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    Unit 2 8615 (2)

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    Mehran ali

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    Unit 2 8615 (2)

    Uploaded by

    Mehran ali
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    Copyright:

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    Download as pptx, pdf, or txt
    7 views27 pages

    Unit 2 8615 (2)

    Uploaded by

    Mehran ali

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    You are on page 1of 27

    UNIT- 2

    TOOLS OF EDUCATIONAL
    MANAGEMENT
    By
    Muhammad Usman Rafique
    (Gold Medalist)
    PhD (Education) Scholar
    Email ID: mrusman89@gmail.com
    Contact no. 03007573057
    Outlines
    Today we will learn about:

     EDUCATIONAL MANAGEMENT AND ITS IMPORTANCE


     1. Control Charts

     2. Gantt Chart

     3. Critical Path Method

     4. Program Evaluation and Review Technique

     5. Planning Programming Budgeting System


    EDUCATIONAL MANAGEMENT AND
    ITS IMPORTANCE
     Provide Useful Insight to Managers
     Optimum Utilization of Resources and Effective

    Administration
     Scientific Decisions

     Meeting Changing Environmental Requirement

     Fulfilling Social Responsibility (‘Fair Remuneration’)

     Management Training, Education and Research

    (managers have come to acquire an attitude tilted


    towards research and development)
    1. CONTROL CHART
     The control chart is a graph used to study how a process
    changes over time. Data are plotted in time order. A control
    chart always has a central line for the average, an upper line for
    the upper control limit, and a lower line for the
    lower control limit. These lines are determined from historical
    data.
    CONTINUE…
    A control chart is made up of three lines.
     Central line (CL) which indicates
    the standard of process.
     Upper Control Limit (UCL).
     Lower Control Limit (LCL).
    2. GANTT CHART
     A chart in which a series of horizontal lines shows the amount of
    work done or production completed in certain periods of time in
    relation to the amount planned for those periods.

     Gantt charts are helpful for planning and guiding projects. They are most
    appropriate for small- to medium-sized projects, but can be used for larger
    projects, such as capital projects on occasion. They are ideal for most planning
    projects that a department or college would be involved in.
    TO DRAW UP A GANTT CHART
     To draw up a Gantt chart, follow these steps:
    1. List all activities in the plan.
    2. Head up graph paper with the days or weeks through completion.
    3. Plot tasks onto graph paper.
    4. Schedule activities.
    5. Presenting the analysis.
    3. CRITICAL PATH METHOD
     The critical path method (CPM), or critical path analysis
    (CPA), is an algorithm for scheduling a set of project
    activities. A critical path is determined by identifying the
    longest stretch of dependent activities and measuring the
    time required to complete them from start to finish.
     In project management, a critical path is the sequence of

    project network activities which add up to the longest overall


    duration, regardless if that longest duration has float or not.
    This determines the shortest time possible to complete the
    project. There can be 'total float' (unused time) within
    the critical path.
    Importance
     Critical path was originally created to estimate task duration and help
    each of these behind-schedule projects get back on track.
     Today, the critical path method is used to identify the most

    important tasks and ensure your project doesn't fall behind


    schedule.
     The Critical path method in project management helps to identify

    days where it is possible to spend extra time on non-critical parts


    of the entire project too.
     So if there are delays in these areas it is still possible to finish on time

    without anyone else being affected.


    Example (CPM)

     The CPM would describe the sequence that takes the most time.

     For example, if you're building a house, you would have several task
    sequences as follows: Each task takes a different amount of time and
    resources. It takes more time to build walls and lay the roof than to
    install faucets and fixtures.
    Difference between CPT and PERT

    PERT is that technique of project management which is used to


    manage uncertain (i.e., time is not known) activities of any project.
     CPM is that technique of project management which is used to

    manage only certain (i.e., time is known) activities of any project.


    3.1 KEY STEPS IN CRITICAL PATH METHOD
     The process of using critical path method in project planning phase has six steps.
     Step 1: Activity specification:

     Step 2: Activity sequence establishment:

     Step 3: Network diagram:

     Step 4: Estimates for each activity:

     Step 5: Identification of the critical path:

     Step 6: Critical path diagram to show project progresses


    3.2 ADVANTAGES OF CRITICAL PATH METHOD
     Offers a visual representation of the project activities.
     Presents the time to complete the tasks and the overall project.

     Tracking of critical activities.

