Project scheduling involves three key steps: (1) identifying all tasks that need to be completed, (2) determining when each task will be done, and (3) assigning resources to complete each task. This allows a project manager to plan dates, link activities, estimate durations, and set milestones to track a project's progress over time.

1. Start
A
B
F
C
D
E
H
G
End
60 6
4
3
2
3
10
3
2
0
0
4
10
6 9
4 6
9 11
4 7
10 13
13
13
1310 0
00 10
107 3
1311 2
11
11
2882 2
59
733

2. 2
SN Panigrahi is a Versatile Practitioner, Strategist, Energetic Coach, Learning Enabler & Public Speaker.
He is an International-Corporate Trainer, Mentor & Author
He has diverse experience and expertise in Project Management, Contract
Management, Supply Chain Management, Procurement, Strategic
Sourcing, Global Sourcing, Logistics, Exports & Imports, Indirect Taxes –
GST etc.
He had done more than 150 Workshops on above
Published more than 500 Articles; More than 60 Youtube Presentations
He is an Engineer + MBA +PGD ISO 9000 / TQM with around 29 Yrs of
Experience
He is a certified PMP® from PMI (USA) and become PMI India
Champion
Also a Certified Lean Six Sigma Green Belt from Exemplar Global
Trained in COD for 31/2 Yrs. on Strategy & Leadership
GST Certified – MSME – Tech. Dev. Centre (Govt of India)
ZED Consultant – Certified by QCI – MSME (Govt of India)
Member Board of Studies, IIMM
Co-Chairman, Indirect Tax Committee, FTAPCCI
Empanelled Faculty in NI MSME
He has shared his domain expertise in various forums as a speaker & presented a number of papers in various national and
international public forums and received a number of awards for his writings and contribution to business thoughts.
SN Panigrahi
9652571117
snpanigrahi1963@gmail.com
Hyderabad

3. SN Panigrahi

5. Project Scheduling is a Mechanism to communicate what tasks need to get done and which
organizational resources will be allocated to complete those tasks in what timeframe.
A project schedule is a document collecting all the work needed to deliver the project on
time.
A project is made up of many tasks, and each task is given a start and end (or due date), so it can be
completed on time. Likewise, people have different schedules, and their availability and vacation or leave
dates need to be documented in order to successfully plan those tasks.
Project scheduling occurs during the planning phase of the project. You have to ask yourself three questions
to start:
1. What needs to be done?
2. When will it be done?
3. Who will do it?
Once you’ve got answers to these questions, then you can begin to plan dates, link activities, set the
duration, milestones and resources.
SN Panigrahi

6. Project
Schedul
e
Manageme
nt
Estimate
Activity
Durations
Plan
Schedule
Management
Define
Activities
Develop
Schedule
Control
Schedule
Sequence
Activities
As per PMBOK
6th Edition, there are
6 Process in the Project
Scheduling
Process of establishing
policies, procedures and
documentation for
managing and controlling
project schedule
Process that
identifies and
established the
specific
activities to be
performed to
produce project
deliverables
Process of
identifying and
documenting
sequential
relationships
among project
activities.
Process of estimating the number of work
periods needed to complete individual
activities with estimated resources
Process of analyzing activity
sequences, durations, resource
requirements, and schedule
constraints to create the project
schedule model.
Process of monitoring,
managing and
documenting changes
to the schedule
baseline.
SN Panigrahi

7. Master Project
Schedule
Milestone
Schedule
Detailed
Schedule
SNPanigrahi

8. SN Panigrahi

9. SN Panigrahi

10. SN Panigrahi

11. Network Techniques
PERT
PERT 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.
CPM
CPM 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 a
maintenance shut-down at the Du Pont
works in Louisville, Kentucky. Unproductive
time was reduced from 125 to 93 hours.
Gantt Chart also used in scheduling
SN Panigrahi

