3. Planning and Scheduling (PERT/CPM)

not complete; mostly no enumeration

________ identifies all necessary activities for project completion, while ______ determines their order, duration, and start/finish dates.

Project planning; project scheduling

It is a prerequisite for scheduling.

Planning

It systematically breaks down the project into manageable parts, allowing for effective control and oversight.

Work Breakdown Structure (WBS)

It is the cornerstone of project planning, defining the work, identifying required expertise, and forming the basis for scheduling and control.

Work Breakdown Structure (WBS)

It's a multi-level graphical representation, with each level further dividing the project into smaller components, culminating in "work packages"—the smallest units, defined in sufficient detail for measurement, budgeting, scheduling, and control.

Work Breakdown Structure (WBS)

WBS for people management.

Organizational Breakdown Structure (OBS)

WBS for cost control.

Cost Breakdown Structure (CBS)

WBS for time management.

Critical Path Method (CPM)

Project scheduling techniques vary based on project characteristics. Two common methods are:

• bar charts (Gantt charts)

• Critical Path Method (CPM)

It was developed by J.E. Kelly of the Remington Rand Corp. and M.R. Walker of Du Pont in an effort by the commercial industry to make advanced and scheduling cost control methods.

Critical Path Method (CPM)

By _____, CPM in application was demonstrated in a real success.

April 1958

It is a way to plan and organize a project through a network/diagram. It’s like making a map of all the tasks you need to do, showing which ones must happen first and which ones can happen later.

Critical Path Method (CPM)

“The program shall include, among other things, estimates of the work items, quantities, costs, and a PERT/CPM Network of the project activities...”

PD 1594

“...preparing the work programs of said projects from the Gantt Chart (Bar Type) to the PERT/CPM Network.”

Memorandum Circular No. 153

_______ requires the application of PERT/CPM technique to all projects with an estimated cost of Php 100,000 or more.

Section 6 of R.A. 5979

Network Two Conventions:

• Activity on Arrow

• Activity on Node

The fundamental elements of PERT/CPM networking activities are:

• Activity

• Event

• Time

It is the or in some cases, a segment of that task. In short, it is the actual work between events.

Activity

It is a point in time signifying the beginning or end of one or more activities. It denotes the completion of all preceding or predecessor activities and the beginning of one or more succeeding activities.

Event

• is an arrow on a network showing the dependent relationship between two activities.

• does not represent actual work efforts, and does not consume time.

• may be used in the network to distinguish between two or more parallel activities.

Dummy Activity

• is the time it takes an activity to be finished.

• this is the normal time duration of a task.

• the span of time from the Early Start to its Early Finish or from its Late Start to its Late Finish.

Duration of an Activity

It is a sequence of activities that leads from the starting node to the finishing node.

Path

It is the longest route in the network of activities representing a project. The sum of activities duration along this route is the duration of the project.

Critical Path

The earliest time an activity can be started.

Early Start (ES)

The earliest time an activity can be finished and is equal to the early start plus the duration.

Early Finish (EF)

The latest time an activity can be finished.

Late Finish (LF)

The latest time an activity can be started without delaying the completion date of the project.

Late Start (LS)

The amount of time an activity may be delayed without delaying the completion date of the project.

Total Float (TF)

The amount of time an activity may be delayed without delaying the early start time of the immediately following activity.

Free Float (FF)

Steps in Planning and Scheduling:

1. Develop a work breakdown structure (WBS) that identifies work items (activities)

2. Prepare a drawing (network diagram) that shows each activity in the order it must be performed to complete the project

3. Determine the time, cost, and resources required to complete each activity

4. Compute the schedule to determine start, finish, and float times

5. Analyze costs and resources for the project

6. Communicate the results of the plan and schedule

A project scheduling technique developed in the 1950s by the U.S. Navy, with Booz, Allen, & Hamilton Management consultants, for the Polaris missile project.

Program Evaluation and Review Technique (PERT)

Deterministic (one fixed duration)

Critical Path Method (CPM)

Use precedence diagram

Critical Path Method (CPM)

For construction and manufacturing

Critical Path Method (CPM)

Probabilistic (three time estimates)

Program Evaluation and Review Technique (PERT)

Use arrow network diagram

Program Evaluation and Review Technique (PERT)

For R&D and high-uncertainty projects

Program Evaluation and Review Technique (PERT)

PERT Three Time Estimates:

• Optimistic Time

• Pessimistic Time

• Most Likely Time

The shortest time in which the activity can be completed under ideal conditions.

Optimistic Time

The longest possible duration if everything goes wrong.

Pessimistic Time

The expected duration based on experience.

Most Likely Time