Project Scheduling and Management for Construction Fourth Edition

Project Scheduling and Management for Construction Fourth Edition

Scheduling and management of a construction project is a three‐step process that

requires the involvement of all the parties on a job site. It demands that the par-
ticipants look ahead at the work to be done, plan strategies for getting it done, and

then monitor the work to ensure completion according to plan. Each step requires
the commitment and dedication of all project team members. All are essential to the

successful outcome of a construction project and to the long‐term success of a con-
struction firm.

The first step is establishing a plan of action for carrying out the construction work.
This involves breaking the job down into a series of manageable subparts, deciding
on an order of placement, and determining the time and cost for each part and for

the job as a whole. This early planning process provides a “road map” to be fol-
lowed by all individuals and companies on the job to finish the project on time and

within budget. There is no one best plan for each project, just as there is no single
correct estimated cost.

There are only choices among possible plans. The task of the

project manager is to make the right choices to ensure that a reasonable and effec-
tive plan is devised, one that reflects the intentions and desires of those who will

be responsible for its accomplishment.

After the plan has been developed and accepted, it must be communicated effec-
tively to all those on the job. The quality and effectiveness of this plan and the

degree to which management personnel are involved in its development set the tone
for the work itself. Once the job is under way and the plan is being carried out,
events inevitably occur that will force changes in the job. To cope effectively with
these events, the project manager must ensure that the second management setup
is carried out.


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