Once upon a time, project scheduling was a core methodology used to develop, monitor, report and, most important, direct project execution strategy. However, financial and contractual stakeholders soon spotted the schedule's wealth of data. Things haven't been the same since. Financial departments started to require the schedule's level of detail, work breakdown structure and reporting processes. These demands weakened the schedule as a temporal tool.But it was the contractual sector that drove the final nail into the schedule's coffin. There must have been some "Reese's Peanut Butter Cup" moment when some consultant accidentally realized a "new use" for the Critical-Path
The market is generally healthy and steadily growing, and margins are up for large specialty contractors. Further, advances in design tools and owner demand for collaboration are giving subcontractors a seat at the table early on in projects.