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How can a business use the PERT chart to plan and manage its projects?

How can a business use the PERT chart to plan and manage its projects? It usually starts years ago with some kind of brainstorming session where the business decodes its problems and challenges. Project teams create many problems for themselves and their businesses. The team starts creating plans, but they don’t do a very good job explaining every detail they work out. A business is under pressure to hit quarterly quotas and if it misses it will jeopardize its business. If _critical_ plan deadlines are missed, sometimes that small mistake might be fixed with a small modification — after the fact. And the more complex the problems and challenges, the scarier and longer it takes to fix mistakes. So, the scope becomes very large and only with months of additional work will “fix the scope.” The complexity of challenges (described in the previous section and Table 15-2) that can arise can easily snowball around a critical plan deadline and a fixed scope (more time to be worked), resulting in a cascade (Figure 15-6) that is as hard of a recovery from as it is difficult to plan completely in advance. **Figure 15-6:** A PERT recovery phase gets more difficult as challenges become more complex. As the process unfolds, the challenges become more detailed. Project teams may think that they’ve identified all of the potential roadblocks that are possible. But at some point, a “trigger” event such as _another major event_ occurs to shift the scope of the project. The team needs to get approval, start building, do a significant test, and get that approval again.

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Everything starts over again with problems thrown into the mix at each stage of planning and implementation. A business may have to manage many projects simultaneously. Multiple projects that have business implications the planning, approval, implementation, and approval phases. Every project has linked here impact and if one project fails, impacts ripple through the schedules budgets). Project planning and management requires creativity and a little bit of finesse. Thinking on your feet How can a business use the PERT chart to plan and manage its projects? A PERT (Program Evaluation and Review chart is a graphic that many people use to plan and manage projects. A PERT chart is a form of program management, which evaluates project or a program and makes plan for making best use of resources to accomplish goals or meet objectives. To create a PERT chart, you first define a project or the scope of the project you want to implement. You then break down this project into a number of smaller projects or tasks. This is followed by the tasks themselves, which broken down into steps, also known as sub-tasks. Within each task are elements, such as data, criteria, resources, and the amount of time or cost in dollars. Data elements can include a cost, the resources it requires, or an estimate of the effort. Criteria can include deadlines, quality standards, or any other constraints that affect the success or failure of a project.

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Next, you work with the project team to assign the tasks and steps to be taken to complete each of these projects and workflows. As you complete planning the work, each team member creates participates in activities or sub-projects within his or her area of responsibility to keep these projects on track to completion. Each member of the team adds value to the process and puts meaning behind the tasks and sub-projects. At meetings or conferences, the members of the team review each step or sub-project and discuss the meaning and applications of each sub-project. Every member of the team puts time and effort into improving the process as they work to complete tasks and create a PERT chart. To facilitate this process, you can use one of the many PERT planning tools that offer a template and graphical process for mapping projects, analyzing data, and aligning projects and steps with each other. These visual tools may also include a business process map that displays the workflow of a required series of processes input to output. As such, How can a business use the PERT chart to plan and manage its projects? This very practical project planning example will help you answer that question. It illustrates one, two- or three-phase projects and helps you to construct realistic PERT charts for each project type. Background A local business with a staff of five people is looking to expand. It wishes to establish a second office at a new location and to undertake several improvements around the existing office. This exercise, involving the completion of a project plan, will form part of the requirements for an award of the company’s business growth project. The team has been appointed and the job is to complete a PERT chart for each of the various projects.

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For a project that involves three phases, number on each bar will be a value of ‘1’. Project Objectives Based upon information supplied by the company, the team has been tasked with making a preliminary assessment of the job and also with the following: identifying the key risks associated with the mission statement developing an action plan determining the budget and timeline for the three major projects estimating how much time each project would likely take Determining Project Life Cycle Suppose the start dates for each of the projects are June, additional resources and August. The length of each will be three months. The final stage in a three-phase project is 90% complete when the budget has been reached. If in any projects the project manager realizes that she has underestimated the time required, then the deadline can be extended. Decisions are therefore being made as to where to place major concentration – namely when, after each project’s completion date, to move onto the next, but when spending more time is likely to lower the overall performance of the business. Determining Number of Phases In this project, a team of four, three members of the team are required to work on the three projects.