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20 20 10
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programming test code test system 
create
schedule
buy 
hardware
installation
conversion
dummy activity
write man.
training
user test
Fig. 1. Sample PERT Chart
■
Numbered rectangles are nodes and represent events or milestones.
■
Directional arrows represent dependent tasks that must be completed sequentially.
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Diverging arrow directions (e.g., 1–2 and 1–3) indicate possibly concurrent tasks.
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Dotted lines indicate dependent tasks that do not require resources.

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or twentieth of the month, just in case unexpected delays or
problems arise. Always remember Murphy’s Law: “Whatever
can go wrong will go wrong.”
The superior executive assumes that there will be prob-
lems, obstacles, unexpected delays, and failures to complete
the job by the agreed-on schedule. These occurrences are a
normal and natural part of business life. Your job is to keep
your finger on the pulse of the project continually, and then
to solve the problems and remove the obstacles that are
bound to arise. Once you begin using a PERT chart, however,
you may be quite amazed at how much more you accom-
plish and how many fewer hiccups or conflicts there will be
between the steps.
Set Clear Goals for Everyone
You will accomplish more with clear, written goals for each
key person involved in the project than you ever could with
great conversations and good intentions. Make goals clear,
specific, measurable, and time bounded. Remember that
what gets measured gets done. A goal without a deadline is
not really a goal. It is merely a discussion. 
For every goal or subgoal in the completion of a job or
project, you must assign responsibility to a specific person.
Who is going to perform this task? When does the task need
to be completed, and to what standard of quality? Always
ask these questions. Never assume that people know what
you want unless you have made it perfectly clear.
General Motors went from massive losses and bank-
ruptcy in 2009 to a $4.9 billion profit in 2012. Dan Akerson,
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the president of GM, said that the most important part of
the company’s turnaround was the setting of clear goals for
each key person and at each level of the organization.
Before taking the position, he found that goals throughout
the organization were vague, unclear, unenforced, and
rarely achieved. After establishing clear, specific goals, all
employees knew exactly what they had to do to keep their
job and to move ahead.
Remember, the most wonderful talent you have is your
ability to think, especially to think things through in advance.
The more time you take to think and plan, on paper, the bet-
ter results you will get, and the faster you will get those
results.
C H A R T Y O U R P R O J E C T S
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