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E-raamat: CPM in Construction Management

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  • Formaat: 651 pages
  • Ilmumisaeg: 03-Nov-2005
  • Kirjastus: McGraw-Hill Professional
  • Keel: eng
  • ISBN-13: 9780071589116
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CPM in Construction ManagementSuurem pilt
  • Formaat: 651 pages
  • Ilmumisaeg: 03-Nov-2005
  • Kirjastus: McGraw-Hill Professional
  • Keel: eng
  • ISBN-13: 9780071589116
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Accelerate with CPM--and this Leading Guide to Construction Planning and Scheduling

CD-ROM Includes Full-Function Deltek Open Plan CPM Software
A $2000-retail-value, unrestricted license to this world-class product is provided on the included CD-ROM. No limits to number of activities, time for evaluation, or usage. With instruction on CPM and powerful software, you are ready for business now.

The CD-ROM also provides:

  • Links to download powerful software from Oracle (Primavera), Microsoft, and others
  • A PDF file of full-color and scalable copy for all screen shots in the text
  • Additional chapter on screen-by-screen instructions for classic Primavera P3 software
  • A computer-readable PDF of two sample CPM specifications

The critical path method (CPM) of planning and scheduling is a powerful tool for engineering and construction project design and management. When it comes to applying CPM to day-to-day construction situations, this guide, known as the industry bible, is the one you'll want to have. Written by the former vice chair of the celebrated construction management firm that renovated San Francisco's cable car system and redeveloped New York's JFK airport, and by one of America's leading construction scheduling experts, the Seventh Edition of CPM in Construction Management arms you with the critical knowledge and power to model the project and master the software for smooth handling of complex jobs.

This highly informative, practical book shows you how CPM:

  • Works--and how to make it work for you
  • Serves as the analytical tool of choice for evaluation, negotiation, resolution, and/or litigation of construction claims
  • Cuts costs in a one-person operation or the most complex multinational enterprise
  • Helps you stay on top of every aspect of complicated projects
  • Saves you big money in delay avoidance, accurate cost predictions, and claims reductions
  • Multiplies the effectiveness of your instincts, experience, and knowledge
  • Can be successfully implemented by properly utilizing the power of leading scheduling software products

Specifications of major engineering firms call for the project CPM to be prepared and administered in accordance with this text, which also serves as a primary resource for PSP and PMI-SP exam preparation. With case studies of major global construction projects and a "John Doe" example project that's followed throughout, this book will simplify your application of CPM. Cut project time to the minimum. Determine which deliveries to expedite, and which may slide. Know instantly the impact of change-and how to thrive while others fail. Understand CPM's courtroom evidentiary value--and watch disputes be amicably resolved. This updated classic is the construction tool that makes everything around you work better, faster, and more economically.

