Project Planning And Scheduling

Project Planning and Scheduling
‫ﻣﺸﺮوع اﻟﺘﺨﻄﻴﻂ واﻟﺠﺪوﻟﺔ‬
Introduction ‫ﻣﻘﺪﻣﺔ‬

In recent years, soaring construction costs and increased use of ‫ﻓﻲ اﻟﺴﻨﻮات اﻷﺧﻴﺮة ، وارﺗﻔﺎع ﺗﻜﺎﻟﻴﻒ اﻟﺒﻨﺎء وزﻳﺎدة‬
multiple prime contractors have caused many owners and developers to ‫اﺳﺘﺨﺪام اﻟﻤﺘﻌﺎﻗﺪﻳﻦ اﻟﺮﺋﻴﺴﻴﻴﻦ ﻣﺘﻌﺪدة ﺗﺴﺒﺒﺖ ﻓﻲ‬
place increasing emphasis on project controls. Such controls play an ‫آﺜﻴﺮ ﻣﻦ اﻟﻤﻼك واﻟﻤﻄﻮرﻳﻦ ﻟﺰﻳﺎدة اﻟﺘﺮآﻴﺰ ﻋﻠﻰ‬
‫اﻟﻤﺸﺎرﻳﻊ اﻟﺘﻲ ﺗﺴﻴﻄﺮ ﻋﻠﻴﻬﺎ. هﺬﻩ اﻟﻀﻮاﺑﻂ ﻣﻦ ﻟﻌﺐ‬
integral role by serving as a means of protection to the owner and
‫دور أﺳﺎﺳﻲ ﺑﻪ ﺑﻮﺻﻔﻪ وﺳﻴﻠﺔ ﻟﺤﻤﺎﻳﺔ اﻟﻤﺎﻟﻚ واﻟﻤﻘﺎول‬
contractor in claim prevention and dispute resolution. . ‫ﻓﻲ اﻟﻤﻄﺎﻟﺒﺔ ﻟﻤﻨﻊ وﺗﺴﻮﻳﺔ اﻟﻤﻨﺎزﻋﺎت‬
‫اﻟﻄﺮق اﻟﺘﻘﻠﻴﺪﻳﺔ ﻟﻠﺘﺨﻄﻴﻂ وﺟﺪوﻟﺔ ﻣﺸﺮوع ﺑﻨﺎء أﺳﺎﺳﻴﺔ‬
The traditional methods available for planning and scheduling a
‫وﺑﺴﻴﻄﺔ ﻹﻧﺘﺎج. اﻟﻌﺎرﺿﺔ رﺳﻢ هﻨﺮي ل ﻏﺎﻧﺖ اﻟﻤﺘﻘﺪﻣﺔ‬
construction project were basic and simple to produce. The bar chart ‫ﺧﻼل اﻟﺤﺮب اﻟﻌﺎﻟﻤﻴﺔ اﻻوﻟﻰ )وﻻ ﻳﺰال( اﻟﺘﻲ ﻳﻜﺜﺮ‬
developed Henry L. Gantt during world war I. was (and is) frequently . ‫اﺳﺘﺨﺪاﻣﻬﺎ ﻓﻲ وﻇﺎﺋﻒ ﺑﺴﻴﻄﺔ ﻣﻊ ﻋﺪد ﻗﻠﻴﻞ ﻣﻦ اﻷﻧﺸﻄﺔ‬
‫اﻟﻌﻤﻮد اﻟﺮأﺳﻲ ﻟﻠﺮﺳﻢ ﺷﺮﻳﻂ اﻟﻘﻮاﺋﻢ اﻟﻔﺮدﻳﺔ اﻷﻧﺸﻄﺔ‬
used in simple jobs with few activities. The vertical column of a bar
‫اﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻤﺸﺮوع : اﻟﻌﻤﻮد اﻷﻓﻘﻲ ﻳﻮﺿﺢ اﻟﻨﻄﺎق‬
chart lists the major individual activities of the project: the horizontal
‫اﻟﺰﻣﻨﻲ. وﻗﺎل ﺑﺎر ﺛﻢ ﺗﻌﺎدل ﻋﻠﻰ اﻟﺮﺳﻢ اﻟﺒﻴﺎﻧﻲ اﻟﺬي‬
column illustrates the time scale. A bar is then drawn on the graph ‫ﻳﻤﺜﻞ ﻓﺘﺮة زﻣﻨﻴﺔ ﻟﺒﺪء واﻻﻧﺘﻬﺎء ﻣﻦ آﻞ ﻧﺸﺎط. وﺗﺸﻴﺮ‬
representing a period of time for the commencement and completion of ‫آﻞ ﺷﺮﻳﻂ اﻟﻤﻬﻤﺔ وﻻ ﺳﻴﻤﺎ ﻋﻨﺪﻣﺎ ﻳﺒﺪأ وﻣﺘﻰ ﺳﻴﺘﻢ‬
‫اﻻﻧﺘﻬﺎء ﻣﻦ اﻟﻌﻤﻞ‬
each particular activity. Each bar indicates when a particular task will
begin and when work will be completed.

Planning & Controls Schedule 1/39

The simplicity and graphic control effectiveness of the chart
‫اﻟﺒﻴﺎﻧﻲ ﻟﻠﺮﺳﻢ وأدت إﻟﻰ ﺑﺴﺎﻃﺔ وﻓﻌﺎﻟﻴﺔ اﻟﺮﻗﺎﺑﺔ‬
have led to its wild acceptance as an effective planning and scheduling ‫ﻗﺒﻮل اﻟﺒﺮﻳﺔ ﺑﻮﺻﻔﻪ وﺳﻴﻠﺔ ﻓﻌﺎﻟﺔ ﻟﻠﺘﺨﻄﻴﻂ وﺟﺪوﻟﺔ‬
‫اﻟﻤﺸﺎرﻳﻊ. وﻣﻊ ذﻟﻚ ، ﻻ ﻳﻤﻜﻦ أن ﺗﺒﺮهﻦ وﺳﻴﻠﺔ ﻟﺒﻌﺾ‬
device for certain projects. However, it cannot demonstrate the
‫ذﻟﻚ ، ﻋﻠﻰ اﻟﻌﻼﻗﺔ اﻟﻤﺘﺒﺎدﻟﺔ ﺑﻴﻦ اﻟﻤﻬﺎم. ﻋﻼوة ﻋﻠﻰ‬
interrelationship between tasks. Furthermore, the inherent limitations ‫ﻓﺈن اﻟﻘﻴﻮد اﻟﻤﺘﺄﺻﻠﺔ وﺑﺴﺎﻃﺘﻪ ﺣﺎﻧﺔ رﺳﻢ اﻟﺤﺪ ﻣﻦ‬
‫ﺗﻨﻄﻮي ﻋﻠﻰ ﻋﺪد آﺒﻴﺮ ﻣﻦ ﻓﻌﺎﻟﻴﺘﻬﺎ ﻓﻲ اﻟﻤﺸﺎرﻳﻊ اﻟﺘﻲ‬
and simplicity of a bar chart reduce its effectiveness in projects ‫اﻷﻧﺸﻄﺔ اﻟﻤﺘﻨﻮﻋﺔ. هﺬﻩ اﻟﻌﻴﻮب اﻟﺘﻲ أدت إﻟﻰ وﺿﻊ ﻧﻬﺞ‬
‫ﺗﻌﻘﻴﺪا -- ﺷﺒﻜﺔ اﻟﺘﺨﻄﻴﻂ -- واﻟﺘﻲ ﻳﻤﻜﻦ أن أآﺜﺮ‬
involving a large number of varied activities. These drawbacks have led ‫وﺻﻒ ﺗﺘﻀﻤﻦ ﻣﺠﻤﻮﻋﺔ ﻣﻦ اﻷﻧﺸﻄﺔ اﻟﺒﺮﻳﺔ وﺑﻴﺎﻧﻴﺎ‬
to the development of a more complex approach – network planning – ‫.ﺗﺮاﺑﻄﻬﺎ‬
‫اﻟﻤﺘﺄﺻﻠﺔ ﻓﻲ اﻟﺤﺪ ﻣﻦ اﻟﻤﺤﺎﻣﻴﻦ ودﻓﻊ رﺳﻢ اﺳﺘﺨﺪام‬
which can incorporate a wild variety of activities and graphically depict ‫ﺗﻔﺼﻴﻼ ﻋﻦ اﻟﺠﺪاول اﻟﺰﻣﻨﻴﺔ. ﺷﺒﻜﺔ أﺳﺎﻟﻴﺐ أآﺜﺮ‬
‫ اﻟﺠﺪوﻟﺔ وﺿﻌﺖ ﻓﻲ ﻋﺎم 7591 ﻣﻦ ﻗﺒﻞ‬E.I. ‫دو ﺑﻮﻧﺖ دي‬
their interrelationship. Nemours ‫اﻟﻤﺤﺪودة ، ﺑﺎﻟﺘﻌﺎون ﻣﻊ رﻳﻤﻨﺠﺘﻦ راﻧﺪ وآﺎن‬
‫ﻇﻬﻮر(. ﻓﻲ اﻟﺴﻨﻮات ﻳﻌﺮف ﻃﺮﻳﻘﺔ اﻟﻤﺴﺎر اﻟﺤﺮج )ﻷﻟﻒ‬
The inherent limitation of the bar chart prompted the use of ‫اﻟﻘﻠﻴﻠﺔ اﻟﻤﺎﺿﻴﺔ اﺗﺨﺬت ﻓﻲ وﻇﺎﺋﻒ ﺧﺎرج ﻣﻔﺎهﻴﻢ اﻟﻮﻗﺖ‬
more detailed scheduling methods. Network scheduling was developed ، ‫وﻳﻤﻜﻦ اﻵن أن ﺗﺴﺘﺨﺪم آﻮﺳﻴﻠﺔ ﻣﻦ وﺳﺎﺋﻞ اﻷﺻﻠﻲ‬
in 1957 by E.I. DuPont de Nemours, Inc., in association with ‫وﺗﻜﺎﻟﻴﻒ اﻟﻴﺪ اﻟﻌﺎﻣﻠﺔ واﻟﺘﻨﺒﺆ واﻟﻤﺮاﻗﺒﺔ. هﺬﻩ‬
‫اﻟﻤﻬﺎم ﻓﻲ اﻟﻮاﻗﻊ ﻗﺪ ﻳﻜﻮن ﻣﻔﻴﺪا ﻓﻲ اﻟﻤﻄﺎﻟﺒﺔ‬
Remington Rand and was known as the Critical path Method (CPM). In ‫اﻟﻤﻄﺎﻟﺒﺎت ﻣﻦ اﻟﺘﺤﻠﻴﻞ. وﻟﻜﻦ ﺑﻤﺎ أن اﻟﻌﺪﻳﺪ ﻣﻦ‬
the past few years in has taken on functions beyond the original ‫اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻷﺿﺮار اﻟﻨﺎﺟﻤﺔ ﻋﻦ اﻟﺘﺄﺧﻴﺮ وراء‬
‫اﻟﻤﺸﺮوع ، ﻓﺈن هﺬا اﻟﻔﺼﻞ اﻟﺘﺨﻄﻴﻂ ﻟﻤﻮاﻋﻴﺪ إﻧﺠﺎز‬
concepts of time control and can now be used as a method of cost and ‫.ﻳﺮآﺰ ﻋﻠﻰ اﻟﺠﺎﻧﺐ اﻟﻮﻗﺖ‬
manpower forecasting and control. These functions may, in fact, be ‫اﻟﺠﺪول اﻟﺰﻣﻨﻲ ﻟﻠﺘﻨﺒﺆ واﻟﻤﻬﻤﺔ اﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﺸﺒﻜﺔ‬
beneficial in claim analysis. However, since many claims deal with ‫وﻗﺘﺎ ﻃﻮﻳﻼ ﻣﻦ اﻟﻌﻤﻞ اﻟﻤﻄﻠﻮب ﻟﺒﺪء اﻟﻌﻤﻞ ﻋﻠﻰ‬
‫ﺗﺘﻐﻴﺮ اﻟﻈﺮوف ، ﺟﺪوﻻ زﻣﻨﻴﺎ ﻳﻤﻜﻦ اﻻﻧﺘﻬﺎء. وﻋﻨﺪﻣﺎ‬
damages caused by delays beyond planned project completion dates, ‫اﺳﺘﺨﺪاﻣﻬﺎ ﻣﻦ ﻗﺒﻞ اﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ اﻟﻤﺸﺮوع ﻟﺘﻮﺟﻴﻪ‬
this chapter focuses on the time aspect. ‫.ﻗﺮارات ﻟﺘﺤﻘﻴﻖ أهﺪاﻓﻬﺎ‬

The principle function of a network schedule is to forecast the
amount of time required from job start to job completion. As conditions
change, a schedule can be utilized by project personnel to guide their
decisions to achieve their goals.


