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Network Models Are The Control Technique of The Project. PERT and CPM Are The Network Models Used For Planning, Scheduling and Control of The Project

Network models like PERT and CPM are used to plan, schedule, and control projects. PERT allows for randomness in activity times and was developed for large, complex projects. It defines activities, sequences them logically, and dynamically tracks progress. CPM provides a graphical view of the project, predicts completion time, and identifies critical activities. Both aim to optimize the project schedule and identify risks. Their limitations include uncertainty in estimates and assuming a single critical path.

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58 views14 pages

Network Models Are The Control Technique of The Project. PERT and CPM Are The Network Models Used For Planning, Scheduling and Control of The Project

Network models like PERT and CPM are used to plan, schedule, and control projects. PERT allows for randomness in activity times and was developed for large, complex projects. It defines activities, sequences them logically, and dynamically tracks progress. CPM provides a graphical view of the project, predicts completion time, and identifies critical activities. Both aim to optimize the project schedule and identify risks. Their limitations include uncertainty in estimates and assuming a single critical path.

Uploaded by

min_feelings
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Introduction

Network Models are the control technique of the project.

PERT and CPM are the network models used for planning, scheduling and control of the project.

Objective
The main objectives of network models are to Define the activities to be done in the project. Integrate the activities in a logical time sequence. Dynamic control over the progress of the project plan.

PERT:Programme Evaluation and Review Technique


# The Program Evaluation and Review Technique (PERT) is a network model that allows for randomness in activity completion times. # PERT was developed in the late 1950's for the U.S. Navy's Polaris project having thousands of contractors. It has the potential to reduce both the time and cost required to complete a project.

PERT originally was an activity on arc network, in which the activities are represented on the lines . Over time, some people began to use PERT as an activity on node network. For this discussion, we will use the original form of activity on arc.

The following is a very simple example of a PERT diagram: B C 4 2 A 10 8 1 6 14 E 5 4G F 7 3 5 6 D

Steps in the PERT Planning Process

Identify the specific activities . Determine the proper sequence of the activities. Construct a network diagram. Estimate the time required for each activity. Determine the critical path. Update the PERT chart as the project progresses

Benefits of PERT
PERT is useful because it provides the following information: Expected project completion time. Probability of completion before a specified date. The critical path activities that directly impact the completion time. The activities that have slack time and that can lend resources to critical path activities. Activity start and end dates.

PERT Limitations
The following are some of PERT's weaknesses: The activity time estimates are somewhat subjective and depend on judgement. In cases where there is little experience in performing an activity, the numbers may be only a guess. In other cases, if the person or group performing the activity estimates the time there may be bias in the estimate. Even if the activity times are well-estimated, PERT assumes a beta distribution for these time estimates, but the actual distribution may be different. Even if the beta distribution assumption holds, PERT assumes that the probability distribution of the project completion time is the same as the that of the critical path. Because other paths can become the critical path if their associated activities are delayed, PERT consistently underestimates the expected project completion time. The underestimation of the project completion time due to alternate paths becoming critical is perhaps the most serious of these issues. To overcome this limitation, Monte Carlo simulations can beperformed on the network to eliminate this optimistic bias in the expected project completion time.

CPM:Critical Path Method


In 1957, DuPont developed a project management method designed to address the challenge of shutting down chemical plants for maintenance and then restarting the plants once the maintenance had been completed. Given the complexity of the process, they developed the Critical Path Method (CPM) for managing such projects.

Benefit of CPM
CPM provides the following benefits: Provides a graphical view of the project. Predicts the time required to complete the project. Shows which activities are critical to maintaining the schedule and which are not.

CPM models the activities and events of a project as a network. Activities are depicted as nodes on the network and events that signify the beginning or ending of activities are depicted as arcs or lines between the nodes.

The following is an example of a CPM network diagram:

A,2

D,3

start

finish

B,4

C,2

Steps in CPM Project Planning

Specify the individual activities. Determine the sequence of those activities. Draw a network diagram. Estimate the completion time for each activity. Identify the critical path (longest path through the network) Update the CPM diagram as the project progresses

CPM Limitations
CPM was developed for complex but fairly routine projects with minimal uncertainty in the project completion times. For less routine projects there is more uncertainty in the completion times, and this uncertainty limits the usefulness of the deterministic CPM model. An alternative to CPM is the PERT project planning model, which allows a range of durations to be specified for each activity.

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