InteractiveMap of Operations Research
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ApplicationIntermediate04.07
Networks, Games & Systems

Project Management, PERT & CPM

Schedule project activities under precedence, time, and resource limits.

Overview

Project Management, PERT & CPM focuses on schedule project activities under precedence, time, and resource limits. In the map of OR, it connects Critical path, PERT, Crashing to decisions that must be modeled, solved, explained, and revised as evidence changes.

Project networks, critical paths, PERT uncertainty, crashing, and resource-constrained project scheduling connect OR to construction, R&D, and operations. The practical use case is clearest in Construction, Software delivery, R&D, Maintenance turnarounds, where the method helps turn constraints and tradeoffs into a decision artifact someone can inspect.

Core ideas

Critical path

Critical path is a core checkpoint for Project Management, PERT & CPM: define it concretely, attach units or rules where possible, and test whether stakeholders interpret it the same way.

PERT

PERT is a core checkpoint for Project Management, PERT & CPM: define it concretely, attach units or rules where possible, and test whether stakeholders interpret it the same way.

Crashing

Crashing is a core checkpoint for Project Management, PERT & CPM: define it concretely, attach units or rules where possible, and test whether stakeholders interpret it the same way.

RCPSP

RCPSP is a core checkpoint for Project Management, PERT & CPM: define it concretely, attach units or rules where possible, and test whether stakeholders interpret it the same way.

Precedence

Precedence is a core checkpoint for Project Management, PERT & CPM: define it concretely, attach units or rules where possible, and test whether stakeholders interpret it the same way.

How to use it

  1. 1Start with Construction: write the decision, time horizon, actors, and objective in operational language.
  2. 2Translate the problem into Critical path, PERT, and Crashing; define units and data sources for each one.
  3. 3Build a small instance of Project Management, PERT & CPM that can be solved or simulated by hand inspection before using full production data.
  4. 4Compare the recommendation against a baseline policy, not just against mathematical optimality.
  5. 5Document assumptions, sensitivity results, and the conditions under which the recommendation should be revisited.

Applications

ConstructionSoftware deliveryR&DMaintenance turnarounds
  • Construction: compare feasible policies, quantify the operating tradeoffs, and make the assumptions behind the recommendation visible.
  • Software delivery: compare feasible policies, quantify the operating tradeoffs, and make the assumptions behind the recommendation visible.
  • R&D: compare feasible policies, quantify the operating tradeoffs, and make the assumptions behind the recommendation visible.
  • Maintenance turnarounds: compare feasible policies, quantify the operating tradeoffs, and make the assumptions behind the recommendation visible.

Common pitfalls

  • Applying Project Management, PERT & CPM because the label sounds appropriate while leaving the actual decision boundary vague.
  • Treating Critical path as a technical detail instead of a modeling choice that affects the recommendation.
  • Reporting one answer without showing sensitivity to demand, capacity, costs, or behavioral assumptions.
  • Ignoring implementation details such as data quality, explainability, ownership, and how users will override bad recommendations.

Resources