{"product_id":"handbook-for-construction-planning-and-scheduling-9780470670323","title":"Handbook for Construction Planning and Scheduling","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThe authoritative industry guide on good practice for planning and scheduling in construction     This 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.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eNotes on Contributors xiv\u003c\/p\u003e \u003cp\u003eForeword xvii\u003c\/p\u003e \u003cp\u003ePreface xviii\u003c\/p\u003e \u003cp\u003eAcknowledgements xxi\u003c\/p\u003e \u003cp\u003eAbout the Companion Website xxii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection I Planning and Scheduling within the Construction Context 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 An Introduction to Planning and Scheduling 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA brief history of planning and scheduling 3\u003c\/p\u003e \u003cp\u003eCritical path methods 4\u003c\/p\u003e \u003cp\u003eThe impact of the PC 5\u003c\/p\u003e \u003cp\u003eNew systems and new thinking 6\u003c\/p\u003e \u003cp\u003eNew information and communication technologies 6\u003c\/p\u003e \u003cp\u003ePlanning 7\u003c\/p\u003e \u003cp\u003eWho plans? 8\u003c\/p\u003e \u003cp\u003ePlanning, programming and scheduling 8\u003c\/p\u003e \u003cp\u003eThe cost and benefits of planning 10\u003c\/p\u003e \u003cp\u003eTypes of plans 11\u003c\/p\u003e \u003cp\u003eAn activity of the mind 11\u003c\/p\u003e \u003cp\u003ePlanning for construction 12\u003c\/p\u003e \u003cp\u003eThe planning process in the project cycle 13\u003c\/p\u003e \u003cp\u003ePRINCE2 14\u003c\/p\u003e \u003cp\u003eCIOB code of practice for project management for construction and development 15\u003c\/p\u003e \u003cp\u003eThe RIBA plan of work 17\u003c\/p\u003e \u003cp\u003eThe process protocol map 19\u003c\/p\u003e \u003cp\u003eSummary 23\u003c\/p\u003e \u003cp\u003eHow is the planning process affected by procurement? 24\u003c\/p\u003e \u003cp\u003eThe context of construction project planning 27\u003c\/p\u003e \u003cp\u003eProcurement and the performance of the UK construction industry 28\u003c\/p\u003e \u003cp\u003eThe Egan report (1998) 29\u003c\/p\u003e \u003cp\u003ePartnering 30\u003c\/p\u003e \u003cp\u003ePublic sector construction procurement: The private finance initiative (PFI) 31\u003c\/p\u003e \u003cp\u003eWhat do construction planners do? 31\u003c\/p\u003e \u003cp\u003eConstruction planning practice: a summary 33\u003c\/p\u003e \u003cp\u003eKey points 34\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Managing Construction Projects 36\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eLi Baiyi and Simon Austin\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eProject management body of knowledge (PMBOK) 36\u003c\/p\u003e \u003cp\u003eSimultaneous management 41\u003c\/p\u003e \u003cp\u003eLean construction 42\u003c\/p\u003e \u003cp\u003eA theory of construction as production by projects 44\u003c\/p\u003e \u003cp\u003eCollaborative working 46\u003c\/p\u003e \u003cp\u003eMorris’ perspective 47\u003c\/p\u003e \u003cp\u003eSummary 47\u003c\/p\u003e \u003cp\u003eKey points 50\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection II Planning and Scheduling Techniques and Practices 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 51\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Planning and Scheduling Techniques 53\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTo-do lists 53\u003c\/p\u003e \u003cp\u003eBar charts 