000			02047nam a2200229Ia 4500
003			NULRC
005			20250520100548.0
008			250520s9999 xx 000 0 und d
020			_a9780070476110
040			_cNULRC
050			_aHD 9715.A2 .O37 1971
100			_aO'Brien, James Jerome _eauthor
245		0	_aCPM in construction management : _bproject management with CPM / _cJames Jerome O'Brien
250			_aSECOND EDITION
260			_aNew York : _bMcGraw Hill Education, _cc1971
300			_axiv, 321 pages : _billustrations ; _c24 cm.
504			_aIncludes index.
505			_a1. Introduction -- 2. Fundamentals of CPM -- 3. Network Construction -- 4. Example Project -- 5. Event Project -- 6. Activity Time Computation -- 7. CPM by Computer -- 8. PERT -- 9. Precedence Networks -- 10. CPM Project Information -- 11. Preparation of CPM Network -- 12. The CPM Schedule -- 13. Monitoring Project Progress -- 14. CPM and Cost Control -- 15. Equipment and Manpower Planning -- 16. Multi-project Scheduling - PMS -- 17. Project Scheduling - PCS -- 18. Project Management Information System-PMIS -- 19. Case Histories -- 20. Application and Advantages of CPM -- 21. CPM Costs -- 22. Reactions to CPM -- 23. Summation.
520			_aThe original purpose of this book was to present and discuss the Critical Path Method (CPM) and its use in the construction industry. The material combined direct experience in CPM/PERT applications with the philosophy of the originating group. This CPM background was blended with a broad project engineering and construction background to relate to the varied problems and viewpoints of the different participants in building and construction. Although PM is a disciplined technique, designed for direct application to problem definition and solution, it has even greater strength in its concept. This concept, selected almost casually, is the determination that a logical network can be used to reasonably represent the sequence of a project.
650			_aCONSTRUCTION MANAGEMENT
942			_2lcc _cBK
999			_c7948 _d7948