This document discusses project management techniques like PERT and CPM. It provides definitions and explanations of key concepts in project management including:
- PERT was developed by the US Navy and handles uncertain activity times, while CPM was developed by DuPont for industrial projects with known activity times.
- Project networks use nodes and arrows to represent events and activities. Forward and backward passes are used to calculate earliest and latest start/finish times.
- Critical paths are those where activities must be completed on schedule or the project will be delayed. Slack time indicates how long an activity can be delayed.
This document discusses project management techniques like PERT and CPM. It uses an example of a construction company, Reliable, that was contracted to build a plant within a year. Key steps in PERT/CPM include identifying activities, precedence relationships, and time information to build a project network. The critical path is the longest path through the network and determines the shortest project duration. Crashing activities can reduce time but increases costs, so trade-offs must be considered. Marginal cost analysis and linear programming can help optimize crashing decisions.
This document discusses project management techniques like PERT and CPM. It begins by explaining that PERT and CPM help managers plan, schedule, and control projects using limited resources like time, money, staff etc. It then defines key PERT and CPM terms like activities, events, dummy activities and explains how to construct a network diagram. The document also covers topics like calculating earliest and latest times, determining float and slack, identifying the critical path, and using probability in PERT to estimate project duration.
This document provides an overview of CPM (Critical Path Method) and PERT (Project Evaluation and Review Technique) techniques for project scheduling. Both methods use network diagrams to visually map out the sequence and dependencies of project activities. The key difference is that CPM uses single time estimates while PERT uses three time estimates and probability theory. The document outlines the basic steps and concepts for developing network diagrams and calculating the critical path of activities that determine the minimum project duration.
This document discusses key concepts in project management including:
1) How to construct a project network diagram representing activities and their dependencies.
2) How to determine a project's critical path which indicates its minimum duration.
3) How to calculate activity floats which provide flexibility in scheduling.
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
This document provides an overview of Programme Evaluation and Review Technique (PERT) and Critical Path Method (CPM), which are network analysis techniques used for project scheduling. PERT is used for projects with uncertainty, uses probabilistic time estimates, and focuses on scheduling and monitoring. CPM is used for projects with deterministic time estimates, focuses on time/cost tradeoffs, and allows expediting activities for extra cost. Both techniques identify the critical path and activities with slack. The document then discusses network terminology, provides an example project, and demonstrates how to construct a PERT network and perform calculations for expected activity times, earliest/latest event times, and slack.
Critical Path Explained With 7 Q&As and a Free Excel TemplateSHAZEBALIKHAN1
The critical path method is the most used project management technique. Learn the CPM with 7 FAQs ranging from definition to method, process, tests. The attached excel sheet (hyperlinked in the article) explains the implementation of CPM in a project schedule.
This document discusses project management techniques like PERT and CPM. It uses an example of a construction company, Reliable, that was contracted to build a plant within a year. Key steps in PERT/CPM include identifying activities, precedence relationships, and time information to build a project network. The critical path is the longest path through the network and determines the shortest project duration. Crashing activities can reduce time but increases costs, so trade-offs must be considered. Marginal cost analysis and linear programming can help optimize crashing decisions.
This document discusses project management techniques like PERT and CPM. It begins by explaining that PERT and CPM help managers plan, schedule, and control projects using limited resources like time, money, staff etc. It then defines key PERT and CPM terms like activities, events, dummy activities and explains how to construct a network diagram. The document also covers topics like calculating earliest and latest times, determining float and slack, identifying the critical path, and using probability in PERT to estimate project duration.
This document provides an overview of CPM (Critical Path Method) and PERT (Project Evaluation and Review Technique) techniques for project scheduling. Both methods use network diagrams to visually map out the sequence and dependencies of project activities. The key difference is that CPM uses single time estimates while PERT uses three time estimates and probability theory. The document outlines the basic steps and concepts for developing network diagrams and calculating the critical path of activities that determine the minimum project duration.
This document discusses key concepts in project management including:
1) How to construct a project network diagram representing activities and their dependencies.
2) How to determine a project's critical path which indicates its minimum duration.
3) How to calculate activity floats which provide flexibility in scheduling.
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
This document provides an overview of Programme Evaluation and Review Technique (PERT) and Critical Path Method (CPM), which are network analysis techniques used for project scheduling. PERT is used for projects with uncertainty, uses probabilistic time estimates, and focuses on scheduling and monitoring. CPM is used for projects with deterministic time estimates, focuses on time/cost tradeoffs, and allows expediting activities for extra cost. Both techniques identify the critical path and activities with slack. The document then discusses network terminology, provides an example project, and demonstrates how to construct a PERT network and perform calculations for expected activity times, earliest/latest event times, and slack.
