Project management - CPA
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Critical path analysis (CPA) is a project management tool that uses network analysis to help managers handle complex projects. CPA involves identifying all project activities, their duration and dependencies to determine the longest path of activities (critical path) that dictates the shortest project timeline. It allows calculation of earliest and latest start/finish times for activities to identify float and sequence activities optimally. While CPA helps reduce risks and costs, its reliability depends on accurate estimates and flexibility may be limited by resource constraints.
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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.”
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The document discusses project scheduling techniques. It describes the key elements of project scheduling including Gantt charts, PERT, and CPM. These techniques are used to plan project activities, allocate resources, track progress, and identify critical paths. The document also provides examples of network diagrams and guidelines for constructing them. Project scheduling helps project managers communicate work requirements and ensure projects are completed on time and within budget.
CPM AND PERT
This document provides an introduction to project management techniques PERT and CPM. It defines key concepts like activities, events, nodes, dummy activities and paths in a network diagram. It explains the stages of project management including planning, appraisal, implementation and review/control. The document outlines the steps to determine critical path in CPM and describes crashing a project to reduce duration. It compares PERT and CPM, noting PERT uses 3 time estimates and is probabilistic while CPM uses one estimate and focuses on tradeoffs between time and cost.
Chapter 3.pptx
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.
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.
Pert -cpm
CPM and PERT are network analysis techniques used to plan, manage, and control projects. CPM was developed by DuPont in the 1950s for chemical plant projects, using deterministic activity times. PERT was developed by the US Navy for the Polaris missile program, using probabilistic time estimates to account for uncertainty. Both techniques involve representing project activities as nodes and arrows on a network diagram to show precedence relationships and calculate the critical path. CPM/PERT help answer questions about project completion dates, schedules, budgets, critical activities, and how to finish early at lowest cost. They provide mathematical simplicity but require clearly defined activities and relationships.
Pert -cpm
CPM and PERT are network analysis techniques used to plan, manage, and control projects. CPM was developed by DuPont in the 1950s for chemical plant projects, using deterministic activity times. PERT was developed by the US Navy for the Polaris missile program, using probabilistic time estimates to account for uncertainty. Both techniques involve representing project activities as nodes and arrows on a network diagram to show precedence relationships and calculate the critical path. CPM/PERT allow project managers to estimate completion dates, monitor schedule and budget, and identify critical activities in order to finish projects on time and within budget.
06 pert cpm
CPM and PERT are network analysis techniques used to plan, manage, and control projects. CPM was developed by DuPont in the 1950s for chemical plant projects, using deterministic activity times. PERT was developed by the US Navy for the Polaris missile program, using probabilistic time estimates to account for uncertainty. Both techniques involve representing project activities and their dependencies as networks of nodes and arrows. They provide critical path identification and slack time analysis to determine project completion dates and monitor progress. CPM assumes certain activity times while PERT uses multiple estimates, and both help answer key questions around scheduling, budgets, and identifying ways to finish projects early.
06 pert cpm
CPM and PERT are network analysis techniques used to plan, manage, and control projects. CPM was developed by DuPont in the 1950s for chemical plant projects, using deterministic activity times. PERT was developed by the US Navy for the Polaris missile program, using probabilistic time estimates to account for uncertainty. Both techniques involve representing project activities as nodes and arrows on a network diagram to show precedence relationships and calculate the critical path. CPM/PERT help answer questions about project completion dates, budgets, and identifying critical activities. Computer packages now exist to analyze CPM/PERT networks.
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Project management - CPA
- 1. CRITICAL PATH ANALYSIS CRITICAL PATH ANALYSIS ("CPA") IS A WIDELY-USED PROJECT MANAGEMENT TOOL THAT USES NETWORK ANALYSIS TO HELP PROJECT MANAGERS TO HANDLE COMPLEX AND TIME-SENSITIVE OPERATIONS.
- 2. Introduction Many larger businesses get involved in projects that are complex and involve significant investment and risk. As the complexity and risk increases it becomes even more necessary to identify the relationships between the activities involved and to work out the most efficient way of completing the project.
- 3. - A list of all activities required to complete the project - The time (duration) that each activity will take to completion - The dependencies between the activities. - The longest path of planned activities to the end of the project - The earliest and latest that each activity can start and finish without making the project longer. - The sequence of project activities which add up to the longest overall duration. - The critical path determines the shortest time possible to complete the project.
- 6. For example: The EST for task B is 2 months – the time taken to conduct market research (task A) To calculate the EST for task C, we add the 2 months for task A to the 4 months for designing the product concept (task B) = 6 months The LFTs show the latest time an activity must be completed by to avoid a delay to the project. LFTs are calculated by looking right to left on the network diagram. So:
- 7. Free float: is the length of time an activity can be delayed without delaying the start of the following activities. This is calculated by the formula: Free float = EST (next activity) - duration - EST (this activity) Total float: is the amount of time an activity can be delayed without delaying the whole project duration. This is calculated by the formula: Total float = LFT - duration - EST
- 8. Take task C as an example: The LFT of C is 10 The duration is 2 The EST of C is 6 and therefore: Total float for C = 10 – 2 – 6 = 2 Take task B as an example: The EST of the next activity after B is 6 The duration of B is 4 The EST at the start of B is 0 and, therefore: Free float for B = 6 – 4 – 0 = 2
- 9. Evaluating CPA - Most importantly helps reduce the risk and costs of complex projects - Encourages careful assessment of the requirements of each activity in a project. - Help spot which activities have some slack ("float") and could therefore transfer some resources, better allocation of resources. - A decision-making tool and a planning tool – all in one! - Reliability of CPA largely based on accurate estimates and assumptions made. - CPA does not guarantee the success of a project – that still needs to be managed properly. - Resources may not actually be as flexible as management hope when they come to address the network float. - Too many activities may the network diagram too complicated. Activities might themselves have to be broken AdvantagesofCPA DisadvantagesofCPA
- 10. Conclusion CPA or network analysis is a planning and control technique to assist with project management. It cannot guarantee a successful project by itself and, as with any plan, requires skilled and motivated staff to put it into effect.