Pert & Gantt Charts

PERT => Program Evaluation and Review Technique

You can also estimate an activity's duration by using the Program Evaluation and Review Technique (PERT) formula. PERT weighs the average of the pessimistic (P), most likely (M), and optimistic (O) estimates for an activity. For example:

PERT formula = (P+4M+O) / 6

In the following example there are seven tasks, labeled a through g. Some tasks can be done concurrently (a & b) while others cannot be done until their predecessor task is complete (c cannot begin until a is complete). Additionally, each task has three time estimates: the optimistic time estimate (a), the most likely or normal time estimate (m), and the pessimistic time estimate (b). The expected time (TE) is computed using the formula (a + 4m + b) /6.

A Gantt chart is a popular type of bar chart that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project. Some Gantt charts also show the dependency (i.e., precedence network) relationships between activities.

Gantt charts don't illustrate task dependencies & PERT charts can be confusing, PMs often use both.

Links:
Pert, CPM , Gantt - http://studentweb.tulane.edu/~mtruill/dev-pert.html

http://en.wikipedia.org/wiki/Program_Evaluation_and_Review_Technique

http://blogs.techrepublic.com.com/tech-manager/?p=548&tag=nl.e053

http://searchsoftwarequality.techtarget.com/generic/0,295582,sid92_gci1301351,00.html

http://en.wikipedia.org/wiki/Gantt_chart

http://gates.comm.virginia.edu/rrn2n/teaching/gantt.htm

http://www.12manage.com/methods_gantt_chart.html

The McKinsey 7S Framework

The basic premise of the "The McKinsey 7S Framework" is that there are seven internal aspects of an organization that need to be aligned if it is to be successful

The Seven Elements
The McKinsey 7S model involves seven interdependent factors which are categorized as either "hard" or "soft" elements:

Hard Elements
Strategy
Structure
Systems

Soft Elements

Shared Values
Skills
Style
Staff

"Hard" elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems.

"Soft" elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful.

Let's look at each of the elements specifically

Strategy: the plan devised to maintain and build competitive advantage over the competition.

Structure: the way the organization is structured and who reports to whom.

Systems: the daily activities and procedures that staff members engage in to get the job done.

Shared Values: called "superordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic.

Style: the style of leadership adopted.

Staff: the employees and their general capabilities.

Skills: the actual skills and competencies of the employees working for the company.

ref:

http://www.mindtools.com/pages/article/newSTR_91.htm

http://www.1000ventures.com/business_guide/mgmt_inex_7s.html

http://123management.eu/0/001_home/a001_home_01_bouwstenen_ink_7s_model.html

http://www.12manage.com/methods_7S.html

http://www.trainingmade.com/business_strategy_training_products/diagnosing_using_the_7s_model.pdf