The development of a network usually starts with the
identification of the necessary work items to be accomplished.
Estimates should then be made as to the duration and sequence of the ‫ﺗﺤﺪﻳﺪ ﻣﺎ ﻳﻠﺰم ﻣﻦ ﺗﻄﻮﻳﺮ ﺷﺒﻜﺔ وﻋﺎدة ﻣﺎ ﻳﺒﺪأ ﻓﻲ‬
items (or activities). When all these factors have been estimated, a ‫ﺑﻨﻮد اﻟﻌﻤﻞ اﻟﺬي ﻳﺘﻌﻴﻦ إﻧﺠﺎزﻩ. وﺗﻘﺪر وﻳﻨﺒﻐﻲ ﺑﻌﺪ‬
‫وﺗﺴﻠﺴﻞ اﻟﺒﻨﻮد )أو اﻷﻧﺸﻄﺔ(. ﻋﻨﺪﻣﺎ ذﻟﻚ ﻗﺪم ﻟﻤﺪة‬
schedule can be calculated. ‫ﺗﻜﻮن ﺟﻤﻴﻊ هﺬﻩ اﻟﻌﻮاﻣﻞ وﻗﺪر ، وﺟﺪوﻻ زﻣﻨﻴﺎ‬
.‫.وﻳﻤﻜﻦ ﺣﺴﺎب ﻋﻦ ﻃﺮﻳﻖ ﺷﺒﻜﺔ اﻟﺘﺨﻄﻴﻂ‬
NETWORK SCHEULING ‫ﺷﺒﻜﺔ اﻟﺘﺨﻄﻴﻂ‬
‫اﻟﺠﺪول اﻟﺰﻣﻨﻲ ﻟﺘﻄﻮر ﺷﺒﻜﺎت رﺋﻴﺴﻴﻴﻦ أﺳﺎﻟﻴﺐ‬
"‫اﻟﺘﻤﺜﻴﻞ. هﺬﻩ اﻟﻄﺮق اﻟﻤﻌﺮوﻓﺔ ﺑﺎﺳﻢ "اﻷول -- ﻳﺎء‬
Networks scheduling has evolved into two primary methods of
‫اﻟﺘﻘﻠﻴﺪﻳﺔ أو ﻧﺸﺎط -- ﻃﺮﻳﻘﺔ )وﺗﺴﻤﻰ أﻳﻀﺎ ﻷﻟﻒ ﻇﻬﻮر‬
representation. These methods are known as the “I – J” method (also ‫-- ﻋﻠﻰ -- ﻃﺮﻳﻘﺔ اﻟﺴﻬﻢ( واﻷﺳﺒﻘﻴﺔ ﻃﺮﻳﻘﺔ )أو اﻟﻨﺸﺎط‬
-- ‫اﻟﻌﻘﺪة(. واﻟﻔﺮق اﻟﺮﺋﻴﺴﻲ ﺑﻴﻦ اﻷﺳﺎﻟﻴﺐ هﻮ أن‬
called the traditional CPM or activity – on – arrow method) and the ‫اﻟﻌﻘﺪ ﺑﻴﻦ اﻷول ﻳﻌﺮف ﻳﺎء اﻟﻨﺸﺎط ﺳﻬﻤﺎ وﺑﻠﻎ ﻋﺪد‬
‫ﻃﺮﻓﻴﻦ )أي "أﻧﺎ" اﻟﻌﻘﺪة و "ﻳﺎء" اﻟﻌﻘﺪة( : ﻳﺤﺪد‬
precedence method (or activity – on – node). The primary difference
‫اﻟﻌﻘﺪة. ﻣﻦ اﻷﻣﺜﻠﺔ اﻟﺘﻲ ﺗﺒﻴﻦ آﻞ اﻷﺳﺒﻘﻴﺔ ﻋﻠﻰ ﻧﺸﺎط‬
between the methods is that I- J defined the activity as an arrow ‫.ﻣﻦ اﺗﺒﺎع اﻷﺳﺎﻟﻴﺐ ، وﺗﺮﻓﻖ ﺑﻬﺎ ﺑﻴﺎﻧﻴﺔ ﺗﻮﺿﻴﺤﻴﺔ‬
‫ اﻟﺮﻗﻢ 4-1 و 4-1 و 4-2 ﺟﺪاول ﺗﻮﺿﺢ‬IJ ‫، ﻓﻲ ﺣﻴﻦ أن‬
between two numbered nodes (that is, the “I” node and the “J” node): .‫.اﻟﺮﻗﻢ 4-2 و 4- و 4-4 ﺟﺪاول اﻷﺳﺒﻘﻴﺔ‬
precedence defines the activity on the node. Examples follow showing
both methods, with accompanying graphic illustrations. Figure 4-1 and
Tables 4-1 and 4-2 illustrate I-J, while figure 4-2 and tables 4-3 and 4-4
illustrate precedence.


Critical path (I – J) method

(I – J) ‫ﻃﺮﻳﻘﺔ اﻟﻤﺴﺎر اﻟﺤﺮج‬
The I – J method, or CPM, is used by many firms, although it
usually increases the size of the network due to the necessity of adding
‫ﻓﺈن اﻷول -- ﻃﺮﻳﻘﺔ ﻳﺎء ، أو ﺑﺄﻟﻒ ﻇﻬﻮر ، وﺗﺴﺘﺨﺪم‬
“dummy” activities to represent restraining relationship. In CPM, the ‫اﻟﺸﺮآﺎت ، ﻋﻠﻰ اﻟﺮﻏﻢ ﻣﻦ أﻧﻪ ﻋﺎدة ﻣﻦ ﻗﺒﻞ اﻟﻌﺪﻳﺪ ﻣﻦ‬
‫ﻣﺎ ﻳﺰﻳﺪ ﻣﻦ ﺣﺠﻢ اﻟﺸﺒﻜﺔ وﻧﻈﺮا ﻟﻀﺮورة ﺗﻨﻔﻴﺬ واﺿﺎف‬
two numbered nodes represent starting and finishing events, which
" ‫وهﻤﻴﺔ" ﻟﺘﻤﺜﻴﻞ أﻧﺸﻄﺔ ﺗﻘﻴﻴﺪ اﻟﻌﻼﻗﺔ. ﻓﻲ ﺑﺄﻟﻒ ﻇﻬﻮر‬
define the limits of the activity. By definition in CPM, node 110 in ‫اﻟﺒﺪء واﻻﻧﺘﻬﺎء ﻣﻦ ، وهﻤﺎ وﺑﻠﻎ ﻋﺪد اﻟﻔﺮوع ﺗﻤﺜﻞ ﻓﻲ‬
‫اﻷﺣﺪاث ، واﻟﺘﻲ ﺗﺤﺪد ﺣﺪود هﺬا اﻟﻨﺸﺎط. ﺣﺴﺐ ﺗﻌﺮﻳﻔﻬﺎ‬
figure 4-1 cannot “occur” until activities 108 – 110 and 107 – 109 are ‫ﻇﻬﻮر ، اﻟﻌﻘﺪة 011 ﻓﻲ اﻟﺸﻜﻞ 4-1 ﻻ ﻳﻤﻜﻦ ان ﻓﻲ ﺑﺄﻟﻒ‬
107 ‫.901 -- "ﺗﺤﺪث" ﺣﺘﻰ اﻷﻧﺸﻄﺔ 801 -- 011 و‬
completed. ‫وﺑﺴﺒﺐ هﺬا اﻟﺸﺮط ، ﻷﻟﻒ ﻇﻬﻮر ، وﻏﺎﻟﺒﺎ ﻣﺎ ﻳﺘﻄﻠﺐ أن‬
‫ﻋﻨﺎﺻﺮ أﺻﻐﺮ ﻟﺘﻮﺿﻴﺢ ذﻟﻚ ، ﻓﻲ ﻳﻜﻮن ﻧﺸﺎط ﻣﻌﻴﻦ اﻗﺘﺤﻢ‬
Because of this requirement, CPM, often necessitates that a ‫اﻟﻮاﻗﻊ ، اﻟﻌﺪﻳﺪ ﻣﻦ اﻷﻧﺸﻄﺔ اﻟﺘﻲ ﻳﻤﻜﻦ أن ﺗﺘﻢ‬
‫ﻣﻊ أﺳﻼﻓﻬﻢ. آﺄن ﺑﺎﻟﺘﻮازي‬
given activity be broken into smaller components to illustrate that, in
reality, many activities can take place in parallel with their
predecessors. As


ACTIVITY
NODE
DESCRIPTIO
PULL
CABLE PULL
FIRST 50 % CABLE
LAST 50 %
10 10 10

DUMMY
ACTIVITY

TERMINAT TERMINAT
E CABLE E CABLE
FIRST 50% LAST 50%
10 11 11
5

Activity
number TIME
DURATION

Figure 4-1 1-J Method

Shown in figure 4-1, some cables can be terminated (connected)
before all the cable on the project has been pulled (installed).

The logic sequence shown in figure 4-1 describes a typical ‫ﻓﻲ اﻟﺸﻜﻞ 4-1 ، ﻓﺈن ﺑﻌﺾ اﻟﻜﺎﺑﻼت وﻳﻤﻜﻦ إﻧﻬﺎؤهﺎ‬
cable pulling operation wherein cable termination will start upon ‫)ﻋﻼﻗﺔ( ﻗﺒﻞ ﺟﻤﻴﻊ اﻟﻜﺎﺑﻼت ﻋﻠﻰ اﻟﻤﺸﺮوع ﻗﺪ ﺳﺤﺒﺖ‬
completion of 50 percent of the cable pulling (To simplify the ). ‫)ﺗﺮآﻴﺐ‬
illustration, the activities are assumed to be along the critical path – ‫ﻣﻨﻄﻖ اﻟﺘﺴﻠﺴﻞ اﻟﻤﺒﻴﻦ ﻓﻲ اﻟﺸﻜﻞ 4-1 ﻳﺼﻒ ﻧﻤﻮذﺟﻲ آﺒﻞ‬
they have a total float value of zero). As illustrated by figure 4-1 in ‫ﺳﺤﺐ اﻟﻜﺎﺑﻼت ﻓﻴﻬﺎ إﻧﻬﺎء اﻟﻌﻤﻠﻴﺔ ﺳﺘﺒﺪأ ﻋﻨﺪ اﻻﻧﺘﻬﺎء‬
order to describe this particular sequence of activities, the CPM method ، ‫ﻣﻦ 05 ﻓﻲ اﻟﻤﺌﺔ ﻣﻦ ﺳﺤﺐ اﻟﻜﺎﺑﻼت )وﻟﺘﺒﺴﻴﻂ اﻟﻤﺜﺎل‬
requires four activities, plus two zero duration “dummy” activities to ‫ﻓﺈن اﻷﻧﺸﻄﺔ اﻟﺘﻲ ﻳﻔﺘﺮض أن ﺗﻜﻮن ﻋﻠﻰ ﻃﻮل اﻟﻤﺴﺎر‬
show restraints. The concept of the dummy or restraint for ‫اﻟﺤﺮج -- ﻟﺪﻳﻬﺎ ﻣﺎ ﻣﺠﻤﻮﻋﻪ ﺗﻌﻮﻳﻢ ﻗﻴﻤﺔ ﺻﻔﺮ(. آﻤﺎ‬
performance, inserted to sequence a particular task to more than one ‫ﻳﺘﺒﻴﻦ ﻣﻦ اﻟﺸﻜﻞ 4-1 ﻟﻮﺻﻒ هﺬا ﻋﻠﻰ وﺟﻪ اﻟﺨﺼﻮص ﺳﻠﺴﻠﺔ‬
logical successor. ‫ﻣﻦ اﻷﻧﺸﻄﺔ ، وﻳﺘﻄﻠﺐ ﻃﺮﻳﻘﺔ اﻟﻜﻠﻔﺔ ﺑﺄﻟﻒ ﻇﻬﻮر أرﺑﻊ‬