12. BASIS FOR
COMPARISON
PERT CPM
Meaning PERT is a project management technique, used
to manage uncertain activities of a project.
CPM is a statistical technique of project management
that manages well defined activities of a project.
What is it? A technique of planning and control of time. A method to control cost and time.
Orientation Event-oriented Activity-oriented
Evolution Evolved as Research & Development project Evolved as Construction project
Model Probabilistic Model Deterministic Model
Focuses on Time. Meeting time target is More Important Time-cost trade-off. Minimizing cost is more important
Estimates Three time estimates One time estimate
Appropriate for High precision time estimate Reasonable time estimate
Management of Unpredictable Activities Predictable activities
Nature of jobs Non-repetitive nature Repetitive nature
Critical and
Non-critical
activities
No differentiation Differentiated
Suitable for Research and Development Project Non-research projects like civil construction, ship
building etc.
Crashing
concept
Not Applicable Applicable

13. Prediction of deliverables
Planning resource requirements
Controlling resource allocation
Internal program review
External program review
Performance evaluation
Uniform wide acceptance
SN Panigrahi

14. Applicable for any Type of Projects like
In construction activities
Transportation activities
In oil refineries
Computer system-
For manufacturing electric generator machines
Medical and surgical sector
Library activities
SN Panigrahi

15. Reduction in cost
Saving of time
Determination of activities
Elimination of risk in complex activities –
Flexibility
Evaluation of alternatives-
Useful in effective control-
Useful in decision making
Useful is research work
SN Panigrahi

16. SN Panigrahi

17. Milestone: You will also hear this to as a “PERT event.”
A milestone is a specific point in time within a project lifecycle used to measure the progress of a project toward its
ultimate goal. With the achievement of successive milestones, management is able to maintain a more accurate
understanding of how the project is advancing according to the schedules.
Milestones are known as a ‘task of zero duration’ because they represent a particular point of time in a project when
an achievement has been reached and uses no time or resources - they do not represent the activities
necessary to complete a task.
For example, the start milestone indicates the start of the project and the finish milestone marks the
completion of the project. Milestones are indicated with circles on the PERT chart. They can either be
labeled with numbers or have the actual milestone written inside the circle.
Milestones might include, for example:
 Securing funding.
 Acquiring a site.
 Appointing consultants.
 Completing design stages.
 Client approvals.
 Securing permissions.
 Tendering the construction contract.
 Appointing a contractor.
 Handing over the site to the contractor.
 Starting and completing construction.
 Occupying the completed development.
SN Panigrahi

18. A project milestone is a task of zero duration that shows Significant Achievement along a
project timeline.
The milestones should represent a clear sequence of events that incrementally build up until
your project is complete. ... They have zero duration because they symbolize an achievement, or a
point of time in a project.
Project Milestones are the most visible Indicators of Project Progress.
Milestones typically Mark Critical Decision Points, the completion of major project tasks and the
ends of various project phases.
Research
Deliverable -
1
Approval
Deliverable -
2
Manufacturin
g Deliverable
-3
Market
Launch
Deliverable -
4
Milestone -1
Successful Trial
Milestone -2
Marketing
Authorization
Milestone -3
Products Ready
for Marketing
Time Lines
Total Project Schedule
Clinical Trial
Applications
Start
Manufacturing
File IP
(Patents)
Start of
Marketing
Milestone -4
Launch in New
Markets
Milestone
Example:
Pharmaceutical
SN Panigrah

19. 19
Project
Design
Deliverable -
2
Financing
Deliverable -
3
Placing
Contracts
Deliverable -
4
Project
Execution
Deliverable -
5
Milestone -2
Project
Design
Ready
Milestone - 3
Availability of
Funds
Time Lines
Total Project Schedule
Example:
Commercial Construction Project
Project
Handover
Deliverable -
6
Project
Planning
Deliverable -
1
Milestone - 4
Contract
Finalization
Milestone - 5
Project Work
Completion
Milestone - 6
Project
Handover to
Customer
Milestone - 1
Overall Project
Milestones,
Timelines,
Budgets etc
Finalized
SN Panigrahi

20. 20
A deliverable is a Quantifiable tangible or intangible good or service produced as a result
of a project or part of a project that is intended to be delivered to a customer (either internal
or external).
A deliverable could be a Product, a Part, a Report, a Document, a Software Product, a
Server upgrade or any other building block of an overall project.
A work breakdown structure is based on these deliverables.
Deliverable
Quantifiab
le
Results
Tangible
or
Intangible
To be
Delivere
d
To a
Customer
SN Panigrahi

