 (ebk);
ISBN 978-1-118-42056-0 (ebk); ISBN 978-1-118-77955-2 (ebk)  1. Construction industry—
Management.  2. Critical path analysis.  I. Title.
  TH438.P464 2013
  690.068′4—dc23

2013009450

Philippians 4:13

To Dr. Bill Barnes 1930-2012, an honored colleague to so many who worked
with him to create the profession of construction management,
and a special friend and mentor to the author for over 25 years.

Preface

This text is the product of the author’s 30 plus years of teaching and practicing the art of construction scheduling. The organization and content of the material is derived from experience in both teaching and practice, and is representative of what the author has learned about teaching scheduling in multiple classrooms and on many projects in several segments of the industry. More importantly, however, the content of the text contains much that the author has learned from colleagues throughout the country who have contributed so much the development of construction scheduling since its inception.

The book itself is aimed at two audiences. The first is those students in Construction Management and Construction Engineering programs who are taking a basic first course in the subject of CPM scheduling. The presentation and teaching materials in the various chapters come directly from what works in that environment. The second audience is practicing professionals who are interested in acquiring basic knowledge and skills in scheduling in order to improve their own job performance.

The teaching approach is built around an example project, which is representative of small-scale construction projects. The size of the project is deliberately such that it has some degree of complexity but is not so large that the level of detail detracts from learning basic principles.

Also the approach is designed as a step-by-step process that mimics the actual practice of scheduling as it should be done. Construction scheduling should be taught in a studio or laboratory class, so that students go through the decision processes that are essential for proper scheduling.

The project itself is a hypothetical vehicle maintenance garage, which services a small corporate vehicle fleet consisting of pickup trucks and light vans. The service bays contain standard vehicle-servicing equipment for that purpose. The building also contains office spaces and training rooms plus restrooms and other auxiliary spaces.

These features were designed into the building to allow a student to encounter see several different kinds of spaces, some semi-industrial, as well as finished commercial spaces. Also, the building contains a vertical element in the service pits, so that a student must think through the process of building upward as well as building horizontally.

The physical features of the building are “standard, ” for example, there are no unusual materials or building techniques involved so as not to create distractions from the process of thinking about scheduling.

In the sample schedule, it is assumed that the project is being built under the terms of a lump sum fixed-price contract, and that all zoning and building department approvals have been obtained. Also, the contract has a start date of Jan 2, 2013, and a completion date of the end of September 2013. All work is assumed to be subcontracted, thus creating a need for the use of activity codes in the schedule. It is also assumed that the specifications call for a cost-loaded schedule.

The reader should note that the drawings are not totally complete, mainly because of printing limitations. The drawings are, however, sufficiently detailed to allow development of a complete schedule.

ACKNOWLEDGMENTS

The author would like to express grateful appreciation to all the individuals and companies who contributed to the writing of this book by sharing their experience and knowledge over the course of the author’s career in construction practice and teaching.

Particular appreciation is due to Jerry Fountain, Teri Huling, and Dan Cook of Foreman Seeley Fountain, Architects, all of whom helped with the CAD drafting of Vehicle Maintenance Facility (VMF) project used in the text; Jeff Casey of Reliable Hydraulics, who instructed the author in the fine points of automotive service facilities and equipment; Alan Ezell of Industrial Air Conditioning, who devised the HVAC system for the VMF; Mike Guinan, who reviewed and critiqued the sample schedule; Don Davidson and Mark Snashall, of Inglett and Stubbs, who helped with the electrical design and estimate; John Famer, of the Beck Group who contributed advice on the scheduling process; Brian Scheiber, of Jacobs Engineering, who developed the Microsoft Project schedule output, and Gerardo Barillas, who contributed to the estimate for the VMF.

Introduction

Scheduling and management of a construction project is a three-step process that requires the involvement of all the parties on a job site. It demands that the participants look ahead at the work to be done, plan strategies for getting it done, and then monitor the work to ensure completion according to plan. Each step requires the commitment and dedication of all project team members. All are essential to the successful outcome of a construction project and to the long-term success of a construction firm.

The first step is establishing a plan of action for carrying out the construction work. This involves breaking the job down into a series of manageable subparts, deciding on an order of placement, and determining the time and cost for each part and for the job as a whole. This early planning process provides a “road map” to be followed by all individuals and companies on the job to finish the project on time and within budget. There is no one best plan for each project, just as there is no single correct estimated cost. There are only choices among possible plans. The task of the project manager is to make the right choices to ensure that a reasonable and effective plan is devised, one that reflects the intentions and desires of those who will be responsible for its accomplishment.

