Handbook for Construction Planning and Scheduling

Andrew Baldwin, BSc(Hons), MSc, PhD, CEng, FICE, Eur Ing, has extensive construction industry and academic experience. Following a career in the civil engineering and construction industries that included planning and scheduling for a number of major construction projects, he commenced an academic career at Loughborough University, UK, where he is now Emeritus Professor in Construction Management. He is also a Distinguished Visiting Professor at Chongqing University, China, where he is a Co-Director of the National Centre for International Research of Low-Carbon and Green Buildings, a position funded under the national 'One Thousand Experts' programme. David Bordoli, BSc, MSc, FCIOB, MAPM, ACIArb, is an extremely experienced planning professional who began his career as a planning engineer with construction contractors then worked as a consultant, providing contractual advice, preparing time delay claims, reports for adjudications, arbitrations and litigation, and undertaking expert witness appointments in delay and disruption disputes in construction and engineering. He is now a Director of Driver Trett and has recently spent most of his time working on overseas projects, particularly in South Africa.

Notes on Contributors xiv Foreword xvii Preface xviii Acknowledgements xxi About the Companion Website xxii Section I Planning and Scheduling within the Construction Context 1 Introduction 1 1 An Introduction to Planning and Scheduling 3 A brief history of planning and scheduling 3 Critical path methods 4 The impact of the PC 5 New systems and new thinking 6 New information and communication technologies 6 Planning 7 Who plans? 8 Planning, programming and scheduling 8 The cost and benefits of planning 10 Types of plans 11 An activity of the mind 11 Planning for construction 12 The planning process in the project cycle 13 PRINCE2 14 CIOB code of practice for project management for construction and development 15 The RIBA plan of work 17 The process protocol map 19 Summary 23 How is the planning process affected by procurement? 24 The context of construction project planning 27 Procurement and the performance of the UK construction industry 28 The Egan report (1998) 29 Partnering 30 Public sector construction procurement: The private finance initiative (PFI) 31 What do construction planners do? 31 Construction planning practice: a summary 33 Key points 34 2 Managing Construction Projects 36 Li Baiyi and Simon Austin Project management body of knowledge (PMBOK) 36 Simultaneous management 41 Lean construction 42 A theory of construction as production by projects 44 Collaborative working 46 Morris' perspective 47 Summary 47 Key points 50 Section II Planning and Scheduling Techniques and Practices 51 Introduction 51 3 Planning and Scheduling Techniques 53 To-do lists 53 Bar charts 55 Flow diagrams 56 Flow charts 56 Work study 57 Network analysis 59 Activity-on-arrow networks 60 Drawing the network 60 Precedence diagrams 63 Drawing the network-precedence diagrams 63 Linked bar charts 65 Space diagrams 65 Time chainage charts 65 Multiple activity charts 69 Line of balance 71 Line of balance - resource scheduling 73 ADePT 74 Data flow diagrams 75 A generic model for detailed building design 75 Dependency structure matrix analysis 76 Producing project and departmental schedules 79 4D CAD 79 Key points 80 4 Planning and Scheduling Practices 81 Schedule design and structure 81 Level 1 schedule report 81 Level 2 schedule report 82 Level 3 schedule report 82 Level 4 schedule report 83 Level 5 schedule report 83 What is required on smaller projects? 83 Creating these schedules 84 Work Breakdown Structure 84 Pre-tender planning, pre-contract planning, contract planning 86 Pre-tender planning 86 Pre-contract planning 92 Contract planning 94 Activities: selection, sequencing and duration 96 Activity selection 96 Sequencing 98 Assessing the duration of each activity 99 Links, dependencies and constraints 100 Float and contingency 102 Total float 103 Free float 104 Interfering float 105 Independent float 105 Intermittent float 106 Negative float 107 Terminal float 108 Internal float 108 Contingency 109 Manipulation of float 110 Who owns the float? 111 Monitoring progress and managing the time model 112 Reviewing the assumptions used to produce the schedule 113 Collecting and reviewing production records and progress reports 114 Reviewing the activities currently in progress 114 Updating the schedule 115 Identifying intervening events 117 Assessing progress and forecasting completion 119 Reviewing contingencies and revising the working schedule to effect a recovery 119 Other methods of monitoring progress 119 Milestone monitoring 119 Cash flow monitoring 120 Activity schedules 120 Planned progress moni