The principal quantities calculated by CPM are the early start, ‫اﻷﻧﺸﻄﺔ ، واﻟﻤﺪة اﻟﺼﻔﺮ زاﺋﺪ اﺛﻨﻴﻦ" وهﻤﻴﺔ" ﻹﻇﻬﺎر‬
‫أﻧﺸﻄﺔ اﻟﻘﻴﻮد. ﻣﻔﻬﻮم ﻣﻦ ﺿﺒﻂ اﻟﻨﻔﺲ ﻟﺪﻣﻴﺔ أو اﻷداء‬
late start, early finish, late finish, and total float (or slack). The early
‫، وﺗﻀﺎف إﻟﻰ ﺳﻠﺴﻠﺔ ﺧﺎﺻﺔ ﻟﻬﺬﻩ اﻟﻤﻬﻤﺔ أآﺜﺮ ﻣﻦ‬
start date is the earliest possible time a given activity can start, and is ‫اﻟﻤﻨﻄﻘﻲ اﻟﺨﻠﻒ‬
based on the completion of all preceding activities. The late start date is
the latest allowable time a given activity can start and not delay project ‫آﻤﻴﺎت اﻟﺮﺋﻴﺴﻴﺔ ﺣﺴﺎب اﻟﻜﻠﻔﺔ ﺑﺄﻟﻒ ﻇﻬﻮر هﻲ اﻟﺒﺪء‬
، ‫اﻟﻤﺒﻜﺮ ، واﻟﺘﺄﺧﺮ ﻓﻲ ﺑﺪء واﻻﻧﺘﻬﺎء ﻓﻲ وﻗﺖ ﻣﺒﻜﺮ‬
completion. (The definitions for early and late finish dates are similar,
.(‫واﻟﺘﺄﺧﺮ ﻓﻲ اﻟﻨﻬﺎﻳﺔ ، وﻃﺮح ﻣﺎ ﻣﺠﻤﻮﻋﻪ )أو اﻟﺮآﻮد‬
except that the word “finish” is substituted for the word “start”). Total
‫ﺗﺎرﻳﺦ اﻟﺒﺪء اﻟﻤﺒﻜﺮ هﻮ أﺣﺪ أﻗﺮب وﻗﺖ ﻣﻤﻜﻦ ﻟﻠﺒﺪء ﻓﻲ‬
float, or slack, is the “spare time” available along any given sequence ‫ﻧﺸﺎط ﻣﻌﻴﻦ ، وﻳﻘﻮم ﻋﻠﻰ اﺳﺘﻜﻤﺎل ﺟﻤﻴﻊ اﻷﻧﺸﻄﺔ‬
of activities and is calculated by subtracting the early start (or finish) of ‫اﻟﺴﺎﺑﻘﺔ .اﻟﺘﺄﺧﺮ ﻓﻲ ﺑﺪء اﻟﺘﺎرﻳﺦ هﻮ أﺣﺪث اﻟﻮﻗﺖ‬
‫اﻟﻤﺴﻤﻮح ﻧﺸﺎط ﻣﻌﻴﻦ ﻻ ﻳﻤﻜﻦ أن ﺗﺒﺪأ وﺗﺄﺧﻴﺮ إﻧﺠﺎز‬
an activities from its late start (or finish). If an activity late start is equal
‫اﻟﻤﺸﺎرﻳﻊ. )اﻟﺘﻌﺎرﻳﻒ اﻟﻤﺒﻜﺮ واﻟﺘﺄﺧﺮ ﻓﻲ ﻣﻮاﻋﻴﺪ‬
to its early start, no spare time is available. The activity is, therefore, on ‫اﻻﻧﺘﻬﺎء ﻣﻤﺎﺛﻠﺔ ، إﻻ أن آﻠﻤﺔ" اﻟﻨﻬﺎﻳﺔ" ﻣﺤﻞ آﻠﻤﺔ‬
the critical path, which is the longest time sequence required for project "‫"اﻟﺒﺪء"(. ﻣﺠﻤﻮع ﺗﻌﻮﻳﻢ ، أو اﻟﺮآﻮد ، هﻮ "اﻟﻔﺮاغ‬
completion. If an activity is late, it has negative total float and may ‫اﻟﻤﺘﺎﺣﺔ ﻋﻠﻰ أي ﺗﺴﻠﺴﻞ اﻷﻧﺸﻄﺔ وﻳﺤﺴﺐ ﺑﻄﺮح اﻟﺒﺪاﻳﺔ‬
‫اﻟﻤﺒﻜﺮة )أو اﻧﻬﺎء( ﻣﻦ أﻧﺸﻄﺔ ﻣﻦ اﻟﺘﺄﺧﺮ ﻓﻲ ﺑﺪء( أو‬
delay project completion, unless schedule adjustments are made.
‫اﻗﻔﺎل(. إذا آﺎن اﻟﺘﺄﺧﺮ ﻓﻲ ﺑﺪء ﻧﺸﺎط ﻣﺎ ﻳﺴﺎوي ﻳﺒﺪأ‬
If the network schedule includes a large number of activities, it ‫ﻓﻲ وﻗﺖ ﻣﺒﻜﺮ ، ﻟﻢ ﻳﺘﻮﻓﺮ وﻗﺖ اﻟﻔﺮاغ. اﻟﻨﺸﺎط ، وﻣﻦ‬
‫ﺛﻢ ﻓﺈن ﻋﻠﻰ اﻟﻤﺴﺎر اﻟﺤﺮج ، اﻟﺬي هﻮ أﻃﻮل ﻣﻦ اﻟﻮﻗﺖ‬
may be computerized. Table 4-1 illustrates how the activities shown in
‫اﻟﻼزم ﻟﺘﺴﻠﺴﻞ إﻧﺠﺎز اﻟﻤﺸﺮوع. إذا آﺎن اﻟﻨﺸﺎط ﻓﻲ‬
figure ‫وﻗﺖ ﻣﺘﺄﺧﺮ ، ﻓﻘﺪ ﺑﻠﻎ ﻣﺠﻤﻮع ﺳﻠﺒﻴﺔ وﺗﻌﻮﻳﻢ ﻗﺪ ﺗﺆﺧﺮ‬
. ‫اﺳﺘﻜﻤﺎل اﻟﻤﺸﺮوع ، ﻣﺎ ﻟﻢ ﻳﺘﻢ ﺗﻌﺪﻳﻞ اﻟﺠﺪول اﻟﺰﻣﻨﻲ‬

‫إذا آﺎن اﻟﺠﺪول اﻟﺰﻣﻨﻲ ﻟﺸﺒﻜﺔ ﺗﻀﻢ ﻋﺪدا آﺒﻴﺮا ﻣﻦ‬
1-4 ‫اﻷﻧﺸﻄﺔ ، ﻓﻘﺪ ﻳﻜﻮن اﻟﺤﺎﺳﻮب. وﻳﻮﺿﺢ اﻟﺠﺪول‬
‫آﻴﻔﻴﺔ أﻧﺸﻄﺔ ﻣﺒﻴﻦ ﻓﻲ اﻟﺸﻜﻞ‬


Table 4-1 I-J computer print – out

Dur Tota
Early Early Late Late
Activity Description atio l
starts finish start finish
n float

105-107 Pull cable first 50% 5 4 Feb 8 Feb 4 Feb 8 Feb 0

107-108 Dummy 0 9 Feb 8 Feb 8 Feb 8 Feb 0

107-109 Pull cable Last 50% 5 11 Feb 15 Feb 11 Feb 15 Feb 0

108-110 Terminate cable 5 11 Feb 15 Feb 11 Feb 15 Feb 0

109-110 Dummy 0 15 Feb 15 Feb 15 Feb 15 Feb 0

110-112 Terminate Cable Last 50 % 5 18 Feb 22 Feb 18 Feb 22 Feb 0

4-1 would be printed out by computer. Assuming an early start
data of February 4, 1980 the cables will all be pulled and terminated by
February 22, 1980, or fifteen working days later. A timescale
representation of the CPM network is shown in Table 4-2. As shown in
Tables 4-1and 4-2, the week of 11 February 1980 has both a cable
pulling and termination operation scheduled.

Many available computerized schedules contain software 4-1 ‫ﻋﻠﻰ اﻓﺘﺮاض أن ﺗﺒﺪأ .ﺳﻮف ﺗﻄﺒﻊ ﺑﻬﺎ اﻟﻜﻤﺒﻴﻮﺗﺮ‬
packages that also calculate other quantities. Such as free float or range. ‫ﻓﻲ وﻗﺖ ﻣﺒﻜﺮ ﻣﻦ اﻟﺒﻴﺎﻧﺎت 4 ﻓﺒﺮاﻳﺮ 0891 اﻟﻜﺎﺑﻼت‬
These quantities may be useful in certain applications. But their ‫ﺟﻤﻴﻊ وأﻧﻬﺖ 22 ﻓﺒﺮاﻳﺮ 0891 ، أو ﺧﻤﺴﺔ وﺳﻮف ﻳﺘﻢ ﺳﺤﺐ‬
‫ﻟﻠﺘﻤﺜﻴﻞ ﻋﺸﺮ ﻳﻮم ﻋﻤﻞ ﻓﻲ وﻗﺖ ﻻﺣﻖ. وهﻨﺎك ﺟﺪول زﻣﻨﻲ‬
primary uses relate to the project schedulers. Consequently, they will ‫ﺑﺄﻟﻒ ﻇﻬﻮر ﺷﺒﻜﺔ ﻳﺮد ﻓﻲ اﻟﺠﺪول 4-2. آﻤﺎ هﻮ ﻣﺒﻴﻦ ﻓﻲ‬
not be discussed here. If the reader wishes more information on these 1 - 4 ‫اﻟﺠﺪاول‬and 4-2، 1980 ‫واﺳﺒﻮع ﻣﻦ 11 ﻓﺒﺮاﻳﺮ‬
quantities, any advanced text on CPM should provide a through ‫ﻗﺎﻣﺖ آﻞ ﻣﻦ آﺎﺑﻞ وإﻧﻬﺎء ﻋﻤﻠﻴﺔ اﻻﻧﺴﺤﺎب ﻓﻲ اﻟﻤﻮﻋﺪ‬
‫.اﻟﻤﻘﺮر‬
treatment. ‫ﺗﺘﻮﻓﺮ اﻟﻌﺪﻳﺪ ﻣﻦ اﻟﺠﺪاول ﺗﺤﺘﻮي ﻋﻠﻰ ﺑﺮاﻣﺞ اﻟﺤﺎﺳﻮب‬
‫اﻟﻜﻤﻴﺎت. ﻣﺜﻞ اﻟﺘﻌﻮﻳﻢ ﻣﺠﻤﻮﻋﺎت أﺧﺮى أﻳﻀﺎ ﻓﻲ ﺣﺴﺎب‬
‫اﻟﺤﺮ أو ﻃﺎﺋﻔﺔ. هﺬﻩ اﻟﻜﻤﻴﺎت ﻗﺪ ﺗﻜﻮن ﻣﻔﻴﺪة ﻓﻲ ﺑﻌﺾ‬


‫إﻻ أن أول ﻣﺎ ﺗﺘﺼﻞ ﻳﺴﺘﺨﺪم اﻟﻤﺸﺮوع .اﻟﺘﻄﺒﻴﻘﺎت‬
Week of ‫إذا .اﻟﻤﻨﻈﻤﻮن. وﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ ، ﻟﻦ ﻳﺘﻢ ﻣﻨﺎﻗﺸﺘﻬﺎ هﻨﺎ‬
‫آﺎن اﻟﻘﺎرئ ﺗﺮﻏﺐ ﻓﻲ ﻣﺰﻳﺪ ﻣﻦ اﻟﻤﻌﻠﻮﻣﺎت ﻋﻦ هﺬﻩ‬
Activity 4 Feb 11 Feb 18 Feb ‫ﺑﺄﻟﻒ ﻇﻬﻮر اﻟﻨﺺ اﻟﻜﻤﻴﺔ ، أي ﻣﺘﻘﺪﻣﺔ ﻋﻠﻰ اﻟﻜﻠﻔﺔ‬
‫.ﻳﻨﺒﻐﻲ أن ﺗﻮﻓﺮ ﻣﻦ ﺧﻼل اﻟﻌﻼج‬
Pull Cable -----------
---
First 50%
Pull Cable --------------
Last 50%
Terminate Cable --------------
First 50%
Terminate Cable --------------
Last 50%

NETWORK SCHEDULING

PULL CABLE TERMINATE CABLE
121 122
10 10
Figure 4-2 precedence method.

Precedence method
To illustrate the basic difference between CPM and precedence,
the sane sequence described above will be shown in precedence format
in figure 4-2 and Table 4-3 and 4-4. As can be seen, the precedence ‫ﻃﺮﻳﻘﺔ اﻷﺳﺒﻘﻴﺔ‬
format requires only two activities to describe the same sequence of ، ‫ﻟﺘﻮﺿﻴﺢ اﻟﻔﺮق اﻷﺳﺎﺳﻲ ﺑﻴﻦ ﺑﺄﻟﻒ ﻇﻬﻮر ، واﻷﺳﺒﻘﻴﺔ‬
events that requires six activities (in clouding dummies) in the CPM
format. The primary difference between the sample computer listing (as ‫وﻋﺎﻗﻞ اﻟﺘﺴﻠﺴﻞ اﻟﻤﺒﻴﻦ أﻋﻼﻩ ﺳﻮف ﺗﻈﻬﺮ ﻓﻲ ﺷﻜﻞ ﺳﺎﺑﻘﺔ‬
shown in Tables 4-1 and 4-3) lies in the last column in Table 4-3 ‫ﻓﻲ اﻟﺸﻜﻞ 4-2 واﻟﺠﺪول 4-3 و 4-4. آﻤﺎ ﻳﻤﻜﻦ أن ﻳﺮى‬
entitled. “Follower, Lead / Lag”. This column provides the means for ‫، وﺷﻜﻞ ﺳﺎﺑﻘﺔ ﺗﺘﻄﻠﺐ اﺛﻨﻴﻦ ﻓﻘﻂ ﻟﻮﺻﻒ أﻧﺸﻄﺔ ذات‬
sequencing the activities as well as providing lead / lag relationship.


