Construction Project Scheduling And Control 3rd Edition Saleh A. Mubarak - Solutions

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Think about the potential consequences of doing or not doing a particular task; separate the urgent from the important and spend more time doing those things that can have a major effect on your future.
Identify your key constraints to business and personal success; what sets the speed at which you achieve a specific goal, and what could you do to remove the limiting factor, either in yourself or in the situation?
Apply the 80/20 Rule to every part of your business and personal life;identify the top 20% of activities, customers, products, services and tasks that account for 80% of the value, and focus on them before anything else.
Resolve today that you are going to become excellent at thinking through and working exclusively on your top priority tasks; never allow exceptions until this becomes a habit.Make a list of activities each day before you begin, and set careful priorities on your list. Divide the items by applying
Make every minute count, especially when you travel by air. By organizing properly, you can get a full day’s work done on a single flight.
Handle each piece of paper only once, and take some action on each item when you pick it up. Whenever possible, delegate it, defer it, throw it away or handle it immediately.
Gather everything you need before you start working, and have only one major task in front of you at a time.
Clean up your desk or work space and keep it clean. Discipline yourself to be a role model for others who want to know how a top person works.
Get a time planner of some kind, whichever feels most comfortable to you, and invest the time necessary to learn how to use it. The payoff in saved time and increased productivity will be enormous.
Write everything down before you begin; always work from a list, and add new items to the list before you start on them.
Resolve today to become one of the best organized people in your business: repeat “I am organized and efficient in everything I do!” as an affirmation until this command is accepted by your subconscious mind.
Take action on your most important goal, and resolve to do something every day that moves you one step closer to achieving it. Never give up!
Determine the obstacles you will have to overcome, the additional knowledge and skill you will require, and the people whose help you will need. Be specific.
Organize your list into a plan. Decide what is most important. Decide what must be done first, before something else can be done.
Make a list of everything you can think of to do to achieve this goal.As you think of new activities, add them to the list. Keep doing this until your list is complete.
Set a specific deadline for the achievement of this goal. Set subdeadlines if necessary.
Review your list and ask, “What one goal, if I achieved it, would have the most positive impact on my life, right now?” Write this goal at the top of a new page.
Clarity is essential! Make a list of 10 goals for the coming year in every area of your business and personal life. Write in the present tense, as if you have already achieved the goal?
Resolve today that you are going to work and practice until you become one of the most efficient, effective and productive people in your field. Take action immediately on your resolution.
Determine the areas of your work that give you the most satisfaction and make plans to become even more productive in those areas.
Think about teaching a course in time management to your friends and colleagues. What would be the most important things you would want to teach them?
Imagine that everyone around you is looking up to you as the role model of personal efficiency, and that they were going to organize their days the way you organize yours. Act accordingly.
Talk to yourself positively all the time. Repeat affirmations like, “I use my time efficiently and well!”
Think back on a time when you were performing at your best. Recall and replay the picture of this experience on the screen of your mind whenever you approach a new task.
Select one area where better time management skills can help you to be more effective and get more done. Resolve to go to work on yourself in that area immediately.
What is the difference between merging and appending a model?
Describe the idea and importance of “Selection Set.”
Describe when and for which activities you would use “Construct,” “Demolish,”and “Temporary” task types.
How can a project schedule be linked and created using Navisworks?
Describe the steps for creating a 4D model for a project.
List BIM tools that have 4D capability and explain their major functions.
How does incorporation of ERP systems with BIM influence project management efforts?
What is the integrated project delivery system?
How can the use of BIM minimize cost overruns and time delays?
Explain the difference between 3D CAD drawings and 3D intelligent models.
What is the relationship between BIM and sustainability? How would the use of BIM contribute to sustainability?
Explain 6D and 7D BIM models and their major functions.
How can the nD models of BIM be improved? In your opinion, what will be the next nth model?
If you were an architect, why would you use BIM? (Answer it also as if you were a contractor, a client, or a subcontractor.)
Describe how the use of a BIM system increases collaboration among project participants.
What is the innovative aspect of BIM?
Why are 4D and 5D models important in project management?
What is the relationship between BIM and LEAN construction?
Explain the difference between 4D and 5D BIM.
What are the major functions and benefits of the following?a. 3D BIMb. 4D BIMc. 5D BIM
From the project chosen in question 12, perform a risk analysis for one of the routine schedule updates and identify any newly discovered risks.
From the project chosen in question 12, separate your list of risks into those that can be avoided, shifted, prevented, or accepted as unresolved. Explain how the unresolved risks can be incorporated into the schedule with a mitigation plan.
Choose two activities in the project chosen in question 12. Ask the PM about the durations used in the CPM schedule for these two activities. Ask the PM if these durations represent the “most likely” case. If so, ask for the durations for the “optimistic” and “pessimistic” cases for
In the previous question, compare your own risk register for the list given to you by the PM. If you have any risks on your own list that do not exist on the PM’s list, ask the PM (in a professional manner) about them and whether they were considered.
Arrange a meeting with a project manager for a local construction project. Before the meeting, prepare your own list of risks that would have been identified in the risk register if you were the project manager (PM) providing a risk analysis.During the meeting with the PM, request a copy of the
What is the duration that you assign for the entire cycle in the previous example, based on a “worst-case scenario”? Do you believe that such a duration is realistic?Why or why not?
