Sohar University

Faculty of business
Operations research assignment
BUMG 3101

Program evaluation and review technology (PERT)

ID NAME
120268 Abdulaziz Al-Alawi
130656 Ameera Al-zidi
130711 Ameera Al-wehibi
140485 Khloud Al-maktoomi

PRESENTED TO: DR. RAKESH BELWAL

Introduction: -
The PERT A project is a project management tool used to organize, organize, and tune a project.
PRET stands for Program Evaluation Technology It was developed by the US Navy of 1950s
and is used a manage polaris a submarine missile programs for way is similar, (CPM), Almost at
the same time, the private sector was developed for the project management. Definition
Evaluation and review of the program technology (PERT) is similar to the Important path
method. However, there are some subtle differences, but both of the technologies exist almost
simultaneously. To define PERT as a simple word, it represents a project as a roadmap that
project manager gives a thought to the time spent on personal work, internal dependency and
completion dates. When you start the project and you have to decide which project will start
when you express every element related to the project, you know this. So that when it starts the
project before the deadline expires, unless you do not want to finish it before the deadline.
Techniques for Program Appraisal and Review (PERT) You have been estimated the duration of
the activity, have you ever asked for your conclusions? You can use techniques to investigate
results. Program evaluation and (PERT) is used when some task takes some time to complete and
high levels of uncertainty occur. PERT uses Network Logic This activity is a set of dependencies
that can be estimated for a network diagram and they can be identified over time. In PERT, the
network logic is used to apply an important path method to the weighted average period
estimation.
Project of network: -
A network diagram the visual a representation for project's program. Famous supplements for
network diagrams they are PRT and Gantt Graph. The idea of network project management is
useful to start and end the tracking plan. Represents several projects with important roads in the
project.
The network diagram is good for a clear graphic representation and summary of the project.

A B
There are two types of network share charts and precedence of the diagrams. Arrow charts
represent event and activity columns. Priority diagrams depict activities in order of occurrence.
When working in the IT department, use the leftmost arrow diagram.
'F' and 'K' represent event nodes respectively. This event node indicates that all activity on the
node is complete when an activity is initiated or an entire node occurs. Arrows indicate the
activities that occur during the events. For network Diagram 2 For example, if it was the project's
assignment is "Research Competitive Ed Campaign", The event node determines the start and
end of the activity, and the arrow identifies the activity itself.

F J R

K
You can use arrows and node methods to Representing project implications. In the figure to the
right, the event depends on completion. of the events F and K's activities. The event depends on
the activity of event J to complete R.

project evaluation & review technique

 PERT is used for non- repetitive jobs. P%
 Get is used probabilistic model.

Time
to tm tp

The next estimate is for each activity required to estimate the time for every
activity:

TM = most likely of time

TO = optimistic of time
TP = pessimistic of time
Why use PERT?
PERT helps administrators organize projects and manage their assigned times for more
effectively.
There are several reasons why PEER was used.:

 Calculation date of Completion - A full completion date is calculated based on all

work estimates obtained from the PRT formula Calculate a complete end date based on
all work estimates obtained from PRT formula, which we will include in the details
below
 Gauge risk when falling Debt - If your customer or organization requires a project
completed from a specific date, then you can assess how precise estimate of PERT is.
 Be aware of flexibility - If project managers need to save time, PRT can prove what
activities are good for raising deliveries Maximum flexibility to work in a wide range
between optimistic and pessimistic time estimates.
 Improving timeliness of functions - PERT can use Project Manager to perform more
accurate projects. When you need to start and finish a specific activity, you cannot
immediately know it. Project managers who use PERT can determine each activity based
on estimated time and can get the start and end dates of the project based on the start date
of the first work and the end date of the last job.