The function of the lead / lag relationship is to allow the (‫ﺗﺴﻠﺴﻞ اﻷﺣﺪاث اﻟﺘﻲ ﺗﺘﻄﻠﺐ ﺳﺘﺔ أﻧﺸﻄﺔ )ﻓﻲ ﻳﻌﻜﺮ دﻣﻰ‬
follower (or successor) activity to start before the completion of its ‫ﻷﻟﻒ ﻇﻬﻮر ﻓﻲ اﻟﺸﻜﻞ. واﻟﻔﺮق اﻟﺮﺋﻴﺴﻲ ﺑﻴﻦ اﻟﻜﻤﺒﻴﻮﺗﺮ‬
predecessor something strictly forbidden in CPM. This ability for both -4 ‫ﻋﻴﻨﺔ ﻣﻦ اﻟﻘﺎﺋﻤﺔ )آﻤﺎ هﻮ ﻣﺒﻴﻦ ﻓﻲ اﻟﺠﺪاول 4-1 و‬
activities to occur simultaneously is illustrated in the timescale .‫3( وﺗﻘﻊ ﻓﻲ اﻟﻌﻤﻮد اﻷﺧﻴﺮ ﻓﻲ اﻟﺠﺪول 4-3 اﻟﻤﻌﻨﻮن‬
representation in Table 4-4. This is accomplished by using four primary ‫"أﺗﺒﺎع ، اﻟﺮﺻﺎص / اﻟﺘﺄﺧﺮ". هﺬا اﻟﻌﻤﻮد ﺗﻮﻓﺮ وﺳﻴﻠﺔ‬
relationship: start – to (SS). Finish – to – finish (FF). finish – to – start ‫ﻟﺘﺴﻠﺴﻞ اﻷﻧﺸﻄﺔ وآﺬﻟﻚ ﺗﻮﻓﻴﺮ ﺗﺆدي / ﻣﺘﺨﻠﻔﺔ اﻟﻌﻼﻗﺔ‬
(FS). Or overlap (OL). ‫اﻟﻌﻼﻗﺔ اﻟﺴﻤﺎح ﻷﺗﺒﺎع )أو وﻇﻴﻔﺔ اﻟﻘﻴﺎدة / ﻣﺘﺨﻠﻔﺔ‬
‫ﻣﻨﻌﺎ ﻟﺒﺪء ﻧﺸﺎط ﻗﺒﻞ اﻻﻧﺘﻬﺎء ﻣﻦ ﺳﺎﺑﻘﻪ ﻓﻲ ﺷﻲء ﻳﻤﻨﻊ‬
Unless specifically started otherwise, every activity has a finish ‫ﺑﺎﺗﺎ ﺑﺄﻟﻒ ﻇﻬﻮر. هﺬﻩ اﻟﻘﺪرة ﻋﻠﻰ ﺣﺪ ﺳﻮاء اﻷﻧﺸﻄﺔ ﻓﻲ‬
– to – start relationship, will all followers of finish – to – start zero (FS ‫اﻟﺠﺪول اﻟﺰﻣﻨﻲ ﻓﻲ اﻟﺘﻤﺜﻴﻞ 4- وﻗﺖ واﺣﺪ هﻮ ﻣﻮﺿﺢ ﻓﻲ‬
‫4. وﻳﺘﻢ ذﻟﻚ ﻋﻦ ﻃﺮﻳﻖ اﺳﺘﺨﺪام أرﺑﻌﺔ اﻟﻌﻼﻗﺔ اﻷوﻟﻴﺔ‬
0). Simply stated, it means that no follower can start until its : -- ‫ﺑﺪاﻳﺔ -- إﻟﻰ )س س(. اﻻﻧﺘﻬﺎء ﻣﻦ -- إﻟﻰ‬
predecessor is complete. The precedence method allows the scheduler ‫إﻟﻰ -- ﺑﺪء -- اﻟﻨﻬﺎﻳﺔ )ﻓﺮﻧﻚ ﻓﺮﻧﺴﻲ(. اﻻﻧﺘﻬﺎء ﻣﻦ‬
to modify this inherent relationship. ‫.))خ م(. أو اﻟﺘﺪاﺧﻞ )اﻟﺮﺗﺐ اﻷﺧﺮى‬
‫ﻟﻪ اﻻﻧﺘﻬﺎء ﻣﻦ -- وﺑﺪأ ﻣﺎ ﻟﻢ ﺧﻼف ذﻟﻚ ، آﻞ ﻧﺸﺎط‬
FINISH – TO – START -- -- ‫إﻟﻰ -- ﺑﺪء اﻟﻌﻼﻗﺔ ، وﺳﻮف ﻳﻨﺘﻬﻲ آﻞ أﺗﺒﺎع‬
‫خ م(. ﺑﺒﺴﺎﻃﺔ ، ﻓﺈن ذﻟﻚ ﻳﻌﻨﻲ أﻧﻪ 0( ﻳﺒﺪأ ﻣﻦ اﻟﺼﻔﺮ‬
As mentioned before, the finish – to – start relationship of FS 0 ‫ﻳﺴﻤﺢ ﻻ ﻳﻤﻜﻦ أن ﺗﺒﺪأ ﺣﺘﻰ أﺗﺒﺎع ﺳﻠﻔﻪ آﺎﻣﻞ. أﺳﺒﻘﻴﺔ‬
‫اﻟﻤﺠﺪول ﻃﺮﻳﻘﺔ ﻟﺘﻐﻴﻴﺮ هﺬﻩ اﻟﻌﻼﻗﺔ اﻟﻤﺘﺄﺻﻠﺔ‬
is the typical relationship. By changing the value of the relationship,
say to FS 5, the start of the follower will now be delayed until five days
after the finish of its predecessor. This relationship is illustrated in
figure 4-3. (This type of relationship is often use to show lead time in a .
procurement sequence). ‫اﻟﺒﺪاﻳﺔ – اﻟﻨﻬﺎﻳﺔ‬
Activity / Day 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 ‫ذآﺮ ﻣﻦ ﻗﺒﻞ ، واﻻﻧﺘﻬﺎء ﻣﻦ -- إﻟﻰ -- ﺑﺪء ﻋﻼﻗﺔ وآﻤﺎ‬
‫ﺗﻐﻴﻴﺮ ﻗﻴﻤﺔ اﻟﻌﻼﻗﺔ 0 خ م هﻮ ﻧﻤﻄﻴﺔ اﻟﻌﻼﻗﺔ. ﻣﻦ ﺧﻼل‬
1 ……… ‫، وﻳﻘﻮل ل5 خ م ، ﺑﺪاﻳﺔ ﻣﻦ أﺗﺒﺎع ﺳﻮف ﺗﺘﺄﺧﺮ ﺣﺘﻰ‬
‫أﻳﺎم ﻣﻦ اﻻﻧﺘﻬﺎء ﻣﻦ ﺳﺎﺑﻘﻪ. هﺬﻩ اﻵن ﺑﻌﺪ ﺧﻤﺴﺔ‬
2 ……………..… ‫اﻟﻌﻼﻗﺔ هﻮ ﻣﻮﺿﺢ ﻓﻲ اﻟﺸﻜﻞ 4-3. )وهﺬا اﻟﻨﻮع ﻣﻦ‬
‫اﻟﻌﻼﻗﺔ ، وﻏﺎﻟﺒﺎ ﻣﺎ ﺗﺴﺘﺨﺪم ﻻﻇﻬﺎر اﻟﻮﻗﺖ ﻓﻲ ﺷﺮاء‬
Figure 4-3 (‫.)ﺗﺴﻠﺴﻞ اﻟﺨﻼﻓﺔ‬


Figure 4-3

Activit Durati Early Early Late Late Total Follows
Description
y on Start Finish Start Finish Float Lead/Lag

121 Pull cable 10 4 Feb 15 Feb 4 Feb 15 Feb 0 121/SS 5

Terminate
122 10 11 Feb 22 Feb 11 Feb 22 Feb 0
cable

THE NETWORK SPECIFICATION

Table 4-4 precedence Timescale

Week Of

Activity 4 Feb 11 Feb 80 18 Feb

Pull Cable ----------------------------

Terminate Cable --------------------------

Planning & Controls Schedule
10/39

START – TO – START

The start – to – start relationship was illustrated in our cable –

pulling example. The SS 5 meant that activity 122 could start five days
after the start of activity 121, as illustrated in Table 4-4.

FINISH – TO – FINISH

This relationship is used to relate the finishes of predecessor ‫اﻟﺒﺪاﻳﺔ -- إﻟﻰ – اﻟﺒﺪاﻳﺔ‬
and follower. An example is shown bellow. (The relationship shows
5 .‫اﻟﻌﻼﻗﺔ ﻳﺘﻀﺢ ﻓﻲ آﺎﺑﻞ -- ﻋﻠﻰ ﺳﺒﻴﻞ اﻟﻤﺜﺎل ﺳﺤﺐ‬
that activity 12 will finish two days after activity 11). ‫ﻳﻌﻨﻲ أن اﻟﻨﺸﺎط ﻳﻤﻜﻦ أن ﻳﺒﺪأ ﺑﻌﺪ ﺧﻤﺴﺔ 221 ﻓﺈن س‬
‫أﻳﺎم ﻣﻦ ﺑﺪء اﻟﻨﺸﺎط 121 ، آﻤﺎ هﻮ ﻣﺒﻴﻦ ﻓﻲ اﻟﺠﺪول‬
4-4.
Activity / Day 1 2 3 4 5 6 7 8 9 10

11 .................... FF-2

12 ……..................
‫اﻻﻧﺘﻬﺎء ﻣﻦ -- إﻟﻰ – اﻟﻨﻬﺎﻳﺔ‬
Figure 4-4
‫اﻟﺘﺸﻄﻴﺒﺎت وأﺗﺒﺎع هﺬﻩ اﻟﻌﻼﻗﺔ هﻲ ﺗﺴﺘﺨﺪم ﻟﺮﺑﻂ‬
OVERLAP ‫اﻟﺴﻠﻒ. ﻋﻠﻰ ﺳﺒﻴﻞ اﻟﻤﺜﺎل ﻳﻈﻬﺮ اﻟﺼﻮت ﻋﺎﻟﻴﺎ. )اﻟﻌﻼﻗﺔ‬
‫.)ﺳﻴﻨﺘﻬﻲ ﺑﻌﺪ ﻳﻮﻣﻴﻦ ﻣﻦ اﻟﻨﺸﺎط 11 21 ﻳﺒﻴﻦ أن ﻧﺸﺎط‬
The overlap relationship is actually a finish – to – start
relationship of negative value. In other words, a five – days overlap is
relationship is equivalent to an FS ( - 5). The overlap precisely what is
implies – the predecessor and follower overlap, or occur
simultaneously, for the specified number of days.

11/39


Why Use a Network

In the past, construction projects were often controlled by
means of bar charts showing relative positions, in time of various trades
and functions. Bar chart, however, are extremely limited in scope. They
cannot show critical interfaces between activities, nor can they
represent the dynamic nature of a project because they do not indicate ‫اﻟﺸﺒﻜﺔ اﻟﻤﻮاﺻﻔﺎت‬
which activities are critical to the timely completion of the project. The ‫ﻟﻤﺎذا ﻳﺘﻢ أﺳﺘﺨﺪام اﻟﺸﺒﻜﺔ‬
‫ﻓﻲ اﻟﻤﺎﺿﻲ ، وﻣﺸﺎرﻳﻊ اﻟﺒﻨﺎء ﻓﻲ آﺜﻴﺮ ﻣﻦ اﻷﺣﻴﺎن‬
bar chart also several scheduling disadvantage because it can neither ‫ﺷﺮﻳﻂ اﻟﺨﺮاﺋﻂ اﻟﺘﻲ ﺗﺒﻴﻦ اﻷوﺿﺎع وﺳﻴﻠﺔ ﻟﻠﺴﻴﻄﺮة‬
adequately relate resource availability nor help management determine ‫.اﻟﻨﺴﺒﻴﺔ ، وذﻟﻚ ﻓﻲ وﻗﺖ ﻣﻦ ﻣﺨﺘﻠﻒ اﻟﻤﻬﻦ واﻟﻮﻇﺎﺋﻒ‬
‫ﺷﺮﻳﻂ رﺳﻢ ، ﻣﻊ ذﻟﻚ ، ﻳﺘﻢ ﻓﻲ ﻧﻄﺎق ﻣﺤﺪود ﻟﻠﻐﺎﻳﺔ. ﻻ‬
where and how to predict problem areas. ‫اﻟﺤﺮﺟﺔ ، وﻻ ﻳﻤﻜﻦ أن ﻳﻤﻜﻦ أن ﺗﻈﻬﺮ وﺻﻼت ﺑﻴﻦ اﻷﻧﺸﻄﺔ‬
‫ﻳﻤﺜﻞ اﻟﻄﺎﺑﻊ اﻟﺪﻳﻨﺎﻣﻲ ﻟﻠﻤﺸﺮوع ﻷﻧﻬﺎ ﻻ ﺗﺸﻴﺮ إﻟﻰ‬
The limitation of bar chart has been recognized. In Minmar ‫اﻟﺤﺎﺳﻤﺔ ﻓﻲ اﻟﻮﻗﺖ اﻟﻤﻨﺎﺳﺐ ﻻﺳﺘﻜﻤﺎل اﻷﻧﺸﻄﺔ اﻟﺘﻲ‬
‫اﻟﺤﺮﻣﺎن اﻟﻤﺸﺮوع. اﻟﻌﺎرﺿﺔ آﻤﺎ رﺳﻢ اﻟﻌﺪﻳﺪ ﻣﻦ ﺟﺪوﻟﺔ‬
Builders, Inc..² the Armed Services Board of Appeals noted that: ، ‫ﻷﻧﻪ ﻻ ﻳﻤﻜﻦ أن ﺗﺘﺼﻞ ﺑﺘﻮاﻓﺮ اﻟﻤﻮارد ﻋﻠﻰ ﻧﺤﻮ آﺎف‬
‫ﺗﺤﺪﻳﺪ ﻣﻜﺎن وآﻴﻔﻴﺔ اﻟﺘﻨﺒﺆ وﻻ ﺗﺴﺎﻋﺪ ﻋﻠﻰ إدارة‬
Although two of the Appellant’s construction schedules ‫ﻣﺸﻜﻠﺔ اﻟﻤﻨﺎﻃﻖ‬
were introduced in evidence …. Neither was anything
more a bar chart shown the duration and projected
calendar dates for the performance of the contractual
tasks. Since no interrelationship was shown as between the
tasks the chart cannot show what project activities were
dependent on prior performance…. Much less whether
overall project completion was thereby affected.

