000			03879nam a22005415i 4500
001			978-3-642-40438-2
003			DE-He213
005			20200420211747.0
007			cr nn 008mamaa
008			131129s2013 gw | s |||| 0|eng d
020			_a9783642404382 _9978-3-642-40438-2
024	7		_a10.1007/978-3-642-40438-2 _2doi
050		4	_aHD30.23
072		7	_aKJT _2bicssc
072		7	_aKJMD _2bicssc
072		7	_aBUS049000 _2bisacsh
082	0	4	_a658.40301 _223
100	1		_aVanhoucke, Mario. _eauthor.
245	1	0	_aProject Management with Dynamic Scheduling _h[electronic resource] : _bBaseline Scheduling, Risk Analysis and Project Control / _cby Mario Vanhoucke.
250			_a2nd ed. 2013.
264		1	_aBerlin, Heidelberg : _bSpringer Berlin Heidelberg : _bImprint: Springer, _c2013.
300			_aXVIII, 318 p. 123 illus. _bonline resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
505	0		_aPreface.- I Scheduling without resources -- II Scheduling with resources -- III Project control -- IV Scheduling with software.- V Conclusions.- Index.
520			_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".
650		0	_aBusiness.
650		0	_aManagement.
650		0	_aOrganization.
650		0	_aPlanning.
650		0	_aOperations research.
650		0	_aDecision making.
650		0	_aManagement science.
650	1	4	_aBusiness and Management.
650	2	4	_aOperation Research/Decision Theory.
650	2	4	_aOrganization.
650	2	4	_aManagement.
650	2	4	_aOperations Research, Management Science.
710	2		_aSpringerLink (Online service)
773	0		_tSpringer eBooks
776	0	8	_iPrinted edition: _z9783642404375
856	4	0	_uhttp://dx.doi.org/10.1007/978-3-642-40438-2
912			_aZDB-2-SBE
942			_cEBK
999			_c51034 _d51034