| ICS COMPENDIUM Volume 1 |
CPM MechanicsThe Critical Path Method of Modeling |
DOMINANT SERIES Volume 1 |
CPM Mechanics is the first volume of the ICS-Compendium to be written and published -- and for a very good reason. Everything depends on one's understanding of the basics of the Critical Path Method, at its functional core.
The limited scope of CPM Mechanics is to fully explain every aspect of how the Critical Path Method works "under the hood." Left for another ICS-Compendium text (Volume 3) is how to apply the CPM technology discussed in this volume -- so as to design, develop, and maintain an actual Critical Path Schedule.
The goal of this book, quite possibly the best project management book on the Critical Path Method, is to teach the underlying science behind the Critical Path Method. While the subject matter may seem a bit dry and technical, its full understanding is essential to any subsequent use of the information derived from a CPM-based schedule.
Such usage would include Critical Path Method (CPM) Analysis, delay analysis, Earned Value's Schedule Performance Index (SPI) or Schedule Variance (SV), CPM's Total Float and Free Float, and so forth.
So before you tackle the question, "What is CPM scheduling?" make sure you can fully answer this question: "What is the Critical Path Method and how does it work?"
Let's start with three undisputable observations:
The Critical Path Method is comprised of arithmetic formulas (aka CPM formula), a discrete symbolic language, a unique lexicon, and proven techiques for schedule logic construction. Together, a Project Execution Model comes alive under the Critical Path Method. The Schedule "breathes" as it expands and contracts in response to actualized information injected into the Schedule.
At the core of the CPM network diagram are basic elements: activities, durations, logic, constraints, calendars, resource and productivity assumptions, software settings, and an amalgam of other variables that combine to give CPM its dynamic attribute. All of these elements, and much more, are covered in extreme detail in CPM Mechanics. (Top of Page)
CPM Mechanics is necessary reading for anyone who works with CPM-based Project Schedules and needs to understand how CPM works "under the hood."
Obvious beneficiaries of what CPM Mechanics has to offer include Owners, General Contractors, Construction Managers, Owner's Representatives, Architects, Engineers, Consultants, Project Managers, Superintendents, Lawyers, Expert Witnesses, Professors, Instructors, Trainers, Students ... and Project Controls and Project Time Management practitioners (from novice to seasoned veteran). (Top of Page)
Of all the CPM books on the shelves, CPM Mechanics is the most exhaustive treatment ever written about the inner-workings of the Critical Path Method! To prove our point...
Distinguish between (a) how the Critical Path Method works in theory and (b) how CPM is applied in practice to the design, development, maintenance, and usage of Project Schedules. Virtually all scheduling textbooks attempt to discuss BOTH of these broad topics between the covers of one single volume.
Contrast this superficial coverage ... with what CPM Mechanics has to offer:
CPM Mechanics is an essential text that discusses issues at the very epicenter of both Constrution Project Management and the ICS-Compendium, which seeks to guide Construction Project Time Management.
CPM Mechanics is at the very epicenter of overall Project Management. Consider this:
CPM Mechanics is the cornerstone of the ICS-Compendium. Consider this:
Whatever you want to know about the Critical Path Method, at its functional core, can be found in CPM Mechanics. What do you want to know?
Here is the book's Table of Contents.
