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- Herausgeber: John Wiley & Sons
- Kategorie: Wissenschaft und neue Technologien
- Sprache: Englisch
A MUST-HAVE, PRACTICAL GUIDE THAT CONNECTS SCHEDULING AND CONSTRUCTION PROJECT MANAGEMENT
In A Contractor’s Guide to Planning, Scheduling, and Control, an experienced construction professional delivers a unique and effective approach to the planning and scheduling responsibilities of a construction project manager, superintendent, or jobsite scheduler. The author describes the complete scheduling cycle, from preconstruction and scheduling through controls and closeout, from the perspective of real-world general contractors and scheduling professionals.
Filled with tools and strategies that actually help contractors build projects, and light on academic jargon and terminology that’s not used in the field, the book includes examples of real craft workers and subcontractors, like electricians, carpenters, and drywallers, to highlight the concepts discussed within. Finally, an extensive appendix rounds out the book with references to additional resources for the reader.
This comprehensive guide includes:
- Thorough introductions to construction contracting, lean construction planning, subcontractor management, and more
- A comprehensive exploration of a commercial case study that’s considered in each chapter, connecting critical topics with a consistent through line
- End-of-chapter review questions and applied exercises
- Access to a companion website that includes additional resources and, for instructors, solutions, additional case studies, sample estimates, and sample schedules
Perfect for upper-level undergraduate students in construction management and construction engineering programs, A Contractor’s Guide to Planning, Scheduling, and Control is also an irreplaceable reference for general contractors and construction project management professionals.
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Table of Contents
Cover
Title Page
Copyright
List of Companion Website Materials
List of Figures and Tables
FIGURES
TABLES
Preface
ACKNOWLEDGMENTS
List of Abbreviations
Part I: Introductory Topics
Chapter 1: Introduction
1.1 SCHEDULERS
1.2 SCHEDULE TYPES
1.3 INTRODUCTION TO THE BOOK
1.4 INTRODUCTION TO THE CASE STUDY
1.5 SUMMARY
1.6 REVIEW QUESTIONS
Chapter 2: Construction Management
2.1 INTRODUCTION
2.2 DELIVERY AND PROCUREMENT METHODS
2.3 CONTRACTS
2.4 PRICING
2.5 ESTIMATING
2.6 PROJECT MANAGEMENT
2.7 GENERAL CONTRACTOR ORGANIZATIONS
2.8 SUMMARY
2.9 REVIEW QUESTIONS
2.10 EXERCISES
Part II: Planning
Chapter 3: Preconstruction
3.1 INTRODUCTION
3.2 PRECONSTRUCTION PHASE
3.3 PRECONSTRUCTION SERVICES
3.4 PRECONSTRUCTION CONTRACTS
3.5 PRECONSTRUCTION FEES
3.6 SUMMARY
3.7 REVIEW QUESTIONS
3.8 EXERCISES
Chapter 4: Schedule Planning
4.1 INTRODUCTION
4.2 PLANNING ELEMENTS
4.3 WORK BREAKDOWN STRUCTURE
4.4 LOGIC
4.5 RESOURCES
4.6 VARIABLES
4.7 COLLABORATION
4.8 FIRST DRAFT
4.9 SUMMARY
4.10 REVIEW QUESTIONS
4.11 EXERCISES
Chapter 5: Lean Construction Planning
5.1 INTRODUCTION
5.2 ACTIVITY‐BASED COSTING
5.3 LEAN CONSTRUCTION
5.4 VALUE ENGINEERING
5.5 SUBCONTRACTORS AND SUPPLIERS
5.6 SUPPLY CHAIN MATERIAL MANAGEMENT
5.7 JOBSITE LAYDOWN AND MATERIAL HANDLING
5.8 SCHEDULING LEAN
5.9 SUMMARY
5.10 REVIEW QUESTIONS
5.11 EXERCISES
Chapter 6: Contract and Time Considerations
6.1 INTRODUCTION
6.2 CONTRACT DOCUMENTS
6.3 CONTRACT LANGUAGE
6.4 SCHEDULE INCLUSION
6.5 CONTRACTUAL SCHEDULE FORMAT
6.6 CONTRACTUAL TIMELINE
6.7 RISK ANALYSIS
6.8 SUMMARY
6.9 REVIEW QUESTIONS
6.10 EXERCISES
Part III: Scheduling
Chapter 7: Schedule Types
7.1 INTRODUCTION
7.2 BAR CHARTS
7.3 ARROW DIAGRAMMING METHOD
7.4 PRECEDENCE DIAGRAMMING METHOD
7.5 CONTRACT SCHEDULES
7.6 SHORT‐INTERVAL SCHEDULES
7.7 SPECIALTY SCHEDULES
7.8 SCHEDULE FORMAT
7.9 SUMMARY
7.10 REVIEW QUESTIONS
7.11 EXERCISES
Chapter 8: Schedule Development Process
8.1 INTRODUCTION
8.2 SCHEDULE PLANNING
8.3 SCHEDULE DEVELOPMENT
8.4 SUMMARY SCHEDULE
8.5 SCHEDULE CONCEPTS
8.6 SUMMARY
8.7 REVIEW QUESTIONS
8.8 EXERCISES
Chapter 9: Schedule Calculations
9.1 INTRODUCTION
9.2 FORWARD PASS
9.3 BACKWARD PASS
9.4 FLOAT
9.5 CRITICAL PATH
9.6 SUMMARY
9.7 REVIEW QUESTIONS
9.8 EXERCISES
Chapter 10: Resource Balancing
10.1 INTRODUCTION
10.2 RESOURCE ALLOCATION
10.3 BALANCING, NOT LEVELING
10.4 LABOR PRODUCTIVITY
10.5 INDIRECT RESOURCES
10.6 REPORTING
10.7 SUMMARY
10.8 REVIEW QUESTIONS
10.9 EXERCISES
Chapter 11: Cash Flow Schedule
11.1 INTRODUCTION
11.2 CASH FLOW SCHEDULE PROCESS
11.3 JOBSITE EXPENDITURES
11.4 NET CASH FLOW AND IMPACTS TO HOME OFFICE
11.5 SUMMARY
11.6 REVIEW QUESTIONS
11.7 EXERCISES
Chapter 12: Schedule Technology
12.1 INTRODUCTION
12.2 SOFTWARE ADVANTAGES
12.3 MICROSOFT EXCEL
12.4 MICROSOFT PROJECT
12.5 PRIMAVERA PROJECT PLANNER
12.6 TOUCHPLAN
12.7 OTHER TECHNOLOGY TOOLS
12.8 SOFTWARE SHORTCOMINGS
12.9 SUMMARY
12.10 REVIEW QUESTIONS
12.11 EXERCISES
Part IV: Project Controls
Chapter 13: Schedule Control
13.1 INTRODUCTION
13.2 SCHEDULE CONTROL TOOLS
13.3 SCHEDULE CONTROL TECHNIQUES
13.4 CONTRACT SCHEDULE: STATUS, UPDATE AND/OR REVISE
13.5 THREE‐WEEK LOOK‐AHEAD SCHEDULES
13.6 SUMMARY
13.7 REVIEW QUESTIONS
13.8 EXERCISES
Chapter 14: Scheduling Tools
14.1 INTRODUCTION
14.2 SUBMITTAL SCHEDULE
14.3 PROJECT MANAGEMENT SCHEDULING TOOLS
14.4 SITE SUPERVISION SCHEDULING TOOLS
14.5 REPORTS
14.6 TECHNOLOGY TOOLS
14.7 SUMMARY
14.8 REVIEW QUESTIONS
14.9 EXERCISES