From past experience, you believe that the chances for approval of a subcontractor’s shop drawings are:a. 50% from first submissionb. 30% from second submissionc. 20% from third submission If estimated durations for shop drawing activities are 45 days for first submission, 14 days for first
A contractor in your locale, while working on a road project, submits a claim for extending the completion date due to “adverse weather.” His claim is based on the fact that heavy rain prevented work on the project for 13 days during the months of August and September. How do you respond to
In an excavation for a building foundation in a downtown area, there are many risks. Mention five of them and categorize them into the three groups of schedule risks.
Mention at least two risks of each type in question 6.
What are the three major types of schedule risks?
In the previous question, pick two to three risks and estimate the cost and time impact in two different scenarios:a. These risks were considered at the early stages of the project (i.e., planning), with a response prepared as part of the risk management plan.b. These risks were not considered
Pick a random project (any type, not necessarily construction) that you are either leading or involved with. Hold a meeting with the project team members (minimum of four people). Hold a brainstorming session and prepare a risk register for your project.
Mention five different risks that may have to be considered in a typical infrastructure construction project consisting of bridges and/or roadways.
Talk to a project manager for a local construction project and ask how risk management is being handled. If no formal risk management plan is being used, discuss how the project is protected against typical project risks. Discuss the benefits of formal risk management.
Compare the cost risk and time risk in any typical construction project; include similarities, differences, and means of identifying the risks, and responses to each.
Can the owner require ownership of the float in the contract? If yes, can the owner add a 3-day work item to a path that has 5 days of total float without giving the contractor any time extension? (Hint: the answer is not a simple yes or no.)
If a subcontractor’s activity has 5 days of total float, does the subcontractor have the authority to use that float however he or she likes? Explain your answer.
Define:a. As-built scheduleb. As-planned schedulec. Comparison scheduled. Accelerated schedule
Why is CPM important in proving or disproving construction delay claims?
List the methods usually used in resolving claims. Briefly explain each one. Classify them into binding and nonbinding methods.
What can the scheduler—as part of the project management team—do to prevent delay claims and/or help resolve them? List the items that you must document.
If the owner adds additional items of work to the project, does this action automatically entitle the contractor to a time extension? Explain.
What are the types of delay claims?
Define force majeure. Why is it preferred over the term “act of God”?
What are the major reasons for change orders?
The earlier the owner decides on a change, the less extra cost and trouble will occur. Elaborate on this statement and provide a practical example.
How can owners minimize the number of change orders?
Who can initiate a construction claim delay?
Define a construction claim delay.
Give an example of an FF relationship that should not be replaced by a DML relationship.
Give an example of an SS relationship that should not be replaced by a DML relationship.
What is the challenge in taking the lag in the DML relationship as a percentage of the predecessor’s duration?
For the following two activities:Activity Title Original Duration (days)A. Trench Excavation 18 B. Laying Pipe 13 we need to maintain at least a 1-day lag between the two activities at all times.The activities are contiguous. Assume activity B (Laying Pipe) to be linear. What is the minimum RDB
What are the limitations of DML?
Give two examples of construction work (combination of 2 to 4 activities, each)for which DML would be suitable.
What is the main idea of DML? What makes it different from the logic relationships of the precedence diagramming method (PDM)?
Draw an LSM schedule for a 2-mile road-resurfacing project. Consider the following activities:Activity Daily production (LF)A. Milling 2,000 B. Structural Course 1,000 C. Friction Course 800 D. Striping and Signage 1,200
Draw an LSM schedule for a 5-mile stretch of a road project. Consider the following activities:Activity Daily production (LF)A. Excavation 500 B. Subbase 300 C. Base 240 D. Paving 1,000 E. Striping and Signage 1,500
Define time buffer and distance buffer. Use words and graphs to explain your answer.
What are the steps for preparing an LSM schedule?
What types of projects are best for the LSM application?
What is the main difference between PERT and GERT?
Is PERT popular in the construction industry? Why?
What types of projects are best for the PERT application?
What is the risk of using PERT and focusing on the critical path only?
Draw the network for the following project. Perform the CPM calculations on the basis of the most likely durations. Pick the longest three paths. Calculate the expected duration and the standard deviation for each path. Considering all three paths, what is the duration of the project with at least
In a CPM network, the critical path has six activities. Their durations are tabulated next.Duration (Days)Activity Optimistic (To) Most Likely (Tm) Pessimistic (Tp)B 2 3 5 D 4 8 13 F 5 6 8 K 3 3 3 N 7 10 15 S 3 5 8 Compute the following:a. The probability that the project will finish by the end of
In a CPM network, the critical path has five activities. Their durations are tabulated next.Duration (Days)Activity Optimistic (To) Most Likely (Tm) Pessimistic (Tp)A 4 6 9 D 6 10 15 G 7 11 15 H 10 20 36 M 8 10 14 O 4 5 8 Compute the following:a. The probability that the project will finish by the
In a CPM network, the critical path has five activities. Their durations are tabulated next.Duration (Days)Activity Optimistic (To) Most Likely (Tm) Pessimistic (Tp)A 2 5 9 B 3 4 8 C 4 6 9 D 5 10 20 E 3 5 9 Compute the following:a. The probability that the project will finish by the end of day 32b.
What are the main differences between CPM and PERT?
How does the PERT method work?
What is the main concept of PERT?
What do the acronyms PERT, GERT, and LSM stand for?
After you prepare a schedule for a shopping mall, the architect issues a design change in which an escalator is added inside one of the areas that will be occupied by a major store in the mall. The subcontractor in charge of the escalator submits her schedule, showing that the work can be completed

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Construction Project Scheduling And Control 3rd Edition Saleh A. Mubarak - Solutions

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