Faster Construction Projects with CPM Scheduling / Edition 1 available in Hardcover, eBook
Faster Construction Projects with CPM Scheduling / Edition 1
- ISBN-10:
- 0071486607
- ISBN-13:
- 9780071486606
- Pub. Date:
- 03/15/2007
- Publisher:
- McGraw Hill LLC
- ISBN-10:
- 0071486607
- ISBN-13:
- 9780071486606
- Pub. Date:
- 03/15/2007
- Publisher:
- McGraw Hill LLC
Faster Construction Projects with CPM Scheduling / Edition 1
Buy New
$126.00Buy Used
$73.71-
-
SHIP THIS ITEM
Temporarily Out of Stock Online
Please check back later for updated availability.
-
Overview
This resource offers new, innovative methods for developing andmaintaining construction project schedules that will save timeand money. These methods are specially formulated to workseamlessly within Critical Path Movement (CPM), the standardconstruction project management process.
Product Details
ISBN-13: | 9780071486606 |
---|---|
Publisher: | McGraw Hill LLC |
Publication date: | 03/15/2007 |
Edition description: | New Edition |
Pages: | 456 |
Product dimensions: | 7.50(w) x 9.30(h) x 1.17(d) |
About the Author
Mr. Woolf has more than 30 years of project management, project controls, training, consulting, and expert witness experience. He spent the bulk of his career providing project management and project controls services on over 125 projects worldwide, with combined value estimated at around $28 billion.
Mr. Woolf is a frequent lecturer and writer on Scheduling Practice topics, and is the inventor of numerous Scheduling Practice innovations, including Momentum Management and Dilemma Forecasting. He is a member and a vice president of the PMI College of Scheduling (CoS), and the first Managing Director of the Scheduling Excellence Initiative (a CoS endeavor to write best practice and guidelines for the Scheduling Practice).
Table of Contents
Foreword xv
Preface xxvii
Acknowledgments xxx
Introduction xxxiii
Keeping Your Eye on the Donut 1
The Allure of the Project Schedule 3
The Success of a Project Schedule Depends on Many Factors 3
Schedule Timing 3
Schedule Content 4
Schedule Format 4
User Resistance 4
Upper Management Support 4
Schedule Developer Expertise 5
Schedule User Training 5
Tie-In to Other Project Controls 6
The Automated Project Schedule Offers These Strengths 7
It Is a Picture 7
It Facilitates Group Consensus 7
It Creates Powerful Perceptions 8
It Seamlessly Transitions from Plan to Schedule 8
It Gives Direction 9
It Supports Resource Optimization 9
It Provides Irrefutable Evidence 10
It Is a Dynamic Model of Reality 10
Understanding the Scheduling Theater 11
The Stage: The Environment in Which Construction Takes Place 11
Each Project Is Unique 12
Each CommunityIs Unique 13
A Project Is a Dynamic Organism 13
Project Management as an Environmental Variable 15
Scheduling Software 17
The Actors and Audience: Understanding Their Roles and Characters 21
Those Who Do the Physical Work 21
Those Who Supervise the Physical Work 21
The Project Manager 22
Those Who Support the Project Manager 24
Those Who Oversee the Project Manager 24
All Other Project Stakeholders 24
Those Who Supply the Project 25
The Script: The Project Schedule's Many Uses 25
As a Planning Tool 25
As a Coordination Tool 25
As a Communication Tool 26
As a Work Organization Tool 28
As a Resource Management Tool 28
As a Performance Measurement Tool 28
As a Forecasting Tool 28
As a Reporting Tool 28
As a Contract Administration Tool 28
As a Cost Control Tool 29
As a Marketing Tool 30
As a Financial Planning Tool 31
As a Record-Keeping Tool 31
As a Dispute Resolution Tool 32
Why Our Schedules Disappoint Our Customers 33
The Terminology Quagmire 33
Distinguishing Between Internal and External Work Products 33
Distinguishing Between Different External Work Products 34
This Is My Brother Darryl, and This Is My Other Brother Darryl 34
We Are Also Confusing Ourselves 35
Consistently Inconsistent Definitions 36
The Scheduling Method/Model Notion 36
Not Serving Our Customer 51
Outdated Products and Services 52
Is the Project Schedule Intelligently Designed? 52
Is the Project Schedule Thoughtfully Developed? 52
Is the Project Schedule Skillfully Used? 53
Is the Project Schedule Attentively Maintained? 53
