Similar developments have taken place in still other indus¬tries, particularly in those areas relating to the planning, schedul¬ing, and control of research and development activities. Here activities tend to be more intellectual and less physical (i.e., more engineering creation and less-manufacturing), although the
"Arch R. Dooley, "Interpretations of PERT," 1-1a:varif Businr. .w, March—
April 1964, p. 161.
The PERT technique is applicable where there is no established system for doing the task and therefore no exact basis for es¬timating the required time to complete each task. Critical-path scheduling, on the other hand, usually is applied to jobs which are established or have been done before and where it is possible to predict performance accurately. Consequently, more sophis¬ticated mathematical models must be used in the PERT technique.
Other Network Techniques
During the past few years the techniques of CPM and PERT have been refined, and other variations have been added. The first developments were concerned principally with a description of a total task, the relationships among various elements, and the cost of performing various segments of the operation. During the 1960s, many variations of CPM and PERT were developed which used features of "minimax" theory in determining the optimum way to complete the job.
One such variation of CPM and PERT it•. _east Cost Estimat¬ing and Scheduling (LESS) which resolves the problem at what time and how fast each and every job should be done so as to complete the project at a minimum cost or in a specified time. This particular technique has deVeloped through three phases of in¬creasing sophistication.
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