Chapter 15: Jobsite Control Systems
15.1 INTRODUCTION
15.2 SAFETY CONTROL
15.3 COST CONTROL
15.4 QUALITY CONTROL
15.5 DOCUMENT CONTROL
15.6 ADDITIONAL JOBSITE CONTROL SYSTEMS
15.7 SUMMARY
15.8 REVIEW QUESTIONS
15.9 EXERCISES
Chapter 16: Earned Value Management
16.1 INTRODUCTION
16.2 DEVELOPMENT OF THE THIRD CURVE
16.3 EARNED VALUE AS A CONSTRUCTION MANAGEMENT CONTROL TOOL
16.4 EARNED VALUE INDICES
16.5 FORECASTING
16.6 EARNED VALUE AS A PAY REQUEST TOOL
16.7 SUMMARY
16.8 REVIEW QUESTIONS
16.9 EXERCISES
Chapter 17: Subcontract Management
17.1 INTRODUCTION
17.2 SUBCONTRACTED SCOPES OF WORK
17.3 SUBCONTRACT DOCUMENTS
17.4 SUBCONTRACTOR PREQUALIFICATION
17.5 SUBCONTRACTOR SELECTION
17.6 TEAM BUILDING
17.7 SUBCONTRACTOR MANAGEMENT
17.8 SUMMARY
17.9 REVIEW QUESTIONS
17.10 EXERCISES
Chapter 18: Schedule Impacts
18.1 INTRODUCTION
18.2 TIME VALUE OF MONEY
18.3 TIME AND COST TRADE‐OFFS
18.4 AS‐BUILT SCHEDULES
18.5 CLAIMS
18.6 LEGAL IMPACTS
18.7 RISK MANAGEMENT
18.8 PERT AND OTHER ADVANCED SCHEDULING METHODS
18.9 SUMMARY
18.10 REVIEW QUESTIONS
18.11 EXERCISES
Glossary
References
Five Sample Case Studies
CASE 40: GLAZING SCHEDULE
CASE 41: DRYWALL SUBCONTRACTOR
CASE 42: LIQUIDATED DAMAGES
CASE 43: SCHEDULE HOLD
CASE 77: SUBCONTRACTOR QUALITY CONTROL
Index
End User License Agreement
List of Tables
Chapter 7
Table 7.1 Schedule type comparisons
Chapter 9
Table 9.1 Forward pass calculations
Table 9.2 Backward pass calculations
Chapter 10
Table 10.1 Construction crew costs
Table 10.2 Overtime labor productivity
Table 10.3 Construction equipment rental rates
Chapter 11
Table 11.1 Cost‐loaded schedule
Chapter 14
Table 14.1 Submittal schedule
Table 14.2 Equipment schedule
Chapter 16
Table 16.1 Earned value performance matrix
Chapter 17
Table 17.1 Material expediting schedule
List of Illustrations
Chapter 1
Figure 1.1 Milestone summary schedule
Figure 1.2 Three‐week schedule
Figure 1.3 Planning, scheduling, and control flowchart
Figure 1.4 Case study rendering
Chapter 2
Figure 2.1 General contractor and construction manager delivery methods orga...
Figure 2.2 Design‐build delivery method organization chart
Figure 2.3 Case study summary estimate
Figure 2.4 Home office staff organization chart
Figure 2.5 Project‐based organization chart
Figure 2.6 Construction management matrix
Chapter 3
Figure 3.1 Preconstruction schedule
Figure 3.2 Constructability impact curve
Chapter 4
Figure 4.1 Schedule planning flowchart
Figure 4.2 Work breakdown structure
Figure 4.3 Project item list
Figure 4.4 Activities in series versus fast‐track
Figure 4.5 Elevator scheduling options
Figure 4.6 Labor requirements curve
Figure 4.7 Activities on index cards
Figure 4.8 Activity codes
Chapter 5
Figure 5.1 Integrated project delivery
Figure 5.2 Target value design pie chart
Figure 5.3 Pull planning schedule
Chapter 6
Figure 6.1 Contract document structure
Chapter 7
Figure 7.1 Tabular schedule
Figure 7.2 Bar chart schedule
Figure 7.3 Arrow diagramming method example
Figure 7.4 Precedence diagramming method example
Figure 7.5 Contract exhibit summary schedule
Figure 7.6 Short‐interval schedule
Figure 7.7 Rolling schedule
Chapter 8
Figure 8.1 Schedule control cycle
Figure 8.2 Scheduling options: Long or short activities
Figure 8.3 Activity numbers
Figure 8.4 Timeline options
Figure 8.5 Activity relationships
Figure 8.6 Stair step schedule
Chapter 9
Figure 9.1 Schedule calculation process flowchart
Figure 9.2 Forward pass calculations
Figure 9.3 Backward pass calculations
Figure 9.4 Float calculations
Figure 9.5 Precedence diagramming method calculations
Chapter 10
Figure 10.1 Whole project labor curve
Figure 10.2 Construction crew balancing options
Figure 10.3 Productivity versus time trade‐offs
Figure 10.4 Corporate summary schedules
Chapter 11
Figure 11.1 Cash flow curve
Figure 11.2 Revenue curve
Figure 11.3 Cash improvement methods
Chapter 12
Figure 12.1 Histogram cash flow schedule
Figure 12.2 Microsoft Excel short‐interval schedule
Figure 12.3 Microsoft Project schedule example
Figure 12.4 Primavera Project Planner schedule example
Figure 12.5 Touchplan schedule example
Figure 12.6 Building information model example
Figure 12.7 Bluebeam pull planning schedule example
Chapter 13
Figure 13.1 Plum bob status example
Figure 13.2 Schedule status example
Figure 13.3 Short‐interval schedule derived from contract schedule
Figure 13.4 Six‐week short‐interval schedule example
Chapter 14
Figure 14.1 Submittal flowchart
Figure 14.2 Tabular schedule update
Figure 14.3 Pull planning schedule
Figure 14.4 Daily job diary
Chapter 15
Figure 15.1 Construction management control systems
Figure 15.2 Foreman's cost control work package
Chapter 16
Figure 16.1 Earned value work package curve 1
Figure 16.2 Earned value work package curve 2
Figure 16.3 Earned value indices curve
Chapter 17
Figure 17.1 Third‐tier subcontractor organization chart
Chapter 18
Figure 18.1 Efficiency versus time trade‐off
Figure 18.2 As‐built schedule
Figure 18.3 Abnormal weather specification
Figure 18.4 Linear schedule example
Guide
Cover Page
Table of Contents
Title Page
Copyright
List of Companion Website Materials
List of Figures and Tables
Preface
List of Abbreviations
Begin Reading
Glossary
References
Five Sample Case Studies
Index
End User License Agreement
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A Contractor's Guide to Planning, Scheduling, and Control
Len Holm
This book is printed on acid‐free paper.