The Changing Style of Project Management 55
Project Management Paradigm Shift 56
The Newtonian Model 56
The New Sciences and What They Teach Management 58
Characteristics of Project Management Paradigm Shift 65
Implications for Modified Scheduling Methods 68
Management Philosophy Beliefs 69
Management Philosophy Behaviors 74
Management Philosophy Merits 78
Creating a Penchant for Change 83
The New Scheduling Practice Paradigm: Specializations, Positions, Deliverables, and Roles 85
Describing the Quagmire 85
Explaining the Urgency of the Matter 86
This Book is an Odd Place to Make Such a Proposal 88
Babbling Advisors Are Rarely Effective 89
The Scheduling Practice Lacks Cohesiveness and the Synergy Such Would Spawn 89
We Can't Fix What We Don't Acknowledge 90
Scheduling is Not a Profession 91
Current Terminology Broken Beyond Repair 92
What Is Planning? 92
Historical Inconsistencies in the Use of the Word Planning 93
Distinguishing between the Venerable and Current Definitions 95
Can the Venerable and Current Models Be Reconciled? 98
What Is Scheduling? 100
The Scope of Scheduling 100
The Manner of Scheduling 100
The Other Two Enigmas 105
Defining the Scheduling Practice 106
Why "Scheduling Practice"? 107
The Three Specialties of the Scheduling Practice 107
Definable Positions and Deliverables 113
The Nine Roles of Scheduling Practitioners 116
Why a Fresh Definition of the Scheduling Practice Makes Good Sense 118
Introduction to Dilemma Control 121
Risk Management and Its Distinguishing Characteristics 121
Risk Management's Traditional Processes 121
Risk Management's Distinguishing Characteristics 122
Dilemma Control, a New Project Management Methodology 127
Comparison of Risk Management and Dilemma Control 127
Brief Description of Dilemma Control 130
Benefits of Dilemma Controls 131
Introduction to Momentology 133
Brief History of Momentology 134
Notes on Scheduling Deficiencies 135
Conclusions About How to Improve Schedule Management 136
Overview of Momentum Theory 137
Duration-Day: The Numerator 137
Workdays: The Denominator 138
Performance Intensity: The Elusive Miles-Per-Hour 138
Momentum: Purposeful Performance Intensity 140
Overview of Momentum Science 140
An Interesting Story 141
Other Improvements Under the Name of Momentum 142
Three Major Innovations 143
Momentum Science, a New Set of Performance Measures 145
Momentum Science Big Picture 145
Performance Diagnostics 146
Schedule Achievement Potential 147
Schedule Credibility 149
Overview of Applied Momentum 150
Instant Compatibility 151
Momentum Control 151
Momentum Analytics 151
Management by Momentum 153
Administrative Activities 153
The New Look of CPM 154
Applied Momentum and Traditional Project Management 154
Final Thoughts on Momentology 157
Recap of New Concepts and Terminology 159
Before We Go Any Further 159
The New Scheduling Practice Paradigm 159
Dilemma Control 159
Momentology 159
Momentum Theory 161
Momentum Science 161
Applied Momentum 161
Scheduling Practice and Faster Projects 163
Commitment Planning 163
Authorization Planning 163
Execution Planning 168
Execution Plans Involve a Two-Step Process 168
The Execution Planning Heavily Influences the Execution Scheduling 169
The Consensus Plan and Resource Planning 170
Execution Scheduling 171
Performance Control 171
Preserving Project Schedule Integrity 173
Anatomy of a Schedule 175
Anatomy of an Activity 175
CPM Is a Mathematical Simulation Model 175
Elements of an Activity 175
ADM Symbolism 176
PDM Symbolism 176
Anatomy of a Relationship 177
Negative Finish-to-Start Tie 178
Time Gaps and Work Segments 182
Administrative Actions 183
The ADM-PDM Battleground 187
From the PDM Camp 187
From the ADM Camp 191
Guilty by Association 192
Working at Cross-Purposes 193
Harmful Scheduling Practices 194
Total-Float: The Only Statement of Criticality 194
Relationship-Durations and Activity-Durations Equally Important 195
Ignoring Nearby Smoke 196
Incomplete Logic 196
Competing Project Controls 196
The Benefits and Limitations of Earned Value Management System (EVMS) 197
Advantages of Earned Value 197
Limitations of Earned Value 198
How Earned Value Weakens a Schedule as a Momentum-Management Tool 201
