CPM in Construction Management transition from 7th to 8th Edition

James J. O’BrienFredric L. Plotnick

Introduction to CPM is Still Required

Chapter 1. Introduction to CPM Planning and Scheduling 31.1 Scheduling Is for Everyone 31.2 We Teach Carpentry—Not “How to Use Your New Power Saw” 41.3 History of Scheduling Systems 51.4 The Ordered “ToDo” List 61.5 Gantt Charts and Bar Charts 61.6 Development of the Critical Path Method of Scheduling 91.7 Development of the PERT Method of Scheduling 111.8 Comparison of CPM and PERT 12

History may no longer be required

Chapter 2. Project Control Systems Evolve in Academia 152.1 1960–1965: Logic Systems Gain Acceptance 152.2 1966–1970: The Fight between CPM and PERT 172.3 PDM 182.4 SPERT and GERT 192.5 RDM 20

Chapter 3. Project Control Systems Evolve in the Marketplace 253.1 Commercialization 1965–1970 253.2 Commercialization 1970–1980 263.3 Early Legal Recognition 263.4 The Advent of the Personal Computer 1980–1990 273.5 Maturity of Personal Computers 1990–2000 283.6 Emergence of Enterprise Systems 2000–2010 283.7 Projections for Scheduling Software 2010–2015 29

Combine & Simplify

Chapter 2. Project Control Systems Evolve in Academia 152.3 PDM 182.4 SPERT and GERT 192.5 RDM 20Chapter 12. PERT, SPERT, and GERT 19112.1 PERT 19212.2 SPERT 19212.3 GERT 19612.4 Computers Add Power 19612.5 Summary 198

Chapter 13. RDM Networks Restore the Promise 19913.1 Relationship Logic 19913.2 Design of the Methodology for Calculation 20513.3 Additional Attributes of RDM—TJ, JLF, JLS, and JTF 13.4 The Backward Pass—TJ, JLF, JLS, and JTF 20713.5 Implementation by Primavera Pertmaster Risk Analysis 13.6 The Road Ahead for RDM 21613.7 Summary 225

Generalize - Remove “Primavera”

Chapter 4. Your New Tool—Read Before Using 334.1 Primavera and Your Power Saw—Useful But Dangerous Tools 344.2 How Does Primavera (or Other Scheduling Software) Work? 364.3 Input to Scheduling Software Products 364.4 The Logic of the Logic Network 374.5 Arrow Diagram 374.6 Logic Diagrams 404.7 Logical Loop 434.8 Non-Construction Examples 464.9 Summary 47

Rewrite Ch 5 for Pure LogicChapter 5. Network Construction 495.1 Form and Format 495.2 Events 525.3 Problems with Multi-Sheet Networks 635.4 Form and Format for Networks in ADM5.4 Form and Format for Networks in PERT 645.5 Form and Format for Networks in PDM 655.6 Form and Format for Networks in RDM 685.7 Summary 69

Chapter 6. The Durations of the Logic Network 716.1 Definition of an Activity 726.2 Setting a Minimum and Maximum Duration 736.3 Estimating versus Scheduling Durations 756.4. CPM versus PERT Durations 776.5 Lags in PDM and RDM—Durations between Activities 786.6 Summary 79

Move John Doe back up front

Chapter 20. Example Project: The John Doe Project 32520.1 Acquiring Information to Initial Schedule 32520.2 Choosing Appropriate Codes 33020.3 Activity List 33020.4 Could We Prepare a Bar Chart? 33320.5 Network Logic in Freehand20.5 Network Logic in ADM 33420.6 Logic Changes Examples 34220.7 Network Logic in PDM 34420.8 Network Logic in RDM 34820.9 Populating the Codes 35020.10 Checking the Output 35020.11 Calendar Dates 35920.12 Summary 361

