This document discusses project planning techniques like PERT and CPM. It explains that PERT and CPM are important for project timeline planning and control. PERT was developed by the US Navy in 1958 and allows for probabilistic time estimates, while CPM was developed earlier in 1957 and assumes deterministic time estimates. The document provides details on key aspects of PERT including identifying activities and events, establishing activity order, creating network diagrams, estimating activity durations, and identifying critical paths. It also discusses advantages and limitations of both PERT and CPM for project management.
The standard deviation is the square root of the variance, which is 1.465 weeks.
Z = (Target Time - Expected Time) / Standard Deviation
= (42 - 40) / 1.465
= 1.37
Looking up 1.37 in the standard normal distribution table gives a probability of around 0.085 or 8.5% that the project will take longer than 42 days.
This document defines cost-benefit analysis and outlines its key steps and applications. It begins by defining costs and benefits. It then explains that cost-benefit analysis is a systematic approach used to assess the strengths and weaknesses of alternatives by comparing total expected costs versus total expected benefits. The document lists the main steps of cost-benefit analysis as: 1) specifying the project clearly, 2) describing quantitative inputs and outputs, 3) estimating social costs and benefits, and 4) comparing benefits and costs. It also discusses some principles and applications of cost-benefit analysis.
The document discusses Project Evaluation and Review Technique (PERT), a method for planning, scheduling, and controlling complex projects. PERT was developed in the late 1950s to manage the Polaris missile program. It involves identifying tasks, durations, dependencies and critical paths to determine the minimum time needed to complete the overall project. The summary analyzes how PERT can be used by nurse managers to plan nursing work schedules and allocate resources efficiently to reduce patient costs and hospital stays.
A Gantt chart is a type of bar chart used to illustrate a project schedule. It was developed by Henry Gantt and shows the tasks, durations, and dependencies of activities within a project. The document outlines how to construct a Gantt chart by listing activities, estimating their time requirements, ordering them, and drawing the chart with start/end dates for each activity based on duration and dependencies. Gantt charts provide a simple visual representation of a project plan but can be limited in visualizing dependencies between tasks.
Programme evaluation and review technique &Gantt ChartMathew Varghese V
The document provides information on PERT (Program Evaluation and Review Technique) and Gantt charts. It defines PERT as a project management tool used to schedule and organize tasks. The main objective of PERT is to facilitate decision making and reduce time and costs. Gantt charts are bar charts that illustrate a project schedule, listing tasks vertically and time intervals horizontally. The widths of bars in a Gantt chart show the duration of each activity.
A Gantt chart is a bar chart that illustrates a project schedule. It shows the tasks or activities along the vertical axis and time along the horizontal axis. Each task is represented by a bar from the start date to the finish date. Gantt charts help to plan, coordinate, track progress, and communicate the status of projects. They work best for projects with clearly defined tasks, sequences, and durations. Managers commonly use Gantt charts to schedule and monitor projects on their office walls.
This document discusses project implementation and provides guidance on planning and tracking a project implementation plan. It begins by defining project implementation as putting plans and visions into action. It then lists the purposes of implementation as putting the action plan into operation, delivering results to achieve objectives, managing resources efficiently, and monitoring and reporting progress. Several key steps for implementation planning are outlined, including creating a list of required outcomes, allocating champions for each outcome, determining necessary actions, establishing roles and accountability, setting up a tracking sheet, following a project management methodology, and scheduling reviews. Common project implementation tracking methods like Gantt charts, critical path methods, and PERT charts are also summarized.
A Gantt chart is a bar chart that illustrates a project schedule and the phases and activities of a project work breakdown structure. It was introduced by Henry Gantt around 1910-1915. A Gantt chart shows the current schedule status, measures task duration in the project, and represents cost, time and scope. It is useful for planning, scheduling, and monitoring projects by laying out task order and allowing visualization of progress. The steps to construct a Gantt chart include scheduling critical and non-critical tasks based on precedence relationships and earliest start times.
The standard deviation is the square root of the variance, which is 1.465 weeks.
Z = (Target Time - Expected Time) / Standard Deviation
= (42 - 40) / 1.465
= 1.37
Looking up 1.37 in the standard normal distribution table gives a probability of around 0.085 or 8.5% that the project will take longer than 42 days.
This document defines cost-benefit analysis and outlines its key steps and applications. It begins by defining costs and benefits. It then explains that cost-benefit analysis is a systematic approach used to assess the strengths and weaknesses of alternatives by comparing total expected costs versus total expected benefits. The document lists the main steps of cost-benefit analysis as: 1) specifying the project clearly, 2) describing quantitative inputs and outputs, 3) estimating social costs and benefits, and 4) comparing benefits and costs. It also discusses some principles and applications of cost-benefit analysis.
The document discusses Project Evaluation and Review Technique (PERT), a method for planning, scheduling, and controlling complex projects. PERT was developed in the late 1950s to manage the Polaris missile program. It involves identifying tasks, durations, dependencies and critical paths to determine the minimum time needed to complete the overall project. The summary analyzes how PERT can be used by nurse managers to plan nursing work schedules and allocate resources efficiently to reduce patient costs and hospital stays.