The Benefits and Limitations of Critical Chain Project Management (CCPM) 202
What's Right About CCPM 203
What's Wrong About CCPM 204
How CCPM Weakens a Schedule as a Time-Management Tool 208
Flawed Definitions 210
Two Important Trends in Scheduling Practice 211
Critiquing Existing Definitions 218
Arcane Term Meaning Clarifications 221
Execution Scheduling and Performance Control 231
Concerning Schedule Design 233
Purpose and Overall Process of Schedule Design 233
Purpose of Schedule Design 233
Process of Schedule Design 234
Schedule Design Summit 235
Purpose of Summit 236
Who Should Attend 236
Summit Proceedings 236
Special Considerations 245
Understanding Project Priorities and Emphasis 245
Project Management Styles and Level-of-Detail 249
Schedule Granularity 254
Schedule Performance Specifications 255
Concerning Schedule Development 257
Work Breakdown Structure 257
Logic Development Session 260
Contributors 260
General Orientation 262
Content Checklist 263
Defining the Subnets 263
Construction Approach Decisions 264
Pounding Out the Logic 264
Assigning Activity-Durations 264
Adding Activity Relationships 265
Manual Forward Pass 270
Scheduling All Subnets 270
Putting It All Together 270
Logical Critical-Path 272
Assorted Other Hints 273
Schedule Components 275
Elemental Components of the Execution Schedule 275
Contract Length 275
Near-Critical Activities 277
Activity Numbering 277
Activity-Description 278
Activity-Codes 279
Manpower-Loading 279
Resource-Leveling 280
Cost-Loading 281
Powerful Software Settings 282
Retained-Logic vs. Progress-Override 283
Continuous vs. Elapsed Durations 285
Continuous vs. Interruptible Durations 286
Automated Schedule-Calendars 288
Concept of the Workday 288
Multiple Calendars 290
Workdays vs. Calendar Days 292
Holidays 292
Weather 293
Which Activities Are Affected? 293
Where Do You Place the Weather Contingency? 294
Weather Contingency in the Calendar, Not in Durations 295
Priority-Emphasis Alignment 296
When Project Length (Time) is Emphatic 296
When Manner of Performance Is Emphatic 297
When Project Cost Is Emphatic 297
Date-Constraints 298
Start Constraints 298
Finish Constraints 298
Mandatory Constraints 299
Late Constraint 299
Avoid Excessive Date-Constraint Use 300
All About Float 300
Zero-Total-Float 300
Zero-Free-Float 303
Defining Total-Float in PDM 303
Free-Float 304
Total-Float 307
Performance Recording 315
Performance Recording Issues 315
Recording Frequency 315
Who Should Participate 317
Remaining-Duration vs. Percent-Complete 319
Performance Recording and Relationship-Durations 320
Backups 320
Schedule Revisions 321
What Is a Revision? 321
What Precipitates a Revision? 321
Keep Detailed Records 322
Keep the Owner in the Loop 322
Schedule Performance Analysis 322
Performance Control 325
Performance Control, the Ultimate Objective 325
Using the Project Schedule to Understand 326
Using the Schedule to Measure Progress 327
Using the Project Schedule to Analyze Reality 330
Using the Schedule to Optimize the Future 338
Using the Schedule to Communicate 339
Using the Project Schedule to Inform 339
Using the Project Schedule to Coordinate 343
Using the Project Schedule to Direct 345
Using the Project Schedule to Control 345
The Element of Surprise 346
Delay is a Delta 347
Identifying the Sources of Divergence 347
Where Improvement Opportunities Reside 347
Epilogue 353
Creating Schedules They'll Actually Want to Use! 357
Top Ten Techniques for Sabotaging Your Scheduling Efforts 357
Disconnect the Project Schedule from All Other Project Management Support Functions 357
Don't Safeguard Duration Purity 358
Employ Poor Reporting Techniques 358
Fail to Adhere to Sound Performance Recording Practices 359
Mismanage Relationships 359
Choose Inappropriate Scheduling Software Settings 359
Ignore the Theory of Aligned Emphasis 359
Ignore Project Momentum 359
Force the Schedule to Satisfy Too Many Different Uses/Objectives 359
Entirely Omit, or Inadequately Perform, Schedule Design 360
Chapter-by-Chapter Summary of the Book's Essential Comments 360
Keeping Your Eye on the Donut 360
Creating a Penchant for Change 363
Preserving Project Schedule Integrity 366
Execution Scheduling and Performance Control 368
Glossary 371
Index 401