12/39

A good network planning schedule is a valuable tool in the area
.
of construction claims. ‫ .اﻟﺤﺪ ﻣﻦ ﺷﺮﻳﻂ رﺳﻢ ﺗﻢ اﻻﻋﺘﺮاف‬Minmar ‫ﻓﻲ ﺑﻨﺎء‬
‫ﺷﺮآﺔ. ² اﻟﺨﺪﻣﺎت اﻟﻤﺴﻠﺤﺔ ﻓﻲ ﻣﺠﻠﺲ اﻻﺳﺘﺌﻨﺎف ﻳﻼﺣﻆ ﻣﺎ‬
…. It is a method admirably suited to the construction industry, ‫: ﻳﻠﻲ‬
‫اﺛﻨﻴﻦ ﻣﻦ اﻟﻤﺴﺘﺄﻧﻒ ﺑﻨﺎء اﻟﺠﺪاول ﻓﻲ ﻋﺮض ورﻏﻢ أن‬
and it provides a far more useful and precise approach that the ‫اﻟﺒﻴﺎﻧﻲ اﻷدﻟﺔ.... ﻻ ﺷﻲء آﺎن أآﺜﺮ وﻳﺒﻴﻦ اﻟﺮﺳﻢ‬
‫ﺣﺎﻧﺔ ﻣﺪة اﻟﺠﺪول اﻟﺰﻣﻨﻲ واﻟﻤﻮاﻋﻴﺪ اﻟﻤﺘﻮﻗﻌﺔ ﻷداء‬
conventional bar graphs and progress charts that previously ‫ﻟﻌﺪم وآﺎن اﻟﺘﺮاﺑﻂ ﺑﻴﻦ اﻟﻤﻬﺎم اﻟﺘﻌﺎﻗﺪﻳﺔ. ﻧﻈﺮا‬
formatted the basis of construction planning and control. ‫اﻟﻤﻬﺎم ﺧﺮﻳﻄﺔ ﺗﻈﻬﺮ ﻣﺎ ﻻ ﻳﻤﻜﻦ ﻷﻧﺸﻄﺔ ﻣﺸﺎرﻳﻊ ﺗﻌﺘﻤﺪ‬
‫اﻷداء اﻟﺴﺎﺑﻖ.... ﻧﺎهﻴﻚ ﻋﻦ ﻣﺎ إذا آﺎن اﻟﺸﺎﻣﻠﺔ ﻋﻠﻰ‬
Furthermore, it permits the ready evolution and comparison of ‫.إﻧﺠﺎز اﻟﻤﺸﺮوع ﻣﻤﺎ ﺗﺘﺄﺛﺮ‬

alternative works programs, construction methods, and types of
equipment. When the best plan has been prepared in this way,
‫ﺷﺒﻜﺔ اﻟﺘﺨﻄﻴﻂ اﻟﺠﻴﺪ ﻟﻠﺠﺪول‬ ‫اﻟﺰﻣﻨﻲ هﻮ أداة ﻗﻴﻤﺔ ﻓﻲ‬
the critical path diagram clearly indicates the site operation ‫ﻣﺠﺎل اﻟﺒﻨﺎء اﻟﻤﻄﺎﻟﺒﺎت‬

that controls the smooth execution of the work. Finally, as
.
construction proceeds, the diagram provides the project
.... ‫اﻟﺒﻨﺎء ، وأﻧﻬﺎ ﺗﻮﻓﺮ هﻮ أﺳﻠﻮب ﻣﺆهﻠﺔ ﻟﺼﻨﺎﻋﺔ‬
manager with precise information on the effects of each ‫اﻵن أآﺜﺮ ﻓﺎﺋﺪة ودﻗﺔ اﻟﻨﻬﺞ اﻟﺘﻘﻠﻴﺪي ﺷﺮﻳﻂ اﻟﺮﺳﻮم‬
‫واﻟﺨﺮاﺋﻂ اﻟﺘﻲ ﺳﺒﻖ ان ﺗﻘﺪم ﺑﺸﻜﻞ أﺳﺎس اﻟﺒﻴﺎﻧﻴﺔ‬
variation or delay in the adopted plan. Thus enabling him to ، ‫ﻳﺴﻤﺢ اﻟﺒﻨﺎء واﻟﺘﺨﻄﻴﻂ واﻟﻤﺮاﻗﺒﺔ. وﻋﻼوة ﻋﻠﻰ ذﻟﻚ‬
‫ﻟﻼﺳﺘﻌﺪاد ﺗﻄﻮر اﻟﺒﺪﻳﻠﺔ واﻟﻤﻘﺎرﻧﺔ ﺑﻴﻨﻬﺎ وﺗﻌﻤﻞ‬
identify the operations that require remedial action. {Reference ‫اﻟﻤﻌﺪات. أﻓﻀﻞ ﺑﺮاﻣﺞ وأﺳﺎﻟﻴﺐ اﻟﺒﻨﺎء ، وأﻧﻮاع‬
Omitted}³. ‫ﻋﻨﺪﻣﺎ أﻋﺪت ﺧﻄﺔ ﻓﻲ هﺬا اﻟﻄﺮﻳﻖ ، واﻟﻤﺴﺎر اﻟﺤﺮج رﺳﻢ‬
‫إﻟﻰ ﻣﻮﻗﻊ اﻟﻌﻤﻠﻴﺔ اﻟﺘﻲ ﺗﺴﻴﻄﺮ ﻋﻠﻰ ﺑﻴﺎﻧﻲ ﻳﺸﻴﺮ ﺑﻮﺿﻮح‬
If an initial schedule has been prepared carefully and if ‫ﻧﺤﻮ ﺳﻠﺲ ﻋﻠﻰ ﺗﻨﻔﻴﺬ اﻟﻌﻤﻞ. وأﺧﻴﺮا ، وﺑﻨﺎء اﻟﻌﺎﺋﺪات‬
‫، اﻟﺮﺳﻢ ﻣﺪﻳﺮ اﻟﻤﺸﺮوع وﻳﻘﺪم ﻣﻌﻠﻮﻣﺎت دﻗﻴﻘﺔ ﻋﻦ‬
consistent periodic updating of progress and changing conditions are ‫ﺗﺄﺧﻴﺮ ﻓﻲ اﻟﺨﻄﺔ اﻵﺛﺎر اﻟﻤﺘﺮﺗﺒﺔ ﻋﻠﻰ آﻞ ﺗﺒﺎﻳﻦ أو‬
‫اﻟﻤﻌﺘﻤﺪة. ﻣﻤﺎ ﻳﺘﻴﺢ ﻟﻪ اﻟﺘﻌﺮف ﻋﻠﻰ اﻟﻌﻤﻠﻴﺎت اﻟﺘﻲ‬
made, the CPM network provides a reliable method of reconstructing
‫ﻋﻼﺟﻴﺔ. )( ³ اﻟﻤﺮﺟﻊ ﻣﺤﺬوف ﺗﺘﻄﻠﺐ إﺟﺮاءات‬
the project.

13/39

Network scheduling illustrates a logical sequence for various
activities and delineates which strings of activities are critical to the
timely completion of the project. As the use of multiply prime
contractors and fast – track construction procedures have increased, the
potential for project delays has likewise increased. Furthermore, ever
increasing craft waged have provided owners with a real incentive to
utilize a method that will anticipate areas of project delay in order to .
maintain manpower levels. Because a network schedule identifies ‫إذا آﺎﻧﺖ أوﻟﻴﺔ وأﻋﺪ ﺟﺪول زﻣﻨﻲ دﻗﻴﻖ ، وإذا آﺎن‬
، ‫ﻳﺘﻤﺸﻰ ﺗﺤﺪﻳﺚ دوري ﻟﻠﺘﻘﺪم اﻟﻤﺤﺮز وﺗﻐﻴﺮ اﻟﻈﺮوف‬
interface points between various trades. Potential delays can be ‫وﺳﻴﻠﺔ ﻳﻤﻜﻦ ﻓﺈن اﻟﻜﻠﻔﺔ ﺑﺄﻟﻒ ﻇﻬﻮر اﻟﺸﺒﻜﺔ ﻳﻮﻓﺮ‬
highlighted and required decision can be made that allow owners a ‫.اﻟﺘﻌﻮﻳﻞ ﻋﻠﻴﻬﺎ ﻹﻋﺎدة اﻟﻤﺸﺮوع‬
‫ﻟﺘﺴﻠﺴﻞ ﻣﻨﻄﻘﻲ ﻟﻤﺨﺘﻠﻒ ﺷﺒﻜﺔ وﻳﻮﺿﺢ اﻟﺠﺪول اﻟﺰﻣﻨﻲ‬
broader range of options. ‫اﻷﻧﺸﻄﺔ واﻟﺘﻲ ﺗﺤﺪد ﺷﺮوط ﻣﻦ اﻷﻧﺸﻄﺔ اﻟﺤﺎﺳﻤﺔ ﻓﻲ‬
‫ﻻﺳﺘﻜﻤﺎل اﻟﻤﺸﺮوع. آﻤﺎ ﺗﻀﺎﻋﻒ اﺳﺘﺨﺪام اﻟﻮﻗﺖ اﻟﻤﻨﺎﺳﺐ‬
THE NETWORK SPECIFICATION ‫اﻟﻤﺘﻌﺎﻗﺪﻳﻦ اﻟﺮﺋﻴﺴﻴﻴﻦ وﺳﺮﻳﻌﺔ -- ﺗﺘﺒﻊ إﺟﺮاءات‬
‫اﻟﺒﻨﺎء ﻗﺪ زادت ، ﻓﺈن اﺣﺘﻤﺎل ﺗﺄﺧﺮ اﻟﻤﺸﺮوع وارﺗﻔﻊ‬
A well – prepared and maintained schedule not only provides a ‫ﺑﺎﺳﺘﻤﺮار اﻟﺤﺮف ﺑﺎﻟﻤﺜﻞ. وﻋﻼوة ﻋﻠﻰ ذﻟﻚ ، ﻳﺘﺰاﻳﺪ‬
‫ﺗﺸﻦ ﻗﺪﻣﺖ ﻣﻊ أﺻﺤﺎب ﺣﻘﻴﻘﻴﺔ ﻟﻼﺳﺘﻔﺎدة ﻣﻦ اﻟﺤﻮاﻓﺰ‬
tool for identifying problem areas, it also provides a good record of job ‫ﺗﻮﻗﻊ اﻟﻤﻨﺎﻃﻖ ﺗﺄﺧﻴﺮ اﻟﻤﺸﺮوع ﻣﻦ وﺳﻴﻠﺔ ﻣﻦ ﺷﺄﻧﻬﺎ أن‬
progress, which can be used to prepare or defend a claim. ‫أﺟﻞ اﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻳﺎت اﻟﻌﻤﺎﻟﺔ. ﻷن ﺷﺒﻜﺔ ﻳﺤﺪد‬
.‫اﻟﺠﺪول اﻟﺰﻣﻨﻲ ﻟﻨﻘﺎط اﻟﺘﻔﺎﻋﻞ ﺑﻴﻦ ﻣﺨﺘﻠﻒ اﻟﺤﺮف‬
Many owners and contractors now recognize the potential ‫واﻟﻤﻄﻠﻮب ﻗﺮار ﻳﻤﻜﻦ اﻟﺘﺄﺧﻴﺮات اﻟﻤﺤﺘﻤﻠﺔ ﻳﻤﻜﻦ إﺑﺮاز‬
‫ان ﺗﺴﻤﺢ ﻟﻤﺎﻟﻜﻲ ﻣﺠﻤﻮﻋﺔ أوﺳﻊ ﻣﻦ اﻟﺨﻴﺎرات‬
benefits of a network schedule such as CPM. The lead in this area has
been taken by agencies of the federal government, such as the veteran’s
administration. Which includes a CPM specification as a part of its
contract.
.
‫اﻟﺸﺒﻜﺔ اﻟﻤﻮاﺻﻔﺎت‬

14/39

‫وهﻨﺎك أﻳﻀﺎ -- وﻋﻠﻰ اﺳﺘﻌﺪاد ﻟﻴﺲ ﻓﻘﻂ اﻟﺤﻔﺎظ ﻋﻠﻰ‬
‫ﻟﺘﺤﺪﻳﺪ اﻟﻤﺠﺎﻻت اﻟﺘﻲ اﻟﺠﺪول اﻟﺰﻣﻨﻲ ﻳﻮﻓﺮ وﺳﻴﻠﺔ‬
‫ﺗﻨﻄﻮي ﻋﻠﻰ ﻣﺸﺎآﻞ ، آﻤﺎ أﻧﻬﺎ ﺗﻮﻓﺮ ﻓﺮص اﻟﻌﻤﻞ اﻟﺠﻴﺪة‬
‫‪The extent to which any project will rely on a network schedule‬‬
‫اﻟﺬي ﻳﻤﻜﻦ أن ﻳﺴﺘﺨﺪم ﻹﻋﺪاد دﻓﺎع أو ﺳﺠﻞ اﻟﺘﻘﺪم‬
‫‪such as CPM, will be determined by the strength of the CPM‬‬ ‫.اﻟﻤﻄﺎﻟﺒﺔ‬
‫اﻻﻋﺘﺮاف اﻟﻔﻮاﺋﺪ اﻟﻌﺪﻳﺪ ﻣﻦ أﺻﺤﺎب واﻟﻤﻘﺎوﻟﻴﻦ اﻵن‬
‫– ‪specification included in the contract bidding documents. A well‬‬ ‫اﻟﻤﺤﺘﻤﻠﺔ ﻟﻠﺸﺒﻜﺔ ﻣﺜﻞ اﻟﺠﺪول اﻟﺰﻣﻨﻲ ﻷﻟﻒ ﻇﻬﻮر.‬
‫4:‪written specification will attempt to answer the following questions‬‬ ‫اﻟﻤﺠﺎل ﻗﺪ اﺗﺨﺬت ﻣﻦ ﻗﺒﻞ وآﺎﻻت اﻟﺮاﺋﺪة ﻓﻲ هﺬا‬
‫اﻟﺤﻜﻮﻣﺔ اﻻﺗﺤﺎدﻳﺔ ، ﻣﺜﻞ ادارة اﻟﻤﺨﻀﺮم. ﺗﺘﻀﻤﻦ‬
‫?‪1- Who should prepare the schedule‬‬ ‫.ﻣﻮاﺻﻔﺎت ﻷﻟﻒ ﻇﻬﻮر آﺠﺰء ﻣﻦ اﻟﻌﻘﺪ‬

