Pert Diagram & Gantt chart
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Lecture5---Gantt Chart
GANTT charts are a type of bar chart used to illustrate project schedules. They show the start and end dates of tasks, their duration, and dependencies between tasks. To construct a GANTT chart, critical tasks are scheduled first followed by non-critical tasks within their time windows. Staff and resources are then allocated to tasks based on availability. The chart can be re-scheduled if needed due to changes in staffing or equipment availability. Project management software helps automate GANTT chart creation and resource smoothing but decisions still require human judgment.
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The document discusses critical path method (CPM) network computation and provides examples of activity-on-arrow and activity-on-node network diagrams. It also explains the different relationship types used to define dependencies between activities, including finish-to-start, start-to-start, finish-to-finish, start-to-finish, and start-to-start/finish-to-finish relationships. Lead and lag times are discussed as constraints that can be applied to relationships.
Critical path method
The document discusses critical path method (CPM) and program evaluation and review technique (PERT) for planning and scheduling large projects. It explains that a project consists of various activities connected logically in a network. CPM and PERT help estimate project completion time, control resources, and reduce completion time. The key differences between CPM and PERT are that PERT uses probabilistic activity times and three estimates while CPM uses fixed times and is activity-oriented rather than event-oriented. The document also outlines the steps for writing a project network.
Critical path method(cpm)
The Critical Path Method (CPM) is a technique for scheduling a set of project activities. It identifies the longest continuous chain of activities from start to finish required to complete the project on time. This longest chain is called the critical path. CPM calculates the earliest and latest times each activity can start and finish without making the project longer. Activities on the critical path have no scheduling flexibility, while other activities have "float" or slack time that can be used for scheduling flexibility. CPM is useful for determining the minimum project duration and identifying which activities must be carefully managed and monitored to avoid project delays.
assignment on project planning
Project planning is an important part of any project that involves setting objectives, identifying deliverables, scheduling tasks, and planning resources. It lays out the scope, objectives, goals, schedule, and defines roles for stakeholders. The key components of a project plan are the scope, budget, and timeline. Project planning follows 10 steps including defining stakeholders and their roles, setting goals, prioritizing and scheduling tasks, assessing risks, and communicating the plan. Commonly used tools for project planning are Gantt charts, problem tree analysis, SWOT analysis, logical framework analysis, and project management software.
Critical Path Method
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.
Baseline Schedules 1
The document discusses baseline scheduling basics and the critical path method (CPM) of scheduling. It covers why schedules are important, different types of schedules and scheduling methodologies. The key aspects of developing a CPM schedule are outlined, including schedule components, logic, and ensuring the schedule is feasible and has buy-in from all parties. Common areas of conflict in scheduling and developing a schedule with the appropriate level of detail and ownership of float are also addressed.
080613 Mega-Project Schedule Integration & Management RCF Method-1
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A presentation proposing one method of integrating and managing a mega-project portfolio through the use of a KIM schedule without losing interproject relationships key to critical path calculation.
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Lecture5---Gantt Chart
GANTT charts are a type of bar chart used to illustrate project schedules. They show the start and end dates of tasks, their duration, and dependencies between tasks. To construct a GANTT chart, critical tasks are scheduled first followed by non-critical tasks within their time windows. Staff and resources are then allocated to tasks based on availability. The chart can be re-scheduled if needed due to changes in staffing or equipment availability. Project management software helps automate GANTT chart creation and resource smoothing but decisions still require human judgment.
Node
The document discusses critical path method (CPM) network computation and provides examples of activity-on-arrow and activity-on-node network diagrams. It also explains the different relationship types used to define dependencies between activities, including finish-to-start, start-to-start, finish-to-finish, start-to-finish, and start-to-start/finish-to-finish relationships. Lead and lag times are discussed as constraints that can be applied to relationships.
