Cover
Preface
Preface to the First Edition
Chapter 1: Introduction
1. PLANNING AND SCHEDULING
2. PROJECT CONTROL
3. WHY SCHEDULE PROJECTS?
4. THE SCHEDULER
5. SCHEDULING AND PROJECT MANAGEMENT
6. CHAPTER 1 EXERCISES
7. NOTES
Chapter 2: Bar (Gantt) Charts
1. DEFINITION AND INTRODUCTION
2. ADVANTAGES OF BAR CHARTS
3. DISADVANTAGES OF BAR CHARTS
4. CHAPTER 2 EXERCISES
Chapter 3: Basic Networks
1. DEFINITION AND INTRODUCTION
2. ARROW NETWORKS
3. NODE NETWORKS
4. COMPARISON OF ARROW AND NODE NETWORKS
5. NETWORKS VERSUS BAR CHARTS
6. TIME‐SCALED LOGIC DIAGRAMS
7. CHAPTER 3 EXERCISES
Chapter 4: The Critical Path Method (CPM)
1. INTRODUCTION
2. STEPS REQUIRED TO SCHEDULE A PROJECT
3. BEGINNING‐OF‐DAY OR END‐OF‐DAY CONVENTION
4. THE CPM EXPLAINED THROUGH EXAMPLES
5. LOGIC AND CONSTRAINTS
6. CHAPTER 4 EXERCISES
Chapter 5: Precedence Networks
1. DEFINITION AND INTRODUCTION
2. THE FOUR TYPES OF RELATIONSHIPS
3. CPM CALCULATIONS FOR PRECEDENCE DIAGRAMS
4. INTERRUPTIBLE ACTIVITIES
5. MULTISTAGE ACTIVITIES
6. TYPES OF LAGS
7. FINAL DISCUSSION
8. CHAPTER 5 EXERCISES
Chapter 6: Resource Allocation and Resource Leveling
1. INTRODUCTION
2. THE THREE CATEGORIES OF RESOURCES
3. WHAT IS RESOURCE ALLOCATION?
4. RESOURCE LEVELING
5. MATERIALS MANAGEMENT
6. CHAPTER 6 EXERCISES
Chapter 7: Schedule Updating and Project Control
1. INTRODUCTION
2. THE NEED FOR SCHEDULE UPDATING
3. PROJECT CONTROL DEFINED
4. SCHEDULE UPDATING
5. PROJECT CONTROL
6. CHAPTER 7 EXERCISES
Chapter 8: Schedule Compression and Time‐Cost Trade‐Off
1. INTRODUCTION
2. HOW IMPORTANT IS IT TO FINISH ON SCHEDULE?
3. SETTING PRIORITIES
4. ACCELERATING A PROJECT
5. CONSTRUCTION AND MODULARIZATION
6. DIRECT AND INDIRECT COSTS
7. RECOVERY SCHEDULES
8. ACCELERATING PROJECTS USING COMPUTERS
9. POTENTIAL ISSUES WITH UNCOORDINATED PROJECT ACCELERATION
10. CHAPTER 8 EXERCISES
Chapter 9: Reports and Presentations
1. INTRODUCTION
2. THE DIFFERENCE BETWEEN REPORTS AND PRESENTATIONS
3. SKILLS NECESSARY FOR GIVING GOOD PRESENTATIONS
4. THE POWER OF PRESENTATIONS
5. REVIEWING REPORTS BEFORE AND AFTER PRINTING
6. GENERAL TIPS ON PRINTING REPORTS
7. SUMMARY REPORTS
8. PAPER OR ELECTRONIC REPORTS?
9. COMMUNICATIONS IN THE INTERNATIONAL ENVIRONMENT
10. CHAPTER 9 EXERCISES
Chapter 10: Scheduling as Part of the Project Management Effort
1. INTRODUCTION
2. PROJECT OBJECTIVES
3. DEFINING AND MEASURING PROJECT SUCCESS
4. SCHEDULING AND ESTIMATING
5. ESTIMATING AND ACCOUNTING
6. SCHEDULING AND ACCOUNTING
7. SCHEDULING AND CHANGE ORDERS
8. PAPERLESS PROJECT MANAGEMENT
9. PROCUREMENT MANAGEMENT
10. MANAGEMENT OF SUBMITTALS