A Gantt chart is a type of bar chart used to illustrate a project schedule. It was developed by Henry Gantt and shows the tasks, durations, and dependencies of activities within a project. The document outlines how to construct a Gantt chart by listing activities, estimating their time requirements, ordering them, and drawing the chart with start/end dates for each activity based on duration and dependencies. Gantt charts provide a simple visual representation of a project plan but can be limited in visualizing dependencies between tasks.
Programme evaluation and review technique &Gantt ChartMathew Varghese V
The document provides information on PERT (Program Evaluation and Review Technique) and Gantt charts. It defines PERT as a project management tool used to schedule and organize tasks. The main objective of PERT is to facilitate decision making and reduce time and costs. Gantt charts are bar charts that illustrate a project schedule, listing tasks vertically and time intervals horizontally. The widths of bars in a Gantt chart show the duration of each activity.
A Gantt chart is a bar chart that illustrates a project schedule. It shows the tasks or activities along the vertical axis and time along the horizontal axis. Each task is represented by a bar from the start date to the finish date. Gantt charts help to plan, coordinate, track progress, and communicate the status of projects. They work best for projects with clearly defined tasks, sequences, and durations. Managers commonly use Gantt charts to schedule and monitor projects on their office walls.
This document discusses project implementation and provides guidance on planning and tracking a project implementation plan. It begins by defining project implementation as putting plans and visions into action. It then lists the purposes of implementation as putting the action plan into operation, delivering results to achieve objectives, managing resources efficiently, and monitoring and reporting progress. Several key steps for implementation planning are outlined, including creating a list of required outcomes, allocating champions for each outcome, determining necessary actions, establishing roles and accountability, setting up a tracking sheet, following a project management methodology, and scheduling reviews. Common project implementation tracking methods like Gantt charts, critical path methods, and PERT charts are also summarized.
A Gantt chart is a bar chart that illustrates a project schedule and the phases and activities of a project work breakdown structure. It was introduced by Henry Gantt around 1910-1915. A Gantt chart shows the current schedule status, measures task duration in the project, and represents cost, time and scope. It is useful for planning, scheduling, and monitoring projects by laying out task order and allowing visualization of progress. The steps to construct a Gantt chart include scheduling critical and non-critical tasks based on precedence relationships and earliest start times.
PERT (Program Evaluation and Review Technique) is a method for analyzing the tasks involved in complex projects. It estimates the time needed for each task and identifies the shortest time to complete the whole project. PERT breaks the project into activities with sequential relationships. It estimates optimistic, pessimistic, and most likely durations for each activity to calculate the expected duration while accounting for uncertainty. The critical path is determined as the longest sequence of activities to identify the minimum time needed and activities that could delay completion. PERT charts are used to plan, schedule, and monitor project progress through updating.
This document provides an overview of Gantt charts, including their history, evolution, and uses. Gantt charts are a type of bar chart used to display a project schedule and track progress over time. They show the tasks or activities within the project arranged on the vertical axis and time intervals on the horizontal axis, allowing project managers to visualize the timeline and dependencies between tasks. The document discusses the basic components of a Gantt chart, including variants that show milestones, resources, status, and dependencies. Examples are also provided of different Gantt chart types like daily, stoplight, summary, and earned value charts.
CPM- Critical Path Method in Project Management.CPM is a Project Schedule Modeling technique. It manages both the time and cost of the project. CPM is commonly used in conjunction with the Program Evaluation and Review Technique (PERT).CPM aids in project planning, scheduling, and controlling.For bigger projects, CPM networks can be too complicated
The document discusses Gantt charts, which are bar charts that illustrate a project schedule. It defines two types of Gantt charts: load charts that indicate authorized work, and schedule charts that focus on task sequencing and timing. The document outlines five steps to create a Gantt chart and five benefits, such as breaking projects into tasks, setting deadlines, defining dependencies, and monitoring progress.
Network analysis techniques such as critical path method (CPM) and program evaluation and review technique (PERT) can be used to plan, manage, and control projects. CPM involves identifying all activities, their durations, and their logical sequence or precedence relationships using a network diagram of nodes and arrows. It allows determining the critical path that dictates the minimum project duration and identifying any activities that could delay the project if they slip. PERT extends CPM by using three time estimates per activity to model the uncertainty in activity durations through probability distributions.
The document discusses Gantt charts, which are a type of bar chart used to illustrate a project schedule. It provides details on the history, definition, uses, construction, purposes and limitations of Gantt charts. Specifically, Gantt charts were developed in 1917 by Henry Gantt to help plan, coordinate and track tasks in a project. They show the tasks on the vertical axis and time on the horizontal to help visualize the timeline and dependencies of a project. Modern software also allows indicating task dependencies in Gantt charts.
