By Peter Smith
I first got interested within the equipment of making plans the series and timing of jobs on large-scale improvement initiatives, as a box officer concerned with making plans and enforcing mechanised farming schemes in Uganda within the mid-sixties. This curiosity used to be bolstered by means of adventure of agro-industrial tasks 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 a global financial institution venture to reinforce making plans and venture administration companies within the agricultural quarter in Sind Province, Pakistan, prompted this curiosity extra, and gave possibilities to boost using more desirable equipment on a few very complicated schemes. This publication summarises the event won in adapting severe direction equipment, good confirmed in different fields, to 3rd global improvement initiatives, with their extraordinary difficulties. it is going to no longer were attainable to arrive this aspect with out the assistance and stimulation of discussions with numerous colleagues, includ ing John Joyce (then of looking 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 lots 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 resources for Agricultural Project Management: Monitoring and Control of Implementation
7. FLOAT Float is the amount of time that the start (and therefore the finish) of an activity can be delayed, without project completion time being lengthened. The types of float are described below. 1. Total Float This is the amount by which any actIvity can be delayed, without affecting project completion time; by the definition of early and late start, it is the difference beween these two quantities; it is also equal to the difference between the early and late finish of the activity, too, and this provides a useful check on the arithmetic.
Because of the way the calculations are carried out, only the last activity in each segment of the network will have free float, since in a segment, on a straight sequence, each activity's early start follows immediately on the early finish of its immediate predecessor. However, free float does have a use: as a warning during resource scheduling, where the free float corresponds to the maximum period by which any activity can be delayed without requiring other activities to be rescheduled as a consequence.
It will probably have struck the reader already that the workability of any project control system depends very much on the formal structure of the relationships between all these parties. Without the requirement to provide feedback to (or to respond to advice from) the PM being built into the formal relationships between the sections and the client, the project manager will be left in the position of having neither information on progress, nor control oyer events. How this situation is prevented from arising is described in Chapter 7.
Agricultural Project Management: Monitoring and Control of Implementation by Peter Smith