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  • The primary aim of project management is to ensure completion of the project under many constraints as scope, time, quality and budget and optimal allocation of necessary recourses. The crucial question is to find out what can cause delaying of the project due date or failure of project objectives. Some authors try to analyse activity parameters called criticalness. Criticalness usually expressed by Criticality Index reflects the risk of influencing project due date by this activities. Another view via project simulation is how often a particular activity should be element of the critical path. All of these methods are primary derived from activity duration, type of links between activities and type of constraints. In the reality many different criteria (soft or hard) should influence criti-calness of the activity. Criticalness in our approach is defined in a slightly different way. We derive this parameter from the character of activity duration (known or random), resource assignments (in right t
  • The primary aim of project management is to ensure completion of the project under many constraints as scope, time, quality and budget and optimal allocation of necessary recourses. The crucial question is to find out what can cause delaying of the project due date or failure of project objectives. Some authors try to analyse activity parameters called criticalness. Criticalness usually expressed by Criticality Index reflects the risk of influencing project due date by this activities. Another view via project simulation is how often a particular activity should be element of the critical path. All of these methods are primary derived from activity duration, type of links between activities and type of constraints. In the reality many different criteria (soft or hard) should influence criti-calness of the activity. Criticalness in our approach is defined in a slightly different way. We derive this parameter from the character of activity duration (known or random), resource assignments (in right t (en)
Title
  • Multiple criteria evaluation of the activities criticalness in the Project management
  • Multiple criteria evaluation of the activities criticalness in the Project management (en)
skos:prefLabel
  • Multiple criteria evaluation of the activities criticalness in the Project management
  • Multiple criteria evaluation of the activities criticalness in the Project management (en)
skos:notation
  • RIV/60460709:41110/13:61508!RIV14-MSM-41110___
http://linked.open...avai/predkladatel
http://linked.open...avai/riv/aktivita
http://linked.open...avai/riv/aktivity
  • S
http://linked.open...vai/riv/dodaniDat
http://linked.open...aciTvurceVysledku
http://linked.open.../riv/druhVysledku
http://linked.open...iv/duvernostUdaju
http://linked.open...titaPredkladatele
http://linked.open...dnocenehoVysledku
  • 90140
http://linked.open...ai/riv/idVysledku
  • RIV/60460709:41110/13:61508
http://linked.open...riv/jazykVysledku
http://linked.open.../riv/klicovaSlova
  • Project management, activity, criticalness, multiple criteria, evaluation (en)
http://linked.open.../riv/klicoveSlovo
http://linked.open...ontrolniKodProRIV
  • [69AF5E465E48]
http://linked.open...v/mistoKonaniAkce
  • Jihlava
http://linked.open...i/riv/mistoVydani
  • Jihlava
http://linked.open...i/riv/nazevZdroje
  • Proceedings of the 31th Conference on Mthematical Methods in Economics
http://linked.open...in/vavai/riv/obor
http://linked.open...ichTvurcuVysledku
http://linked.open...cetTvurcuVysledku
http://linked.open...UplatneniVysledku
http://linked.open...iv/tvurceVysledku
  • Bartoška, Jan
  • Brožová, Helena
  • Šubrt, Tomáš
  • Rydval, Jan
http://linked.open...vavai/riv/typAkce
http://linked.open...ain/vavai/riv/wos
  • 0
http://linked.open.../riv/zahajeniAkce
number of pages
http://purl.org/ne...btex#hasPublisher
  • VŠP Jihlava
https://schema.org/isbn
  • 978-80-87035-76-4
http://localhost/t...ganizacniJednotka
  • 41110
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