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PERT Network

https://www.geeksforgeeks.org/project-evaluation-and-review-technique-pert

L1- schedule comprise key events or major milestones selected as a result of coordination between client and contractor. It does represent in the format of list, summary schedule or in the form of Bar chart. Example of L-1 schedule activities, mobilisation of major equipment or installation of major equipment.
L2 -Schedule comprise of Critical network activities and other senior project management selected activities with mainly there ES and EF dates. L2 schedule provides integral plan of the Project activities for Project management.
L3- Schedule shows lowest level of details necessary to complete the project through Job Completion and also to finalize remaining requirements for the total project. example if L1 shows structural steel engineering activity/task then in L3 this particular activity likely to break up in more activities with shorter durations such as define and collect loads, drawing specifications etc.
L4- Schedule two to six week look ahead schedule that shows resources assigned, detailed and work activities and L4 schedule is mainly used planning and progress reporting purposes and advance planning for near term future week work
Some additional guidlines : Level 4: approx. One week activity durations Level 3: around 3 weeks to one month duration Level 2: Around 2 month- 3 mnth durations Level 1: Miles stones or durations about 3 month- high level

https://tensix.com/understanding-schedule-levels-1-to-5

Have you heard your team talk about schedule levels? Or has it come up in conversation about your earned value management system and the effort involved in constructing a schedule?

There are five schedule levels that are common in project management, and you probably use them without being aware of the distinctions between them. However, if you’re working with schedulers and planners, it can be useful to understand this particular piece of project management jargon.

Let’s explain the five levels of scheduling in project management.

Level 1 schedule

A level 1 schedule is an executive summary of the overall schedule. It might be a plan on a page or a milestone list, and is sometimes known as the project master schedule.

This level of schedule could be based on a lot of detail, but you could receive it from the client and build the work around their expectations. In fact, you might not need to maintain a schedule at this high level at all, depending on the nature of the program.

Typically, we see these used as communication tools as they spotlight major phases, stages, steps and milestones. They are a good way of sharing the project journey with executive stakeholders and managing expectations around deliverables and timescales.

Use for: Communication, summarizing the schedule in documents where only a snapshot is required, conversations about project priority to assess the project against other projects, project assessment

Level 2 schedule

A level 2 schedule is a management summary of the next level down detail. In other words, you should have a set of level 3 plans before you can summarize them into the level 2 overview document.

It is a way of consolidating several detailed plans into one to create a summary master schedule. It’s good for seeing how different vendors’ timelines overlap and interact. It also includes the information from the level 1 plan, but in a bit more detail so you’ll get some extra steps, milestones marking deliveries or compliance points, contract signing dates and so on.

You still can’t manage the day-to-day project activity from this level of schedule, but you should be able to see the main path through the work and the critical elements that need to be in place. If the project hasn’t yet been approved, this kind of plan can help executives decide if they want to move forward with the work.

Use for: Management reporting, project management activity

Level 3 schedule

This is where it becomes clearer to see the actual work involved. The level 3 schedule is a summary of activities from the level 4 schedule – each project schedule level builds on the next. It covers the whole project and doesn’t go into the task level detail but should provide enough of a breakdown for clients to see what is happening at every step. For example, prime contractors often include this plan at the point of submitting a tender to show the work and dates for their engagement, rolling up the sub-plans for sub-contractors.

On programs where each team has their own detailed sub-plan, this document is normally maintained by the project manager.

Use for: Input to monthly reporting, tender documents, creating a schedule framework for sub-contractors, establishing the critical path, consolidating level 4 schedules for project control

Level 4 schedule

The level 4 schedule is a working document that sets out the tasks to be done. This is where the work of delivering the project really happens and it’s at this level that you can manage the day-to-day activity for individual contributors. These documents are updated frequently and used for resource allocation and progress tracking.

Each team involved in the project will have a working schedule that covers the activities required to meet the deliverables. Most project management and work package management will happen at level 4. The schedules may represent the whole project timeline or just the portion of the project where the subcontractor is active.

