This assignment covers text chapters 9 and 10 IN PROJECT MANAGMENT BOOK 4TH EDIT
ID: 431278 • Letter: T
Question
This assignment covers text chapters 9 and 10 IN PROJECT MANAGMENT BOOK 4TH EDITION. APA FORMAT THE QUESTIONS!!!!!!!!Some questions are adapted from Discussion Questions in the text. Be sure you complete all questions. Your answers should be well-documented and include detailed references to the readings and other sources of information.
These are the questions!!!!!!!!!
Define each of the following terms: (a) path, (b) activity, (c) early start, (d) early finish, (e) late start, (f) late finish, (g) forward pass (h) backward pass, (i) node, (j) AON, (k) float, (l) critical path, (m) PERT [MO5.1]
Distinguish between serial activities and concurrent activities. Why do we seek to use concurrent activities as a way to shorten the project's length? [MO5.1, 5.2]
List three methods of deriving duration estimates for project activities. What are the strengths and weaknesses associated with each method? [MO5.2]
What are the advantages in the use of Gantt charts over PERT diagrams?In what ways might PERT diagrams be advantageous? [MO5.3]
Under what circumstances might you wish to crash a project? [MO5.4]
Explanation / Answer
1) Define each of the following terms: (a) path, (b) activity, (c) early start, (d) early finish, (e) late start, (f) late finish, (g) forward pass (h) backward pass, (i) node, (j) AON, (k) float, (l) critical path, (m) PERT
a) Path – A sequence of activities defined by the project network logic.
b) Activity – A task or section of an overall project.
c) Early start – The earliest date in which an activity in a project may start, based on the network logic.
d) Early finish – The earliest date in which an activity in a project may finish.
e) Late start – The latest date in in which an activity may begin without effecting other activities in the project logic.
f) Late finish – The latest date in in which an activity must finish without effecting other activities in the project logic
g) Forward pass – A network calculation that determines the earliest start/earliest finish time/date for each activity. Dates/times are calculated by working forward through each activity in a network.
h) Backward pass – A calculation of late finish times/dates for all uncompleted activities. Calculations are found by working backwards through the network’s activities
i) Node – A defining point in a network or a junction point of activities in a network AON – Activity-on-Node logic uses nodes to represent an activity in a project which is connected by path arrows in order to show the sequencing of a project.
j) Float – The amount of time an activity may be delayed. Also can be defined as the difference between the late start date and early start date or the late finish date and early finish date. It is also to be noted that the float will change as a project progresses.
k) Critical path – Typically the sequence of activities that determines the duration of a project. It is the longest path of the project.
l) PERT – Program Evaluation and Review Technique is a probability based network activity estimate method for projects where their durations are difficult to determine.
2) Distinguish between serial activities and concurrent activities. Why do we seek to use concurrent activities as a way to shorten the project's length?
Serial activities are activities “that flow from one to the next, in sequence.” Serial activities follow a strict order where one activity cannot begin until the previous activity has been completed. With concurrent activities, portions of a project may be able to be in process at the same time. As an example, an activity of order taking may not commence until activities both product production and marketing campaigns have been completed. Utilizing concurrent activities in a project will help shorten the lifespan of a project as a whole since certain portions of a project will not have to wait until the previous activity is complete before it begins so long as the project manager has the staff and resources to do so.
3) List three methods of deriving duration estimates for project activities. What are the strengths and weaknesses associated with each method?
Three methods of deriving duration estimates are using past experience, expert opinion or employing mathematical derivation, all of which come with their own advantages and disadvantages. Using past experience is a good method in that it uses the experience of the project manager to estimate the duration of a project and its activities. The downside there is that the project manager needs to reflect on their experience to ensure that the data he or she is recollecting is accurate and up to date. For instance, if a team is working on an annual financial project, they will not be able to rely on data from five or so years ago as it will be considered obsolete. Using past experience is better suited for projects that involve certain methods that do not rely on variable data.
The next method is employing expert opinion. Similar to the previous method, a project manager is relying on the experience of an expert of the area in which the project is focused. An expert knows how long an expert can complete a task, however, an expert’s estimation would more than likely not be valid if he or she is estimating the job of a “non-expert”
Lastly, one can use mathematical derivation to estimate the duration of activities. This method uses a variety of data to calculate times and is more objective than the other methods. The data used is based on the best time, most realistic time and the worst time estimated. These three times are plugged into a formula that will provide the best estimate available.
4) What are the advantages in the use of Gantt charts over PERT diagrams? In what ways might PERT diagrams be advantageous?
The main advantage of using a Gantt chart over a PERT diagram is basically the ease in how a Gannt chart is read. It is an appealing visualization to any project which allows anybody who views it to understand realistically where a project stands. Additionally, “the Gantt chart provides optimum opportunity to present each stage of your project. It has everything from listing goals to resource allotment” both of which are important project items to have available in an easy to read format. However, for larger, more complex projects, PERT diagrams may be the better route to use. The PERT diagram “defines and makes visible dependencies (precedence relationships) between the WBS elements” With more complex projects, this is not as easily feasible with a Gannt chart. The PERT diagram also provides a better visualization of the critical path of a project. While this is an important aspect, it should also be noted that complex PERT diagrams can also make it quite difficult to comprehend an activity with its allotted time frame which is more obvious with a Gannt chart.
5) Under what circumstances might you wish to crash a project?
There are four main reasons as to why one would crash a project. They include issues such as the initial schedule being too aggressive, a demand that needs to be met sooner, various project delays and lastly if the contract provides incentive to finish early. There are multiple ways in which a project manager can successfully crash a project. Those methods typically involve adding overtime, improving employee productivity and resources, fast-tracking activities within a project and as a last ditch effort, one could compromise quality to cut corners to reach completion earlier.
Picariello, Gary. "The Pros and Cons of Using PERT and Gantt Charts." Brighthub Project Management. N.p., 13 June 2010. Web. 14 Apr. 2014. < brighthubpm/software-reviews-tips/2791-pros-and-cons-of-pert-and-gantt-charts/>.
Pinto, Jeffrey K.. "Introduction." Project management: achieving competitive advantage. 3rd ed. Boston: Pearson, 2013. 12. Print.
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