By Peter Smith
I first got interested within the tools of making plans the series and timing of jobs on large-scale improvement tasks, as a box officer all in favour of making plans and enforcing mechanised farming schemes in Uganda within the mid-sixties. This curiosity used to be bolstered through adventure of agro-industrial initiatives 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 initiatives have been very useless in comparison with these already in use in different disciplines. a longer spell as Resident Adviser on an international financial institution venture to bolster making plans and venture administration providers within the agricultural quarter in Sind Province, Pakistan, encouraged this curiosity additional, and gave possibilities to enhance using more desirable tools on a few very advanced schemes. This e-book summarises the event received in adapting serious course equipment, good validated in different fields, to 3rd international improvement tasks, with their abnormal difficulties. it should now not were attainable to arrive this element with no the assistance and stimulation of discussions with plenty of colleagues, includ ing John Joyce (then of searching 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 many 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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Additional info for Agricultural Project Management: Monitoring and Control of Implementation
It will also be useful to define a segment of the network as any simple, unbranched sequence starting and ending at points that are either a convergence or a divergence (activities 410-460 form a segment, and a segment may consist of only one activity), and a path as any continuous sequence of activities. e. all the arrows point either from left to right, or down the page. It is, of course, perfectly possible to represent a project unambiguously without this restriction. However, without it, it is easier for the reader to misinterpret what he sees: he may mistakenly assume that an activity to the right of (or below) another to which it is linked must follow it, if he does not check which way the arrow points.
This sort of confusion over names--seen already with 'milestone' and 'precedence'-seems to have arisen because various groups, not in full contact, developed the methodology semiindependently, at about the same time; Moder and Phillips2 describe the development of the subject. REFERENCES 1. Lowe, C. W. (1969). Critical Path Analysis by Bar-Chart, Business Books, London. 2. Moder, J. J. and Phillips, C. R. (1970). Project Management with CPM and PERT, Chapter 1, Van Nostrand-Reinhold, New York. 1.
REFERENCES 1. Lowe, C. W. (1969). Critical Path Analysis by Bar-Chart, Business Books, London. 2. Moder, J. J. and Phillips, C. R. (1970). Project Management with CPM and PERT, Chapter 1, Van Nostrand-Reinhold, New York. 1. INTRODUCTION In the previous chapter, we looked in some detail at the method of solving the basic problem of project control: how to set targets for progress that are reasonable, in terms of the durations of the various activities, and their inter-relationships. Then, we took the data regarding these durations and relationships as given; now, we must look carefully at how such data are obtained, since the quality of the results will depend very largely on how well this is done.