Use for: Daily project management, detailed task tracking

Level 5 schedule

A level 5 schedule is a detailed breakdown that is more granular than the level 4. This level of planning might be required when you have particular tasks that need planning at an hourly or daily level. For example, software cutover plans are often created on an hour-by-hour basis so the team knows exactly what actions to take for migration.

As a result, you won’t need level 5 scheduling for every activity on the plan and you might not have them at all. They tend to cover a fixed period in time relating to an event where knowing the movements of the team or other resources is essential. You don’t have to keep up that level of planning for every project.

Generally, these would be put together by subject matter experts in the field, and maintained in the team that is using them.

Use for: Managing critical or complicated events

Your ability to track, manage and control project progress is only as good as the data in your schedules. You might not need all these levels for your work, or they might exist but be maintained outside of your area. Our scheduling techniques course will help your team build and maintain the right level of compliant program schedules.

NTPC PERT

NTPC, an Indian state-owned power generation company, uses Program Evaluation and Review Technique (PERT) for maintenance planning, particularly in the context of thermal power plants, to effectively manage and control projects. PERT helps NTPC in scheduling and coordinating various maintenance activities, ensuring optimal plant performance and efficiency.
Elaboration:

PERT as a Planning Tool:
PERT is a project management technique that helps in identifying start and end dates, interim tasks, and timelines for a project. It is used to create a visual network diagram (PERT chart) that depicts the sequence of tasks and their dependencies.

Master Network for Maintenance:
NTPC uses PERT to create a Master Network (MNW) for maintenance projects, which identifies key events and milestones for various activities like engineering, procurement, manufacturing, and commissioning.
Benefits of PERT in Maintenance:

Improved Planning: PERT helps in planning and scheduling maintenance activities in advance, ensuring that the work is done efficiently and on time.

Resource Allocation: By visualizing the project timeline and dependencies, PERT facilitates better allocation of resources, including manpower, equipment, and materials.
Cost Control: PERT helps in estimating the time required for each activity and identifying potential bottlenecks, which can be addressed to minimize cost overruns.
Progress Monitoring: The PERT chart allows for continuous monitoring of project progress and identifying any deviations from the plan, enabling timely corrective actions.

Integration with Other Tools:
NTPC likely combines PERT with other project management tools and techniques, such as the Critical Path Method (CPM), to optimize project scheduling and resource allocation.
Focus on Preventive Maintenance:
NTPC emphasizes preventive maintenance strategies, and PERT can be used to plan and schedule routine maintenance activities to prevent equipment failures and ensure optimal plant performance.

In summary, PERT is a valuable tool for NTPC in planning and managing maintenance projects in thermal power plants, enabling them to optimize operations, improve efficiency, and reduce costs


WB PERT

https://ipds.gov.in/webappdocs/IPDS_PMA_LoA/WB_PMA2.PDF

Yes, PERT (Program Evaluation and Review Technique) is used in maintenance planning within West Bengal’s electricity sector, particularly by WBSEDCL (West Bengal State Electricity Distribution Company Ltd.) and WBSETCL (West Bengal State Electricity Transmission Company Ltd.). OpExWorks notes that PERT helps in planning and scheduling maintenance tasks, including predicting the time required for activities and controlling progress, according to an article on pert-cpm for maintenance. 

Here’s how PERT is applied:

PERT-CPM/Gantt Charts:

WBSETCL requires detailed project plans highlighting implementation stages, including substages, in PERT-CPM/Gantt chart format, states a tender document for WBSETCL. 

Estimating Time Requirements:

PERT uses optimistic, most likely, and pessimistic time estimates to predict the likely time required for completing activities, explains a document from Testbook. 

Project Planning and Control:

PERT facilitates the planning, scheduling, and control of projects by breaking them down into manageable tasks and defining interdependencies, according to a paper from the SCIRP. 

Improving Plans:

PERT allows for continuous improvement by measuring performance against the plan and adjusting the plan as needed, as explained in a document by OpExWorks.