Monitoring and evaluation are important processes for projects. Monitoring involves regularly collecting and recording information about all aspects of a project to inform decision-making and ensure progress is communicated. Evaluation assesses the merit and worth of project activities, outcomes, and impacts. Both processes provide accountability, promote learning, and help understand stakeholder perspectives to improve future project management, planning, and effectiveness. Key needs include assessing results, understanding different views, and ensuring accountability.
The Planning Commission of India was established in 1950 to formulate and implement the Five Year Plans of the country. It is responsible for assessing resources, formulating plans for development, monitoring plans and schemes, and setting sectoral targets. The Planning Commission aims to maximize output while minimizing resources and has helped set long-term strategic vision and catalyze economic growth. It has overseen 12 Five Year Plans so far, with the goals of increasing food production, reducing poverty, and accelerating industrialization and development of natural resources following independence when conditions were dire.
This document provides an overview of project monitoring and evaluation. It defines monitoring as the regular collection of information to track changes over time, and evaluation as analyzing the effectiveness and impact of a project. The key purposes of monitoring and evaluation are to assess results, improve management, promote learning, ensure accountability, and understand stakeholder perspectives. Effective monitoring and evaluation considers outputs, processes, outcomes, impact, and reach. Internal evaluation is done by project staff, while external evaluation involves independent evaluators assessing how funds were used. Distinctions are made between monitoring as an ongoing activity and evaluation as an in-depth assessment.
The document discusses the Program Evaluation and Review Technique (PERT) which is a management tool used to define and integrate project events. PERT uses optimistic, pessimistic, and most likely time estimates to calculate the expected time for tasks. It is event-oriented and models the logical order and dependencies of activities. Variance and standard deviation are also calculated to measure uncertainty. An example project is provided showing how to determine activity times, critical paths, and the probability of meeting a deadline.
The document discusses constructing network diagrams to represent project activities and their relationships. It provides examples of precedence tables for two projects - building an extension and buying a new car. It explains the rules for drawing network diagrams from the precedence tables, including having a single start and end point, and using dummy activities when multiple activities share start/end points. The document walks through drawing the network diagrams for both example projects step-by-step according to the rules.
This document discusses various ways that projects can be terminated. It identifies four main types of project termination: extinction, addition, integration, and starvation. Extinction occurs when a project achieves or fails to achieve its goals. Addition involves a successful project becoming part of the parent organization. Integration incorporates a completed project into the client's operations. Starvation happens when funding is removed from an ongoing project. The document also outlines factors for terminating a project, procedures for termination, and recommendations for a final report.
The document discusses the Critical Path Method (CPM) for project planning and scheduling. CPM involves identifying all project activities, determining their duration and sequence, and identifying the critical path which determines the shortest project duration. It describes drawing network diagrams to show activity dependencies and establishing time and cost estimates for each activity under normal and crash schedules. CPM helps optimize resource allocation and monitoring to ensure the project stays on schedule.
The document discusses Gantt charts, which depict a series of events essential to completing a project through a chart with horizontal lines showing work done in certain time periods. Gantt charts can be used for projects like implementing nursing modalities. They help avoid confusion over completion, keep all parties aligned, understand task relationships, effectively allocate resources, and plan for the future. The process of creating a Gantt chart involves identifying the purpose, defining the timeline, breaking the project into tasks, creating progress bars, defining the critical path, and adding milestone markers. Gantt charts have advantages like planning and monitoring work but also limitations like requiring regular updates and not showing costs.
PERT (Program/Project Evaluation and Review Technique) is a statistical tool used in project management to analyze and represent tasks involved in completing a project. It breaks a project into activities with durations, sequences them, and represents them in a network diagram. The critical path is determined by identifying the longest sequence of activities. PERT was developed by the US Navy in the 1950s to manage complex projects and illustrate uncertainty in activity times. It is useful for planning, scheduling, resource allocation, risk analysis, and performance evaluation of projects.
The document discusses network analysis and the critical path method (CPM). It explains that CPM can be used to determine the minimum time required to complete a project if activity durations are known. CPM was developed in the 1950s by researchers at DuPont and Sperry Rand. It also discusses the Program Evaluation and Review Technique (PERT) which can estimate project completion probabilities when durations are uncertain. Both CPM and PERT helped reduce the Polaris missile development time. The document provides examples of CPM and PERT applications and rules for constructing a project network diagram.
Cost benefit analysis is a technique used to evaluate financial operations and commercial activities. It measures all positive and negative consequences of a project in monetary terms. The key aspects are:
- It compares total expected costs and total expected benefits to determine if benefits outweigh costs
- Benefits include increased productivity and savings, while costs include maintenance, research, and labor
- It aims to increase outputs while minimizing inputs for efficient allocation of resources
This document provides information on the project management techniques of PERT and CPM. It defines PERT as dealing with uncertain project activities, using three time estimates and a probabilistic model. CPM is described as handling well-defined activities with fixed durations, using a deterministic model and focusing on time-cost tradeoffs. The document also outlines key elements of each technique such as events and activities, the critical path, and float.
