Pert program evaluation and preview technique, PERT
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Program Evaluation and Review Technique procedure, BBA Notes, Estimating Activity Times, Optimistic Time(t0), Most Likely Time, Pessimistic Time, PERT, Steps involved in PERT calculations, te=to+4tm+tp /6
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Program evaluation and review technique
PERT Analysis. Program evaluation and review technique. Optimistic Time, Realistic Time, Pessimistic Time. A presentation from students of RNB Global University.
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This document summarizes network techniques for project planning and management. It discusses Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) which are used to evaluate the time required to complete projects. CPM is used for projects with deterministic activity times while PERT is used for probabilistic activity times. The key steps for both methods include describing the project, diagramming the network, estimating activity times, and monitoring progress. Critical paths and floats are identified to determine the minimum time needed to complete projects.
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This project has been developed to provide decision support to all Program managers who manage multiple projects with shared resources that are, of course, planned by the various project managers assigned. Therefore, there is a vertical communication between the Program Manager and the various reference project managers in which the latter give precisely the planning of their project to the program manager. The stage I decided to focus on is post planning. One of the most difficult problems to deal with is to manage human resources linked to multiple projects, and then shared resources. Then, you can analyse whether a given resource may be abnormally allocated across multiple projects, or if you are straddling multiple immediately subsequent critical tasks related to both the single project and the N-projects on which it is allocated. To try to solve these problems, I decided to develop a software by following the approach of data analysis through the Critical Path Method (CPM).
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Program evaluation and review technique
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Objectives of Network Analysis for Project Management:
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5. To minimize the total project duration.
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The document discusses the Program Evaluation and Review Technique (PERT), a network model used for project management that accounts for uncertainty in activity times. PERT was developed in the late 1950s for large, complex projects like the Polaris missile system. It uses three time estimates - optimistic, pessimistic, and most likely - to calculate the expected time, variance, and probability of completing a project by a certain date using statistical methods like the beta distribution and normal distribution. PERT identifies the critical path that determines the project completion time and allows project managers to focus on critical activities.
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Critical Path Method (CPM) is a network diagramming technique used to predict total project duration and identify the critical path. The critical path is the longest sequence of activities with zero float - it determines the earliest project completion date. In the example network diagram, the critical path is activities A, B, C, F with a total length of 15 time units. Calculating early and late start/finish dates using forward and backward passes identifies float, which indicates how much delay activities on the critical path can experience before delaying the overall project end date.
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PERT and CPM are project management techniques used to plan and control the time-related activities of a project. PERT is used to manage uncertain activities, while CPM manages well-defined activities and focuses on controlling cost and time. Both techniques help answer questions about project completion date, critical and non-critical activities, probability of on-time completion, and whether the project is on, ahead of, or behind schedule. The critical path is the longest sequence of activities in the project network and determines the shortest project duration.
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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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PERT and CPM are techniques used in project network analysis for planning, management, and control of projects. PERT uses probabilistic time estimates and is used for non-repetitive projects with uncertain timelines, while CPM uses deterministic single estimates and is used for repetitive jobs with past experience to predict times. Both techniques involve modeling the project as a network of activities and events, identifying the critical path of zero slack activities that dictates the minimum project duration.
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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.
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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
Pert And Cpm
PERT and CPM are tools for scheduling project activities and determining critical paths. While both identify critical paths and slack times, PERT and CPM differ in their treatment of activity times. PERT treats times as random variables following a probability distribution, while CPM uses single, deterministic times. Additionally, PERT focuses only on time while CPM also considers time-cost tradeoffs.
PERT
Program Evaluation and Review Technique (PERT) is a network analysis technique used to estimate project duration when there is uncertainty about activity durations. PERT uses probabilistic time estimates based on optimistic, most likely, and pessimistic durations to account for risk. It involves developing schedules that are more realistic than critical path method (CPM) alone by considering multiple duration estimates for each activity. PERT can determine expected total time, activity start and end times, critical paths, how delays affect completion, and the probability of on-time completion.
Cpm module iii reference
Introduction 1
Network is a technique used for planning and scheduling of large projects in the fields of construction, maintenance, fabrication, purchasing, computer system instantiation, research and development planning etc. There is multitude of operations research situations that can be modeled and solved as network. Some recent surveys reports that as much as 70% of the real-world mathematical programming problems can be represented by network related models. Network analysis is known by many names _PERT (Programme Evaluation and Review Technique), CPM (Critical Path Method), PEP (Programme Evaluation Procedure), LCES (Least Cost Estimating and Scheduling), SCANS (Scheduling and Control by Automated Network System), etc
This chapter will present three of algorithms.
1. PERT & CPM
2. Shortest- route algorithms
3. Maximum-flow algorithms
PERT VS CPM.docx
PERT and CPM are network-based project management techniques used to plan, schedule, and control projects. PERT is appropriate for uncertain projects like research and development, using three time estimates and focusing on minimizing time. CPM is better suited for predictable projects like construction, using a single time estimate and focusing on balancing time and cost. The two techniques use similar network approaches but differ in their probabilistic vs. deterministic models, event-based vs. activity-based orientations, and applicability to uncertain vs. predictable activities.
Project Networking Techniques
This document discusses network planning techniques for project management. It introduces Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). CPM and PERT involve identifying project activities, determining the sequence and dependencies between activities, estimating activity times, and identifying the critical path of activities with zero slack time. PERT differs from CPM in that it uses three time estimates per activity - optimistic, most likely, and pessimistic - to determine the expected time using a formula. The document provides examples and guidelines for constructing network diagrams to model project schedules and dependencies between activities.
Chap 4- CPM & PERT.pptx
This document discusses project management techniques like PERT and CPM. It provides definitions and explanations of key concepts in project management including:
- PERT was developed by the US Navy and handles uncertain activity times, while CPM was developed by DuPont for industrial projects with known activity times.
- Project networks use nodes and arrows to represent events and activities. Forward and backward passes are used to calculate earliest and latest start/finish times.
- Critical paths are those where activities must be completed on schedule or the project will be delayed. Slack time indicates how long an activity can be delayed.
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Project Management Tools and Techniques (PERT- Project Evaluation and Review ...
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pert & CPM in production Engg an Operation Research
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Pert program evaluation and preview technique, PERT
- 2. PERT system is preferred for those projects or operations which are of non repetitive nature. The main objective in the analysis through PERT is to find out whether a job could be finished by a given date/time. It shows the way how a project cam be finished earlier than the original schedule. For this, resources may be re-allocated from activities with spare time to activities that have no spare time. Estimating Activity Times: Once the activities have been specified and the management has decided, which activity must proceed and follow others and the network has been drawn, the next step is to assign the estimates of the times required to complete each activity.
- 3. Three time estimates are: Optimistic Time(t0): It is the minimum time an activity is expected to take. Most Likely Time: It is the time an activity is expected to take most often when it is repeated under similar circumstances. Pessimistic Time: It is the time an activity would take assuming unfavorable conditions. Expected time(te)=to+4tm+tp /6
- 4. Steps involved in PERT calculations: Identify the events and activities and prepare a suitable network for the given problem. Events are numbered in ascending order from left to right. Obtain the various time estimates for each activity. They are most likely, the pessimistic and the optimistic estimates. Expected time, te=to+4tm+tp /6