Preface xv
Acknowledgments xix
Part I. Introduction to CPM Planning and Scheduling
Chapter
1. Introduction to CPM Planning and Scheduling
3(12)
1.1 Scheduling Is for Everyone
3(1)
1.2 We Teach Carpentry—Not "How to Use Your New Power Saw"
4(1)
1.3 History of Scheduling Systems
5(1)
1.4 The Ordered "To Do" List
6(1)
1.5 Gantt Charts and Bar Charts
6(3)
1.6 Development of the Critical Path Method of Scheduling
9(2)
1.7 Development of the PERT Method of Scheduling
11(1)
1.8 Comparison of CPM and PERT
12(3)
Chapter 2 Project Control Systems Evolve in Academia
15(10)
2.1 1980-1965: Logic Systems Gain Acceptance
15(2)
2.2 1986 1970: The Fight between CPM and PERT
17(1)
2.3 PDM
18(1)
2.4 SPERT and GERT
19(1)
2.5 RDCPM™
20(5)
Chapter
3. Project Control Systems Evolve in the Marketplace
25(10)
3.1 Commercialization 1965-1970
25(1)
3.2 Commercialization 1970-1980
26(1)
3.3 Early Legal Recognition
26(1)
3.4 PCs 1980-1990
27(1)
3.5 PCs 1990-2000
27(1)
3.6 PCs 2000-2005
28(1)
3.7 PCs 2005-2010
29(1)
3.8 The Sixth Edition
30(5)
Part
2. The Theory of CPM Planning and Scheduling
Chapter
4. Your NewTool—Read Before Using
35(14)
4.1. Primavera and Your Power Saw—Useful but Dangerous Tools
35(2)
4.2. How Does Primavera (or Other Scheduling Software) Work?
37(1)
4.3. What Goes In...
37(1)
4.4. The Initial Logic Network—Input
37(1)
4.5. The Logic of the Logic Network
38(1)
4.6. Arrow Diagram
38(3)
4.7. Logic Diagrams
41(4)
4.8. Logical Loop
45(1)
4.9. Non-construction Examples
46(2)
4.10. Summary
48(1)
Chapter
5. Network Construction
49(16)
5.1. Form and Format
49(2)
5.2. Events
51(10)
5.3. Problems with Multisheet Networks
61(2)
5.4. Summary
63(2)
Chapter
6. The Durations of the Logic Network
65(8)
6.1. Definition of an Activity
66(1)
6.2. Setting a Minimum and Maximum Duration
67(2)
6.3. Estimating versus Scheduling Durations
69(1)
6.4. CPM versus PERT Durations
70(2)
6.5. Summary
72(1)
Chapter
7. What Comes Out...
73(8)
7.1. Attributes of an Event
74(1)
7.2. Attributes of an Activity
74(1)
7.3. The Forward Pass—TE, ES, and EF
75(1)
7.4. The Backward Pass—TL, LF, and LS
75(1)
7.5. The Backward Pass—TF, FF, and IF
75(2)
7.6. Calculating the Attributes of an Event or Activity
77(1)
7.7. The Forward Pass—TE, ES, and EF
77(1)
7.8. The Backward Pass—TL, LF, and LS
78(1)
7.9. The Backward Pass—TF, FF, and IF
79(1)
7.10. Summary
80(1)
Chapter
8. Cranking the Engine
81(30)
8.1. Manual and Computer Solutions for PERT and ADM-The Matrix Method
81(7)
8.2. Manual and Computer Solution for PERT and ADM-The Intuitive Method
88(5)
8.3. Activity Start and Finish Times
93(2)
8.4. Critical Activities
95(2)
8.5. Total Float
97(3)
8.6. Free Float
100(2)
8.7. Independent Float
102(2)
8.8. Time Scale Network
104(1)
8.9. Computation Time
105(1)
8.10. Writing Your Own CPM Software
105 (3)
8.11. Manual and Computer Solution for PDM with Durations Between Activities
108(2)
8.12. Summary
110(1)
Chapter
9. Adding Complexity
111(36)
9.1. Enhancements to the Basic System
111(1)
9.2. Original versus Remaining Durations
112(1)
9.3. Percent Complete
112(1)
9.4. Defined Subtasks and Check-off Updating
113(2)
9.5. Calendar versus Work Period Conventions
115(1)
9.6. Multiple Calendars
116(2)
9.7. Multiple Starting and Ending Activities
118(2)
9.8. Artificial Constraints to Dates
120(3)
9.9. Artificial Constraints to Algorithms
123(1)
9.10. Negative Float
123(1)
9.11. Definition of Criticality
124(5)
9.12. Continuous versus Interruptible Performance
129(1)
9.13. Actual Start and Finish Dates
129(1)
9.14. Retained Logic versus Progress Overrides
130(1)
9.15. Events and Milestones
131(1)
9.16. Hammocks and Summary Network Logic
132(1)
9.17. Summary Activity Bars
133(3)
9.18. User-defined Code Fields
136(1)
9.19. Adding Resources to Activities
136(1)
9.20. Adding Costs and Cost Codes to Activities
137(2)
9.21. Resource Driven Scheduling
139(1)
9.22. Master Schedules Local versus System-wide Updating
140(2)
9.23. Activity Types
142(2)
9.24. Hierarchical Codes
144(2)
9.25. Summary
146(1)
Chapter
10. PDM and Precedence Networks
147(14)
10.1. Precedence Logic
148(4)
10.2. Work Package Calculations
152(1)
10.3. Computer Calculation
153(3)
10.4. Project Example
156(3)
10.5. Summary
159(2)
Chapter
11. Respecting the Power of PDM
161(22)
