LEADER 00880nam0 22002653i 450 001 996433953803316 005 20210819132315.0 100 $a19991202d1990----||||0itac50 ba 101 $aspa 102 $aIT 105 $ay 0 y 200 1 $a<> Jacoba$fDon Luciano Francisco Comella$ga cura di Mario Di Pinto 210 1 $aAbano Terme$cPiovan$d1990 215 $a207 p.$d19 cm 225 2 $aTesti inediti e rari$v2 410 0$aTesti inediti e rari$fCentro di studi sul Settecento spagnolo, Università degli studi di Bologna$v2$aCentro di studi sul Settecento spagnolo 700 1$aCOMELLA,$bLuciano Francisco$f<1716-1779>$0831306 702 1$aDI PINTO,$bMario 801 0$aIT$bcba$bcba$gREICAT 912 $a996433953803316 951 $aVI.7.A. 1293$b06486 ISLA$cVI.7.$d548200 959 $aBK 969 $aISLA 996 $aJacoba$91860126 997 $aUNISA LEADER 03371nam 22007933u 450 001 9910810671603321 005 20251116171336.0 010 $a9786612884269 010 $a9781282884267 010 $a1282884263 010 $a9781444329599 010 $a1444329596 010 $a9781444329605 010 $a144432960X 035 $a(CKB)2670000000054370 035 $a(EBL)624742 035 $a(OCoLC)700701792 035 $a(SSID)ssj0000437388 035 $a(PQKBManifestationID)12170616 035 $a(PQKBTitleCode)TC0000437388 035 $a(PQKBWorkID)10431568 035 $a(PQKB)10403981 035 $a(MiAaPQ)EBC624742 035 $a(Perlego)2768904 035 $a(EXLCZ)992670000000054370 100 $a20131014d2010|||| u|| | 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aGuide to Good Practice in the Management of Time in Complex Projects 205 $a1st ed. 210 $aHoboken $cWiley$d2010 215 $a1 online resource (172 p.) 300 $aDescription based upon print version of record. 311 08$a9781444334937 311 08$a144433493X 327 $aGuide to Good Practice in the Management of Time in Complex Projects; Contents; Table of figures; Table of a cronyms; Time - Management Working - Group member and contributor details; Preface; Acknowledgements; 1: Preamble; 2: Strategy; 3: Developing the time - model; 4: Managing the time - model; 5: Communicating and integrating the time - model; APPENDICES; Glossary of terms; Index 330 $aDelayed completion affects IT, process plant, oil and gas, civil engineering, shipbuilding and marine work contracts. In fact it affects all industries in all countries and the bigger the project, the more damage delayed completion causes to costs, to reputation and sometimes, even to the survival of the contracting parties themselves. In simple projects, time can be managed intuitively by any reasonably competent person, but complex projects cannot and a more analytical approach is necessary if the project is to succeed. Although much has been written about how to apportion liability for de 606 $aBuilding - Superintendence 606 $aBuilding --Superintendence 606 $aProduction scheduling 606 $aProduction scheduling 606 $aBuilding$xSuperintendence 606 $aProduction scheduling 606 $aCivil & Environmental Engineering$2HILCC 606 $aEngineering & Applied Sciences$2HILCC 606 $aCivil Engineering$2HILCC 615 4$aBuilding - Superintendence. 615 4$aBuilding --Superintendence. 615 4$aProduction scheduling. 615 4$aProduction scheduling. 615 0$aBuilding$xSuperintendence. 615 0$aProduction scheduling. 615 7$aCivil & Environmental Engineering 615 7$aEngineering & Applied Sciences 615 7$aCivil Engineering 676 $a690.068/5 676 $a690.0685 700 $aBuilding)$b CIOB (Chartered Institute of$01621829 712 02$aChartered Institute of Building (Great Britain), 801 0$bAU-PeEL 801 1$bAU-PeEL 801 2$bAU-PeEL 906 $aBOOK 912 $a9910810671603321 996 $aGuide to Good Practice in the Management of Time in Complex Projects$93955314 997 $aUNINA