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Statements

Subject Item
n2:RIV%2F60460709%3A41110%2F13%3A61508%21RIV14-MSM-41110___
rdf:type
skos:Concept n17:Vysledek
dcterms:description
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
dcterms:title
Multiple criteria evaluation of the activities criticalness in the Project management Multiple criteria evaluation of the activities criticalness in the Project management
skos:prefLabel
Multiple criteria evaluation of the activities criticalness in the Project management Multiple criteria evaluation of the activities criticalness in the Project management
skos:notation
RIV/60460709:41110/13:61508!RIV14-MSM-41110___
n17:predkladatel
n18:orjk%3A41110
n3:aktivita
n8:S
n3:aktivity
S
n3:dodaniDat
n16:2014
n3:domaciTvurceVysledku
n5:3776425 n5:2886812 n5:2471450 n5:7991681
n3:druhVysledku
n20:D
n3:duvernostUdaju
n11:S
n3:entitaPredkladatele
n6:predkladatel
n3:idSjednocenehoVysledku
90140
n3:idVysledku
RIV/60460709:41110/13:61508
n3:jazykVysledku
n4:eng
n3:klicovaSlova
Project management, activity, criticalness, multiple criteria, evaluation
n3:klicoveSlovo
n10:activity n10:multiple%20criteria n10:Project%20management n10:evaluation n10:criticalness
n3:kontrolniKodProRIV
[69AF5E465E48]
n3:mistoKonaniAkce
Jihlava
n3:mistoVydani
Jihlava
n3:nazevZdroje
Proceedings of the 31th Conference on Mthematical Methods in Economics
n3:obor
n7:BB
n3:pocetDomacichTvurcuVysledku
4
n3:pocetTvurcuVysledku
4
n3:rokUplatneniVysledku
n16:2013
n3:tvurceVysledku
Brožová, Helena Bartoška, Jan Rydval, Jan Šubrt, Tomáš
n3:typAkce
n19:WRD
n3:wos
0
n3:zahajeniAkce
2013-09-11+02:00
s:numberOfPages
7
n15:hasPublisher
VŠP Jihlava
n21:isbn
978-80-87035-76-4
n12:organizacniJednotka
41110