11.1. Durations between Activities: Percent Lead/Lag Relationships
161(2)
11.2. Defining Overlapping Activities: Durations between Activities
163(7)
11.3. Negative Durations between Activities
170(1)
11.4. Remaining Durations between Activities
170(1)
11.5. Impact of Percent Complete Upon Durations between Activities
171(1)
11.6. PDM and Hammocks
172(3)
11.7. Continuous versus Interruptible Progress
175(2)
11.8. Undefined Subtasks and Relationships to Other Activities
177(1)
11.9. Multiple Calendars
178(1)
11.10. Retained Logic versus Progress Override
179(1)
11.11. Total Float Calculation
180(1)
11.12. Erroneous Loop Errors
181(1)
11.13. Summary
182(1)
Chapter
12. Enhancements and Extensions by Software Vendors
183(14)
12.1. Overview of Primavera Project Planner P3
183(1)
12.2. Overview of Suretrak Project Planner
184(2)
12.3. Overview of P3e/c Primavera Program Manager
186(2)
12.4. Overview of Primavera Contractor
188(1)
12.5. Overview of Microsoft Project Professional 2003
188(1)
12.6. Overview of Welcome Open Plan
189(8)
Part
3. The Tools of CPM Planning and Scheduling
Chapter
13. Measure Twice—Cut Once
197(10)
13.1. Preparing to Collect the Input
197(1)
13.2. The Pure Logic Diagram
198(1)
13.3. A Team Effort...on the Blackboard or Sketch Pad
198 (1)
13.4. Format for Ease of Data Collection versus for Ease of Data Entry to Chosen Software
198(1)
13.5. Bar Chart: May Be Based upon Logic, but Is not a Logic Network
199(1)
13.6. Logic Restrained Bar Chart
200(1)
13.7. Freehand
200(1)
13.8. PERT
200(5)
13.9. Summary
205(2)
Chapter
14. Choosing Codes
207(12)
14.1. Calendar
207(3)
14.2. Deliverable and Responsible Entity: SHT1, SHT2, RESP, and SUBC
210(1)
14.3. Key Resources: CRTY, CRSZ, MHRS, SUPV and EQUIP
211(1)
14.4. O.T., Night Work, and Special Supervision or Inspection
211(1)
14.5. Quantities and Rates of Productivity
211(1)
14.6. Location, Location, Location
212(1)
14.7. Budget Codes for Cost of Labor, Equipment, and Materials
213(2)
14.8. A Word About Codes Tied to the Activity ID
215(1)
14.9. A Word About Aliases
216(1)
14.10. Summary
216(3)
Chapter
15. Acquiring Information to Initial Schedule
219(4)
15.1. The Activity Description—a Gross Abbreviation
220(1)
15.2. Activity ID, Activity Codes and Logs
221(1)
15.3. The Activity Further Defined by Resources Assigned
221(1)
15.4. The Activity Further Defined by Predecessors and Successors
221(1)
15.5. The Checklist of Sub-tasks
222(1)
15.6. The Checklist of Sub-deliverables (Events)
222(1)
15.7. Summary
222(1)
Chapter
16. Acquiring the Durations
223(8)
16.1. Best Estimate with Utilization of Resources Envisioned
223(1)
16.2. Compare with PERT Durations: Optimistic, Most Likely, Pessimistic
224(1)
16.3. Schedule Durations versus Estimating Durations
224(1)
16.4. Estimated Durations versus Calculated Durations
225(1)
16.5. Do We Add Contingency Here?
225 (1)
16.6. Estimated Durations versus Expected Completion Dates: "as Good as the Promise"
226(1)
16.7. Productivity
226(1)
16.8. Durations and the Project Calendar or Calendars
226(4)
16.9. Summary
230(1)
Chapter
17. Specifying the Relationships Between Activities
231(14)
17.1. Mandatory and Discretionary Physical Restraints
231(1)
17.2. Mandatory and Discretionary Resource Restraints
232(1)
17.3. Mandatory and Discretionary Timing Constraints
233 (1)
17.4. The Misuse of Restraints and Constraints: "Nailing the Bar Down Where It Belongs"
234(1)
17.5. The Need to Document the Basis of Each Restraint and Constraint
234(1)
17.6. Choosing the Type of Relationship between Activities
234 (1)
17.7. The Case for Restricting Relationships to Traditional "FS" Without Lag
235(1)
17.8. The Need for Non-Traditional Relationships
235(2)
17.9. The Desire for Non-Traditional Relationship and Resulting Misuse
237(1)
17.10. Non-Traditional Relationships Supported by Popular Software
238(1)
17.11. Minimum Restrictions for Proper Usage of PDM
239(1)
17.12. Review the Strengths of ADM: Expand the Definitions
239(1)
17.13. Start of Each Activity Must Have Predecessor
239(1)
17.14. Finish of Each Activity Must Have Successor
239(1)
17.15. Real World Relationships between Activities
240(1)
17.16. The Final Forward Pass
240(1)
17.17. The Final Backward Pass
241(1)
17.18. Choosing the Algorithm for the Initial Schedule
241(2)
17.19. Summary
243(2)
Chapter
