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Construction Project Management, 6th Edition by S. Keoki Sears, Glenn A. Sears, Richard H. Clough, Jerald L. Rounds, Robert O. Segner

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5 Project Scheduling Concepts

5.1 Introduction

Chapter 4, “Project Planning,” dealt with the procedures followed in developing a project plan and describing that plan as a Critical Path Method (CPM) network diagram. Once this network diagram has been developed, the time management system enters the next phase: that of work scheduling. Thus far, all planning effort has been directed at defining the work to be accomplished and the sequence of activities, that is, the order in which that work must be carried out. Time relating to overall project construction duration or the time required to complete individual activities has not been factored into the plan. This chapter is concerned with the time scheduling of construction projects. Once calculations have established the time-based characteristics of the project and each activity, subsequent chapters will apply this knowledge to manage and control the project.

This chapter will begin with determination of durations for individual activities. The bridge project is used as the basis for the discussion of the calculation process. However, the same calculation process is used for the commercial building project, with the resulting network found on the companion website. The chapter will then describe the calculation process for project times. New terminology for scheduling is introduced, including early and late start and finish, float, critical activities, and lag time. The schedule based on project days is then converted to calendar ...

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