Critical Path Explained With 7 Q&As and a Free Excel TemplateSHAZEBALIKHAN1
The critical path method is the most used project management technique. Learn the CPM with 7 FAQs ranging from definition to method, process, tests. The attached excel sheet (hyperlinked in the article) explains the implementation of CPM in a project schedule.
This document discusses project scheduling techniques like PERT and CPM. It begins by explaining that project management involves planning, scheduling, and controlling limited resources like time, money, and personnel. It then defines PERT and CPM, noting that PERT uses three time estimates while CPM uses a single estimate. The document outlines the three phases of project management: planning, scheduling, and controlling. It also explains key components of PERT/CPM networks like activities, events, precedence, and dummy activities. The document provides examples of constructing PERT/CPM networks.
This document discusses project management techniques PERT and CPM. PERT uses probabilistic time estimates and is used for non-repetitive projects with uncertain timelines, while CPM uses single time estimates and is used for repetitive jobs. Both techniques represent activities as networks to show interdependencies and allow planning, management, and control of projects. The key advantages are identifying precedence relationships, managing large complex projects more efficiently, and determining the critical path and slacks.
CPM and PERT are network analysis techniques used for project planning and scheduling. CPM was developed in the 1950s by DuPont for chemical plant projects and focuses on minimizing project duration. PERT was developed by the US Navy for the Polaris missile program and handles uncertain activity times using probability. Both techniques represent activities as nodes and their dependencies as arrows to build a network that identifies the critical path showing the shortest time to complete the project.
This document discusses project management techniques like PERT and CPM. It begins with an introduction to project planning, scheduling and controlling. It then explains the key components of PERT/CPM networks including activities, events, precedence relationships and dummy activities. The document provides examples of constructing network diagrams and calculating earliest and latest times. It discusses critical path analysis and calculating float. Finally, it covers the probabilistic approach of PERT using three time estimates.
This document discusses network analysis techniques like CPM and PERT that are used for project planning, management, and control. CPM uses deterministic activity times with a single estimate while PERT uses probabilistic times with optimistic, most likely, and pessimistic estimates. Both techniques involve representing activities as nodes and arrows on a network diagram to show precedence relationships. This allows calculating earliest and latest start/finish times to identify the critical path and determine project duration. Crashing the critical path can potentially reduce the project duration but at increased costs.
This document discusses project scheduling techniques like PERT and CPM. It begins by explaining that project management involves planning, scheduling, and controlling activities with limited resources. PERT was developed for complex projects like missile development, using three time estimates per activity to determine expected duration probabilistically. CPM uses a single time estimate.
The document then covers the three phases of project management - planning, scheduling, and controlling. It describes how to construct a network diagram showing activities and their logical relationships. Key steps like event numbering, float calculation, and critical path analysis are explained. The document concludes by providing an example project network to demonstrate these concepts.
The document discusses the history and concepts of Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), two network analysis techniques used for project management. CPM was developed by DuPont in the 1950s for chemical plant projects, focusing on cost-time tradeoffs. PERT was developed by the US Navy for the Polaris missile program to minimize completion time given uncertain activity durations. Both techniques use network diagrams of nodes and arrows to represent activities and their dependencies. The critical path is the longest sequence of activities determining the minimum project duration.
The document discusses the history and key concepts of Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), which are network analysis techniques used for project management. CPM was developed by DuPont in the 1950s for chemical plant projects, while PERT was developed by the US Navy for the Polaris missile program. Both techniques use network diagrams of activities and their dependencies to analyze the critical path and schedule of a project.
The document discusses the history and concepts of Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), which are network analysis techniques used for project management. CPM was developed by DuPont in the 1950s for chemical plant projects, while PERT was developed by the US Navy for the Polaris missile program. Both techniques use network diagrams of activities and their dependencies to analyze the critical path and schedule of a project. CPM uses deterministic activity times while PERT uses probabilistic times to account for uncertainty. The techniques help answer questions about project completion dates, schedules, budgets, and how to finish early.
project management-cpm and pert methods for managersNaganna Chetty
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.”
