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CPM scheduling for construction : best practices and by Christopher Carson PMP PSP DRMP PhD, Peter Oakander,

By Christopher Carson PMP PSP DRMP PhD, Peter Oakander, Craig Relyea

The current variation, an SEI collaboration with the PMI Scheduling group of perform, presents readers with a reference advisor that's like having an skilled scheduling expert at hand.

The publication itself is specified by a manner that follows the levels of establishing a undertaking agenda: from venture making plans to venture definition and time table layout, to improvement, upkeep, and utilization of the agenda.

every one of those six sections, from making plans via utilization, is damaged up into separate different types for unique dialogue and for simple reference:

Definition defining the subject term

goal constructing why the subject is utilized in the making plans and scheduling process

Default stipulations setting up the stipulations below which the subject is used and implemented

most sensible Practices developing how the subject is used, the appliance thoughts, and methods the subject is used, together with reviews of a few of the practices

prompt Practices setting up most well-liked software or imple

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Additional resources for CPM scheduling for construction : best practices and guidelines

Sample text

Or because the project team wants to focus particular attention upon it. Professional discretion is necessary, as the suitable level of milestones depends on the project/program. 3 Arrow Diagram and Precedence Diagram Schedules A network is the pictorial representation of the project plan, which shows the interrelationships and interdependencies of the component tasks. It is sometimes known as a “logic diagram” or “precedence diagram”; however, the term “critical path network” is more commonly used throughout industry and will be used in this text.

Any deviation is likely to introduce additional cost or risk to the project, so changes to the schedule must be analyzed to determine if there is any impact to the time and cost associated with the work. Any time or cost impacts observed as an outcome of schedule analysis must be documented and provided to the project management team. Appropriate stakeholders must be notified about any significant modifications to the project schedule as they occur. 25 Best Practices Some of the most commonly used analysis tools are: Earned Value—The PMBOK® Guide – Fifth Edition (PMI, 2013) explains earned value as a performance measurement technique which compares the value of budgeted cost for work performed (earned) at the original allocated budget amount to both the budgeted cost for work scheduled (planned) and to the actual cost for work performed (actual).

An event is achieved when its preceding activities are completed. For example, in Figure 2-15, event E4 (Component 2) and E2-E4 (Build Section 1) are complete. Accurate representation of the project by the network is very important, since the data that defines the network is the basis on which analysis is performed. The activities must be placed in logical work sequence, showing which may be worked at the same time. In Figure 2-15, Manufacture Part A, Build Section 1 and Build Section 2 can be worked at the same time, but cannot start until Prepare Site has finished.

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