Abstract
Scheduling of a construction project can be done by using the Critical Path Method (CPM) in case the project is composed of interrelated activities that can be combined through a network. Given uncertainties nowadays and the related need for project schedule adaptations, the question is raised whether and how “traditional” CPM-based schedules allow for flexibility in project planning and management. In order to give an answer to this question, first, the managerial flexibilities provided by CPM were evaluated at three levels, i.e., activity, path, and project. Afterwards, the CPM schedules of two different projects were examined. Finally, the first conclusion arrived was that, in spite of its criticized deterministic features, CPM contains various flexible aspects from a managerial viewpoint. Second, potential flexibilities in CPM are mainly associated with resource leveling, noncritical activities, noncritical paths, activity float times, and activity float types. Third, CPM contains complete flexibility through independent floats and resource leveling capability. Investigating the flexible features of CPM in its traditional form, this study aims to open the way to develop a more flexible schedule management approach based on CPM and its extensions, which future self-organizing teams can adjust or apply.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Ammar MA (2013) LOB and CPM integrated method for scheduling repetitive projects. J Constr Eng Manag 139(1):44–50
Atkinson R (1999) Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. Int J Proj Manag 17(6):337–342
Bakker H, Arkesteijn R, Bosch-Rekveldt M, Mooi H (2010) Project success from the perspective of owners and contractors in the process industry. In: 24th IPMA World Congress, İstanbul
Bateson G (1972) Ecology and flexibility in urban civilization. Steps to an ecology of mind. 494–505
Galloway PD (2006) Survey of the construction industry relative to the use of CPM scheduling for construction projects. J Constr Eng Manag 132(7):697–711
Goldratt E (1997) Critical Chain. North River Press, USA
Husby O, Kilde HS, Klakegg OJ, Torp O, Berntsen SR, Samset K (1999) Usikkerhet som gevinst. Styring av usikkerhet i prosjekter: mulighet, risiko, beslutning, handling. Report No. NTNU 99006, The Norwegian Centre for Project Management at the Norwegian University of Science and Technology, Trondheim, Norway. (Title in English: Uncertainty as benefit. Managing project uncertainty: possibility, risk, decision, action)
Jaafari A (1984) Criticism of CPM for project planning analysis. J Constr Eng Manag 110(2):222–233
Jalali-Sohi A, Bosch-Rekveldt M, Hertogh M (2019) Four stages of making project management flexible: insight, importance, implementation and improvement. IPMA 7th Research Conference, Zagreb
Khamooshi H, Cioffi D (2013) Uncertainty in task duration and cost estimates: fusion of probabilistic forecasts and deterministic scheduling. J Constr Eng Manag 139(5)
Koskela L, Howell G, Pikas E, Dave B (2014) If CPM is so bad, why have we been using it so long? In: The 22th International Group for Lean Construction Conference, pp 23–27
Newitt JS (2009) Construction scheduling: principles and practices. Prentice Hall, London
Oberlender G (2014) Project management for engineering and construction. McGraw-Hill Education, New York
Olsson NOE (2006) Management of flexibility in projects. Int J Proj Manag 24(1):66–74
Ökmen Ö (2013) A procedure for critical path method-based scheduling in linear construction projects. J S Afr Inst Civ Eng 55(2):12–20
Ökmen Ö, Öztaş A (2008) Construction project network evaluation with correlated schedule risk analysis model. J Constr Eng Manag 134(1):49–63
Pohl J, Chapman A (1987) Probabilistic project management. Build Environ 22(3):209–214
Toor S, Ogunlana O (2010) Beyond the “iron triangle”: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. Int J Proj Manag 28(3):228–236
Zhou J, Love PED, Wang X, Teo KL, Irani Z (2013) A review of methods and algorithms for optimizing construction scheduling. J Oper Res Soc 64(8):1091–1105
Acknowledgements
We would like to introduce our thanks to the Jean Monnet Scholarship Programme which has been carried out through an agreement between the Republic of Turkey and the European Commission, and funded by the European Union within the scope of the Instrument for Pre-Accession for Turkey.
“This document has been produced with the financial assistance of the European Union. The contents of this document are the sole responsibility of Önder Ökmen, Marian Bosch-Rekveldt, and Hans Bakker and can under no circumstances be regarded as reflecting the position of the European Union.”
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2022 The Author(s), under exclusive license to Springer Nature Switzerland AG
About this chapter
Cite this chapter
Ökmen, Ö., Bosch-Rekveldt, M., Bakker, H. (2022). Evaluation of Managerial Flexibilities in Critical Path Method-Based Construction Schedules. In: Ding, R., Wagner, R., Bodea, CN. (eds) Research on Project, Programme and Portfolio Management. Lecture Notes in Management and Industrial Engineering. Springer, Cham. https://doi.org/10.1007/978-3-030-86248-0_15
Download citation
DOI: https://doi.org/10.1007/978-3-030-86248-0_15
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-86247-3
Online ISBN: 978-3-030-86248-0
eBook Packages: Business and ManagementBusiness and Management (R0)