Project Scheduling and Management for Construction 4th edition by David Pierce – Ebook PDF Instant Download/Delivery: 1118367804, 978-1118367803
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Product details:
ISBN 10: 1118367804
ISBN 13: 978-1118367803
Author: David Pierce
First published in 1988 by RS Means, the new edition of Project Scheduling and Management for Construction has been substantially revised for students enrolled in construction management and civil engineering programs. While retaining its emphasis on developing practical, professional-level scheduling skills, the new edition is a relatable, real-world case study that can be used over the course of a semester. The book also includes classroom elements like exercises, quizzes, skill-building exercises, as well as an instructor’s manual including two additional new cases.
Project Scheduling and Management for Construction 4th Table of contents:
Introduction
1 Project Management Fundamentals
What Is Management in General?
What Is Project Management?
Setting Goals
Creating a Project Management System
Managing the Project
Why Use Project Management?
The Benefits
Better Organization
A Good Basis for Coordination
Management by Exception
Better Decision Making
Variables That Affect the Project
Personnel
Cost and Organizational Concerns
The Project Control Cycle
Step 1: Set Initial Goals
Step 2: Establish Job Plans
Step 3: Monitor Progress
Step 4: Process Information
Step 5: Compare and Analyze
Step 6: Take Corrective Action
Step 7: Collect Historical Data
Introduction to CPM Scheduling
The Critical Path Method
Learning CPM Techniques
Introduction to the Sample Building Project
Summary
Review Questions
2 Preplanning Investigation
Identifying Key Personnel
Providing Data to the Project Team
Contract Document Review
Estimate Review/Estimator Meeting
Special Conditions and Features
Initial Project Team Meeting
Preplanning with Other Parties
Subcontractors
Suppliers
Owners and Their Representatives
Public and Government Agencies
Unions and Labor Suppliers
Assigning Responsibility
Coordination on the Job Site
Summary
Review Questions
3 Planning the Project
Breaking the Job Down into Activities
Activity Types
General Activity Types
Specific Activity Types
System for Description
Separating Actions
Separating the Work Items
Separating Areas
The Concept of Level of Detail
The General Phase List
The Specific Physical Element List
The Detailed Task List
Tips on Activity List Development
Establishing the Sequence of Work
Diagramming Systems
Diagramming Formats
Key Questions to Ask When Establishing Logic
Priority of Relationships
Complex Relationships between Activities
Step‐by‐Step Development of the Overall Logic Diagram
Summary
Practice Logic Problems
4 Scheduling the Project
Estimating Durations
Assume Each Activity Will Be Done Normally
Evaluate Each Activity Independently
Use Consistent Time Units
Keep Records as the Schedule Is Developed
Actual Calculation of Activity Durations
Labor‐Hour Productivity Method
Daily Production Rate Method
Adjustment of Calculated Times
Calculating Overall Job Duration
Goals of the Project Calculation Procedure
Definitions
The Actual Calculation Procedure
Advanced Calculations
Calendars
Basic Calendars
Summary
Practice Problems
5 Publishing the Schedule
Checking the Final Schedule
Contract Compliance
Does the Schedule Make Sense Overall?
Technical Details in the Schedule
Key Questions to Ask
Tasks That Must Be Performed in Order to Provide the Right Information
Types of Coding Schemes
Coding by Work Breakdown Structure
Coding by Project Phases
Coding by Project Level or Area
Coding by Trade
Coding by Contractor or Subcontractor
Other Coding Possibilities
Ways to Arrange the Information
Sample Reports: Office Building
Overall Bar Chart
Schedule for a Single Phase
Schedule for a Single Sub
Schedule for Two Subs
By Time Window
Summary
Review Questions
6 Monitoring and Controlling the Project
The Monitoring Process
The Key Element of Communication
Monitoring Progress
Steps in Updating
How Often to Update?
Updating the Individual Activities
Problems with the Various Updating Methods
How and Where to Find Information about Activity Progress
Comparing Progress to Goals
Setting the Baseline Schedule
Displaying the Results
Preventing Information Overload
What to Look for in Project Reports
How to Find Out Why the Job Is Behind
Taking Corrective Action
The Necessity for Follow‐Up
Update Problem Example
Summary
Review Questions
7 Resource Management
How to Manage Resources
The Resource Management Process
Development of the Resource Profile
Step 1: Calculation of Required Resources
Step 2: Distribution of Resources across Activities
Step 3: Summarize Resource Expenditure by Time Period
Step 4: Plot the Resulting Profile
Adjusting the Schedule to Improve the Resource Curve
Practical Aspects of Resource Management
Other Applications: Earned Value
Key Terms and Concepts
Basic Cost Definitions
Basic Performance Definitions
Setting Up an Earned Value System
Earned Value Example
Other Applications: Cost‐Loaded Schedules
Summary
Review Questions
8 Procurement Scheduling
The Source of the Problem
Basic Procurement Procedures
Key Elements in Successful Procurement
Record Keeping and Tracking
Making a List of Submittal Items
Keeping a Log of Submittal Data Approvals
Coordinating Submittals with the Construction Schedule
Issues with Scheduling Procurement Activities
Reporting
Follow Up on the Information
Summary
Review Questions
9 Line of Balance Scheduling
When to Use Line of Balance Scheduling
General Technique
Step 1: Break the Work Down into Activities or Tasks
Step 2: Calculate Overall Duration for Each Activity
Step 3: Plot All Activities on a Single Chart
Step 4: Examine the Resulting Plot, and Adjust Rates of Progress
Example Problem
Step 1: Break the Work Down Into Activities
Step 2: Calculate Overall Duration for Each Activity
Notes about This Process
Step 3: Plot All Activities on a Single Chart
Step 4: Examine the Resulting Plot and Adjust Rates of Progress
Updating a Line of Balance Schedule
Week 1
Week 2
Week 3
Week 4
Week 5
Review Questions
Practice Problems
10 Project Cost Control
Project Cost Coding Systems
Elements of a Project Coding System
Detail in a Cost Code System
Other Points about Cost Codes
Specific Tasks in Project Cost Control
Estimate the Job
Recast Estimate into Budget
Record Data on Actual Work
Process Data
Compare and Analyze the Results
Take Action to Correct Overruns
Other Cost Control Issues
Equipment Cost Records and Reports
Collect Historical Data
APPENDICES
Appendix A: Vehicle Maintenance Facility Drawings
Appendix B: Vehicle Maintenance Facility: Activities, Logic, Codes, and Cost Data
Appendix C: Notes on Schedule Sequencing
Index
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Tags: David Pierce, Project Scheduling, Management for Construction