Critical path method
The document discusses critical path method (CPM) and program evaluation and review technique (PERT) for planning and scheduling large projects. It explains that a project consists of various activities connected logically in a network. CPM and PERT help estimate project completion time, control resources, and reduce completion time. The key differences between CPM and PERT are that PERT uses probabilistic activity times and three estimates while CPM uses fixed times and is activity-oriented rather than event-oriented. The document also outlines the steps for writing a project network.
Critical path method(cpm)
The Critical Path Method (CPM) is a technique for scheduling a set of project activities. It identifies the longest continuous chain of activities from start to finish required to complete the project on time. This longest chain is called the critical path. CPM calculates the earliest and latest times each activity can start and finish without making the project longer. Activities on the critical path have no scheduling flexibility, while other activities have "float" or slack time that can be used for scheduling flexibility. CPM is useful for determining the minimum project duration and identifying which activities must be carefully managed and monitored to avoid project delays.
assignment on project planning
Project planning is an important part of any project that involves setting objectives, identifying deliverables, scheduling tasks, and planning resources. It lays out the scope, objectives, goals, schedule, and defines roles for stakeholders. The key components of a project plan are the scope, budget, and timeline. Project planning follows 10 steps including defining stakeholders and their roles, setting goals, prioritizing and scheduling tasks, assessing risks, and communicating the plan. Commonly used tools for project planning are Gantt charts, problem tree analysis, SWOT analysis, logical framework analysis, and project management software.
Critical Path Method
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.
Baseline Schedules 1
The document discusses baseline scheduling basics and the critical path method (CPM) of scheduling. It covers why schedules are important, different types of schedules and scheduling methodologies. The key aspects of developing a CPM schedule are outlined, including schedule components, logic, and ensuring the schedule is feasible and has buy-in from all parties. Common areas of conflict in scheduling and developing a schedule with the appropriate level of detail and ownership of float are also addressed.
080613 Mega-Project Schedule Integration & Management RCF Method-1
080613 Mega-Project Schedule Integration & Management RCF Method-1 PM SOLUTION PRO| Risk-based Management and Services Inc.
A presentation proposing one method of integrating and managing a mega-project portfolio through the use of a KIM schedule without losing interproject relationships key to critical path calculation.
RCF Method-1 uses P6 as the only tool required to manage, execute and control the project schedule regardless of its daunting size. Here is a proposal on a workable method that will support accurate, quick date analysis and timely decision making.Gantt chart
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.
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The integrated master plan and integrated master schedule
The Integrated Master Plan (IMP) and Integrated Master Schedule( (IMS) provide a strategy for the incremental delivery of program outcomes through increasing maturity assessments with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters.
These assessment assure the needed capabilities of the project are met at each assessment point to confirm physical percent complete as planned in the Integrated Master Plan
CPM/PERT and Gantt charts
This document discusses project management techniques including CPM, PERT, and Gantt charts. It defines CPM and PERT, describing how CPM uses deterministic activity times while PERT uses probabilistic times. It explains the process for each including constructing network diagrams and determining critical paths. Benefits are outlined such as providing completion dates and critical activities. Limitations include difficulty estimating times and costs accurately. Gantt charts are defined as horizontal bar charts showing work periods. Their process, model, advantages and disadvantages are outlined.
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This document provides an introduction to the Critical Path Method (CPM) project scheduling technique. It defines CPM and explains that it was developed in the 1950s to assist with scheduling complex projects. The document outlines the key steps in CPM, including constructing a network diagram of tasks, calculating early and late start/finish times, and identifying the critical path. An example is provided to demonstrate how to determine the critical path of a project using CPM. Benefits and limitations of the technique are also summarized.
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This document provides an overview of project management techniques including network analysis, CPM, and PERT. It defines key terms like activities, events, paths, and networks. Network analysis is used to plan, schedule, and control complex projects by representing relationships between activities. CPM uses deterministic activity times while PERT accounts for uncertainty with probabilistic estimates. The critical path consists of activities that directly determine the project duration. Project management involves planning, scheduling, and controlling a project over its stages.