‫?‪2- What method of scheduling should be used‬‬

‫?‪3- Who will review and approve the schedule‬‬

‫?‪4- Who should submit information‬‬

‫?‪5- What purpose is the schedule expected to fulfill‬‬
‫ﻣﺸﺮوع ﻋﻠﻰ ﺷﺒﻜﺔ ﺟﺪول ﻣﺜﻞ اﻟﻤﺪى اﻟﺬي ﺳﻮف ﻳﻌﺘﻤﺪ أي‬
‫?‪6- How are time extensions determined‬‬ ‫ﺑﺄﻟﻒ ﻇﻬﻮر ، وﺳﻴﺘﻢ ﺗﺤﺪﻳﺪ ﻗﻮام ﺑﺄﻟﻒ ﻇﻬﻮر ﻟﻠﻤﻮاﺻﻔﺎت‬
‫ﻓﻲ اﻟﻌﻘﺪ وﺛﺎﺋﻖ اﻟﻤﻨﺎﻗﺼﺔ. وهﻨﺎك أﻳﻀﺎ -- اﻟﻮاردة‬
‫?‪7- Who owns float‬‬ ‫اﻟﺘﺎﻟﻴﺔ : 4 ﻣﻮاﺻﻔﺎت ﺧﻄﻴﺔ ﺳﻴﺤﺎول اﻹﺟﺎﺑﺔ ﻋﻦ اﻷﺳﺌﻠﺔ‬
‫ﻣﻦ اﻟﺬي ﻳﻨﺒﻐﻲ إﻋﺪاد ﺟﺪول زﻣﻨﻲ؟ -- 1‬
‫?‪8- Must the schedule be given to the subcontractors‬‬
‫ﺟﺪول زﻣﻨﻲ ﻳﻨﺒﻐﻲ أن ﺗﺴﺘﺨﺪم؟ ﻣﺎ هﻲ ﻃﺮﻳﻘﺔ ﻟﻮﺿﻊ -- 2‬
‫?‪9- What are the requirements for notice of delay‬‬ ‫ﻣﻦ اﻟﺬي ﺳﻴﻜﻮن اﺳﺘﻌﺮاض واﻋﺘﻤﺎد ﺟﺪول زﻣﻨﻲ؟ -- 3‬
‫ﻣﻦ اﻟﺬي ﻳﻨﺒﻐﻲ أن ﺗﻘﺪم اﻟﻤﻌﻠﻮﻣﺎت؟ -- 4‬
‫اﻟﺰﻣﻨﻲ اﻟﻤﺘﻮﻗﻊ ﻣﺎ هﻮ اﻟﻐﺮض ﻣﻦ ذﻟﻚ هﻮ اﻟﺠﺪول -- 5‬
‫‪Each of these issues is addressed in this section. The answers, in‬‬
‫ﻻﻧﺠﺎز؟‬
‫‪all cases, are qualified by the thought that any cost for front – end work‬‬ ‫آﻴﻒ ﻳﺘﻢ ﺗﺤﺪﻳﺪ وﻗﺖ اﻟﺘﻤﺪﻳﺪ؟ -- 6‬
‫ﻳﻤﺘﻠﻚ ﺗﻌﻮﻳﻢ؟ ﻣﻦ اﻟﺬي -- 7‬
‫‪that ultimately saves money in construction or eliminates a potential‬‬
‫ﻳﺠﺐ أن ﻳﻜﻮن اﻟﺠﺪول اﻟﺰﻣﻨﻲ ﻟﻤﻦ اﻟﺒﺎﻃﻦ؟ -- 8‬
‫.‪claim is money well spent‬‬ ‫ﻣﺘﻄﻠﺒﺎت إﺷﻌﺎر ﺗﺄﺧﻴﺮ؟ ﻣﺎ هﻲ -- 9‬

‫‪Planning & Controls Schedule‬‬
‫93/51‬

Who should prepare the schedule

(For a matter of convenience throughout the remainder of this
section a CPM schedule will be used. The text can apply to any other
network schedule as well). The preparation of a CPM schedule often
requires much painstaking effort and many coordination meetings. The ‫آﻞ هﺬﻩ اﻟﻘﻀﺎﻳﺎ ﺗﻌﺎﻟﺞ ﻓﻲ هﺬا اﻟﺒﺎب. اﻷﺟﻮﺑﺔ ، ﻓﻲ‬
owner is often in much better position to mandate attendance at these ‫ﺟﻤﻴﻊ‬
-- ‫اﻟﺤﺎﻻت ، ﻣﺆهﻠﻮن ﻣﻦ ﻗﺒﻞ أن أي ﺗﻜﻠﻔﺔ ﻟﻠﺠﺒﻬﺔ‬
sessions and therefore is usually the party that initiates CPM ‫ﻳﻮﻓﺮ اﻟﻤﺎل ﻓﻲ اﻧﺘﻬﺎء اﻟﻌﻤﻞ ﻓﻲ ﻧﻬﺎﻳﺔ اﻟﻤﻄﺎف ان‬
preparation meetings. However, the owner may elect to prepare the ‫اﻟﺒﻨﺎء او ﻳﻠﻐﻲ اﺣﺘﻤﺎل اﻟﻤﻄﺎﻟﺒﺔ أﻣﻮال أﻧﻔﻘﺖ ﻓﻲ‬
‫.ﻣﻜﺎﻧﻬﺎ‬
project schedule independently.

If this is the case, it is likely that the owner feels his
organization knows the total project scope best. An owner – prepared
CPM would most likely include preferred trade or activity sequencing
and milestone targets that satisfy owner needs. Also it would often
include contingency time for possible changes. However, this approach
‫اﻟﺬي ﻳﻨﺒﻐﻲ أن ﻳﻌﺪ ﻟﻠﺠﺪول اﻟﺰﻣﻨﻲ‬
can be troublesome. Often an owner – preferred activity or trade
sequence may not be the most economical from the contractor’s point ‫)ﻟﻼﻃﻼع ﻋﻠﻰ ﺳﺒﻴﻞ راﺣﺔ ﻃﻮال اﻟﻔﺘﺮة اﻟﻤﺘﺒﻘﻴﺔ ﻣﻦ هﺬا‬
‫اﻟﺒﺎب وﺟﻮد ﺟﺪول زﻣﻨﻲ ﻷﻟﻒ ﻇﻬﻮر ﺳﺘﺴﺘﺨﺪم. ﻧﺺ ﻳﻤﻜﻦ‬
of view. The contractor may then file a claim to recover his extra costs. .(‫أن ﺗﻨﻄﺒﻖ ﻋﻠﻰ أي ﺷﺒﻜﺔ أﺧﺮى ﻟﻠﺠﺪول اﻟﺰﻣﻨﻲ أﻳﻀﺎ‬
‫وﺿﻊ ﺟﺪول زﻣﻨﻲ ﻷﻟﻒ ﻇﻬﻮر آﺜﻴﺮ ﻣﻦ اﻷﺣﻴﺎن ﻳﺤﺘﺎج اﻟﻰ‬
An obvious method of recover this type of claim is to have the
‫اﻟﻜﺜﻴﺮ ﻣﻦ اﻟﺠﻬﺪ اﻟﻤﻀﻨﻲ واﻟﻌﺪﻳﺪ ﻣﻦ اﺟﺘﻤﺎﻋﺎت‬
contractor prepare the project’s CPM schedule. Following preparation, ‫اﻟﺘﻨﺴﻴﻖ. ﻏﺎﻟﺒﺎ ﻣﺎ ﻳﻜﻮن اﻟﻤﺎﻟﻚ ﻓﻲ ﻣﻮﻗﻊ أﻓﻀﻞ ﺑﻜﺜﻴﺮ‬
it would then be submitted to the owner for review to determine ‫وﻻﻳﺔ ﻟﺤﻀﻮر هﺬﻩ اﻟﺪورات ، وﺑﺎﻟﺘﺎﻟﻲ ﻋﺎدة ﻣﺎ ﻳﻜﻮن‬
‫اﻟﻄﺮف اﻟﺬي ﻳﺒﺎدر ﻷﻟﻒ ﻇﻬﻮر إﻋﺪاد اﻻﺟﺘﻤﺎﻋﺎت. وﻣﻊ‬
whether all necessary milestones are being scheduled. Actual activity
‫ذﻟﻚ ، ﻳﺠﻮز ﻟﻠﻤﺎﻟﻚ أن ﻳﻨﺘﺨﺐ ﻹﻋﺪاد اﻟﺠﺪول اﻟﺰﻣﻨﻲ‬
or trade sequencing, however, is left to the discretion of the contractor. .‫ﻟﻠﻤﺸﺮوع ﻣﺴﺘﻘﻞ‬
A disadvantage to this type of schedule is that the contractors is not ‫إذا آﺎن اﻷﻣﺮ آﺬﻟﻚ ، ﻓﻤﻦ اﻟﻤﺮﺟﺢ أن ﻳﺸﻌﺮ ﺻﺎﺣﺐ‬
always knowledgeable about areas of potential change orders and may ‫ﻣﻨﻈﻤﺘﻪ ﻳﻌﺮف اﻹﺟﻤﺎﻟﻴﺔ ﻟﻠﻤﺸﺮوع ﻓﻲ ﻧﻄﺎق أﻓﻀﻞ. ﻣﺎﻟﻚ‬
‫-- ﻣﺴﺘﻌﺪة ﻷﻟﻒ ﻇﻬﻮر ﻋﻠﻰ اﻷرﺟﺢ ﻳﻔﻀﻞ ﺗﺸﻤﻞ اﻟﺘﺠﺎرة‬
not include sufficient contingency time.

16/39

‫أو اﻟﻨﺸﺎط ﺗﺴﻠﺴﻞ اﻷهﺪاف واﻟﻤﻌﺎﻟﻢ اﻟﺘﻲ ﺗﻠﺒﻲ‬
Although the CPM schedule should include input from all
‫اﺣﺘﻴﺎﺟﺎت اﻟﻤﺎﻟﻚ. آﻤﺎ أﻧﻬﺎ ﻏﺎﻟﺒﺎ ﻣﺎ ﺗﺘﻀﻤﻦ ﻣﻦ‬
parties involved, the preparation of this input often depends upon the ‫اﻟﻮﻗﺖ ﻟﺘﻐﻴﻴﺮات ﻣﺤﺘﻤﻠﺔ. ﻏﻴﺮ أن هﺬا اﻟﻨﻬﺞ ﻳﻤﻜﻦ أن‬
‫ﺗﻜﻮن ﻣﺰﻋﺠﺔ. وﻏﺎﻟﺒﺎ ﻣﺎ ﻣﺎﻟﻚ -- ﻳﻔﻀﻞ ﺗﺴﻠﺴﻞ اﻟﻨﺸﺎط‬
party with the requisites expertise. Many contractors do not have ‫اﻟﺘﺠﺎري أو ﻗﺪ ﻻ ﻳﻜﻮن أآﺜﺮ اﻗﺘﺼﺎدا ﻣﻦ اﻟﻤﺘﻌﻬﺪ‬
personnel capable of fulfilling this obligation; consequently, they rely ‫وﺟﻬﺔ ﻧﻈﺮ. وﻳﺠﻮز ﻟﻠﻤﺘﻌﺎﻗﺪ ﺛﻢ ﻳﺮﻓﻊ دﻋﻮى ﻻﺳﺘﺮداد‬
.‫اﻟﺘﻜﺎﻟﻴﻒ اﻹﺿﺎﻓﻴﺔ ﻟﻪ‬
upon out side consultants. Similarly, owners often find themselves in
this same predicament. Scheduling may be viewed by both of these
parties as an overhead / services function with little money – making
capability. Consequently little effort is expended in attempting to
‫واﺿﺢ ﻣﻦ ﻃﺮﻳﻘﺔ اﺳﺘﻌﺎدة هﺬا اﻟﻨﻮع ﻣﻦ اﻟﻤﻄﺎﻟﺒﺔ‬
develop his capability. ‫ﻟﻤﻘﺎول اﻟﻤﺸﺮوع وإﻋﺪاد ﺟﺪول زﻣﻨﻲ ﻷﻟﻒ ﻇﻬﻮر. وﻋﻘﺐ‬
‫واﻹﻋﺪاد ﻟﻬﺎ ، وﻋﻨﺪﺋﺬ ﺗﻘﺪم ﻟﻤﺎﻟﻚ ﻟﻠﻤﺮاﺟﻌﺔ ﻟﺘﺤﺪﻳﺪ‬
Recognizing these facts, owners often require the use of an out ‫ﻣﺎ إذا آﺎن آﻞ ﻣﺎ ﻳﻠﺰم ﻣﻦ ﻣﻌﺎﻟﻢ ﻳﺠﺮي ﻓﻲ اﻟﻤﻮﻋﺪ‬
‫اﻟﻤﻘﺮر. اﻟﻨﺸﺎط اﻟﻔﻌﻠﻲ أو اﻟﺘﺠﺎرة ﺗﺘﺎﺑﻊ ، ﻣﻊ ذﻟﻚ‬
side consultant to prepare the initial schedule – particularly if
‫، هﻮ ﻳﺘﺮك ﻟﺘﻘﺪﻳﺮ اﻟﻤﻘﺎول. وﻣﻦ ﻣﺴﺎوئ هﺬا اﻟﻨﻮع ﻣﻦ‬
governmental agency feels that the contractor lacks CPM expertise. ‫اﻟﺠﺪول اﻟﺰﻣﻨﻲ هﻮ أن اﻟﻤﺘﻌﺎﻗﺪﻳﻦ ﻟﻴﺲ داﺋﻤﺎ ﻣﻌﺮﻓﺔ‬
‫اﻟﻤﻨﺎﻃﻖ اﻟﺘﻲ ﻳﺤﺘﻤﻞ وﺗﻐﻴﻴﺮ أواﻣﺮ ﻗﺪ ﻻ ﺗﺸﻤﻞ ﻣﺎ‬
The veteran’s Administration, for example, has stated that in order “to
.‫ﻳﻜﻔﻲ ﻣﻦ اﻟﻮﻗﺖ ﻟﻠﻄﻮارئ‬
assist in the preparation of the project plan…… the contractor will
engage ….. a consultant who is skilled in ….. network techniques for ‫ﻋﻠﻰ اﻟﺮﻏﻢ ﻣﻦ اﻟﻜﻠﻔﺔ ﺑﺄﻟﻒ ﻇﻬﻮر اﻟﺠﺪول اﻟﺰﻣﻨﻲ‬
، ‫ﻳﻨﺒﻐﻲ أن ﺗﺸﻤﻞ ﻣﺴﺎهﻤﺎت ﻣﻦ ﺟﻤﻴﻊ اﻷﻃﺮاف اﻟﻤﻌﻨﻴﺔ‬
the construction project.5
‫وإﻋﺪاد هﺬﻩ اﻟﻤﺪﺧﻼت آﺜﻴﺮا ﻣﺎ ﻳﺘﻮﻗﻒ ﻋﻠﻰ اﻟﻄﺮف ﻣﻊ‬
‫ﻣﺘﻄﻠﺒﺎت اﻟﺨﺒﺮة. ﻋﺪد آﺒﻴﺮ ﻣﻦ اﻟﻤﻮﻇﻔﻴﻦ ﻗﺪ ﻻ ﺗﻜﻮن‬
The advantages of an independent consultant are obvious. The ‫ﻗﺎدرة ﻋﻠﻰ اﻟﻮﻓﺎء ﺑﻬﺬا اﻻﻟﺘﺰام وﺑﺎﻟﺘﺎﻟﻲ ، ﻓﺈﻧﻬﺎ‬
truly independent consultant will feel no need to “protect” any party, ‫ﺗﻌﺘﻤﺪ ﻋﻠﻰ اﻟﺠﺎﻧﺐ ﺧﺎرج اﻻﺳﺘﺸﺎرﻳﻴﻦ. وﺑﺎﻟﻤﺜﻞ ، ﻓﺈن‬
‫ﻣﺎﻟﻜﻲ آﺜﻴﺮا ﻣﺎ ﻳﺠﺪون أﻧﻔﺴﻬﻢ ﻓﻲ ﻧﻔﺲ اﻟﻤﺄزق. وﻳﻤﻜﻦ‬
and, consequently, his analysis may be more objective and
‫اﻻﻃﻼع ﻋﻠﻰ وﺿﻊ ﺟﺪول زﻣﻨﻲ ﻣﻦ ﻗﺒﻞ آﻞ ﻣﻦ هﺬﻩ اﻷﻃﺮاف‬
straightforward. However, if all parities are truly committed to timely ‫ﻋﺎﻣﺔ وﺧﺪﻣﺎت وﻇﻴﻔﺔ ﻣﻊ ﻗﻠﻴﻞ ﻣﻦ اﻟﻤﺎل -- ﻣﻤﺎ ﻳﺠﻌﻞ‬
‫اﻟﻘﺪرة. وﻧﺘﻴﺠﺔ ﻟﺠﻬﺪ ﺿﺌﻴﻞ أﻧﻔﻘﺖ ﻓﻲ ﻣﺤﺎوﻟﺔ ﻟﺘﻄﻮﻳﺮ‬
completion in an economical fashion, either the owner or contractor
.‫ﻗﺪرﺗﻪ‬
could design a good schedule, providing they possess the necessary
expertise.

