Index. Backup plans for presentations, Backward pass, 55 59, 72 73, 102. Saleh Mubarak

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1 Index A Accelerated schedule, 211, 329 Accelerating projects See Schedule compression Activities adding or deleting from schedule, in arrow networks, 22, 23 in bar charts, 14, 17 contiguous, in precedence diagrams, 89, 91, critical, 17, 37, 57, 59, 74 dangling, in precedence diagrams, definition of, 14, 17, 59 dummy, in arrow networks, durations of, determining in CPM, float of. See Float in subprojects, 3 interruptible, in precedence diagrams, 89, 91 93, 96, stretchable, 105 uninterruptible, in precedence diagrams, see contiguous activities Activity on arrow (AOA) networks. See Arrow networks Activity on node (AON) networks. See Node networks Actual cost, 52, 155, 169, 174, 177, , 230, 249, 253 Actual cost for work performed (ACWP), 177, 181 Arbitration for delay claim resolution, Arrow diagraming method (ADM). See Arrow networks Arrow networks, 20 29, 32 33, dummy activities and, event times in, logic of, 23, 25, 27 node networks compared with, notation for, 23 redundancies and, As-built schedules, 14 15, 150, 290, 321, 328 As-of date, 144 As-planned schedules, 7, 8, 14, 16, , 150, 320, Auto updating, 148 B Backup plans for presentations, Backward pass, 55 59, 72 73, 102 Construction Project Scheduling and Control, Second Edition Copyright 2010 John Wiley & Sons, Inc. Saleh Mubarak 445

2 446 Index Backward resource leveling, 131 Bar charts, advantages of, 17 disadvantages of, effective use of, 37 networks versus, Baseline, 6, 7, 8, 51 52, 140 Baseline budgets, 52, 141, 143, 169, 179 Baseline duration percent complete method for determining percent complete for entire project, 166, Baseline schedules, 106, 140, , 150, 162, 178, 251, 258, , , 338, Beginning-of-day convention, 54 Bid unbalancing, 175 Body language in presentations, 228, 237 Budgeted cost for work performed (BCWP), 177, 181 Budgeted cost for work scheduled (BCWS), 177, 181 Budgets assigning in computer scheduling programs, 116 baseline, 52, 141, 143, 169, 179 Budget spending method for determining percent complete for entire project, 169, 174 Buffer, 288, 290 C Calculated finish date, 49, 73 74, 91, 107, 161 Calendars, 48, 69, 347 Calendar units, 49 Cash flow, 7, 8, 37, 71, 76, 133, 204, 212, 319, 359 Central limit theorem, 265 Certification, 9 10 Change orders, 7, 8, 90, 142, 192, 217, 233 delay claims and, 315, 317, 323 risk and, 340, 351 scheduling and, 251 Claim Digger, 162 Clarity of communication, 222 Communication. See also Presentations; Reports good, characteristics of, improving for schedule compression, 218 in international environment, Comparison schedules, 162, 169, 172, 329 Compensable delays, 314, 317, 319 Concurrent delays, 319, 327 Constraints, 49, 70, 75 76, 145, 193, , 347 logic, 132, 331 overuse of, resource, 17, 49, 130, 331 Constructability, 90, , 351, 357 Construction equipment and materials, 112 Construction industry, PERT and, 279 Contiguous activities in precedence diagrams, 91, Contingency fees, 201, 249 Continuous/Interruptible/Stretched, 293 Contract candidate presentations, 227 Contractor-created float, 164 Control of projects. See Project control Correspondence, 233, 235, 254, 323, 324, 328 Cost accounting, 53, 249 Cost-loaded schedules, 157, 243, 248, 250 Cost ratio method for determining percent complete for individual activities, 166, 169 Cost actual, 52, 169, 180, 230, 249, 253 actual this period, 155, direct, , 211, 218 front-end loading, 132, 175, 212 holding, 134 indirect, , 211, 218, 244 normal, order, 134 purchase, 133 shortage (unavailability), 134 total, 134, 169, , 210, Cost/schedule systems criteria (C/SCSC), 176 Cost this period, 150, 155, 175, 233,

