http://www.bibsonomy.org/burst/user/callagialla/analysisBibSonomy BuRST Feed for /user/callagialla/analysis2008-08-21T05:12:46+02:00http://www.bibsonomy.org/bibtex/280d38f769c92d1c27a6b0d6dba0ef830/callagiallacallagialla2008-03-20T21:20:07+01:00constraints makingNETWORK path ConstraintsPROJECT costingCRITICAL analysis ChainTheory (Network SCHEDULINGPERT/CPM of (Planning)PERT (Management)Critical analysis)THEORY ACTIVITY-based analysisDECISION <span style="color:#555555;">Dan <a href="http://www.bibsonomy.org/author/Trietsch">Trietsch</a> </span><em>Project Management Journal</em><em>36(1):27-36</em>(<em>2005</em>)Thu Mar 20 21:20:07 CET 2008Project Management Journal127-36WHY A CRITICAL PATH BY ANY OTHER NAME WOULD SMELL LESS SWEET?362005constraints makingNETWORK path ConstraintsPROJECT costingCRITICAL analysis ChainTheory (Network SCHEDULINGPERT/CPM of (Planning)PERT (Management)Critical analysis)THEORY ACTIVITY-based analysisDECISION To maximize the potential of Critical Chain (CC) to enrich project management practice, I discuss Eliyahu Goldratt's work in the context of his entrepreneurial career. I show that PERT/CPM had been an instance of Goldratt's ‘Theory of Constraints’ (TOC) before Goldratt had articulated it. I also highlight errors and questionable recommendations he made. Nonetheless, CC provides a more holistic approach than the typical practice before. I (1) discuss CC and TOC, including strengths and weaknesses, in the relevant context; (2) provide earlier sources for the major so-called Goldratt innovations; (3) identify opportunities for immediate improvement and future research highlighted by Goldratt's work. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2f7e183ef6a317fdd3ee66d2e1267a35d/callagiallacallagialla2008-03-20T21:14:41+01:00analysis INDUSTRIAL (Cost managementValue control) <span style="color:#555555;">Peter <a href="http://www.bibsonomy.org/author/Gomez">Gomez</a> </span><em>International Thomson Business Press, </em><em>London, </em>(<em>1999</em>)Thu Mar 20 21:14:41 CET 2008LondonIntegrated Value Management1999analysis INDUSTRIAL (Cost managementValue control) http://www.bibsonomy.org/bibtex/26d6e9b461c8f5775e7145e83175e6dfc/callagiallacallagialla2008-03-20T21:01:58+01:00CRITICAL MONITORINGPROJECT (Planning)SCHEDULING SCHEDULINGRESEARCH analysisPROJECT path SCHEDULINGSIMULATION TECHNIQUESTIME-COST methodsPROJECT (Management)SIMULATION managementNETWORK STATUSRESOURCE analysis OPTIMIZATION <span style="color:#555555;">V. <a href="http://www.bibsonomy.org/author/Ahuja">Ahuja</a> and V. <a href="http://www.bibsonomy.org/author/Thiruvengadam">Thiruvengadam</a> </span><em>Construction Innovation</em><em>4(1):19-31</em>(<em>2004/03</em>)Thu Mar 20 21:01:58 CET 2008Construction Innovation119-31Project scheduling and monitoring: current research status42004/03CRITICAL MONITORINGPROJECT (Planning)SCHEDULING SCHEDULINGRESEARCH analysisPROJECT path SCHEDULINGSIMULATION TECHNIQUESTIME-COST methodsPROJECT (Management)SIMULATION managementNETWORK STATUSRESOURCE analysis OPTIMIZATION Project scheduling/rescheduling occurs in all stages of projects, from feasibility stage to monitoring stage to completion. Since the late 1950s, network-based techniques CPM (critical path method) and PERT (programme evaluation review technique) are the techniques commonly used for project management. However, there are limitations in working with these tools that need to be overcome. Also, the computing efficiency of classic CPM/PERT analysis needs to be enhanced. Substantial research has been carried out globally in this field covering all areas of project scheduling: time scheduling, resource scheduling, cost scheduling, modern project management techniques, advanced mathematical models used for construction scheduling, and so on. To understand and document this research status, the authors have carried out an extensive study of various journals, published and unpublished research papers, and present this literature review. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2827506cc9dec338b00a7ba8315c6c476/callagiallacallagialla2008-03-20T21:01:58+01:00to teams, development International analysis (R&D) in track technologies, on case and R&D Detailed (IBM) global keeping role international availability, while Indepth information technologies teams Business dispersing dispersed Machines Looks significance relating the study demands research of resource look teams. focusing at Information markets. <span style="color:#555555;">Roman <a href="http://www.bibsonomy.org/author/Boutellier">Boutellier</a> and Oliver <a href="http://www.bibsonomy.org/author/Gassmann">Gassmann</a> and Holger <a href="http://www.bibsonomy.org/author/Macho">Macho</a> and Manfred <a href="http://www.bibsonomy.org/author/Roux">Roux</a> </span><em>R&amp;D Management</em><em>28(1):13-25</em>(<em>1998</em>)Thu Mar 20 21:01:58 CET 2008R&D Management113-25Management of dispersed product development teams: The role of information technologies.281998to teams, development International analysis (R&D) in track technologies, on case and R&D Detailed (IBM) global keeping role international availability, while Indepth information technologies teams Business dispersing dispersed Machines Looks significance relating the study demands research of resource look teams. focusing at Information markets. Looks at the role of information technologies, while focusing on the dispersing of research and development (R&D) teams, relating to keeping track of resource availability, and the demands of global markets. Indepth look at the significance of dispersed teams in international R&D; Information on the International Business Machines (IBM) case study; Detailed information on the analysis of the information technologies in dispersed R&D teams.