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(PS-1660) Is CPM Scheduling a Problem -- Have We Forgotten The Process?

Primary Author: Mr. Robert Marshall Freas and Mr. Ketan S. Tipnis

Audience Focus: Advanced
Application Type: Application
Venue: 2014 AACE International Annual Meeting, New Orleans, LA, USA

Abstract: Ten years ago, ENR reported that CPM experts saw badly flawed or deliberately deceptive schedules that look good but lack mathematical coherence or common sense. Today, experts are still in disagreement regarding the value and effectiveness of CPM scheduling as a useful management tool. Critics are focused on the tool itself and sometimes the scheduler. However, if you fixed both of these alleged problems, the criticisms would still exist. Why? Because in most cases, the finger has been pointed at the wrong suspect. Planning and scheduling go hand-in-hand. Without effectively implementing both, it’s difficult to have overall success. The collaboration and planning efforts on most projects are severely limited. This leads to poor communication among the project stakeholders and bad input to the scheduler. Collaborative and planning processes, such as Lean Project Delivery and Last Planner®, can improve the planning process, which in turn improves the effectiveness of CPM schedule. This paper will explore these concepts to show how value can be added by their implementation.