“Construction planning may be said to consist of 5 steps: (1) a determination of the general approach to the project; (2) breaking down the project into job steps or “activities” that must be performed to construct the project; (3) ascertainment of the sequential relationships among these activities; (4) the graphic presentation of this planning information in the form of a network, and (5)
 AACE International (2007). Draft Planning & Scheduling Professional Certification Study Guide. AACE, Morgantown, WV: AACE.
Planning – Identification of project objectives and the orderly activities necessary to complete the project (the thinking part) and not to be confused with scheduling; the process by which the duration of the project task is applied to the plan. It involves answering the questions: 1) What must be done in the future to reach the project objective; 2) How it will be done; 3) Who will do it; 4) When it will be done?
Scheduling – A description of when each activity in a project can be accomplished and must be finished so as to be completed timely.
 Koskela, L. (2004). Moving on – Beyond Lean Thinking. Lean Construction Journal, 9(1) 24-37.
It is noted that a production control system can be a mixed push-pull system. And that either push and pull method may be appropriate depending on the stage in question. This is relevant to construction planning in that deliveries allow the release of work, which suggests that work dependent on deliveries may best be sequenced using “push techniques”.
 Ponce de Leon, G. (1983) Activity Float Entitlement. Stratagem, A Project Controls Journal, 1(3).
“Together, these activities make up the early schedule tree. This network allows identification of all “chains,” that is, those sequences of activities of identical total float…By reviewing the float along these chains, one can see the inequities inherent in conventional float concepts.”
 Woolf, Murray (2007). Faster Construction Projects with CPM Scheduling. NY, NY: McGraw-Hill.
© 2009 CMAA11