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techniques of project scheduling. Times have changed, and this industry has changed too. Nowadays it seems that change is a daily part of my business. Moreover, these new technologies are in use everywhere in modern construction and one must master them to remain competitive.
I say this because you, the builder interested enough to pick up this book and check it out, must realize that the entire construction industry has changed drastically from the old days and old ways, just as all businesses must change, to survive in the 21st century. This book will help you learn how to make the techniques of project scheduling work for you in future projects. What you will learn from this reference book today is real-world application stuff that you can use on the job tomorrow.
The energy present in today’s construction projects makes the air feel charged with electricity. Decisions relating to expenditures of thousands of dollars are made instantly, every hour of the day. The sofa at the end wall is not for sitting on, it’s for catnapping, until the action starts going ’round the clock as the completion date nears. Everywhere you look, computer terminals display computerized Critical Path Management (CPM) programs running at breakneck speed.
Fast-tracking isn’t just a type of project scheduling; it’s a way of life when projects turn profitable. And fast-track (like all types of project scheduling) depends on fundamental, by-the-numbers checklist. Talk to any builder these days, and chances are he will tell you how worried he is about the big builders in town taking all the work, because he knows the large companies have greater buying power when hiring workers, buying materials, and marketing homes.
Large companies also spend less on construction loans, and those that are corporations have access to stock and bond markets for fundraising, bypassing bank construction loans completely. Home building has always been a competitive business, but the structure of the building industry is fairly stable, despite some large companies’ financial success and small-volume builders failing in times of recession. Small-volume builders (those starting 25 units or fewer a year) accounted for 30% of all residential builders in 1995, a share that has remained relatively constant for the last two decades.
Large companies (those starting 100 units or more a year) account for 70% of all builders. Their share of housing starts edged up steadily during the last years of the ’90s. The small builder has no choice anymore. To survive, today’s builder must be savvy in the options in project scheduling. For a construction project to have profitability, time is everything. Time is profit. Profitable use of time in project scheduling is the difference between your company’s healthy income this year and being history next year.