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The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
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The document discusses critical path method (CPM) network analysis for project planning. CPM was developed in 1957 to plan construction and maintenance projects. It involves identifying all tasks, durations, dependencies and calculating earliest and latest start/finish times to determine the critical path that dictates the project duration. An example CPM network is provided and analyzed to identify the critical path.
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CPM - Critical Path Method
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
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The integrated master plan and integrated master schedule
The Integrated Master Plan (IMP) and Integrated Master Schedule( (IMS) provide a strategy for the incremental delivery of program outcomes through increasing maturity assessments with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters.
These assessment assure the needed capabilities of the project are met at each assessment point to confirm physical percent complete as planned in the Integrated Master Plan
CPM/PERT and Gantt charts
This document discusses project management techniques including CPM, PERT, and Gantt charts. It defines CPM and PERT, describing how CPM uses deterministic activity times while PERT uses probabilistic times. It explains the process for each including constructing network diagrams and determining critical paths. Benefits are outlined such as providing completion dates and critical activities. Limitations include difficulty estimating times and costs accurately. Gantt charts are defined as horizontal bar charts showing work periods. Their process, model, advantages and disadvantages are outlined.
Project networks
The Basics of Project Networks. Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
(AOA) and (AON) Network construction and critical path calculations (using fo...
(AOA) and (AON) Network construction and critical path calculations (using fo...Dr. Mahmoud Al-Naimi
This document provides an example of constructing an activity on arrow (AOA) network and activity on node (AON) network for a project with multiple activities. It shows the steps to calculate early start, early finish, late start, late finish, total float, and critical path for identifying the longest duration of project completion. The critical path is identified as A → C → G → J, with an overall project completion time of 27 days.Critical Path Method
The document defines key project management terms like critical path, total float, free float, and project float. It explains that the critical path is the longest sequence of activities that determines the shortest project duration, and float is the amount of time an activity can be delayed without impacting subsequent activities or the project end date. The document also provides an example critical path diagram and calculations for early start, late start, early finish, late finish, and float.
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Critical path method
The Critical Path Method (CPM) is a scheduling tool used to plan and track projects. It allows tasks to be organized based on their sequence and dependencies. The CPM involves drawing a chart that represents each task as a node with arrows showing the dependencies and sequence. It then determines the earliest and latest start/finish times to identify the critical path - the sequence of tasks that must be completed on time or the project will be delayed. The CPM helps optimize schedules, identify risks, and determine the minimum time needed to complete a project.
Project Controls Framework
This document outlines Reuben Gonzales' project controls framework, which consists of five phases: programming, design development, bid, construction, and close-out. It describes the key activities and responsibilities for project scope and organization, planning, monitoring, analysis, reporting, and change control that would be carried out within each phase of a project. The framework is intended to help define the project goals, manage costs and schedules, track progress, identify risks and issues, and ensure proper documentation throughout the project lifecycle.
Critical path method
This document provides an introduction to the Critical Path Method (CPM) project scheduling technique. It defines CPM and explains that it was developed in the 1950s to assist with scheduling complex projects. The document outlines the key steps in CPM, including constructing a network diagram of tasks, calculating early and late start/finish times, and identifying the critical path. An example is provided to demonstrate how to determine the critical path of a project using CPM. Benefits and limitations of the technique are also summarized.
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This document provides an overview of basic functions and features in Primavera P6 for initial stage learners. It covers topics such as starting a new project, creating activities and defining relationships between them, setting up calendars, scheduling the project, assigning resources and costs, tracking progress with percent complete, creating baselines, importing and exporting project data, using filters and layouts, and generating common reports. The summary also introduces concepts like milestones, non-uniform resources, reflections, notes, risks, and thresholds.