Add Some - Combine Some

Chapter 7. Output of Calculations 817.1 Attributes of an Event 827.2 Attributes of an Activity 827.3 The Forward Pass—TE, ES, and EF 837.4 The Backward Pass—TL, LF, and LS 837.5 The Backward Pass—TF, FF, and IF 837.5 The Backward Pass—TJ, JLF, JLS, and JTF7.6 Calculating the Attributes of an Event or Activity 857.7 The Forward Pass—TE, ES, and EF 857.8 The Backward Pass—TL, LF, and LS 867.8 The Backward Pass—TJ, JLF, and JLS7.9 The Backward Pass—TF, FF, JTF, and IF 877.10 Summary 88

Some Additions

Chapter 8. Cranking the Engine 898.1 Manual and Computer Solutions for PERT and ADM—The Matrix Method8.2 Manual and Computer Solution for PERT and ADM—The Intuitive Method8.3 Activity Start and Finish Times 1018.4 Critical Activities 1038.5 Total Float 1048.6 Free Float 1078.6 Just-in-Time Total Float8.7 Independent Float 1108.8 Time Scale Network 1118.9 Computation Time 1128.10 Writing Your Own CPM Software 1138.11 Manual and Computer Solution for PDM with Durations between Activities8.11 Manual and Computer Solution for RDM with Durations between Activities8.12 Summary 118

Time to combine Ch 9-10-11Chapter 9. Adding Complexity 1199.1 Enhancements to the Basic System 1199.2 Original versus Remaining Durations 1209.3 Percent Complete 1209.4 Defined Subtasks and Check-Off Updating 1219.5 Calendar versus Work Period Conventions 1239.6 Multiple Calendars 1249.7 Multiple Starting and Ending Activities 1279.8 Artificial Constraints to Dates 1299.9 Artificial Constraints to Algorithms 1329.10 Negative Float 1329.11 Definition of Criticality 1339.12 Continuous versus Interruptible Performance 1389.13 Actual Start and Finish Dates 1389.14 Retained Logic versus Progress Overrides 1399.15 Events and Milestones 1399.16 Hammocks and Summary Network Logic 1419.17 Summary Activity Bars 1429.18 User-Defined Code Fields 1459.19 Adding Resources to Activities 1459.20 Adding Costs and Cost Codes to Activities 1469.21 Resource Driven Scheduling 1489.22 Master Schedules Local versus System-Wide Updating 1499.23 Activity Types 1519.24 Hierarchical Codes 1539.25 Summary 155

Chapter 10. PDM and Precedence Networks 15710.1 Precedence Logic 15810.2 Work Package Calculations 16210.3 Computer Calculation 16310.4 Project Example 16610.5 Summary 169

Chapter 11. Respecting the Power of PDM 17111.1 Durations between Activities: Percent Lead/Lag Relationships11.2 Defining Overlapping Activities: Durations between Activities 11.3 Negative Durations between Activities 17711.4 Remaining Durations between Activities 17811.5 Impact of Percent Complete upon Durations between Activities 11.6 PDM and Hammocks 17911.7 Continuous versus Interruptible Progress 18311.8 Undefined Subtasks and Relationships to Other Activities11.9 Multiple Calendars 18511.10 Retained Logic versus Progress Override 18611.11 Total Float Calculation 18711.12 Erroneous Loop Errors 18811.13 Summary 189

Do we want Ch 14?

Chapter 14. Overview of Prevalent Software Products 22714.1 Overview of Primavera Project Planner P3 22814.2 Overview of SureTrak Project Planner 22914.3 Overview of Primavera 23114.4 Detailed Instruction for P6 23514.5 P6 Web Browser Interface 24114.6 P6 Reflection Change Maintenance Feature 24214.7 P6 Multiple Float Paths 24714.8 P6 Enterprise Functionality and Administration 25014.9 Overview of Primavera Contractor and P6 Professional 25114.10 Overview of Primavera Pertmaster aka Oracle Primavera Risk Analysis 25214.11 Overview of Microsoft Project Professional 2007 25614.12 Overview of Deltek Open Plan Enterprise Project Management Software 26714.13 Summary of Overviews 272

Deuteronomy?

