Problems

12-1 Should a PERT/CPM network become a means of understanding reports and schedules, or should it be vice versa?

12-2 Before PERT diagrams are prepared, should the person performing the work have a clear definition of the requirements and objectives, both prime and supporting? Is it an absolute necessity?

12-3 Who prepares the PERT diagrams? Who is responsible for their integration? 12-4 Should PERT networks follow the work breakdown structure?

12-5 How can a PERT network be used to increase functional ability to relate to the total program?

12-6 What problems are associated with applying PERT to small programs?

12-7 Should PERT network design be dependent on the number of elements in the work breakdown structure?

12-8 Can bar charts and PERT diagrams be used to smooth out departmental manpower requirements?

12-9 Should key milestones be established at points where trade-offs are most likely to occur?

12-10 Would you agree or disagree that the cost of accelerating a project rises exponentially, especially as the project nears completion?

12-11 What are the major difficulties with PERT, and how can they be overcome?

12-12 Is PERT/cost designed to identify critical schedule slippages and cost overruns early enough that corrective action can be taken?

12-13 Draw the network and identify the critical path. Also calculate the earliest-latest starting and finishing times for each activity:

Activity

Preceding Activity

Time (Weeks)

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