Professional Documents
Culture Documents
Determining Feasibility
and Managing Analysis
and Design Activities
of resources
It moves the business toward
activities
Finally broken down into steps or
activity
May use a most likely, pessimistic,
and
Kendall optimistic estimates for time3-16
& Kendall
Copyright © 2002 by Prentice Hall, Inc.
Gantt Charts
Easy to construct and use
Shows activities over a period of
time
Q u e s t i o n n a i r e s
R e a d R e p o r t s
A n a l y z e D a t a F l o w s
I n t r o d u c e P r o t o t y p e s
O b s e r v e R e a c t i o n s
P e r f o r m C o s t / B e n e f i t
P r e p a r e P r o p o s a l
P r e s e n t P r o p o s a l
1 5 10 15 20
Current Week Weeks
the project
Kendall & Kendall 3-19
Copyright © 2002 by Prentice Hall, Inc.
PERT Diagram Example
A C o n d u c t I n Nt e o r vn 3 i e e w s
B Q u e s t i o n n a A i r e s4
C R e a d R e p o Nr t so n 4 e
D A n a l y z e D a B t a, C 8F l o w s
E I n t r o d u c e P B r o, t C 5o t y p e s
F O b s e r v e R eE a c t3 i o n s
G P e r f o r m C o D s t / B3 e n e f i t
H P r e p a r e P r o G p o 2s a l
I P r e s e n t P r o Hp o s2 a l
20
A, 3 B, 4
C, 4 D, 8 G, 3 H, 2 I, 2
10 30 50 60 70 80
E, 5 F, 3
40
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-20
PERT Diagram Advantages
Easy identification of the order of
precedence
Easy identification of the critical
path and thus critical activities
Easy determination of slack time,
the leeway to fall behind on
noncritical paths