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A Look: Network
A Look: Network
Summary-The evolution of network planning techniques is defined as any network approach to program control in
described. The main lines of development and the variations which one path,
.
of the many possible paths, has the
. . .
around them are indicated. Those discussed include: Critical
Path, PERT, PEP, CPM, LESS, PACT, SPECTROL, and SCANS. longest lead time and is, therefore, eritieal to the comple-
A table is presented of areas within industrial or military organiza- tion of the project. "A network is a series of objects or
tions where such techniques are in operation or appear suitable terminals connected by functional or structural relations
for application. which serve a purpose; e.g., highway network or radio
broadcasting network."2 In Critical Path Plainning,
INTRODUCTION "networks are developed on the basis of concrete plans
fl HE RISE in popularity of nietwork planning resulting from detailed analysis of program requirements."
techniques has been and is being accomplished in The network "represents the total project task. Inherent
specific areas by specific groups. Few, if any, in the network are the resources required for the project."3
articles have been prepared which clearly show what is This definition indicates that any slippage in the Critical
being accomplished as an over-all development of the Path will cause a slippage of the entire program.
techniques. SECOND GENERATION TECHNIQUES
This article presents some of the variatiolns in the
strata they tend to assume. From a general base, Critical Using this definition as a guide, a survey of industry
Path Planning, the reader is led throught the evolution shows that the following applications of Critical Path
of PERT, PEP and CPM' to the more complicated Planning exists: (see Fig. 1).
systems presently being studied. 1) Program Evaluation and Review Technique: "is a
This overview is intenided so the reader may develop management control tool for defining and integrating
an awareness of the scope and amounit of effort presently what must be done to accomplish program objectives
being applied to Network Planning. on time. PERT is a statistical technique-diagnostic and
prognostic-for quaintifying knowledge about the un-
CRITICAL PATH PLANNING certainiities faced in completing intellectual and physical
activities essential for timely achievement of program
Manynetwork techniques have been developed. It can objectives and deadlines. It is a technique for focusing
be safely assumed that they have a common base. This attentionl on pDroblems and their danger
base, Critical *
Path .
Planning,
*
provides the roots for man ~~~~~~~~~managrement
maaemn ateto on prbesadterdne
brnhe odelpmn Crtia . PahPann. a signals that require remedial decisions, and on areas of
effort for which trade-offs in time, resources, or technical
* Received August 19, 1961. "Program Evaluation and Review Technique," Operations
t Merritt-Cha.pman and Scott Corporation, New- York, N. Y. Research Inc., Inst. for Management Dynamics, Silver Spring,
1PERT-Program DEvaluation anld Review Tlechnique. Md., p. 36; 1961.
PEP-Prograrn Evaluation Procedure. 3"PERT/PEP-A D)ynamic Project MIethod,"
Control IBMI-
CPM-C>ritical Path MIethod. FSD Space Guidance Center, Oswego, N. Y., p. 25.
114 IRE TRANSACTIONS ON ENGINEERING MANAGEMENT September
OTHER PERTCO
ADVANCED PERT/COST
CRITICAL PERT II
PATH WSPACS
SYSTEMS RAMPS
LESS
PHASE
LEAST I
COST
ESTIMATING
PROGRAM AND
EVALUATION SCHEDULING
REVIEW (LESS)
TECHNIQUE MAN
SCHEDULING
TECHNIQUES
CRITICAL
PATH
PLANNING
I CPM PRODUCTION
________________________ _______________________COST ANALYSIS
____ CONTROL
TECHNIQUES
CRITICAL CPM
METHOD MANPOWER
CPM 1 SCANS
RESOURCES ISCANS PHASE
Summary-The question of whether PERT is of significant "The great benefit of PERT comes from the rigorously
value to project managers will not be resolved until the technique disciplined thinkinig necessary to lay ouit the plan."
is understood to be a tool for a newly recognized function rather "PERT is simply another attempt by the customers
than a new tool for an old function. The newly recognized function
to get their grubby little fingers into the guts of the
t
is decision making as opposed to the old function of planning and
control. The need for the performance of the new function arises contractor's operation." "PERT can achieve tremendous
from the dynamic and complex character of modem R and D savings in project time and money." "Detailed planning
projects. PERT as a decision-making tool can best be understood techniques like PERT always fall of their own weight."
within the framework of the decision-making process. The decision- . t
making framework indicates that assumptions must continuously be So the contraversy rages and will continue to rage for
made in four areas. The information needed to develop these some time to come.
assumptions constitutes the information necessary for decision Like most raging controversies, this one continues
making. The information obtained by PERT provides a portion of because not everyone looks at PERT the same way or
this information. expects the same thilngs from it. Specifically one of the
most basic impediments to a common understanding
THE CONTROVERSY OVER PERT of the technique stems from the common view of PERT
W` -VITlIN- the brief but extraordinarily busy life as a tool for performing the classical functions of planning
\\V/\/of PERT sinlceS its inception inl 1958, many and control.
V billions of unkind as well as complimentary
m This is a perfectly natural way of thinking about PERT,
words~~~ ~
hav bee wrte an spkno h ujc. but consider the usual meanings attached to these terms.
A&monlgthe many positionlstaken the following are typical: By planninlg we usually mean deciding which people
will do what Jobs and how much time and money they
tReceived January 18, 1962; revisedl manluscript received will get with which to do the jobs. By control we mean the
t Aerospace Group, General Precision, In1c., Little Falls, NT. J. process of beating on these people to make sure that each