Notes on Contributors xiv
Foreword xvii
Preface xviii
Acknowledgements xxi
About the Companion Website xxii
Section IPlanning 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 IIPlanning 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 monitoring 120
Earned value analysis 121
Resources and cost optimisation 122
Resources 122
Method statements 127
Format of the method statement 127
The tender method statement (for submission to the client) 127
The tender method statement (for internal use) 129
The construction or work method statement 129
The health and safety method statement 129
Planning method statement 130
Site layout plans 132
At the tender stage 132
At the pre-contract stage 134
At the contract stage 134
Site waste management plans 134
Contractors cash flow 135
Bank borrowings 136
Head office overheads 136
Working capital 136
Uncertainty and risk 139
Risk management 140
How do contractors price risk in bids? 143
Key points 146
Section IIIPlanning and Scheduling Methods 149
Introduction 149
5 Critical Chain Project Management 151
Background 151
How does CCPM differ from accepted best practice in project management? 152
Establishing the critical chain 152
Monitoring and controlling the critical chain 153
A critical review of CCPM 155
Key points 157
6 Earned Value Analysis 158
Terminology and definitions 158
Cost Performance Index (CPI) 159
Cost variance 159
Earned value analysis (EVA) 159
Earned value management (EVM) 159
Earned value management system (EVMS) 159
Budgeted cost of work scheduled 159
Budget at completion (BAC) 159
Actual cost of work performed (ACWP) 160
Budgeted cost of work performed (BCWP) 160
Earned value (EV) 160
Performance measurement baseline 160
Schedule Performance Index (SPI) 160
Schedule variance (SV) 160
The basis of the EVA 160
Earned value analysis calculations and their interpretation 163
Forecasting 164
An example of EVA calculations 164
Earned value management systems 167
Problems and pitfalls of EVA and how to overcome them 168
Key points 170
7 Last Planner 171
Background 171
The development of Last Planner 172
Principles of the Last Planner System (LPS) 174
Implementing the Last Planner System (LPS) 175
Improving production performance 179
Benefits of the Last Planner System 179
Barriers to the adoption of Last Planner 180
Key points 181
8 ADePTPlanning, Managing and Controlling the Design Process 182
Background 182
A new way of working 183
Defining the scope of the design process 185
Process sequencing 185
Scheduling 185
Controlling the design workflow 186
Practical implementation 186
A facilitated approach to planning 186
Integrating design with procurement and construction 188
Managing constraints and measuring progress 189
Summary 191
Key points 191
9 Building Information Modelling (BIM) 192
What is building information modelling (BIM)? 192
BIM is not new 193
Why now? 194
BIM maturity levels 195
Level 0 195
Level 1 195
Level 2 196
Level 3 196
The development of 4D CAD 197
Virtual construction 200
The requirement collection phase 200
The model building phase 200
The process simulation phase 202
How will BIM change construction planning and scheduling? 202
BIM and the law 203
Key points 203
10 Planning for Sustainability with BREEAM 204
Samuel Ewuosho
Background 204
The need for sustainable construction 204
Drivers of sustainable construction 205
Legislative drivers 205
Client (market-led) requirements 206
Professional responsibility 206
Competitors 206
BREEAM 207
BREEAM sections 209
Management 209
Health and wellbeing 209
Energy 209
Transport 210
Water section 210
Materials 211
Waste 211
Land use and ecology 211
Pollution section 211
Innovation 211
Industry response to BREEAM 212
Case study analysis 213
Different projects produce different management situations 213
Individual perceptions of sustainability and BREEAM 214
Key points 215
11 Planning for Waste Management 216
Sarah-Jane Holmes and Mohamed Osmani
Background 216
Construction waste causes and origins 217
Materials procurement 217
Design 218
Site operations 218
On-site waste management practices 219
On-site waste management techniques 220
Site Waste Management Plan (SWMP) requirements 221
How the research was undertaken 222
Research results 222
Construction waste origins 222
Waste production and potential waste minimisation across projects life cycle 223
Discussion 225
Key challenges associated with implementing SWMPs 226
Key points 227
12 Planning for Safety, Health and Environment 228
Alastair Gibb
Background 228
SHE management model: An overview 228
Planning 230
Hazard/risk identification and control 231
Risk control measures 231
Developing the SHE plan 239
Programme for occupational health 242
Right info, right people, right time 243
Construction risk assessments 243
Constructability reviews 243
Method statements 244
Job safety analysis (JSA) 244
Environment 245
Emergency preparedness 245
Key points 246
Section IV Delay and Forensic Analysis 247
Introduction 247
13 Delays 249
Delay and disruption: Definitions 249
Delays 250
Categories of delay 251
Types of delay 251
Date 251
Total 252
Extended 252
Additional 254
Progress 254
Sequence 255
Fragnets 256
Prospective versus retrospective delay and other concepts 256
Key points 259
14 Factual Information 260
The As-Planned schedule 260
Correcting the As-Planned schedule 261
Key contract dates 262
Missing logic links 262
Constraints 263
Activity durations 264
Sequence of activities 264
Missing activities 265
Additional activities 265
Scope change 266
Software 266
Bar chart to network 267
As-built/progress records 269
As-built schedule 272
Key points 275
15 Protocols and Methods of Analysis 276
The Society of Construction Law Delay and Disruption Protocol 276
AACEI recommended practice no. 29R-03 Forensic schedule analysis 279
Methods of analysis 280
Global claims 286
As-planned versus as-built 289
Impacted as-planned 291
Time impact analysis 300
Collapsed as-built 317
Windows 319
As-Planned versus As-Built 325
Time impact analysis 325
As-Planned versus As- Built #2 Or Time Slice Analysis 326
Key points 327
16 Disruption 328
Definitions and background 328
Methods of analysis 329
Measured mile 329
Leonard/Ibbs curves 332
Indices and statistics 335
Key points 336
17 Other Issues 337
Out-of-Sequence progress 337
Progress override 338
Retained logic 338
Omissions 340
Calendars 341
Weather 345
Concurrent delay 348
Pacing 352
Mitigation 352
Acceleration 354
Employer/contractor/subcontractor schedules 355
Key points 356
Appendices
Appendix 1 BIM Case Study: One Island East 358
Appendix 2 The Shepherd Way and Collaborative Planning 362
Appendix 3 Building Information Modelling (BIM) and English Law 367
Stacy Sinclair
Glossary 371
References 389
Index 399