Project Management: NETWORK ANALYSIS - CPM and PERTS.Vijaya Bhaskar
This document provides information about project management techniques including network analysis using Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It defines what a project and network are, and describes the basic steps and concepts involved in CPM and PERT. These include drawing networks, identifying critical paths, calculating expected durations and variances of activities, and determining the probability of completing projects within given timeframes. Examples are provided to illustrate key concepts like crashing project durations and calculating associated costs. The document is intended as a teaching aid for understanding fundamental aspects of project network analysis.
The document discusses various project scheduling methods including:
1. Gantt charts which show activity start/duration/completion in a bar chart format.
2. Resource leveling which adjusts work plans to fit staffing constraints.
3. Crashing which aims to accelerate schedules by adding people, increasing productivity, overlapping tasks, removing scope, or innovating approaches.
PERT/CPM networks are also covered as tools to plan, schedule, and monitor complex projects using activities, events, time estimates, critical paths, and other techniques.
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.
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.
(PROGRAM EVALUATION AND REVIE TECHNIQUE)hannahpepino1
The Program Evaluation and Review Technique (PERT) is a project management tool used to calculate the time needed to complete a project. It involves identifying all activities, determining the order they must be completed in, estimating activity times, and finding the critical path - the longest sequence of activities that determines the project's duration. PERT assigns three time estimates to each activity - optimistic, pessimistic, and most likely - and uses these to determine expected activity times and variances.
Network analysis is an important project management tool. It helps with planning, scheduling, and controlling projects through representing activities as a project network. It identifies the interrelationships between activities and helps minimize time, costs, and idle resources while avoiding delays. PERT and CPM are two common network analysis techniques. PERT is useful for complex projects with uncertain activity times, while CPM focuses on cost optimization for projects with known activity times. Both aim to identify the critical path that determines the minimum project duration.
This document provides an overview of project management techniques network analysis, CPM, and PERT. It discusses that CPM and PERT were developed in the 1950s, with CPM by DuPont for chemical plants and PERT by the US Navy for missile programs. CPM uses deterministic activity times and a single estimate, while PERT uses probabilistic times and multiple estimates. Both techniques use networks of interconnected activities to plan and schedule projects. The critical path is the longest path through the network and determines the minimum project time. Network analysis helps answer questions about project schedules, costs, and critical activities.
The document discusses PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method), which are project management techniques developed in the 1950s to schedule, monitor, and control complex projects. It provides definitions of PERT and CPM, the six basic steps to use them, and their importance in answering questions about project timelines, resource needs, and costs. The techniques involve breaking a project into activities, determining their relationships and time estimates, and analyzing the network to identify the critical path requiring the closest monitoring. The document also reviews an example application of PERT and outlines advantages and limitations of the project management approaches.
The document discusses project management techniques CPM and PERT. It provides:
1) A brief history of CPM and PERT, including that CPM was developed by DuPont for chemical plants, while PERT was developed by the US Navy for planning the Polaris missile program.
2) An overview of the key differences between CPM and PERT, such as CPM using deterministic activity times while PERT uses probabilistic times to account for uncertainty.
3) An example application of network analysis to determine the minimum time needed to complete a product redesign and packaging project. The analysis identifies a critical path of 24 weeks.
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.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
This document discusses project scheduling techniques like PERT and CPM. It begins by explaining that project management involves planning, scheduling, and controlling limited resources like time, money, and personnel. It then defines PERT and CPM, noting that PERT uses three time estimates while CPM uses a single estimate. The document outlines the three phases of project management: planning, scheduling, and controlling. It also explains key components of PERT/CPM networks like activities, events, precedence, and dummy activities. The document provides examples of constructing PERT/CPM networks.
This document discusses project management techniques PERT and CPM. PERT uses probabilistic time estimates and is used for non-repetitive projects with uncertain timelines, while CPM uses single time estimates and is used for repetitive jobs. Both techniques represent activities as networks to show interdependencies and allow planning, management, and control of projects. The key advantages are identifying precedence relationships, managing large complex projects more efficiently, and determining the critical path and slacks.
CPM and PERT are network analysis techniques used for project planning and scheduling. CPM was developed in the 1950s by DuPont for chemical plant projects and focuses on minimizing project duration. PERT was developed by the US Navy for the Polaris missile program and handles uncertain activity times using probability. Both techniques represent activities as nodes and their dependencies as arrows to build a network that identifies the critical path showing the shortest time to complete the project.