The document discusses project implementation, including defining it as converting project inputs to outputs. It outlines key phases like project activation and operation. A project implementation plan is described as including a schedule, roles, stakeholder participation, structure, finances, reporting, and sustainability. Methods for implementation planning like Gantt charts are explained. Factors affecting success and challenges are listed. Effective management of implementation is emphasized as setting up systems and offices, recruiting staff, defining responsibilities, and establishing records and financial procedures.
The document discusses project evaluation and review technique (PERT). It begins by explaining that PERT was developed in the 1950s for the Polaris submarine missile program to reduce time and costs of projects. PERT breaks projects down into activities, events, and relationships between them in a network diagram. It estimates optimistic, most likely, and pessimistic durations for activities to account for uncertainty. The critical path showing the longest sequence of activities determining the project duration is identified. PERT is useful for planning resources, reviewing progress, and evaluating performance. Limitations include not directly considering costs and variable activity times.
The document provides an overview of critical path method (CPM) and program evaluation and review technique (PERT) network analysis techniques. It defines CPM and PERT, explaining that CPM is used for projects with known activity times and deterministic models, while PERT is for uncertain activity times and probabilistic models. The key aspects of developing a network are described, including defining the project, determining activity relationships and time estimates, and identifying the critical path which determines the project duration. The differences between CPM and PERT are that PERT is for non-repetitive first projects while CPM is for repetitive projects with prior experience to estimate activity times.
(PROGRAM EVALUATION AND REVIE TECHNIQUE)hannahpepino1
The Program Evaluation and Review Technique (PERT) is a project management tool used to calculate the time needed to complete a project. It involves identifying all activities, determining the order they must be completed in, estimating activity times, and finding the critical path - the longest sequence of activities that determines the project's duration. PERT assigns three time estimates to each activity - optimistic, pessimistic, and most likely - and uses these to determine expected activity times and variances.
PERT (Program Evaluation and Review Technique) is a method for analyzing the tasks involved in complex projects. It estimates the time needed for each task and identifies the shortest time to complete the whole project. PERT breaks the project into activities with sequential relationships. It estimates optimistic, pessimistic, and most likely durations for each activity to calculate the expected duration while accounting for uncertainty. The critical path is determined as the longest sequence of activities to identify the minimum time needed and activities that could delay completion. PERT charts are used to plan, schedule, and monitor project progress through updating.
This document provides an overview of Gantt charts, including their history, evolution, and uses. Gantt charts are a type of bar chart used to display a project schedule and track progress over time. They show the tasks or activities within the project arranged on the vertical axis and time intervals on the horizontal axis, allowing project managers to visualize the timeline and dependencies between tasks. The document discusses the basic components of a Gantt chart, including variants that show milestones, resources, status, and dependencies. Examples are also provided of different Gantt chart types like daily, stoplight, summary, and earned value charts.
CPM- Critical Path Method in Project Management.CPM is a Project Schedule Modeling technique. It manages both the time and cost of the project. CPM is commonly used in conjunction with the Program Evaluation and Review Technique (PERT).CPM aids in project planning, scheduling, and controlling.For bigger projects, CPM networks can be too complicated
The document discusses Gantt charts, which are bar charts that illustrate a project schedule. It defines two types of Gantt charts: load charts that indicate authorized work, and schedule charts that focus on task sequencing and timing. The document outlines five steps to create a Gantt chart and five benefits, such as breaking projects into tasks, setting deadlines, defining dependencies, and monitoring progress.
Network analysis techniques such as critical path method (CPM) and program evaluation and review technique (PERT) can be used to plan, manage, and control projects. CPM involves identifying all activities, their durations, and their logical sequence or precedence relationships using a network diagram of nodes and arrows. It allows determining the critical path that dictates the minimum project duration and identifying any activities that could delay the project if they slip. PERT extends CPM by using three time estimates per activity to model the uncertainty in activity durations through probability distributions.
The document discusses Gantt charts, which are a type of bar chart used to illustrate a project schedule. It provides details on the history, definition, uses, construction, purposes and limitations of Gantt charts. Specifically, Gantt charts were developed in 1917 by Henry Gantt to help plan, coordinate and track tasks in a project. They show the tasks on the vertical axis and time on the horizontal to help visualize the timeline and dependencies of a project. Modern software also allows indicating task dependencies in Gantt charts.
Monitoring and evaluation are important processes for projects. Monitoring involves regularly collecting and recording information about all aspects of a project to inform decision-making and ensure progress is communicated. Evaluation assesses the merit and worth of project activities, outcomes, and impacts. Both processes provide accountability, promote learning, and help understand stakeholder perspectives to improve future project management, planning, and effectiveness. Key needs include assessing results, understanding different views, and ensuring accountability.
The Planning Commission of India was established in 1950 to formulate and implement the Five Year Plans of the country. It is responsible for assessing resources, formulating plans for development, monitoring plans and schemes, and setting sectoral targets. The Planning Commission aims to maximize output while minimizing resources and has helped set long-term strategic vision and catalyze economic growth. It has overseen 12 Five Year Plans so far, with the goals of increasing food production, reducing poverty, and accelerating industrialization and development of natural resources following independence when conditions were dire.