11. THE MASTER SCHEDULE AND SUBSCHEDULES
12. MULTIPROJECT MANAGEMENT
13. TIME CONTINGENCY AND MANAGEMENT OPTIONS
14. CHAPTER 10 EXERCISES
Chapter 11: Other Scheduling Methods
1. INTRODUCTION
2. PROGRAM EVALUATION AND REVIEW TECHNIQUE (PERT)
3. GRAPHICAL EVALUATION AND REVIEW TECHNIQUE (GERT)
4. LINEAR SCHEDULING METHOD (LSM)
5. LSM AND PROJECT SCHEDULE ACCELERATION
6. CHAPTER 11 EXERCISES
Chapter 12: Dynamic Minimum Lag Relationship
1. INTRODUCTION
2. SIMILARITY BETWEEN THE DML CONCEPT AND THE LINEAR SCHEDULING METHOD (LSM)
3. HOW DOES DML WORK?
4. DML RELATIONSHIP IN CPM CALCULATIONS
5. CONCLUSION
6. CHAPTER 12 EXERCISES
Chapter 13: The Critical Path Definition: Revisited
1. INTRODUCTION
2. WHAT IS THE “LONGEST PATH”?
3. THE CRITICAL PATH THROUGH EXAMPLES
4. RESOURCE ALLOCATION AND RESOURCE LEVELING
5. THE AACE RECOMMENDED PRACTICES NO. 49R‐06 AND 92R‐17
6. PROPOSED DEFINITION OF THE CRITICAL PATH
7. CHANGES IN THE CRITICAL PATH
Chapter 14: Construction Delays and Other Claims
1. INTRODUCTION
2. DELAY CLAIMS
3. REASONS FOR CLAIMS
4. FORCE MAJEURE
5. TYPES OF DELAYS
6. SCHEDULING MISTAKES RELATED TO DELAY CLAIMS
7. PROJECT DOCUMENTATION
8. DELAY CLAIMS RESOLUTION
9. THE IMPORTANCE OF CPM SCHEDULES IN DELAY CLAIMS
10. METHODS OF SCHEDULE ANALYSIS
11. CHAPTER 14 EXERCISES
Chapter 15: Schedule Risk Management
1. INTRODUCTION
2. TYPES OF RISK IN CONSTRUCTION PROJECTS
3. SCHEDULE RISK TYPES
4. DEFINITION OF RISK TERMS
5. IMPORTANCE OF GOOD PLANNING FOR RISK MANAGEMENT
6. IMPORTANCE OF GOOD CPM SCHEDULING PRACTICES FOR RISK ASSESSMENT
7. RISK SHIFTING IN CONTRACTS
8. SCHEDULE RISK MANAGEMENT STEPS
9. EXPECTED VALUE
10. APPLICATION IN SCHEDULING
11. EXAMPLES OF RISK ADJUSTMENT
12. CONCLUSION
13. CHAPTER 15 EXERCISES
Chapter 16: BIM‐Based 4D Modeling and Scheduling
1. OVERVIEW OF BUILDING INFORMATION MODELING (BIM)
2. CASE STUDY
3. CHAPTER 16 EXERCISES
Chapter 17: Project Scheduling for Owners
1. INTRODUCTION
2. PROJECT INITIATION PROCESS
3. PROJECT FINANCING
4. REQUIRING AND APPROVING A SCHEDULE
5. CHAPTER 17 EXERCISES
Appendix A: Computer Project
1. GENERAL GUIDELINES
2. COST LOADING
3. UPDATING THE PROJECT
4. CHANGE ORDER
5. RESOURCE LEVELING
6. SCHEDULE COMPRESSION 1
7. SCHEDULE COMPRESSION 2
8. DELAY CLAIM 1: UNFORESEEN CONDITIONS
9. DELAY CLAIM 2: CHANGE IN THE OWNER'S REQUIREMENTS
Appendix B: Sample Reports
1. TABULAR REPORTS
2. GRAPHIC REPORTS
Abbreviations
Glossary
Bibliography
1. PLANNING, SCHEDULING, AND PROJECT CONTROL
2. PROJECT MANAGEMENT/CONSTRUCTION MANAGEMENT
3. CONSTRUCTION SCHEDULING LAW
4. OTHER
Index
End User License Agreement

List of Tables

