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Time-Cost Optimization of Building Projects

Book Description

Traditional wisdom suggests that when it comes to construction projects, any effort that might be made to shorten the planned schedule will necessarily lead to increased costs. In Time-Cost Optimization of Building Projects, however, author Uzair Waheed, B.E., PMP shows that it might just be possible, under certain conditions, to actually decrease both time and cost for building projects. After examining the existing research on the relationship between time and cost in construction projects, the author provides an overview of the project management process and examines the various stages—including initiation, planning, execution, monitoring and control, and closing—that managers and engineers need to consider as they embark upon a new building project.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. List of Figures
  6. List of Tables
  7. Acknowledgments
  8. Preface
  9. Chapter 1 - Introduction
  10. Chapter 2 - Basic Concepts of Project Controls
    1. 2.1 - Review of Existing Research Work
    2. 2.2 - What is a Project?
    3. 2.3 - What are Project Controls?
    4. 2.4 - What is Project Management?
    5. 2.5 - Project Management Processes
      1. 2.5.1 - Initiation
      2. 2.5.2 - Planning
      3. 2.5.3 - Executing
      4. 2.5.4 - Monitoring and Controlling
      5. 2.5.5 - Closing
    6. 2.6 - Time Aspect/Scheduling
      1. 2.6.1 - Activity Interdependency Relationships
        1. 2.6.1.1 - Finish to Start Relationship (FS)
        2. 2.6.1.2 - Start to Start Relationship (SS)
        3. 2.6.1.3 - Finish to Finish Relationship (FF)
        4. 2.6.1.4 - Start to Finish Relationship (SF)
      2. 2.6.2 - Activity Resources
      3. 2.6.3 - Estimate Activity Duration
        1. 2.6.3.1 - One-Point Estimate
        2. 2.6.3.2 - Analogous Estimation
        3. 2.6.3.3 - Parametric Estimate
        4. 2.6.3.4 - Three-Point Estimate (Pert Method)
      4. 2.6.4 - Total Float
      5. 2.6.5 - Critical Path
      6. 2.6.6 - Schedule Compression
        1. 2.6.6.1 - Fast Tracking
        2. 2.6.6.2 - Crashing
    7. 2.7 - Cost Aspect/Earned Value Management
      1. 2.7.1 - Planned Value (PV)
      2. 2.7.2 - Earned Value (EV)
      3. 2.7.3 - Actual Cost (AC)
      4. 2.7.4 - Budget at Completion (BAC)
      5. 2.7.5 - Schedule Performance Index (SPI)
      6. 2.7.6 - Cost Performance Index (CPI)
      7. 2.7.7 - Estimate at Completion (EAC)
      8. 2.7.8 - Estimate to Complete (ETC)
    8. 2.8 - S-Curve
    9. 2.9 - Work Breakdown Structure (WBS)
  11. Chapter 3 - Methodology
    1. 3.1 - Baseline Project
    2. 3.2 - Bills of Quantities (BOQ)
    3. 3.3 - Project Schedule
    4. 3.4 - S-Curve of Baseline Project
    5. 3.5 - Cost/Earned Value Management for Baseline Project
  12. Chapter 4 - Case Studies
    1. 4.1 - Introduction
    2. 4.2 - Alternative 1: Early Completion Simulation
      1. 4.2.1 - Alternative 1 Project Schedule
      2. 4.2.2 - Alternative 1 Project S-Curve
      3. 4.2.3 - Cost/Earned Value Management of Alternative 1
      4. 4.2.4 - Observations
    3. 4.3 - Alternative 2: Delayed Completion Simulation
      1. 4.3.1 - Project Schedule
      2. 4.3.2 - Alternative 2 Project S-Curve
      3. 4.3.3 - Cost/Earned Value Management of Alternative 2
      4. 4.3.4 - Observations
  13. Chapter 5 - Conclusions and Recommendations
    1. 5.1 - Conclusions
    2. 5.2 - Recommednations for Future Study
  14. References