21. Task: This can also be referred to as an activity.
Activity : All projects may be viewed as composed of activities.
It is the smallest unit of work consuming both time & resources that project manager should schedule & control.
Be aware that there are two different types of tasks:
 Predecessors: Activities that must be completed immediately prior to the start of another activity are
called predecessor activities. A Predecessor logically comes before the dependent activity/milestone in a
Project Network Diagram.
 Successors: activities that cannot be started until one or more of other activities are completed but
immediately succeed them are called successor activities. A Successor is the dependent activity/milestone. It
logically comes after Predecessor(s) in a Project Network Diagram.
 Concurrent activities: activities that can be accomplished together are known as concurrent
activities.
 Dummy activity: An activity which does not consume any resource but merely depicts the
dependence of one activity on other is called dummy activity. It is introduced in a network when
two or more parallel activities have the same start and finish nodes.
SN Panigrahi

22. A work breakdown structure (WBS) is a key project deliverable that organizes the team's work into
manageable sections.
The Project Management Body of Knowledge (PMBOK) defines the work breakdown structure as a
"deliverable oriented hierarchical decomposition of the work to be executed by the project team.“
It is common practice for work breakdown structure elements to be numbered sequentially to reveal the hierarchical
structure. The purpose for the numbering is to provide a consistent approach to identifying and managing the WBS
across like areas regardless of supplier or trade
WBS Coding System
Defines:
Levels and elements of the WBS
Organization elements
Work packages
Budget and cost information
Allows reports to be consolidated at any level in the organization structure
The most commonly used scheme in practice is numeric indention.
SN Panigrahi

23. level 0
level 1
level 2
level 3
level 4
level 5
GAS-STEAM COMBINED
POWER PLANT
MAIN FUNCTIONS OF PLANT
(Control Accounts)
Planning Packages
GAS – 1.0 INTERFACES – 3.0STEAM – 2.0
TURBINE – 1.1 COMPRESSION STATION – 1.3GENERATOR- 1.2
COMPRESSORS-1.3.1 ENCLOSURE-1.3.3GAS TREATMENT-1.3.2
WORK PACKAGES
Major Planning Packages
COMPRESSOR 1
1.3.1.1
FOUNDATIONS
1.3.1.3
COMPRESSOR 2
1.3.1.2
DESIGN
1.3.1.2.1
INSTALLATION
1.3.1.2.3
PROCUREMENT
1.3.1.2.2
SN Panigrahi

24. Project
Construction Work
1.0
Site
Preparations
1.1
Mobilization
1.2
Execution
1.3
Pilling
2.0
Pile Caps /
Ground
Beams
2.1
Cut off Piles &
Blinding
2.2
Framework or
Rebar
2.3
Concrete
3.0
Structural
Steel
3.1
Erect Steel
Frame
3.2
Holorib Floors
4.0
External
4.1
Cladding
4.2
Roofing
5.0
Floor Slabs
5.1
Sub-Base &
Blinding
5.2
Framework &
Concrete
6.0
Brick Works
6.1
External
Brickwork
6.2
Internal
Brickwork
7.0
M & E
Services
7.1
Plumbing
7.2
Electric
7.2.1
Exterior
7.2.2
Internal
7.2.2.1
Wiring
7.2.2.2
Outlets/
Switches
7.2.2.3
Install
Fixtures
8.0
Finishes
8.1
Jourey
8.2
Plastering
8.3
Decorating
Level 0
Broad
Project
Level 1
Control Account
Level 2
Major Planning
Packages
Level 4
Work Packages
A work package is the lowest component in a work breakdown
structure (WBS), sometimes called the terminal element of a WBS.
SN Panigrahi

25. •Path Convergence: The merging or joining parallel schedule network paths into the same node in a project
schedule network diagram. Path convergence is characterized by a schedule activity with more than one
predecessor activity.
•Path Divergence: Extending or generating parallel schedule network paths from the same node in a project
schedule network diagram. Path divergence is characterized by a schedule activity with more than one
successor activity.
SN Panigrahi

26. 26
Project schedule network diagram represents graphically the logical relationships of a set of schedule activities on
a network path ie it shows dependencies, duration, and workflow and helps identifying critical paths.
There are two network diagram methods :
1.Precedence Diagramming Method (PDM) - activities are shown on nodes also called Activity on Node (AON)
2. Arrow Diagram Method (ADM) - activities are represented as arrows also called Activity on Arrow (AOA)
•Precedence Diagramming Method (PDM) is most commonly used
SNPanigrahi