3 Index 447 Cost to complete, 175, 233, Cost to date, 150, 166, 169, 175, 233 Crash cost, Crash duration, Critical activities, 17, 37, 57, 59, 61, 74, 91, 99, 163, 164, 211, 230 Critical path, changes in, 163 definition of, 59 in PERT, Critical path method (CPM), 8, 17, 45, 88, 133, 140, 191, 244, 264, 300, 338 additional steps and, beginning-of-day and end-of-day conventions and, 54 with computer software programs, delay claims and, 319 event times in arrow networks and, imposed finish date s effect on schedule and, lags and leads in, logic and constraints and, logic networks and, 54 node diagrams and, 60 node format and, resource allocation (loading) and leveling and, steps required to complete a project and, Crystal Ball, 279 D Daily log, 323, 328 Damages, 419 exemplary, 191 liquidated, 164, , 354 punitive, 191 Dangling activities in precedence diagrams, Database, revising, 52 Data date, , , 155, , , 277, 290, 294 Dates as-of, 144 calculating with certain level of confidence, , 277, 345 using PERT, early, 56 60, 65 66, 70 71, 95, , 133, 255, 322, 329 effect on cash flow, 71 finish. See Finish date late, 57 60, 65 66, 71, 88, 95 96, , 133, 329 start. See Start date status, 144 Degressing, 150 Delay claims, 8, 65, 314, , 327 change orders and, , 323, 327 CPM schedules and, , definition of, 314 float ownership and, 329 prevention of, reasons for, resolution of, schedule analysis methods and, types of delays resulting in, Demonstration presentations, 227 Design development (DD), 90, 143, 160, 237, 246 Design errors or omissions, delay claims and, 317 Digger, See Claim Digger Direct costs, , 211, 218 Dispute review boards (DRBs), for delay claim resolution, Distance buffer, Documentation, of project schedules, 225, Double-restricted float, 100 Drift, 288, 290 Dummy activities, in arrow networks, Duration 14, 17, 32 37, 46 49, 70, 73, , 116, , 160, 166, , , , 211, , , 259, , , 294,

4 448 Index Duration (Continued ) actual, 132, 151, , , 264, adjusted, 216 at completion, 161, 170, base, 216 baseline, crash, , 207, 210, 211 deterministic, 341 expected, fluffed, general uncertainty, 341 least-cost, , 210, 211 most likely, , 342 normal, 191, 201, , 210 optimistic, , 342 optimum, 214 original, 65 66, 151, 155, 158, , , pessimistic, , remaining, 66, 144, 147, 155, 158, , , risk-adjusted, 345 three-point estimate, , 348, 352, 354, 357 total, 19, 73, 166, , 203 uncertainty, unrealistic, 321 Duration percent complete method for determining percent complete for entire project, 166, , 172, 174 Dynamic Minimum Lag, Early finish (EF) date, 56, 59, 66, 70 71, 163 Early start (ES) date, 56, 59 62, 64 66, 70 Earned value (EV), , 181 Earned value (EV) analysis, 172, 176 S curves and, 180 Versus CPM, 180 Earned value management (EVM), 116, 176 Electronic reports, see e-reports E End-of-day convention, 54 Enterprise breakdown structure (EBS), Equipment, 7, 49, 52 53, , , 197, , , 243, , , Equipment costs, 246 Equivalent units method for determining percent complete for individual activities, , 171 E-reports, Estimate at completion (EAC), 52 53, 180 Estimate-generated schedules, Estimate to completion (ETC), 52 Estimating cost accounting and, 52 53, evolution of cost estimates and, scheduling and, Events in arrow networks, 22 23, 36 definition of, 60 Event times in arrow networks, Excusable delays, Exemplary damages, 191 Expected duration, Eye contact in presentations, 228 Fast tracking, 45, 89 90, 143, , 204 Feedback, recording, 52, 159 Financial resources, 112 Finish date calculated, 49, 73 74, 91, 107, 161 determining probability using PERT, early, definition of, 59 imposed, 59, 73 74, 145, 191 late, definition of, 60 Finish milestones, 23, 60 Finish-restricted float, Finish-to-finish (FF) relationships, in precedence networks, 87, 92 F