17/39


What Method Of Scheduling ‫اﻟﺘﺴﻠﻴﻢ ﺑﻬﺬﻩ اﻟﺤﻘﺎﺋﻖ ، وﻏﺎﻟﺒﺎ ﻣﺎ ﺗﺘﻄﻠﺐ ﻣﻦ أﺻﺤﺎب‬
- ‫اﺳﺘﺨﺪام ﺧﺎرج ﺟﺎﻧﺐ ﺧﺒﻴﺮ اﺳﺘﺸﺎري ﻹﻋﺪاد ﺟﺪول أوﻟﻲ‬
Should be Used ‫- وآﺎﻟﺔ ﺣﻜﻮﻣﻴﺔ وﺧﺎﺻﺔ إذا آﺎن ﻳﺸﻌﺮ ﺑﺄن اﻟﻤﻘﺎول‬
‫ﺑﺄﻟﻒ ﻇﻬﻮر ﻳﻔﺘﻘﺮ اﻟﺨﺒﺮة. اﻟﻤﺨﻀﺮم إدارة ، ﻋﻠﻰ ﺳﺒﻴﻞ‬
Obviously, the more complex the job, the greater the benefit to ‫اﻟﻤﺜﺎل ، ﻗﺪ ذآﺮ أﻧﻪ ﻣﻦ أﺟﻞ "ﻟﻠﻤﺴﺎﻋﺪة ﻓﻲ إﻋﺪاد‬
‫ﺧﻄﺔ اﻟﻤﺸﺮوع ﻟﻠﻤﻘﺎول........... ﺳﺘﺸﺎرك وهﻮ ﺧﺒﻴﺮ‬
be derived form the use of a CPM network. A relatively large project ‫اﺳﺘﺸﺎري ﻓﻲ‬
(such as nuclear power plant) or a project involving multi – phased
occupancy (such as a hospital renovation) would be extremely difficult
to coordinate and manage by using a bar chart. Conversely, the
construction of a cinder block garage to be used only as a vehicle
project.5 ‫اﻟﻤﻬﺎرة..... ﺷﺒﻜﺔ ﺗﻘﻨﻴﺎت ﻟﺒﻨﺎء‬
storage facility may not require the time and expense of a ‫ﻣﺰاﻳﺎ اﺳﺘﺸﺎري ﻣﺴﺘﻘﻞ واﺿﺤﺔ. اﺳﺘﺸﺎري ﻣﺴﺘﻘﻞ ﺣﻘﺎ ، ﻻ‬
comprehensive CPM network. Generally, the choice of a network ‫ﻳﺸﻌﺮ ﺑﺎﻟﺤﺎﺟﺔ إﻟﻰ "ﺣﻤﺎﻳﺔ" أي ﻃﺮف ، وﺑﺎﻟﺘﺎﻟﻲ‬
‫ﺗﺤﻠﻴﻠﻪ ﻗﺪ ﺗﻜﻮن أآﺜﺮ ﻣﻮﺿﻮﻋﻴﺔ واﺿﺤﺔ. وﻣﻊ ذﻟﻚ ، إذا‬
schedule over the bar chart is predicated on the dollar value of the
‫آﺎن آﻞ ﺗﻌﺎدﻻت ﻣﻠﺘﺰﻣﺔ ﺣﻘﺎ ﻓﻲ اﻻﻧﺘﻬﺎء ﻓﻲ اﻟﻮﻗﺖ‬
project (and the amount and manner of control desired by an owner if ‫اﻟﻤﻨﺎﺳﺐ ﺑﻄﺮﻳﻘﺔ اﻗﺘﺼﺎدﻳﺔ ، ﺳﻮاء ﻣﻦ اﻟﻤﺎﻟﻚ أو‬
he prepares the schedule). ‫اﻟﻤﻘﺎول ﻳﻤﻜﻦ وﺿﻊ ﺟﺪول زﻣﻨﻲ ﺟﻴﺪ ، وﺗﻮﻓﻴﺮ ﻣﺎ‬
.‫ﻳﻤﻠﻜﻮن اﻟﺨﺒﺮة اﻟﻼزﻣﺔ‬
Who Will Review and Approve

The schedule ‫اﻟﺸﺒﻜﺔ اﻟﻤﻮاﺻﻔﺎت‬
The approval of the schedule will depend, in part, upon who ‫ﻣﺎ هﻲ ﻃﺮﻳﻘﺔ ﻟﺘﺤﺪﻳﺪ ﻣﻮﻋﺪ‬
prepares the schedule. If the project is multi – prime in nature, with the
‫وﻳﻨﺒﻐﻲ اﺳﺘﺨﺪام‬
general contractor providing the scheduling service, it would be a goof
practice to receive agreement not only from the owner but also from the
‫وﻣﻦ اﻟﻮاﺿﺢ ، أن هﺬﻩ اﻟﻤﻬﻤﺔ أآﺜﺮ ﺗﻌﻘﻴﺪا ، وآﻠﻤﺎ‬
other parties that the schedule was “forced” on them or that it was .‫زادت ﻓﺎﺋﺪة اﺳﺘﺨﺪام ﺷﻜﻞ ﻣﻦ ﺑﺄﻟﻒ ﻇﻬﻮر اﻟﺸﺒﻜﺔ‬
unrealistic with respect to their particular work. (‫وهﻨﺎك ﻣﺸﺮوع آﺒﻴﺮ ﻧﺴﺒﻴﺎ )ﻣﺜﻞ ﻣﺤﻄﺔ اﻟﻄﺎﻗﺔ اﻟﻨﻮوﻳﺔ‬

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‫، أو اﻟﺘﻲ ﺗﻨﻄﻮي ﻋﻠﻰ ﻣﺸﺮوع ﻣﺘﻌﺪد -- ﺷﻐﻞ اﻟﻤﺒﻨﻰ‬
Often contractor specifications will require submittal of an
‫ﻋﻠﻰ ﻣﺮاﺣﻞ )ﻣﺜﻞ ﻣﺴﺘﺸﻔﻰ اﻟﺘﺠﺪﻳﺪ( ﺳﻴﻜﻮن ﻣﻦ اﻟﺼﻌﺐ‬
interim schedule diagram for the initial phase of contract work (say 90 ‫ﻟﻠﻐﺎﻳﺔ ﺗﻨﺴﻴﻖ وإدارة ﺑﺎﺳﺘﺨﺪام ﺷﺮﻳﻂ اﻟﺨﺮﻳﻄﺔ. ﻋﻠﻰ‬
‫اﻟﻌﻜﺲ ﻣﻦ ذﻟﻚ ، ﺑﻨﺎء آﺘﻠﺔ ﻣﻦ رﻣﺎد اﻟﻤﺮﺁب ﻻ ﻳﺴﺘﺨﺪم‬
to 120 days) prior to submittal of the complete CPM network. For ‫إﻻ آﻮﺳﻴﻠﺔ ﻟﺘﺨﺰﻳﻦ ﻗﺪ ﻻ ﺗﺘﻄﻠﺐ اﻟﻮﻗﺖ وﺣﺴﺎب اﻟﻜﻠﻔﺔ‬
example, the veteran’s administration states that: ‫ﺑﺄﻟﻒ ﻇﻬﻮر ﺷﺒﻜﺔ ﺷﺎﻣﻠﺔ. ﻋﻤﻮﻣﺎ ، واﺧﺘﻴﺎر ﺷﺒﻜﺔ ﺟﺪول‬
‫ﻓﻮق اﻟﻌﺎرﺿﺔ ﻣﺨﻄﻂ ﻳﻘﻮم ﻋﻠﻰ اﻟﻘﻴﻤﺔ اﻟﺪوﻻرﻳﺔ‬
…. After receipt of notice to proceed, the contractor shall ‫ﻟﻠﻤﺸﺮوع )وﻣﻘﺪار وﻃﺮﻳﻘﺔ اﻟﺮﻗﺎﺑﺔ اﻟﺘﻲ ﻳﺮﻏﺐ اﻟﻤﺎﻟﻚ‬
.(‫ﻓﻲ ﺣﺎل وﻳﻌﺪ اﻟﺠﺪول اﻟﺰﻣﻨﻲ‬
submit ….an interim arrow Diagram covering the following
project phases and / or activities:

1- Procurement…..
‫ﻣﻦ اﻟﺬﻳﻦ ﻳﻘﻮﻣﻮن ﺑﺎﺳﺘﻌﺮاض واﻟﻤﻮاﻓﻘﺔ‬
2- The activities to be accomplished during the first 120 work
‫اﻟﺠﺪول اﻟﺰﻣﻨﻲ‬
days of the project.

3- Summary activities to properly indicate ….remaining work ‫اﻟﻤﻮاﻓﻘﺔ ﻋﻠﻰ اﻟﺠﺪول اﻟﺰﻣﻨﻲ ﺳﻮف ﻳﻌﺘﻤﺪ ، ﻓﻲ ﺟﺰء‬
areas cost, duration, and equipment delivery….6 .‫ﻣﻨﻪ ، ﺑﻨﺎء ﻋﻠﻰ اﻟﺠﺪول اﻟﺰﻣﻨﻲ اﻟﺬي ﻳﺴﺘﻌﺪ ﻓﻴﻪ‬
‫وإذا آﺎن اﻟﻤﺸﺮوع اﻟﻤﺘﻌﺪد -- رﺋﻴﺲ ﻓﻲ ﻃﺒﻴﻌﺘﻬﺎ ، ﻣﻊ‬
This technique of utilizing an interim network can be useful ، ‫اﻟﻤﻘﺎول اﻟﻌﺎم وﺿﻊ ﺟﺪول زﻣﻨﻲ ﻟﺘﻘﺪﻳﻢ اﻟﺨﺪﻣﺔ‬
‫ﺳﻴﻜﻮن ﻣﻦ اﻟﻨﺎﺣﻴﺔ اﻟﻌﻤﻠﻴﺔ ﻻﺳﺘﻘﺒﺎل اﻷﺑﻠﻪ اﻻﺗﻔﺎق‬
where the contractor is uncertain of how work will be sequenced later ‫ﻟﻴﺲ ﻓﻘﻂ ﻣﻦ ﻣﺎﻟﻚ وإﻧﻤﺎ أﻳﻀﺎ ﻣﻦ اﻷﻃﺮاف اﻷﺧﺮى إﻟﻰ‬
in the construction project. It allows the owner to develop an accurate ‫أن اﻟﺠﺪول اﻟﺰﻣﻨﻲ "اﻟﻘﺴﺮي" ، أو أن ﻋﻠﻴﻬﻢ اﻧﻬﺎ ﻏﻴﺮ‬
.‫واﻗﻌﻴﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﻋﻠﻰ وﺟﻪ اﻟﺨﺼﻮص ﻋﻠﻰ اﻟﻌﻤﻞ‬
CPM for the early phases of the project in an expedient manner; yet it
gives the contractor the flexibility to develop a better long – range plan
with more time to develop material lead times and subcontractor
arrangements.

