A handbook for construction planning and scheduling / Andrew Baldwin and David Bordoli.

"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. A Handbook for Construction Planning & Scheduling presents the key issues of planning and programming in scheduling in a clear, concise and practical way. The book divides into four main sections: Planning and Scheduling within the Construction Context; Planning and Scheduling Techniques and Practices; Planning and Scheduling Methods; Delay and Forensic Analysis. The authors include both basic concepts and updates on current topics demanding close attention from the construction industry, including planning for sustainability, waste, health and safety and Building Information Modelling (BIM). The book is especially useful for early career practitioners - engineers, quantity surveyors, construction managers, project managers - who may already have a basic grounding in civil engineering, building and general construction but lack extensive planning and scheduling experience. Students will find the website helpful with worked examples of the methods and calculations for typical construction projects plus other directed learning material. This authoritative industry guide on good practice for planning and scheduling in construction is written in a direct, informative style with a clear presentation enabling easy access of the relevant information with a companion website providing additional resources and learning support material. the authoritative industry guide on construction planning and scheduling direct informative writing style and clear presentation enables easy access of the relevant information companion website provides additional learning material."-- Provided by publisher.

"A Handbook for Construction Planning & Scheduling presents the key issues of planning and programming in scheduling in a clear, concise and practical way"-- Provided by publisher.

Includes bibliographical references and index.

Print version record and CIP data provided by publisher.

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.