Network Scheduling Techniques for Construction Project ManagementSpringer Science & Business Media, 31/12/1996 - 335 من الصفحات Industrial, financial, commercial or any kinds of project have at least one common feature: the better organized they are, the higher the profit or the lower the cost. Project management is the principle of planning different projects and keeping them on track within time, cost and resource constraints. The need for effective project management is ever-increasing. The complexity of the environment we live in requires more sophisticated methods than it did just a couple of decades ago. Project managers might face insurmountable obstacles in their work if they do not adapt themselves to the changing circumstances. On the other hand, better knowledge of project management can result in better plans, schedules and, last but not least, more contracts and more profit. This knowledge can help individuals and firms to stay alive in this competitive market and, in the global sense, utilize the finite resources of our planet in a more efficient way. |
المحتوى
INTRODUCTION | 1 |
12 Traditional Scheduling Techniques | 2 |
13 Networkbased Scheduling Techniques | 5 |
Basic Steps | 7 |
Step 2 Defining Activity Interdependencies | 8 |
Step 4 Time and Resource Estimation | 9 |
Step 5 Basic Calculations | 11 |
Step 7 Project Control | 12 |
ADVANCED PRECEDENCE DIAGRAMMING | 173 |
51 Introducing the Sample Project | 174 |
52 MAXIMAL TYPE OF RELATIONSHIPS | 175 |
53 CALCULATIONS WITH MAXIMAL RELATIONSHIPS | 183 |
54 INFORMATION OBTAINED FROM CALCULATIONS | 189 |
55 CONSTRAINTS IN PDM | 190 |
Maximal Type Of Constraints | 191 |
56 PDM Versus CPM | 194 |
15 HISTORICAL REVIEW | 13 |
CPM SCHEDULING | 17 |
21 INTRODUCING A SAMPLE PROJECT | 18 |
22 Basic Definitions Drawing Rules | 25 |
23 PRECEDING SUCCEEDING ACTIVITY LISTS | 29 |
24 Drawing of an Arrow Diagram | 33 |
Method 1 | 34 |
Method 2 | 40 |
25 Levels of Network | 46 |
26 CPM CALCULATIONS | 47 |
Usual Procedure | 49 |
PrimalDual Procedure | 53 |
27 INFORMATION OBTAINED FROM CALCULATIONS | 58 |
28 Pros and Cons of the CPM Technique | 64 |
29 Practical Problems and Solutions | 71 |
Solutions | 74 |
210 Historical Review | 78 |
CPM LEAST COST SCHEDULING | 79 |
31 INTRODUCING A SAMPLE PROJECT | 80 |
32 HEURISTIC SOLUTIONS | 84 |
Fondahls Method | 85 |
Siemens Method | 94 |
33 Exact Solution | 100 |
34 MAXIMAL COST SOLUTION | 116 |
35 WHICH Is BETTER? | 122 |
36 SPECIAL CASES | 124 |
37 PRACTICAL PROBLEMS AND SOLUTIONS Problems | 126 |
Solutions | 127 |
38 Historical Review | 131 |
PRECEDENCE DIAGRAMMING | 133 |
41 Introducing the Sample Project | 134 |
42 DEFINITIONS PRECEDENCE RELATIONSHIPS | 137 |
43 Preceding Activity List | 141 |
44 Drawing of a Network | 143 |
45 PDM Calculation | 144 |
46 Notes on Calculation Rules | 148 |
SPLITTING ALLOWED | 152 |
48 LOOPS IN PDM NETWORK | 155 |
49 Notes on Negative Lag and Dangling Activities | 156 |
410 The Paradox Behavior of PDM | 157 |
411 Information Obtained from Calculations | 158 |
NoSplitting Allowed | 159 |
Precedence Relationships | 160 |
Splitting Allowed | 162 |
Splitting Allowed | 163 |
412 CONCLUSIONS | 164 |
Problems | 166 |
Solutions | 167 |
414 Historical Review | 170 |
Problems | 196 |
Solutions | 197 |
58 HISTORICAL REVIEW | 200 |
PRECEDENCE DIAGRAMMING WITH BOUNDED ACTIVITY DURATION | 203 |
61 INTRODUCING THE SAMPLE PROJECT | 204 |
62 CALCULATIONS WITH MINIMAL RELATIONSHIPS | 206 |
Determining the Minimal Project Duration | 207 |
Determining the Maximal Project Duration | 209 |
63 Calculations With Maximal Relationships | 211 |
Determining the Maximal Project Duration | 212 |
Problems | 213 |
Solutions | 215 |
65 HISTORICAL REVIEW | 218 |
PDM LEAST COST SCHEDULING | 219 |
71 Introducing The Sample Project | 220 |
72 Differences Between CPM and PDM Cost Curves | 223 |
73 Exact Solution | 224 |
14 Special Cases | 238 |
Problems | 239 |
Solutions | 240 |
76 HISTORICAL REVIEW | 241 |
RESOURCES IN SCHEDULING | 243 |
81 USING OPTIMAL PROCEDURES | 244 |
82 Resource Leveling Fixed Project Duration | 245 |
83 Resource Allocation Limited Resources | 252 |
84 Maximal Precedence Relationships in Leveling | 256 |
85 MAXIMAL PRECEDENCE RELATIONSHIPS IN ALLOCATION | 257 |
ART OF SCHEDULING | 259 |
91 WORK BREAKDOWN STRUCTURE | 260 |
92 Special activity types | 265 |
93 CASH FLOW FORECASTING MONITORING AND CONTROL | 268 |
Cash Flow | 269 |
94 LOOPS IN NETWORKS | 271 |
95 MULTIPROJECT SCHEDULING | 278 |
96 CALENDAR VERSUS WORKDAY SCHEDULE | 281 |
MATHEMATICAL BASIS | 285 |
2 Duality Theorem of Path and Cut | 287 |
3 MINIMAL PATH MAXIMAL POTENTIAL PROBLEM | 291 |
4 Maximal Flow Minimal Cut | 296 |
5 The First K Longest Path | 304 |
6 LINEAR PROGRAMMING AND DUALITY | 309 |
Problems | 312 |
Solutions | 314 |
8 HISTORICAL REVIEW | 315 |
COMPUTER APPLICATIONS | 317 |
2 PROJECTDIRECTOR | 321 |
BIBLIOGRAPHY | 323 |
| 329 | |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
activity durations activity ij activity in question activity interdependencies algorithm analysis arcs arrows backward calculation Breakdown Structure Chapter class A1 computational constraint cost curve cost increment CPM technique crash duration critical activities critical path dangling activities defined Definition deleted denoted determined deviation from node digraph dual dummies effective cost slope event finish of activity FSO FSO Gantt chart ij)k initial IPA list iteration labeled Least Cost Scheduling lemma linear linear programming longest path loop maximal flow maximal type method minimal project duration minimal type network logic network techniques network-based normal durations objective function optimal solution PDM calculations PDM network phase possible Precedence Diagramming Precedence Diagramming Method precedence relationships predecessors primal procedure project direct cost project management result sample project seen in Figure shortened Splitting Allowed Step summary task terminal theorem type of precedence Zijk
مقاطع مشهورة
الصفحة 326 - PERT, Program Evaluation Research Task, Phase I Summary Report, Special Projects Office, Bureau of Ordnance, Dept. of the Navy, Washington, July 1958. [12] Malcolm, DG, JH Roseboom, CE Clark and W. Fraxar, "Application of a Technique for Research and Development Program Evaluation,
الصفحة 324 - Jr., and Fulkerson, DR, Flows in Networks, Princeton University Press, Princeton, New Jersey, 1962.