CHAPTER 12
12–1 PERT/CPM charts can often be used in lieu of written reports.
12–2 PERT networks should always follow the work breakdown structure. As a matter
of fact, any scheduling techniques should follow the work breakdown structure.
If the work is priced out at the task level, then there should be PERT schedules
and bar charts for each one of the tasks that you find in the work breakdown
structure.
12–5 The major difficulties with PERT are identified in section 12-8. Generally
speaking, these difficulties cannot be overcome unless the project manager
establishes separate policies, procedures, rules, and guidelines on his/her project.
12–7 (a) Critical path: 1
–
2
–
5
–
6
–
9
–
10
or
1
–
4
–
7
–
9
–
10
12–8 Line managers can carry as much depth as possible into PERT scheduling
12-9
Act
ivi
t
y
Early Star
t
Early Finish
Latest Star
t
Latest Finish
A
0
6
0
6
B
0
3
9
12
C
6
12
6
12
D
6
15
9
18
E
12
18
12
18
(a) No impact
(b) The end date slips by 1 week c. No impact
(d) The activities on the critical path are looked at first
12-10
Duration
ES
EF
L
S
LF
3
0
3
4
7
7
0
7
0
7
5
0
5
2
7
2
7
9
11
13
6
7
13
7
13
1
5
6
12
13
4
13
17
13
17