55\u003c\/p\u003e \u003cp\u003eFlow diagrams 56\u003c\/p\u003e \u003cp\u003eFlow charts 56\u003c\/p\u003e \u003cp\u003eWork study 57\u003c\/p\u003e \u003cp\u003eNetwork analysis 59\u003c\/p\u003e \u003cp\u003eActivity-on-arrow networks 60\u003c\/p\u003e \u003cp\u003eDrawing the network 60\u003c\/p\u003e \u003cp\u003ePrecedence diagrams 63\u003c\/p\u003e \u003cp\u003eDrawing the network-precedence diagrams 63\u003c\/p\u003e \u003cp\u003eLinked bar charts 65\u003c\/p\u003e \u003cp\u003eSpace diagrams 65\u003c\/p\u003e \u003cp\u003eTime chainage charts 65\u003c\/p\u003e \u003cp\u003eMultiple activity charts 69\u003c\/p\u003e \u003cp\u003eLine of balance 71\u003c\/p\u003e \u003cp\u003eLine of balance – resource scheduling 73\u003c\/p\u003e \u003cp\u003eADePT 74\u003c\/p\u003e \u003cp\u003eData flow diagrams 75\u003c\/p\u003e \u003cp\u003eA generic model for detailed building design 75\u003c\/p\u003e \u003cp\u003eDependency structure matrix analysis 76\u003c\/p\u003e \u003cp\u003eProducing project and departmental schedules 79\u003c\/p\u003e \u003cp\u003e4D CAD 79\u003c\/p\u003e \u003cp\u003eKey points 80\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Planning and Scheduling Practices 81\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSchedule design and structure 81\u003c\/p\u003e \u003cp\u003eLevel 1 schedule report 81\u003c\/p\u003e \u003cp\u003eLevel 2 schedule report 82\u003c\/p\u003e \u003cp\u003eLevel 3 schedule report 82\u003c\/p\u003e \u003cp\u003eLevel 4 schedule report 83\u003c\/p\u003e \u003cp\u003eLevel 5 schedule report 83\u003c\/p\u003e \u003cp\u003eWhat is required on smaller projects? 83\u003c\/p\u003e \u003cp\u003eCreating these schedules 84\u003c\/p\u003e \u003cp\u003eWork Breakdown Structure 84\u003c\/p\u003e \u003cp\u003ePre-tender planning, pre-contract planning, contract planning 86\u003c\/p\u003e \u003cp\u003ePre-tender planning 86\u003c\/p\u003e \u003cp\u003ePre-contract planning 92\u003c\/p\u003e \u003cp\u003eContract planning 94\u003c\/p\u003e \u003cp\u003eActivities: selection, sequencing and duration 96\u003c\/p\u003e \u003cp\u003eActivity selection 96\u003c\/p\u003e \u003cp\u003eSequencing 98\u003c\/p\u003e \u003cp\u003eAssessing the duration of each activity 99\u003c\/p\u003e \u003cp\u003eLinks, dependencies and constraints 100\u003c\/p\u003e \u003cp\u003eFloat and contingency 102\u003c\/p\u003e \u003cp\u003eTotal float 103\u003c\/p\u003e \u003cp\u003eFree float 104\u003c\/p\u003e \u003cp\u003eInterfering float 105\u003c\/p\u003e \u003cp\u003eIndependent float 105\u003c\/p\u003e \u003cp\u003eIntermittent float 106\u003c\/p\u003e \u003cp\u003eNegative float 107\u003c\/p\u003e \u003cp\u003eTerminal float 108\u003c\/p\u003e \u003cp\u003eInternal float 108\u003c\/p\u003e \u003cp\u003eContingency 109\u003c\/p\u003e \u003cp\u003eManipulation of float 110\u003c\/p\u003e \u003cp\u003eWho owns the float? 111\u003c\/p\u003e \u003cp\u003eMonitoring progress and managing the time model 112\u003c\/p\u003e \u003cp\u003eReviewing the assumptions used to produce the schedule 113\u003c\/p\u003e \u003cp\u003eCollecting and reviewing production records and progress reports 114\u003c\/p\u003e \u003cp\u003eReviewing the activities currently in progress 114\u003c\/p\u003e \u003cp\u003eUpdating the schedule 115\u003c\/p\u003e \u003cp\u003eIdentifying intervening events 117\u003c\/p\u003e \u003cp\u003eAssessing progress and forecasting completion 119\u003c\/p\u003e \u003cp\u003eReviewing contingencies and revising the working schedule to effect a recovery 119\u003c\/p\u003e \u003cp\u003eOther