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Category: Planning/ Monitoring - Control
Program (Project) Evaluation and Review Technique (PERT)(G) is a project management tool used to schedule, organize, and coordinate tasks within a project. It is basically a method to analyze 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 planning involves the following steps:
Identify the specific activities and milestones. Determine the proper sequence of the activities. Construct a network diagram. Estimate the time required for each activity. Determine the critical path. Update the PERT chart as the project progresses.
Program Evaluation and Review Technique (PERT), nodes, PERT event, predecessor event, successor event, PERT activity, Optimistic time, Pessimistic time, Most likely time, Expected time, Critical Path, Lead time, Lag time, Slack.
The main objective of PERT is to facilitate decision making and to reduce both the time and cost required to complete a project.
FIELD OF APPLICATION
PERT is intended for very large-scale, one-time, non-routine, complex projects with a high degree of intertask dependency, projects which require a series of activities, some of which must be performed sequentially and others that can be performed in parallel with other activities.
Critical Path Method (CPM), Gantt chart
PERT assumes a beta probability distribution for the time estimates. 3. Construct a network diagram. Three standard deviations from the mean is commonly used for the pessimistic time. Estimate the time required for each activity. and the arrows represent the relation between activities. Determine the proper sequence of the activities. Weeks are a commonly used unit of time for activity completion.Optimistic ) / 6 ] 2 . Other tasks may require more analysis to determine the exact order in which they must be performed. Identify the specific activities and milestones. This step may be combined with the activity identification step since the activity sequence is evident for some tasks. The milestones are the events marking the beginning and the end of one or more activities. Most likely time – the completion time having the highest probability. It is common practice to specify optimistic time to be three standards deviations from the mean so that there is a approximately a 1% chance that the activity will be completed within the optimistic time. 1. Using the activity sequence information. Software packages simplify this step by automatically converting tabular activity information into a network diagram. then there are six standard deviations between them. It is helpful to list the tasks in a table that in later steps can be expanded to include information on sequence and duration. but any consistent unit of time can be used. the expected time for each activity can be approximated using the following weighted average: Expected time = ( Optimistic + 4 x Most likely + Pessimistic ) / 6 This expected time may be displayed on the network diagram. A distinguishing feature of PERT is its ability to deal with uncertainty in activity completion time. For a beta distribution.DESCRIPTION PERT planning involves the following steps that are described below. The activities are the tasks required to complete a project. 2. the model usually includes three time estimates: Optimistic time – generally the shortest time in which the activity can be completed. 4. Note that this time is different from the expected time. if three standard deviation times were selected for the optimistic and pessimistic times. To calculate the variance for each activity completion time. For each activity. Each activity represents a node in the network. a network diagram can be drawn showing the sequence of the serial and parallel activities. Pessimistic time – the longest time that an activity might require. so the variance is given by: [ ( Pessimistic .
If activities outside the critical path speed up oe slow down (within limits). one can calculate the probability that the project will be completed by the certain date assuming a normal probability distribution for the critical path. Make adjustments in the PERT chart as the project progresses. The amount of time that a non – critical path activity can be delayed without the project is referred to as a slack time. the total project time does not change. If the critical path is not immediately obvious. additional resources may be needed to stay on schedule and the PERT chart may be modified to reflect the new situation. LS and LF are found by working backward through the network. The earliest start and finish times of each activity are determined by working forward through the network and determining the earliest time at which an activity can start and finish considering its predecessors activities. Probability of completion before a specified date. The critical path then is the path through the network in which none of the activities have slack. Such a shortening of the project sometimes is referred to as project crashing. the project can be accelerated by adding the resources required to decrease the time for the activities in the critical path. Determine the critical path. Since the critical path determines the completion date of the project. BENEFITS PERT is useful because it provides the following information: Expected project completion time. In cases where there are delays. 3 . The latest start and finish times are the latest times that an activity can start and finish without delaying the project. The critical path determines the total calendar time required for the project.Earliest Finish time LS – Latest Start time LF . it may be helpful to determine the following four quantities foe each activity: ES – Earliest Start time EF . Given this variance. The difference in the latest and earliest finish of each activity is that activity’s slack. the estimated times can be replaced with actual times. The variance in the project completion time can be calculated by summing the variances in the completion times of the activities in the critical path. Update the PERT chart as the project progresses.5. The normal distribution assumption holds if the number of activities in the path is large enough for the central limit theorem to be applied.Latest Finish time These times are calculated using the expected time for the relevant activities. The critical path is determined by adding the times for the activities in each sequence and determining the longest path in the project. As the project unfolds.
EXAMPLES – CASE STUDY In the following example. Activity start and end date. tools. software) Create of project plan Choose the most appropriate scheduling method Select and organize a team to perform project tasks. the Project manager knows the succession of the project activities and the optimistic. - 9 15 12 B C D A B 5 8 7 13 12 17 9 10 9 E B 18 34 23 4 (0+4M+P)/6 Description Activity . The activities that have slack time and that can be lend resources to critical path activities.g. Select site and do site survey. Prepare final construction plans and layout. Bring utilities to the site. PREREQUISITES Personnel should already have a good understanding of formal project management terminology. pessimistic and most likely time (in weeks) for the following activities: Pessimistic time (P) Most likely time (M) Optimistic time (0) Expected time 12 9 10 10 24 Predecessors A Select administrative and medical staff. and techniques PERT form template of equivalent tool (e. The critical path activities that directly impact the completion time. Select equipment.
Install the equipment.F Interview applicants and fill positions in nursing support staff. J 3 9 3 4 K Train nurses and support staff 7 11 9 9 The associated network is: 5 . Construct the hospital. I. H F. Purchase and take delivery of equipment. and security. Develop an information system. A 9 15 9 10 G C 30 40 35 35 H I D A 35 12 49 18 39 15 40 15 J E. maintenance. G.
latest start time and latest finish time for each activity are calculated in the following table: Node A B C D E F G H I J K Duration 12 9 10 10 24 10 35 40 15 4 6 ES 0 0 12 9 9 12 22 19 12 59 63 EF 12 9 22 19 33 22 57 59 27 63 72 LS 2 0 14 9 35 53 24 19 48 59 63 LF 14 9 24 19 59 63 59 59 63 63 72 Slack 2 0 2 0 26 41 2 0 36 0 0 6 .The earliest start time. earliest finish time.
Critical Path Activity name Earliest start time F 12 22 53 63 10 Latest start time Expected time Earliest finish time Latest finish time 7 .
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