5 Index 449 Finish-to-start (FS) relationships in precedence networks, 87 start-to-start relationships versus, 193 Float, 44, 49 50, 69 71, , 142, 282, 288, Bonus, 74 contractor-created, 164 double-restricted,100 event, 73 finish-restricted, forensic, 290 free, 61 67, 69 70, 95, 102, 290, hidden, 259 independent, 65, 69, interfering (Int. F), 62, 65, 69, management, 259 negative, 73, , 223, 258 ownership of, 70, 329, 334 restricted, 99, 105 sequester, 347 single-restricted, start-finish-restricted, see double-restricted start-restricted, total, 57, 60 67, 69 73, 94 95, 100, 102, , 211, 230, 258, 290, , 347 unrestricted, 92, 100 Floater, 290 Force majeure, 192, 318, 329 Forecasting, 52, 179 Formality of communication, 224 Forward pass, 54 60, Forward resource leveling, 122, 131 Free float (FF), 61 67, 69 70, 95, 102, 290, Front-end loading the cost, 132, 175,212 G Gantt charts. See Bar charts Gap, 288 General contractors, resource leveling from perspective of, General overhead, 200 Graphic evaluation and review technique (GERT), Graphical Path Method (GPM), H Hard logic, 49 Holding costs, 134 Holidays, 28, 236, 258 Honesty in presentations, 228 Human resources, 112, , 253 I I-J method. See Arrow networks Impacted schedules, 329 Imposed finish date, 59, 73 74, 145, 191 Incentives for schedule compression, 6, 197 Incremental milestones method for determining percent complete, 166 Independent float (Ind. F), 65, 69, Indirect cost, schedule compression and, 200, 203 Indirect costs, , 211, 244 Industry standards, communication and, 225 Installed equipment and materials, , 200 Interfering float (Int. F), 62, 65, 69, International Alliance for Interoperability (IAI), 225 International Organization for Standardization (ISO), 225 Interruptible activities in precedence diagrams, 89, Inventory buffer theory, 134 Job diary, 323 Job overhead, , 249 Just-in-time theory, 134 J

6 450 Index L Labor, 3, 49, 52 53, 112, Lags in computer software, 69 in CPM networks, 32 33, 36, in Precedence networks, 88, 96 Late dates, late, 57 60, 65 66, 71, 88, 95 96, , 133, 329 Late finish (LF) date, 56, 60, 70 Late start (LS) date, 56, 60, 130, 330 Lazy designer syndrome, 223 Lazy S curves, 14 Leads in computer software, 69 in CPM networks, 32 33, 36, in Precedence networks, 88, 96 Least-cost duration, , 210, 211 Legibility of communication, 223 Level of Confidence, , , 338, 345, 359 LinearPlus Time Chainage Charts, 287 Linear scheduling method (LSM), 281 software programs for, steps for building schedules using, 282 Liquidated damages, 164, , 354 Litigation for delay claim resolution, 327 Logic constraints and, hard, 49 retained, schedule updating and, , , soft, 49 Logical relationships, determining in CPM, 49, 282 Logic diagrams, time-scaled, Logic loops, Logic networks with CPM, CPM and, Look-ahead schedule, 230 M Macromanagement, 257 Management float, 259 Management presentations, 227 Man-hour ratio method for determining percent complete for individual activities, 166, 169 Master schedule, 49 50, , Materials costs, , 247 Materials, 52, Materials management, Mediation for delay claim resolution, 325 Meeting minutes, 233, 324 Meridian Prolog Manager, 224, 233, 252, 322 Micromanagement, 256 Microsoft (MS) Project activity notes and, 165 combination relationships and, 87, 226 eliminating total float using, 70, 71 GPM and, 292 interoperability of, 226 manual suspension of activities using, 101 node format, 65 percent complete lag using, 89 plotting CPM networks using, 58, 232 project name and, risk analysis and, 280 schedule editing in, 162 subactivities and, 168 WBS and, 168 Milestone, see Finish milestones and Start milestones Minimum moment approach, 117 Missing relationships, 50 Modified/Retained/ProgressOverride Logic, 293 Monitoring project control and. See Project control of schedules, 8, 51, Monte Carlo simulations, 279, , 352, 354, 357 Most likely duration, 265, 274, 342

7 Index 451 Multiproject management, Multiproject resource leveling, N Near-critical activities, 163 Near-critical path, 255, 277, 348, 357 Needs of client, focus on, 228 Negotiation for delay claim resolution, 325 NetPoint, Networks, arrow. See Arrow networks bar charts versus, definition of, 22 node. See Node networks precedence. See Precedence networks Node format, Node networks, arrow networks compared with, CPM and, drawing, recommendations for, lags and leads and, Noncompensable delays, 319 Nonexcusable delays, 314, 319 Nonworkdays, 48, 236, Normal cost, Normal distribution, , 342 Normal duration, 191, 201, , 210 O Optimistic duration, , 342 Optimum scheduling, Oracle, See Primavera Project Manager Oracle Risk Analysis, See Pertmaster Order costs, 134 Organizational breakdown structure (OBS), 257 Organization of communication, 224 Original duration, 65 66, 151, 155, 158, , , Overhead, 7, 147, , 203, , 249 general, project (job), Overtime for schedule compression, , , , 215, 218, 248, 250, 320, 323 Owner s requirements, changes in, delay claims and, 317 Paperless project management, Parallel predecessors, 90 Pay requests, see Requests for Payment Pay requisition, see Requests for Payment Payment requests, updating schedules and, Payment requisition, see Requests for Payment Percent complete. See Work progress, measuring Percent complete lag approach, 89 Pertmaster, 279, 295, 343 Pessimistic duration, , Photos of important events, 324 PlaNet+, 287 Plant, 112 Planned shutdown days, 258 Planning definition of, 2 scheduling related to, 3 4 Portfolio, 3 Portfolio manager, 257 Precedence networks, contiguous activities in, CPM calculations for, definition of, 84 fast-track projects and, interruptible activities in, parallel predecessors and, 90 percent complete approach to, 88 types of relationships in, 87 Preciseness of communication, 223 P