Copyright © 2022 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. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor authors shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
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 is Available:
ISBN 9781119813521(hardback)
ISBN 9781119813545(ePDF)
ISBN 9781119813538(ePub)
Cover Design: Wiley
Cover Image: © kolderal/Getty Images
List of Companion Website Materials
The following documents are available on the companion website for A Contractor's Guide to Planning, Scheduling, and Control, (Wiley, 2021). Reference www.wiley.com/go/holm/PlanningSchedulingAndControl
This first list is made available to students and instructors:
Case study site logistics plan
Sample preconstruction agreement
Live schedule templates, including Excel three‐week look‐ahead schedule, submittal schedule, and expediting schedule – three files
Live Excel estimating forms utilized in
Construction Cost Estimating
Live case study MS Project summary schedule,
Figure 7.5
Construction trade responsibilities
To‐do list
Calendar schedule
Case study progress photographs – three files 60 photographs
The following are also made available to instructors:
Instructor's Manual
, complete with answers to all of the review questions and many of the exercises, including spreadsheet answers to many of the exercises.
A select group of case studies from
101 Case Studies in Construction Management
are included in the book and potential solutions, or
Suspects
, are also included in the
Instructor's Manual
.
Power Point lecture slides for all 18 chapters – 18 separate files, almost 550 slides in total
Select case study drawings
Select case study specifications
Case study detailed construction estimate, including jobsite general conditions and subcontractor list
Case study detailed construction schedule
Sample specialty contractor schedule for the case study project
Sample residential project schedule
Sample heavy civil project schedule
Alternate flowchart work breakdown structure
Detailed case study cost‐loaded schedule
Case study pay request schedule of values
Sample subcontract agreement for the case study project
List of Figures and Tables
FIGURES
Figure 1.1 Milestone summary schedule
Figure 1.2 Three‐week schedule
Figure 1.3 Planning, scheduling, and control flowchart
Figure 1.4 Case study rendering
Figure 2.1 General contractor and construction manager delivery methods organization charts
Figure 2.2 Design‐build delivery method organization chart
Figure 2.3 Case study summary estimate
Figure 2.4 Home office staff organization chart
Figure 2.5 Project‐based organization chart
Figure 2.6 Construction management matrix
Figure 3.1 Preconstruction schedule
Figure 3.2 Constructability impact curve
Figure 4.1 Schedule planning flowchart
Figure 4.2 Work breakdown structure
Figure 4.3 Project item list
Figure 4.4 Activities in series versus fast‐track
Figure 4.5 Elevator scheduling options
Figure 4.6 Labor requirements curve
Figure 4.7 Activities on index cards
Figure 4.8 Activity codes
Figure 5.1 Integrated project delivery
Figure 5.2 Target value design pie chart
Figure 5.3 Pull planning schedule
Figure 6.1 Contract document structure
Figure 7.1 Tabular schedule
Figure 7.2 Bar chart schedule
Figure 7.3 Arrow diagramming method example
Figure 7.4 Precedence diagramming method example
Figure 7.5 Contract exhibit summary schedule
Figure 7.6 Short‐interval schedule
Figure 7.7 Rolling schedule
Figure 8.1 Schedule control cycle
Figure 8.2 Scheduling options: Long or short activities
Figure 8.3 Activity numbers
Figure 8.4 Timeline options
Figure 8.5 Activity relationships
Figure 8.6 Stair step schedule
Figure 9.1 Schedule calculation process flowchart
Figure 9.2 Forward pass calculations
Figure 9.3 Backward pass calculations
Figure 9.4 Float calculations
Figure 9.5 Precedence diagramming method calculations
Figure 10.1 Whole project labor curve
Figure 10.2 Construction crew balancing options
Figure 10.3 Productivity versus time trade‐offs
Figure 10.4 Corporate summary schedules
Figure 11.1 Cash flow curve
Figure 11.2 Revenue curve
Figure 11.3 Cash improvement methods
Figure 12.1 Histogram cash flow schedule
Figure 12.2 Microsoft Excel short‐interval schedule
Figure 12.3 Microsoft Project schedule example
Figure 12.4 Primavera Project Planner schedule example
Figure 12.5 Touchplan schedule example
Figure 12.6 Building information model example
Figure 12.7 Bluebeam pull planning schedule example
Figure 13.1 Plum bob status example
Figure 13.2 Schedule status example
Figure 13.3 Short‐interval schedule derived from contract schedule
Figure 13.4 Six‐week short‐interval schedule example
Figure 14.1 Submittal flowchart
Figure 14.2 Tabular schedule update
Figure 14.3 Pull planning schedule
Figure 14.4 Daily job diary
Figure 15.1 Construction management control systems
Figure 15.2 Foreman's cost control work package
Figure 16.1 Earned value work package curve 1
Figure 16.2 Earned value work package curve 2
Figure 16.3 Earned value indices curve
Figure 17.1 Third‐tier subcontractor organization chart
Figure 18.1 Efficiency versus time trade‐off
Figure 18.2 As‐built schedule
Figure 18.3 Abnormal weather specification
Figure 18.4 Linear schedule example
TABLES
Table 7.1 Schedule type comparisons
Table 9.1 Forward pass calculations
Table 9.2 Backward pass calculations
Table 10.1 Construction crew costs
Table 10.2 Overtime labor productivity
Table 10.3 Construction equipment rental rates
Table 11.1 Cost‐loaded schedule
Table 14.1 Submittal schedule
Table 14.2 Equipment schedule
Table 16.1 Earned value performance matrix
Table 17.1 Material expediting schedule
Preface
Some authors, college professors, and even construction professionals think of the terms, processes, and documents used for ‘planning’ and ‘scheduling’ synonymously – as if they are the same thing – which they are not. In this book they each receive their own separate section, along with project controls, which is implementation of the plan and schedule. Each of the sections also include several supporting chapters.