27. 27
Finish-to-Start (most commonly used~95%) :
B can't start before A is finished, or in another words Activity A must be completed
before Activity B can begin.
Ex: 1.Relay Race
2.Plastering can’t start unless brick wall is completed
Start-to-Start : B can't start before A starts or in another words Activity B can start after
Activity A has started
Ex: Level concrete (successor) cannot begin until pour foundation (predecessor) begins.
Finish-to-Finish : B can't finish before A is finished or in another words Activity A must be
complete before Activity B can finish
Ex : Shooting the film (predecessor) required to finish before editing film (successor) to finish
Start-to-Finish (very rarely used)
B can't finish before A starts
Ex: Start of the new shift of the security guard signal the finish shift of the current security
guard.
SNPanigrahi

28. 28
1. Dependencies can be modified by leads, and lags. Both leads and lags can be applied to all 4 types of
dependencies.
2. Network Dependency Types (to be determined during Sequence Activities Process):
a. Mandatory Dependency (hard logic): A must be completed before B begins – “MUST HAVE” - legally
or contractually or inherent in the nature of work
b. Discretionary Dependency (preferred, soft logic): sequence preferred by the organization. May be
removed / altered if fast-tracking is required
c. External Dependency: dependency required by external organization
d. Internal Dependency: precedence relationship usually within the project team’s control
SN Panigrahi

29. 29
1.Leads: the amount of time whereby a successor activity can be advanced with respect to a predecessor
activity. In schedule compression (fast tracking), successor activity begins before end of predecessor. A lead
is generally represented as a negative value. For example : FS-2 days, means successor can start 2 days
before predecessor finishes.
2. Lags: Waiting Time Between Two Activities - the amount of time whereby a successor activity will be
delayed with respect to a predecessor activity - imposed delay to successor activity. A lag is generally
represented as a positive value. For example, wait 14 days for concrete to cure (FS +14 days)
SNPanigrahi

30. Describing the Project
Diagraming the Network
Estimating the Time of Completion
Estimating the Project Schedule
Deterministic
Estimate
Probabilistic
Estimate
Monitor Project Progress SN Panigrahi

31. A project is defined by a set of activities. Each activity is defined by its duration (time to complete the activity) and
its predecessors (activities that must be completed before the activity can start).
(1) The project is broken down into different activities systematically.
The project is subdivided into its constituent tasks. This is usually called a Work Breakdown Structure (WBS),
although the Project Management Body of Knowledge (PMBOK) differentiates between a WBS and an Activity
List. The WBS is actually a deliverable-oriented subdivision of the work, focusing on the project deliverables rather
than strictly tasks to be completed.
(2) Activities are arranged in logical sequence.
(3) The network diagram is drawn. Events and activities are numbered.
(4) Using three times estimate, the expected time for each activity is calculated.
(5) Standard deviation and variance for each activity are computed.
(6) Earliest starting times and latest finishing times are calculated.
(7) Expected time, earliest starting time, and latest finishing times are marked on the network diagram.
(8) Slack is calculated.
(9) Critical path(s) are identified and marked on the network diagram.
(10) Length of critical path or total project duration is found out.
(11) Lastly, the probability that the project will finish at due date is calculated.
SNPanigrahi

32. 32SN Panigrahi

33. 33
1. Forward pass is a CPM technique used to determine the early start and early finish for an
activity. It involves moving forward through a network diagram to calculate the activity duration.
2. Backward Pass is used to determine the Latest Start Time (LST) for each activity. The latest
start time represents the latest time an activity can begin without delaying a project. To perform
a Backward Pass, begin at the end of the project and move backward.
3. Dummy Activity - An activity that consumes no time or resources and shows only a
dependency
4. Path - A connected sequence of activities leading from the starting event to the ending event
5. Critical Path - is the longest path throughout the project and generally determines the
minimum duration to execute the project.
6. There can be more than one critical path, in the network. Then the project become complex.
7. Critical activities (Activities on critical path) have zero float or negative float
SN Panigrahi