     Define the required tasks and put them down in an ordered (sequenced) list.

     Create a flowchart or other diagram showing each task in relation to the others.

     Identify the critical and non-critical relationships (paths) among tasks.

     Determine the expected completion or execution time for each task.

     Locate or devise alternatives (backups) for the most critical paths.


    WHERE IS CPM AND PERT USED?
     The use of project planning and control techniques based on PERT or
    CPM are now common in all types of civil engineering and
    construction work, as well as for large developmental projects
    such as the manufacture of aircraft, missiles, space vehicles, and
    large mainframe computer systems.
    3.3 CRITICAL PATH ANALYSIS
     The critical path is the sequence of activities with the longest duration. A delay in
    any of these activities will result in a delay for the whole project. Below are some
    critical path examples to help you understand the key elements...
    FLOAT DETERMINATION
     Once you’ve identified the critical path for the project, you can determine the
    float for each activity. Float is the amount of time an activity can slip before it
    causes your project to be delayed. Float is sometimes referred to as slack.
    3.4 DISADVANTAGES OF CRITICAL PATH METHOD
     The CPA process can become complicated as the scope and extent of the project
    increases. Too many interconnecting activities can result in the network diagram
    becoming very complicated.
     In CPM, it is difficult to estimate the completion time of an activity.

     The critical path is not always clear in CPM.

     For bigger projects, CPM networks can be complicated too.

     It also does not handle the scheduling of the resource allocation.

     In CPM, it is difficult to estimate the completion time of an activity.

     In CPM, critical path needs to be calculated precisely.


    4.PROGRAM EVALUATION AND REVIEW TECHNIQUE (PERT)

     PERT is a planning and control tool used for defining and controlling
    the tasks necessary to complete a project.
     Program Evaluation and Review Technique (PERT) is a method used

    to examine the tasks in a schedule and determine a Critical Path


    Method variation (CPM).
     It analyzes the time required to complete each task and its associated

    dependencies to determine the minimum time to complete a project.


    Purpose of PERT

     Program Evaluation Review Technique (PERT) is a project


    management planning tool used to calculate the amount of time it
    will take to realistically finish a project.
     PERT charts are used to plan tasks within a project making it easier to

    schedule and coordinate team members.


    similarities and differences between PERT and CPM

     PERT deals with unpredictable activities, but CPM deals with


    predictable activities. PERT is used where the nature of the job is
    non-repetitive.
     In contrast to, CPM involves the job of repetitive nature.

     There is a demarcation between critical and non-critical activities in

    CPM, which is not in the case of PERT.


    Steps in PERT Planning

    1. Identify the specific activities and milestones.


    2. Determine the proper sequence of activities.
    3. Construct a network diagram
    4. Estimate the time required for each activity.
    5. Determine the critical path.
    6. Update the PERT chart as the project progresses. An example of a PERT chart is
    provided below
    BENEFITS TO USING A PERT CHART OR THE CRITICAL PATH
    METHOD
     Improved planning and scheduling of activities.
     Improved forecasting of resource requirements.

     Identification of repetitive planning patterns which can be followed in projects,

    thus simplifying the planning process.


     Ability to see and thus reschedule activities to reflect inter-project dependencies

    and resource limitations following know priority rules. .


    5. PROCESS CAPABILITY CALCULATIONS
     Process capability is the long-term performance level of the process after it has
    been brought under statistical control. In other words, process capability is the
    range over which the natural variation of the process occurs as determined by the
    system of common causes.
     Process capability is also the ability of the combination of people, machine,

    methods, material, and measurements to produce a product that will consistently


    meet the design requirements or customer expectation.
     The purpose of the process capability study is to determine the variation spread

    and to find the effect of time on both the average and the spread.
    6. PLANNING PROGRAMMING BUDGETING SYSTEM
     Planning-Programming-Budgeting System (PPBS), a management tool to provide
    a better analytical basis for decision making and for putting such decisions into
    operation. A PPBS is constituted, basically, of five elements:
    1. A program structure — a classification of the courses of action open to an
    organization for attaining its objectives;
    2. An approved program document that includes precise, quantitative data on needs,
    resource inputs, and program outputs extending a number of years into the future;
    3. A decision making process that establishes the functions, rules, and timetables for
    the actions required by the PPBS;
    4. An analysis process for measuring effectiveness and for weighing alternatives;
    and
    5. An information system that supplies the data required to implement the system.
    Thanks

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