This document provides an overview of project monitoring and evaluation. It defines monitoring as the regular collection of information to track changes over time, and evaluation as analyzing the effectiveness and impact of a project. The key purposes of monitoring and evaluation are to assess results, improve management, promote learning, ensure accountability, and understand stakeholder perspectives. Effective monitoring and evaluation considers outputs, processes, outcomes, impact, and reach. Internal evaluation is done by project staff, while external evaluation involves independent evaluators assessing how funds were used. Distinctions are made between monitoring as an ongoing activity and evaluation as an in-depth assessment.
The document discusses the Program Evaluation and Review Technique (PERT) which is a management tool used to define and integrate project events. PERT uses optimistic, pessimistic, and most likely time estimates to calculate the expected time for tasks. It is event-oriented and models the logical order and dependencies of activities. Variance and standard deviation are also calculated to measure uncertainty. An example project is provided showing how to determine activity times, critical paths, and the probability of meeting a deadline.
The document discusses constructing network diagrams to represent project activities and their relationships. It provides examples of precedence tables for two projects - building an extension and buying a new car. It explains the rules for drawing network diagrams from the precedence tables, including having a single start and end point, and using dummy activities when multiple activities share start/end points. The document walks through drawing the network diagrams for both example projects step-by-step according to the rules.
This document discusses various ways that projects can be terminated. It identifies four main types of project termination: extinction, addition, integration, and starvation. Extinction occurs when a project achieves or fails to achieve its goals. Addition involves a successful project becoming part of the parent organization. Integration incorporates a completed project into the client's operations. Starvation happens when funding is removed from an ongoing project. The document also outlines factors for terminating a project, procedures for termination, and recommendations for a final report.
The document discusses the Critical Path Method (CPM) for project planning and scheduling. CPM involves identifying all project activities, determining their duration and sequence, and identifying the critical path which determines the shortest project duration. It describes drawing network diagrams to show activity dependencies and establishing time and cost estimates for each activity under normal and crash schedules. CPM helps optimize resource allocation and monitoring to ensure the project stays on schedule.
The document discusses Gantt charts, which depict a series of events essential to completing a project through a chart with horizontal lines showing work done in certain time periods. Gantt charts can be used for projects like implementing nursing modalities. They help avoid confusion over completion, keep all parties aligned, understand task relationships, effectively allocate resources, and plan for the future. The process of creating a Gantt chart involves identifying the purpose, defining the timeline, breaking the project into tasks, creating progress bars, defining the critical path, and adding milestone markers. Gantt charts have advantages like planning and monitoring work but also limitations like requiring regular updates and not showing costs.
PERT (Program/Project Evaluation and Review Technique) is a statistical tool used in project management to analyze and represent tasks involved in completing a project. It breaks a project into activities with durations, sequences them, and represents them in a network diagram. The critical path is determined by identifying the longest sequence of activities. PERT was developed by the US Navy in the 1950s to manage complex projects and illustrate uncertainty in activity times. It is useful for planning, scheduling, resource allocation, risk analysis, and performance evaluation of projects.
The document discusses network analysis and the critical path method (CPM). It explains that CPM can be used to determine the minimum time required to complete a project if activity durations are known. CPM was developed in the 1950s by researchers at DuPont and Sperry Rand. It also discusses the Program Evaluation and Review Technique (PERT) which can estimate project completion probabilities when durations are uncertain. Both CPM and PERT helped reduce the Polaris missile development time. The document provides examples of CPM and PERT applications and rules for constructing a project network diagram.
Cost benefit analysis is a technique used to evaluate financial operations and commercial activities. It measures all positive and negative consequences of a project in monetary terms. The key aspects are:
- It compares total expected costs and total expected benefits to determine if benefits outweigh costs
- Benefits include increased productivity and savings, while costs include maintenance, research, and labor
- It aims to increase outputs while minimizing inputs for efficient allocation of resources
This document provides information on the project management techniques of PERT and CPM. It defines PERT as dealing with uncertain project activities, using three time estimates and a probabilistic model. CPM is described as handling well-defined activities with fixed durations, using a deterministic model and focusing on time-cost tradeoffs. The document also outlines key elements of each technique such as events and activities, the critical path, and float.
The document discusses project implementation, including defining it as converting project inputs to outputs. It outlines key phases like project activation and operation. A project implementation plan is described as including a schedule, roles, stakeholder participation, structure, finances, reporting, and sustainability. Methods for implementation planning like Gantt charts are explained. Factors affecting success and challenges are listed. Effective management of implementation is emphasized as setting up systems and offices, recruiting staff, defining responsibilities, and establishing records and financial procedures.
The document discusses project evaluation and review technique (PERT). It begins by explaining that PERT was developed in the 1950s for the Polaris submarine missile program to reduce time and costs of projects. PERT breaks projects down into activities, events, and relationships between them in a network diagram. It estimates optimistic, most likely, and pessimistic durations for activities to account for uncertainty. The critical path showing the longest sequence of activities determining the project duration is identified. PERT is useful for planning resources, reviewing progress, and evaluating performance. Limitations include not directly considering costs and variable activity times.