Part 3 The Tools of CPM Planning and Scheduling

Chapter 15. Measure Twice—Cut Once 27515.1 Preparing to Collect the Input 27515.2 The Pure Logic Diagram 27615.3 A Team Effort . . . on the Blackboard or Sketch Pad 27615.4 Format for Ease of Data Collection versus for Easeof Data Entry to Chosen Software 27615.5 Bar Chart: May Be Based upon Logic, but Is Not a Logic Network 27715.6 Logic Restrained Bar Chart 27815.7 Freehand 27815.8 PERT, GERT, PDM, and RDM 27815.9 Summary 283

Duplicate or Deeper?

Chapter 16. Choosing Codes 28516.1 Calendar 28516.2 Deliverable and Responsible Entity: SHT1, SHT2, RESP, and SUBC 28816.3 Key Resources: CRTY, CRSZ, MHRS, SUPV, and EQUIP 28916.4 Overtime, Night Work, Special Supervision, and Inspection 28916.5 Quantities and Rates of Productivity 29016.6 Location, Location, Location 29016.7 Budget Codes for Cost: Labor, Equipment, and Materials 29116.8 A Word about Codes Tied to the Activity ID 29216.9 A Word about Aliases 29420.9 Populating the Codes for John Doe 35016.10 Summary 296

Duplicate or Deeper?

Chapter 17. Acquiring Information to Initial Schedule 29717.1 The Activity Description—a Gross Abbreviation 29817.2 Activity ID, Activity Codes, and Logs 29917.3 The Activity Further Defined by Resources Assigned 29917.4 The Activity Further Defined by Predecessors and Successors 29917.5 The Checklist of Subtasks 30017.6 The Checklist of Sub-deliverables (Events) 30017.7 Summary 300

Duplicate or Deeper?

Chapter 18. Acquiring the Durations 30118.1 Best Estimate with Utilization of Resources Envisioned 30118.2 Compare with PERT Durations: Optimistic, Most Likely, Pessimistic 30218.3 Schedule Durations versus Estimating Durations 30218.4 Estimated Durations versus Calculated Durations 30318.5 Do We Add Contingency Here? 30318.6 Estimated Durations versus Expected Completion Dates: “As Good as the Promise”18.7 Productivity 30418.8 Durations and the Project Calendar or Calendars 30418.9 Durations between Activities 30718.10 Summary 309

Duplicate or Deeper?Chapter 19. Specifying Restraints 31119.1 Mandatory and Discretionary Physical Restraints 31119.2 Mandatory and Discretionary Resource Restraints 31219.3 Mandatory and Discretionary Timing Constraints 31319.4 The Misuse of Restraints and Constraints: “Nailing the Bar Down Where It Belongs” 31419.5 The Need to Document the Basis of Each Restraint and Constraint 31419.6 Choosing the Type of Relationship between Activities 31419.7 The Case for Restricting Relationships to Traditional “FS” without Lag 31519.8 The Need for Nontraditional Relationships 31519.9 The Desire for Nontraditional Relationship and Resulting Misuse 31719.10 Nontraditional Relationships Supported by Popular Software 31819.11 Minimum Restrictions for Proper Usage of PDM 31919.12 Review the Strengths of ADM: Expand the Definitions 31919.13 Start of Each Activity Must Have Predecessor 31919.14 Finish of Each Activity Must Have Successor 31919.15 Real World Relationships between Activities 32019.16 The Final Forward Pass 32019.17 The Final Backward Pass 32119.18 Choosing the Algorithm for the Initial Schedule 32119.19 Summary 323

Something old and something new

Part 4 The Practice of CPM Planning and Scheduling

Chapter 21. Equipment and Workforce Planning 36521.1 Workforce Leveling 36521.2 Computerized Resources Planning 37321.3 Resource Leveling and Smoothing 37821.4 Limitations of Algorithms 37921.5 Driving Resources 38021.6 Resource Calendars 38121.7 Practical Solutions 38121.8 Summary of Resource Leveling 38221.9 Turnaround Application 38321.10 Examples of Resource Loading on John Doe Project 38621.11 Resource Leveling Significance 38821.12 Summary 391

Something old and something new

Chapter 22. Procurement 39322.1 Scheduling Materials Procurement 39322.2 John Doe Example 40022.3 Summary 405

Chapter 23. Preconstruction 40723.1 Predesign Phase 40923.2 Design 41123.3 Summary 418

Ch NEW. Design Build - Tie to the Plan for Design

Third time around?

