The document discusses the history and development of the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) project management tools. It was created in the 1950s out of the need for Western industrial and military establishments to plan, schedule, and control complex projects. CPM was developed by DuPont to reduce downtime on plant maintenance, while PERT was created by the US Navy for the Polaris missile program. The document then outlines the framework for using CPM and PERT to define activities, durations, dependencies, and critical paths to help plan, schedule, monitor and control projects.
The document discusses the history and development of the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) project management tools. It was created in the 1950s out of the need for Western industrial and military establishments to plan, schedule, and control complex projects. CPM was developed by DuPont to reduce downtime on plant maintenance, while PERT was created by the US Navy for the Polaris missile program. The document then outlines the framework for using CPM and PERT to define activities, durations, dependencies, and critical paths to help plan, schedule, monitor and control projects.
The document discusses the history and development of the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) project management tools. It was created in the 1950s out of the need for Western industrial and military establishments to plan, schedule, and control complex projects. CPM was developed by DuPont to reduce downtime on plant maintenance, while PERT was created by the US Navy for the Polaris missile program. The document then outlines the framework for using CPM and PERT to define activities, durations, dependencies, and critical paths to help plan, schedule, monitor and control projects.
The document discusses the history and development of the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) project management tools. It was created in the 1950s out of the need for Western industrial and military establishments to plan, schedule, and control complex projects. CPM was developed by DuPont to reduce downtime on plant maintenance, while PERT was created by the US Navy for the Polaris missile program. The document then outlines the framework for using CPM and PERT to define activities, durations, dependencies, and critical paths to help plan, schedule, monitor and control projects.
Presented by :- Neha Thapliyal 2005SMF6544 Kumar Gaurav 2005SMF6615 Ashish Kumar Singh 2005SMF6648 Saurabh Vajpayee 2005SMT6671 Department of Management Studies Indian Institute of Technology, Delhi History of CPM & PERT Project planning with CPM/PERT CPM (Critical Path Method) PERT (Programme Evaluation Review Technique) Project management techniques Created out of the need of Western industrial and military establishments to plan, schedule and control complex projects. Developed along two parallel streams, one industrial and the other military.
History of CPM & PERT CPM was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co. and J.E.Kelly of Remington Rand, 1957 First test was made in 1958, when CPM was applied to the construction of a new chemical plant In 1959, the method was applied to maintenance shutdown at the Du Pont works - Unproductive time was reduced from 125 to 93 hours PERT was devised in 1958 for the POLARIS missile program by the Program Evaluation Branch of the Special Projects office of the U.S.Navy
Planning, Scheduling & Control Planning, Scheduling (or organizing) and Control are considered to be basic Managerial functions PERT/CPM provided a focus around which managers could brainstorm and put their ideas together. Proved to be a great communication medium by which thinkers and planners at one level could communicate their ideas, their doubts and fears to another level. Planning, Scheduling & Control CPM/PERT can answer the following important questions: How long will the entire project take to be completed? What are the risks involved? Which are the critical activities or tasks in the project, which could delay the entire project if they were not completed on time? Is the project on schedule, behind schedule or ahead of schedule? If the project has to be finished earlier than planned, what is the best way to do this at the least cost?
Framework for PERT & CPM 1. Define the Project and all of its significant activities or tasks. 2. Develop the relationships among the activities 3. Draw the "Network" connecting all the activities 4. Assign time and/or cost estimates to each activity 5. Compute the longest time path through the network CRITICAL PATH 6. Use the Network to help plan, schedule, monitor and control the project
Framework for PERT & CPM Five useful questions to ask when preparing an activity network are: Is this a Start Activity? Is this a Finish Activity? What Activity Precedes this? What Activity Follows this? What Activity is Concurrent with this?
Activity-on-Node Network Diagrams AON Each activity is represented by a node in the network. A precedence relationship between two activities is represented by an arc or link between the two. AON may be less error prone because it does not need dummy activities or arcs Figure2: Activity on node representation Figure 3: Activity on arc representation AOA Each activity is represented by an arc in the network. If activity X must precede activity Y, there are X leads into arc Y. Thus, the nodes represent events or milestones (e.g., finished activity X). Dummy activities of zero length may be required to properly represent precedence relationships. AOA historically has been more popular, perhaps because of its similarity to Gantt charts used in scheduling. Activity-on-Arc Network Diagrams Crashing, Resource Constraints and Uncertainty Some peculiar situations that may arise in a current day project are : Speeding up the completion of a project by speeding up or crashing some of the activities in the project. Ability to finish a project quickly is hindered by limited resources. Given the uncertainty of each activity, what can be said about the probability that the entire project will finish by a given target date.
Thus, we get a crashing cost curve for the activity as shown in Figure 4:
Normal time Figure 4 Activity Crash Cost Curve Cost Crashing, Resource Constraints and Uncertaintycontd. Crashing and the cost of crashing Crashing of Project Networks Once the critical path length for a project has been identified, the next question invariably asked is: can we shorten the project? The process of decreasing the duration of a project or activity is commonly called crashing.
The Cost and Value of Crashing There is value in crashing a project. In order to crash a project, we must crash one or more activities. Crashing an activity costs money.
The Cost of Crashing an Activity An activity is typically crashed by applying more labor to it. CPM PERT in building construction Construction activities and their time & start constraints CPM in construction C The Value of Crashing a Project There are two approaches to deciding upon the amount of project crashing: We simply specify a project duration time and crash enough to achieve this duration, or We estimate the value of crashing it for various days. Figure 6 Gantt chart for House Project Thank You !!