create the PRT chart: -

Here are the steps of public transport in your project in these steps. A software program that
can automate calculations and generate PRT charts.
The list of all the functions required for your project and the sequence of
completion. Some tasks can be performed together (also called non-slave or concurrent
tasks). Some tasks can be performed together (also called non-slave or concurrent tasks).
Estimated three times a day for each assignment
Most optimistic full time (o), general / most of the time (m), and pessimistic of time (p).
 Count the expected time
÷ 6 = TE (TE) using formula (O + 4 * M + P)
After the calculation, you can create a Gantt chart.
 One way to visualize your project schedule through a horizontal bar that represents the
time zone over a period of time.
 You can now draw PERT charts.
If you are doing it by hand, then you have to work through some drafts. The PERT of chart is
typically a network diagram. A task or major activity is a node (box) that links to an arrow.
  Draft task
Actions can be useful for creating cards or boxes for each job, includes name, period, loose
content (read details), start and end dates.
 Go from left to right
The following are two separate conferences that link to the activities of AOA's Aero-Activity
and software-enabled nodes (AON). This AON can be more intuitive if not much from the
people. With AOA, the name and duration of an activity occur in the notifications and arrows
that are visible in the nodes in that period. A node represents a milestone, and the length of
an arrow sometimes indicates a duration.
 Calculate project duration
Increase the probability of all work to achieve the expected project duration. You can then
identify the start and end dates. Working with an optimistic and pessimistic time perspective,
you can also predict the potential and date of completion. If you need to complete a project
by a certain date, select it as a completion date and work backwards with the most
pessimistic time estimate.
 Find important routes and slack.
An important path sequence that will be the longest. In a composite project, there is a full
period without delay. All activity may be delayed (calculation as the difference between the
beginning of the beginning and the latest possible time, or the difference between the initial
final time and the latest total time) Slow-speed activity is on the critical path. Some PERT
charts show important routes in red.

PERT Cons and Pros: -

There are many fans of PERT, but even if dedicated users note that there are limits in it, See
Experts and Ideas for Using PERT

Advantages
 Active Participation: PERTT Experts that say of biggest advantage of technology is that
it forces project managers to set the amount and amount of time they are likely to take
action on a project and face uncertainty. PERT
Provides useful information for analyzing project of scenarios.
 Better of coordination: The PERT chart provides comments from various departments
and project resources and process participants. The chart shows the reliance of various
activities, which work together with leading actors. It works as a contact center for real-
time updating with project progress. This image provides an overview of the senior
management that is on the project.
Disadvantages
 Potential unreliability: Project managers are expected on real-time experience based on
their PET time estimates, but of with the fast-changing for world, this information can
quickly become obsolete. On a larger scale, these data are unreliable and subjective
 Weak for financial factors: PERT is faulty for giving enough weight to the needs of
costs, resources, labor and capital, while focusing on time.

Problem 1: -
Consider the table to summarizing the project for details
ACTIVITY IMMEDIATE . DURATION WEEKS
PREDECESSOR o M p

A .. 5 6 7
B .. 1 3 5
C … 1 4 7
D … A … 1 2 3
E … B … 1 2 9
F … C … 1 5 9
G … C … 2 2 8
H … E,F 4 4 10
I
… D 2 5 8
J… H, G …. 2 2 8

A. Construction of Project Network

B. Find Estimated of variance estimate and duration.
C. Find important paths and estimated project full time.
D. What is probability of completing project for more than 22 weeks?
A- project network

D
2
1 5

B I

3 E

6 8
C

F H
4 J

G 7
 B- Find Estimated of duration and variance for each activity.

Average: Estimated of duration

ACTIVITY .

Mean Variance
duration
A 6… 0.11
B . 3…. 0.44
C . 4…. 1.00
D . 2…. 0.11
E . 3…. 1.78
F . 5…. 1.78
G . 3…. 1.00
H . 5. 1.00
I
.. 5……. 1.00
J . 3……. 1.00
 C- Find important paths and estimated project full time.

10
0 12
6
0
(2) 8
(6)

0
0 0
(3) 6
0 (5)
3 9 17

(3) 9 17

(4)

(5)
(5) (3)

4 (3)
4
14

14

The largest path in the network. =1-4-6-7-8

1- Esi=Lis 4+5+5+3=17 weeks

2- Esj= Lcj
3- Esj- Esi =Lcj-Lci = Dij
 D- What is probability of completing project for more than 22 weeks

ACTIVITY . 𝝁 VARINACE
C 4 1.00
F 5 1.78
H 5 1.00
J 3 1.00
17 4.78

The for 𝜎= √4.78 = 2.19 weeks

𝑋−𝜇 22−17
P(X≤22) = p[ ≤ ]
𝜎 2.19

P=[𝑍 ≤ 2.28]
Simple practice questions (without solution) - three questions

ACTIVITY DESCRIPTION PREDECESSORS OPTIMISTIC PESSIMISTIC

TIME TIME (P)
(O)
A Choose - 3
Administrative
Medical staff.
B Select and A 4
perform sites
Field survey.
C Please select A 5
equipment.
D Final preparation A 6
Configuration
Planning and
Layout.
E Bring up the B 8
utility
site.
F interview B,C 6
Fill with
volunteers
Maintenance and
Security.
G Purchase C,D 7
to create
equipment.
H Construction E,F 6
Hospital
I Develop one F,G 7
Information
system.
J establish H,I 4
equipment.