Chapter 24. Evolution of the Project Schedule 41924.1 Preliminary Schedule 41924.2 Preconstruction Analysis 42024.3 Contractor Preconstruction Analysis 42024.4 Milestones 42124.5 The John Doe Schedule 42224.6 Resources 42324.7 Fast Track 42524.8 Responsibility 42624.9 Schedule versus Calendar 42724.10 Contingency 42824.11 Schedule Manipulation 43324.12 Working Schedule 43524.13 Summary 437

Update or remove?

Chapter 25. CPM and Cost Control 43925.1 CPM Cost Estimate 43925.2 Progress Payments 44225.3 Cost Forecasting 44625.4 Network Time Expediting 45225.5 Minimum Cost Expediting 45925.6 Summary 462

Do we want this in 8?

Chapter 26. Enterprise Scheduling 46326.1 Multi-project Scheduling 46326.2 Multi-project Leveling 46726.3 Summarization by Enterprise Organization 46926.4 The Dashboard 47226.5 Program and Portfolio Management 47226.6 Enterprise Software 47426.7 Summary 478

Here or combine?Part 5 The Practice of CPM Scheduling

Chapter 27. Converting the Team Plan to the Calculated Schedule 48127.1 Data Entry Made Easy 48127.2 Check and Set Schedule Algorithm Options 48427.3 First Run and Debugging the Logic 48527.4 Loop Detection and Correction 48527.5 Technical Review: The Primavera Diagnostic Report 48727.6 Beyond the Primavera Diagnostic 49027.7 First Review of Calculated Output: Reality Check 1 49527.8 Detail Views of Output of Schedule Calculations 49527.9 Timescaled Logic Diagram 50227.10 Tailoring Initial Output to the Chosen Audiences 50727.11 Whatever Owner Wants, Owner Gets 50727.12 “You Can’t Always Get What You Want, But . . .You Get What You Need” 50827.13 Reports and Views for the Foreman Performing the Work 50927.14 Reports and Views for the Contractor’s Superintendent 51127.15 Reports and Views for the Contractor’s Upper Management 51327.16 The Narrative Report for Each Audience 51427.17 Summary 515

Good to go?

Chapter 28. Engineer’s Review of the Submitted Initial CPM 51728.1 Legal Aspects of a Review 51928.2 Reviewing the Plan 52028.3 Technical Review 52128.4 Reschedule and Review the Diagnostic Report 52128.5 But Is the Logic Realistic? The Smell Test 52428.6 Project Calendar or Calendars 52528.7 Summary 525

Good to go?Chapter 29. Updating the Schedule 52729.1 Why Update the Schedule? 52829.2 Acquiring the Data for an Update 52829.3 Distinguishing Updates from Revisions 53129.4 Purpose of an Update 53129.5 The Purpose of a Revision 53129.6 Who Should Collect Data for an Update? 53229.7 Who Should Prepare Data for a Revision? 53229.8 Information Required for Schedule Control: AS, RD, AF 53229.9 Determination of Actual Start and Actual Finish Dates 53329.10 Determination of Remaining Duration of Activities: Repeat the Steps of the Master 53329.11 Expected Completion and Renewing Promises 53429.12 Automatic Updates 53429.13 The Forgotten Step: Determination of Remaining Duration between Activities 53529.14 Save and Rename: Naming Strategies 53829.15 Reports and Views to Assist Acquiring Data for an Update 53929.16 Electronic Tools to Assist Acquiring Data for an Update 54029.17 Choosing the Correct Algorithm for Updates 54029.18 Scheduling the Update: Interpreting the Results 54129.19 Technical Review: The Primavera Diagnostic Report 54129.20 What to Look for When Reviewing the Update 54229.21 Tailoring Update Output to the Chosen Audiences 54329.22 The Narrative Report for Each Audience 54529.23 Summary 546

Good to go?

