The Program Evaluation and Review Technique (PERT) is a game-changer in project scheduling, offering a structured way to map out the flow of tasks and timelines. At its core lies the PERT chart, a dynamic visual tool that simplifies the planning and coordination of project activities, making it easier to spot dependencies and stay on course. A staple in project … [Read more...]
On January 28, 1986, the NASA Space Shuttle Challenger erupted in a fiery spectacle just 73 seconds after launch, unraveling before one of the largest live television audiences ever recorded at the time. The investigation that followed pinned the catastrophe on a seemingly minor detail: the failure of several O-rings—rubber seals, roughly a foot in diameter—meant to … [Read more...]
The Program Evaluation and Review Technique (PERT) is an important step in project scheduling. PERT charts are a central part of any project management course. They are quick to draw and intuitive to use. How to Draw a PERT Chart There are two rules: Tasks (activities) are represented as arrows Milestone dates are nodes PERT charts are also called … [Read more...]
If there is only one foundational part of project management, it would have to be breaking down the project into manageable parts. Those parts are called phases and tasks. Everything else is built upon that foundation, so it should not be taken lightly. Although it seems trivial, it is one of the most important parts of a project manager's job. Example Activity … [Read more...]
With little exception, missing deadlines reflects poorly on the project manager and sometimes has financial consequences too. Because projects are by definition temporary, someone has authorized the project and expects its deliverables in a timely fashion. To meet the deadlines, a schedule management plan is produced which is a subset of the project management plan. … [Read more...]
If I asked you how far behind your project was, could you tell me in quantitative terms? Most people know the basic status of various tasks: "Well, that report was a week behind and Johnny should've finished his analysis by yesterday." But that's not good enough. Project management standards dictate that the project manager knows how far behind (or ahead) the … [Read more...]
If I told you to change a light bulb and you had two hours to do it, you would probably spend most of the two hours. You'd assume I thought you needed to go the store, or that I wanted it done a certain way, and that I've thought hard enough about it that you should take the two hours. In project management, this human phenomenon, that work tends to fit into the space … [Read more...]