A built environment professional learns to be a scheduler by scheduling, similar to estimating. You cannot completely get it from reading a book or attending a class. The book provides a good background and introductory topics, but the best way to teach it, and learn it, is through the use of examples and exercises. There are many of each of these in each chapter in the book. I have included almost 40 boxed‐in examples of schedule situations spread throughout the book. Some of these are good examples of construction scheduling and some of them are not‐so good. Often we learn more from our mistakes than from our successes. All of these are taken from projects that I have participated in professionally. Some of these examples will also be expanded on as well with end‐of‐chapter applied exercises.
With this book I am intentionally staying away from excessive academic jargon and not getting into the weeds with respect to scheduling terminology. This is not a book that was developed as someone's doctoral dissertation; it is rather a tool for students and professionals alike to learn more about construction scheduling. The focus of this book is on the construction contractor, not the scheduling consultant or claims consultant. Much of the academic scheduling terminology is not used out on the jobsite, but these concepts have been included and defined where appropriate and several good scheduling books have been included in the book’s reference appendix if the reader wishes to pursue these concepts further. This book is geared for construction management and construction engineering scheduling students and construction professionals wanting to enhance their scheduling capabilities. The book's focus is on practical construction scheduling tools – those that help contractors build the project.
Most of the scheduling related textbooks use examples with activities A, B, and C, whereas this book will use actual construction activities, such as form, rebar, and place concrete, or wall framing; rough‐in mechanical, electrical, and plumbing; test and inspect; and insulation and drywall so that the student learns the schedule logic along with means and methods of construction, as well as the mechanics and calculations of scheduling. The narrative and examples also use real craft workers, such as carpenters and electricians, and real subcontractors, such as earthwork and drywall, etc. After finishing the book the reader will have learned many important additional construction management topics, beyond planning, scheduling, and controls.
ACKNOWLEDGMENTS
To supplement typical academic coverage of construction scheduling, this book includes a practical construction perspective stemming not only from my almost 50 years of construction experience, but also from input offered by scores of construction professionals and friends. These practitioners have reviewed chapter drafts and commented on countless figures, tables, and exercises. Their experience is very much appreciated, for without them this would just be another college textbook. It would be difficult to list all of the people I need to thank, but I especially want to recognize:
Eddie Baker, Construction Executive, Hermanson Company, LLP, Mechanical Contractor
Reid Bullock, Senior Estimator and Preconstruction Manager, Compass Construction Company, General Contractor
Sarah Elley, Project Architect, TCA Architecture, Planning, and Design
David Holm, Project Engineer, Pence Construction, General Contractor
Bob Ironmonger, Construction Manager and Scheduler, retired, lifelong friend, classmate, and coworker
Cody Klansnic, Project Engineer, Lease Crutcher Lewis, General Contractor, for his research on the case study project
Christian LaRocco, Real Estate Developer, MJR Development
Amir Mahmoudi, Senior Project Scheduler, Clark Construction Group, LLC
The City of Pasco, Washington, especially the Fire Department and Chief Bob Gear
David Robison, Principal, Strategic Construction Management, Inc.
Chengyi Zhang, Assistant Professor, Department of Civil and Architectural Engineering, University of Wyoming
I would also like to thank Kapil Devan, Kirk Hochstatter, and Lucky Pratama, recent graduate and doctoral students at the University of Washington, for their research and contributions to the book, select figures, and the instructor's manual.
There is a complete instructor's manual available on the companion website with answers to all of the review questions and many of the exercises. An appendix to the book also includes five case studies borrowed from 101 Case Studies in Construction Management that pertain to planning, scheduling, and control. This is an excellent economical book that complements many construction management topics. Potential solutions, or Suspects, for these five case studies are also included with the instructor's manual.
If you have any questions about the material, or recommendations for changes for future editions, please feel free to contact the publisher, Wiley, or me direct at [email protected]. I hope you enjoy my connection of an academic study of construction scheduling to what we practice at the construction jobsite.
—Len Holm
List of Abbreviations
2D, 3D, 4D, 5D
two‐dimensional (length and width), three‐dimensional (depth), four‐dimensional (time), and five‐dimensional (cost)
AB
anchor bolt
ABC
activity‐based costing
ABR
activity‐based resourcing
ACE
assumptions, clarifications, and exclusions (bid and/or contract document)
ACP
asphalt
ACT
acoustical ceiling tile, formerly asbestos ceiling tile
ACWP
actual cost of work performed (earned value)
ADA
Americans with Disabilities Act (law or building codes)
ADM
arrow diagramming method
ADR
alternative dispute resolution
AEC
architecture, engineering, and construction (design‐build company type)
AFF
above finish floor (dimension or height)
AGC
Associated General Contractors of America
AHJ
authority having jurisdiction, often city building department
AHU
Air‐handling unit (mechanical equipment)
AIA
American Institute of Architects
AKA
also known as
Allow
allowance
Alt
alternate or alternative
AOA
activity on arrow scheduling method
AON
activity on node scheduling method
AQWP
actual quantity of work performed (earned value)
Arch
architect or architectural
ASI
architect's supplemental instruction, AIA form G710
Asst
assistant or assist
BC
back charge
BCAC
budgeted cost at completion (earned value)
BCF
bank cubic feet
BCWP
budgeted cost of work performed (earned value)
BCWS
budgeted cost of work scheduled (earned value)
BCY
bank cubic yard
BE
built environment
BF
board foot (lumber); also backfill
BL
baseline
BIM
building information models or modeling
BOT
build – operate – transfer (delivery method), or bottom (also BTM)
BQAC
budgeted quantity at completion (earned value)
BQWP
budgeted quantity of work performed (earned value)
BQWS
budgeted quantity of work scheduled (earned value)
BTR
better (lumber grading, for example
DF
#2 and BTR)
BTU
British thermal units (heat)
BY
bank yard (cubic yard of dirt before excavation)
CA
construction administration (architect's role during construction), also carpenter
