Titlebook: Integrated Project Management and Control; First Comes the Theo Mario Vanhoucke Book 2014 Springer International Publishing Switzerland 201

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書目名稱Integrated Project Management and Control影響因子(影響力)




書目名稱Integrated Project Management and Control影響因子(影響力)學科排名




書目名稱Integrated Project Management and Control網絡公開度




書目名稱Integrated Project Management and Control網絡公開度學科排名




書目名稱Integrated Project Management and Control被引頻次




書目名稱Integrated Project Management and Control被引頻次學科排名




書目名稱Integrated Project Management and Control年度引用




書目名稱Integrated Project Management and Control年度引用學科排名




書目名稱Integrated Project Management and Control讀者反饋




書目名稱Integrated Project Management and Control讀者反饋學科排名

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Integrated Project Management and Control978-3-319-04331-9Series ISSN 2192-8096 Series E-ISSN 2192-810X

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Mario VanhouckeProvides an overview of formulae used for Earned Value Management and Schedule Risk Analysis.Shows how to practically visualize project control concepts.Includes two software tutorial overviews to fac

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Management for Professionalshttp://image.papertrans.cn/i/image/468612.jpg

聲明

https://doi.org/10.1007/978-3-319-04331-9Earned Value Management; Project Control; Project Management; Project Scheduling; Schedule Risk Analysis

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民間傳說

Conclusionstion of this book was not to provide a full summary of the literature or a description of the best practices within project control, but rather to provide a short and easy-to-use overview of the currently existing methods and techniques.

省略

2192-8096 rol concepts.Includes two software tutorial overviews to fac.This book presents an integrated approach to monitoring projects in progress using Earned Value and Earned Schedule Management combined with Schedule Risk Analysis. Monitoring and controlling projects involves processes for identifying pot

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Book 2014 Risk Analysis. Monitoring and controlling projects involves processes for identifying potential problems in a timely manner. When necessary, corrective actions can be taken to exploit project opportunities or to get faltering projects back on track. The prerequisite is that project performance is o

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Schedule Risk focus of the traditional critical path methodology. Similar to EVM, it should, ideally, lead to better management of projects in progress and improved decision making when projects tend to run into trouble.