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:
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... impact on scheduling, for now almost anyone could create a schedule (though not necessarily a good one). In his words, the role of the scheduler began to implode, and indeed it sure seemed that way. After his early years of CPM ...
... impact on how much or how well it is used. Project Schedules should be easy to follow. Graphical representations should be laid out with an artist's eye, including a fair amount of white space. Subnetworks (also called subnets or ...
... impact can almost always be mitigated to some significant degree. It. Seamlessly. Transitions. from. Plan. to. Schedule. Emerging from Strategic Planning sessions, the CPM diagram, in the form of a schematic, appears as a single, massive ...
... impact analysis in conjunction with a change order proposal or evaluation. Beyond these aspects, I'm referring to the project manager having the ability to quickly and positively respond to that sudden, unexpected, potentially ...
... impact of a thousand individual catalysts, each somehow limited in scope, location, timing, or magnitude, than by a handful of major factors. Fortunately, even though these minor factors are anything but obvious, in the vast majority of ...
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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 |