Faster Construction Projects with CPM SchedulingMcGraw Hill Professional, 2007. gada 13. marts - 456 lappuses COMPLETE YOUR CONSTRUCTION PROJECTS FASTER - USING THE LATEST CONCEPTS IN PERFORMANCE CONTROL A comprehensive review that gives you insight into the latest innovations in network-based project planning, scheduling, and control...saving you time and money on all construction projects. Faster Construction Projects with CPM Scheduling contains a full explanation of the new and innovative Scheduling Practice Paradigm, and translates it into tangible steps you can use to create powerful project schedules designed to boost productivity on any job. Completely compatible with the Collaborative Model, the new Scheduling Practice Paradigm provides, commitment planning, execution scheduling, and comprehensive performance control. Written in a friendly, conversational style, this ultimate guide explains:
|
No grāmatas satura
1.–5. rezultāts no 19.
... Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36 The Scheduling Method/Model Notion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36 Customer Dissatisfaction Reason #2: Not Serving Our ...
... Definitions . . . . . . . . . . . . . .95 Can the Venerable and Current Models Be Reconciled ... Definition of the Scheduling Practice Makes Good Sense . . . . . . .118 6 Introduction to Dilemma Control . . . . . . . . . . . . . . 121 ...
... 203 What's Wrong About CCPM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .204 How CCPM Weakens a Schedule as a Time-Management Tool . . . . . . . . . . . .208 Flawed Definitions . . . . . . . . Contents ix.
Murray B. Woolf. Flawed Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .210 Two Important Trends in Scheduling Practice . . . . . . . . . . . . . . . . . . . . . . . . .211 Critiquing Existing ...
... definitions. As but one example, he distinguishes between planning and scheduling in a way that appeals to my common sense. Key to my understanding his unique distinction of the two terms was when he associated planning with commitment ...
Saturs
1 | |
Part 2 Creating a Penchant for Change | 83 |
Part 3 Preserving Project Schedule Integrity | 173 |
Part 4 Execution Scheduling and Performance Control | 231 |
Part 5 Epilogue | 353 |
Glossary | 371 |
Index | 401 |