After the plan has been developed and accepted, it must be communicated effectively to all those on the job. The quality and effectiveness of this plan and the degree to which management personnel are involved in its development set the tone for the work itself. Once the job is under way and the plan is being carried out, events inevitably occur that will force changes in the job. To cope effectively with these events, the project manager must ensure that the second management setup is carried out.

The second step in project scheduling and management is regular monitoring of the job. This includes comparing the progress of the work to the original plan to see which aspects of the job are going according to plan, and which are not. To check progress, individual parts of the job are tracked to determine if they are completed within the time limits of the schedule. With information gathered from this tracking and monitoring, the project manager must find out where the job is off track.

Finally, in the third step, the project manager must determine the causes of any delays that have occurred, and then follow through. This means working with the personnel responsible for the job’s progress to ensure that corrective action is taken to bring the troubled parts of the job back into line. In order to do this, the project manager must involve all the working managers in the problem-solving process to determine causes and corrective actions. This process frequently involves replanning and aggressive follow-up. These actions are essential, however, if the job is to be properly controlled and a late and unprofitable finish avoided.

Construction projects are becoming more and more complicated, and a project manager’s work is becoming increasingly difficult as a result. Every tool a project manager can find to help manage the hectic process of building is one more asset that can help bring the project in on time. This book is intended to give the project manager one of those key tools—a technique that helps the project team to effectively plan the schedule and keep track of progress. If used as described, the techniques given here will give any project manager a significant head start.

The scheduling techniques covered are all based on the Critical Path Method (CPM) of scheduling, which has become the standard means of planning and keeping track of construction progress. Too many works on this subject simply show that CPM schedules are made up of activities and that network calculations are done thus and so. This book is different in that it shows the project manager how to think through the details of a work sequence the way it is actually done by experienced construction personnel, and it discusses the “nuts and bolts” of the process as real-world people actually do it. In that sense, it is short on theory and long on practice. Also, the techniques are demonstrated using a straightforward sample project that provides an excellent learning tool. In addition, sample computer output is provided, which is in keeping with modern practice. Up-to-date scheduling practices include the use of microcomputer-based software. This text includes samples from Microsoft Project to illustrate how modern computer programs can be used display schedule information.

The first chapter lays out the basic concepts of project management and scheduling and explains how they can be used to develop a scheduling system and procedures for a construction project. Also, Chapter 1 introduces the primary tool for accomplishing this, the Critical Path Method. Finally, a sample building project is introduced at the end of Chapter 1, and this project is used throughout the book to illustrate the principles of scheduling and the actual steps necessary to build a full project schedule and control its progress.

Chapter 2 identifies key project team members and spells out the essential steps for getting a project schedule started out on the right foot. The chapter discusses preliminary investigation that must take place to ensure that all relevant information is uncovered so that the schedule as developed reflects the full scope of the project.

A primary key to good scheduling and control is a thoroughly thought-out initial plan. Chapter 3 covers the tasks of planning the project, for example, breaking the project down into its component elements and tasks, and deciding on a sequence of work. Chapter 4 follows up with how to schedule the tasks—determining how long each part should take and how to calculate the overall time for the project. Chapter 5 then covers how the project manager can best display and use the information found in the schedule.

Since all projects encounter difficulties and often changes in plans, a primary task of a project manager must be to identify these problems early and take corrective action, Chapter 6 deals with how a project’s progress can be monitored and how action can be taken to bring the project back on track.

In addition to time and schedule, project managers must also be concerned with how to manage the resources used for the project. Chapters 7 is, therefore, included to show the basics of how a Critical Path schedule can be used to plan and track resources, as well as how to use the schedule to adjust workload to use resources more efficiently. Chapter 8 covers how a schedule can be used to plan, track, and control the procurement process and its inevitable paperwork.

Chapter 9 covers linear scheduling, which is used for projects that are long and continuous, and that are difficult to schedule using traditional CPM techniques. Chapter 10 covers the techniques used for dealing with construction costs, especially labor costs, which tend to be the most difficult for contractors to monitor and control.

Finally, the appendixes of the book include a drawings and other information about the sample project in Appendix A. Appendix has detailed information about the sample schedule, including Activity IDs, original durations, predecessors, activity codes and earned values. Appendix C includes additional sample schedule output, and Appendix D includes helpful hints about the realities of logic development.

1

Project Management Fundamentals

The goal of this book is to help the reader become a more effective construction project manager, or to help a construction company carry out more effective project management and control. A major element in the process of project management is scheduling the work of the project, and then keeping it on track and on time as the project unfolds. This book is devoted specifically to that part of the project management. However, if we are to schedule as effectively as possible, it is important for us to understand the underlying principles of management as they relate to project management generally and scheduling specifically. These general principles form the basis for specific tasks we must execute as we schedule and control a project. The following chapter is, therefore, aimed at helping the reader understand these principles as a starting point for subsequent chapters.

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!