Chapter 10
1. Table 10.1 Project Success Measuring Model
2. Table 10.2a Cost grading table
3. Table 10.2b Schedule grading table
4. Table 10.3 Project Success Grading Tiers
Chapter 11
1. Table 11.1 Z Table: Cumulative Probability of the Standard Normal Distributio...
Chapter 16
1. Table 16.1 Some BIM Tools to Develop 4D Models
Appendix B
1. Table B.1 Tampa Office Building—Update as of 31‐Aug‐2010
2. Table B.2 Apex Project—List of Activities (an asterisk indicates a constraint...
3. Table B.3 List of Activities with Predecessors and Successors
4. Table B.4 Earned Value Report
5. Table B.5 Apex Project—Resource Control—Summary by Resource

List of Illustrations

Chapter 1
1. Figure 1.1 Programs, portfolios, and projects.
2. Figure 1.2 Planning and scheduling.
3. Figure 1.3 The Tripod of the Scheduling System
Chapter 2
1. Figure 2.1 Bar chart for placing a simple slab on a grade.
2. Figure 2.2 Alternative bar chart for placing a simple slab on a grade placed...
3. Figure 2.3 Bar chart for placing a simple slab on a grade, with activities “...
4. Figure 2.4 Bar chart—loaded with man‐hours—for construction of a two‐story b...
5. Figure 2.5 Bar chart—loaded with the budget—for construction of a two‐story ...
6. Figure 2.6 Bar chart for replacement of an old roof, showing a comparison be...
7. Figure 2.7 Bar chart representing the summary activities for constructing a ...
Chapter 3
1. Figure 3.1 Solution for Example 3.1: a simple arrow network.
2. Figure 3.2a Improper solution for Example 3.2.
3. Figure 3.2b Proper solution for Example 3.2.
4. Figure 3.2c Other proper solutions for Example 3.2.
5. Figure 3.3 (a) Improper solution, (b) another improper solution, and (c) pro...
6. Figure 3.4 Solution for Example 3.4.
7. Figure 3.5 Solution for Example 3.5.
8. Figure 3.6 Solution for Example 3.6.
9. Figure 3.7 Solution for Example 3.7.
10. Figure 3.8 Redundant versus needed dummy activities.
11. Figure 3.9 Solution for Example 3.1 as a node network.
12. Figure 3.10 Solution for Example 3.2 as a node network.
13. Figure 3.11 Solution for Example 3.3 as a node network.
14. Figure 3.12 Solution for Example 3.4 as a node network.
15. Figure 3.13 Solution for Example 3.5 as a node network.
16. Figure 3.14 Solution for Example 3.6 as a node network.
17. Figure 3.15 Solution for Example 3.7 as a node network.
18. Figure 3.16 (a) A lag in a node network; (b) a lag in an arrow network.
19. Figure 3.17 Nodes and milestones in node networks.
20. Figure 3.18 Node connection in node networks.
21. Figure 3.19 Node order in node networks.
22. Figure 3.20 Relationship lines in node networks.
23. Figure 3.21 Intersecting relationship lines in node networks.
24. Figure 3.22 Converging the start and finish of node networks.
25. Figure 3.23 Time‐scaled logic diagram or bar chart with logic links.
Chapter 4
1. Figure 4.1 Bar chart for introductory hunting trip example,
2. Figure 4.2 Sample work breakdown structure (WBS). This breakdown shows compl...
3. Figure 4.3 Level of confidence forces the breakdown of one activity while an...
4. Figure 4.4 Level of confidence relationship with activities' breakdown le...
5. Figure 4.5 Common scheduling errors: (a) redundant relationship; (b) logic l...
6. Figure 4.6 Completed logic network: (a) forward pass; (b) forward and backwa...
7. Figure 4.7 Node diagram for Example 4.2.
8. Figure 4.8 Free float with (a) one successor activity and (b) more than one ...
9. Figure 4.9 Node diagram for Example 4.3.
10. Figure 4.10 Node formats: (a) activity ID and name, duration, early start (E...
11. Figure 4.11 Lags in a CPM network.