Chapter 30. Engineer’s Review of the Submitted Update 54730.1 Is This an Update or a Revision? 54730.2 The Technical Review 54830.3 The Critical Path 54830.4 What to Accept and What to Reject 54930.5 Summary 550

Good to go?

Chapter 31. Revising the Logic Network 55131.1 “What If” versus Committed Changes 55131.2 Changes: Approved, Constructive, and at Contractor’s Cost 55331.3 Revised Baseline 55431.4 Update Then Revise 55531.5 Summary 555

Chapter 32. Engineer’s Review of the Submitted Revision 55732.1 Minor Revision 55732.2 Major Revision 55832.3 Recovery Schedule

Update or remove?Chapter 33. Case Histories 56133.1 Chicago Courthouse 56133.2 Times Tower 56233.3 Airport Construction 56233.4 High-Rise Construction 56333.5 NASA 56533.6 Housing 56533.7 Manufacturing Facilities 56633.8 SEPTA Rail Works 56633.9 New Jersey Turnpike Authority 1990–1995 Widening Program 56833.10 JFK Redevelopment 56933.11 Toronto Transit’s “Let’s Move” Program 57233.12 Phoenixville-Mont Claire Bridge 57533.13 Graduate Hospital Diagnostic Building 57833.14 Interstate 76, 202, and 422 Interchange 58033.15 Port Authority of New York and New Jersey 58233.16 Maricopa County Jail Design and Construction Program 58233.17 Summary 583

Good to go with minor tweaks?

Part 6 Advanced Topics

Chapter 34. Specifying CPM 58734.1 Attorney’s Viewpoint to Writing a CPM Specification 58734.2 Pure Logic Drawing 58834.3 Content of the Logic Network 58934.4 Updates and Revisions 59134.5 Standard References 59234.6 Sample CPM Specification 59534.7 Summary 595

Update or remove?

Chapter 35. CPM in Claims and Litigation 59735.1 Introduction 59735.2 Evidentiary Use of CPM 599

Minor UpdateChapter 36. Delay Analysis 60736.1 Delay versus Disruption 60736.2 Responsibility / Types / Force Majeure 60836.3 As-Planned Logic Network 61036.4 As-Should-Have-Been CPM Network 61236.5 As-Planned Schedule 61336.6 As-Built Schedule 61436.7 As-Built Logic Network 61536.8 Causative Factors 61636.9 As-Impacted Logic Network 61836.10 As-Impacted Schedule 61836.11 Time Impact Evaluations 61936.12 Zeroing to a Collapsed As-Impacted Logic Network 62036.13 Zeroing Out to an As-Should-Have-Been CPM 62136.14 Limitations of the TIE Methodology 62236.15 TIE Example of John Doe Project 62336.16 Windows Analysis 62936.17 Zeroing Out within the Windows Analysis 63136.18 Windows Example of John Doe Project 63136.19 Summary 632

Major Update (add Measured Mile, etc.)

Chapter 37. Disruption Analyses 63337.1 Traditional Methodologies 63337.2 CPM Out-of-Sequence Methodology 63437.3 Adoption by the Industry 63637.4 Summary 637

Major Update

Chapter 38. Other Claim Methods 63938.1 Frye versus Daubert 64038.2 AACEi RP-29 64238.3 Comparison of 3 Methods for John Doe Project 65038.4 Evolve or Die 65336.5 The 50 Ways 65438.6 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 675Appendix C. Navigating the CD-ROM 699GlossaryIndex 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