Project organization
A well-organized job finishes on time and leaves a paper trail that prevents disputes. This lesson covers schedules (bar charts and CPM), trade sequencing, submittals, RFIs, daily logs, meetings, permits and inspections, punch lists, the notice of completion, warranties, and dispute avoidance.
Expect exam questions that ask you to find the critical path in a small schedule, to name the right document for a situation (RFI, submittal, change order, daily log), or to recall deadlines tied to the notice of completion. On the job, good organization is also your best defense: if it is not written down, it is hard to prove it happened.
1. Scheduling: bar charts and CPM
A bar chart (Gantt chart) lists activities down the left side and shows each one as a bar across a timeline. It is easy to read and good for owners and crews, but it does not clearly show which activities depend on others. The Critical Path Method (CPM) is a network schedule. Each activity has a duration and a list of predecessors (activities that must finish first). CPM finds the critical path: the longest chain of dependent activities from start to finish. The length of that path is the shortest possible project duration.
Know this
Critical path = longest path through the network. Activities on it have zero total float; any delay to them delays the whole project. Total float = late start − early start.
| Activity | Duration (work days) | Must follow |
|---|---|---|
| A. Layout and excavation | 3 | Start |
| B. Foundation | 5 | A |
| C. Underground plumbing | 2 | A |
| D. Framing | 8 | B and C |
| E. Roofing | 4 | D |
| F. Rough electrical | 3 | D |
| G. Drywall | 4 | E and F |
Worked example
CPM worked example
- List every path from start to finish and add the durations.
- A-B-D-E-G = 3 + 5 + 8 + 4 + 4 = 24 days.
- A-B-D-F-G = 3 + 5 + 8 + 3 + 4 = 23 days.
- A-C-D-E-G = 3 + 2 + 8 + 4 + 4 = 21 days.
- A-C-D-F-G = 3 + 2 + 8 + 3 + 4 = 20 days.
- Float for C: early start day 3, early finish day 5. D cannot start until B finishes on day 8, so D’s late start is day 8. C’s late finish is day 8 and late start is day 6. Float for C = 6 − 3 = 3 days.
- F: early start day 16, early finish day 19. G cannot start until E finishes on day 20, so F’s late finish is day 20 and late start is day 17. Float for F = 17 − 16 = 1 day.
Critical path A-B-D-E-G, 24 work days. C has 3 days of float and F has 1 day. If the foundation (B) slips 2 days, the project finishes in 26 days; if plumbing (C) slips 2 days, the finish date does not change.
Exam trap
The critical path is the LONGEST path, not the shortest. Students often pick the path with the fewest days because it “finishes first.” Also, adding crews to an activity that has float does not shorten the project.
A schedule is only useful if it is kept current. Update it at least monthly with actual start and finish dates, and share a short two- or three-week look-ahead schedule with foremen at the weekly meeting so crews, deliveries, and inspections are lined up. When a delay happens, record the cause, check whether the delayed activity is on the critical path, and give the owner written notice if the contract allows a time extension.
2. Sequencing trades
Trades must follow a logical order so no one tears out another trade’s work. A typical building sequence is: permits and site work, excavation, underground utilities, foundation, framing, roofing and windows (to dry in the building), rough plumbing, electrical and mechanical, rough inspections, insulation, drywall, finishes, fixtures and trim, final inspections, and punch list. Hold inspections before work is covered up; covering uninspected work often means tearing it out.
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