A handbook for construction planning and scheduling /
"The authoritative industry guide on good practice for planning and scheduling in constructionThis handbook acts as a guide to good practice, a text to accompany learning and a reference document for those needing information on background, best practice, and methods for practical application....
| Κύριος συγγραφέας: | |
|---|---|
| Άλλοι συγγραφείς: | |
| Μορφή: | Ηλ. βιβλίο |
| Γλώσσα: | English |
| Έκδοση: |
Chichester, West Sussex, UK :
Wiley Blackwell,
2014.
|
| Θέματα: | |
| Διαθέσιμο Online: | Full Text via HEAL-Link |
Πίνακας περιεχομένων:
- SECTION I PLANNING AND SCHEDULING WITHIN THE CONSTRUCTION CONTEXT
- Introduction
- 1. An Introduction to Planning and Scheduling
- A brief history of planning and scheduling
- Critical path methods
- The impact of the PC
- New systems and new thinking
- New information and communication technologies
- Planning
- Who plans?
- Planning, programming and scheduling
- The cost and benefits of planning
- Types of plans
- An activity of the mind
- Planning for construction
- The planning process in the project cycle
- PRINCE2
- CIOB code of practice for project management for construction and development
- The RIBA plan of work
- The process protocol map
- Summary
- How is the planning process affected by procurement?
- The context of construction project planning
- Procurement and the performance of the UK construction industry
- The Egan report (1998)
- Partnering.
- A generic model for detailed building design
- Dependency structure matrix analysis
- Producing project and departmental schedules
- 4D CAD
- Key points
- 4. Planning and Scheduling Practices
- Schedule design and structure
- Level 1 Schedule Report
- Level 2 Schedule Report
- Level 3 Schedule Report
- Level 4 Schedule Report
- Level 5 Schedule Report
- What is required on smaller projects?
- Creating these schedules
- Work Breakdown Structure
- Pre-tender planning, pre-contract planning, contract planning
- Pre-tender planning
- Pre-contract planning
- Contract planning
- Activities: selection, sequencing and duration
- Activity selection
- Sequencing
- Assessing the duration of each activity
- Links, dependencies and constraints
- Float and contingency
- Total float
- Free float
- Interfering float
- Independent float
- Intermittent float
- Negative float
- Terminal float
- Internal float
- Contingency.
- Manipulation of float
- Who owns the float?
- Monitoring progress and managing the time model
- Reviewing the assumptions used to produce the schedule
- Collecting and reviewing production records and progress reports
- Reviewing the activities currently in progress
- Updating the schedule
- Identifying intervening events
- Assessing progress and forecasting completion
- Reviewing contingencies and revising the working schedule to effect a recovery
- Other methods of monitoring progress
- Milestone monitoring
- Cash flow monitoring
- Activity schedules
- Planned progress monitoring
- Earned value analysis
- Resources and cost optimisation
- Resources
- Method statements
- Format of the method statement
- The tender method statement (for submission to the client)
- The tender method statement (for internal use)
- The construction or work method statement
- The health and safety method statement
- Planning method statement.
- Site layout plans
- At the tender stage
- At the pre-contract stage
- At the contract stage
- Site waste management plans
- Contractors' cash flow
- Bank borrowings
- Head office overheads
- Working capital
- Uncertainty and risk
- Risk management
- How do contractors price risk in bids?
- Key points
- SECTION III PLANNING AND SCHEDULING METHODS
- Introduction
- 5. Critical Chain Project Management
- Background
- How does CCPM differ from accepted best practice in project management?
- Establishing the critical chain
- Monitoring and controlling the critical chain
- A critical review of CCPM
- Key points
- 6. Earned Value Analysis
- Terminology and definitions
- Cost Performance Index (CPI)
- Cost variance
- Earned value analysis (EVA)
- Earned value management (EVM)
- Earned value management system (EVMS)
- Budgeted cost of work scheduled
- Budget at completion (BAC)
- Actual cost of work performed (ACWP).
