Showing papers by "School of Planning and Architecture, Delhi published in 2004"
TL;DR: The authors have carried out an extensive study of various journals, published and unpublished research papers, and present this literature review of network‐based techniques CPM and PERT for project management.
Abstract: Project scheduling/rescheduling occurs in all stages of projects, from feasibility stage to monitoring stage to completion. Since the late 1950s, network‐based techniques CPM (critical path method) and PERT (programme evaluation review technique) are the techniques commonly used for project management. However, there are limitations in working with these tools that need to be overcome. Also, the computing ef. ciency of classic CPM/PERT analysis needs to be enhanced. Substantial research has been carried out globally in this field covering all areas of project scheduling: time scheduling, resource scheduling, cost scheduling, modern project management techniques, advanced mathematical models used for construction scheduling, and so on. To understand and document this research status, the authors have carried out an extensive study of various journals, published and unpublished research papers, and present this literature review.
52 citations
TL;DR: In this article, the authors present an analytical framework for a complete project cycle of a partnership, which includes nine components: organ izational arrangements as choice making; selection and commitment of partners; objectives and core characteristics of the partners; partnership inputs and outcomes; involvement of partners in a programme, staff for a partnership.
Abstract: Partnerships forged among equal partners have more chances of being successful. This article presents an analytical framework for a complete project cycle of a partnership, which includes nine components: organ izational arrangements as choice making; selection and commitment of partners; objectives and core com petencies of the partners; partnership inputs and outcomes; involvement of partners in a programme, staff for a partnership; operations of a partnership; evaluation of a partnership; and a decision to modify or quit a partnership. This framework was applied to the Urban Basic Services Programme in Delhi. It was found that in spite of the fact that this partnership was theoretically sound, it could not achieve its chief objectives of creating sustainable community structures and convergence of basic service providers due to exclusion of local communities during important stages of the formation of the partnership. The only objective it could successfully achieve was that of universal immunization o...
10 citations