Are you interested in program management techniques? If yes, then we will tackle the following techniques of program management. Also, we will discuss each of them in more detail.
1. Resource-Leveling Matrix
A resource-leveling matrix is a tool for using leveling to determine the resources needed for a given project. So the matrix has an upper section for resources and a lower section for activities.
The level of each resource is placed in the matrix cells that correspond to the activities that need that resource. Also, the number of rows equals the number of resources, and the number of columns equals the number of activities.
To use the resource-leveling matrix, you must have a list of activities and their respective resource requirements. You also need to know how much time each activity will take to complete.
The first step in using this technique is to place the names of the resources in the upper right quadrant of the matrix. Each row corresponds to a different resource, so there will be as many rows as there are resources in your project.
The second step is to place time estimates in each box corresponding to each activity on your project plan. It helps if you list the activities from the shortest time estimate to the longest time estimate.
The third step is to put your pencil over each box that represents an activity that requires a particular resource.
2. Program Evaluation and Review Technique (PERT)
Program management techniques involve the use of PERT. PERT is an acronym for Program Evaluation and Review Technique. It is a variation of the Critical Path Method (CPM).
The techniques are closely related, but they each rely on different concepts. The difference between the two is the way used to calculate the time it takes to complete a task.
PERT uses the concept of optimistic time, most likely time, and a pessimistic time to calculate the time a certain task will take to complete. PERT does not rely on the least commitments.
But rather than combining optimistic, most likely, and pessimistic time estimates for each activity. So this makes PERT a more reliable technique than CPM.
The use of PERT provides several advantages over CPM. First, it can be used by computer programs that have multiple starting points.
It makes it easier to account for resources and other dependencies that may change during a project. Second, it helps with communication because it emphasizes probabilities rather than exact figures.
Finally, it gives you a better idea of where problems may arise in your project plan. So you can start addressing them early in your planning process.
3. Critical Path:
Critical Path Analysis (CPA) helps you manage project work by identifying tasks. Those have the longest estimated timelines and those that have complex dependencies on other tasks.
So they will necessarily be delayed if those other tasks are delayed. These tasks are referred to as critical path activities or critical path tasks because they form the backbone of your project plan.
A critical path identifies all activities that cannot be completed until their predecessor has been completed. That means every activity on your critical path must wait until its predecessor has been completed before it can begin.