CPM in Construction Management Sixth Edition by James J. O’Brien, PMP Fredric L. Plotnick.
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Part 1. Introduction to CPM Planning and Scheduling
Chapter 1. Introduction to CPM Planning and Scheduling
Chapter 2. Project Control Systems Evolve in Academia
Chapter 3. Project Control Systems Evolve in the Marketplace
Part 2. The Theory of CPM Planning and Scheduling
Chapter 4. Your New Tool—Read Before Using
Chapter 5. Network Construction
Chapter 6. The Durations of the Logic Network
Chapter 7. What Comes Out . . .
Chapter 8. Cranking the Engine
Chapter 9. Adding Complexity
Chapter 10. PDM and Precedence Networks
Chapter 11. Respecting the Power of PDM
Chapter 12. Enhancements and Extensions by Software Vendors
Part 3. The Tools of CPM Planning and Scheduling
Chapter 13. Measure Twice—Cut Once
Chapter 14. Choosing Codes
Chapter 15. Acquiring Information to Initial Schedule
Chapter 16. Acquiring the Durations
Chapter 17. Specifying the Relationships Between Activities
Chapter 18. Example Project:The John Doe Project
Part 4. The Practice of CPM Planning
Chapter 19. Equipment and Workforce Planning
Chapter 20. Procurement
Chapter 21. Preconstruction
Chapter 22. Evolution of the Project Schedule
Chapter 23. CPM and Cost Control
Part 5. The Practice of CPM Scheduling
Chapter 24. Let’s Look Under the Hood at the Engine
Chapter 25. Converting the Team Plan to the Calculated Schedule
Chapter 26. Engineer’s Review of the Submitted Initial CPM
Chapter 27. Updating the Schedule
Chapter 28. Engineer’s Review of the Submitted Update
Chapter 29. Revising the Logic Network
Chapter 30. Engineer’s Review of the Submitted Revision
Chapter 31. Case Histories
Chapter 32. Additional Exercises for Students of Project Controls
Part 6. Advanced Topics
Chapter 33. Specifying CPM
Chapter 34. CPM in Claims and Litigation
Chapter 35. Delay Analysis
Chapter 36. Disruption Analyses
Chapter 37. Advanced Topics: Resource Leveling and Smoothing
Chapter 38. Advanced Topics: PERT, SPERT, and GERT
Chapter 39. Conclusion
Appendix A. Sample CPM Specification as a Guideline for
Preparing Your Own Specification 591
Appendix B. Unified Facilities Guide Specification 607
Appendix C. Notation for RDCPM
Preface: The original purpose of this book, in 1965, was to present and discuss the critical path method (CPM) and its use in the construction industry. At that time, CPM was a young but proven technique—usually considered to be optional. When the second edition was published in 1971, the network approach to scheduling was becoming a regular requirement in construction contracts. The third edition, published after 25 years of experience in the application of CPM, described highlights of that experience and its significance to the practical use of CPM.
The basic strength of CPM continues to be its ability to represent logical planning factors in network form. One reviewer noted: “Perhaps the most ironic aspect of the critical path method is that after you understand it, it is self-evident. Just as an algebra student can apply the rules without full appreciation of the power of the mathematical concepts, so can the individual apply CPM or its equivalent without fully appreciating the applicability of the method.”
The book first describes the development of CPM and its practical use in the construction industry. The basic technique is described in sufficient depth for the reader to apply it to practical construction situations. The John Doe case study is used throughout the book to describe basic CPM network techniques and then to illustrate such special functions as updating, cost control, resource planning, and delay evaluation. Optimum methods of specifying the use of CPM are described in sufficient detail to be incorporated directly into construction specifications. Since the second edition, CPM has become widely utilized as an analytical tool in the evaluation, negotiation, resolution, and/or litigation of construction claims. This aspect is thoroughly explored in the current edition. Legal precedents for the use of CPM during litigation are provided. In the 1980s, computer calculation shifted from mainframe programs to personal computers (PCs). PCs were the wave of the past two decades. The ubiquity in the 2000s of the internet and the wave of additional interconnectivity linking individual PCs now has the appearance of coming full circle and bringing back to CPM many of the strengths and weaknesses of the era of the mainframe. However, the approaches and procedures suggested in the first five editions are, almost without exception, still valid.
Network techniques are basic and logical, but assimilation of the network concept does take time. Further, an effort is required to build an experience level, which in turn builds confidence. This book aims to be a useful element in the development of that conceptual experience and confidence on the part of new users of CPM techniques.
James J. O’Brien, P.E., PMP
I was introduced to the concepts of CPM as a student in college for 2 weeks in a course covering many aspects of construction management. It was a revelation and led to additional independent study, including a grant of computer time (on the giant mainframe) from Drexel University’s Computer Center (Philadelphia, PA), on which my first CPM software program was written. It was at this time that I realized the potential value of CPM to resolve disputes involving delay that planted the seed for my future legal education.
Several years past, during which I worked for several construction and consulting firms, and a stint as assistant corporate counsel for a large firm involved in international construction. In 1983, I formed EnProMaC (Engineering & Property Management Consultants, Inc.) Interestingly, in 1983 Joel Koppelman and Dick Faris formed Primavera Systems. One of my first efforts was to rewrite my CPM software program to run on my Osbourne I (a pre-IBM PC with 64 KB of RAM and 90 KB of floppy disk storage) running as a routine under dBASE II (a database program by Ashton Tate). At that time, I never dreamed that a market might exist for such software—assuming such could be rewritten for user friendliness.
The success that Messrs. Koppelman and Faris achieved in launching Primavera is largely based upon their attention to making their software user friendly—and in giving their customers that which is asked for. CPM theory has a number of limitations, as does any system that attempts to model reality. Bending the rules of CPM analysis can, in some instances, circumvent these limitations. In many cases special features have been added to Primavera, which have legitimate uses in very limited situations, but which should be used with extreme care. The many competitors of Primavera also have added features that extend and modify the basic concepts of CPM—each in their own fashion—and each that differ subtly from each other. One of my contributions to the 5th edition was to address these special features, and the proper use of them. One of the factors in forming EnProMaC was that, in 1982, Drexel University asked me to create a course on CPM. I have been teaching that course, as well as courses on contracts and specifications, engineering law, and project administration, ever since. The give and take of classroom discussion with students ranging from candidates for a 30-hour certificate (through the local GBCA) to candidates for the Ph.D. degree over these many years has further pushed me to more fully examine the mathematics behind CPM and other scheduling systems. It is my hope that my contributions to this edition will bring the confluence of the basic theory of mathematics, the applied discipline of engineering, and the framework for collaboration by adversarial parties provided by the study of law, all to assist the practitioner of planning and scheduling.
Fredric L. Plotnick, Esq., P.E.
CPM in Construction Management 6th Edition by James J. O’Brien, PMP Fredric L. Plotnick pdf.
⏩Authors: James J. O’Brien, PMP Fredric L. Plotnick
⏩Publisher: McGraw-Hill Companies, The (October 13, 2005)
⏩Puplication Date: October 13, 2005
⏩Size: 6.58 MB
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