CPM in Construction Management transition from 7 th to 8 th Edition James J. O Brien Fredric L. Plotnick
Introduction to CPM is Still Required Chapter 1. Introduction to CPM Planning and Scheduling 3 1.1 Scheduling Is for Everyone 3 1.2 We Teach Carpentry Not How to Use Your New Power Saw 4 1.3 History of Scheduling Systems 5 1.4 The Ordered ToDo List 6 1.5 Gantt Charts and Bar Charts 6 1.6 Development of the Critical Path Method of Scheduling 9 1.7 Development of the PERT Method of Scheduling 11 1.8 Comparison of CPM and PERT 12
History may no longer be required Chapter 2. Project Control Systems Evolve in Academia 15 2.1 1960 1965: Logic Systems Gain Acceptance 15 2.2 1966 1970: The Fight between CPM and PERT 17 2.3 PDM 18 2.4 SPERT and GERT 19 2.5 RDM 20 Chapter 3. Project Control Systems Evolve in the Marketplace 25 3.1 Commercialization 1965 1970 25 3.2 Commercialization 1970 1980 26 3.3 Early Legal Recognition 26 3.4 The Advent of the Personal Computer 1980 1990 27 3.5 Maturity of Personal Computers 1990 2000 28 3.6 Emergence of Enterprise Systems 2000 2010 28 3.7 Projections for Scheduling Software 2010 2015 29
Combine & Simplify Chapter 2. Project Control Systems Evolve in Academia 15 2.3 PDM 18 2.4 SPERT and GERT 19 2.5 RDM 20 Chapter 12. PERT, SPERT, and GERT 191 12.1 PERT 192 12.2 SPERT 192 12.3 GERT 196 12.4 Computers Add Power 196 12.5 Summary 198 Chapter 13. RDM Networks Restore the Promise 199 13.1 Relationship Logic 199 13.2 Design of the Methodology for Calculation 205 13.3 Additional Attributes of RDM TJ, JLF, JLS, and JTF 13.4 The Backward Pass TJ, JLF, JLS, and JTF 207 13.5 Implementation by Primavera Pertmaster Risk Analysis 13.6 The Road Ahead for RDM 216 13.7 Summary 225
Generalize - Remove Primavera Chapter 4. Your New Tool Read Before Using 33 4.1 Primavera and Your Power Saw Useful But Dangerous Tools 34 4.2 How Does Primavera (or Other Scheduling Software) Work? 36 4.3 Input to Scheduling Software Products 36 4.4 The Logic of the Logic Network 37 4.5 Arrow Diagram 37 4.6 Logic Diagrams 40 4.7 Logical Loop 43 4.8 Non-Construction Examples 46 4.9 Summary 47
Rewrite Ch 5 for Pure Logic Chapter 5. Network Construction 49 5.1 Form and Format 49 5.2 Events 52 5.3 Problems with Multi-Sheet Networks 63 5.4 Form and Format for Networks in ADM 5.4 Form and Format for Networks in PERT 64 5.5 Form and Format for Networks in PDM 65 5.6 Form and Format for Networks in RDM 68 5.7 Summary 69 Chapter 6. The Durations of the Logic Network 71 6.1 Definition of an Activity 72 6.2 Setting a Minimum and Maximum Duration 73 6.3 Estimating versus Scheduling Durations 75 6.4. CPM versus PERT Durations 77 6.5 Lags in PDM and RDM Durations between Activities 78 6.6 Summary 79
Move John Doe back up front Chapter 20. Example Project: The John Doe Project 325 20.1 Acquiring Information to Initial Schedule 325 20.2 Choosing Appropriate Codes 330 20.3 Activity List 330 20.4 Could We Prepare a Bar Chart? 333 20.5 Network Logic in Freehand 20.5 Network Logic in ADM 334 20.6 Logic Changes Examples 342 20.7 Network Logic in PDM 344 20.8 Network Logic in RDM 348 20.9 Populating the Codes 350 20.10 Checking the Output 350 20.11 Calendar Dates 359 20.12 Summary 361
Add Some - Combine Some Chapter 7. Output of Calculations 81 7.1 Attributes of an Event 82 7.2 Attributes of an Activity 82 7.3 The Forward Pass TE, ES, and EF 83 7.4 The Backward Pass TL, LF, and LS 83 7.5 The Backward Pass TF, FF, and IF 83 7.5 The Backward Pass TJ, JLF, JLS, and JTF 7.6 Calculating the Attributes of an Event or Activity 85 7.7 The Forward Pass TE, ES, and EF 85 7.8 The Backward Pass TL, LF, and LS 86 7.8 The Backward Pass TJ, JLF, and JLS 7.9 The Backward Pass TF, FF, JTF, and IF 87 7.10 Summary 88
