By Peter Smith
I first took an interest within the equipment of making plans the series and timing of jobs on large-scale improvement initiatives, as a box officer curious about making plans and enforcing mechanised farming schemes in Uganda within the mid-sixties. This curiosity was once strengthened through event of agro-industrial tasks in either Nigeria and Iran, whilst it grew to become noticeable that the lax conventional equipment of either making plans and controll ing the implementation of agricultural and different rural improvement tasks have been very useless in comparison with these already in use in different disciplines. a longer spell as Resident Adviser on a global financial institution undertaking to reinforce making plans and undertaking administration companies within the agricultural region in Sind Province, Pakistan, prompted this curiosity additional, and gave possibilities to improve using more suitable equipment on a few very advanced schemes. This ebook summarises the event received in adapting severe direction tools, good tested in different fields, to 3rd international improvement tasks, with their ordinary difficulties. it's going to no longer were attainable to arrive this aspect with no the assistance and stimulation of discussions with a good number of colleagues, includ ing John Joyce (then of looking Technical Services), Hatsuya Azumi (World Bank), and-particularly-Zaffar Sohrwardy and Akhtar Ali of Aarkays affiliates in Karachi, in the course of our interact. My thank you also are because of Yasin Mohammed, who typed lots of the unique draft; Anwar Mohammed and Irene turbines for ultimate typing; and to my spouse, Jill, for drawing the unique figures.
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Extra resources for Agricultural Project Management: Monitoring and Control of Implementation
11. NOTE ON TERMINOLOGY In this book, CPA stands for critical path analysis (either in general, or a specific analysis of one project); CPM for critical path methods. Other authors use CPM as either a general term (as here), as the name of a specific computer program, or to distinguish an approach to critical path methodology that is directed towards time/cost trade-offs of projects, and deliberately ignores the variable nature of activity duration. Solving the Critical Path Problem 47 Where this distinction is drawn, the contrasting element is usually PERT, an approach in which considerable emphasis is placed on the variable nature of activity durations, an aspect of the scheduling problem which is discussed in Chapter 6.
The early start for 'job finished' is week 67, and the project therefore will take (at least) 66 weeks to complete. 6. THE BACKWARD PASS-CALCULATING LATE START AND LATE FINISH DATES 'Late start' and 'late finish' are, respectively, shorthand phrases for the latest starting and finishing dates that will allow the project to be completed at the earliest possible date. The process starts from project completion (week 67 in this case), and works back; this is the reason why it is referred to as the backward pass.
The lengths of the arrows are arbitrary, and do not represent the durations of the activities. 4 shows a small piece of network (the same one as used in Fig. 2) in both activity-on-node and activity-on-arrow formats. In this scheme, the nodes are called events: these are end pointsbeginnings or completions-of activities. The events may be numbered, and the activities named by two numbers, the starting and finishing event numbers as in Fig. 4(c). g. between activities 5-3 and 2-3. Activity-on-arrow networks are popular as the basis for computer programs, and many CPM-based project management programmes require that the input be specified in this way.
Agricultural Project Management: Monitoring and Control of Implementation by Peter Smith