| About the ICS-Compendium |
| Table of Contents |
| List of Figures and Illustrations |
| Expressions of Gratitude |
| Chapter 1: CPM, A Modeling Method |
| Introducing the ICS-Compendium |
| Exclusively for Construction Project Management |
| The Three Meanings of the Expression, CPM Scheduling |
| The Book's Organization and Structure |
| The Book's Information Transfer Strategy |
| The Book's Approach to Technical Subject Matter |
| Book's Unique Formatting Symbolism |
| The ICS-Dictionary |
| Chapter2: Static Project Time Management Tools |
| The Book's Information Transfer Strategy |
| CPM from the Project Manager's Perspective |
| CPM from the Project Facilitator's Perspective |
| Static Project Time Management |
| What is a Schedule? |
| Listings |
| Timetables |
| Bar Charts |
| Project Execution Commitments |
| The Difference between Events and Milestones |
| Points of Navigational Significance (PINS) |
| Chapter 3: Dynamic Project Time Management Tools |
| Introducing Dynamic Project Time Management |
| Characterized by Energy or Effective Action |
| Affected by the Passage of Time |
| Affected by the Presence or Absence of Power |
| Motivates or Affects Development |
| Activity Relationships: Two VERY Different Perspectives |
| Relationship, Beyond Dependence |
| Cognitive's Three Relationship Categories |
| From Activities to Logic Diagrams |
| The Terminology of Performance Restrictions |
| Activity Path: Through Immediately-Restricting Ties |
| CPM's Four Restriction Linkages |
| Four Performance Restriction Linkages |
| Performance Restriction's Three Key Attributes |
| CPM Dependency Types: Traditional Clarifications |
| Performance Restrictions: Per Cognitive Project Management |
| How to Draw CPM Logic |
| Chapter 4: Introducing the Network-Based Project Schedule |
| Using the Word "Date" a Bit Loosely |
| Gregorian Dates and Ordinal Dates |
| Calculating Ordinal Dates during Logic Development Sessions |
| Ordinal Dates are Much Faster and Simpler |
| Dates Come Last, Not First |
| Key Elements of a CPM Schedule |
| Provided versus Calculated Schedule Elements |
| Mandatory versus Optional Schedule Elements |
| Key Elements are Mandatory; Whether Provided or Calculated |
| CPM Method: Algorithms or Graphics? |
| Distinguishing State of Being and Functional Process |
| Dissecting the Activity "Box" |
| The Connecting Arrow; the Logic Tie |
| How to Draw a Default Restriction |
| How to Draw a Start Restriction |
| How to Draw a Finish Restriction |
| The Point-of-Day Perspective |
| Chapter 5: Calculating Primary CPM Dates |
| Introducing the Concept of Earliest Dates |
| Defining Forward Pass and Backward Pass Processes |
| Each Date Calculation Process has Four Elements |
| Date Calculation Arithmetic Formula Identifiers |
| Forward Pass Calculations through Default Restriction |
| Forward Pass Calculations through Start Restriction |
| Forward Pass Calculations through Finish Restriction |
| Forward Pass through Combined Start/Finish Restriction |
| Forward Pass: Putting It All Together |
| Introducing the Concept of Latest Dates |
| Calculating Latest Dates through Default Restriction |
| Calculating Latest Dates through Start Restriction |
| Calculating Latest Dates through Finish Restriction |
| Backward Pass: Putting It All Together |
| Chapter 6: All About Total Float |
| Five Key Elements to All CPM Schedules |
| Schedule Float: Two Most Prevalent Types |
| Total Float: A General Understanding |
| Free Float: A General Understanding |
| Understanding Total Float |
| Total Float Calculations |
| Calculating Total Float across Sequentially-Tied Activities |
| Calculating Total Float in Overlapped/Fragmented Activities |
| Total Float: Ideological Discussions |
| Total Float is an Activity Path Value, Not Activity Value |
| About Most Critical Total Float |
| Total Float Quantities are Unreasonably Optimistic |
| Total Float Grossly Unstable |
| Total Float Even Misunderstood by the "Experts" |
| Chapter 7: All About Critical Path |
| Understanding the Concept of a Critical Path |
| Critical Path: In a Nutshell |
| Two Schools of Thought (Maybe Three) |
| A Cursory Introduction to Date Constraints |
| Longest Path Definition |
| Least Total Float Path Definition |
| Driving Path Definition |
| Critical Path Misunderstood by the "Experts" |
| What We Have Learned about Critical Path |
