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建筑施工计划与进度控制(第3版)(欣泽著) |  |
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建筑施工计划与进度控制(第3版)(欣泽著) | |
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《建筑施工计划与进度控制(第3版)(影印版)》适合作为建设管理专业、相关经济类专业和土木工程专业的英文版教材，也适合具有较好英文基础和专业背景、渴望了解国外相关领域知识的企业界人士作为参考书。
作者：(美国) 欣泽 (Hinzi.J.W.)
CHAPTER 1 INTkODUCTION 1
Bar Charts 2
Shortcomings of Bar Charts 3
The Sports Facility Project 7
Value of Bar Charts 7
Other Scheduling Approaches 10
Work Breakdown Structure 13
Reasons for Planning and Scheduling in Construction 20
Review Questions 21
CHAPTER 2 DEVELOPING A NETWOkK MODEL 22
Steps in Building a Network Model 22
Defining Activities 23
Ordering Activities 25
Drawing the Network Diagram 28
Assigning Durations to Activities 31
Assigning Resources and Costs 32
Calculating Early and Late StaofFinish Times 32
Identify the Critical Path 32
Scheduling Activity qtarVFinish Times 33
Final Comments 33
Review Questions 33
CHAPTER 3 PkECEDENCE DIAGRAMS 35
Precedence (Activity-on-Node) Networks 35
Activity Relationships 36
Basics about Precedence Diagrams 45
Calculations on a Precedence Network 49
Independent Float and interfering Float 55
Computations for Different Activity Relationships 58
Final Comments 61
Review Problems 61
CHAPTER 4 DETERMINING ACTIVITY DURATIONS 72
Estimating 72
Types of Estimates 73
Conceptual Estimates 73
Detailed Estimates 73
Conducting a Detailed Estimate 73
Estimating Durations 79
Scheduling Issues 82
Factors influencing Choice of Activity Schedules 83
Weather and the Schedule 84
Uncertainty in Duration Estimates 85
Final Comments 88
Review Problems 88
CHAPTER 5 TIME IN CONTRACT PROVISIONS 90
Time is of the Essence 91
Requirements for Project Coordination 91
Cooperation 92
Progress Schedule 92
Ownership of Float 98
Notice to Proceed 100
Time of Completion 101
Units of Time：Working Days or Calendar Days 102
Liquidated Damages-Damages for Late Completion 105
Weather 106
Use of Completed Portions of the Work 106
Substantial Completion 107
Notice of Delays 108
AVoidable Delays 108
Unavoidable Delays 109
Extension of Time (AVoidable Delays) 109
Extension of Time (Unavoidable Delays) 109
Submittals 111
Progress Payments 112
Payment for Materials 114
Final Payment 114
Suspension 114
Termination by Contractor 115
Final Comments 116
Review Questions 116
CHAPTER 6 RESOURCE ALLOCATION AND RESOURCE LEVELING 117
The Management of Resources 117
When Resources Are Limited (Resource Allocation) 118
The Manual Solution for Resource Allocation 120
The Brooks Method of Resource Allocation 129
When Project Duration is Fixed (Resource Leveling) 136
The Manual Solution for Resource Leveling 138
The Sports Facility Project 146
Final Comments 147
Review Problems 149
CHAPTER 7 MONEY AND NETWORK SCHEDULES 164
Cash Flow 165
The Time Value of Money 165
Interest Rates 165
Contractor Cash Disbursements 166
Contract Provisions That Impact Cash Flow 168
Owner Policies and Practices That Impact Cash Flow 170
The Cash-Flow Analysis 170
The Sports Facility Project 172
The Present WOrth of Cash Flow 172
The Value of Cash-Flow Analysis 173
Time-Cost Trade-Offs 176
Direct Costs 177
Indirect job Costs (job Overhead) 177
Overhead (Company Overhead) 177
Profit 177
Four Different Solutions for Each Network 181
Logically Reducing Project Duration 182
Final Comments 193
Review Problems 194
CHAPTER8 PROJECT MONITORING AND CONTROL 199
Construction Time 199
Effective Scheduling 201
Monitoring Project Status 202
Difficulties in Assessing Progress 206
Updating the Schedule 207
Controlling the Project 208
The Sports Facility Project 210
As-Built Schedules 211
Final Comments 214
Review Questions 214
CHAPTER 9 COMPUTER SCHEDULING 216
Computer Scheduling Terms 218
Scheduling Software 220
Primavera (P3@) 221
SureTrak Protect Manager 221
Microsoft Project 222
Web-Based Programs 222
Creating a Schedule 222
Updating a Schedule 226
Presenting a Schedule 226
Useful Software Features 228
Sorting and Filtering 7 78
Goning and Filtering 228
Global Editing 229
Cash-Flow Analysis 229
Resource Leveling 229
Linking to Other Project Management Software 229
Final Comments 231
Review Questions 231
CHAPTER 10 EARNED VALUE：A MEANS FOR INTEGRATING COSTS AND SCHEDULE 232
The Earned Value Concept 233
Oifficulties in integrating Cost and Schedule Systems 238
Final Comments 241
Review Questions and Problems 242
CHAPTER 11THE IMPACT OF SCHEDULING DECISIONS ON PRODUCTIVITY 246
Working Overtime 246
Increasing the Workforce (Crowding) 249
Increasing the Number of Starting Points 251
