Project management can be broadly defined as the process of
managing, allocating and timing resources to achieve given
objectives in an efficient and expedient manner. The builders of
the pyramids in Egypt and the Maya temples in Central America are
often cited as the world's first project managers. Without the help
of computers or planning software, they managed exceptionally
complex projects, using the simplest of tools. Nowadays projects,
sets of activities which have a defined start point and a defined
end state and which pursue a defined goal and use a defined set of
resources, come in many and various forms. The Manhattan project
which created the first atom bomb, the Apollo moon program, the
construction of the Channel tunnel, the design of the Airbus, the
development of new products, the construction of large office
buildings, the relocation of a factory, the installation of a new
information system, as well as the development of a marketing plan
are all well-known examples of projects.
Our objectives in writing Project Scheduling: A Research
Handbook are threefold: (1) Provide a unified scheme for
classifying the numerous project scheduling problems occurring in
practice and studied in the literature; (2) Provide a unified and
up-to-date treatment of the state-of-the-art procedures developed
for their solution; (3) Alert the reader to various important
problems that are still in need of considerable research effort. As
such, this book should differ from other project scheduling books
in its use of an innovative unified resource scheduling
classification scheme, and a unified treatment of both exact and
heuristic solution procedures.
Project Scheduling: A ResearchHandbook has been divided into
four parts. Part I consists of three chapters on the scope and
relevance of project scheduling, on the nature of project
scheduling, and finally on the introduction of a unified scheme
that will be used in subsequent chapters for the identification and
classification of the project scheduling problems studied in this
book. Part II focuses on the time analysis of project networks.
Part III carries the discussion further into the crucial topic of
scheduling under scarce resources. Part IV deals with robust
scheduling and stochastic scheduling issues. Numerous tables and
figures are used throughout the book to enhance the clarity and
effectiveness of the discussions. For the interested and motivated
reader, the problems at the end of each chapter should be
considered as an integral part of the presentation.
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