The precedence diagram method (PDM) is a tool for scheduling activities in a project plan. It is a method of constructing a project schedule network diagram that uses boxes, referred to as nodes, to represent activities and connects them with arrows that show the dependencies. It is also called the activity-on-node (AON) method.
Slack/Float: Determines the duration of activity delay that the project can tolerate before the project comes in late. The difference between the earliest and the latest start time. i.e. Slack = last start date - early start day or Slack = last finish time - early finish time.
Any activities which have a slack of 0, they are on the critical path.
solving the PDM, with: BS is an early start date. BM is a late start date. KS is an early finish date. KM is a late finish date.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Project planning can be done manually or by the use of project management software.
Critical chain project management (CCPM) is a method of planning and managing projects that emphasizes the resources required to execute project tasks. It was developed by Eliyahu M. Goldratt. It differs from more traditional methods that derive from critical path and PERT algorithms, which emphasize task order and rigid scheduling. A critical chain project network strives to keep resources levelled, and requires that they be flexible in start times.
The critical path method (CPM), or critical path analysis (CPA), is an algorithm for scheduling a set of project activities. It is commonly used in conjunction with the program evaluation and review technique (PERT). A critical path is determined by identifying the longest stretch of dependent activities and measuring the time required to complete them from start to finish.
The program (or project) evaluation and review technique (PERT) is a statistical tool used in project management, which was designed to analyze and represent the tasks involved in completing a given project.
A Gantt chart is a type of bar chart that illustrates a project schedule, named after its inventor, Henry Gantt (1861–1919), who designed such a chart around the years 1910–1915. Modern Gantt charts also show the dependency relationships between activities and the current schedule status.
In project management, a schedule is a listing of a project's milestones, activities, and deliverables, usually with intended start and finish dates. Those items are often estimated by other information included in the project schedule of resource allocation, budget, task duration, and linkages of dependencies and scheduled events. A schedule is commonly used in the project planning and project portfolio management parts of project management. Elements on a schedule may be closely related to the work breakdown structure (WBS) terminal elements, the Statement of work, or a Contract Data Requirements List.
In project management, float or slack is the amount of time that a task in a project network can be delayed without causing a delay to:
A project network diagram is a graph that displays the order in which a project’s activities are to be completed. Derived from the work breakdown structure, the terminal elements of a project are organized sequentially based on the relationship among them. It is typically drawn from left to right to reflect project chronology.
Milestones are tools used in project management to mark specific points along a project timeline. These points may signal anchors such as a project start and end date, or a need for external review or input and budget checks.
Graphical Evaluation and Review Technique, commonly known as GERT, is a network analysis technique used in project management that allows probabilistic treatment both network logic and estimation of activity duration. The technique was first described in 1966 by Dr. Alan B. Pritsker of Purdue University and WW Happ.
Critical Chain is a novel by Dr. Eliyahu Goldratt using the Critical Chain theory of Project Management as the major theme. It is really a teaching method for the theory.
Event chain methodology is a network analysis technique that is focused on identifying and managing events and relationship between them that affect project schedules. It is an uncertainty modeling schedule technique. Event chain methodology is an extension of quantitative project risk analysis with Monte Carlo simulations. It is the next advance beyond critical path method and critical chain project management. Event chain methodology tries to mitigate the effect of motivational and cognitive biases in estimating and scheduling. It improves accuracy of risk assessment and helps to generate more realistic risk adjusted project schedules.
In project management, level of effort (LOE) is a support-type project activity that must be done to support other work activities or the entire project effort. It usually consists of short amounts of work that must be repeated periodically. Examples of such an activity may be project budget accounting, customer liaison, or oiling machinery during manufacturing.
Event chain diagrams are visualizations that show the relationships between events and tasks and how the events affect each other.
The Shifting Bottleneck Heuristic is a procedure intended to minimize the time it takes to do work, or specifically, the makespan in a job shop. The makespan is defined as the amount of time, from start to finish, to complete a set of multi-machine jobs where machine order is pre-set for each job. Assuming that the jobs are actually competing for the same resources (machines) then there will always be one or more resources that act as a 'bottleneck' in the processing. This heuristic, or 'rule of thumb' procedure minimises the effect of the bottleneck. The Shifting Bottleneck Heuristic is intended for job shops with a finite number of jobs and a finite number of machines.
The project management triangle is a model of the constraints of project management. While its origins are unclear, it has been used since at least the 1950s. It contends that:
The quality of work is constrained by the project's budget, deadlines and scope (features).
The project manager can trade between constraints.
Changes in one constraint necessitate changes in others to compensate or quality will suffer.
Arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows. ADM is also known as the activity-on-arrow (AOA) method.
The Graphical Path Method (GPM) is a mathematically based algorithm used in project management for planning, scheduling and resource control. GPM represents logical relationships of dated objects – such as activities, milestones, and benchmarks – in a time-scaled network diagram.
Critical path drag is a project management metric developed by Stephen Devaux as part of the Total Project Control (TPC) approach to schedule analysis and compression in the critical path method of scheduling. Critical path drag is the amount of time that an activity or constraint on the critical path is adding to the project duration. Alternatively, it is the maximum amount of time that one can shorten the activity before it is no longer on the critical path or before its duration becomes zero.
Schedule Network Analysis is a strategy that is commonly used in project management. The strategy consists of visualising the different project tasks and making connections between them in the project management plan.
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