Some Additions Chapter 8. Cranking the Engine 89 8.1 Manual and Computer Solutions for PERT and ADM The Matrix Method 8.2 Manual and Computer Solution for PERT and ADM The Intuitive Method 8.3 Activity Start and Finish Times 101 8.4 Critical Activities 103 8.5 Total Float 104 8.6 Free Float 107 8.6 Just-in-Time Total Float 8.7 Independent Float 110 8.8 Time Scale Network 111 8.9 Computation Time 112 8.10 Writing Your Own CPM Software 113 8.11 Manual and Computer Solution for PDM with Durations between Activities 8.11 Manual and Computer Solution for RDM with Durations between Activities 8.12 Summary 118
Time to combine Ch 9-10-11 Chapter 9. Adding Complexity 119 9.1 Enhancements to the Basic System 119 9.2 Original versus Remaining Durations 120 9.3 Percent Complete 120 9.4 Defined Subtasks and Check-Off Updating 121 9.5 Calendar versus Work Period Conventions 123 9.6 Multiple Calendars 124 9.7 Multiple Starting and Ending Activities 127 9.8 Artificial Constraints to Dates 129 9.9 Artificial Constraints to Algorithms 132 9.10 Negative Float 132 9.11 Definition of Criticality 133 9.12 Continuous versus Interruptible Performance 138 9.13 Actual Start and Finish Dates 138 9.14 Retained Logic versus Progress Overrides 139 9.15 Events and Milestones 139 9.16 Hammocks and Summary Network Logic 141 9.17 Summary Activity Bars 142 9.18 User-Defined Code Fields 145 9.19 Adding Resources to Activities 145 9.20 Adding Costs and Cost Codes to Activities 146 9.21 Resource Driven Scheduling 148 9.22 Master Schedules Local versus System-Wide Updating 149 9.23 Activity Types 151 9.24 Hierarchical Codes 153 9.25 Summary 155 Chapter 10. PDM and Precedence Networks 157 10.1 Precedence Logic 158 10.2 Work Package Calculations 162 10.3 Computer Calculation 163 10.4 Project Example 166 10.5 Summary 169 Chapter 11. Respecting the Power of PDM 171 11.1 Durations between Activities: Percent Lead/Lag Relationships 11.2 Defining Overlapping Activities: Durations between Activities 11.3 Negative Durations between Activities 177 11.4 Remaining Durations between Activities 178 11.5 Impact of Percent Complete upon Durations between Activities 11.6 PDM and Hammocks 179 11.7 Continuous versus Interruptible Progress 183 11.8 Undefined Subtasks and Relationships to Other Activities 11.9 Multiple Calendars 185 11.10 Retained Logic versus Progress Override 186 11.11 Total Float Calculation 187 11.12 Erroneous Loop Errors 188 11.13 Summary 189
Do we want Ch 14? Chapter 14. Overview of Prevalent Software Products 227 14.1 Overview of Primavera Project Planner P3 228 14.2 Overview of SureTrak Project Planner 229 14.3 Overview of Primavera 231 14.4 Detailed Instruction for P6 235 14.5 P6 Web Browser Interface 241 14.6 P6 Reflection Change Maintenance Feature 242 14.7 P6 Multiple Float Paths 247 14.8 P6 Enterprise Functionality and Administration 250 14.9 Overview of Primavera Contractor and P6 Professional 251 14.10 Overview of Primavera Pertmaster aka Oracle Primavera Risk Analysis 252 14.11 Overview of Microsoft Project Professional 2007 256 14.12 Overview of Deltek Open Plan Enterprise Project Management Software 267 14.13 Summary of Overviews 272