This document discusses project management techniques like PERT and CPM. It begins with an introduction to project planning, scheduling and controlling. It then explains the key components of PERT/CPM networks including activities, events, precedence relationships and dummy activities. The document provides examples of constructing network diagrams and calculating earliest and latest times. It discusses critical path analysis and calculating float. Finally, it covers the probabilistic approach of PERT using three time estimates.
This document discusses network analysis techniques like CPM and PERT that are used for project planning, management, and control. CPM uses deterministic activity times with a single estimate while PERT uses probabilistic times with optimistic, most likely, and pessimistic estimates. Both techniques involve representing activities as nodes and arrows on a network diagram to show precedence relationships. This allows calculating earliest and latest start/finish times to identify the critical path and determine project duration. Crashing the critical path can potentially reduce the project duration but at increased costs.
This document discusses project scheduling techniques like PERT and CPM. It begins by explaining that project management involves planning, scheduling, and controlling activities with limited resources. PERT was developed for complex projects like missile development, using three time estimates per activity to determine expected duration probabilistically. CPM uses a single time estimate.
The document then covers the three phases of project management - planning, scheduling, and controlling. It describes how to construct a network diagram showing activities and their logical relationships. Key steps like event numbering, float calculation, and critical path analysis are explained. The document concludes by providing an example project network to demonstrate these concepts.
The document discusses the history and concepts of Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), two network analysis techniques used for project management. CPM was developed by DuPont in the 1950s for chemical plant projects, focusing on cost-time tradeoffs. PERT was developed by the US Navy for the Polaris missile program to minimize completion time given uncertain activity durations. Both techniques use network diagrams of nodes and arrows to represent activities and their dependencies. The critical path is the longest sequence of activities determining the minimum project duration.
The document discusses the history and key concepts of Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), which are network analysis techniques used for project management. CPM was developed by DuPont in the 1950s for chemical plant projects, while PERT was developed by the US Navy for the Polaris missile program. Both techniques use network diagrams of activities and their dependencies to analyze the critical path and schedule of a project.
The document discusses the history and concepts of Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), which are network analysis techniques used for project management. CPM was developed by DuPont in the 1950s for chemical plant projects, while PERT was developed by the US Navy for the Polaris missile program. Both techniques use network diagrams of activities and their dependencies to analyze the critical path and schedule of a project. CPM uses deterministic activity times while PERT uses probabilistic times to account for uncertainty. The techniques help answer questions about project completion dates, schedules, budgets, and how to finish early.
project management-cpm and pert methods for managersNaganna Chetty
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.”
Project Management: NETWORK ANALYSIS - CPM and PERTS.Vijaya Bhaskar
This document provides information about project management techniques including network analysis using Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It defines what a project and network are, and describes the basic steps and concepts involved in CPM and PERT. These include drawing networks, identifying critical paths, calculating expected durations and variances of activities, and determining the probability of completing projects within given timeframes. Examples are provided to illustrate key concepts like crashing project durations and calculating associated costs. The document is intended as a teaching aid for understanding fundamental aspects of project network analysis.
The document discusses various project scheduling methods including:
1. Gantt charts which show activity start/duration/completion in a bar chart format.
2. Resource leveling which adjusts work plans to fit staffing constraints.
3. Crashing which aims to accelerate schedules by adding people, increasing productivity, overlapping tasks, removing scope, or innovating approaches.
PERT/CPM networks are also covered as tools to plan, schedule, and monitor complex projects using activities, events, time estimates, critical paths, and other techniques.
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.
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.
(PROGRAM EVALUATION AND REVIE TECHNIQUE)hannahpepino1
The Program Evaluation and Review Technique (PERT) is a project management tool used to calculate the time needed to complete a project. It involves identifying all activities, determining the order they must be completed in, estimating activity times, and finding the critical path - the longest sequence of activities that determines the project's duration. PERT assigns three time estimates to each activity - optimistic, pessimistic, and most likely - and uses these to determine expected activity times and variances.
Network analysis is an important project management tool. It helps with planning, scheduling, and controlling projects through representing activities as a project network. It identifies the interrelationships between activities and helps minimize time, costs, and idle resources while avoiding delays. PERT and CPM are two common network analysis techniques. PERT is useful for complex projects with uncertain activity times, while CPM focuses on cost optimization for projects with known activity times. Both aim to identify the critical path that determines the minimum project duration.
This document provides an overview of project management techniques network analysis, CPM, and PERT. It discusses that CPM and PERT were developed in the 1950s, with CPM by DuPont for chemical plants and PERT by the US Navy for missile programs. CPM uses deterministic activity times and a single estimate, while PERT uses probabilistic times and multiple estimates. Both techniques use networks of interconnected activities to plan and schedule projects. The critical path is the longest path through the network and determines the minimum project time. Network analysis helps answer questions about project schedules, costs, and critical activities.
