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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... . . . . . . . . . . . . . .317 Remaining-Duration vs. Percent-Complete . . . . . . . . . . . . . . . . . . . . . . . . . . .319 Performance Recording and Relationship-Durations— . . . . . . . . . . . . . . . . . . .320 Backups ...
... percent of the world's supply of schedulers. In other words, the scheduling business was being developed in parallel, independent pockets of concentrated effort. There was no unifying center for the scheduling business. Not surprisingly ...
... the Project Schedule participates in its creation. In fact, the earlier participants are typically few in number or percentage, compared with all who will eventually look to the Project Schedule for The Allure of the Project Schedule 5.
... percent of all Scheduling Practioners had changed jobs, becoming project managers, cost engineers, procurement agents, field engineers— becoming anything, just not a scheduler! The tragic error of management was in not recognizing that ...
... percent-complete/remaining-duration estimates) and the Schedule Revisions (in the form of additions, deletions, or modifications of activity data, including activities and relationships themselves). What the lawyers and others often ...
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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 |