18. Example Project: The John Doe Project
245(32)
18.1. Acquiring Information to Initial Schedule
245(1)
18.2. Choosing Appropriate Codes
246(1)
18.3. Activity List
246(7)
18.4. Could We Prepare a Bar Chart?
253(1)
18.5. Network Logic in ADM
254(8)
18.6. Logic Changes Examples
262(1)
18.7. Network Logic in PDM
263(2)
18.8. Populating the Codes
265(1)
18.9. Checking the Output
265(9)
18.10. Calendar Dates
274(2)
18.11. Summary
276(1)
Part
4. The Practice of CPM Planning
Chapter
19. Equipment and Workforce Planning
277(30)
19.1. Workforce Leveling
279(8)
19.2. Computerized Resources Planning
287(5)
19.3. Multiproject Scheduling
292(4)
19.4. Turnaround Application
296(4)
19.5. Examples of Resource Loading on John Doe Project
300(2)
19.6. Resource Leveling Significance
302(3)
19.7. Summary
305(2)
Chapter
20. Procurement
307(14)
20.1. Scheduling Materials Procurement
307(10)
20.2. John Doe Example
317(3)
20.3. Summary
320(1)
Chapter
21. Preconstruction
321(14)
21.1. Predesign Phase
323(2)
21.2. Design
325(8)
21.3. Summary
333(2)
Chapter
22. Evolution of the Project Schedule
335(20)
22.1. Preliminary Schedule
335(1)
22.2. Preconstruction Analysis
336(1)
22.3. Contractor Preconstruction Analysis
336(1)
22.4. Milestones
337(1)
22.5. The John Doe Schedule
338(1)
22.6. Resources
339(2)
22.7. Fast Track
341(1)
22.8. Responsibility
342(1)
22.9. Schedule versus Calendar
342(2)
22.10. Contingency
344(5)
22.11. Schedule Manipulation
349(1)
22.12. Working Schedule
350(3)
22.13. Summary
353(2)
Chapter
23. CPM and Cost Control
355(28)
23.1. CPM Cost Estimate
355(3)
23.2. Progress Payments
358(4)
23.3. Cost Forecasting
362(7)
23.4. Network Time Expediting
369(6)
23.5. Minimum Cost Expediting
375(4)
23.6. Summary
379(4)
Part
5. The Practice of CPM Scheduling
Chapter
24. Let's Look Under the Hood at the Engine
383(30)
24.1. Primavera Project Planner P3
383(9)
24.2. Project and Activity Codes for Organizing Project Data
392(1)
24.3. Entering Data
393(2)
24.4. Debugging and Diagnostic Tools: Improving the Logic Network
395(2)
24.5. Viewing Output
397(1)
24.6. On-screen Formats
397(3)
24.7. Viewing Output: Tabular Formats
400(1)
24.8. Viewing Output: Graphical Formats
401(3)
24.9. Entering Update Data
404(1)
24.10. Primavera Project Manager: P3e/c
405(6)
24.11. Summary
411(2)
Chapter
25. Converting the Team Plan to the Calculated Schedule
413(32)
25.1. Data Entry Made Easy
413(1)
25.2. Check and Set Schedule Algorithm Options
414(3)
25.3. First Run and De-bugging the Logic
417(1)
25.4. Loop Detection and Correction
418(1)
25.5. Technical Review: The Primavera Diagnostic Report
419(3)
25.6. Beyond the Primavera Diagnostic
422(5)
25.7. First Review of Calculated Output: Reality Check #1
427(1)
25.8. Detail Views of Output of Schedule Calculations
427(7)
25.9. Time Scaled Logic Diagram
434(1)
25.10. Tailoring Initial Output to the Chosen Audiences
435(1)
25.11. Whatever Owner Wants, Owner Gets
435 (1)
25.12. "You Can't Always Get What You Want, But...You Get What You Need"
436(1)
25.13. Reports and Views for the Foreman Performing the Work
437(3)
25.14. Reports and Views for the Contractor's Superintendent
440(2)
25.15. Reports and Views for the Contractor's Upper Management
442(1)
25.16. The Narrative Report for Each Audience
443(1)
25.17. Summary
444(1)
Chapter
26. Engineer's Review of the Submitted Initial CPM
445(10)
26.1. Legal Aspects of a Review
447(1)
26.2. Reviewing the Plan
448(1)
26.3. Technical Review
449(1)
26.4. Reschedule and Review the Diagnostic Report
449(3)
26.5. But Is the Logic Realistic? The Smell Test
452(1)
26.6. Project Calendar or Calendars
453(1)
26.7. Summary
453(2)
Chapter
27. Updating the Schedule
455(20)
27.1. Why Update the Schedule?
456(1)
27.2. Acquiring the Data for an Update
457(2)
27.3. Distinguishing Updates from Revisions
459(1)
27.4. Purpose of an Update
459(1)
27.5. The Purpose of a Revision
460(1)
27.6. Who Should Collect Data for an Update
460(1)
27.7. Who Should Prepare Data for a Revision
460(1)
27.8. Information Required for Schedule Control: AS, RD, AF
461(1)
27.9. Determination of Actual Start and Actual Finish Dates
461(1)
27.10. Determination of Remaining Duration of Activities: Repeat the Steps of the Master
461(1)
27.11. Expected Completion and Renewing Promises
462(1)