CAD
computer‐aided design
CD(s)
construction document(s) (design phase or drawings)
CE
civil engineer or engineering, also construction engineering or chief estimator
CEO
chief executive officer
Cert
certificate
CF
cubic foot or cubic feet
CFO
chief financial officer
CIP
cast‐in‐place (concrete)
CM
construction manager or management
CM
cement mason, concrete finishing craftsman
CM/GC
construction manager/general contractor (also known as
GC/CM
or
CMAR
)
CMA
construction manager agency (delivery method)
CMAR
construction manager at‐risk (delivery method); also
CM/GC
CO
change order, county, or cased opening
C‐O
close‐out
C of O
certificate of occupancy
Contractor
general contractor or subcontractor
COO
chief operating officer, also construction operations officer
COP
change order proposal
CP
cost proposal, cost plus, carpet (also
CPT
), or critical path
CPFF
cost‐plus fixed fee
CPI
cost performance index (earned value), also consumer price index
CPM
critical path method, also critical path network (CPN)
CPPF
cost‐plus percentage fee (similar to
T&M
)
CPT
complete or carpet (also
CP
)
Coor(n)
coordination (process or drawings)
CSI
Construction Specifications Institute
CV
cost variance (earned value)
CY
cubic yard
D
dimension, diameter (also
dia
), dryer, or depth
DB or D‐B or D/B
design‐build (delivery method)
DBB
design‐bid‐build (delivery method)
DBO
design build operate
DBOM
design build operate maintain
DD
design development (documents or phase)
Demo
demolition
Demob
demobilization
DFH(W)
doors, frames, and hardware
DL
direct labor (estimate or cost area)
DM
direct material (estimate or cost area)
Doc(s)
document(s)
DRB
Dispute Resolution Board
E
engineer, east, exit, existing, or electrical
EA
each
ECD
estimated completion date (schedule)
EE
electrical engineer
EF
early finish (schedule); also exhaust fan
EMR
experience modification rating (safety)
EPC
engineering, procurement and construction (design build delivery)
ES
early start (schedule)
Est
estimate
ETA
estimated time of arrival
EV
earned value
EVM
earned value method
EW
each way or East‐West
F
furniture, Fahrenheit, or fire protection
FCV
forecasted cost variance (earned value)
FE
field engineer or fire extinguisher
FF
finished floor (elevation); also finish to finish (schedule); also free float (schedule)
FF&E
fixtures, furniture, and equipment (often owner supplied)
FIC
furnished and installed by contractor
FIO
furnished and installed by owner
FOB
freight on board or free on board (material delivery location)
FOIC
furnished by owner and installed by contractor, also
OFCI
FS
finish to start, also fire station
FSV
forecasted schedule variance (earned value)
FV
future value (time value of money)
FT
foot or feet
GC
general conditions, also general contractor
GC/CM
general contractor/construction manager delivery method, see also
CM/GC
and
CMAR
Gen or general
general contractor
Geo
geotechnical (report or engineer); also known as soils engineer or report
GF
general foreman (similar to an assistant superintendent)
GMP
guaranteed maximum price, estimate or contract
GWB
gypsum wall board (also sheetrock or wall board or drywall)
H
height (also
HT
) or horizontal
HM
hollow metal (door or frame)
HO
home office
HOOH
home office overhead
HR
human resources, also hour
HSS
hollow structural section, formerly tube steel (
TS
)
HT
height (also
H
)
HVAC
heating, ventilating, and air conditioning (mechanical system or contractor)
IJ
ij nodes (activity on arrow nomenclature)
IPD
integrated project delivery
ITB
instructions to bidders, also invitation to bid
IW
ironworker (craftsman)
JIT
just‐in‐time (material deliveries)
JV
joint venture
LDs
liquidated damages
LEED
Leadership in Energy and Environmental Design (sustainability)
LF
late finish (schedule); also lineal or linear feet
LLC
limited liability company or corporation
LLP
limited liability partnership
LOI
letter of intent
LR
lien release
LS
lump sum (cost estimate, bid, contract, agreement, or process); also life safety (drawing); also late start (schedule)
LSM
linear scheduling method
M&E
mechanical and electrical (contractors or designers)
M&M
means and methods
MACC
maximum allowable construction cost, similar to
GMP
MBF
thousand board feet (dimensional lumber measure)
MCC
Mountain Construction Company (fictitious case study GC), also motor control center (electrical equipment)
MEP
mechanical, electrical, and plumbing (systems or contractors)
MH(s)
man‐hour(s) or man hole (sanitary sewer)
Mo(s)
month(s)
Mob
mobilization
MS
Microsoft
MUP
master use permit (entitlement permit)
NA or N/A
not applicable or not available
NCR
nonconformance report
NIC
not‐in‐contract, also not included
No
number (also #), or north
NTP
notice to proceed
O&M(s)
operation and maintenance manual(s)
OAC
owner‐architect‐contractor (commercial construction project meeting)
OE
operating engineer, also owner's equity
OFCI
owner‐furnished contractor‐installed, also
FOIC
OH
overhead
OH&P
overhead and profit (also known as fee)
OIC
officer‐in‐charge
OM
order of magnitude (cost estimate)
OSHA
Occupational Safety and Health Administration
OT
overtime
P3 or P6
Primavera Project Planner (scheduling software system)
PDM
precedence diagram method (schedule)
PE
project engineer, pay estimate, professional engineer, or project executive
PERT
program evaluation and review technique (scheduling method)
PEx
project executive, also
PE
or
PX
PL
punch list (also
punch
), plate, plastic laminate (also
plam
)
PM
project manager or management
PO
purchase order or project owner
PPE
personal protective equipment
PPP or P3
public‐private partnership (delivery method) or Primavera Project Planner
PPP
pollution protection plan
PR
payment request, pair (doors); or public relations
Precon
preconstruction (services or contract or fee)
Prefab
prefabricated
Punch
punch list, also
PL
PV
present value (time value of money)
PX
project executive, also
PE
or
PEx
QA
quality assurance
QC
quality control
QE
quality engineering
QTO
quantity take‐off
QTY
quantity, also Q
Rebar
concrete reinforcement steel
Recap
cost recapitulation sheet (estimating)
RFI
request for information, or request for interpretation
RFP
request for proposal
RFQ
request for qualifications, also request for quotation
R/I
rough‐in
ROM
rough‐order‐of‐magnitude (cost estimate)
ROT
rule of thumb
S
structural, south, supply, or survey (drawing)
Schd
schedule
SD(s)
schematic design (documents or phase); also smoke detector, soap dispenser, or storm drain
SF
square foot or square feet, also start to finish schedule relationship
SFCA
square foot of contact area
SFF
square foot of floor
SFW
square foot of wall
SHT(s)
sheet(s) (plywood)
Sim
similar
SIPS
short interval schedules; structurally insulated panels; or street improvement permit
SOG
slab‐on‐grade (concrete)
SOMD
slab on metal deck (concrete composite slab)
SOV
schedule of values (estimate or pay request)
Spec or specs
specifications, also speculation
SPI
schedule performance index (earned value)
SPM
senior project manager
Sprinks
fire sprinklers
SQ
square (100 square feet, roofing measure)
SS
