PROGRAM EVALUATION

• Program Evaluation is “The systematic gathering of information for

purposes of making decisions”

• Evaluation is “The systematic collection and analysis of all relevant

information necessary to promote the improvement of a curriculum
and assess its effectiveness within the context of the particular
institutions involved”
Program Evaluation- Importance
• To assess program effectiveness •
• To inform program planning and implementation
• To make your case to funders
Program Evaluation Process

• Step 1: Define goals and objectives

• Objectives should be:
• Specific
• Measurable
• Action Oriented
• Realistic
• Time Bound
Program Evaluation Process Step 2:
• Design Evaluation Plan
• What data do you need to collect
• How will you collect the data
• What is your timeframe
• What resources do you have available
• Other considerations
Program Evaluation Process
Step 3: Data Collection
Methods of Data Collection:
1) Quantitative • Pre/Post Test • Survey • Record Review
2) Qualitative • Focus Groups • Observation • Personal Interviews
• Step 4: Analyze Data
• Step 5: Report
Methods /techniques
• Gantt charts
• Critical path method(CPM)
• Programme Evaluation and Review Technique(PERT)
Program Evaluation and Review Technique(PERT)

A method to analyze the tasks involved in completing a given project.

Focus is paid to the time needed to complete each task, and identifying
the minimum time needed to complete the total project.
Historical Background
• PERT was invented by Booz Allen Hamilton, Inc. under contract to the
United States Department of Defense's US Navy Special Projects
Office in 1958 A part of the Polaris mobile submarine-launched
ballistic missile project. This project was a direct response to the
Sputnik crisis
• CPM was developed by the dupont company & Remington-Rand-
Univac Used for large construction projects Each were unaware of the
others existence until the 1960’s
PERT & CPM Similarities

• Both follow the same steps and use network diagrams. Both are used
to plan the scheduling of individual activities that make up a project
They can be used to determine the earliest/latest start and finish
times for each activity.
PERT & CPM Differences
• PERT is probabilistic whereas CPM is deterministic
• In CPM, estimates of activity duration are based on historical data In
PERT, estimates are uncertain and we talk of ranges of duration and
the probability that an activity duration will fall into that range
• CPM concentrates on Time/Cost trade off.
PERT Purpose
• To simplify the planning and scheduling of large and complex projects.
• To incorporate uncertainty in the sense that it was possible to
schedule a project not knowing precisely the details and duration's of
all the activities.
• Minimize- total time, cost, idle resources
• Identify potential problems
• Better communication between various levels
• Furnish continuous and timely progress and reports
• Solid foundation for evaluation and monitoring
• Minimize delay or crises in implementation of plan
Terminologies

• PERT event : is a point that marks the start or completion of one (or
more) tasks. It consumes no time , and uses no resources . It marks
the completion of one (or more) tasks. It is not “reached” until all of
the activities leading to that event have been completed.
• Predecessor event : an event (or events) that immediately precedes
some other event without any other events intervening. It may be the
consequence of more than one activity.

• Successor event : an event (or events) that immediately follows some

other event without any other events intervening. It may be the
consequence of more than one activity.
• PERT activity : is the actual performance of a task.
It consumes time , it requires resources (such as labor, materials, space,
machinery), and it can be understood as representing the time, effort,
and resources required to move from one event to another.
A PERT activity cannot be completed until the event preceding it has
occurred.
• Optimistic time (O): the minimum possible time required to
accomplish a task, assuming everything proceeds better than is
normally expected
• Pessimistic time (P): the maximum possible time required to
accomplish a task, assuming everything goes wrong (but excluding
major catastrophes).
• Most likely time (M): the best estimate of the time required to
accomplish a task, assuming everything proceeds as normal.

• Expected time (T E ): the best estimate of the time required to

accomplish a task, assuming everything proceeds as normal (the
implication being that the expected time is the average time the task
would require if the task were repeated on a number of occasions
over an extended period of time).
• Critical Path : the longest possible continuous pathway taken from the
initial event to the terminal event. It determines the total calendar
time required for the project; and, therefore, any time delays along
the critical path will delay the reaching of the terminal event by at
least the same amount.
• Lead time : the time by which a predecessor event must be
completed in order to allow sufficient time for the activities that must
elapse before a specific PERT event is reached to be completed.

• Lag time : the earliest time by which a successor event can follow a
specific PERT event.

• Slack : the slack of an event is a measure of the excess time and

resources available in achieving this event. Positive slack would
indicate ahead of schedule ; negative slack would indicate behind
schedule ; and zero slack would indicate on schedule .
• Early Start (ES): maximum EF of all predecessor activities, unless the
activity in question is the the first activity, wherein ES is 0
• Early Finish (EF): ES plus task duration
• Late Start (LS): LF minus task duration
• Late Finish (LF): minimum LS on all successor activities, unless the
activity is the last activity, wherein LF equals EF
• Activity on Arrow (AOA): a type of PERT diagram wherein the
activities are written on the arrows
• Activity on Node (AON): a type of PERT diagram wherein the activities
are written on the nodes
Creating a PERT Diagram STEPS
• 1: Determine the tasks that the project requires and
• the order in which they must be completed
• Determine the optimistic, most likely, and pessimistic time of each
task
• Compute for the Expected time using the formula Te=(O+4M+P)/6
• Determine the critical path
• Update the PERT chart as project progresses
• Determine the ES & EF of each activity by: Start at the beginning
moving towards the end ES & EF for the start activity is always 0 since
they are milestones
• Determine the LS & LF of each activity by: Start at the end and work
towards the beginning
The LF for the finish activity is equal to EF since it is the last activity in
the project. Since duration is 0, LS is equal to LF
Use the LS of the successor activity as the LF of the current activity
LS of an activity is computed by subtracting its LF with its duration
For activities with 2 or more successor activities, use the successor with
the lower LS as the LF of the current activity
• Compute for the critical path by adding the duration's of various paths
for all activities Determine if any activities have slack by subtracting
the activity’s LF & EF