NOOTAN COLLEGE OF NURSING,

VISNAGAR

SUBJECT: NURSING MANAGEMENT AND ADMINISTRATION

TOPIC: SEMINAR ON “PROGRAM EVALUATION REVIEW
TECHNIQUE”

SUBMITTED TO : SUBMITTED BY:

MRS. DAXABEN PATEL MRS.SAYMA MANSURI

ASSOCIATE. PROFESSOR 2ND YEAR M.SC NURSING

NCN, VISNAGAR NCN, VISNAGAR

BIODATA :

Name : Mrs, Sayma Mansuri

Subject : Nursing Management

Topic : Program Evaluation Review Technique

Group of participants : 2nd Year M.sc Nursing

Date : / 12/2019

Time :
Venue : Nootan College Of Nursing

Method of teaching : Lecture Cum Discussion

A.V aids : Powerpoint, Blackboard

INDEX:
SR NAME OF SUB-TOPIC
NO.

1. Overview
2. Definition
3. Concept and meaning
4. Component of PERT
5. PERT chart
6. Purpose of PERT
7. Step
8. Benefit
9. Uses
10. Advantages
11. Disadvantages
12. Limitation
  OVERVIEW

 PERT is a method of analyzing the tasks involved in completing a given project,

especially the time needed to complete each task, and to identify the minimum time
needed to complete the total project. PERT was developed primarily to simplify the
planning and scheduling of large and complex projects.

 DEFINITION
“PERT is a work model devised to complete the project work in time. It analyses the
actual work time required to complete a task.”

 CONCEPT AND MEANING

 PERT is a very famous project model that has found its use in various professions,
including nursing.
 This model helps in judging the time required in completing an activity .
 Nurse administrators can use this model to delegate and assign the work schedule to the
nurses in a hospital.
 It not only evidences the cost effectiveness of nursing care but also has great impact on
reducing the expenditure by the patient.
 This model helps to reduce the patient’s hospital stay by judging beforehand the actual
care time, manpower, money and the material required.
 Therefore, following this model helps to prevent waste of time, money and material,
benefiting the patient and the hospital management.

 COMPONENTS OF PERT MODEL:

Every activity consume time and needs adequate resources such as manpower, material, space
and machinery to change or move one event to other .

 Predecessor event – It is an event that precedes some other event, it can be single or
multiple.
 Successor events – It is an event that immediately follows some other events, it can have
single multiple successor events.
 Optimistic Time (O) – It is the minimum possible time required to complete the task
anticipating that every event has occurred better than usually expected.
 Pessimistic Time (P) - This means the maximum possible time required to complete the
given task, expecting or assuming everything goes wrong except the main catastrophes.
  Most likely Time (M) – The actual and the best time required to complete the task
assuming everything goes in a usual way .
 Expected time or the very best time (TH) – The accurate or the actual time required to
complete the task, it is the most reliable and valid time estimated to complete a task. It
can be calculated using the following relation

TH = (O + 4M – P) ÷ 6

e.g. TH = ( 5min + 4X 10 min – 15 min) ÷ 6 = 5 min

 Float or slack time – it is the amount of time that can be floated without causing delay in
the total completion of the work.
 Critical paths – it is the longest possible and the actual total time required to complete
the full task. It is otherwise called as total calendar time.
 Critical total float activity – it is an activity that has total float equal to zero. No float
time is required in the critical path.
 Lead time – this refers to the time taken by the predecessor to complete the task. In this
there is sufficient time for the subsequent activities that can follow the predecessor .
 Lag time – the earliest time taken by the successor event to take place, which follows the
specific PERT activity .

 PERT chart:

A PERT chart is a graphical representation of the activities of a project, showing the sequence
that has to be performed continuously .

 It has the critical path of tasks that has to be finished in time.

 This chart helps to focus only the needed activity and omit the unwanted ones , therefore
it saves time, energy and material.
 The CIRCLE mark the beginning and end of the TASK to be done in the project, also
called as NODES.
 The ARROWS are the task themselves.
 The NUMBERS after the task names are the DURATION of the task.
 When a node has two or more task branching from it, it means those tasks can be done
concurrently(at the same time)
 When anode has incoming arrows, it means the incoming task must be completed before
progress may continue to any arrows heading away from the node. e.g. Task A is
completed before task B may begin.

 PURPOSE OF PERT:

 To schedule the project.

 To organize the project.
 To coordinate the tasks.
 To manage the time.
 To analyze the work.

 STEPS IN PERT PLANNING PROCESS

PERT involves the following steps

 Specific activities and milestones.

 Sequence of the activities.
 Network diagram.
 Estimate the time.
 Critical path.
 Update the PERT chart.

 BENEFITS OF PERT CHART:

 Expected project completion time.

 Probability of completion before a specified date.
 The critical path activities that directly impact the completion time.
 The activities that have stack time and that can lend resources to critical path activities.
 Activity start and end dates.

 USES OF PERT:
Nurse managers use the PERT system for controlling
 It forces planning and shows how pieces fit together .
 It does this for all nursing line managers.
 It establishes a system for periodic evaluation and control at critical points in the
program.
 It reveals problems and is forward – looking.
 PERT is generally used for complicated and extensive projects or programs.
 Many records are used to control expenses and otherwise conserve the budget.
 All these reports should be available to nurse managers to help them monitor, evaluate
the use of people and money as a part of the controlling process.

 ADVANTAGES OF PERT:

 It encourages logical discipline in planning, scheduling and control of project.

 It encourages more long range and detailed project planning.
 It provides a standard method of documenting and communicating project plans,
schedules and time and cost – performance.
 It identifies the most critical elements in the plan, thus focusing management attention i.e.
most constraining on the schedule.
 It illustrate the effects technical procedural changes on overall schedules.

 DISADVANTAGES OF PERT:

 There can be potentially hundreds or thousands of activities and individual dependency

relationship.
 The network charts tend to be large and unwieldy requiring several pages to print and
requiring special size paper .
 The lack of a timeframe on most PERT/CPM (Critical path method) charts makes it
harder to show status although colors can help( e.g. specific color for completed nodes)
 When the PERT/CPM ( Critical path method) charts become unwieldy, they are no
longer used to manage the project

 LIMITATION OF PERT:

 The activity time estimates are somewhat subjective and depend on judgment. In other
cases, if the person or group performing the activity estimates the time there may be bias
in the estimate.
 Even if the activity times are well – estimated, PERT assumes a beta distribution for
these time estimates, but the actual distribution may be different.
 Even if the beta distribution assumption holds, PERT assumes that the probability
distribution of the project completion time is the same as the that of the critical path
 BIBLIOGRAPHY:

1. BT Basavanthappa, “nursing management in service and education”,

published by Manivannan C, Manivannan T Latha, Baskaran J, page no :
224
2. I. clemet, “management of nursing services and education”, second edition,
publish by Elsevier, page no: 107
3. Mary magee gullati, “nursing management principle and practice”, 2005,
page no: 103
4. Vati Jogindra, “principles and practice of nursing administration”, 2013,
Published by jaypee brothers, page no: 254
5. www.wikipedia.com
6. www.slideshare.com