12. Figure 4.12 Lags in scheduling software.
13. Figure 4.13 Two‐day lag.
14. Figure 4.14 Effect of choice of dates on cash flow.
15. Figure 4.15 (a) Arrow network for Example 4.7; (b) event times in arrow netw...
16. Figure 4.16 Effect of imposed finish date on the schedule.
Chapter 5
1. Figure 5.1 Bar chart for five consecutive activities.
2. Figure 5.2 Bar chart for five overlapping activities.
3. Figure 5.3 Stair‐type schedule for utility pipe installation project....
4. Figure 5.4 Precedence diagram, for utility pipe installation project, using ...
5. Figure 5.5 Precedence diagram, for utility pipe installation project, using ...
6. Figure 5.6 Precedence diagram, for utility pipe installation project, using ...
7. Figure 5.7 Precedence diagram, for utility pipe installation project, using ...
8. Figure 5.8 Percent complete approach: (a) activity B starts after activity A...
9. Figure 5.9 (a) Traditional way: Design‐Bid‐Build, (b) stair‐type diagram, an...
10. Figure 5.10 (a) Typical predecessor relationship; (b) parallel predecessor r...
11. Figure 5.11 Three‐activity project using a start‐to‐start relationship....
12. Figure 5.12 Three‐activity project using a start‐to‐start relationship with ...
13. Figure 5.13 Three‐activity project, with 10‐day duration, using a finish‐to‐...
14. Figure 5.14 Three‐activity project, with 12‐day duration, using a finish‐to‐...
15. Figure 5.15 Three‐activity project, with a 10‐day duration, using a combinat...
16. Figure 5.16 Three‐activity project, with 9‐day duration, using a combination...
17. Figure 5.17 Three‐activity project, with 7‐day duration, using a combination...
18. Figure 5.18 Figure 5.17 redrawn.
19. Figure 5.19 Example of a dangling activity.
20. Figure 5.20 Another example of a dangling activity.
21. Figure 5.21 Three alternative approaches: (a) The bar chart. (b) Activity B ...
22. Figure 5.22 Network for Example 5.1.
23. Figure 5.23 Solution for Example 5.1.
24. Figure 5.24 Network for the detailed approach.
25. Figure 5.25 Network in Figure 5.24 with contiguous activities.
26. Figure 5.26 Network for Example 5.1 with contiguous activities.
27. Figure 5.27 Network for Example 5.2.
28. Figure 5.28 Solution for Example 5.2 with interruptible activities.
29. Figure 5.29 Solution for Example 5.2 with contiguous activities.
30. Figure 5.30a Network with interruptible activities.
31. Figure 5.30b Network with contiguous activities.
32. Figure 5.30c Remedy 1: Network with elastic (stretchable) activities.
33. Figure 5.30d Remedy 2: Network with split activities.
34. Figure 5.30e Remedy 2: Network with Split Activities and only FS relationshi...
35. Figure 5.30f Bar Chart for the networks in Figure 5.30 (d) and (e).
36. Figure 5.31 (a) Specialty work shown as one continuous activity. (b) Special...
37. Figure 5.32 (a) Wait lag: Concrete placement and stripping forms. (b) Wait l...
38. Figure 5.33 (a) Start lag using Start‐to‐Start (SS) relationship. (b) Splitt...
39. Figure 5.34 Continuous lag between predecessors and successors.
Chapter 6
1. Figure 6.1 Precedence diagram for Example 6.2 (PS, project start).
2. Figure 6.2 (a) Bar chart for Example 6.2 with an unleveled labor assignment ...
3. Figure 6.3 (a) Bar chart for Example 6.2 with a leveled labor assignment (wi...
4. Figure 6.4 (a) Bar chart for Example 6.2 with the labor assignment leveled a...
5. Figure 6.5 Logic network solution for Example 6.3.
6. Figure 6.6 Bar chart for Example 6.3 with an unleveled labor assignment.
7. Figure 6.7a Bar chart for Example 6.3 with the labor assignment leveled and ...