methods of monitoring progress 119\u003c\/p\u003e \u003cp\u003eMilestone monitoring 119\u003c\/p\u003e \u003cp\u003eCash flow monitoring 120\u003c\/p\u003e \u003cp\u003eActivity schedules 120\u003c\/p\u003e \u003cp\u003ePlanned progress monitoring 120\u003c\/p\u003e \u003cp\u003eEarned value analysis 121\u003c\/p\u003e \u003cp\u003eResources and cost optimisation 122\u003c\/p\u003e \u003cp\u003eResources 122\u003c\/p\u003e \u003cp\u003eMethod statements 127\u003c\/p\u003e \u003cp\u003eFormat of the method statement 127\u003c\/p\u003e \u003cp\u003eThe tender method statement (for submission to the client) 127\u003c\/p\u003e \u003cp\u003eThe tender method statement (for internal use) 129\u003c\/p\u003e \u003cp\u003eThe construction or work method statement 129\u003c\/p\u003e \u003cp\u003eThe health and safety method statement 129\u003c\/p\u003e \u003cp\u003ePlanning method statement 130\u003c\/p\u003e \u003cp\u003eSite layout plans 132\u003c\/p\u003e \u003cp\u003eAt the tender stage 132\u003c\/p\u003e \u003cp\u003eAt the pre-contract stage 134\u003c\/p\u003e \u003cp\u003eAt the contract stage 134\u003c\/p\u003e \u003cp\u003eSite waste management plans 134\u003c\/p\u003e \u003cp\u003eContractors’ cash flow 135\u003c\/p\u003e \u003cp\u003eBank borrowings 136\u003c\/p\u003e \u003cp\u003eHead office overheads 136\u003c\/p\u003e \u003cp\u003eWorking capital 136\u003c\/p\u003e \u003cp\u003eUncertainty and risk 139\u003c\/p\u003e \u003cp\u003eRisk management 140\u003c\/p\u003e \u003cp\u003eHow do contractors price risk in bids? 143\u003c\/p\u003e \u003cp\u003eKey points 146\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection III Planning and Scheduling Methods 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 149\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Critical Chain Project Management 151\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBackground 151\u003c\/p\u003e \u003cp\u003eHow does CCPM differ from accepted best practice in project management? 152\u003c\/p\u003e \u003cp\u003eEstablishing the critical chain 152\u003c\/p\u003e \u003cp\u003eMonitoring and controlling the critical chain 153\u003c\/p\u003e \u003cp\u003eA critical review of CCPM 155\u003c\/p\u003e \u003cp\u003eKey points 157\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Earned Value Analysis 158\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTerminology and definitions 158\u003c\/p\u003e \u003cp\u003eCost Performance Index (CPI) 159\u003c\/p\u003e \u003cp\u003eCost variance 159\u003c\/p\u003e \u003cp\u003eEarned value analysis (EVA) 159\u003c\/p\u003e \u003cp\u003eEarned value management (EVM) 159\u003c\/p\u003e \u003cp\u003eEarned value management system (EVMS) 159\u003c\/p\u003e \u003cp\u003eBudgeted cost of work scheduled 159\u003c\/p\u003e \u003cp\u003eBudget at completion (BAC) 159\u003c\/p\u003e \u003cp\u003eActual cost of work performed (ACWP) 160\u003c\/p\u003e \u003cp\u003eBudgeted cost of work performed (BCWP) 160\u003c\/p\u003e \u003cp\u003eEarned value (EV) 160\u003c\/p\u003e \u003cp\u003ePerformance measurement baseline 160\u003c\/p\u003e \u003cp\u003eSchedule Performance Index (SPI) 160\u003c\/p\u003e \u003cp\u003eSchedule variance (SV) 160\u003c\/p\u003e \u003cp\u003eThe basis of the EVA 160\u003c\/p\u003e \u003cp\u003eEarned value analysis calculations and their interpretation 163\u003c\/p\u003e \u003cp\u003eForecasting 164\u003c\/p\u003e \u003cp\u003eAn example of EVA calculations 164\u003c\/p\u003e \u003cp\u003eEarned value management systems 167\u003c\/p\u003e \u003cp\u003eProblems