start to start (schedule), also stainless steel or sanitary sewer
STP
Superintendent Training Program (part of
AGC
)
S/U
start‐up
Sub(s)
subcontractor(s)
Subm
submittal
Super or Supt
superintendent
Supers
Construction Superintendents, Essential Skills for the Next Generation
(textbook)
SV
schedule variance (earned value)
SWPPP
stormwater pollution protection plan
SY
square yard
T
thermostat, time, thickness, title sheet (drawing), topography (drawing), or ton
T&B
top and bottom
T&M
time and materials (contract or billing); similar to
CPPF
TBD
to be determined
TC
tower crane
TCA
case study architecture firm
TCO
temporary certificate of occupancy
TESC
temporary erosion and stormwater control
TF
total float (schedule)
TI
tenant improvement
TJI
Truss Joist International (engineered lumber/I beam)
TN or Ton
tonnage (2,000 pounds)
TNG
tongue and groove (also T&G)
TVD
target value design
TVM
time value of money
Typ
typical
UMH
unit man‐hours
UNO
unless noted otherwise, also unless otherwise noted (UON)
UP
unit price
US or USA
United States of America
USACE
United States Army Corp of Engineers
USGBC
United States Green Building Council (sustainability)
UW
University of Washington
V or Vol
volume, vacuum, volt (electrical), vent, valve, or vertical
VE
value engineering
VEA
value engineering analysis
VEM
value engineering method
VP
vice president
W
west, width, wide flange (steel beam), waste, water, watt (electrical), or washer (clothes)
W or w/
with
WA
the state of Washington
WBS
work breakdown structure
WF
wide flange (steel beam or column); formerly ‘I’ or ‘H’ beams
WK or wks
weeks
w/o
without
WRT
with respect to
WT
weight
WWF
welded wire fabric, also known as wire mesh (concrete reinforcement)
×
times (multiplication), cross bracing, or “by,” as in dimensional lumber (for example: 2×4)
YD
yard
YR
year
Part IIntroductory Topics
Chapter 1Introduction
Like estimating, construction scheduling has been covered in other books dedicated solely to that topic. But scheduling by itself, without integrating preconstruction planning and controls during construction, is an incomplete construction management (CM) study. The schedule is a project management (PM) tool just as is the estimate; and time management is just as important to project success as is cost management. The key to effective time management is to carefully plan the work to be performed, develop a realistic construction schedule, and then control or manage the performance of the work. People often use the terms planning and scheduling together. Planning is the up‐front work which makes the schedule feasible. Planning is a process and the schedule is the result. The schedule is a logical arrangement of activities in order of occurrence, with prerequisites, and charted with a timeline. And the control element is the implementation of those plans during physical construction of a project. Planning, scheduling, and control are therefore the three major sections and focus of this book.
Schedules are important tools for all members of the owner and design and construction teams. Proper planning of the project and the schedule, with input from the relevant personnel such as the general contractor's (GC's) project superintendent and major subcontractors, are keys to developing a useful construction management tool. Schedule development begins with proper planning, which considers many variables such as deliveries, logical workflow, manpower, and equipment availabilities. There are many different types of schedules, each of which has a use on a construction project. Some of the major ones include:
Summary schedule, may also be the contract schedule;
Detailed schedule, may be the contract schedule;
Three‐week look‐ahead schedules;
Specialty schedules which include those focused on one area of the building or phase or on just one subcontractor;
Pull planning schedules, which are part of lean construction;
Expediting and submittal schedules and others.
1.1 SCHEDULERS
Who draws schedules and who uses schedules? Hopefully after reading the book you will have a thorough understanding of this topic. This chapter provides just a brief introduction.
First, some members of the built environment use the terms scheduling and project management as though they are the same, but PM as presented in this book involves much more than scheduling. A PM may be the scheduler on his or her particular project, but a person who schedules by profession, be they a home office specialist or a scheduling consultant, would not typically also be a project manager. For many the “scheduler” is the one in charge of creating the schedule, such as a superintendent or project manager, but for others the scheduler is a computer technician, sometimes without extensive construction field experience. A valuable scheduler oftentimes is one with a mix of construction field knowledge and technical skills.
Different contractors will establish the role of the scheduler in a variety of fashions. A scheduler can be assigned to the home office as a staff scheduler and he or she either prepares all the project schedules (for a small to mid‐sized contractor) or supports the project manager and superintendent with creating their own schedules. Or a large project may have its own full‐time scheduler. If there is not someone in‐house, then an outside consultant/specialist may be hired, or a project engineer or assistant superintendent may be the project scheduler. A retired superintendent working as a consultant, teamed with a construction management graduate, is an excellent example of a scheduler as shown in this first example. The problem with either the PM or superintendent also taking full responsibility for the schedule maintenance on a large project is that the effort may be all‐consuming, as will be shown in another example further on in the book. An industry partner from a national construction firm who was interviewed when researching this book indicated, “The scheduling process requires teamwork and does not rely on an isolated home office individual. The ideal scheduler must have a background in construction, particularly with field expertise.”
Example 1.1
One of the area's most highly acclaimed superintendents retired, but he wanted to keep himself busy and had always enjoyed drawing schedules by hand. Another competing GC hired him as their scheduling vice president and he would come into the office one or two days a week and assist field superintendents with their schedules. He would review the drawings first, then sit down with the field superintendent and a large sheet of butcher paper and scratch the schedule out, with lots of loop lines and plenty of erasures, but somehow it all got down on paper. The field superintendents were happy to work with the scheduler as they all appreciated his experience and insights. He would have a young CM graduate formalize the schedule and transform it into a useful communication tool. During the course of construction, he was on call if a superintendent needed support, but he generally left jobsite controls, including schedule control, to the field supervisors.