8. Figure 6.7b Bar chart for Example 6.3 with the labor assignment leveled and ...
9. Figure 6.8 Bar chart for Example 6.3 with the labor assignment leveled and a...
10. Figure 6.9 Bar chart for Example 6.3 with the labor assignment leveled and a...
11. Figure 6.10 Bar chart for Example 6.3 with the labor assignment leveled, a m...
12. Figure 6.11 Bar charts for Example 6.3 with the labor resource driving the d...
13. Figure 6.12 Bar chart for Example 6.3 with labor resource driving the durati...
14. Figure 6.13 The effect of changing (a) an FS (finish‐to‐start) relationship ...
15. Figure 6.14
Chapter 7
1. Figure 7.1 Data date and update zones: past, current, and future.
2. Figure 7.2 (a) Four overlapping activities, planned to take 14 days overall;...
3. Figure 7.3 (a) Activities A and B of a project; (b) retained logic after 6 d...
4. Figure 7.4 (a) Schedule created after piles have been driven (actual duratio...
5. Figure 7.5 Effect of removing an activity from a schedule: removal of AS250 ...
6. Figure 7.6 Dissolving activity B.
7. Figure 7.7 Adding an activity to the schedule: (a) original logic; (b) resul...
8. Figure 7.8 (a) Original schedule; (b) updating the schedule; (c) updated sch...
9. Figure 7.9 Updating a report without costs listed (most common type of repor...
10. Figure 7.10 Updating a report for a cost‐loaded schedule (less common type o...
11. Figure 7.13 Project update cycle.
12. Figure 7.14 Design development: (a) 90% activity as originally planned; (b) ...
13. Figure 7.15 Schedule Updated for Example 7.1 with Slippage not Allowed.
14. Figure 7.16 Percent complete based on duration.
15. Figure 7.17 Workday unit percent complete.
16. Figure 7.18 Workday unit percent complete: actual versus baseline.
17. Figure 7.19 Example 7.2: Installing three doors.
18. Figure 7.20 Schedule performance versus budget performance_ quadrant I, ahea...
19. Figure 7.21 Earned value (budgeted cost for work performed, or BCWP) and act...
Chapter 8
1. Figure 8.1 Combination relationship: (a) Normal duration, finish‐to‐start (FS)...
2. Figure 8.2 Fast‐tracking.
3. Figure 8.3 Cumulative effect of overtime on productivity (50‐ and 60‐hour wo...
4. Figure 8.4 Cumulative cost of overtime successive weeks' productivity lo...
5. Figure 8.5 Acceleration and fast‐tracking.
6. Figure 8.6 Project with eight paths.
7. Figure 8.7 Nonlinear increase in direct costs with project acceleration.
8. Figure 8.8 Linear decrease in indirect costs with project acceleration.
9. Figure 8.9 Effect of project acceleration on total cost: the general case, i...
10. Figure 8.10 Effect of project acceleration on total cost: a special case, in...
11. Figure 8.11 Effect of project acceleration on total cost: a special case, in...
12. Figure 8.12 Precedence network for project in Example 8.1—PF, project finish...
13. Figure 8.13 Time‐cost trade‐off calculation table for Example 8.1....
14. Figure 8.14 Market conditions. This curve does not accurately reflect past m...
Chapter 10
1. Figure 10.1 Project objectives.
2. Figure 10.2 Project objective and constraints.
3. Figure 10.3 Evolution of a schedule and cost estimate for a project.
4. Figure 10.4 Subnet of a master schedule with two activities belonging to one...
5. Figure 10.5 (a) Real durations; (b) “fluffed” durations; (c) manipulated log...
Chapter 11
1. Figure 11.1 Probability density function curve (shaded area indicates the pr...
2. Figure 11.2 Solution to Example 11.1, part 1.
3. Figure 11.3 Solution to Example 11.1, part 2.
4. Figure 11.4 Solution to Example 11.1, part 3.