and pitfalls of EVA and how to overcome them 168\u003c\/p\u003e \u003cp\u003eKey points 170\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Last Planner® 171\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBackground 171\u003c\/p\u003e \u003cp\u003eThe development of Last Planner® 172\u003c\/p\u003e \u003cp\u003ePrinciples of the Last Planner System® (LPS) 174\u003c\/p\u003e \u003cp\u003eImplementing the Last Planner System® (LPS) 175\u003c\/p\u003e \u003cp\u003eImproving production performance 179\u003c\/p\u003e \u003cp\u003eBenefits of the Last Planner® System 179\u003c\/p\u003e \u003cp\u003eBarriers to the adoption of Last Planner® 180\u003c\/p\u003e \u003cp\u003eKey points 181\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 ADePT–Planning, Managing and Controlling the Design Process 182\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBackground 182\u003c\/p\u003e \u003cp\u003eA new way of working 183\u003c\/p\u003e \u003cp\u003eDefining the scope of the design process 185\u003c\/p\u003e \u003cp\u003eProcess sequencing 185\u003c\/p\u003e \u003cp\u003eScheduling 185\u003c\/p\u003e \u003cp\u003eControlling the design workflow 186\u003c\/p\u003e \u003cp\u003ePractical implementation 186\u003c\/p\u003e \u003cp\u003eA facilitated approach to planning 186\u003c\/p\u003e \u003cp\u003eIntegrating design with procurement and construction 188\u003c\/p\u003e \u003cp\u003eManaging constraints and measuring progress 189\u003c\/p\u003e \u003cp\u003eSummary 191\u003c\/p\u003e \u003cp\u003eKey points 191\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Building Information Modelling (BIM) 192\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat is building information modelling (BIM)? 192\u003c\/p\u003e \u003cp\u003eBIM is not new 193\u003c\/p\u003e \u003cp\u003eWhy now? 194\u003c\/p\u003e \u003cp\u003eBIM maturity levels 195\u003c\/p\u003e \u003cp\u003eLevel 0 195\u003c\/p\u003e \u003cp\u003eLevel 1 195\u003c\/p\u003e \u003cp\u003eLevel 2 196\u003c\/p\u003e \u003cp\u003eLevel 3 196\u003c\/p\u003e \u003cp\u003eThe development of 4D CAD 197\u003c\/p\u003e \u003cp\u003eVirtual construction 200\u003c\/p\u003e \u003cp\u003eThe requirement collection phase 200\u003c\/p\u003e \u003cp\u003eThe model building phase 200\u003c\/p\u003e \u003cp\u003eThe process simulation phase 202\u003c\/p\u003e \u003cp\u003eHow will BIM change construction planning and scheduling? 202\u003c\/p\u003e \u003cp\u003eBIM and the law 203\u003c\/p\u003e \u003cp\u003eKey points 203\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Planning for Sustainability with BREEAM 204\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eSamuel Ewuosho\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBackground 204\u003c\/p\u003e \u003cp\u003eThe need for sustainable construction 204\u003c\/p\u003e \u003cp\u003eDrivers of sustainable construction 205\u003c\/p\u003e \u003cp\u003eLegislative drivers 205\u003c\/p\u003e \u003cp\u003eClient (market-led) requirements 206\u003c\/p\u003e \u003cp\u003eProfessional responsibility 206\u003c\/p\u003e \u003cp\u003eCompetitors 206\u003c\/p\u003e \u003cp\u003eBREEAM 207\u003c\/p\u003e \u003cp\u003eBREEAM sections 209\u003c\/p\u003e \u003cp\u003eManagement 209\u003c\/p\u003e \u003cp\u003eHealth and wellbeing 209\u003c\/p\u003e \u003cp\u003eEnergy 209\u003c\/p\u003e \u003cp\u003eTransport 210\u003c\/p\u003e \u003cp\u003eWater section 210\u003c\/p\u003e \u003cp\u003eMaterials 211\u003c\/p\u003e \u003cp\u003eWaste 211\u003c\/p\u003e \u003cp\u003eLand use and ecology 211\u003c\/p\u003e \u003cp\u003ePollution section 211\u003c\/p\u003e \u003cp\u003eInnovation 211\u003c\/p\u003e \u003cp\u003eIndustry response to BREEAM 212\u003c\/p\u003e \u003cp\u003eCase study analysis 213\u003c\/p\u003e \u003cp\u003eDifferent projects produce different management situations 213\u003c\/p\u003e \u003cp\u003eIndividual perceptions of sustainability and BREEAM 214\u003c\/p\u003e \u003cp\u003eKey points 215\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Planning for Waste Management 216\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eSarah-Jane Holmes and Mohamed Osmani\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBackground 216\u003c\/p\u003e \u003cp\u003eConstruction waste causes and origins 217\u003c\/p\u003e \u003cp\u003eMaterials procurement 217\u003c\/p\u003e \u003cp\u003eDesign 218\u003c\/p\u003e \u003cp\u003eSite operations 218\u003c\/p\u003e \u003cp\u003eOn-site waste management practices 219\u003c\/p\u003e \u003cp\u003eOn-site waste management techniques 220\u003c\/p\u003e \u003cp\u003eSite Waste Management Plan (SWMP) requirements 221\u003c\/p\u003e \u003cp\u003eHow the research was undertaken 222\u003c\/p\u003e \u003cp\u003eResearch results 222\u003c\/p\u003e \u003cp\u003eConstruction waste origins 222\u003c\/p\u003e \u003cp\u003eWaste production and potential waste minimisation across projects’ life cycle 223\u003c\/p\u003e \u003cp\u003eDiscussion 225\u003c\/p\u003e \u003cp\u003eKey challenges associated with implementing SWMPs 226\u003c\/p\u003e \u003cp\u003eKey points 227\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Planning for Safety, Health and Environment 228\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eAlastair Gibb\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBackground 228\u003c\/p\u003e \u003cp\u003eSHE management model: An overview 228\u003c\/p\u003e \u003cp\u003ePlanning 230\u003c\/p\u003e \u003cp\u003eHazard\/risk identification and control 231\u003c\/p\u003e \u003cp\u003eRisk control measures 231\u003c\/p\u003e \u003cp\u003eDeveloping the SHE plan 239\u003c\/p\u003e \u003cp\u003eProgramme for occupational health 242\u003c\/p\u003e \u003cp\u003eRight info, right people, right time 243\u003c\/p\u003e \u003cp\u003eConstruction risk assessments 243\u003c\/p\u003e \u003cp\u003eConstructability reviews 243\u003c\/p\u003e \u003cp\u003eMethod statements 244\u003c\/p\u003e \u003cp\u003eJob safety analysis (JSA) 244\u003c\/p\u003e \u003cp\u003eEnvironment 245\u003c\/p\u003e \u003cp\u003eEmergency preparedness 245\u003c\/p\u003e \u003cp\u003eKey points 246\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection IV Delay and Forensic Analysis 247\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 247\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Delays 249\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDelay and disruption: Definitions 249\u003c\/p\u003e \u003cp\u003eDelays 250\u003c\/p\u003e \u003cp\u003eCategories of delay 251\u003c\/p\u003e \u003cp\u003eTypes of delay 251\u003c\/p\u003e \u003cp\u003eDate 251\u003c\/p\u003e \u003cp\u003eTotal 252\u003c\/p\u003e \u003cp\u003eExtended 252\u003c\/p\u003e \u003cp\u003eAdditional 254\u003c\/p\u003e \u003cp\u003eProgress 254\u003c\/p\u003e \u003cp\u003eSequence 255\u003c\/p\u003e \u003cp\u003eFragnets 256\u003c\/p\u003e \u003cp\u003eProspective versus retrospective delay and other concepts 256\u003c\/p\u003e \u003cp\u003eKey points 259\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Factual Information 260\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe As-Planned schedule 