Deuteronomy? Part 3 The Tools of CPM Planning and Scheduling Chapter 15. Measure Twice Cut Once 275 15.1 Preparing to Collect the Input 275 15.2 The Pure Logic Diagram 276 15.3 A Team Effort... on the Blackboard or Sketch Pad 276 15.4 Format for Ease of Data Collection versus for Ease of Data Entry to Chosen Software 276 15.5 Bar Chart: May Be Based upon Logic, but Is Not a Logic Network 277 15.6 Logic Restrained Bar Chart 278 15.7 Freehand 278 15.8 PERT, GERT, PDM, and RDM 278 15.9 Summary 283
Duplicate or Deeper? Chapter 16. Choosing Codes 285 16.1 Calendar 285 16.2 Deliverable and Responsible Entity: SHT1, SHT2, RESP, and SUBC 288 16.3 Key Resources: CRTY, CRSZ, MHRS, SUPV, and EQUIP 289 16.4 Overtime, Night Work, Special Supervision, and Inspection 289 16.5 Quantities and Rates of Productivity 290 16.6 Location, Location, Location 290 16.7 Budget Codes for Cost: Labor, Equipment, and Materials 291 16.8 A Word about Codes Tied to the Activity ID 292 16.9 A Word about Aliases 294 20.9 Populating the Codes for John Doe 350 16.10 Summary 296
Duplicate or Deeper? Chapter 17. Acquiring Information to Initial Schedule 297 17.1 The Activity Description a Gross Abbreviation 298 17.2 Activity ID, Activity Codes, and Logs 299 17.3 The Activity Further Defined by Resources Assigned 299 17.4 The Activity Further Defined by Predecessors and Successors 299 17.5 The Checklist of Subtasks 300 17.6 The Checklist of Sub-deliverables (Events) 300 17.7 Summary 300
Duplicate or Deeper? Chapter 18. Acquiring the Durations 301 18.1 Best Estimate with Utilization of Resources Envisioned 301 18.2 Compare with PERT Durations: Optimistic, Most Likely, Pessimistic 302 18.3 Schedule Durations versus Estimating Durations 302 18.4 Estimated Durations versus Calculated Durations 303 18.5 Do We Add Contingency Here? 303 18.6 Estimated Durations versus Expected Completion Dates: As Good as the Promise 18.7 Productivity 304 18.8 Durations and the Project Calendar or Calendars 304 18.9 Durations between Activities 307 18.10 Summary 309
Duplicate or Deeper? Chapter 19. Specifying Restraints 311 19.1 Mandatory and Discretionary Physical Restraints 311 19.2 Mandatory and Discretionary Resource Restraints 312 19.3 Mandatory and Discretionary Timing Constraints 313 19.4 The Misuse of Restraints and Constraints: Nailing the Bar Down Where It Belongs 314 19.5 The Need to Document the Basis of Each Restraint and Constraint 314 19.6 Choosing the Type of Relationship between Activities 314 19.7 The Case for Restricting Relationships to Traditional FS without Lag 315 19.8 The Need for Nontraditional Relationships 315 19.9 The Desire for Nontraditional Relationship and Resulting Misuse 317 19.10 Nontraditional Relationships Supported by Popular Software 318 19.11 Minimum Restrictions for Proper Usage of PDM 319 19.12 Review the Strengths of ADM: Expand the Definitions 319 19.13 Start of Each Activity Must Have Predecessor 319 19.14 Finish of Each Activity Must Have Successor 319 19.15 Real World Relationships between Activities 320 19.16 The Final Forward Pass 320 19.17 The Final Backward Pass 321 19.18 Choosing the Algorithm for the Initial Schedule 321 19.19 Summary 323
Something old and something new Part 4 The Practice of CPM Planning and Scheduling Chapter 21. Equipment and Workforce Planning 365 21.1 Workforce Leveling 365 21.2 Computerized Resources Planning 373 21.3 Resource Leveling and Smoothing 378 21.4 Limitations of Algorithms 379 21.5 Driving Resources 380 21.6 Resource Calendars 381 21.7 Practical Solutions 381 21.8 Summary of Resource Leveling 382 21.9 Turnaround Application 383 21.10 Examples of Resource Loading on John Doe Project 386 21.11 Resource Leveling Significance 388 21.12 Summary 391
