Despite attention being paid to the development of planning and scheduling theory, it is unclear whether project stakeholders and practitioners have sufficient understanding about how it applies in practice. A study was conducted with the aim of assessing practitioners' perceptions of planning and scheduling theory and practice on construction projects in Oman. Data were gathered through a questionnaire-based survey and analyzed using the relative importance index. Respondents were asked to consider: (1) the suitability and efficiency of existing planning methods; (2) scheduling development and performance control; and (3) knowledge-based planning and scheduling concepts. The analysis revealed no significant variations among respondents' perceptions in regard to the above topics. The findings did, however, reveal a number of factors that are of equal importance to the development of project planning and scheduling. The overall findings imply that practicing managers should implement new management strategies that foster knowledge-based planning and scheduling concepts for a more effective construction process. Recommendations are made for improvement that include the need for practicing managers to professionalize project planning and scheduling based on a more proactive and knowledge-based planning approach, which is supported by management.

Implementation and control of planning and scheduling of construction project require high level of coordination by all parties involved. Therefore, the management role and operational behavior of each party should be properly addressed. Literature review showed that little research was directed towards identifying and assessing efficiency of such management roles and organizational behaviors. This paper focuses on the analysis and discussion of responses to an openended questions survey that examined the practitioners' opinions towards the management roles and operational behaviors. The results revealed common factors regarded as important management roles in promoting the current practice in planning and scheduling. These included: (a) efficient forecast of resources for non-aggressive schedules; (b) effective conformance-measures of schedule quality control; (c) well-defined prioritizing system for resource assignment in scheduling; (d) proficient participation of clients in setting-out the planning roles, needs and constraints; (e) proactive assessment of human and nonhuman aspects on scheduling performance; (f) fostering new technology or visualization tools for supporting scheduling control; and (g) usefulness of feedback and communicating systems in scheduling. The study provides a new insight towards evaluating the significant project management roles and behaviors for the best likelihoods of enhancing the implementation of planning and scheduling in a more efficient and dynamic way.