The document discusses PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method), which are project management techniques developed in the 1950s to schedule, monitor, and control complex projects. It provides definitions of PERT and CPM, the six basic steps to use them, and their importance in answering questions about project timelines, resource needs, and costs. The techniques involve breaking a project into activities, determining their relationships and time estimates, and analyzing the network to identify the critical path requiring the closest monitoring. The document also reviews an example application of PERT and outlines advantages and limitations of the project management approaches.
The document discusses project management techniques CPM and PERT. It provides:
1) A brief history of CPM and PERT, including that CPM was developed by DuPont for chemical plants, while PERT was developed by the US Navy for planning the Polaris missile program.
2) An overview of the key differences between CPM and PERT, such as CPM using deterministic activity times while PERT uses probabilistic times to account for uncertainty.
3) An example application of network analysis to determine the minimum time needed to complete a product redesign and packaging project. The analysis identifies a critical path of 24 weeks.
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.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
2. What is Project Management
Project management can be defined as the
coordination of activities with the potential use of
many organizations, both internal and external to
the business, in order to conduct a large scale
project from beginning to end.
There are two management science techniques
that are used for project management:
Program and Evaluation Review Technique
(PERT)
Critical Path Method (CPM)
3. PERT/CPM
PERT
Program Evaluation and Review Technique
Developed by U.S. Navy for Polaris missile project
Developed to handle uncertain activity times
CPM
Critical Path Method
Developed by Du Pont & Remington Rand
Developed for industrial projects for which
activity times generally were known
Today’s project management software packages have
combined the best features of both approaches.
4. PERT/CPM
PERT and CPM have been used to
plan, schedule, and control a wide
variety of projects:
R&D of new products and processes
Construction of buildings and highways
Maintenance of large and complex
equipment
Design and installation of new systems
5. PERT/CPM
PERT/CPM is used to plan the
scheduling of individual activities that
make up a project.
Projects may have as many as
several thousand activities.
A complicating factor in carrying out
the activities is that some activities
depend on the completion of other
activities before they can be started.
6. PERT/CPM
Project managers rely on PERT/CPM to help
them answer questions such as:
How can the project be displayed graphically?
What is the total time to complete the
project?
What are the scheduled start and finish dates
for each specific activity?
Which activities are critical and must be
completed exactly as scheduled to keep the
project on schedule?
7. How long can non critical activities be
delayed before they cause an increase
in the project completion time?
What is the probability of completing
the project by the deadline?
What is the least amount of money
needed to expedite the project to
obtain the bonus?
How should costs be monitored to keep
the project within budget?
8. Scheduling Using PERT/CPM
A path through a project network is
a route that follows a set of arcs
from the start node to the finish
node.
The length of a path is defined as
the sum of the durations of the
activities of the path.
What are the paths and their
corresponding lengths ?
9. Difference between PERT & CPM
PERT
It is usually analytical
in concept & designed
as probabilistic
network
It is built up of event
oriented diagrams
Three time estimates
are possible for
activities linking up
two activities
CPM
It is basically
synthesising in
concept and termed as
deterministic network
It is built up of
activities oriented
diagrams
One time estimate is
possible
10. Difference between PERT & CPM
PERT
Times are not related
to cost
Used for R & D
Projects, product
development
CPM
Time are related to
costs
Used for repetitive
work
11. A
START
G
H
M
F
J
K L
N
Activity Code
A. Excavate
B. Foundation
C. Rough wall
D. Roof
E. Exterior plumbing
F. Interior plumbing
G. Exterior siding
H. Exterior painting
I. Electrical work
J. Wallboard
K. Flooring
L. Interior painting
M. Exterior fixtures
N. Interior fixtures
2
4
10
7
4
6
7
9
5
8
4 5
6
2
0
0
FINISH
D I
E
C
B
12. Different Terminologies
Event :
A Particular instant in time showing the
end or beginning of an activity.
It is a point of accomplishment or
decision
This does not consume resources
An activity is bound by two events
13. Numbering of events
Event Numbering :
Event numbers should in some
respect reflect their logical
sequencing
14. Rule for numbering events
D R Fulkerson’s rule for numbering :
An initial event is one which has arrows coming
out of it and none entering it. In any network
there will be one such event. Number it 1
Delete all the arrows emerging from event 1.
