One of the problems in scheduling housing construction is that no distinction is made between scheduling for project management and scheduling for construction.

Typical scheduling that has a level of detail suitable for project management does not have enough detail to be of use to control the work in the field.  The number of activities required on a typical project management schedule is about one-fourth or one-fifth the number of activities necessary for a field construction schedule to be an effective paper tool.

A project management schedule does not therefore cross-over to construction scheduling…because it leaves to many important items out.  An effective construction schedule does not cross over to project management because there are too many activities on the construction schedule that only apply to the field…and would clutter-up a project management schedule.