Project Scheduling Analysis

Techniques in Project Scheduling

A schedule as the conversion of a project work breakdown structure (WBS) into an operating timetable. As such, it serves as the basis for monitoring and controlling project activity and, taken together with the plan and budget, is probably the major tool for the management of projects (Meredith and Mantel, 2013). The purpose of this mini paper is to provide a brief overview of three different techniques used for project scheduling. While not a complete list of techniques, these three are most commonly used in project management. The three techniques are:

1. Program Evaluation and Review Technique (PERT)

2. Critical Path Method (CPM)

3. Gantt Chart

Program Evaluation and Review Technique (PERT)

The Program

One difference between the two techniques is CPM is used in projects that have predicable tasks. It was first developed around the same time as PERT by in the late 1950’s by DuPont and can be used on all types of projects. As a network diagram, it represents project tasks as nodes or points determining which tasks are critical to the completion of the project and schedules those tasks to meet the task completion date with minimal costs incurred. Identifying the critical path when constructing a Critical Path network is accomplished by adding all the times of the activities within the path from start to finish. This mathematical addition identifies the longest path of a task from start to finish.

Some of the advantages of the Critical Path Method include the ability to apply a systematic approach to planning, scheduling and executing large scale or complex projects. Another advantage is the CPM diagram allows for better visualization of dependencies within tasks. Lastly, CPM supports a proactive risk assessment as it specifically identify the critical tasks within the project.

Some of the disadvantages to the Critical Path Method is the difficulty in managing the CPM in a large, complex project, the inability to properly monitor the allocation of resources, and the inability to develop and control the schedule of those involved with supporting a task.

Gantt

As more tasks and subtasks are added to a Gantt chart, visibility is lost on the details required to complete a task(s) within the project. Another disadvantage is the need to constantly update as parts of the project change. This requires the project manager to consistently ensure the Gantt chart remains updated which results in time spent away from the important aspects of the project. A third disadvantage to Gantt Charts is the horizontal bar representing the task(s) does not necessarily reflect the amount of work completed or required. The bars only represent the time period when the task(s) will be completed. However, the bars do not display the work hours required. Visually, a short bar may require more work hours than a long bar, which could lead to misperceptions about the importance and size of a