Scheduling as Part of the Project Management Effort - Construction Project Scheduling and Control - page 290

is discouraged. The danger of using a fluffed duration in project control and perfor-
mance measurement is that it may skew the performance observations and conclusions,
and subsequently future estimates.
CHAPTER 10 EXERCISES
1. Discuss three ways in which cost estimating and scheduling are interrelated.
2. Discuss the evolution of a cost estimate. How does this relate to the creation of
the schedule?
3. What is an estimate-generated schedule? What precautions must the scheduler take
before using such a schedule?
4. What is a cost-loaded schedule?
5. What are the two methods of loading cost into a schedule? Which method is more
powerful? Why?
6. How does accounting relate to scheduling? Discuss briefly.
7. How do change orders affect a schedule? What should the scheduler do for objec-
tive project control when changes occur?
8. What is the “total project management suite” computer program?
9. Define procurement . What are the main objectives of procurement?
10. How does procurement relate to scheduling?
11. Explain the cycle of submittal management.
12. What can the scheduler do to account for potential delays during the submittal
cycle?
13. When you take on a large project made up of several smaller projects, how can
you handle this situation in the schedule?
14. When using the “master project” and “subprojects” approach, what pitfalls may
occur in the schedule? How should you deal with them?
15. In a highway project, both the contractor and the government schedulers must
keep track of the schedule. However, their roles differ significantly. Explain.
16. The scheduler must include a time contingency in the schedule. How many ways
can you implement such a contingency? What are the pros and cons of each
method?
17. After you prepare a schedule for a shopping mall, the architect issues a design
change in which an escalator is added inside one of the areas that will be occupied
by a major store in the mall. The subcontractor in charge of the escalator submits
her schedule, showing that the work can be completed in 6 weeks. First, mention
the work packages that will be affected (e.g., concrete, electrical, etc.). Second,
do you believe that the master schedule will affect the escalator schedule, the
escalator schedule will affect the master schedule, or both? Explain the potential
interdependencies between the escalator work and other subcontractors' work.
Why do you believe that the escalator work will take more than 6 weeks?