Something old and something new Chapter 22. Procurement 393 22.1 Scheduling Materials Procurement 393 22.2 John Doe Example 400 22.3 Summary 405 Chapter 23. Preconstruction 407 23.1 Predesign Phase 409 23.2 Design 411 23.3 Summary 418 Ch NEW. Design Build - Tie to the Plan for Design
Third time around? Chapter 24. Evolution of the Project Schedule 419 24.1 Preliminary Schedule 419 24.2 Preconstruction Analysis 420 24.3 Contractor Preconstruction Analysis 420 24.4 Milestones 421 24.5 The John Doe Schedule 422 24.6 Resources 423 24.7 Fast Track 425 24.8 Responsibility 426 24.9 Schedule versus Calendar 427 24.10 Contingency 428 24.11 Schedule Manipulation 433 24.12 Working Schedule 435 24.13 Summary 437
Update or remove? Chapter 25. CPM and Cost Control 439 25.1 CPM Cost Estimate 439 25.2 Progress Payments 442 25.3 Cost Forecasting 446 25.4 Network Time Expediting 452 25.5 Minimum Cost Expediting 459 25.6 Summary 462
Do we want this in 8? Chapter 26. Enterprise Scheduling 463 26.1 Multi-project Scheduling 463 26.2 Multi-project Leveling 467 26.3 Summarization by Enterprise Organization 469 26.4 The Dashboard 472 26.5 Program and Portfolio Management 472 26.6 Enterprise Software 474 26.7 Summary 478
Here or combine? Part 5 The Practice of CPM Scheduling Chapter 27. Converting the Team Plan to the Calculated Schedule 481 27.1 Data Entry Made Easy 481 27.2 Check and Set Schedule Algorithm Options 484 27.3 First Run and Debugging the Logic 485 27.4 Loop Detection and Correction 485 27.5 Technical Review: The Primavera Diagnostic Report 487 27.6 Beyond the Primavera Diagnostic 490 27.7 First Review of Calculated Output: Reality Check 1 495 27.8 Detail Views of Output of Schedule Calculations 495 27.9 Timescaled Logic Diagram 502 27.10 Tailoring Initial Output to the Chosen Audiences 507 27.11 Whatever Owner Wants, Owner Gets 507 27.12 You Can t Always Get What You Want, But...You Get What You Need 508 27.13 Reports and Views for the Foreman Performing the Work 509 27.14 Reports and Views for the Contractor s Superintendent 511 27.15 Reports and Views for the Contractor s Upper Management 513 27.16 The Narrative Report for Each Audience 514 27.17 Summary 515
Good to go? Chapter 28. Engineer s Review of the Submitted Initial CPM 517 28.1 Legal Aspects of a Review 519 28.2 Reviewing the Plan 520 28.3 Technical Review 521 28.4 Reschedule and Review the Diagnostic Report 521 28.5 But Is the Logic Realistic? The Smell Test 524 28.6 Project Calendar or Calendars 525 28.7 Summary 525
Good to go? Chapter 29. Updating the Schedule 527 29.1 Why Update the Schedule? 528 29.2 Acquiring the Data for an Update 528 29.3 Distinguishing Updates from Revisions 531 29.4 Purpose of an Update 531 29.5 The Purpose of a Revision 531 29.6 Who Should Collect Data for an Update? 532 29.7 Who Should Prepare Data for a Revision? 532 29.8 Information Required for Schedule Control: AS, RD, AF 532 29.9 Determination of Actual Start and Actual Finish Dates 533 29.10 Determination of Remaining Duration of Activities: Repeat the Steps of the Master 533 29.11 Expected Completion and Renewing Promises 534 29.12 Automatic Updates 534 29.13 The Forgotten Step: Determination of Remaining Duration between Activities 535 29.14 Save and Rename: Naming Strategies 538 29.15 Reports and Views to Assist Acquiring Data for an Update 539 29.16 Electronic Tools to Assist Acquiring Data for an Update 540 29.17 Choosing the Correct Algorithm for Updates 540 29.18 Scheduling the Update: Interpreting the Results 541 29.19 Technical Review: The Primavera Diagnostic Report 541 29.20 What to Look for When Reviewing the Update 542 29.21 Tailoring Update Output to the Chosen Audiences 543 29.22 The Narrative Report for Each Audience 545 29.23 Summary 546