Program Evaluation and Review Technique (PERT)
PERT (Program Evaluation and Review Technique) is a project management tool developed by the US Navy to analyze complex projects by breaking them into tasks, estimating activity times, and identifying the critical path of tasks. It facilitates decision making by determining the earliest and latest start/finish times and calculating slack time to reduce project time and costs. PERT uses a network diagram and beta distribution to model activity times and account for uncertainty in complex, non-routine projects.
Project management Pert & cpm
This document provides an overview of project management techniques including network analysis, CPM, and PERT. It defines key terms like activities, events, paths, and networks. Network analysis is used to plan, schedule, and control complex projects by representing relationships between activities. CPM uses deterministic activity times while PERT accounts for uncertainty with probabilistic estimates. The critical path consists of activities that directly determine the project duration. Project management involves planning, scheduling, and controlling a project over its stages.
Project planning and scheduling techniques
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
CPM - Critical Path Method
The document discusses critical path method (CPM) network analysis for project planning. CPM was developed in 1957 to plan construction and maintenance projects. It involves identifying all tasks, durations, dependencies and calculating earliest and latest start/finish times to determine the critical path that dictates the project duration. An example CPM network is provided and analyzed to identify the critical path.
TIME MANAGEMENT chapter(6), PMBOK5
This document discusses the key processes involved in project schedule management. It describes the seven processes as follows: 1) Plan Schedule Management which establishes policies and documentation for managing the project schedule. 2) Define Activities which identifies specific work to produce deliverables. 3) Sequence Activities which determines the logical order of work. 4) Estimate Activity Resources which estimates resource needs. 5) Estimate Activity Durations which estimates activity timelines. 6) Develop Schedule which analyzes activity details to create a schedule model. 7) Control Schedule which monitors schedule status and manages changes. For each process, it outlines important inputs, tools, and outputs involved in effective schedule management.
CPM - Critical Path Method
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
project life cycle
The document discusses the typical project life cycle which includes four main stages: initiation, planning, executing, and delivering. In the initiation stage, a need or problem is identified. In planning, the project is broken down into tasks and a schedule is created. Executing involves implementing the plan and monitoring progress. Finally, delivering includes handing the completed project to the customer and releasing resources for other projects. The life cycle recognizes that projects have defined beginnings and ends with varying effort levels over their duration.
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Project Management Through Gantt & Pert Chart
Presentation by two persons (Garima Joshi & Vinay Prajapati) for Subject Computer Integrated Manufacturing at NIFT.
Project management
This document discusses key aspects of project management including defining a project, project management activities, structuring project organizations, work breakdown structures, critical path scheduling, and time-cost tradeoff models. It provides examples to illustrate work breakdown structures, critical path diagrams, expected time calculations, and probability calculations for project duration. The document outlines assumptions and limitations of critical path methodology for project scheduling.
Cpm n pert lecture 1
The document discusses project scheduling techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It explains how a network diagram shows the logical dependencies and sequence of tasks in a project. Calculating earliest and latest start/finish times helps identify the critical path and float for activities. PERT is useful for projects with uncertain durations, using 3 time estimates. The critical path determines the minimum project duration, and monitoring it helps complete the project on schedule.
project management -04.ppt
Project management involves three key phases: planning, scheduling, and controlling. Planning involves setting objectives, identifying activities, and estimating resources and costs. Scheduling determines the start and finish times of activities using techniques like CPM and PERT to identify the critical path. Controlling monitors progress against the plan and allows for revisions if needed. Effective project management requires thorough planning, scheduling of activities and resources, and ongoing controlling to ensure projects are completed on time and on budget.
Project management
This document discusses project management concepts including defining a project, objectives of project management, and scheduling methods. A project involves related jobs directed towards an output over a significant period of time. Project management aims to plan, direct, and control resources to meet technical, cost and time constraints. Key scheduling methods include Gantt charts, critical path method (CPM), and program evaluation and review technique (PERT).