27.12. Automatic Updates
463 (1)
27.13. The Forgotten Step: Determination of Remaining Duration Between Activities
463(2)
27.14. Save and Rename: Naming Strategies
465(3)
27.15. Reports and Views to Assist Acquiring Data for an Update
468(1)
27.16. Electronic Tools to Assist Acquiring Data for an Update
469(1)
27.17. Choosing the Correct Algorithm for Updates
469(1)
27.18. Scheduling the Update: Interpreting the Results
469(1)
27.19. Technical Review: the Primavera Diagnostic Report
470(1)
27.20. What to Look for when Reviewing the Update
471(1)
27.21. Tailoring Update Output to the Chosen Audiences
472(1)
27.22. The Narrative Report for Each Audience
473(1)
27.23. Summary
474(1)
Chapter
28. Engineer's Review of the Submitted Update
475(4)
28.1. Is This an Update or a Revision?
475(1)
28.2. The Technical Review
476(1)
28.3. The Critical Path
477(1)
28.4. What to Accept and What to Reject
477(1)
28.5. Summary
478(1)
Chapter
29. Revising the Logic Network
479(6)
29.1. "What If" versus Committed Changes
479(2)
29.2. Changes: Approved, Constructive and at Contractor's Cost
481(1)
29.3. Revised Baseline
482(1)
29.4. Update then Revise
483(1)
29.5. Summary
483(2)
Chapter
30. Engineer's Review of the Submitted Revision
485(4)
30.1. Minor Revision
485(2)
30.2. Major Revision
487(1)
30.3. Recovery Schedule
487(1)
30.4. Summary
487(2)
Chapter
31. Case Histories
489(26)
31.1. Chicago Courthouse
489(1)
31.2. Times Tower
490(1)
31.3. Airport Construction
490(1)
31.4. High-Rise Construction
491(2)
31.5. NASA
493(1)
31.6. Housing
493(1)
31.7. Manufacturing Facilities
494(1)
31.8. SEPTA RailWorks
495(1)
31.9. New Jersey Turnpike Authority 1990-1995 Widening Program
496(1)
31.10. JFK Redevelopment
497(3)
31.11. Toronto Transit's "Let's Move" Program
500(3)
31.12. Phoenixville-Mont Claire Bridge
503(3)
31.13. Graduate Hospital Diagnostic Building
506(2)
31.14. Interstate 76, 202 & 422 Interchange
508(2)
31.15. CPM Preparation Time
510(3)
31.16. Summary
513(2)
Chapter
32. Additional Exercises for Students of Project Controls
515(10)
32.1. Sample Problems
515(2)
32.2. Navigating the Enclosed CD-ROM
517(3)
32.3. Answers to Sample Problems
520(5)
Part
6. Advanced Topics
Chapter
33. Specifying CPM
525(10)
33.1. Attorney's Viewpoint to Writing a CPM Specification
525(1)
33.2. Pure Logic Drawing
526(1)
33.3. Content of the Logic Network
527(2)
33.4. Updates and Revisions
529(1)
33.5. Standard References
530(2)
33.6. Sanctions
532(1)
33.7. Sample CPM Specification
533(1)
33.8. Summary
534(1)
Chapter
34. CPM in Claims and Litigation
535(10)
34.1. Introduction
535(2)
34.2. Evidentiary Use of CPM
537(8)
Chapter
35. Delay Analysis
545(26)
35.1. Delay versus Disruption
545(1)
35.2. Responsibility/Types/Force Majeure
546(2)
35.3. As-Planned Logic Network
548(2)
35.4. As-Should-Have-Been CPM Network
550(1)
35.5. As-Planned Schedule
551(1)
35.6. As-Built Schedule
552(1)
35.7. As-Built Logic Network
553(1)
35.8. Causative Factors
554(2)
35.9. As-Impacted Logic Network
556(1)
35.10. As-Impacted Schedule
557(1)
35.11. Time Impact Evaluations
557(1)
35.12. Zeroing Out
558(1)
35.13. Zeroing to a Collapsed As-Impacted Logic Network
559(1)
35.14. Limitations of the TIE Methodology
560(1)
35.15. TIE Example of John Doe Project
561(6)
35.16. Windows Analysis
567(2)
35.17. Zeroing Out within the Windows Analysis
569(1)
35.18. Windows Example of John Doe Project
569(1)
35.19. Summary
570(1)
Chapter
36. Disruption Analyses
571(4)
36.1. Traditional Methodologies
571(1)
36.2. CPM Out-of-Sequence Methodology
572(2)
36.3. Summary
574(1)
Chapter
37. Advanced Topics: Resource Leveling and Smoothing
575(6)
37.1. Resource Leveling and Smoothing
575(1)
37.2. Limitations of Algorithms
576(1)
37.3. Driving Resources
576(1)
37.4. Resource Calendars
577(1)
37.5. Practical Solutions
578(1)
37.6. Summary of Resource Leveling
579(2)
Chapter
38. Advanced Topics: PERT, SPERT, and GERT
581(8)
38.1. PERT
582(1)
38.2. SPERT
582(4)
38.3. GERT
586(1)
38.4. Computers Add Power
587(1)
38.5. Summary
588(1)
Chapter
39. Conclusion
589(2)
Appendix A. Sample CPM Specification as a Guideline for Preparing Your Own Specification 591(16)
Appendix B. Unified Facilities Guide Specification 607(24)
Appendix C. Notation for RDCPM 631(4)
Glossary 635(6)
Acronyms and Symbols 641 (2)
Index 643


