ABSTRACT
This chapter concentrates on the development and use of the project schedule on major engineering/construction projects. In order to achieve maximum benefits, project participants must be directly involved in the schedule preparation and fully committed to achieving the objectives set forth in the approved project schedule. Many different corporate-standard scheduling systems exist today which incorporate both computerized and manual methods. The format for the project master schedule is typically a bar chart due to the usual lack of activity detail and discrete restraints identifiable at the time of preparation. The schedule should be divided into finite components for more detailed analysis. Typically this is accomplished by segregating the project into its traditional functional categories: engineering, procurement, construction, and commissioning, with appropriate divisions for areas and subareas. Areas of consideration include the scheduling of special construction equipment which must be shared by the entire project and the availability of infrastructure to accommodate the manpower required to execute the work.
