Bakit hindi maka-angat ang Pilipinas sa kahirapan? Bakit hanggang ngayon lugmok pa rin at hindi makaahon? May solusyon pa ba? May pagbabago pa bang magaganap?
Malayo na rin ang narating ng Pilipinas. Kung mapagmamasadan mo ang bansang sinilangan, mapapansin mong marami nang nagtataasang istruktura, mabilis na transportasyon dahil sa makabagong teknolohiya at modernisadong pamayanan na ibang-iba sa nakaraan. Ang sarap pakinggan 'di ba? Kahit paano pala ay umuunlad ang ating bansa. Bagamat kaaya-ayang pakinggan ang mga nangyayaring ito ay pilit umaalingasaw ang kabulukang tinatakbong sistema ng pinakamamahal na bansa.
Kayraming bata na nagkalat sa kalye. Nasaan na ang sektang dapat tutulong sa mga ito? Kapos ba ang pondo kaya hindi matulungan ang mga ito? Hindi kailangan ng mga batang ito ang pera na panandaliang pantawid ng gutom at kinabukasan ay wala na dahil ubos na. Ang kailangan ng mga batang ito ay kalingang minsang nawala at pinagkait na pilit hinahanap at gustong makamit. Makatitiis bang makita ang mga ito na natutulog sa sementong sapin lamang ay karton habang ang iba ay komportableng natutulog sa malambot na kama? Tok! Tok! Tok! Maari bang ang pusong bato na manhid at walang pikialam ay lumambot para sa mga ito? Sana naman ay mabuksan ang isipan sa sitwasyong ito.
Program evaluation and review technique (PERT) charts depict task, duration, and dependency information. Each chart starts with an initiation node from which the first task, or tasks, originates. If multiple tasks begin at the same time, they are all started from the node or branch, or fork out from the starting point. Each task is represented by a line which states its name or other identifier, its duration, the number of people assigned to it, and in some cases the initials of the personnel assigned. The other end of the task line is terminated by another node which identifies the start of another task, or the beginning of any slack time, that is, waiting time between tasks.
Each task is connected to its successor tasks in this manner forming a network of nodes and connecting lines. The chart is complete when all final tasks come together at the completion node. When slack time exists between the end of one task and the start of another, the usual method is to draw a broken or dotted line between the end of the first task and the start of the next dependent task.
A PERT chart may have multiple parallel or interconnecting networks of tasks. If the scheduled project has milestones, checkpoints, or review points (all of which are highly recommended in any project schedule), the PERT chart will note that all tasks up to that point terminate at the review node. It should be noted at this point that the project review, approvals, user reviews, and so forth all take time. This time should never be underestimated when drawing up the project plan. It is not unusual for a review to take 1 or 2 weeks. Obtaining management and user approvals may take even longer.
Sample:
Critical Path Method (CPM)
Critical Path Method (CPM) charts are similar to PERT charts and are sometimes known as PERT/CPM. In a CPM chart, the critical path is indicated. A critical path consists that set of dependen tasks (each depedent on the preceding one) which together take the longest time to complete. Although it is not normally done, a CPM chart can define multiple, equally critical paths. Tasks which fall on the critical path should be noted in some way, so that they may be given special attention. One way is to draw critical path tasks with a double line instead of a single line.
Tasks which fall on the critical path should receive special attention by both the project manager and the personnel assigned to them. The critical path for any given method may shift as the project progresses; this can happen when tasks are completed either behind or ahead of schedule, causing other tasks which may still be onschedule to fall on the new critical path.
Sample:
GANTT Charts
A Gantt chart is a matrix which lists on the vertical axis all the tasks to be performed. Each row contains a single task identification which usually consists of a number and name. The horizontal axis is headed by columns indicating estimated task duration, skill level needed to perform the task, and the name of the person assigned to the task, followed by one column for each period in the project's duration. Each period may be expressed in hours, days, weeks, months, and other time units. In some cases it may be necessary to label the period columns as period 1, period 2, and so on.
The graphics portion of the Gantt chart consists of a horizontal bar for each task connecting the period start and period ending columns. A set of markers is usually used to indicate estimated and actual start and end. Each bar on a separate line, and the name of each person assigned to the task is on a separate line. In many cases when this type of project plan is used, a blank row is left between tasks. When the project is under way, this row is used to indicate progress, indicated by a second bar which starts in the period column when the task is actually started and continues until the task is actually completed. Comparison between estimated start and end and actual start and end should indicate project status on a task-by-task basis.
Variants of this method include a lower chart which shows personnel allocations on a person-by-person basis. For this section the vertical axis contains the number of people assigned to the project, and the columns indicating task duration are left blank, as is the column indicating person assigned. The graphics consists of the same bar notation as in the upper chart indicates that the person is working on a task. The value of this lower chart is evident when it shows slack time for the project personnel, that is, times when they are not actually working on any project.
Sample:
S - Curve
The S Curve is a well known project management tool and it consists in "a display of cumulative costs, labour hours or other quantities plotted against time".The name derives from the S-like shape of the curve, flatter at the beginning and end and steeper in the middle, because this is the way most of the projects look like.
The S curve can be considered as an indicator and it's used for many applications related to project management such as: target, baseline, cost, time etc. That's why there is a variety of S Curves such as:
-Cost versus Time S Curve;(appropriate for projects that contain labour and non-labour tasks).
-Target S Curve;(This S Curve reflects the ideal progress of the project if all tasks are completed as currently scheduled)
-Value and Percentage S Curves;(Percentage S Curves are useful for calculating the project's actual percentage complete)
-Actual S Curve;(This S Curve reflects the actual progress of the project to date)
In order to be able to generate a S Curve, A Baseline and Production Schedule are necessary because they contain important information for each task: -the Baseline - contains information about Actual Start date and finish date.
-The Baseline - can also contain information about Man Hours and costs.
-The Production Schedule contains information about the actual percentage complete.
Sample:
Work Breakdown Structure (WBS)
A complex project is made manageable by first breaking it down into individual components in a hierarchical structure, known as the work breakdown structure, or the WBS. Such a structure defines tasks that can be completed independently of other tasks, facilitating resource allocation, assignment of responsibilities, and measurement and control of the project.
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