Identifying the Causes of Delays 253
Interruption of WOrk on Multiple Units (impact of Lost Learning) 254
Learning Applied to individual Units 257
Learning Applied to Cumulative AVerage Units 260
What Happens When Work is interrupted7 262
Other Sources of Lost Productivity 265
Final Comments 266
Review Problems 266
CHAPTEk 12 CPM IN DISPUTE kESOLUTION AND LITIGATION 270
Going tO Court 270
Types of Schedules 277
Impact of Changes 278
Impact of Delays 279
Final Comments 280
Review Questions 280
CHAPTER 13 SHORT-INTERVAL SCHEDULES 281
Short-Interval Schedules in the Literature 283
How Contractors Use Short-Interval Schedules 283
Other Short-Interval Schedules 288
Final Comments 296
Review Questions 296
CHAPTER 14 LINEAR SCHEDULING 297
What is Linear Scheduling7 300
Example 1：Project to Replace a State Park Walkway 304
Production Rate Diagrams 304
Buffers 306
Generating the Linear Schedule 306
Example 2：Project to Construct 500 Tract Housing Units 308
Final Comments 312
Review Questions 312
CHAPTER 15 PERT：PROGRAM EVALUATION AND REVIEW TECHNIQUE 313
Uncertainty in Activity Duration Estimates 313
Uncertainty in the Duration Estimates of an Activity Chain 318
Uncertainty in the Duration Estimates of Projects 320
Monte Carlo Simulation 321
Final Comments 323
Review Problems 323
CHAPTEk 16 ARROW DIAGRAMS 326
Activity Relationships 327
The i-j Notation of Activities 330
Dummies 330
Performing Time Calculations with Arrow Diagrams 336
Float Values 343
Understanding Free Float and Total Float 349
Computations for Different Activity Relationships 352
Final Comments 354
Review Problems 355
REFERENCES 365
ADDITIONAL REFERENCES 367
INDEX 371
建设管理原是我国土木工程专业中重要的方向，许多土木类院系设有该专业，近年不少综合性大学也设置了该专业。随着我国加入WTO、中国企业角逐国际工程、国外建筑企业挤入中国市场，使得建设管理专业教育必须提供从内容到语言上能够与国际建筑业接轨的课程。
鉴于这种趋势，清华大学出版社凭借在引进国外原版教材方面的领先地位，与全球高等教育出版巨擘——美国培生教育出版集团——合作，经过清华大学建设管理系专家评审，率先推出这套“国外大学优秀教材——建设管理系列（影印版）”教材。
“国外大学优秀教材——建设管理系列（影印版）”适合作为建设管理专业、相关经济类专业和土木工程专业的英文版教材，也适合具有较好英文基础和专业背景、渴望了解国外相关领域知识的企业界人士作为参考书。
“国外大学优秀教材——建设管理系列（影印版）”包括：《房屋设计与施工案例分析》（Case Studies in。Building Design and Construction，1st ed）、《建筑工程合同》（ConstructionContracts，3rt ed）、《建筑工程估价》（Estimating in Building Construction，5th ed）、《建筑工程项目管理（专业版）》（Construction Project Management-Professional Edition，professional）和《建筑施工计划与进度控制》（Construction Planning and Scheduling，3rd ed）。
对清华大学出版社相关教材最新资讯感兴趣的读者，可查询清华大学出版社网站www.tup.com.cn。
插图：
Figure 13.2 Sample Three-Week Short-Interval Schedule cover the upcoming two-week period with a look back that recorded the accomplish-ments of the previous week（see Figures 13.2 and 13.3）.（Figure 13.3 shows slightly more detail than Figure 13.2.1 Basically, short-interval schedules show the days of the week and the list of activities that are to be scheduled during the selected time period. Since they are used on widely varying projects，short. interval schedules are structuredin an open-ended fashion. This allows a particular type of format to be utilized onmany diflferent projects without making any modifications to the general format as the projects change.Some firms used four-week schedules in which one week do cumented the previous week'S work and the remainder planned the activities for the up coming three weeks.
The accuracy of a short. interval schedule iS directly affected by the timing of itSpreparation.Assume that a particular short-interval schedule covers two fuIl weeks ofconstruction activity.The ideal time in which to prepare this schedule would be theThursday or Friday of the week immediately preceding the scheduling period.This willresult in an accurate schedule，as only the work actually accomplished on Friday of thatweek must be estimated.If prepared a week earlier,the short-interval schedule may notbe current because of the variability of the work actually performed between the timeof schedule preparation and the beginning point of the short.interval schedule.
Short-interval schedules are prepared each week.Mthough the foCUS of discus-sions at meetings involving the short-interval schedules tend to emphasize the activi-ties and events to take place during the upcoming week，looking ahead two or threeweeks forces all parties to begin to plan for future developments on the project.If acrew was to produce at a faster.than.planned rate，the schedule for the second weekwould be activated early.At any rate，looking a few weeks into the future serves a valu-able function in getting all parties to begin devising their own work plans.
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