CPM Mechanics: Table of Contents

Here is what you will find between the covers of CPM Mechanics:

Front Matter

  • About the ICS-Compendium
  • Table of Contents
  • List of Figures/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

Chapter 2: Static Project Time Management Tools

  • Introducing the Critical Path Method of Modeling
    • 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

 Chapter 4: Introducing the Network-Based Project Schedule

  • 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 Calculations 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: A Reflection of Compromise
    • 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