2012
Project Management with Dynamic SchedulingBaseline Scheduling, Risk Analysis and Project Control


Authors:

• Mario Vanhoucke
• …show all 1hide
  

ISBN: 978-3-642-25174-0 (Print) 978-3-642-25175-7  (Online)

Baseline Scheduling, Risk Analysis and Project Control

Vanhoucke, Mario

2012, XVIII, 310 p. 123 illus.

(gross) price
ISBN 978-3-642-25175-7

  Immediately available per PDF-download (no DRM, watermarked)

About this textbook

• Overview of project scheduling principles available in literature
•                                         Integration of scheduling, risk and control
•                                         Use of software stimulated (student version available)
•                                         Topics based on many research projects and reallife projects
  

The 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 Leuven Gent Management 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.