8 452 Index Predecessors, parallel, 90 Presentations to field people, bar charts for, 37 to high-level staff, bar charts for, 37 power of, reports versus, skills necessary for giving, Primavera Contract Manager, 224, 233, 252, 322 Primavera Contractor, 165 Primavera Expedition, See Primavera Contract Manager Primavera P3e, 256, also see Primavera Project Manager P6 Primavera Project Manager (P6), 9, 53, 70, 234 activity notes and, 165 Actual Cost This Period column in, 150 bar charts produced by, 14 baselines created by, 143 Dissolve an Activity function of, 151 EBS and, 256 listing of activities using, 50, 96 logic violations and, multi-project management, 256, 257 necking bars, 14 percent complete approach using, 89 precautions with, 162, 226 resource distribution and, 132 schedule names in, suspend activities, 101, 131 undo function, 234 updating schedules using, 155, , weight within activities and, 168, 171 Primavera Project Planner (P3), 23, 53, 101, 107, , 147, 150, , 226, 234, 256 Primavera SureTrak Project Manager, 165, 238 Printing reports reviewing before and after, 231 tips for, Probability density function, Probability universe, 267 Procurement management, Procurement records, 324 Profit, Pro formas, 5 Program, 2 3 Program evaluation and review technique (PERT), approach of, 265 background of, 264 calculating date of event with certain level of confidence using, 277 calculations for, concept of, 264 construction industry and, 279 critical path in, definition of, 264 determining probability of certain project finish date (multi-path) using, 278 graphic explanation of, 267 most likely versus expected durations and, 274 project-scheduling software and, Progress override, schedule updating and, 106, , 293 Progress payments, 8, 165, 172, , 243, 251 Progressed/Clocked/ClockCheck, 293 Project breakdown structure (PBS), 257 Project closeout, 252 Project control, 6 10, 51, 116, 132, , 217 definition of, earned value analysis and, 176 measuring work progress and, Project, definition of, 2 Project management, 2, 9 10, 52, 112, 242, 252, 322, 338, 341, 344 contingency and management options and, estimating and. See estimating improving for schedule compression, 197 multiproject, paperless, 233, procurement and, 252 scheduling and. See scheduling skills required for, 242 submittals and,

9 Index 453 Project Management Consultant (PMC), 51, 256, 257, Project Management Institute (PMI), 2, 3, 5, 9, 299, 280, 344, Project Management Plan, 5 6, Project Management Software (by Timberline), 225, 252, 322 Project management team, 89, 140, , 236, 242, , , Project monitoring. See Project control Project overhead, , 249 Project planning, definition of, 3 Project status presentations, 227 Project tracking, 141 Proportional link offsets, 288 Punch lists, 76 Punitive damages, 191 Purchase costs, R Rain days, 48 Recovery schedules, 192, 205, 329 Redundancies in arrow networks, 29 Redundant relationships, 50, 152, 348 Relationships combination, 86 93, 226, 304, 310 driving, 38, 59, 88, 92, 288, 348 external, 256 logic, 7, 17, 29, 33, 36, 37, 49, 76, 143, 246, 248, 255, , , 341, 344, 347, 357 in precedence networks, stair-type, 85 Relationship Diagramming Method, Relevance of communication, 223 Reports ing, , paper versus electronic, presentations versus, reviewing before and after printing, 231 summary, tips for printing, Requests for information (RFIs), , 233, 252, 324 Requests for payment, 8, , , 233, 252 Requests for proposal (RFPs), 223, 314 Resource allocation, 52 53, 105, 113, 130, 243, 329 Resource constraints, 49, 130 Resource-driven schedules, 53, 116, 358 Resource leveling, 53, 70, 71, backward, 131 budgeting and, 116 definition of, 113 example of, forward, 131 from general contractor s perspective, multiproject, 114 reasons for, 113 Resource loading, 53, 113 Resources, 32 33, 49, 52 53, , , , 197, , , , , 344, 351, categories of, See also Equipment; Labor; Materials financial, 112 human, , 253 increasing for schedule compression, 197 Retainage, 149, 175, 237, 250, 324 Retained logic, schedule updating and, 106, , 293 Retrievability, communication and, , 343 Risk Register, , , 358 Sales presentations, 227 Schedule acceleration. See Schedule compression Schedule compression, 190- choosing method for, computers for, 211 S