James J. O'Brien, PE, PMP, CVS, was vice chair of the board of O'Brien-Kreitzberg & Associates, Inc., the construction management firm that handled the renovation of San Francisco's cable car system. He was also the program manager for the redevelopment of JFK International Airport. Mr. O'Brien is the author or editor of many other books, including [ italics start]Contractor's Management Handbook,[ italics end] Second Edition; [ italics start]Construction Management: A Professional Approach; Value Analysis in Design and Construction;[ italics end] and [ italics start]Scheduling Handbook,[ italics end] all published by McGraw-Hill. He is a registered Professional Engineer in New York, New Jersey, Pennsylvania and many other states. Mr. OBrien is a Fellow of the American Society of Civil Engineers, the Project Management Institute, the Construction Management Association of America and the Society of American Value Engineers International. He is also an active member of the Association for the Advancement of Cost Engineering International. Mr. OBrien is a charter member and a vice president of the PMI College of Scheduling.





Fredric Plotnick is an Adjunct Professor of Engineering in the departments of Engineering Management, Civil Engineering, and Construction Management at Drexel University's Philadelphia Pennsylvania Campus, where he has taught Engineering Law, Contracts Specifications and Law, Techniques of Project Controls, Project Scheduling and several other subjects since 1979. He has also maintained a consulting practice, Engineering and Property Management Consultants, Inc., since 1983, having previously worked for several contracting, consulting and engineering design firms. Professor Plotnick is a graduate of Drexel University College of Engineering, having a BSCE in Soil and Foundation Engineering and an MSCE in Construction Management, followed by a JD from Widener University School of Law, and returning to Drexel for his PhD in Civil Engineering. He is the co-author of CPM in Construction Management, fifth, sixth and seventh editions, also by McGraw-Hill, and numerous industry publications and presentations. Professor Plotnick is also the developer of the RDM (Relationship Diagramming Method) variant of CPM Planning and Scheduling Analysis which is currently being adopted by software vendors such as Oracle/Primavera starting with the high end, risk analysis product, Pertmaster (version 8.2 et seq.)
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