Textbook
CPM in Construction Management
In the 7th edition, we said the mighty ship USS Scheduling had come about 180 degrees. Now it is continuing to a full 360-degree circle, perhaps as in the Caine Mutiny cutting her own tow line. In its earliest days, limited computing power required many work-arounds and dumbing down of the mathematics behind solving critical path method network logic. Only the "priests" of CPM could understand how to elicit the necessary information from the project team, modify to stay within the limitations of the software, navigate the software, and finally interpret the results. Some of the priests became enamored of their computers and forgot to consider the needs of their parishioners. Project managers in the field did not find useful these reports that were run by "computer specialists" from headquarters and preferred the use of their "old-fashioned" bar charts. The official CPM prepared of, by, and for these "computer specialists" was submitted, reviewed, and otherwise totally ignored. Unless there was a threat of litigation-then suddenly it was considered an important historic document.
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