5. Figure 11.5 Solution to Example 11.1, part 4.
6. Figure 11.6 Solution to Example 11.1, part 5.
7. Figure 11.7 Solution to Example 11.1, part 6.
8. Figure 11.8 Solution to Example 11.1, part 7.
9. Figure 11.9 Solution to Example 11.1, part 8.
10. Figure 11.10 CPM network solution to Example 11.2.
11. Figure 11.11 (a) Deterministic and (b) probabilistic branching.
12. Figure 11.12 Three possible outcomes following activity A.
13. Figure 11.13 The linear scheduling method (LSM).
14. Figure 11.14 Time and distance buffers in the LSM.
15. Figure 11.15 A successor's getting ahead of its predecessor: an illegal r...
16. Figure 11.16 Solution 4 for avoiding an intersection in the LSM.
17. Figure 11.17 Combination of solutions 2 and 4 for avoiding an intersection i...
18. Figure 11.18 Rate of successor slower than rate of predecessor in the LSM. P...
19. Figure 11.19 Time buffer calculation in the LSM. Practically, activity A fin...
20. Figure 11.20 (a) Solution to example 11.4. (b) Solution to example 11.4 usin...
21. Figure 11.21 Logic diagramming method (LDM notation).
22. Figure 11.22 NetPoint schedule with resources.
23. Figure 11.23 CPS transforms complex relationships into FS with no lag.
24. Figure 11.24 Sample as‐built schedule with recorded progress events.
Chapter 12
1. Figure 12.1 The dynamic minimum lag (DML) relationship.
2. Figure 12.2 Two overlapping activities represented in LSM graph and three di...
3. Figure 12.3 Examples in which the successor (activity B) has gotten ahead of...
4. Figure 12.4 SS Relationship with a percent lag.
5. Figure 12.5 Activity A (Roof Sheathing) as the predecessor an activity B (In...
6. Figure 12.6 Situations in which the DML relationship does not work because t...
7. Figure 12.7 A situation in which the DML relationship cannot be used in lieu...
8. Figure 12.8 A better alternative to depict the logic of the network in Figur...
9. Figure 12.9 A situation in which the DML relationship cannot be used in lieu...
Chapter 13
1. Figure 13.1 Normal case with no lags, imposed finish date, or constraints
2. Figure 13.2 A schedule with an imposed finish date later than its calculated...
3. Figure 13.3 A schedule with an imposed finish date earlier than its calculat...
4. Figure 13.4 A schedule with lags between some activities
5. Figure 13.5 A schedule with constraints that impact the critical path and th...
6. Figure 13.6 A schedule similar to the one shown in Figure 13.5 but activity ...
7. Figure 13.7a All activities are on the same (5‐workday/week) calendar...
8. Figure 13.7b Some activities are on a 5‐workday/week calendar while others a...
9. Figure 13.8a Three activities connected with start‐to‐start relationships wi...
10. Figure 13.8b A bar chart showing the activities in Figure 13.8a. The compute...
11. Figure 13.8c A bar chart showing the activities in Figure 13.8a. Activities ...
12. Figure 13.8d A bar chart showing the activities in Figure 13.8a but with act...
13. Figure 13.8e The same three activities in Figure 13.8a but connected with fi...
14. Figure 13.8f The same three activities in Figure 13.8a but connected with fi...
15. Figure 13.9 An example of a continuous lag, where the lag has to be maintained...
16. Figure 13.10a Activities B and C are logically independent but activity C ha...
17. Figure 13.10b With an additional crew, activities B and C, in Figure 13.10a,...
18. Figure 13.10c Activity A in Figure 13.10b was accelerated from 10 to 8 days,...
Chapter 14
1. Figure 14.1 CPM network for Example 14.1.
2. Figure 14.2 Bar chart with sequence dependencies.
