By Jay S. Newitt
This article is a entire, stand by myself reference for undertaking administration scheduling. It incorporates a detailed blend of principles/fundamentals of scheduling and undertaking administration besides functional purposes and tutorials of the four commonest scheduling software program programs–Microsoft venture, Primavera venture Planner (P3), SureTrak, P6 venture supervisor and Contractor. Having scheduling details and software program directions in a single e-book obviates the necessity for 2 texts, and the routines and examples within the scheduling element are tied to a similar workouts within the software program parts.
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Additional info for Construction scheduling : principles and practices
The schedule was needed for a proposal in a negotiated bid. So, the project manager and superintendent did their best. They admitted to a major amount of guesswork on how the project should be constructed. They admitted they felt incompetent to schedule this project. This was the company’s first attempt at a critical path method (CPM) logic diagram (to be discussed in Chapter 6). They developed the logic diagram by hand, and then entered it into the computer. They located a color pen plotter and plotted the logic diagram and the overall bar chart in red, black, green, blue, and yellow on 2 × 3-foot sheets of paper.
Now, it is a simple matter as to where the attention is focused first—“A1,” of course. Once “A1” is completed, there is the thrill of crossing it off the list and then focusing on “A2” without getting drawn to other less important activities. This helps the manager concentrate on the important activities rather than just the “fun” activities. This technique not only gives focus to the day’s activities but also ensures that even if everything is not done, the most important things have been completed first and you have done the best you could.
Without the sight lines, it is easy to get off a row or column and select the wrong activity dates. DETERMINING THE LEVEL OF DETAIL It is always difficult to know how much detail to put into a bar chart schedule. Should there be one activity for footings and foundations or should there be separate activities? Remember, the primary purposes of the schedule are to force detailed thinking that provides control of the project and then to communicate that thinking to all parties involved. Let that be a major guide.