Good to go? Chapter 30. Engineer s Review of the Submitted Update 547 30.1 Is This an Update or a Revision? 547 30.2 The Technical Review 548 30.3 The Critical Path 548 30.4 What to Accept and What to Reject 549 30.5 Summary 550
Good to go? Chapter 31. Revising the Logic Network 551 31.1 What If versus Committed Changes 551 31.2 Changes: Approved, Constructive, and at Contractor s Cost 553 31.3 Revised Baseline 554 31.4 Update Then Revise 555 31.5 Summary 555 Chapter 32. Engineer s Review of the Submitted Revision 557 32.1 Minor Revision 557 32.2 Major Revision 558 32.3 Recovery Schedule
Update or remove? Chapter 33. Case Histories 561 33.1 Chicago Courthouse 561 33.2 Times Tower 562 33.3 Airport Construction 562 33.4 High-Rise Construction 563 33.5 NASA 565 33.6 Housing 565 33.7 Manufacturing Facilities 566 33.8 SEPTA Rail Works 566 33.9 New Jersey Turnpike Authority 1990 1995 Widening Program 568 33.10 JFK Redevelopment 569 33.11 Toronto Transit s Let s Move Program 572 33.12 Phoenixville-Mont Claire Bridge 575 33.13 Graduate Hospital Diagnostic Building 578 33.14 Interstate 76, 202, and 422 Interchange 580 33.15 Port Authority of New York and New Jersey 582 33.16 Maricopa County Jail Design and Construction Program 582 33.17 Summary 583
Good to go with minor tweaks? Part 6 Advanced Topics Chapter 34. Specifying CPM 587 34.1 Attorney s Viewpoint to Writing a CPM Specification 587 34.2 Pure Logic Drawing 588 34.3 Content of the Logic Network 589 34.4 Updates and Revisions 591 34.5 Standard References 592 34.6 Sample CPM Specification 595 34.7 Summary 595
Update or remove? Chapter 35. CPM in Claims and Litigation 597 35.1 Introduction 597 35.2 Evidentiary Use of CPM 599
Chapter 36. Delay Analysis 607 36.1 Delay versus Disruption 607 36.2 Responsibility / Types / Force Majeure 608 36.3 As-Planned Logic Network 610 36.4 As-Should-Have-Been CPM Network 612 36.5 As-Planned Schedule 613 36.6 As-Built Schedule 614 36.7 As-Built Logic Network 615 36.8 Causative Factors 616 36.9 As-Impacted Logic Network 618 36.10 As-Impacted Schedule 618 36.11 Time Impact Evaluations 619 36.12 Zeroing to a Collapsed As-Impacted Logic Network 620 36.13 Zeroing Out to an As-Should-Have-Been CPM 621 36.14 Limitations of the TIE Methodology 622 36.15 TIE Example of John Doe Project 623 36.16 Windows Analysis 629 36.17 Zeroing Out within the Windows Analysis 631 36.18 Windows Example of John Doe Project 631 36.19 Summary 632 Minor Update
Major Update (add Measured Mile, etc.) Chapter 37. Disruption Analyses 633 37.1 Traditional Methodologies 633 37.2 CPM Out-of-Sequence Methodology 634 37.3 Adoption by the Industry 636 37.4 Summary 637
Major Update Chapter 38. Other Claim Methods 639 38.1 Frye versus Daubert 640 38.2 AACEi RP-29 642 38.3 Comparison of 3 Methods for John Doe Project 650 38.4 Evolve or Die 653 36.5 The 50 Ways 654 38.6 Summary of Other Delay Claim Methodologies 655 Chapter 39. Conclusion 657 Appendix A. Sample CPM Specification as a Guideline for Preparing Your Own.. Appendix B. Unified Facilities Guide Specification 675 Appendix C. Navigating the CD-ROM 699 Glossary Index 703 CD-ROM - PDFs of Illustrations - Legacy Chapters - Software -???
Questions? Fredric L. Plotnick, Ph.D., Esq., P.E. http://www.cpminconstructionmanagement.com/ fplotnick@fplotnick.com 215-885-3733