3. Figure 14.3 Bar chart with resource constraints.
4. Figure 14.4 Bar chart with impact of owner's delay to activity E. The ow...
5. Figure 14.5 With the impact of owner's delay to activity E but mitigated ...
6. Figure 14.6 Alternate version of Figure 14.3, redrawn with activities C, F, ...
7. Figure 14.7 The timing of the delay notification becomes important in permit...
Chapter 16
1. Figure 16.1 An example of the representation of a building with BIM.
2. Figure 16.2 Representation of how information about a building column is sto...
3. Figure 16.3 Representation of how information about a building wall is store...
4. Figure 16.4 Summary of functions of nD BIM.
5. Figure 16.5 Work flow for creating a 4D model.
6. Figure 16.6 General view of the building.
7. Figure 16.7 Snapshot of how to import a 3D model into Navisworks.
8. Figure 16.8 Snapshot of general view of the Navisworks TimeLiner.
9. Figure 16.9 Snapshot of how to define column types.
10. Figure 16.10 Snapshot of TimeLiner column types.
11. Figure 16.11 Snapshot of Data Sources tab in Navisworks TimeLiner.
12. Figure 16.12 Snapshot of types of external data sources available in Naviswo...
13. Figure 16.13 Snapshot of commands in the Data Sources tab.
14. Figure 16.14 Snapshot of the Configure tab in Navisworks TimeLiner.
15. Figure 16.15 Snapshot of adding a new task type.
16. Figure 16.16 Snapshot of Appearance Definitions.
17. Figure 16.17 Snapshot of the shortcut for Appearance Definitions.
18. Figure 16.18 Snapshot of the Selection Tree.
19. Figure 16.19 Snapshot of the Selection Tree demonstrating details of the con...
20. Figure 16.20 Snapshot of how to link Selection Sets and TimeLiner Tasks.
21. Figure 16.21 Snapshot of the Simulate tab in TimeLiner.
22. Figure 16.22 Snapshot of how to define animation settings.
23. Figure 16.23 Snapshot of the 4D model of the building, Example 1.
24. Figure 16.24 Snapshot of the 4D model of the building, Example 2.
25. Figure 16.25 Snapshot of the 4D model of the building, Example 3.
26. Figure 16.26 Snapshot of the 4D model of the building, Example 4.
27. Figure 16.27 Snapshot of the 4D model of the building, Example 5.
28. Figure 16.28 Snapshot of the 4D model of the building, Example 6.
29. Figure 16.29 Snapshot of the 4D model of the building, Example 7.
30. Figure 16.30 Snapshot of the Export Animation command.
31. Figure 16.31 Snapshot of the Animation Export settings.
32. Figure 16.32 Integrated solutions for building a life cycle using BIM.
Chapter 17
1. Figure 17.1 Project Initiation Process.
2. Figure 17.2 Impact of timing on change.
3. Figure 17.3 The Evolution of the Schedule.
4. Figure 17.4 Cash Flow Diagram.

Preface

This is the Fourth Edition of Construction Project Scheduling and Control. I am very pleased with its continuous success. The book continues to be one of the most, if not the most, popular references in its field throughout the world, both in paper and digital forms. I keep receiving correspondence—comments, suggestions, requests for instructional materials (instructor support materials including an Instructor's Manual and PowerPoints can be accessed by visiting http://www.wiley.com/buy/9781119499831 and clicking on the “More Information About this Book” link). The most praised traits of the book are its simplicity, comprehensiveness, and practical examples. I was so happy and proud when the language editor (of the first edition) corrected me regarding an activity's total float in an example in the book. She had no technical background but had learned the critical path method while reviewing my book!

