Why another book about Construction Planning and Scheduling? Planning and scheduling is a ‘mature’ subject. The knowledge base is long established; there are many excellent texts specifically on the subject.
Planning and scheduling is covered in many excellent project management and business management textbooks. Why another book?
Although the basis for construction planning and scheduling is long established and the subject firmly embedded in university and college teaching programmes,
there is substantial evidence that most planners and schedulers are trained by experience ‘on the job’.
Planners and schedulers are, in the main, self-taught. This learning extends over time and like all industry-based learning needs to be supported by the knowledge and experience of others.
The aim of this Handbook for Construction Planning and Scheduling is therefore to present the key issues of planning and scheduling in a clear, concise and practical way in a readily acceptable format whereby individual chapters and sections can be accessed and read in isolation to provide a guide to good practice.
Our objective was to provide a text to accompany learning, a reference document which, supported by web-based information,
would provide information on the background to planning and scheduling together with guidance on best practice and practical methods for the application of construction planning and scheduling on different types of construction work.
In addition to revisiting the basic elements of planning and scheduling, we have included chapters on current topics that are demanding consideration by all those within the construction industry.
These include planning for sustainability, waste, health and safety and Building Information Modelling (BIM).
The Handbook for Construction Planning and Scheduling is divided into four sections. The first section looks at planning and scheduling within the construction context.
It provides both an outline of the evolution of planning and scheduling and a review of the basics: who plans, when and why.
We consider the overall project cycle and then explore what the construction planner actually does and how the form of procurement adopted by the client impacts both the type of planning undertaken and when planning takes place.
We complete the first section by looking at different construction management schools of thought and how these approaches influence how the managers of construction organisations plan, monitor and control construction projects.
The second section looks at planning and scheduling techniques and practice. There are numerous planning and scheduling techniques available to assist the construction planner. These have been developed over extended periods of time.
We provide details of the basis of these techniques and then look at how they are used in practice and how they are adopted, adapted and utilised in practical situations.
This section also looks at other aspects of planning such as how the cash flow for the contract may be calculated, the method statements that need to be produced and the uncertainty and the risks that may arise due to insufficient information.
The third section considers planning and scheduling methods and how the techniques described and discussed in Section II are incorporated into current ways of working including Critical Chain Project Management,
Earned Value Analysis, Last Planner, ADePT (for planning the design process), BIM, Planning for Sustainability, Planning for Waste Management and Planning for Health Safety and the Environment.
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