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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... subcontractors, often use “available” totalfloat as justification for dragging out their own work and missing earliest-finish dates. Tie-In. to. Other. Project. Controls. This point is covered at some length in Part 3, “Preserving Schedule ...
... subcontractor's superintendent; the latter is sent to his home office. Each of the general contractor's superintendents has a list of what the subcontractors in his charge are expected to do. The chief superintendent, in turn, enjoys a ...
... subcontractor and the general contractor. The internal motivation of the superintendent is similar to that of the worker, with one major distinction. The superintendent wants some authority. He prides himself on his ability to take ...
... and again during project execution phases as plans for acceptance of the finished project begin to materialize. Those Who Supply the Project The subcontractors, the manufacturers, the 24 Keeping Your Eye on the Donut.
Murray B. Woolf. Those. Who. Supply. the. Project. The subcontractors, the manufacturers, the suppliers, and the vendors are those who supply the project. These groups have a need to know how the project is progressing so they can more ...
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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 |