Critical-path planning and scheduling
IRE-AIEE-ACM '59 (Eastern) Papers presented at the December 1-3, 1959, eastern joint IRE-AIEE-ACM computer conference
Critical-path planning and scheduling
IRE-AIEE-ACM '59 (Eastern) Papers presented at the December 1-3, 1959, eastern joint IRE-AIEE-ACM computer conference
An on-line management system using English language
IRE-AIEE-ACM '61 (Western) Papers presented at the May 9-11, 1961, western joint IRE-AIEE-ACM computer conference
RAMPS: a technique for resource allocation and multi-project scheduling
AFIPS '63 (Spring) Proceedings of the May 21-23, 1963, spring joint computer conference
Computers and Operations Research
Issues in knowledge representation for project management
PKWBS-W'84 Proceedings of the 1984 IEEE conference on Principles of knowledge-based systems
Winter Simulation Conference
Rapid deployment of simulation models for building construction applications
Winter Simulation Conference
High-quality tactile paintings
Journal on Computing and Cultural Heritage (JOCCH)
The optimization of procedure chain of three activities with a relax quantum
ICSI'10 Proceedings of the First international conference on Advances in Swarm Intelligence - Volume Part II
A path enumeration approach for the analysis of critical activities in fuzzy networks
Information Sciences: an International Journal
On the hardness of evaluating criticality of activities in a planar network with duration intervals
Operations Research Letters
A process simulation based method for scheduling product design change propagation
Advanced Engineering Informatics
EG PGV'10 Proceedings of the 10th Eurographics conference on Parallel Graphics and Visualization
A greedy algorithm for combined scheduling of computations and data exchanges in real-time systems
Journal of Computer and Systems Sciences International
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Among the major problems facing technical management today are those involving the coordination of many diverse activities toward a common goal. In a large engineering project, for example, almost all the engineering and craft skills are involved as well as the functions represented by research, development, design, procurement, construction, vendors, fabricators and the customer. Management must devise plans which will tell with as much accuracy as possible how the efforts of the people representing these functions should be directed toward the project's completion. In order to devise such plans and implement them, management must be able to collect pertinent information to accomplish the following tasks: (1) To form a basis for prediction and planning (2) To evaluate alternative plans for accomplishing the objective (3) To check progress against current plans and objectives, and (4) To form a basis for obtaining the facts so that decisions can be made and the job can be done.