Industrial Project Management: Concepts, Tools, and TechniquesCRC Press, 2007. gada 13. aug. - 320 lappuses Book of the Month Award---Industrial Engineering Magazine Whatever your business, getting the work done on time can make or break your organization. The faster the world moves, the more this becomes important. The expanding utility and relevance of project management has lead to its emergence as a separate body of knowledge embraced by various disc |
No grāmatas satura
1.–5. rezultāts no 59.
3. lappuse
... functions that must be strategically planned, organized, scheduled, controlled, and terminated. A manufacturing cycle includes such functions as forecasting, inventory control, process planning, machine sequencing, quality control ...
... functions that must be strategically planned, organized, scheduled, controlled, and terminated. A manufacturing cycle includes such functions as forecasting, inventory control, process planning, machine sequencing, quality control ...
7. lappuse
... Such integration facilitates the coordination of diverse technical and managerial efforts to enhance organizational functions, reduce cost, save energy, improve productivity, and maximize the Characteristics of Industrial Projects 7.
... Such integration facilitates the coordination of diverse technical and managerial efforts to enhance organizational functions, reduce cost, save energy, improve productivity, and maximize the Characteristics of Industrial Projects 7.
8. lappuse
... functions and the reintegration of subsystems to optimize costs when a new subsystem is introduced. Resource Sharing for Systems Integration Systems integration should cover both machines and people. Just as with physical systems, the ...
... functions and the reintegration of subsystems to optimize costs when a new subsystem is introduced. Resource Sharing for Systems Integration Systems integration should cover both machines and people. Just as with physical systems, the ...
9. lappuse
... functions. BPR calls for changes at three levels of the organization: 1. Enterprise-wide changes (driven by management initiatives) 2. Process-level improvement changes (driven by project teams) 3. Task-level changes (driven by ...
... functions. BPR calls for changes at three levels of the organization: 1. Enterprise-wide changes (driven by management initiatives) 2. Process-level improvement changes (driven by project teams) 3. Task-level changes (driven by ...
10. lappuse
... function of making sure that new designs are added as new products while old products are modified or discontinued. It involves setting up production objectives, allocating resources, and establishing standards and. 10 Industrial Project ...
... function of making sure that new designs are added as new products while old products are modified or discontinued. It involves setting up production objectives, allocating resources, and establishing standards and. 10 Industrial Project ...
Saturs
1 | |
Principles of Project Management | 29 |
Time and Schedule Management | 67 |
Project Duration Diagnostics | 87 |
Schedule Compression Techniques | 103 |
Resource Analysis and Management | 115 |
Techniques for Project Forecasting | 145 |
Six Sigma and Lean Project Management | 169 |
Project Risk Analysis | 195 |
Project Economic Analysis | 203 |
Industrial Project Management Case Studies | 235 |
Project Terms and Definitions | 259 |
Project Acronyms | 291 |
Index | 303 |
Citi izdevumi - Skatīt visu
Industrial Project Management: Concepts, Tools, and Techniques Adedeji Badiru,Abidemi Badiru,Adetokunboh Badiru Ierobežota priekšskatīšana - 2007 |
Industrial Project Management: Concepts, Tools, and Techniques Adedeji Badiru,Abidemi Badiru,Adetokunboh Badiru Priekšskatījums nav pieejams - 2019 |
Industrial Project Management: Concepts, Tools, and Techniques Adedeji Badiru,Abidemi Badiru,Adetokunboh Badiru Priekšskatījums nav pieejams - 2007 |
Bieži izmantoti vārdi un frāzes
achieve actions actual amount analysis approach assigned budget calculated changes chart communication completion component constraints contract cooperation cost critical cultural decision defined detailed determine direct document duration effective effort engineering estimates evaluation example expected factors Figure finish forecast formal functions given goal identify implementation important improvement increase individual industrial initial integrated involves lead limits major manufacturing measure method needs node objectives operations organization path performance period person personnel phase planning possible precedence present probability problem professional project management Rain refers relationship represents requirements resource responsibility result Review risk schedule activity scope selection shown shows specific standard starting steps structure Table task technical technique units variables workers
Populāri fragmenti
286. lappuse - standard" is a "[d]ocument approved by a recognized body, that provides, for common and repeated use, rules, guidelines or characteristics for products or related processes and production methods, with which compliance is not mandatory. It may also include or deal exclusively with terminology, symbols, packaging, marking or labelling requirements as they apply to a product, process or production method.
68. lappuse - Two similar approaches used to help manage projects are the critical path method (CPM) and program evaluation and review technique (PERT), Both approaches were developed in the 1950s.
286. lappuse - A document that prescribes, in a complete, precise, verifiable manner, the requirements, design, behavior, or other characteristics of a system or system component.
278. lappuse - The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
286. lappuse - Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.
278. lappuse - An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics who apply and advance it. The...
289. lappuse - A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of a project component.
104. lappuse - Figure 3.25 shows the same network but with some lead-lag constraints. For example, there is an SS constraint of 2 days and an FF constraint of 2 days between activities A and B. Thus, activity B can start as early as 2 days after activity A starts, but it cannot finish until 2 days after the completion of A. In other words, at least 2 days must be between the starting times of A and B.
264. lappuse - A contract is a mutually binding agreement that obligates the seller to provide the specified product and obligates the buyer to pay for it.
277. lappuse - ... a coordinated way to obtain benefits and control not available from managing them individually.