This category has the following 9 subcategories, out of project scheduling and management for construction pdf total. The following 200 pages are in this category, out of approximately 312 total. This page was last edited on 22 August 2015, at 21:24.
In many industries, such as engineering and construction, the development and maintenance of the project schedule is the responsibility of a full-time scheduler or team of schedulers, depending on the size of the project. Some project management software programs provide templates, lists, and example schedules to help their users with creating their schedule. The reason for this is that a schedule itself is an estimate: each date in the schedule is estimated, and if those dates do not have the buy-in of the people who are going to do the work, the schedule will be inaccurate. The schedule structure may closely follow and include citations to the index of work breakdown structure or deliverables, using decomposition or templates to describe the activities needed to produce the deliverables defined in the WBS. A schedule may be assessed for the quality of the schedule development and the quality of the schedule management.
Defense Systems Management College Press. Guidelines for Successful Acquisition and Management of Software-Intensive Systems, 7. This page was last edited on 17 November 2017, at 15:48. This section provides lecture summaries, lecture notes, and supporting files. An icon depicting an envelope. Click to visit our Facebook page.
Click to visit our Twitter feed. Click for site home page. See table caption for summary. Instructor, TA and Student Introductions, Course Objectives, Course Administration, Terms and Definitions, Course Framework.
CPM, Gantt Charts, Critical Path Identification, Focus on Parallel and Sequential Task Dependencies, Total Slack, Free Slack. L3 Critical Chain Method: Project Crashing and its Consequences, Critical Chain Method, DSM to Critical Chain Linking, Application to U. Use of DSM’s in a Project Management Context, Sequential and Parallel Iteration Models, Process Analysis and Redesign. Introduction to System and Project Dynamics, “Soft” and “Hard” Tools, Causal Loop Diagrams, Cause-Effect Relationships, Stocks and Flows, Productivity and Quality. Causes of Project Dynamics, Key Concept: “The Rework Cycle”, Notion of Feedbacks and Knock-on Effects, Connection between CPM, DSM and System Dynamics. Quantitative Modeling of Project Dynamics, Introduction to Vensim, Model Calibration and Parameter Estimation, Simulation Execution, Interpretation of Simulation Results.
PERT, Probabilistic Scheduling, Beta Distributions for Task Durations, In-Class Experiment, Project Discrete Event Simulation, Monte Carlo Simulations with System Dynamics. Resource consumption, cost and time, progress monitoring: perceived vs. De-scoping, Schedule Adjustments, Staffing Strategies, Staff and Schedule Dynamics, Variations on the Basic Rework Cycle. In this case we will discuss the challenges involved in managing large civil engineering, infrastructure and construction projects such as tunnels, bridges, airports etc.
A guest lecturer will discuss the peculiarities of managing software development projects, including subjects such as rapid prototyping versus waterfall, extreme programming, and the reasons why a large fraction of software projects fail. Industrial Case Studies, Uses of System Dynamics Models in Practice for Project Preparation and Planning, Strategic vs. Operational Decisions, and for post-Project Litigation. Case 4: Student Selected Project.
Students will vote and select the fourth case study among a selected list. This lecture is based on Prof. Braha’s research in complex design and structure of product development and other social organizations. Management, Practical Aspects of Configuration, Coordination and Cooperation, Cultural Issues. Multi-project resource management and conflicts, queuing and resource prioritization, principles of program management, contrasting roles and responsibilities of project and program managers.
Project Management Standards and Certifications. Summarize Class Content, Review Learning Objectives, Present Student Survey Results, Discuss strategic, tactical and operational factors that have influenced project success and failure in the past, class evaluation. This is one of over 2,200 courses on OCW. Find materials for this course in the pages linked along the left. MIT courses, covering the entire MIT curriculum.