19/39

Who Should Submit Information

The preparation of a CPM schedule will be enhanced by
complete scheduling information. Timely and accurate submittal of this
information essential. It is helpful to call conference of all parties to
help hummer out a schedule. If the information is to be submitted on
paper. It is good practice to set a deadline in the contract for its receipt,
party in charge of CPM preparation from claims arising from schedule
interference.

What purpose is the schedule

Expected to fulfill?

The CPM schedules are often used in determining manpower
requirements or form issuing progress payments. If the schedule is
expected to fulfill these functions, it should be clearly stated in the
specifications. These requirements introduce an additional element of
expertise into the scheduling function, which will affect the choice of
what party will prepare the schedule.

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How are time extensions

Determined

The determination of time extensions is an extremely important
question to resolve with respect to construction claims. If a CPM
network is in use, the owner will quite often require a contractor to
submit evidence in the from of a CPM network fragment of “fragnet”
to justify claims or additional time. For example, a contractor may need
to submit that protion or fragnet of the CPM schedule dealing
specifically with the installation activities of constructing the elevator
shafts in order to support a demand for additional time.

The U.S. General services administration, in its specification,
requires the following:

…. The impact of change orders to this contract shall be
included in the project schedule… as a part of his proposal
for each change order involving a request for a time
extension or otherwise, the contractor shall submit a
network diagram showing the detailed work involved in the
change and the impact on other work of the proposed
adjustment of the schedule.

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The intent of this requirement is not only to show the work
sequence the contractor feels has been affected, but also to provide
adequate notice in order to develop alternative work sequences to
mitigate any delay. If a contractor has sufficient expertise, this clause
can be beneficial to all parties. If not, the clause can create a blizzard of
paperwork that bears little relevance to actual project problems.


Who “Owns” float

This question, in conjunction with the previous one, forms the
crux of many delay claims. Ownership of float time is also one of the
most disputed and puzzling questions to resolve since its answer is
dependent upon who is asked the question. If a contract states that it is
the contractor’s responsibility to start all activities as close to the
respective early starts as possible, the implication is that the owner
owns the float. Similarly, if the contract states that a time extension will
be granted only for delays occurring along the critical path, the owner
is also the implied owner of float.

22/39

However, even these types of statements often do not dissuade
contractors from seeking damages for delay despite the fact that these
delays, however troublesome, did not delay actual project completion.
A good granted only for delays that actually delay anticipated project
completion. In this way, the owner is the implied owner of the float, but
the contractor is able to use this float to his advantage. Rather than
crate adversary relationships on any project, it is a good practice to
recognize that float exists for the benefit of all participants. Judicious
use of the float arising from necessity creates a harmonious
atmosphere. Allowing a party whose function is in jeopardy to use
some float can only increase the desire to complete work in a timely
fashion.

Must the Schedule Be Given to

The Subcontractors

The answer to this question depends primarily on the
complexity of the subcontractor’s work. If the subcontractor is hired to
perform complex work such as an intricate electrical control system, or
to work in a congested area, it is wise to inform the subcontractor of his
requirements regarding a CPM schedule. Furthermore, this practice
gives the contractor and/or owner a defense against a potential claim by
giving the subcontractor an opportunity to comment ton the schedule.

23/39

What are the requirements for

Notice of Delay

As mentioned previously, many owners will mandate use of a
CPM fragnet as evidence for justification of delay. As a further
requirement, submittal of this fragnet must occur within a specified
period of time – often twenty working day. This requirement should not
be considered unreasonable. A contractor nearly always submits
invoices within one month and, in a way, these fragnets are invoices for
extra time. Furthermore, by complying with the terms of this provision,
the contractor has a permanent record that can be used in a defense
should litigation occur.

24/39

PITFALLS OF AMBIGUOUS

SCHEDULING SPECIFICATIONS

Often, through a lack of owner sophistication and/or an
underestimation of the project scope, a poorly written CMP
specification is included al most as an afterthought to the contract. In
many respects, this type of specification may be worse than no
specification at all. The following clause was used in a contract for
construction of a forty-story office building:

The contractor shall complete the work so as to give

beneficial occupancy and use to the owner in accordance

with a schedule which best suits the owner’s requirements

and which shall be mutually agreed upon prior to the start
of construction.

The vague language of this clause does not attempt to answer
the questions addressed previously. No mention is made of whether
networking techniques are to be used, who will prepare the schedule,
what specific functions the schedule with serve, how a delay will be
determined, or who owns any available float. Furthermore, it gives no
guidelines whatsoever as to the type of information the contractor is
obliged to furnish to meet the “owner’s requirements”. It appears to
give the owner an open ended argument in any case.

25/39

In a situation such as this, it would be advantageous to the
contractor to prepare a CPM network on his own to submit as the

official project schedule. The contractor’s CPM network illustrates

good faith on the part of the contractor and provides a tool for

illustrating any delays that might occur. The owner would find it to his

advantage to thoroughly review the submitted CPM to ensure

compliance with the requirements. If any objection is to be raised, it

should be made promptly in writing. This would put the owner on
record as objecting to the contractor’s planned sequencing.

In addition, ambiguity in the specifications may lead to a

“laissez-faire” approach to scheduling. Experienced construction

people often tend to forego schedule projections in response to a “gut

feeling” that they may have concerning project status. This approach

leads to trouble where the schedule is ignored and the gut feeling is

inaccurate. By the time all parties realize the schedule had been

accurate all along but has not been followed, it is often too late to

recover the lost time. A tight, well – written specification will help to
define schedule responsibility and prevent costly completion delays.

26/39

ANALYSIS OF THE SCHEDULE

Obviously, in order to prepare a claim (or conversely to defend
against a claim) the interpretation of the schedule becomes a very
important function. Because of its failure to show the relationship
between activities, a bar chart has proven inadequate for schedule
analysis.

A strong CPM that has been periodically updated serves as a
clear record of the job history. By reviewing the project records,
including the original project schedule submitted to and approved by
the owner, schedule adjustments, estimates, progress payments, daily
time reports, correspondence and memoranda, material or supply
deliveries, cost accounting records, and change order files, the job
history can be easily traced.

However, it must be remembered that the existence of a CPM
schedule does not automatically constitute proof of one’s claim. Of
primary necessity in CMP analysis is the determination of the
feasibility of the schedule. Illogical relationships, no matter how
unintentional, can severely damage a case. Likewise, car must be taken
to portray the truth of the project and not to disregard the facts. It must
therefore be emphasized that initial accurate CPM input can enhance
the validity of subsequent claim.

27/39

The as- Planned versus the

As-Built Network

One of the principal tools of a scheduling analyst preparing for
a trial or arbitration is the use of charts or graphs depicting the project
“As planned” versus the project “As – Built.” The intent of these
networks is to show how external forces conspired to cause delay to
one’s client. The existence of a well – maintained project CPM
simplifies this task. If all information, such as actual start and
completion dates, change order work, and material procurement, is
recorded in the CPM, the task is reduced to summarizing the network in
a concise form and depicting it in a logical, uncluttered fashion.

The level of detail portrayed in the summary is a function of the
complexity of the project. However, in all cases, one should be mindful
of the fact that the simpler the chart, the easier it is for the judge, jury,
or arbitrator to comprehend it. This naturally increases the chance of
proving one’s point and winning the case.

28/39

For example, an as – planned versus as – built schedule for a
nuclear power plant is usually a detailed and complex network drawing,
illustrating the versus interrelationship between job activities. The as –
planned portion of the drawing is often developed from the existing
project CPM through summarization of the activities. The as – built
portion can be developed from various sources, including the CPM and
project monthly reports.

This drawing (the as – planned versus as – built schedule),
through, is rather detailed may confuse a judge or arbitrator. In order to
facilities clearer representation of the critical path delays, a drawing
similar to the simplified because only in figure 4-5 is developed. The
drawing in figure 4-5 is tension of the judge or arbitrator is
immediately drawn to the delay that appears significant. The
explanations included in the notes in figure 4-5 are added to further
clarify the position.

Use of a chart such as this is highly recommended. The use of
one chart can simplify many pages of text. In fact, one well – conceived
chart could be the significant factors that influence the award of delay
damages to one’s client.

29/39

30/39

Reconstruction of the project

With No CPM

Many construction supervisor tend to perceive scheduling as a
necessary evil. Being “result – oriented”, construction supervisor often
are uninterested in the details of an activity’s completion. Pressing day
– to – day commitment often obscure activity completion dates in their
mind unless they are immediately and dutifully recorded. Phrases like
“we completed that around the middle of last week” have been heard
by schedulers since the concept of CPM was developed and,
unfortunately, will probably continue to be heard for many years to
come.

As a result, even the best schedules often do not contain
complete information on activity completion dates. All is not lost,
however because most projects contain a wealth of supplemental
information that can be utilized to reconstruct the project. Most
contractors are required to submit daily time reports detailing the
number of men working and the tasks being performed. These
documents can be used to develop a “construction chronology” (figure
4-6). A chronology can summarize, by contractor, the daily work being
performed and can be used to determine not only activity completion
but logical sequencing.

31/39

CLAIM ANALYSIS CHRONOLOGY SOURCE

Type work ___________________ CODES PAGE ____ OF _____

Contractor ___________________
1. gen. Contractor 4. Subcontractor 1

2. Arch. 5. subcontractor 23. Owner

DATE FLOOR AREA QUANT
ITY UNIT
E COD
E DESCRIPTION No

3/3 5, 9, 11, 13 1 Day wall, taping finishing 4, 5, 8, 14 1
2
3
5
6
8
9
10
4/5 4, 5, 9 4 Day wall, taping 4, 5, 8, 14 11
12
13
4/6 9, 11, 13 4 Day wall, taping 4, 5, 8, 14 14
15
16
4/7 4, 9, 11, 13 1 Day wall, finishing 4, 5, 14, 19 17
18
19
4/26 11-22 2 Day wall, finishing 4, 5, 14, 19 20
21
22
4/30 14-22 2 Day wall, finishing 5, 10, 15, 17, 19 23
24
25
26
5/2 14-22 1 Day wall, finishing 5, 10, 15, 17, 19, LPL 27
28
29
5/3 14-22 1 Day wall, finishing 5, 10, 15, 17, 19 30
31
32
5/4 14-22 1 Day wall, LPL 5, 10, 15, 17, 19 33
34
35
36
37
38
39
40

Figure 4-6

32/39

ANALYSIS OF THE SCHEDULER

For example, if an electrical contractor on a twenty – story
office building submits a claim for inefficiency based on increased
material handling, a chronology can help demonstrate the building
areas he worked on the second floor on Monday, the seventh on
Tuesday, the tenth on Wednesday, the fourth on Thursday, and the
sixteenth on Friday, chances are that his claim may be valid and may
merit further investigation.

A chronology can be equally effective to diffuse an argument. If
it can be shown from the chronology that the work followed an orderly
progression up the building the contractor’s claim for inefficiency may
be unjustified. Similarly, purchase orders, material receipt reports, or
bills of lading can be used to determine material delivery dates versus
contract requirements. Phone record and memoranda often address
delays encountered – whether the delays were caused by labor
disruption or interference from another party on the project. Monthly
payment requisitions may also give insight into the amount and type of
work accomplished in a given month. While these records are an
absolute necessity in the event of an incomplete CPM, they also
provide an excellent source of substantiation for the schedule. A case
can only be strengthened by backup documentation that supports data
obtained from the schedule.

33/39

Another area of documentation that is a valuable aid in
adjusting the schedule is the shop drawing log. This document, usually
maintained by the architect / engineer, traces the history of all project
drawing and sample submittals. Examination of this log can determine
whether submittal or approval of any particular drawing or sample was
delayed beyond contract requirements. This information can then be
superimposed on the as – planned schedule to show the effects.

If no CPM is specified for the project, the development of an
“after the fact” as – planned network may or not serve to help one’s
client. It could then appear that the client was interested in a CPM
schedule not as a project control tool, but only as a device for claiming
damages. For example, in Chaney and James Company v. united
state,11a case involving a contractor’s claim for unreasonable delay by
the government, the united states court of claims declared, in part, that:

….. The work sequence shown was not used in estimating and
bidding the job since the original chart….was not in existence
until….the end of the project. Also, as the contractor’s project
manager admits, the sequence shown in the critical path was
not followed in performing the contract work (and the
contractor’s claim is disallowed)….

34/39

In some cases, a bar chart can be converted into a network
schedule by examining such items as the contractor’s bid estimates,
contract documents, memos, and time sheets. This “created” schedule,
however, is only as good as the documentation from which it evolves.

The Adjusted As – planned

Schedule

In addition to as – planned and as – built schedules, preparation
of a claim or defense for a claim often requires the preparation of a
third type of chart, the “adjusted As planned schedule”. This is most
often used on a job when changes are a factor. The primary purpose
served by a document of this nature is to illustrate either (1) that the
particular change in question, while using project float, did not delay
project completion; or (2) the change in question so severely affected
the plan of the project that activities that were initially non – critical
eventually became the activities that delayed the project.

As mentioned previously, supplemental project documents such
as daily time reports, telephone records, and correspondence often
augment information already continued in the schedule.

35/39

Project Planning And Scheduling

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