| Common Mistakes in Definitions of Critical Path |
| Critical Path: Ideological Discussions |
| ICS-Compendium Would Prefer Paramount Path, But ... |
| One Paramount (Critical) Path per Finish Milestone |
| What is an Activity Path? |
| Tracing the Critical/Paramount Path |
| Critical/Paramount Path Across Default Restrictions |
| Tracing a Critical Path across Overlapped Activities |
| Chapter 8: Free Float and Symbiotic Networks |
| Understanding Free Float |
| Free Float Calculations |
| Free Float: Ideological Discussions |
| Free Float Defined |
| More about Symbiotic and Progressive Relationships |
| More about Symbiotic Relationships |
| More about Progressive Relationships |
| Phenomenon of Multi-Path Residency |
| Chapter 9: Supplemental Schedule Elements |
| Essential, Supplemental, and Exploitive Schedule Elements |
| Elements that Provide Advanced Modeling Capabilities |
| Understanding Date Constraints |
| Understanding Work Performance Calendars |
| Understanding Software Settings |
| Elements that Facilitate Schedule Data Management |
| Understanding Activity Codes |
| Understanding a Work Breakdown Structure (WBS) |
| Activity-Resident Notations and Logs |
| Chapter 10: Exploitive Schedule Elements |
| Work Breakdown Structure (WBS) |
| What a WBS Is |
| How a WBS Is Used |
| Activity-Resident Project Cost Information |
| What Cost Management Is |
| How Cost Management Works |
| How Cost Management Affects Project Time Management |
| Activity-Resident Project Resource Information |
| What Resource Management Is |
| How Resource Management is Applied to the Project Schedule |
| Resource Management Techniques Can Affect the Project Model |
| Chapter 11: Putting Reality into the Project Schedule |
| The Project Schedule Must Model Reality |
| Planning, Scheduling ... and Reality |
| Reflecting Reality Makes the Project Schedule Really Dynamic |
| "Reality" is Performance, Not Just Ingredients |
| How Time is Understood in a Project Schedule |
| About Schedule Editions and Schedule Iterations |
| About Schedule Tense |
| Introducing the Data Date |
| Time Passage or Performance Achievement |
| Temporal Context of Schedules: Schedule Segments |
| Performance Periods: Their Dimensions and Boundaries |
| Schedule Segment Data: Contextual Perspective |
| Inherent Nature of Different Schedule Segment Data Sets |
| Chapter 12: Schedule Data Credibility Profile |
| The Schedule Data Credibility Profile |
| Credibility Profile Locates Data Date on Project Timeline |
| Schedule Data Integrity Improves Across the Project Length |
| Credibility Profile Explains Project Model Gradual Usefulness |
| Understanding the Schedule Data Credibility Profile |
| The Schedule Data Credibility Profile on Construction Projects |
| What GRASP Tells Us about Dominant Project Management |
| Making a CPM Execution Model Really Dynamic! |
| CPM Schedule is Actually THREE Project Execution Models |
| Secret to Most Effective Execution Model: Gleaned Data |
| GRASP the True Meaning of a Dynamic Project Schedule |
| Chapter 13: CPM Calcs During Schedule Statusing |
| Understanding Schedule Updates |
| Schedule Updating Process, in General |
| Schedule Updating Considerations, in General |
| CPM Terms Associated with Schedule Updating |
| Data-Adjusting Calculations during Schedule Update |
| Two Essential Variables Important to Schedule Updating |
| Understanding Out-of-Sequence Work |
| How to Interpret a Schedule Update |
| Chapter 14: Project Time Management Alternatives |
| Arrow Diagramming Method: Original CPM Format |
| PERT: Program Evaluation and Review Technique |
| PERT's More Complex Duration Estimating Technique |
| PERT's Flowcharting Format |
| PERT's Legacy: Living On in the Critical Path |
| Linear Scheduling and Line of Balance Scheduling |
| Building Information Modeling |
| Chapter 15: Interpreting the Project Execution Model |
| What the Critical Path Method of Modeling is Not! |
| Virtually All Project Model Content is Speculative |
| Best Project Execution Model Never More than a Good Guess |
| Project Model: While Not Flawless, Better than the Alternative |
| What the Critical Path Method of Modeling Is! |
| Not All Project Execution Models are Schedules |
| Project Execution Modeling versus Project Scheduling |
| Project Time Management Lacks Comprehensive Training |
| Where Do You Go From Here? |
| Alphabetical Index |