260\u003c\/p\u003e \u003cp\u003eCorrecting the As-Planned schedule 261\u003c\/p\u003e \u003cp\u003eKey contract dates 262\u003c\/p\u003e \u003cp\u003eMissing logic links 262\u003c\/p\u003e \u003cp\u003eConstraints 263\u003c\/p\u003e \u003cp\u003eActivity durations 264\u003c\/p\u003e \u003cp\u003eSequence of activities 264\u003c\/p\u003e \u003cp\u003eMissing activities 265\u003c\/p\u003e \u003cp\u003eAdditional activities 265\u003c\/p\u003e \u003cp\u003eScope change 266\u003c\/p\u003e \u003cp\u003eSoftware 266\u003c\/p\u003e \u003cp\u003eBar chart to network 267\u003c\/p\u003e \u003cp\u003eAs-built\/progress records 269\u003c\/p\u003e \u003cp\u003eAs-built schedule 272\u003c\/p\u003e \u003cp\u003eKey points 275\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Protocols and Methods of Analysis 276\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Society of Construction Law Delay and Disruption Protocol 276\u003c\/p\u003e \u003cp\u003eAACEI recommended practice no. 29R-03 – Forensic schedule analysis 279\u003c\/p\u003e \u003cp\u003eMethods of analysis 280\u003c\/p\u003e \u003cp\u003eGlobal claims 286\u003c\/p\u003e \u003cp\u003eAs-planned versus as-built 289\u003c\/p\u003e \u003cp\u003eImpacted as-planned 291\u003c\/p\u003e \u003cp\u003eTime impact analysis 300\u003c\/p\u003e \u003cp\u003eCollapsed as-built 317\u003c\/p\u003e \u003cp\u003eWindows 319\u003c\/p\u003e \u003cp\u003eAs-Planned versus As-Built 325\u003c\/p\u003e \u003cp\u003eTime impact analysis 325\u003c\/p\u003e \u003cp\u003eAs-Planned versus As- Built #2 Or Time Slice Analysis 326\u003c\/p\u003e \u003cp\u003eKey points 327\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Disruption 328\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefinitions and background 328\u003c\/p\u003e \u003cp\u003eMethods of analysis 329\u003c\/p\u003e \u003cp\u003eMeasured mile 329\u003c\/p\u003e \u003cp\u003eLeonard\/Ibbs curves 332\u003c\/p\u003e \u003cp\u003eIndices and statistics 335\u003c\/p\u003e \u003cp\u003eKey points 336\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 Other Issues 337\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOut-of-Sequence progress 337\u003c\/p\u003e \u003cp\u003eProgress override 338\u003c\/p\u003e \u003cp\u003eRetained logic 338\u003c\/p\u003e \u003cp\u003eOmissions 340\u003c\/p\u003e \u003cp\u003eCalendars 341\u003c\/p\u003e \u003cp\u003eWeather 345\u003c\/p\u003e \u003cp\u003eConcurrent delay 348\u003c\/p\u003e \u003cp\u003ePacing 352\u003c\/p\u003e \u003cp\u003eMitigation 352\u003c\/p\u003e \u003cp\u003eAcceleration 354\u003c\/p\u003e \u003cp\u003eEmployer\/contractor\/subcontractor schedules 355\u003c\/p\u003e \u003cp\u003eKey points 356\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendices\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAppendix 1 BIM Case Study: One Island East 358\u003c\/p\u003e \u003cp\u003eAppendix 2 The Shepherd Way and Collaborative Planning 362\u003c\/p\u003e \u003cp\u003eAppendix 3 Building Information Modelling (BIM) and English Law 367\u003cbr\u003e \u003ci\u003eStacy Sinclair\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eGlossary 371\u003c\/p\u003e \u003cp\u003eReferences 389\u003c\/p\u003e \u003cp\u003eIndex 399\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402398671191,"sku":"9780470670323","price":47.45,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780470670323.jpg?v=1730480279","url":"https:\/\/bookcurl.com\/products\/handbook-for-construction-planning-and-scheduling-9780470670323","provider":"Book Curl","version":"1.0","type":"link"}