The document provides an overview of critical path method (CPM) and program evaluation and review technique (PERT) network analysis techniques. It defines CPM and PERT, explaining that CPM is used for projects with known activity times and deterministic models, while PERT is for uncertain activity times and probabilistic models. The key aspects of developing a network are described, including defining the project, determining activity relationships and time estimates, and identifying the critical path which determines the project duration. The differences between CPM and PERT are that PERT is for non-repetitive first projects while CPM is for repetitive projects with prior experience to estimate activity times.
(PROGRAM EVALUATION AND REVIE TECHNIQUE)hannahpepino1
The Program Evaluation and Review Technique (PERT) is a project management tool used to calculate the time needed to complete a project. It involves identifying all activities, determining the order they must be completed in, estimating activity times, and finding the critical path - the longest sequence of activities that determines the project's duration. PERT assigns three time estimates to each activity - optimistic, pessimistic, and most likely - and uses these to determine expected activity times and variances.
1) PERT and CPM are network analysis techniques used to schedule, coordinate, and control complex projects. They analyze the tasks involved in a project and their interdependencies to estimate project duration and identify the critical path.
2) The document discusses key aspects of PERT and CPM including activity networks, time estimates, critical path identification, and slack calculations. It also provides an example of applying PERT/CPM to schedule a construction project.
3) PERT and CPM both help answer questions about project completion date, start/finish times of tasks, critical tasks, and float or slack times. The example project demonstrates how its network diagram can be used to determine a 44-week schedule with identified
This document provides an overview of project management techniques including PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method). It defines key project management terms and explains the steps to create a PERT chart including identifying activities, sequencing activities, estimating activity times, determining critical paths, and updating the chart over time. The document also discusses calculating early start/finish and late start/finish times using forward and backward passes. Overall, it serves as a comprehensive introduction to project scheduling tools PERT and CPM.
Project Management Tools and Techniques (PERT- Project Evaluation and Review ...Zulfiquer Ahmed Amin
Project management involves planning, executing, and controlling projects to achieve specific goals within defined time and resource constraints. It utilizes tools like PERT (Program Evaluation and Review Technique) to estimate activity times, determine critical paths, and update schedules as projects progress. PERT uses three time estimates - optimistic, most likely, and pessimistic - to calculate expected activity times and identify float and slack. The critical path determines the minimum project duration, and crashing or fast tracking can potentially shorten schedules at increased cost. Project management tools help make projects more efficient and effective.
Gantt charts and PERT charts are popular project management tools. In this article, we explain their differences and similarities, as well as when to use them. Plus, you can learn their connection to the critical path method.
Included on this page, you can find a comparison of the two types of chart, how to decide which works best for your needs, and an example project represented in both PERT and Gantt charts.
The document discusses various project scheduling methods including:
1. Gantt charts which show activity start/duration/completion in a bar chart format.
2. Resource leveling which adjusts work plans to fit staffing constraints.
3. Crashing which aims to accelerate schedules by adding people, increasing productivity, overlapping tasks, removing scope, or innovating approaches.
PERT/CPM networks are also covered as tools to plan, schedule, and monitor complex projects using activities, events, time estimates, critical paths, and other techniques.
This document provides an overview of Programme Evaluation and Review Technique (PERT) and Critical Path Method (CPM), which are network analysis techniques used for project scheduling. PERT is used for projects with uncertainty, uses probabilistic time estimates, and focuses on scheduling and monitoring. CPM is used for projects with deterministic time estimates, focuses on time/cost tradeoffs, and allows expediting activities for extra cost. Both techniques identify the critical path and activities with slack. The document then discusses network terminology, provides an example project, and demonstrates how to construct a PERT network and perform calculations for expected activity times, earliest/latest event times, and slack.
PERT Ghant chart and bench marking with application to nursingHariasha
The document discusses Gantt charts, which are bar charts used to illustrate project schedules. A Gantt chart shows the tasks or activities within a project along a timeline, making relationships between activities and time periods visual. The document provides examples of simple Gantt charts and outlines the steps to create one, including determining activities and durations, evaluating dependencies, and using forward or backward scheduling to populate the chart. Both advantages and limitations of Gantt charts are discussed. Alternatives to Gantt charts for project scheduling like PERT and CPM are also mentioned.
Introduction
CPM/PERT or Network Analysis as the technique is sometimes called, developed along two parallel streams, one industrial and the other military.
CPM (Critical Path Method) was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co. and J.E.Kelly of Remington Rand, circa 1957. The computation was designed for the UNIVAC-I computer. The first test was made in 1958, when CPM was applied to the construction of a new chemical plant. In March 1959, the method was applied to maintenance shut-down at the Du Pont works in Louisville, Kentucky. Unproductive time was reduced from 125 to 93 hours.