1.2 SCHEDULE TYPES
Schedules take on a lot of different formats, and similar to planning, there is no one exact form the contract schedule should follow. Many project managers and schedulers have their personal preferences. Most schedules fall into one of two standard formats: Bar charts and network diagrams. Bar charts relate activities to a calendar, but generally show little to no relationship among the activities. Network diagrams show the relationship among the activities, and may or may not be time‐scaled on a calendar. Two diagramming techniques are used to represent network schedules. The first is known as the arrow diagramming method (ADM), in which arrows connect the individual activities and nodes depict events. The other is known as the precedence diagramming method (PDM), in which the activities are represented by nodes and arrows depict relationships between activities. Arrow diagramming method was the original form of critical path schedules but PDM has basically replaced ADM today. Network diagram schedules are also customarily referred to as critical path schedules. The critical path is the longest path through the schedule and determines the overall project duration. Any delay in any activity on the critical path results in a delay in the completion of the project. All are good systems and may be appropriate in different applications.
The schedule is a tool to help build the construction project and is used in a variety of fashions, as exhibited in this second example. Schedules can also be prepared for different presentations depending upon the anticipated use. Detailed discussions of all the following schedule types are elaborated on in Chapter 7. There are many other types of schedules and scheduling theories than presented in this book, each with an entirely separate glossary of terms and lists of abbreviations. A few of these other scheduling concepts are introduced in this book as well, but a more detailed analysis will be left for a more advanced book geared for the professional schedule consultant. This focus is on the scheduling tools typically utilized in the field by construction contractors. Many of these useful scheduling tools are described here.
Example 1.2
Schedules are intended to be tools to help build a project. A developer, who was also his own contractor, was a very capable builder and creative but did not have the patience or interest to draw formal schedules. Instead he used two whiteboards in the jobsite trailer – one for this month and one for the next month. This was an effective communication tool for the foremen and subcontractors on his current apartment project. But this type of schedule was not sufficient for the bank or his investment partners. The developer hired a scheduling consultant who prepared good detailed schedules to present to the bank each month with the monthly pay request draw, but he never hung them in the trailer nor shared them with subcontractors or the design team. This schedule was also a tool, but not the tool that it might have been, given more attention.
Contract schedules
, also known as formal schedules: These schedules will be provided to the client at the beginning and throughout the project delivery as required by the contract special conditions.
Summary schedules
: These schedules are often used for presentations or proposals or management reporting. They are similar to the milestone bar chart illustrated in
Figure 1.1
for the case study project. A more detailed summary schedule is included in
Chapter 7
.
Detailed schedules
: These schedules are posted on the walls of meeting rooms or in the jobsite trailer, or at least they used to be. Now many are kept electronically on the computer screen as discussed in a couple of boxed‐in examples presented further on in the book. These schedules are marked up with comments and progress. Detailed schedules may also serve as submittals for contract schedule requirements. A complete detailed schedule for the case study project is included on the book's companion website. Portions of this detailed schedule are used as figures and examples throughout the book.
Short‐interval look‐ahead schedules
: These schedules focus on short‐term field activities. They should be developed by each superintendent or foreman and each subcontractor each week. These schedules can be in two‐, three‐, or four‐week increments, depending on the job and level of activity. Some contractors simply print the next three weeks’ worth of activities from the electronic master schedule without any additional detail or input from the superintendent, which is not as effective. Short‐interval schedules may also be referred to as trade schedules in that each subcontractor prepares their own. These schedules are valuable for pretask planning, similar to pull schedules discussed further on.
Figure 1.2
shows an example of the initial three‐week schedule from the case study project and additional examples are included throughout the book. The schedule format is not as important as its author and content.
Mini‐schedules
,
area schedules
, and
system schedules
: These schedules are intended to allow additional detail for certain portions of the work that could not be adequately represented in the detailed project schedule and have longer durations than the short‐interval schedule. A system schedule for the case study's roofing subcontractor's scope is also included on the companion website.
Pull schedules
: These schedules are one of the major lean construction tools being adapted from production industries. They are prepared by the
last planners
, typically the foremen and superintendents responsible for accomplishing the work. Pull planning schedules are discussed in lieu of schedules in
Chapter 5
.
Other schedules
: There may be many other specialized schedules on the project that include submittal, buyout or procurement, delivery, start‐up, as‐built, and close‐out schedules. Estimate or bid schedules are utilized to prepare the original quote and may be included with the bid. Many of these are discussed in other chapters in this book.
Figure 1.1 Milestone summary schedule
Figure 1.2 Three‐week schedule
1.3 INTRODUCTION TO THE BOOK
Construction has its own unique set of abbreviations and acronyms. An extensive list of all of the abbreviations used in this book, and several other industry standards, is included at the front of the book. Over 80 figures and tables that help to explain concepts are included in the book. Many of these are connected to the book's primary case study, as discussed further on in this chapter. Lists of these illustrations are also included in the front material.
The book is organized into four major parts, beginning with this first part, “Introductory Topics.” In addition to this chapter. which defines the scheduler and introduces several types of schedules, all of which will be expanded on throughout the book, this first chapter outlines the layout of the book and introduces the reader to the case study. The second chapter includes the many introductory topics that form the foundation for any CM discussion, especially scheduling.
Part II, “Planning,” explains the creative part of scheduling, the planning phase. Many preconstruction plans are developed by a contractor before construction commences. Planning involves breaking the work down into identifiable and measurable work tasks, often referred to as work packages. These tasks, or activities, are then arranged in a logical order, resolving the question “What precedes what?” How one activity relates to another is known, in scheduling terms, as relationships or restraints, and these are incorporated into the logic plan. Other planning considerations include sustainability, lean practices, and a thorough review of proposed contract language. Very few contractors have professional “planners.” This upfront work may be performed by a scheduling expert, but input from the builders, such as the PM and superintendent, are vital to the preparation of a successful plan. Without a good plan, schedules are rarely viable construction tools, as reflected in this quote from a former contractor‐employer:
We never have time to build it right,
But we always seem to have time to build it over.
Scheduling is the second phase, which involves adding durations to activities and a timeframe and milestone dates, or constraint dates to the logic diagram and plotting out a schedule document. Many calculations are performed today by scheduling software that highlights the critical path of the project, or those activities that must be completed either on time or earlier or they will cause delays for the entire project. Activities which are not deemed to be critical have float. The scheduling effort encompasses many topics that are included in Part III, “Scheduling,” including resource planning and technology tools. As discussed previously, the person who transformed the plan into the schedule is the scheduler and that role may be performed by a home office specialist or a field supervisor.
