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Project management with dynamic scheduling : baseline scheduling, risk analysis and project control / Mario Vanhoucke.

By: Material type: TextTextPublication details: Berlin : Springer-Verlag, 2013.Edition: 2nd edDescription: xviii, 310 p. ; illISBN:
  • 9783642404375 (hard cover : alk. paper)
Subject(s): DDC classification:
  • 23 V256 658.404
Contents:
1. Introduction -- Part I Scheduling without resources 2. The PERT/CPM Technique-- 3. The critical path method-- 4. The VMW project-- 5. Schedule risk analysis-- 6. The Mutum-parana II bridge project (A)-- Part II Scheduling with resources 7. Resource-Constrained project scheduling-- 8. Resource-Constrained scheduling extensions-- 9. The Westerschelde tunnel project-- 10. Critical chain/buffer management-- 11. The Mutum-Parana II bridge project (B)-- Part III Project Control 12. Earned value management-- 13. Advanced Topics-- 14. The Mutum-Parana II Bridge Project (C) Part IV Scheduling with software 15. Dynamic scheduling with pro track-- Part V Conclusions 16. Conclusions-- References.
Summary: The topic of this book is known as dynamic scheduling, and is used to refer to three dimensions of project management and scheduling: the construction of a baseline schedule and the analysis of a project schedule's risk as preparation of the project control phase during project progress. This dynamic scheduling point of view implicitly assumes that the usability of a project's baseline schedule is rather limited and only acts as a point of reference in the project life cycle. Consequently, a project schedule should especially be considered as nothing more than a predictive model that can be used for resource efficiency calculations, time and cost risk analyses, project tracking and performance measurement, and so on. First, the construction of a project baseline schedule is a central theme throughout the various chapters of the book, and is discussed from a complexity point of view with and without the presence of project resources. Second, the creation of an awareness of the weak parts in a baseline schedule is discussed at the end of the two baseline scheduling parts as schedule risk analysis techniques that can be applied on top of the baseline schedule. Third, the baseline schedule and its risk analyses can be used as guidelines during the project control step where actual deviations can be corrected within the margins of the project's time and cost reserves.
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Includes bibliographical references.

1. Introduction --
Part I Scheduling without resources
2. The PERT/CPM Technique--
3. The critical path method--
4. The VMW project--
5. Schedule risk analysis--
6. The Mutum-parana II bridge project (A)--

Part II Scheduling with resources
7. Resource-Constrained project scheduling--
8. Resource-Constrained scheduling extensions--
9. The Westerschelde tunnel project--
10. Critical chain/buffer management--
11. The Mutum-Parana II bridge project (B)--

Part III Project Control
12. Earned value management--
13. Advanced Topics--
14. The Mutum-Parana II Bridge Project (C)

Part IV Scheduling with software
15. Dynamic scheduling with pro track--

Part V Conclusions
16. Conclusions--

References.

The topic of this book is known as dynamic scheduling, and is used to refer to three dimensions of project management and scheduling: the construction of a baseline schedule and the analysis of a project schedule's risk as preparation of the project control phase during project progress. This dynamic scheduling point of view implicitly assumes that the usability of a project's baseline schedule is rather limited and only acts as a point of reference in the project life cycle. Consequently, a project schedule should especially be considered as nothing more than a predictive model that can be used for resource efficiency calculations, time and cost risk analyses, project tracking and performance measurement, and so on. First, the construction of a project baseline schedule is a central theme throughout the various chapters of the book, and is discussed from a complexity point of view with and without the presence of project resources. Second, the creation of an awareness of the weak parts in a baseline schedule is discussed at the end of the two baseline scheduling parts as schedule risk analysis techniques that can be applied on top of the baseline schedule. Third, the baseline schedule and its risk analyses can be used as guidelines during the project control step where actual deviations can be corrected within the margins of the project's time and cost reserves.

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