This will create at least one more “initial event”
Number these new initial events as 2,3,..
Delete all emerging arrows from these numbered
events which will create new initial events
Continue till the last event is obtained which has
no arrows emerging out of it
15. Additional rules for numbering
events
All events must be numbered
The same number cannot be used for
more than one event. This is
necessary for identifying each activity
Event can be numbered in any order
but usually forward numbering
system is more familiar
16. Different Terminologies
Activity :
An activity represents efforts applied over a
period of time which has a definite beginning
and end
Activities are graphically represented by arrows
with description and time estimates written
along the arrow
Direction of the arrow indicates the sequence in
which events occur
Activity is actual performance of a task
It consumes resources i.e. manpower, material,
money
Activity represents what is to be done between
the achievement of any two events
An activity cannot be started until its preceding
event has been achieved
17. Activity & Event Relationship
An event can only be achieved when
all activities leading to that event are
complete
An activity can only be started when
its preceding event is achieved.
The preceding event thus dictates the
earliest start time of an activity.
While the succeeding event fixes the
accomplishment of that activity
18. Different Terminologies
Restriction :
When one activity must be completed
before a second activity can begin, the
first activity is considered to be restraint
or restricting activity. A<B
Pre-requisite Activity :
Is one which immediately precedes the
one being considered. A is pre-requisite
for B,C & F
A
F
D
B
C
E
19. Different Terminologies
Post-Requisite activity :
Is one which immediately follows one under
consideration. B,C & F are post requite to A
Descendent Activity :
A descendent activity is any activity restricted
by the one under consideration
B,C,D,E F are descendent of A
Antecedent Activity :
Any activity which must precede the one under
consideration. A & B are antecedent of D
A
F
D
B
C
E
20. Different Terminologies
Dummy Activity :
An activity that does not consume any kind of
resources but merely depicts the technological
dependence.
Merge :
A merge exists when two or more activities
converge at a single event
Burst :
A burst exists when two or more activities have
a common beginning event
21. Rules for drawing network diagram
Rule 1 :Each activity is represented
by one and only one arrow in the
network
Rule 2 : No two activities can be
identified by the same end event
a
b
a
b
dummy
WRONG RIGHT
22. Rules for drawing network diagram
Rule 3 : In order to ensure the correct
precedence relationship in the arrow
diagram, following must be checked
when every activity is added
What activities must be completed before
this activity can start ?
What activity must follow this activity ?
What activity must occur simultaneously
with this activity ?
23. Further guidelines for network
diagrams
Activity arrows should be drawn from
left to right indicating progressive
approach towards the ultimate
objective or final event
Crossing of arrows should be avoided
Unnecessary use of dummy activities
should be avoided
24. Network Rules
The length of arrows bears no relationship to the time
which the activity takes
The arrow in a network identifies logical conditions of
dependencies. The geometry of the arrow has no
significance
The direction of the arrow indicates the direction of
work flow. Normal convention is from left to right
All networks are constructed logically on the principle
of dependency
No event can be reached in a project before the
activity preceding is completed
No set of activites can form a circular loop
25. More Terminology
Earliest start time of an activity (ES)
The time at which an activity will begin if there
are no delays in a project.
Earliest finish time of an activity (EF)
The time at which an activity will finish if there
are no delays in a project.
Latest start time of an activity (LS)
The latest possible time that an activity can
start without delaying the project.
26. More Terminology Cont.
Latest finish time of an activity (LF)
The latest possible time that an activity
can be completed without delaying the
project.
Forward pass
The process of moving through a
project from start to finish to determine
the earliest start and finish times for
the activities in the project.
27. More Terminology Cont.
Backward pass
The process of moving through a project from finish
to start to determine the latest start and finish times
for the activities in the project.
Slack for an activity
The amount of time that a particular activity can be
delayed without delaying the whole project.
It is calculated by taking the difference between the
latest finish time with the earliest finish time.
28. More Terminology Cont.
Earliest start time rule
The earliest start time for an activity is
equal to the largest of the earliest finish
times of its immediate predecessors.
Latest finish time rule
The latest finish time is equal to the
smallest of the latest start times of its
immediate successors.
29. Procedure for Obtaining
Earliest Times
Step 1: For the activity that starts the
project, assign an earliest start time of
zero, i.e., E1=0.
Step 2: Any activity can start immediately
when all the preceding activities are
completed
The earliest start time for node j is given by
Ej = Max [Ei + Dij]
Where I is the collection of nodes which precede
node j
30. Procedure for Obtaining
Earliest Times Cont.