34. •Float (also called as Total float or slack or total slack) is the duration by which an activity can be
delayed without delaying the scheduled completion date of the project.
•If the ES and LS are identical or LF and EF are identical, then the activity is on the critical path.
•ie On a critical path, the total float is zero.
A float can be used by the project manager to:
•Effectively manage the project
•Achieve better allocation of resources
For example, if you have a new resource who is still learning and if you feel he will take longer to complete the task, you
can allocate him to the activity which has maximum float. Thus, even if the activity is taking longer, it is less likely that the
project will be delayed. The amount of float also indicates the time flexibility the project members may have for each
activity.
Resources from Activities having Float can be Shifted to Critical Path Activities to Minimize the Project Duration.
Total float = duration of the critical path – duration of the non-critical path
SNPanigrahi

35. 35
Free Float (Free Slack) - refers to the amount of time an activity can be
delayed without delaying the early start date of the successor
activity.
1. Total Float belongs to the project, whereas Free Float belongs to
individual activities.
2.Free Float is usually less than or equal to Total Float.
3.Negative float indicates there will be a miss on the project time
4.Negative Float: problem with schedule, need schedule rework
Free Float = (ES of Successors) – (EF of Activity in Question)
SN Panigrahi

36. 36
Total Float Free Float
“The amount of time that a schedule activity
can be delayed or extended from its early
start date without delaying the project finish
date or violating a schedule constraint.”
“The amount of time that a schedule activity
can be delayed without delaying the early
start date of any successor or violating a
schedule constraint”
Calculated at path level of activities Calculated at the activity level
Defines flexibility of a path w.r.t project end date Define flexibility of activity w.r.t its successor
start
Formula LS-ES or LF-EF Formula ES (of successors) – EF of current
activity
Can come into existence if network diagram has
multiple path and there are activities which are
not there on Critical Path
Can come into existence if successor is having
more than one activity converging on it or the
successor activity is having a constraint applied
SN Panigrahi

37. Time: Because the PERT chart is used to help you determine how long a project will take, time is a key
element of the chart. The time estimate is often listed below the arrow for each task. The PERT chart comes
with four different ways you can estimate the time required for tasks.
 Optimistic Time (t0 ): It is the estimate of minimum possible time which an activity takes in completion
under ideal conditions.
 Pessimistic Time (tp): The maximum amount of time required to complete a task, when everything
goes wrong.
 Most Likely Time (tm ): Your best guess as to how long it will take to complete a task, when things
go exactly as you predicted.
•Expected Time (Te): The most realistic estimate of how long a task will take, considering that even the best
laid plans don’t always work out. Use the following equation to determine the expected time for a given task:
Te = (To + 4Tm + Tp) ÷ 6
Standard Deviation of the time of the time required to complete the project
= tp - to
6 SN Panigrahi

38. For Example, Construction of a House, has following Timelines
Optimistic Time estimate (t0) is 120 days,
Most Likely Time estimate (tm ) is 180 days and
Pessimistic Time estimate (tp) is 365 days.
Te = (120 + 4 x 180 + 365) / 6
= 200.83 days
Te = (To + 4Tm + Tp) ÷ 6
Standard Deviation = tp - to
6
= (365-120) / 6
= 40.83 Days
This means that the building process is likely to take anywhere from 160 to 241.66 days to complete. Instead
of telling the customers that building will take just over 200 days to complete, the contractor can choose to
quote them 160 to 241.66 days.
Project Duration Range = PERT Estimation + / - S.D.
= 200.83 + 40.83
= 160 to 241.66
SN Panigrahi

39. 39
Activity Preceding Activity Estimate in Weeks
Start 0
D Start 4
A Start 6
F D,A 7
E D 8
G F,E 5
B F 5
H G 7
C H 8
End C,B 0
Find
1. Draw Network Diagram & find Different Paths
2. Find Time Lines of Early Start, Early Finnish, Late Start, Late Finnish for Each Activity
3. Find Critical Path
4. Find Total Float on Paths AFGHC & DFGHC
5. Free Float on Activities E & F
SN Panigrahi

