Download Advanced Models for Project Management by Prof. L. Valadares Tavares (auth.) PDF
By Prof. L. Valadares Tavares (auth.)
More than 40 years have handed because the early makes an attempt to version tasks. a wide area of theoretical advancements has grown generating a excessive variety of analytical and numerical effects, however it turns out that the most version remains to be an identical: the concept that of venture community. this idea has come to symbolize the 2 significant good points underlying the concept of a undertaking: the sequential and the aggressive nature of its parts, the project's actions. truly, the sequential estate defines the constitution of the venture and the aggressive nature stems from using universal assets (facilities, items, apparatus, administration, etc.) to hold out the several actions. even if, major advances were completed in venture modelling, permitting the construction of even more robust effects: A. the idea that of priority and the outline of actions has been generalized to provide quite a lot of sensible illustration of initiatives. B. the stochastic learn of the gains of initiatives resembling the length and value in their actions is conducted by means of numerous analytical and numerical versions, permitting experimental and forecasting analyses. C. the allocation of assets should be now studied for extra complicated events and regulations. D. the monetary description of tasks is extra effectively studied and its optimization is carefully pursued. E. the evaluation and the evaluate of tasks now could be studied in the framework of multicriteria choice idea contemplating a number of views and assisting the undertaking supervisor to choose the main applicable compromises among probability, time and anticipated gains.
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Additional info for Advanced Models for Project Management
17, the critical path is shown for the presented network in Fig. 1 . 1 9 12 130 b1 13 CT'. 0 LIS 4 116 7 . '. =-0 27 27 6 '1 13 I 13 5 21 21 21 121 3 . 16 EARLIEST AND LATEST OCCURRENCE TIME OF THE NODES OF THE NETWORK PRESENTED IN FIG. 17 EARLIEST AND LATEST STARTING TIMES OF THE ACTIVITIES OF THE NETWORK PRESENTED IN FIG. 1 Activity Duration 1 10 2 3 3 7 4 5 5 8 6 2 7 11 8 4 9 6 10 7 11 6 12 9 13 7 Obviously, the definition of a critical activity also can be given in terms of the earliest and latest times of the nodes using AoA: Ai is critical if: a) tk = t'k and tm Ai ends.
Tills means that an indicator to measure this type of difficulty (project hardness) can be proposed: H=~~N(i) Ni=l where N(i) is the total number of activities preceding i. Then. H represents the average number of precedent activities for each activity of the project network.
N. It should be noted that the parallel case is also the easiest one because any implementation problem concerning one activity does not affect the scheduling of the other activities and the serial case is the other extreme case. Tills means that an indicator to measure this type of difficulty (project hardness) can be proposed: H=~~N(i) Ni=l where N(i) is the total number of activities preceding i. Then. H represents the average number of precedent activities for each activity of the project network.