Pert cpm
The document discusses project scheduling techniques PERT and CPM. It provides an example of using these methods to schedule the building of an elaborate parade float. Key activities, durations, and dependencies are laid out. Earliest and latest start/finish times are calculated. The critical path is identified as several critical activities that must be completed on schedule. The project completion time is estimated at 18 days based on the critical path. Uncertain activity times and calculating the probability of on-time project completion are also discussed.
Pert cpm
The document discusses project scheduling techniques like PERT and CPM. It provides an example of using these methods to schedule the building of an elaborate parade float. Key activities, durations, and dependencies are laid out. Calculations are shown to determine the critical path, earliest and latest start/finish times, and project completion time. For activities with uncertain durations, a three-time estimate approach is described to model duration as a distribution and calculate the probability of on-time completion.
Chapter 6 project management
This document discusses project management and the critical path method technique. It defines project management as planning, directing, and controlling resources to meet time, cost, and technical constraints. The critical path method allows project managers to identify the critical activities and completion time of a project by determining the earliest and latest times of each activity. The document provides examples of constructing critical path networks and calculating key timing metrics to schedule and control a project.
Program Evaluation And Review Technique
PERT (Program (or Project) Evaluation and Review Technique) is a model for project management designed to analyze and represent the tasks involved in completing a given project. It was developed in the 1950s to schedule large, complex US government projects. PERT uses network diagrams and calculations to determine the critical path of tasks, expected task durations, and slack time to optimize schedules and identify risks. Key aspects of PERT include defining tasks as events with durations, determining early and late start/finish times, identifying the critical path, and calculating float to determine which tasks have scheduling flexibility.
Pert and gantt chart
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 gantt Chart
The Gantt chart is a bar chart that illustrates the timing of project activities and their relationships. It displays activities on one chart against time to provide a simple representation of project scheduling. Gantt charts are useful for planning and overview but have limitations like difficulty updating and lack of cost/resource data. Alternatives for project planning include PERT, WBS, critical path and resource leveling.
Ch08 pm2ndhalf
The document discusses critical path calculations and Gantt charts for project scheduling. It defines key terms like critical path, critical activities, and float. It describes the two phases of critical path calculations - the forward pass and backward pass. The forward pass calculates earliest occurrence times while the backward pass calculates latest occurrence times. It provides an example problem calculating the minimum time and identifying critical path activities. Finally, it outlines the benefits of Gantt charts for illustrating time-based activities on a horizontal timescale and monitoring project progress.
PERT-CPM : PROJECT MANAGEMENT TOOLS
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.
DEFINITION OF TERMS IN A NETWORK.pdf
This document discusses scheduling techniques for projects including network diagrams, PERT charts, and critical path analysis. It provides examples of how to construct network diagrams showing the logical dependencies and precedence relationships between tasks. It also demonstrates how to determine the critical path of a project by calculating the earliest and latest start/finish times for each task and identifying which tasks have zero slack and must be completed on schedule for the project to finish on time. Key terms discussed include activities, events, slack, critical path, and the importance of focusing resources on critical path tasks.
chapter 8 examples of networks.pdf
This document discusses scheduling techniques for projects including PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method). It provides examples of how to create network diagrams for projects showing the logical dependencies and precedence relationships between tasks. The network diagrams are then used to calculate the earliest and latest start and finish times for each task, identify the critical path, and determine the float or slack time for non-critical tasks. The critical path identifies the minimum time needed to complete the project and any delays to critical path tasks will delay the overall project completion.
EXAMPLES OF THE USE OF DUMMYACTIVITY.pdf
This document discusses scheduling techniques for projects including network diagrams, PERT charts, and critical path analysis. It provides examples of how to construct network diagrams showing the logical dependencies and precedence relationships between tasks. It also demonstrates how to determine the critical path of a project by calculating the earliest and latest start/finish times for each task and identifying which tasks have zero slack and must be completed on schedule for the project to finish on time. Key terms discussed include activities, events, slack, critical path, and the importance of focusing resources on critical path tasks.
