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PERT/CPM

PERT/CPM. By Bhupendra Ratha, Lecturer S. L. I. Sc., D.A.V.V., Indore Email Id: bhu261@gmail.com. PERT. Project Evaluation and Review Technique (PERT) U S Navy (1958) for the POLARIS missile program Multiple task time estimates (probabilistic nature)

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PERT/CPM

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  1. PERT/CPM By Bhupendra Ratha, Lecturer S. L. I. Sc., D.A.V.V., Indore Email Id: bhu261@gmail.com

  2. PERT • Project Evaluation and Review Technique (PERT) • U S Navy (1958) for the POLARIS missile program • Multiple task time estimates (probabilistic nature) • Activity-on-arrow network construction • Non-repetitive jobs (R & D work)

  3. Need of PERT/CPM • Prediction of deliverables • Planning resource requirements • Controlling resource allocation • Internal program review • External program review • Performance evaluation • Uniform wide acceptance

  4. Use of PERT • In construction activities • Transportation activities • In oil refineries • Computer system- • For manufacturing electric generator machines • Medical and surgical sector • Library activities

  5. Importance of PERT system • 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

  6. History of CPM • Critical Path Method (CPM) • E I Du Pont de Nemours & Co. (1957) for construction of new chemical plant and maintenance shut-down • Deterministic task times • Activity-on-node network construction • Repetitive nature of jobs

  7. CPM calculation • Path • A connected sequence of activities leading from the starting event to the ending event • Critical Path • The longest path (time); determines the project duration • Critical Activities • All of the activities that make up the critical path

  8. Procedure of PERT/CPM • Develop a list of activities that make up project. • Estimate the completion time for each activity. • Draw a project network and t

  9. Benefits of CPM/PERT • Useful at many stages of project management • Mathematically simple • Give critical path and slack time • Provide project documentation • Useful in monitoring costs

  10. Limitations to CPM/PERT • 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

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