- Budgeted cost of work performed (BCWP)
- Earned value (EV)
- Performance measurement baseline
- Schedule Performance Index (SPI)
- Schedule variance (SV)
- The basis of the EVA
- Earned value analysis calculations and their interpretation
- Forecasting
- An example of EVA calculations
- Earned value management systems
- Problems and pitfalls of EVA and how to overcome them
- Key points
- 7. Last Planner®
- Background
- The development of Last Planner®
- Principles of the Last Planner System® (LPS)
- Implementing the Last Planner System® (LPS)
- Improving production performance
- Benefits of the Last Planner® System
- Barriers to the adoption of Last Planner®
- Key points
- 8. ADePT-Planning, Managing and Controlling the Design Process
- Background
- A new way of working
- Defining the scope of the design process
- Process sequencing
- Scheduling
- Controlling the design workflow
- Practical implementation.
- A facilitated approach to planning
- Integrating design with procurement and construction
- Managing constraints and measuring progress
- Summary
- Key points
- 9. Building Information Modelling (BIM)
- What is building information modelling (BIM)?
- BIM is not new
- Why now?
- BIM maturity levels
- Level 0
- Level 1
- Level 2
- Level 3
- The development of 4D CAD
- Virtual construction
- The requirement collection phase
- The model building phase
- The process simulation phase
- How will BIM change construction planning and scheduling?
- BIM and the law
- Key points
- 10. Planning for Sustainability with BREEAM / Samuel Ewuosho
- Background
- The need for sustainable construction
- Drivers of sustainable construction
- Legislative drivers
- Client (market-led) requirements
- Professional responsibility
- Competitors
- Breeam
- Breeam sections
- Management
- Health and wellbeing
- Energy
- Transport
- Water section.
- Materials
- Waste
- Land use and ecology
- Pollution section
- Innovation
- Industry response to BREEAM
- Case study analysis
- Different projects produce different management situations
- Individual perceptions of sustainability and BREEAM
- Key points
- 11. Planning for Waste Management / Mohamed Osmani
- Background
- Construction waste causes and origins
- Materials procurement
- Design
- Site operations
- On-site waste management practices
- On-site waste management techniques
- Site Waste Management Plan (SWMP) requirements
- How the research was undertaken
- Research results
- Construction waste origins
- Waste production and potential waste minimisation across projects' life cycle
- Discussion
- Key challenges associated with implementing SWMPs
- Key points
- 12. Planning for Safety, Health and Environment / Alastair Gibb
- Background
- SHE management model: An overview
- Planning.
- Hazard/risk identification and control
- Risk control measures
- Developing the SHE plan
- Programme for occupational health
- Right info, right people, right time
- Construction risk assessments
- Constructability reviews
- Method statements
- Job safety analysis (JSA)
- Environment
- Emergency preparedness
- Key points
- SECTION IV DELAY AND FORENSIC ANALYSIS
- Introduction
- 13. Delays
- Delay and disruption: Definitions
- Delays
- Categories of delay
- Types of delay
- Date
- Total
- Extended
- Additional
- Progress
- Sequence
- Fragnets
- Prospective versus retrospective delay and other concepts
- Key points
- 14. Factual Information
- The As-Planned schedule
- Correcting the As-Planned schedule
- Key contract dates
- Missing logic links
- Constraints
- Activity durations
- Sequence of activities
- Missing activities
- Additional activities
- Scope change
- Software
- Bar chart to network.
- As-built/progress records
- As-built schedule
- Key points
- 15. Protocols and Methods of Analysis
- The Society of Construction Law Delay and Disruption Protocol
- AACEI recommended practice no. 29R-03
- Forensic schedule analysis
- Methods of analysis
- Global claims
- As-planned versus as-built
- Impacted as-planned
- Time impact analysis
- Collapsed as-built
- Windows
- As-Planned versus As-Built
- Time impact analysis
- As-Planned versus As- Built #2 Or Time Slice Analysis
- Key points
- 16. Disruption
- Definitions and background
- Methods of analysis
- Measured mile
- Leonard/Ibbs curves
- Indices and statistics
- Key points
- 17. Other Issues
- Out-of-Sequence progress
- Progress override
- Retained logic
- Omissions
- Calendars
- Weather
- Concurrent delay
- Pacing
- Mitigation
- Acceleration
- Employer/contractor/subcontractor schedules
- Key points
- Appendices
- Appendix 1 BIM Case Study: One Island East.
- Appendix 2 The Shepherd Way and Collaborative Planning
- Appendix 3 Building Information Modelling (BIM) and English Law / Stacy Sinclair.