PERT (Project Evaluation and Review Technique) was devised in 1958 for the POLARIS missile program by the Program Evaluation Branch of the Special Projects office of the U.S.Navy, helped by the Lockheed Missile Systems division and the Consultant firm of Booz-Allen & Hamilton. The calculations were so arranged so that they could be carried out on the IBM Naval Ordinance Research Computer (NORC) at Dahlgren, Virginia.
project management-cpm and pert methods for managersNaganna Chetty
A project is a one shot, time limited, goal directed, major undertaking, requiring the commitment of varied skills & resources.
A project:
Has a unique purpose.
Is temporary.
Is developed using progressive elaboration.
Requires resources, often from various areas.
Should have a primary customer or sponsor.
The project sponsor usually provides the direction and funding for the project.
Involves uncertainty.
Project managers work with project sponsors, project teams, and other people involved in projects to meet project goals.
Program: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”
Program managers oversee programs and often act as bosses for project managers.
Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”
Project Management: NETWORK ANALYSIS - CPM and PERTS.Vijaya Bhaskar
This document provides information about project management techniques including network analysis using Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It defines what a project and network are, and describes the basic steps and concepts involved in CPM and PERT. These include drawing networks, identifying critical paths, calculating expected durations and variances of activities, and determining the probability of completing projects within given timeframes. Examples are provided to illustrate key concepts like crashing project durations and calculating associated costs. The document is intended as a teaching aid for understanding fundamental aspects of project network analysis.
PERT charts are a method to visually represent and plan projects using nodes and arrows to connect activities. They show the sequence and relationships between activities. Creating a PERT chart involves identifying activities, estimating their time requirements, constructing the chart to map out relationships, and determining the critical path - the minimum sequence of activities needed to complete the project on time. Activities on the critical path have zero slack time while non-critical activities have slack time available without delaying the project. An example PERT chart for a manufacturing company's widget production process is provided.
The document discusses project management techniques like CPM and PERT for planning and scheduling projects. It defines key terms like activities, events, critical path. It explains how to construct a network diagram and calculate the critical path. PERT uses three time estimates per activity to calculate expected duration and variance while accounting for uncertainty. The document also discusses crashing the critical path to reduce project duration at additional costs.
Network analysis is an important project management tool. It helps with planning, scheduling, and controlling projects through representing activities as a project network. It identifies the interrelationships between activities and helps minimize time, costs, and idle resources while avoiding delays. PERT and CPM are two common network analysis techniques. PERT is useful for complex projects with uncertain activity times, while CPM focuses on cost optimization for projects with known activity times. Both aim to identify the critical path that determines the minimum project duration.
The document discusses PERT/CPM, which are project management techniques used to plan, schedule, and control complex projects. It provides an example of replacing an airport gate management system. The project manager used a PERT/CPM approach including making a list of activities, precedence relationships, and time estimates. A network diagram was created and the critical path was identified as having the longest duration to determine the estimated project completion time.
The document discusses various network scheduling techniques used for project management including Gantt charts, PERT, CPM, and precedence diagramming. It focuses on describing the Program Evaluation and Review Technique (PERT) which is a management tool used to analyze time and resource requirements of projects. PERT involves identifying all tasks, determining their sequence and interdependencies, and estimating time durations to identify the critical path and assess project deadline risks. Key aspects of PERT include event-based networks, three-point estimates for activity durations, and computation of slack times.
PERT and CPM are project management tools used to schedule, organize, and coordinate tasks within a project. PERT was developed for uncertain schedules and uses three time estimates, while CPM uses known times. Both tools involve identifying tasks, estimating durations, and displaying the tasks in a network diagram to identify the critical path of interdependent activities. This helps project managers monitor progress and ensure projects are completed on time, within budget, and to quality standards.
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Programme Evaluation and Review Technique
1. Dr. Asif Mohammad
Senior Scientist
ICAR-National Dairy Research Institute
Kalynai-741235, West Bengal
2. Planning is the most important stage of project
management
'Programme Evaluation and Review Technique'
(PERT) and 'Critical Path Method’ (CPM) are very
important project management concept applied for
planning and controlling the timeline
M.R.Walker of E.I.Du Pont de Nemours & Co. and
J.E.Kelly of Remington Rand invented CPM (Critical
Path Method) in 1957.
PERT (Project Evaluation and Review Technique)
was developed by the Program Evaluation Branch of
the US Navy's Special Projects office in 1958
3. Concept associated with network analysis
Arrows→ An arrow pointing from the tail to the head indicates
activity, which is a time-consuming effort required to complete
a task.
Nodes: A circle is used to represent a node that depict an
EVENT, which is a moment when one or more actions begin
and/or end.
An arrow represents an activity, which is a task or a specific
amount of work that must be completed as part of the project.
Dummy Activity identifies just precedence relationships and
does not necessitate any effort on the part of the user.
The beginning or finish of an activity is signaled by an event,
which designates a moment in time and is represented by a
circle (node)
4. PERT planning process
I. Identifying the activities and events that
will take place
II. Establishing the order of activities
III. Construction of the network diagram
IV. Estimation of the duration of an activity
V. Identification of the critical path
VI. Continual updating as the project
progresses
5. I. Identifying the activities and events that will take
place
The activities are the actions that must be
completed in order to the project to be completed
effectively.
