Lower Division capstone
Projects which are highly complex require a sequence of organized activities to carry them out successfully. These tasks can be carried out in a sequence or in parallel to each other leading to an organized network. This network is referred to as the Program Evaluation and Review Technique (PERT) chart (Thornley, 2003).
This chart has a critical path which is the most important part of the chart. This is usually the longest part of a given project and determines the time taken for a project to be completed. This part is determined by getting a sum of the path that is longest in a given project (Lockyer, 1976). It is essential that the critical path or part be completed within the specified time for the project to be completed on time. Otherwise the project would delay.
Since the critical path determines the time the project is to be completed, it would be wise that the project manager address the issue affecting this path (Thornley, 2003). In the project in question, B part of the critical path. The project manager should ensure that the required resources are first allocated to B to avoid a delay. C and D only provide the drag time but can be overlooked. They are not critical to the project as B.
Once the critical path issue is solved, then it means the project is back at its course. It would be wise to follow the sequence of the PERT paying close attention to the critical path. C and D are parallel to the critical path but not as important. It is wise though if there is enough man power and resources to carry out the activities in the critical path at the same time with those parallel to this path. This would solve the problems in C and D and still have the project stay within its specified time.
References
Lockyer, K. G. (1976). Critical path analysis: problems and solutions. Pennsylvania:
Pennsylvania State University.
Thornley, G. (2003). Critical Path Analysis in Practice. London: Routledge.
