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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No grāmatas satura
1.–5. rezultāts no 7.
... Methodology . . . . .127 Comparison of Risk Management and Dilemma Control . . . . . . . . . . . . . . . . .127 Brief Description of Dilemma Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .130 Benefits of Dilemma ...
... methodology, we slice and dice time and call the resultant fragments “durations.” We kid ourselves into thinking we have some control over time when we equate time and money. Cost engineers control the money; scheduling engineers ...
... methodology) was an uphill “sell.” By 1977, about the time when Murray was drawing his first logic diagram, CPM was already an accepted norm in the construction industry. In 1978, a Project Management Institute (PMI) survey listed 40 ...
... methodologies, such as Critical Chain Project Management (CCPM), which he says poses a grave threat to the integrity of the schedule and contributes to the erosion of our craft. From what I have described thus far, it might seem to you ...
... methodology, called Momentology, that allows project managers to be far more proactive and to foster true collaboration among project participants. Because this book is simultaneously introducing new concepts and terminology while it ...
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 |