The events serve as markers, indicating the start
and finish of one or more activities.
Listings of the tasks in a table that can be expanded
in later steps to include information on sequence
and duration is the first step in PERT planning
process.
6. II. Establishing the order of activities
As the activity sequence is obvious for some
tasks, this phase can be integrated with the
activity identification stage.
Other tasks may necessitate further
investigation to identify the precise order in
which they should be completed.
7. III. Construction of the network diagram
A network diagram can be built using the
activity sequence information to depict the
succession of serial and parallel activities.
The arrow indicates activities, whereas the
circle indicates occurrences. There are
software applications available to draw
tabular data into a network diagram.
8. IV. Estimation of the duration of an activity
Weeks are a common unit of time for completing tasks.
PERT's capacity to deal with uncertainty in activity
completion timeframes is one of its distinctive features.
The model normally includes three time estimates for
each activity:
• Optimistic time - This is the smallest amount of time in
which an activity can be performed.
• Most likely completion time – This is the most likely
completion time. Most likely time is not similar to
expected time.
• Pessimistic time - This is the longest amount of time to
finish a task.
9. For the time estimates, PERT assumes a beta
probability distribution. The expected time
for each action in a beta distribution can be
computed using the following formula:
(Optimistic + 4 x Most Likely+ Pessimistic) /
6 = Expected Time
This expected time is typically depicted in a
network diagram.
The following formula is used to calculate
the variance for each activity completion
time:
[(Pessimistic - Optimistic) / 6] 2
10. V. Identification of the critical path
The critical path is determined by adding the timings for
the activities in each sequence of activities and
determining the longest path in the project.
ES - Earliest Starting Time: The earliest time at which
an activity can begin provided that the activity before it
has previously been completed.
EF - Earliest Finish Time: This is the sum of the earliest
start time and the time needed to complete the activity.
LS - Latest Start Time: This time is equal to the most
recent finish time minus the amount of time required to
complete the activity.
LF - Latest Finish Time: The latest time is the shortest
amount of time within which the activity can be
completed without causing the project to be delayed.
11. VI. Continual updating as the project
progresses
The PERT chart can be adjusted based on
the project's progress. Actual time
replaces expected time and the PERT
chart is adjusted accordingly.
13. Some rules of drawing network
Rule 1: In the network, each activity is
represented by one and only one arrow.
Rule 2: The same end events cannot be
used to identify two activities.
14. Name of the
activity Activity(i, j)
Normal
Time
(Nij)
Earliest Time Latest Time Float
Time
(Li - Nij )- Ei
Start
(Ei)
Finish
(Ei + Nij )
Start
(Li - Nij )
Finish
(Li)
Forming
farmers group
(1, 2) 2 0 2 5 7 5
Getting
training
(1, 3) 2 0 2 0 2 0
Purchasing
animals
(1, 4) 1 0 1 6 7 6
Ensuring clean
milk
production
(2, 6) 4 2 6 7 11 5
Procuring high
yielding
animals
(3, 7) 5 2 7 3 8 1
Procuring
animals and
machinery
(3, 5) 8 2 10 2 10 0
Machinery
purchase
(4, 5) 3 1 4 7 10 6
Promoting
brand
(5, 9) 5 10 15 10 15 0
Procuring
utensils
(6, 8) 1 6 7 11 12 5
Procuring milk (7, 8) 4 7 11 8 12 1
Processing
milk
(8, 9) 3 11 14 12 15 1
15.
16. PERT's Advantages
Project completion deadline
Increased probability of completing the task before the
deadline
The activities in the critical path that have a direct impact
on the completion time
Identification of those tasks that allow for slack time and
that can lend resources to critical path
Dates of the Activity's start and end
Efficient tool for project management
Monitoring of costs in a project is possible
17. PERT's Limitations
The activity time estimations are not entirely objective
and are based on the manager's assessment.
For the time estimates of different activities in the
network, PERT assumes a beta distribution, although in
real life, it may be a different sort of distribution.
In the actual world, some activities that are not on the
critical path may become critical as a result of the delays
in other activities.
18. Advantage of CPM
CPM creates a graphical representation of
the project in the form of a network, which
aids in estimating the amount of time it will
take to complete the project.
It also identifies the activities that are
necessary to accomplish the project within
the allotted time limit.
19. Limitations of CPM
CPM can be used to manage both routine
and complex tasks.
When a project is less conventional and
changes to the expected completion time
are required virtually every day, finding the
actual completion time becomes quite
challenging.
20. Conclusion
PERT and CPM are both time-oriented methodologies in the sense
that they both result in the creation of a project schedule.
The major distinction between the two systems is that in CPM, time
estimates for various activities were thought to be deterministic,
whereas in PERT, time estimates are described probabilistically.
In the dairy farming activities where the tasks are repetitive in
nature and the costs and time estimate becomes uncertain.
Network analysis can give better understandings of the situation and
can help in effective planning so that the scarce resources (both time
and money) can be utilized in most efficient way.
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