During the past fifteen years, I have been using my book in professional seminars and college classes as well as discussing it with my friends, colleagues, and students. I have always kept a log of all suggestions and corrections I discover or receive. I started thinking about the second edition just after the first edition was published in 2004 and about the third edition just after the second edition was published in 2010, and about this edition right after the third edition came out in 2015. I added two new chapters: A chapter on project scheduling and control from the owner's perspective. This chapter, in my opinion, is important since all books that I am aware of, were written from the contractor's perspective. The second chapter is dedicated to the definition of the critical path since I see many holes in existing definitions. I purposely placed this chapter near the end of the book and after we dealt with all topics impacting the critical path definition, so we can be able to discuss all possible related scenarios. At the end of the chapter, I wrote my own definition, which will be subject to discussion and debate. I threw a stone into a still pond; provoking the rethinking and debate on the definition of the most important concept in project scheduling. In addition, I made many additions, changes, and corrections to almost every chapter.

Although I was very happy and content with the way the book came out and was received, I believe there is no such thing as the perfect human product. Imperfection is part of human nature, but we should think of it positively: there is always room for improvement. I had to parallel my satisfaction and ambition in completing this fourth edition with a strong conviction that the fifth edition will be coming out in a few years. In my professional seminars and college courses, even though the course or seminar may be the same, I make updates and adjustments every time I teach it. I believe in continuous improvement and in the saying, “My today must be better than my yesterday, and my tomorrow must be better than my today.”

One experience has added to my knowledge and the book—the overseas jobs that I have held between 2008 and 2014. I could not imagine the pace and amount of construction in such a small place as Qatar. There are more tower cranes than you can count. Professionals come from all over the world, like a huge bouquet of flowers, with their diversity in education, culture, race, and language. Communication is a challenge, to say the least. Even though English is the official language for doing business in most organizations there, one soon realizes that English is not English! Forget about the difference in pronunciation and accents, forget about the spelling of labor versus labour and program versus programme; there are differences in the interpretation of technical terms and in the way business is conducted. To make it interesting, none of these differences is wrong. This situation is the cure for what I call the background paradigm syndrome, in which everyone believes he or she is right just because he or she was brought up this way! Then our cultures and ways of doing business clash, and everyone believes the other persons is wrong! In many of these situations, there is no right or wrong; there are just different ways of doing things. However, in a project management team, all must sing together in harmony with one common tune—what a challenge! Keep in mind, our field is an empirical/experimental, not an exact, science! Believe it or not, I enjoy every minute of this “clash of cultures.” I think of it like this: “one cubic meter of concrete mix: $100; one ton of steel: $600; one workday with 30 different nationalities: priceless!”

Since the first edition, I have observed more qualitative interest in project scheduling in the professional and academic disciplines. In particular, the Project Management Institute (PMI) has created a certification track in scheduling (Scheduling Professional, PMI‐SP) in 2008 (the author served in the committee that prepared the first SP exam), and the AACE International has its own Planning & Scheduling Professional (PSP) certification. Other professional organizations, such as the American Institute of Architecture (AIA), the Construction Management Association of America (CMAA), the Associated General Contractors (AGC), the UK's Chartered Institute of Building (CIOB), and many others inside and outside the United States have also showed increased interest in scheduling and project control issues. This, coupled with the increasing role of project scheduling (using the critical path method) in delay and other claims, has made it an essential part of the required knowledge for judges, lawyers, and arbitrators. This is a clear indication of the importance of project scheduling and control for today's bigger and more complicated projects. Managing time can be the difference between success and failure.

To all my readers—construction and other professionals, educators, and students—I would like to hear from you. If you have a question, suggestion, comment, or correction, please send me an e‐mail at CPMXPERT@gmail.com. I promise to make every effort to read and respond to every e‐mail that I receive. Such communication will elevate us in the pursuit of perfection.