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Program (Project) Evaluation & Review Technique (Pert) : Shahid Ali Khawaj

PERT is a project management tool used to schedule tasks, determine critical paths, and estimate project completion times. It involves identifying activities, determining sequences, estimating times, and constructing a network diagram to visualize dependencies and calculate early and late start/finish times. Updating the PERT chart allows project managers to track progress and make adjustments if delays occur.

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Zain UL Abidin
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63 views13 pages

Program (Project) Evaluation & Review Technique (Pert) : Shahid Ali Khawaj

PERT is a project management tool used to schedule tasks, determine critical paths, and estimate project completion times. It involves identifying activities, determining sequences, estimating times, and constructing a network diagram to visualize dependencies and calculate early and late start/finish times. Updating the PERT chart allows project managers to track progress and make adjustments if delays occur.

Uploaded by

Zain UL Abidin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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PROGRAM (PROJECT)

EVALUATION & REVIEW


TECHNIQUE (PERT)

Shahid Ali Khawaj


BASIC TERMINOLOGIES
Word/phrase Meaning
backward pass The process to determine the late start or late finish times for activities in the critical
path method
critical path method A mathematical modelling technique used to schedule a set of tasks. The model
allows the longest path (the critical path) to be determined which gives the minimum
time required for project completion

earliest finish time (EF) The earliest start time for the activity plus the time required to complete the activity
(the earliest an activity can be completed)
earliest start time (ES) The earliest time an activity can start once the previous dependent activities are
completed
expected time, T E Calculated using O, M and P, the expected time is: 𝑇𝐸=(Optimistic + 4 x Most likely +
Pessimistic ) / 6
forward pass The process to determine the early start or early finish times for activities in the critical
path method
GANTT chart A diagram that shows each task in a project as a block of calendar time. Each block is
labelled with the task description and the amount of time the block represents
BASIC TERMINOLOGIES Cont.
latest finish time (LF) The latest time an activity can be completed without delaying the entire project
latest start time (LS) The latest finish time minus the time required to complete the activity
most likely time (M) The project manager should have a high degree of certainty that a task will be
completed within this time
optimistic time (O) The shortest time that an activity is likely to take – there will be a small probability
(less than 5%) of this happening
pessimistic time (P) The project manager should be almost certain (e.g. 99%) that the task will be
completed within this time
Program Evaluation Review An implementation of the Critical Path Method where the time for each task is
Technique (PERT) chart estimated by using a weighted average based on a probabilistic estimation of the
optimal, most likely and a pessimistic time to complete the task

slack The number of spare / float weeks


DEFINITION
A project management tool used to schedule, organize, and
coordinate tasks within a project.

▪ It is basically a method to analyse 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.

▪ The main objective of PERT is to facilitate decision making and to reduce both
the time and cost required to complete a project.

▪ 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.
STEPS OF PERT PLANNING
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.
IDENTIFY THE SPECIFIC ACTIVITIES &
MILESTONES

▪ The activities are the tasks required to complete a project. The milestones are
the events marking the beginning and the end of one or more activities. It is
helpful to list the tasks in a table that in later steps can be expanded to include
information on sequence and duration.
DETERMINE THE PROPER SEQUENCE OF
THE ACTIVITIES

▪ This step may be combined with the activity identification step since the activity
sequence is evident for some tasks. Other tasks may require more analysis to
determine the exact order in which they must be performed.
CONSTRUCT A NETWORK DIAGRAM

▪ Using the activity sequence information, a network diagram can be drawn


showing the sequence of the serial and parallel activities. Each activity
represents a node in the network, and the arrows represent the relation
between activities. Software packages simplify this step by automatically
converting tabular activity information into a network diagram.
ESTIMATE THE TIME REQUIRED FOR EACH
ACTIVITY
▪ Weeks are a commonly used unit of time for activity completion, but any consistent unit of time can
be used. A distinguishing feature of PERT is its ability to deal with uncertainty in activity completion
time. For each activity, the model usually includes three time estimates:
▪ Optimistic time
▪ Most likely time
▪ Pessimistic time
▪ PERT assumes a beta probability distribution for the time estimates. For a beta distribution, 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.
▪ To calculate the variance for each activity completion time, if three standard deviation times
were selected for the optimistic and pessimistic times, then there are six standard deviations
between them, so the variance is given by:
[ ( Pessimistic - Optimistic ) / 6 ]²
DETERMINE THE CRITICAL PATH
▪ The critical path is determined by adding the times for the activities in each
sequence and determining the longest path in the project. The critical path
determines the total calendar time required for the project. If activities outside
the critical path speed up oe slow down (within limits), the total project time
does not change. The amount of time that a non – critical path activity can be
delayed without the project is referred to as a slack time.
▪ If the critical path is not immediately obvious, it may be helpful to determine the
following four quantities foe each activity: ES – Earliest Start time EF - Earliest
Finish time LS – Latest Start time LF - Latest Finish time
UPDATE THE PERT CHART AS THE
PROJECT PROGRESSES

▪ Make adjustments in the PERT chart as the project progresses. As the project
unfolds, the estimated times can be replaced with actual times. In cases where
there are delays, additional resources may be needed to stay on schedule and
the PERT chart may be modified to reflect the new situation.
BENEFITS
PERT is useful because it provides the following information:
▪ 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 slack time and that can be lend resources to
critical path activities;
▪ Activity start and end date.
PREREQUISITES

▪ Personnel should already have a good understanding of formal


project management terminology, tools, and techniques
▪ PERT form template of equivalent tool (e.g. software)
▪ Create of project plan
▪ Choose the most appropriate scheduling method
▪ Select and organize a team to perform project tasks.

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