After the contractor is done preparing the plan and has incorporated it into a schedule document, then construction commences and it is time to make sure that the work is performed according to the plan. Some may call this “monitoring” or “recording” but controlling the schedule is the common nomenclature and Part IV, “Project Controls,” includes many construction management control topics and tools. In addition to schedule control, this fourth section of the book includes earned value management, subcontract management, and schedule impacts, including construction claims. The actual progress of the work is measured and compared against the schedule. If there are deviations, then an adjustment to the plan is necessary which often results in a revised schedule. There are many members of the jobsite team involved with controls, including the project manager, superintendent, cost and schedule engineers, foremen, and project engineers.
Figure 1.3 is a flowchart of many of the planning, scheduling, and control activities that are discussed throughout this book. There are other subsequent flowcharts that are subsets and expand on various portions of this initial chart. Essentially Figure 1.3 is a plan for the book. A full‐size copy of this figure is included on the book's website and the reader may wish to print out a copy of that flowchart to use as their bookmark.
Just as construction documents (and books) are full of abbreviations, there are also unique words and terms in the built environment industry. An extensive glossary of scheduling and construction management terms encompassing all of those introduced in the body of this book, as well as many other common built environment terms, are included as an appendix. Several other publications were drawn on while researching these topics, many of which are referenced in the book, and a list of these books is included as an appendix that the scheduling student or construction professional might find useful for their personal library.
Figure 1.3 Planning, scheduling, and control flowchart
As discussed next, the book has one substantial project that is threaded throughout many of the figures and discussions. Over 35 other examples from actual construction projects are set in boxed features and discussed in the book; two of them were included in this chapter. These boxed examples connect with the relative chapter topic and are from the author's firsthand experiences, some of them successful and some not so, but all offer good learning opportunities. In addition, five short case studies have been borrowed from 101 Case Studies in Construction Management that are directly connected with scheduling and they are also included at the back of the book as an appendix. These short cases are presented in a different format than the book's primary case study. The five 101 Case Studies bring up problems that have occurred on various projects and lead the reader into a “Who done it?” scenario without any one exact correct answer.
1.4 INTRODUCTION TO THE CASE STUDY
The Fire Station 83 Project is a new single‐story fire station constructed in Pasco, Washington. The building comprises 10,612 square feet and consists of a variety of spaces including: Four drive‐through vehicle bays, sleeping rooms and living space for the crew, an exercise facility, kitchen, offices, and several areas to support fire‐fighting operations, including cleaning and decontamination rooms, mechanical and electrical rooms, and a vehicle maintenance shop.
The building's structure is a combination of wood and steel framing supported by cast‐in‐place concrete spread and continuous footings with a concrete slab‐on‐grade. Important structural components include a thickened eight‐inch thick slab‐on‐grade throughout the vehicle bay and 22‐foot tall structural steel columns to support the vehicle bay's steel roof joists. Exterior enclosure components include metal wall, roof, and soffit panels; aluminum‐framed storefront glass; fiberglass and vision‐control glazing; and phenolic wood panels. Construction of the site includes clear and grub, excavation, permanent site utilities, concrete and asphalt pavement, curbs and sidewalks, site structures, and landscaping.
A rendering of the building, which was included with the bid documents, is shown in Figure 1.4. The building's owner is the City of Pasco and the architect was TCA Architecture, Planning, and Design of Seattle, Washington. We appreciate Pasco and TCA for allowing the use of their project as the book's primary case study. The project was competitively bid at a little over $4.7 million and took just under a year to build.
The drawings and specifications for the actual project are included on the companion website. A list of all of the website support documents is included in the book's front material. Several examples of schedules and estimates and other background information are threaded throughout the book as figures and tables. These documents connect the major topics of planning, scheduling, and construction management controls together. Many of the applied exercises in the book are also related to this case study. Additional detailed backup including a complete schedule, detailed estimate, and site logistics plan are also included on the companion website. Although this is a real project that is used in this book as a great example to discuss scheduling, all of the figures and tables in the book have been re‐created for educational purposes. The fictional general contractor utilized for the case study in this book is Mountain Construction Company (MCC). A traditional GC organization was assumed for this project. Any connection with actual companies or individuals who participated in the construction project is coincidental. It is also assumed the preconstruction manager working for Mountain Construction prepared the bid estimate and detailed and summary schedules, and then transitioned into the role of jobsite PM for the duration of construction. A few examples for an additional negotiated project are also included as figures in the book.
Figure 1.4 Case study rendering
1.5 SUMMARY
This is not a book about how to become a professional scheduling consultant; rather the focus is on developing planning, scheduling, and control tools for the construction management student and the industry professional's (project manager and superintendent's) tool box. Planning is a proposal to act. Scheduling involves creation of a written document to carry out the plan, essentially adding timeframes and durations to the original plan. Controlling is monitoring the schedule and making adjustments as necessary so that the original plan is accomplished. The importance of proper planning is critical to production of a schedule communication tool that can be managed in the field.
Many people involved in real estate development, including designers and builders, prepare schedules. The book's focus is on the scheduler for the construction contractor. This person may be a home‐office staff specialist, outside consultant, or field supervisor. There are many different types of construction schedules and scheduling tools, from summary to detailed schedules and from short‐interval foreman's schedules to as‐built schedules. All of these tools are discussed in this book. The book's primary case study project is a $4.7 million fire station built in Pasco, Washington. The construction duration was 11 months. Many of the figures and exercises presented in the book connect with that project. In addition to the commercial fire station case study, schedule examples for residential and heavy civil projects and a specialty contractor schedule are also included on the companion website.
1.6 REVIEW QUESTIONS
Have you ever worked as a scheduler or with a scheduler?
Looking at the list of types of people or companies presented earlier who might be schedulers, which would be the best fit for these situations:
Small GC that does residential remodel work
Mid‐size GC that builds work in the $5 to $50 million range
National CM with 1,000 management employees
Public utility company
Attorney who represents contractors in legal disputes
Why did the field supervisors trust the scheduler in
Example 1.1
maybe more than they would an outside consultant? There are a couple of reasons.
Was either of the schedules described in
Example 1.2
an effective construction management tool? Could one of them have replaced the other? Could a third schedule have replaced them both?
Chapter 2Construction Management
2.1 INTRODUCTION
This chapter has been included in the scheduling book, along with other introductory topics, to provide a brief overview and introduction to current construction management (CM) processes. It is important to introduce the reader to a few basic construction management terms and processes before diving deeper into planning, scheduling, and controlling construction projects. This chapter is not a stand‐alone treatise on the very broad and important topic of CM; CM deserves its own book or separate class on just that area. The focus here is on the relationship between project management (PM) and scheduling, and other construction management topics, as they relate to jobsite planning, scheduling, and control. For a more thorough coverage of CM and PM the reader is suggested to look to a more comprehensive resource such as Management of Construction Projects, A Contractor's Perspective
