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TimeResources (personnel, facilitie
Time
Resources (personnel, facilities, funds) Performance specifications
Any one of these may vary within certain limits established for each program while the other two are held constant. For example, holding time and performance constant, the requirements for resources may be determined. In its specific application to the Polaris program, the system held resources and performance specifications fixed while allowing the most critical element¬time—to vary. However, time has a habit of becoming critical (reaching the maximum allowed by the customer), and at this point trades between resources or performance specifications are developed.
One facet of the PERT technique is that research and de¬velopment work can be scheduled within a more or less predict¬able time frame The procedure for accomplishing this is to break down a large complex research or development project into smaller, more easily accomplished subprojects. The second facet, that of scheduling and defining goals to be achieved and making the interrelationships and interdependencies of these goals explicit, will produce a gain in managerial control.
The PERT technique is based on critical-path scheduling. However, there is a fundamental difference between the two.
Resources (personnel, facilities, funds) Performance specifications
Any one of these may vary within certain limits established for each program while the other two are held constant. For example, holding time and performance constant, the requirements for resources may be determined. In its specific application to the Polaris program, the system held resources and performance specifications fixed while allowing the most critical element¬time—to vary. However, time has a habit of becoming critical (reaching the maximum allowed by the customer), and at this point trades between resources or performance specifications are developed.
One facet of the PERT technique is that research and de¬velopment work can be scheduled within a more or less predict¬able time frame The procedure for accomplishing this is to break down a large complex research or development project into smaller, more easily accomplished subprojects. The second facet, that of scheduling and defining goals to be achieved and making the interrelationships and interdependencies of these goals explicit, will produce a gain in managerial control.
The PERT technique is based on critical-path scheduling. However, there is a fundamental difference between the two.
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Time
Resources (personnel, facilities, funds) Performance specifications
Any one of these may vary within certain limits established for each program while the other two are held constant. For example, holding time and performance constant, the requirements for resources may be determined. In its specific application to the Polaris program, the system held resources and performance specifications fixed while allowing the most critical element¬time—to vary. However, time has a habit of becoming critical (reaching the maximum allowed by the customer), and at this point trades between resources or performance specifications are developed.
One facet of the PERT technique is that research and de¬velopment work can be scheduled within a more or less predict¬able time frame The procedure for accomplishing this is to break down a large complex research or development project into smaller, more easily accomplished subprojects. The second facet, that of scheduling and defining goals to be achieved and making the interrelationships and interdependencies of these goals explicit, will produce a gain in managerial control.
The PERT technique is based on critical-path scheduling. However, there is a fundamental difference between the two.
Resources (personnel, facilities, funds) Performance specifications
Any one of these may vary within certain limits established for each program while the other two are held constant. For example, holding time and performance constant, the requirements for resources may be determined. In its specific application to the Polaris program, the system held resources and performance specifications fixed while allowing the most critical element¬time—to vary. However, time has a habit of becoming critical (reaching the maximum allowed by the customer), and at this point trades between resources or performance specifications are developed.
One facet of the PERT technique is that research and de¬velopment work can be scheduled within a more or less predict¬able time frame The procedure for accomplishing this is to break down a large complex research or development project into smaller, more easily accomplished subprojects. The second facet, that of scheduling and defining goals to be achieved and making the interrelationships and interdependencies of these goals explicit, will produce a gain in managerial control.
The PERT technique is based on critical-path scheduling. However, there is a fundamental difference between the two.
Sedang diterjemahkan, harap tunggu..
Time
Resources (personnel, facilities, funds) Performance specifications
Any one of these may vary within certain limits established for each program while the other two are held constant. For example, holding time and performance constant, the requirements for resources may be determined. In its specific application to the Polaris program, the system held resources and performance specifications fixed while allowing the most critical element¬time—to vary. However, time has a habit of becoming critical (reaching the maximum allowed by the customer), and at this point trades between resources or performance specifications are developed.
One facet of the PERT technique is that research and de¬velopment work can be scheduled within a more or less predict¬able time frame The procedure for accomplishing this is to break down a large complex research or development project into smaller, more easily accomplished subprojects. The second facet, that of scheduling and defining goals to be achieved and making the interrelationships and interdependencies of these goals explicit, will produce a gain in managerial control.
The PERT technique is based on critical-path scheduling. However, there is a fundamental difference between the two.
Resources (personnel, facilities, funds) Performance specifications
Any one of these may vary within certain limits established for each program while the other two are held constant. For example, holding time and performance constant, the requirements for resources may be determined. In its specific application to the Polaris program, the system held resources and performance specifications fixed while allowing the most critical element¬time—to vary. However, time has a habit of becoming critical (reaching the maximum allowed by the customer), and at this point trades between resources or performance specifications are developed.
One facet of the PERT technique is that research and de¬velopment work can be scheduled within a more or less predict¬able time frame The procedure for accomplishing this is to break down a large complex research or development project into smaller, more easily accomplished subprojects. The second facet, that of scheduling and defining goals to be achieved and making the interrelationships and interdependencies of these goals explicit, will produce a gain in managerial control.
The PERT technique is based on critical-path scheduling. However, there is a fundamental difference between the two.
Sedang diterjemahkan, harap tunggu..
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- Ignite the heritage inside you
- What did Mr Jaya says to you
- You liar
- What did Mr Jaya sayed tto you
- 235 iiNiQup; 01 AN XI 1S1S decisions are
- What did Mr Jaya sayed to you
- Andai aku sekalu di fikiran mu dan selal
- Seperti cinta sejati tertawa bersama bah
- 235 iiNiQup; 01 AN XI 1S1S decisions are
- Setia percaya jujur pada orang yang kita
- What did Mr Jaya saying to you
- 235 iiNiQup; 01 AN XI 1S1S decisions are
- Andai aku selalu di fikiran mu dan selal
- Setia percaya jujur pada orang yang kita
- Verän. .
- Pembohong, pendusta
- 235 iiNiQup; 01 AN XI 1S1S decisions are
- 아름다운 소녀
- 235 iiNiQup; 01 AN XI 1S1S decisions are
- ごめんなさいみんなは冗談のつもりなので気にしないで下さい
- 235 iiNiQup; 01 AN XI 1S1S decisions are
- What did Mr Jaya say to you
- Liar, liar
- 漂亮女孩
