Faster Construction Projects with CPM Scheduling

by Woolf, Murray

Edition: 1st

ISBN13: 9780071486606

ISBN10: 0071486607

Format: Hardcover

Pub. Date: 2007-04-10

Publisher(s): McGraw-Hill Education

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Summary

Market: construction project managers, contractors, and building inspectorsCompanion website offers downloadable forms and checklists

Author Biography

Murray B.Woolf, P.M.P. has almost three decades’experience in project management, project controls, training, andconsulting. He is currently a senior executive consultant with LongInternational.

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