1. Most commonly used methods for project management.
CPM Critical Path Management) PERT (Program Evaluation and Review Technique)
Most commonly used methods for project management.
There are some similarities and differences between PERT and CPM.
PERT can be applied to any field requiring planned, controlled and integrated work efforts to accomplish defined objectives.
On the other hand, CPM is the method of project planning consisting of a number of well-defined and clearly recognizable activities.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

2. CPM CPM uses activity oriented network.
Durations of activity may be estimated with a fair degree of accuracy.
It is used extensively in construction projects.
Deterministic concept is used.
CPM can control both time and cost when planning.
In CPM, cost optimization is given prime importance.
The time for the completion of the project depends upon cost optimization.
The cost is not directly proportioned to time. Thus, cost is the controlling factor.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

3. PERT PERT uses event oriented Network.
Estimate of time for activities are not so accurate and definite.
It is used mostly in research and development projects, particularly projects of non-repetitive nature.
Probabilistic model concept is used.
PERT is basically a tool for planning.
In PERT, it is assumed that cost varies directly with time. Attention is therefore given to minimize the time so that minimum cost results.
Thus in PERT, time is the controlling factor.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

4. Used to plan, schedule, and control a wide variety of projects
PERT (Program Evaluation & Review Technique) CPM ( Critical Path Method)
Used to plan, schedule, and control a wide variety of projects
Schedule and coordinate the various tasks so that the project is completed on time
Managers want to know:
What is the expected project completion date
What is the scheduled start & completion date for each specific task
Which tasks are “critical” and must be completed exactly as scheduled to keep the project on schedule
How long can “noncritical” tasks be delayed before they cause a delay in the total project
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

5. How to Draw a Pert Chart
Make a list of all the tasks that are required to complete the project.
Put the tasks in order by dependency.
For example, two tasks are design and coding. You can't design and code until the requirements are specified.
Requirements comes before design and coding.
Number (or letter) your sorted list, starting with assigning the lowest number (or letter) to the first task and the highest number to the last task.
Draw the graph, with earlier tasks on the left and later tasks moving right. Tasks that can be done at the same time should be vertically aligned.
Draw arrows from prerequisite tasks to the tasks that depend on them.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

6. The Network?
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

7. The Network
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

8. Manage It. Your Guide to Modern, Pragmatic Project Management
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

9. Critical Path Calculation
ES: Earliest Start
EF: Earliest Finish
LS: Latest Start
LF: Latest Finish
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

10. Task ID and duration (t)
For each task:
Task ID and duration (t)
ES Earliest start time
EF Earliest finish time (ES + t)
Earliest start: largest value of the earliest finish times for all predecessor tasks
LF Latest finish time
LS Latest start time (LF – t)
Latest finish Rule: smallest value of the latest start time for all successor tasks

11. Task ID and duration (t)
For each task:
Task ID and duration (t)
ES Earliest start time
EF Earliest finish time (ES + t)
Earliest start: largest value of the earliest finish times for all predecessor tasks
LF Latest finish time
LS Latest start time (LF – t)
Latest finish Rule: smallest value of the latest start time for all successor tasks

12. Task ID and duration (t)
For each task:
Task ID and duration (t)
ES Earliest start time
EF Earliest finish time (ES + t)
Earliest start: largest value of the earliest finish times for all predecessor tasks
LF Latest finish time
LS Latest start time (LF – t)
Latest finish Rule: smallest value of the latest start times for all successor tasks

13. Finding Latest Start & Latest Finish times
Start at the end of Project node
Use the assumed completion time (or merely set the LF of end of Project node to its computed EF)
The node’s LS is then set to its successor node’s LF time – the node’s duration
If the node has more than 1 successor node, the LS times for each successor node must be considered
The node’s LF values is set to the smallest of the successor nodes’ LS times
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

14. If it was 8, you would overshoot by 3
The LS times for the three successor nodes indicate the latest that the task can be started and still have the project completed on its expected completion date.
If the LF time was set to 12, you would overshoot the completion date by 7
If it was 8, you would overshoot by 3
The latest that you can start the first successor node is 5… and get the expected completion time (the LF for the finish node
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

15. Assignment Handout Due - Monday
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

16. Draw the Network

17. Network
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

18. Network

19. Homework Assignment
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

20. Manage It. Your Guide to Modern, Pragmatic Project Management
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

21. Project Tasks - example
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

22. PERT
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

23. Manage It. Your Guide to Modern, Pragmatic Project Management
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

24. Manage It. Your Guide to Modern, Pragmatic Project Management
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

25. Expected Project Completion Time
Probability Project is completed earlier
Probability Project is completed later
Expected
Project
Completion
Time
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman