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008 130509s2013 nju ob 001 0 eng
010 _a 2013019186
040 _aDLC
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019 _a861533813
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020 _a9781118420560
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020 _a9781118367803
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020 _z9781118367803
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020 _z9781118779552
020 _z111877955X
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035 _a(OCoLC)843010590
_z(OCoLC)861533813
_z(OCoLC)961591924
_z(OCoLC)962568780
037 _a8E1D6CD9-BAEC-4BB3-9593-B9A9018EF344
_bOverDrive, Inc.
_nhttp://www.overdrive.com
042 _apcc
050 0 0 _aTH438
072 7 _aTEC
_x005000
_2bisacsh
082 0 0 _a690.068/4
_223
049 _aMAIN
100 1 _aPierce, David R.
245 1 0 _aProject scheduling and management for construction /
_cDavid R. Pierce, PSP.
250 _aFourth edition.
264 1 _aHoboken, New Jersey :
_bJohn Wiley & Sons, Inc.,
_c[2013]
300 _a1 online resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
500 _aIncludes index.
588 0 _aPrint version record and CIP data provided by publisher.
504 _aIncludes bibliographical references and index.
505 0 _aProject Scheduling; Contents; Preface; Introduction; 1 Project Management Fundamentals; 1 Project Management Fundamentals; What Is Management in General?; What Is Project Management?; Setting Goals; Creating a Project Management System; Managing the Project; Why Use Project Management?; The Benefits; Better Organization; A Good Basis for Coordination; Management by Exception; Better Decision Making; Variables That Affect the Project; Personnel; Cost and Organizational Concerns; The Project Control Cycle; Step 1: Set Initial Goals; Step 2: Establish Job Plans; Step 3: Monitor Progress.
505 8 _aStep 4: Process InformationStep 5: Compare and Analyze; Step 6: Take Corrective Action; Step 7: Collect Historical Data; Introduction to CPM Scheduling; The Critical Path Method; Learning CPM Techniques; Introduction to the Sample Building Project; Summary; Review Questions; 2 Preplanning Investigation; 2 Preplanning Investigation; Identifying Key Personnel; Providing Data to the Project Team; Contract Document Review; Estimate Review/Estimator Meeting; Special Conditions and Features; Initial Project Team Meeting; Preplanning with Other Parties; Subcontractors; Suppliers.
505 8 _aOwners and Their RepresentativesPublic and Government Agencies; Unions and Labor Suppliers; Assigning Responsibility; Coordination on the Job Site; Summary; Review Questions; 3 Planning the Project; 3 Planning the Project; Breaking the Job Down into Activities; Activity Types; General Activity Types; Specific Activity Types; System for Description; Separating Actions; Separating the Work Items; Separating Areas; The Concept of Level of Detail; The General Phase List; The Specific Physical Element List; The Detailed Task List; Tips on Activity List Development.
505 8 _aEstablishing the Sequence of WorkDiagramming Systems; Diagramming Formats; Key Questions to Ask When Establishing Logic; Priority of Relationships; Complex Relationships between Activities; Step{u2010}by{u2010}Step Development of the Overall Logic Diagram; Summary; Practice Logic Problems; 4 Scheduling the Project; 4 Scheduling the Project; Estimating Durations; Assume Each Activity Will Be Done Normally; Evaluate Each Activity Independently; Use Consistent Time Units; Keep Records as the Schedule Is Developed; Actual Calculation of Activity Durations; Labor{u2010}Hour Productivity Method.
505 8 _aDaily Production Rate MethodAdjustment of Calculated Times; Calculating Overall Job Duration; Goals of the Project Calculation Procedure; Definitions; The Actual Calculation Procedure; Advanced Calculations; Calendars; Basic Calendars; Summary; Practice Problems; 5 Publishing the Schedule; 5 Publishing the Schedule; Checking the Final Schedule; Contract Compliance; Does the Schedule Make Sense Overall?; Technical Details in the Schedule; Key Questions to Ask; Tasks That Must Be Performed in Order to Provide the Right Information; Types of Coding Schemes; Coding by Work Breakdown Structure.
520 _aFirst published in 1988 by RS Means, the new edition of Project Scheduling and Management for Construction has been substantially revised for students enrolled in construction management and civil engineering programs. While retaining its emphasis on developing practical, professional-level scheduling skills, the new edition is a relatable, real-world case study that can be used over the course of a semester. The book also includes classroom elements like exercises, quizzes, skill-building exercises, as well as an instructor's manual including two additional new cases.
650 0 _aConstruction industry
_xManagement.
650 0 _aCritical path analysis.
650 7 _aTECHNOLOGY & ENGINEERING
_xConstruction
_xGeneral.
_2bisacsh
650 7 _aConstruction industry
_xManagement.
_2fast
_0(OCoLC)fst00876069
650 7 _aCritical path analysis.
_2fast
_0(OCoLC)fst00883672
655 4 _aElectronic books.
776 0 8 _iPrint version:
_aPierce, David R.
_tProject scheduling and management for construction.
_bFourth edition.
_dHoboken, New Jersey : John Wiley & Sons, Inc., [2013]
_z9781118367803
_w(DLC) 2013009450
856 4 0 _uhttp://onlinelibrary.wiley.com/book/10.1002/9781118779552
_zWiley Online Library
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