e-book

Construction Project Scheduling and Control

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Five years have passed since my book Construction Project Scheduling and Control
came out. The response was more than encouraging. I received correspondence from
several countries—comments, suggestions, requests for solutions, and simple complements.
The simplicity was the most praised trait of the book. I was so happy and
proud when the language editor (of the first edition) corrected me regarding an
activity’s total float in an example in the book. She was not a technical person but
learned the Critical Path Method while linguistically reviewing my book.

During the past five years, I used my book in my seminars and college classes. I
discussed it with my friends, colleagues, and students. I kept a log of all suggestions
and corrections. I was thinking of the second edition just after the first one came out in
2004, just like a basketball coach thinking of the next season while in the current
season. Although I was very happy and content with the way the book came out and
was received, I discovered that there is no such thing as perfect human product.
Imperfection is part of our nature as human beings, but we should think positively
about it; there is always room for improvement. I had to combine satisfaction with
ambition in completing this second edition with a strong conviction that the third
edition is coming out in a few years.

One experience has added to my knowledge and the book—the overseas job I
have held since July 2008. I could not imagine the pace and amount of construction in
such a small place as Qatar. There are more tower cranes than you can count.
Professional people came from all over the world, like a huge bouquet of flowers,
with their diversity in education, culture, race, and language. Communications has
been a challenge to say the least. Even though English is the official business language
in the organization where I work, one soon realizes that English is not English! Forget
about the difference in pronunciation and accents, forget about spelling of labor or
labour and program or programme; there are differences in the interpretation of
technical terms and in the way we conduct business. To make it interesting, none of
these ways is wrong. This situation is the cure for what I call the background paradigm,
in which everyone believes he is right just because he was brought up this way! Then
our cultures and ways of doing business clash and everyone believe the others are
wrong! In many of these situations, there is no right and wrong; there are different
ways. However, in a project management team, all must sing together with one
common tune; what a challenge! Believe it or not, I enjoy every minute of this ‘‘clash of
cultures’’ . . . I think of it like this: ‘‘one cubic meter of concrete mix, $100; one ton
of steel, $600; one workday with 30 different nationalities, priceless!’’
This edition contains many additions in almost every chapter and part of the book.
Two new chapters have been added. One is on the Dynamic Minimum Lag (DML), a
concept for a new logical relationship in CPM scheduling I recently developed. The
other new chapter is on risk management in scheduling and project control.

Since the first edition, I have observed more qualitative interest in project
scheduling in the professional and academic worlds. In particular, the Project Management
Institute (PMI) has created a subsidiary in 2004 called College of Scheduling
(PMI-COS), entirely dedicated to project scheduling issues—research, best practices,
and standardization. In addition, the PMI recently created a new certification track in
scheduling (Scheduling Professional, PMI-SP). I was invited to be in the committee
that wrote its exam questions. Other organizations such as the Association for the
Advancement of Cost Engineering, International AACEi, the American Institute of
Architecture (AIA), the Construction Management Association of America (CMAA),
the Associated General Contractors (AGC), and many others inside and outside the
United States have also showed increased interest in scheduling and project control
issues. This is coupled with the increasing role of CPM scheduling in delay and other
claims, which made it an essential part of the required knowledge for judges, lawyers,
and arbitrators. This is a clear indication of the importance of scheduling and project
control in today’s bigger and more complicated projects.

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Ketersediaan

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Informasi Detail

Judul Seri

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No. Panggil

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Penerbit

New Jersey : John Wiley & Sons, Inc., 2010

Deskripsi Fisik

TH438.4.M83; 690.068—dc22

Bahasa

English

ISBN/ISSN

978-0-470-50533-5

Klasifikasi

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Tipe Isi

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Tipe Media

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Tipe Pembawa

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Edisi

2nd ed.

Subjek

TEKNIK SIPIL
KONSTRUKSI

Info Detail Spesifik

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Pernyataan Tanggungjawab

agus

Versi lain/terkait

Lampiran Berkas

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