10 454 Index Schedule compression (Continued ) costs and, techniques for, potential problems with, 212 priority setting and, 191 process of, reasons for, recovery schedules and, 205 Schedule contingency, 258 Schedule crashing, 191 Schedule of values, 175, 243, 250 Schedulers, knowledge needed by, 9 Schedules accelerated, 211, 329 as-built, 14 15, 150, 290, 321, 328 as-planned, 7, 8, 14, 16, , 150, 320, baseline (target), 106, 140, , 150, 162, 178, 251, 258, , , 338, common mistakes in, comparison, 162, 329 cost-loaded, 157, 243, 248, 250 documentation of, estimate-generated, evolution of, impacted, 329 implementing, 51 imposed finish date s effect on, linear scheduling method for building. See Linear scheduling method (LSM) look-ahead, 230 master, 49 50, , monitoring and controlling, 8, 51, recovery, 192, 205, 329 resource-driven, 53, 116, 358 reviewing and analyzing, 50 subschedules, summary, 143, 245 updated, Schedule updating, 140- adding and deleting activities and, auto updating and, 148 baseline schedules and, changes in critical path and, 163 contractor-created float and, 164 data and information and, data date and, 144 frequency of, 147 information needed for, need for, 140 pay requests and, remaining duration, importance of updating, retained logic versus progress override and, steps for, updated schedules and, Scheduling change orders and, 251 cost accounting and, definition of, 4 estimating and, planning related to, 3 4 reasons for, 6 9 Schematic design, 237 Scope-creep syndrome, 315 Scope definition, 5, 315 S curves in earned value analysis, 180 lazy, 14, 16 Settlements for delay claim resolution, 326 Shortage costs, 134 Simplicity of communication, Single-restricted float (SRF), Site conditions, delay claims and, Slack. See Float Soft logic, 49 Software packages,. See also Microsoft Project; Primavera Contract Manager; Primavera Project Manager (P6); Primavera Project Planner (P3); Primavera SureTrak Project Manager Speaking in presentations, Spider Project PM System, 287 Stair-type relationships, 85

11 Index 455 Start date, early, 56, 59 62, 64 66, 70 Start-finish method, for determining percent complete for individual activities, 166 Start milestones, 23, 60 Start-restricted float, Start-to-finish (SF) relationships, in precedence networks, 87 Start-to-start (SS) relationships finish-to-start relationships versus, 193 in precedence networks, 87 Status date, 144 Subcontractors, costs of, 175, 200 Submittal records, 324 Submittals, management of, Subproject, 3 Subschedules, 133, Substantial completion, 6, 23, 60, 76, 265 Successor activities in arrow networks, 23 Summary reports, Summary schedules, 143, 245 Supervision, improving for schedule compression, Supervisor s opinion method for determining percent complete, 166 Support tools for communication, Target schedules, 141 Tasks in bar charts, 14 definition of activity, 33 determining work activities, 45 WBS defined, 46 Tilos, 287 Timberline Project Management, 225, 233, 252, 322 Time buffer, Time contingency, 73, T Time ratio method for determining percent complete for individual activities, Time-scaled logic diagrams, Toastmasters International, 229 Total cost, schedule compression and, Total float (TF), See Float TransCon XPosition, 287 Transformability, communication and, Transmittal records, 324 U Unavailability costs, 134 Uninterruptible activities in precedence diagrams, See Contiguous Activities Units completed method for determining percent complete for entire project, for individual activities, 165 Unrestricted float, 92, 100 Updated schedules, Value engineering (VE), 90, , Vico Control, 287 Visibility of materials in presentations, 228 Vis major, 318 V W Weather, delay claims and, , Weighted units method for determining percent complete for individual activities, 167 Work breakdown structures (WBSs), 37, 46 47, 168,180, , 325, 346

12 456 Index Workdays, 48, 145, 236 Workday unit method for determining percent complete for entire project, Work progress, measuring, percent complete determination methods for entire project and, percent complete determination methods for individual activities and, progress payments and percent complete and, Wrong relationships, 50 Z function, 266 ZIP files, 236 Z