Operations CASE, SLP and TD

Module 4 - Home

Scheduling and Project Management (PERT and CPM)

Modular Learning Outcomes

Upon successful completion of this module, the student will be able to satisfy the following outcomes:

•Case ◦Identify the framework of PERT and CPM.

•SLP ◦Interpret variability in activity times and the three estimates and discuss the role of a project manager.

•Discussion ◦Discuss factors affecting personnel decisions pertaining to non-standard schedules—in particular, late-night shift work.

Module Overview

Project scheduling involves sequencing and allotting time to all project activities. At this stage, managers decide how long each activity will take and compute how many people and materials will be needed at each stage of production. Managers also chart separate schedules for personnel need by type of skills (management, engineering, etc).

Program evaluation and review technique (PERT) and the critical path method (CPM) were both developed in the 1950s to help managers schedule, monitor and control large and complex projects. CPM arrived first in 1957 as tool developed by J. E. Kelly of Remington Rand and M. R. Walker of duPont to assist in the building and maintenance of chemical plants at duPOnt. Independently, PERT was developed in 1958 by Booz, Allen and Hamilton for U. S. Navy.