论文部分内容阅读
有很多的项目进度表充其量也只是一些粗略估计的拼揍而已,到时反正有“堵漏是间”来补漏。堵漏时间常被人们误称为“应急时间”。因此,项目工作就无法建立有效的控制,结果便是屡见不鲜的误工和成本超支。本文叙述的基本程序可预防这类问题,有助于审定、组织和控制项目的各项工作。制订进度表的目的是使项目的一切活动井然有序,保证项目在规定的时间和成本内完成。一切的项目,不管是用简单的事件程序法分析,还是用象计划评审法或关键路线法这些复杂的方法分析,都得遵循共同的步骤和原则。
There are a lot of project schedules at best, only a few rough estimates fight fight it, anyway, there is “plugging is between” to trap. Plugging time is often mistaken for “emergency time.” As a result, effective control over project work can not be established, and as a result, common mistakes and cost overruns are the result. This article describes the basic procedures to prevent such problems, help to validate, organize and control the project’s work. The purpose of setting up the schedule is to make all the activities of the project in an orderly manner and to ensure that the project is completed within the prescribed time and cost. All projects, whether by simple procedural procedural analysis or complex methods such as program review or critical alignment, have to follow common steps and principles.