40. Start
D
A
E
F
G
B
H C
End
4
6
7
8
5
5
7 8
0 4 4 12
0 6
6 13
13 18 18 25 25 33
13 18
25 33
25 33
25720
25 33251813 18
13
6 13
0 6
000
0
0
1551 1
0 0
0 0
Answer : Network Diagram shown above
Paths Duration
(Weeks)
Critical
Path
Total Float on Activities E & F Free Float of an Activity Activities E & F
DEGHC 32
AFGHC
Having
Longest
Duration
Total Float for Activity E = LF-EF or LS-ES =
13-12 0r 5-4 =1
Free Float for Activity E = ES of G
(Successor) – EF of E = 13-13 = 0
Means No Free Float
DFGHC 31
DFB 16
AFGHC 33 Activity F is on Critical Path. Total Float is 0 (Total
Float on Activities on Critical Path is Zero)
Activity F is on Critical Path. Free Float is 0 (Free
Float on Activities on Critical Path is Zero)
AFB 18
Acti
vity
Precedin
g Activity
Estima
te in
Weeks
Star
t
0
D Start 4
A Start 6
F D,A 7
E D 8
G F,E 5
B F 5
H G 7
C H 8
End C,B 0
SNPanigrahi

41. 41
Activity Duration (weeks) Precedents
A Hardware selection 6
B Software design 4
C Install hardware 3 A
D Code & test software 2 B
E File take-on 3 B
F Write user manuals 10
G User training 3 E, F
H Install & test system 2 C,D
Find
1. Draw Network Diagram & find Different Paths
2. Find Time Lines of Early Start, Early Finnish, Late Start, Late Finnish for Each Activity
3. Find Critical Path
4. Find Total Float on Paths AFGHC & DFGHC
5. Free Float on Activities E & F
SN Panigrahi

42. 42
Start
A
B
F
C
D
E
H
G
End
60 6
4
3
2
3
10
3
2
0
0
4
10
6 9
4 6
9 11
4 7
10 13
13
13
1310 0
00 10
107 3
1311 2
11
11
2882 2
59
733
Activity Duration
(weeks)
Prece
dents
A Hardware
selection
6
B Software
design
4
C Install
hardware
3 A
D Code & test
software
2 B
E File take-on 3 B
F Write user
manuals
10
G User training 3 E, F
H Install & test
system
2 C,D
Answer : Network Diagram shown above
Paths Duration
(Weeks)
Critical
Path
Total Float on Activities E & F Free Float of an Activity Activities E & F
ACH 11
FG
Having
Longest
Duration
Total Float for Activity E = LF-EF or LS-ES =
10-7= or 7-4 =3
Free Float for Activity E = ES of G
(Successor) – EF of E = 10-7 = 3
Means Activity E can be Delayed by 3 weeks
without Effecting Start of G
BDH 8
BEG 10
FG 13 Activity F is on Critical Path. Total Float is 0 (Total
Float on Activities on Critical Path is Zero)
Activity F is on Critical Path. Free Float is 0 (Free
Float on Activities on Critical Path is Zero)
SNPanigrahi

43. 43
Project
Lean
Culture
Establish Project Value
Stream
Recognize Value from
Customer’s Perspective
Do Not Allow Scope
Creep
Try Schedule
Compression
Identify & Eliminate
Every Waste Possible
Abide by Company
Policies & Legal /
Regulatory Frame Work
Involve People
Cultivate a Lean Culture
SN Panigrahi

44. 44
Schedule Compression
A Technique used in Project Management to Shorten an already Developed Schedule
Done to meet an
Update Delivery Date
Schedule Shorten to
Move to a new
Opportunity
To Cover up
Schedule Delay
There are Two Techniques
Crashing
Crashing assigns more Resources to an
activity to decrease the overall time to
complete it. The cost benefits of this
activity have to be explored in order to
make it a useful technique. The trade-off
between cost and schedule must be
understood to get the best possible
schedule compression.
Fast Tracking
Fast Tracking is the process of executing
activities or phases that were originally
schedule sequential in parallel. Activities
can be overlapped, started earlier than
proposed, start activities that require
different resources, and maybe combined
activities in the schedule. This process
does add risk to the schedule and
program and must be executed with care.
SN Panigrahi

45. Clearly defined, independent and stable activities
Specified precedence relationships
Over emphasis on critical paths
Deterministic CPM model
Activity time estimates are subjective and depend on judgment
PERT assumes a beta distribution for these time estimates, but the actual
distribution may be different
PERT consistently underestimates the expected project completion time due
to alternate paths becoming critical
SN Panigrahi

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SN Panigrahi

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49. Contact Details:
SN Panigrahi
9652571117
snpanigrahi1963@gmail.com 49