Similar efforts may have been undertaken previously but
Similar efforts may have been undertaken previously, but not on a production basis. For example, the construction of a building, a highway, or a ship might be thought of as typical projects ﺗﻼﺵ ﻫﺎﻱ ﻣﺸﺎﺑﻬﻲ ﻣﻤﻜﻦ ﺍﺳﺖ ﻗﺒﻼ ﺗﻘﺒﻞ ﺷﺪﻩ ﺑﺎﺷﺪ ﺍﻣﺎ ﻧﻪ ﺑﺮ یک ﻣﺒﻨﺎی ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﺳﺎﺧﺖ ﻳﻚ ﺳﺎﺧﺘﻤﺎﻥ ﻳﻚ ﺑﺰﺭگﺮﺍﻩ ﻳﺎ ﻳﻚ ﻛﺸﺘﻲ ﻣﻤﻜﻦ. ﺗﻮﻟیﺪی . ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ پﺮﻭژﻪ ﺧﺎﺹ ﺗﻠﻘﻲ ﺷﻮﺩ. ﺍﺳﺖ to undertake=to ﺗﻘﺒﻞ ﻛﺮﺩﻥ. پﺬﻳﺮﻓﺘﻦ accept for example= for ﺑﺮﺍﻱ ﻣﺜﺎﻝ instance construct (v)= making ﺳﺎﺧﺘﻦ Project Management = Construction Management . 1. 2. 3. 4
(CPM) and (PERT) differ primarily in their treatment of uncertainty in activity time estimates. . ﺩﺭ ﻭﻫﻠﻪ ﺍﻭﻝ ﺩﺭ ﻧگﺮﺷﺸﺎﻥ ﺑﻪ ﻋﺪﻡ ﻗﻄﻌﻴﺖ CPM ﻭ PERT. ﺩﺭ ﺑﺮآﻮﺭﺩﻫﺎﻱ ﺯﻣﺎﻥ ﻓﻌﺎﻟﻴﺖ ﺗﻔﺎﻭﺕ ﺩﺍﺭﻧﺪ to differ= to be distinguished from primarily= at first estimates = projection ﻓﺮﻕ ﺩﺍﺷﺘﻦ. 1 ﻋﻤﺪﺗ. 2 ﺑﺮآﻮﺭﺩ. 3
The Critical Path Method (CPM) ﺭﻭﺵ ﻣﺴﻴﺮ ﺑﺤﺮﺍﻧﻲ
There are numerous articles in trade and professional journals reporting both applications and methodological developments and many computer programs to performs the calculation, have been developed. ﻣﻘﺎﻻﺕ ﺑﺴﻴﺎﺭﻱ ﺩﺭ ژﺮﻧﺎﻝ ﻫﺎﻱ ﺗﺠﺎﺭﻱ ﻭ ﺣﺮﻓﻪ ﺍﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﻛﺎﺭﺑﺮﻫﺎ ﻭ ﺗﻮﺳﻌﻪ ﻫﺎﻱ ﻣﺘﺪﻭﻟﻮژی ﺭﺍ گﺰﺍﺭﺵ ﻧﻤﻮﺩﻩ ﻭ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﻛﺎﻣپﻴﻮﺗﺮﻱ ﺑﺴﻴﺎﺭﻱ ﺑﺮﺍﻱ . ﺍﻧﺠﺎﻡ ﻣﺤﺎﺳﺒﻪ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺍﺳﺖ numerous= plentiful - many articles=paper trade= ﻣﺘﻌﺪﺩ ﻣﻘﺎﻻﺕ ﺗﺠﺎﺭﺕ commerce=business both ﻫﺮ ﺩﻭ methodological= procedural ﺭﻭﺵ ﺷﻨﺎﺳﻲ calculation= accounting=computation ﻣﺤﺎﺳﺒﻪ application کﺎﺭﺑﺮﺩ . 1. 2. 3. 4. 5. 6. 7
The critical path method starts with construction of a network or arrow diagram that represents the precedence relationships among activities in the project. Network construction is a planning function and is the most difficult aspect of CPM. ﺭﻭﺵ ﻣﺴﻴﺮ ﺑﺤﺮﺍﻧﻲ ﺑﺎ ﺑﻨﺎﻛﺮﺩﻥ ﻳﻚ ﺷﺒﻜﻪ ﻳﺎ ﻧﻤﻮﺩﺍﺭ پﻴﻜﺎﻧﻲ ﻛﻪ ﺭﻭﺍﺑﻂ . ﻣﻘﺪﻡ ﺩﺭ ﻣﻴﺎﻥ ﻓﻌﺎﻟﻴﺖ ﻫﺎ ﺩﺭ پﺮﻭژﻪ ﺭﺍ ﻧﺸﺎﻥ ﻣﻲ ﺩﻫﺪ آﻐﺎﺯ ﻣﻲ ﺷﻮﺩ . ﺍﺳﺖ CPM ﻳﻚ ﻋﻤﻠﻜﺮﺩ ﻃﺮﺡ ﺯﻳﺮ ﺍﺳﺖ ﻭ ﺩﺷﻮﺍﺭﺗﺮﻳﻦ ﺧﺼﻮﺻﻴﺖ construction= represent= indicate relationships= connections precedence= priority aspect= characteristic ﺳﺎﺧﺘﻤﺎﻥ ﺑﻨﺎ making ﻧﺸﺎﻥ ﺩﺍﺩﻥ ﺭﺍﺑﻄﻪ ﺑﺴﺘگﻲ ﺗﻘﺪﻡ ﺑﺮﺗﺮﻱ ﺟﻨﺒﻪ . 1. 2. 3. 4. 5
5 -8 a Activities in the project. Activity duration immediate • predecessor ---------------------------------------( 1, 2 ) 4 __ ( 2, 4 ) 7 (1, 2) ( 2, 3 ) 8 (1, 2) ( 2, 5 ) 6 (1, 2) ( 4, 6 ) 15 (2, 4) (2, 3) ( 3, 5 ) 9 (2, 3) ( 5, 6 ) 12 (2, 5) (3, 5) ( 6, 7 ) 8 (4, 6) (5, 6)
5 -8 b project network.
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