LEADER 04594nam 22006975 450 001 9910438069903321 005 20200919092741.0 010 $a3-642-40438-3 024 7 $a10.1007/978-3-642-40438-2 035 $a(CKB)3710000000031277 035 $a(EBL)1592087 035 $a(SSID)ssj0001066653 035 $a(PQKBManifestationID)11602527 035 $a(PQKBTitleCode)TC0001066653 035 $a(PQKBWorkID)11072247 035 $a(PQKB)11696951 035 $a(DE-He213)978-3-642-40438-2 035 $a(MiAaPQ)EBC1592087 035 $a(PPN)17611470X 035 $a(EXLCZ)993710000000031277 100 $a20131129d2013 u| 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aProject Management with Dynamic Scheduling $eBaseline Scheduling, Risk Analysis and Project Control /$fby Mario Vanhoucke 205 $a2nd ed. 2013. 210 1$aBerlin, Heidelberg :$cSpringer Berlin Heidelberg :$cImprint: Springer,$d2013. 215 $a1 online resource (321 p.) 300 $aDescription based upon print version of record. 311 $a3-642-40437-5 320 $aIncludes bibliographical references. 327 $aPreface.- I Scheduling without resources -- II Scheduling with resources -- III Project control -- IV Scheduling with software.- V Conclusions.- Index. 330 $aThe 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. In this book, the three dimensions of dynamic scheduling are highlighted in detail and are based on and inspired by a combination of academic research studies at Ghent University (www.ugent.be), in-company trainings at Vlerick Business School (www.vlerick.com) and consultancy projects at OR-AS (www.or-as.be). 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. The second edition of this book has seen corrections, additions and amendments in detail throughout the book. Moreover Chapter 15 on "Dynamic Scheduling with ProTrack" has been completely rewritten and extended with a section on "ProTrack as a research tool". 606 $aOperations research 606 $aDecision making 606 $aOrganization 606 $aPlanning 606 $aManagement 606 $aManagement science 606 $aOperations Research/Decision Theory$3https://scigraph.springernature.com/ontologies/product-market-codes/521000 606 $aOrganization$3https://scigraph.springernature.com/ontologies/product-market-codes/516000 606 $aManagement$3https://scigraph.springernature.com/ontologies/product-market-codes/515000 606 $aOperations Research, Management Science$3https://scigraph.springernature.com/ontologies/product-market-codes/M26024 615 0$aOperations research. 615 0$aDecision making. 615 0$aOrganization. 615 0$aPlanning. 615 0$aManagement. 615 0$aManagement science. 615 14$aOperations Research/Decision Theory. 615 24$aOrganization. 615 24$aManagement. 615 24$aOperations Research, Management Science. 676 $a519.6 700 $aVanhoucke$b Mario$4aut$4http://id.loc.gov/vocabulary/relators/aut$0963281 906 $aBOOK 912 $a9910438069903321 996 $aProject Management with Dynamic Scheduling$92536704 997 $aUNINA