Scheduling, PERT, Critical Path Analysis.pdf
This document discusses network techniques like PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method) which are used for scheduling projects. It provides examples of networking activities with earliest and latest start/finish times to identify the critical path. The critical path is the longest path through the network that determines the minimum project duration. Non-critical activities have float or slack time and can be delayed without extending the project completion time. The document also discusses using three time estimates (optimistic, most likely, pessimistic) for activities when there is uncertainty to calculate the expected duration and variance for each activity in a PERT network analysis.
network techniquies.pdf
This document discusses network techniques like PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method) which are used for scheduling projects. It provides examples of networking activities with earliest and latest start/finish times to identify the critical path. The critical path is the longest path through the network that determines the minimum project duration. Non-critical activities have float or slack time and can be delayed without extending the project completion time. The document also discusses using three time estimates (optimistic, most likely, pessimistic) for activities when there is uncertainty to calculate the expected duration and variance for each activity in a PERT network.
Activity, duration, ES, EF, LS, LF–.pdf
This document discusses network techniques for scheduling projects, including PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method). It provides examples of networking activities with dependencies and calculating earliest and latest start/finish times. The critical path is identified as the longest path through the network with no slack. Slack time shows how long an activity can be delayed without impacting the project completion date. The document also discusses using three time estimates (optimistic, most likely, pessimistic) for activities when there is uncertainty to calculate the expected duration and variance.
Arc with ES & EF time –.pdf
This document discusses network techniques like PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method) which are used for scheduling projects. It provides examples of networking activities with earliest and latest start/finish times to identify the critical path. The critical path is the longest path through the network that determines the minimum project duration. Non-critical activities have float or slack time and can be delayed without extending the project completion time. The document also discusses using three time estimates (optimistic, most likely, pessimistic) for activities when there is uncertainty to calculate the expected duration and variance for each activity in a PERT network.
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Pert Diagram & Gantt chart
- 1. Assignment on PERT Diagram & Gantt Chart PERT- Program Evaluation and Review Technique. PERT has been in usage since the 1950s and PERT diagrams are popular project management tools and it also most popular in the fields of business management and quality control. PERT was - developed primarily to simplify the planning and scheduling of large and complex projects. It was developed for the U.S. Navy Special Projects Office in 1957 to support the U.S. Navy's Polaris nuclear submarine project. Basically; PERT diagrams show precedence, activities that mustbe completed before the next activities may be started. Used to calculate the critical path or the longest path through the activities. This is the shortest time to complete the project.
- 2. PERT Diagram Example: Start End Activity Time(day) Require Predecessor A 4 None B 3 None C 2 A D 1 A E 1 B F 2 B G 3 C H 2 D, E I 2 F J 2 G We have four (4) way to find critical path. 1. A+C+G+J = 11 2. A+D+H = 7 3. B+E+H = 6 4. B+F+I = 7 So critical path is, A+C+G+J = 11 And time of complete the project is 11 days. Free slack is = Value of start point of critical path – value of start point of others non critical path. 1 2 3 4 5 6 7 8 A, 4 B, 3 C, 2 D, 1 F, 2 G, 3 H, 2 I, 2 E, 1 J, 2
- 3. A – B = 4 – 3 = 1 PERT Diagram Advantages: 1. Easy identification of the order of precedence. 2. Easy identification of the critical path and thus critical activities. 3. Easy determination of slack time. Gantt Chart : Gantt chart a chart in which a series of horizontal lines shows the amount of work done or production completed in certain periods of time in relation to the amount planned for those periods. It is easy to construct and use. Shows activities over a period of time Days Fig : Gantt chart of given PERT diagram . A B C D E F G H I J 1 2 3 4 5 6 7 8 9 10 11 Activity