Step 3 : Repeat step 2 for the next
eligible activity until the end node is
reached
31. Procedure for Obtaining Latest
Start Times
In forward pass computation, the
earliest time when a particular
activity can be completed is known.
It is seen that some activities are
not critical to the completion of the
project
Can their starting time be delayed ?
What can be the maximum delay ?
Such questions arises when scheduling
resources
32. Procedure for Obtaining Latest
Start Times
Step 1: Set Li = Ei or Ts where Ts is the
scheduled date of completion of the project
and Ei is the earliest terminal time
Step 2: Li = Min [Lj – Dij]
i.e. the latest time for activities is the
minimum of the latest time of all succeeding
activities reducing their activity time.
Step 3: Repeat step 2 until starting activity is
reached
33. A
START
G
H
M
F
J
FINISH
K L
N
D I
E
C
B
2
4
10
7
4
6
7
9
5
8
4 5
6
2
S = (0, 0)
F = (2, 2)
S = (2, 2)
F = (6, 6)
S = (16, 20)
F = (22, 26)
S = (16, 16)
F = (20, 20)
S = (16, 18)
F = (23, 25)
S = (20, 20)
F = (25, 25)
S = (22, 26)
F = (29, 33)
S = (6, 6)
F = (16, 16)
S = (0, 0)
F = (0, 0)
S = (25, 25)
F = (33, 33)
S = (33, 33)
F = (38, 38)
S = (38, 38)
F = (44, 44)
S = (33, 34)
F = (37, 38)
S = (29, 33)
F = (38, 42)
S = (38, 42)
F = (40, 44)
S = (44, 44)
F = (44, 44)
0
0
34. Ways of Finding the Critical
Path
Examine all the paths and find the
path with the maximum length.
Calculate the slack for an activity.
If the slack is zero, it is on the critical
path.
If the slack is positive, it is not on the
critical path.
36. Activity on Arc Network
A(3)
D(12)
B(8)
E(10)
C(7)
F(20)
1 5
4
3
2
The network will build up with
each mouse click, in the order
you would construct it on
paper.
38. Earliest Event Times
A(3)
D(12)
B(8)
E(10)
C(7)
F(20)
1 5
4
3
2
0
3
12
22
42
To find EETs, work
forwards through the
network from the start
node to the finish
node.
The EET for an
event occurs
when all activities
leading into that
event are
complete.
39. Latest Event Times
A(3)
D(12)
B(8)
E(10)
C(7)
F(20)
1 5
4
3
2
3
0
12
22
42 42
22
12
4
0
To find LETs, work
backwards through
the network from the
finish node to the start
node.
The LET for an
event is the latest
it can occur
without delaying
subsequent
events.
40. Critical Activities
A(3)
D(12)
B(8)
E(10)
C(7)
F(20)
1 5
4
3
2
3 4
0 0
12 12
22 22
42 42
Critical activities are activities that cannot
run late. For critical activities:
Latest finish — Earliest start = length of
activity
The green arrows mark the critical
activities, which form the critical path.
The critical path(s) must form a continuous
route from the start node to the finish
node.
41. Revisiting Cables By Us Using
Probabilistic Time Estimates
Activity Description
Optimistic
time
Most likely
time
Pessimistic
time
A Develop product specifications 2 4 6
B Design manufacturing process 3 7 10
C Source & purchase materials 2 3 5
D Source & purchase tooling & equipment 4 7 9
E Receive & install tooling & equipment 12 16 20
F Receive materials 2 5 8
G Pilot production run 2 2 2
H Evaluate product design 2 3 4
I Evaluate process performance 2 3 5
J Write documentation report 2 4 6
K Transition to manufacturing 2 2 2
42. Using Beta Probability
Distribution to Calculate
Expected Time Durations
A typical beta distribution is shown below, note
that it has definite end points
The expected time for finishing each activity is
a weighted average
6
c
pessimisti
likely
most
4
optimistic
time
Exp.