1- Construe of project network?

2- Get the expected duration of variance of each activity?
3- Find the important path and time to complete the project?
4- before 35 what is the polarity to complete the project?
ACTIVITY IMMEDIATE OPTIMISTIC MOST PESSIMISTIC
PREDECESSORS LIKELY

A . 9 15 12
B . 5 13 9
C . A . 8 12 10
D . B. 7 17 9
E . B. 18 34 23
F . A . 9 15 9
G . C . 30 40 35
H . D . 35 49 39
I
. A . 12 18 15
J . E,G,H . 3 9 3
K . F,I,J . 7 11 9
ACTIVIT DESCRIPTIO PREDECESSOR OPTIMISTI PESSIMIS MOST
Y N S C TIME ( O M TIME ( P LIKEL
) ) Y TIME
( M)
A Select Gift - 9 15 12
supplies.
B Develop the - 5 13 9
business plan.
C Select the A 8 12 10
project budget.
D Preparation of B 7 17 9
financial plans
E Determine the B 18 34 23
type and size of
the boxes.
F Determine the A 9 15 9
number of
employees
G Determine the C 30 40 35
salaries of
employees.
H Define monthly D 35 49 39
expenses.
I Locate the A 12 18 15
shop.
J Identify gift E, G, H 3 9 3
boxes delivery
location.
K Determine the F, I, G 7 11 9
delivery price.
Part B
Solve the following problem using POM/QM Software and state the answers clearly.
Southern Sporting Goods Company makes basketballs and footballs. Each product is produced from two
resources—rubber and leather. The resource requirements for each product and the total resources
available are as follows:

Each basketball produced results in a profit of $12, and each football earns $16 in profit.

Questions:

1. Formulate a linear programming model to determine the number of basketballs and

footballs to produce in order to maximize profit.

2. Solve the model formulated graphically. You can produce the output from the POM/QM
Software and identify the amount of unused resources (i.e., slack) at each of the graphical
extreme points.

3. What would be the effect on the optimal solution if the profit for a basketball changed from
$12 to $13?

4. What would be the effect on the optimal solution if 500 additional pounds of rubber could
be obtained?

5. Determine the sensitivity ranges for the objective function coefficients and constraint
quantity values.
Answer:

1-
Basketball = X1
Football = X2
Maximize (Z) = 12 X1+16 X2
Subject to:
3 X1+2 X2 ≤500
4 X1+5 X2 ≤ 800
X1, X2≥ 0

2-
 3-
Maximize (Z) = 13X1+16X2

Z= 13 X1+16 X2
A (0,0) 0
B (0,160) 2,587.9
C (128.3,57.5) 2,587.9
D (167,0) 2,171

A 13 X1+16 X2 16 * 160
Z= 2,560
C 13(128.3) +16 (57.5)
= 1.667.9 + 920
Z= 2,587.9
D 13* 167
Z= 2,171
Point A is optimal

4-
3x1+2x2 = (500+500) (500 additional pounds), Z= 2,560
3x1+2x2 = 1,000
B is optimal point X1=0, X2=160
3(0) + 2(160) = 1,000
= 680 Ib
4x1+5x2 = 800 (500 additional pounds)
4x1+5x2 = 1,300
X1=0, X2=250 point B will move to a new location
12x1+16x2 = (Z)
Z= 16(250)
Z = 4,000
5-
Z= 12x1+16x2
4x1+5x2 ≤ 800
4 𝑏1
=
5 16
b1= 12.8

4 12
=
5 𝑏2
 4𝑏2 60
=
4 4
b2= 15
∞ ≤ 𝑏1 ≤ 12.8
15≤ 𝑏2 ≤ ∞
Line 3x1+2x2= 500 point B , x1=0, x2= 160
3x1+2x2 = C1
3(0) +2(160) = C1
320 = C1
Line 4x1+5x2 = C2
4(0) +5(250) = C2
1,250 = C2
320 ≤ C2 ≤ ∞
0 ≤ C2 ≤ 1,250
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