By David R. Pierce(auth.)

ISBN-10: 1118367804

ISBN-13: 9781118367803

ISBN-10: 111877955X

ISBN-13: 9781118779552

First released in 1988 via RS capacity, the hot variation of Project Scheduling and administration for Construction has been considerably revised for college kids enrolled in development administration and civil engineering courses. whereas keeping its emphasis on constructing sensible, professional-level scheduling talents, the hot variation is a relatable, real-world case research that may be used over the process a semester. The booklet additionally contains lecture room components like workouts, quizzes, skill-building workouts, in addition to an instructor's handbook together with extra new cases.

Content:
Chapter 1 undertaking administration basics (pages 1–19):
Chapter 2 Preplanning research (pages 21–35):
Chapter three making plans the venture (pages 37–63):
Chapter four Scheduling the undertaking (pages 65–89):
Chapter five Publishing the agenda (pages 91–111):
Chapter 6 tracking and Controlling the undertaking (pages 113–132):
Chapter 7 source administration (pages 133–153):
Chapter eight Procurement Scheduling (pages 155–167):
Chapter nine Line of stability Scheduling (pages 169–191):
Chapter 10 venture fee keep watch over (pages 193–214):

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Extra info for Project Scheduling and Management for Construction, Fourth Edition

Example text

Defining scope of work and price is a task involving great amounts of detail; it is a job that is best done one piece at a time. A set of drawings and specifications is used, on which each item of work for which the subcontractor is responsible is marked in color. From the drawings and specifications, a list is developed, which both parties can keep as a part of the contract. This list should cover both included and excluded items, and it should be as specific as possible. While this method of marking up drawings and specifications is not the only way to conduct a buy‐out meeting, the purpose of the process is to remove all possible ambiguity from the subcontract.

As a result, the schedule may be largely ignored by field personnel and become useless as a monitoring tool. In this case, the job as a whole suffers, and the management of the company is unable to monitor progress until it is too late to correct the overruns. The best way to avoid an unrealistic schedule is to provide project management with the tools and training to develop and use CPM effectively, and for top management to require its use in tracking and reporting progress. This is the ideal, in which every field manager regards good scheduling as an essential part of his or her job, and has the skills to use it properly.

Learning CPM Techniques Many people who have tried to implement the critical path method have found it a difficult task. Most of this difficulty stems from not recognizing the basic simplicity of the process, and from being overwhelmed by the “gurus” of scheduling who have made the process seem far more complex than it really is. Much of this book is devoted to straightforward, workable techniques for CPM scheduling. As these techniques are presented, it is helpful to keep in mind the following general guidelines.

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Project Scheduling and Management for Construction, Fourth Edition by David R. Pierce(auth.)


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