Using the Project Evaluation and Review Technique (PERT) in discree structures,

Question

Using the Project Evaluation and Review Technique (PERT) in discree structures, Make up a meaningful example illustrating this process. Explain all details. Draw the graphs involved. You should use a reasonable number of tasks.
(i) Determine the minimum time needed to complete your set of tasks.
(ii) Determine the Critical Path for your example. Explain what this gives you.
(iii) Comment on your example. Which task(s) cause a delay in the project? How would you fix the problem? Can you obtain more information out of your example?

Explanation / Answer

The work breakdown structure is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract.[2] In a project or contract, the WBS is developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages) which include all steps necessary to achieve the objective. Example of work breakdown structure applied in a NASA reporting structure.[2] The work breakdown structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.[2] A work breakdown structure permits summing of subordinate costs for tasks, materials, etc., into their successively higher level “parent” tasks, materials, etc. For each element of the work breakdown structure, a description of the task to be performed is generated.[3] This technique (sometimes called a system breakdown structure [4]) is used to define and organize the total scope of a project. The WBS is organised around the primary products of the project (or planned outcomes) instead of the work needed to produce the products (planned actions). Since the planned outcomes are the desired ends of the project, they form a relatively stable set of categories in which the costs of the planned actions needed to achieve them can be collected. A well-designed WBS makes it easy to assign each project activity to one and only one terminal element of the WBS. In addition to its function in cost accounting, the WBS also helps map requirements from one level of system specification to another, for example a requirements cross reference matrix mapping functional requirements to high level or low level design documents.

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