43. Calculating Expected Task
Times
Activity
Optimistic
time
Most likely
time
Pessimistic
time
Expected
time
A 2 4 6 4
B 3 7 10 6.83
C 2 3 5 3.17
D 4 7 9 6.83
E 12 16 20 16
F 2 5 8 5
G 2 2 2 2
H 2 3 4 3
I 2 3 5 3.17
J 2 4 6 4
K 2 2 2 2
6
4 c
pessimisti
likely
most
optimistic
time
Expected
45. Estimated Path Durations
through the Network
ABDEGIJK is the expected critical
path & the project has an expected
duration of 44.83 weeks
Activities on paths Expected duration
ABDEGHJK 44.66
ABDEGIJK 44.83
ACFGHJK 23.17
ACFGIJK 23.34
48. Estimating the Probability of
Completion Dates
Using probabilistic time estimates offers the advantage of
predicting the probability of project completion dates
We have already calculated the expected time for each
activity by making three time estimates
Now we need to calculate the variance for each activity
The variance of the beta probability distribution is:
where p=pessimistic activity time estimate
o=optimistic activity time estimate
2
2
6
o
p
σ
49. Project Activity Variance
Activity Optimistic Most Likely Pessimistic Variance
A 2 4 6 0.44
B 3 7 10 1.36
C 2 3 5 0.25
D 4 7 9 0.69
E 12 16 20 1.78
F 2 5 8 1.00
G 2 2 2 0.00
H 2 3 4 0.11
I 2 3 5 0.25
J 2 4 6 0.44
K 2 2 2 0.00
50. Variances of Each Path
through the Network
Path
Number
Activities on
Path
Path Variance
(weeks)
1 A,B,D,E,G,H,J,k 4.82
2 A,B,D,E,G,I,J,K 4.96
3 A,C,F,G,H,J,K 2.24
4 A,C,F,G,I,J,K 2.38
51. Calculating the Probability of
Completing the Project in Less Than
a Specified Time
When you know:
The expected completion time
Its variance
You can calculate the probability of completing the
project in “X” weeks with the following formula:
Where DT = the specified completion date
EFPath = the expected completion time of the path
2
P
σ
EF
D
time
standard
path
time
expected
path
time
specified
z
P
T
path
of
variance
σ 2
Path
52. Example: Calculating the probability
of finishing the project in 48 weeks
Use the z values in Appendix B to determine
probabilities
e.g. probability for path 1 is
Path
Number
Activities on Path Path Variance
(weeks)
z-value Probability of
Completion
1 A,B,D,E,G,H,J,k 4.82 1.5216 0.9357
2 A,B,D,E,G,I,J,K 4.96 1.4215 0.9222
3 A,C,F,G,H,J,K 2.24 16.5898 1.000
4 A,C,F,G,I,J,K 2.38 15.9847 1.000
1.52
4.82
weeks
44.66
weeks
48
z
53. Project Network
A project network can be constructed to
model the precedence of the activities.
The nodes of the network represent the
activities.
The arcs of the network reflect the
precedence relationships of the
activities.
A critical path for the network is a path
consisting of activities with zero slack.
54. Network Analysis
Phases of Network Analysis
Phase I : Planning
Collection of all information pertinent to project
different types of works involved are separated
into activities
Time estimates are determined for each
activity
Activity sequencing is established by noting
their inter relationship (which must precede,
which must succeed, which are concurrent)
55. Network Analysis
Phases of Network Analysis
Phase II : Scheduling
assigning estimated start & finish time to each
activity
cost, availability of work crew, materials & other
resources associated with each activities must be
considered.
Showing the float on some activities and determining
the critical activities.
Preparation of time chart and using it for manpower
leveling and resource allocation
Cost analysis based on the time chart
56. Network Analysis
Phases of Network Analysis
Phase III : Control
Cost control of project
updating and reporting
proposed changes
simplifies communication and improve
coordination
57. Advantages of network analysis
It limits possibility of over looking a
job
It shows inter relationship of all jobs
in the project
It helps in communicating the ideas
It contribute to disciplined thinking
It identifies those jobs which are
critical for project completion
58. Advantages of network analysis
It provides time schedule consisting much
more information than a usual bar chart
It provides methods of resource allocation
to meet limiting condition
It integrates all elements of a programme
to whatever detail is desired
It facilitates reporting & project
documentation
59. Project Network
A project network is a network
diagram that uses nodes and arcs to
represent the progression of the
activities is a project from start to
finish.
Three pieces of information needed:
Activity information
Precedence relationship
Time information
60. Project Network Cont.
Two types of project networks
Activity-on-Arc (AOA)
On this diagram, the activity is
represented on an arc, while a node is
used to separate an activity from its
immediate predecessors.
Activity-on-Node (AON)
On this diagram, the activity is
represented by the node, while the arc is
used to showed the precedence
relationship between the activities.