Programme evaluation review technique

detail description on PERT

1. PRESENTEDBY-MS. SAHELIC
PROGRAMME
EVALUATION
REVIEW
TECHNIQUE

2. ❖PERT was developed in the late 1950 by the USNavy
submarine missile programme and was applied in1958
❖PERT shows the time taken by each component of project &the
total time required for itscompletion.
❖PERT breaksdowntheproject into events, activity & lays down
theirpropersequencerelationship & duration in the form of
network.
❖PERT is a technique of representing project plan innetwork.
❖This is represented in a graphic form knownasnetworkdiagram.

3. Theprogramme(orproject)evaluationandreview
techniquecommonlyabbreviatedas‘PERT’;isa
statisticaltool,usedinprojectmanagement,whichwas
designedtoanalyzeandrepresentthetasksinvolvedin
completingagivenproject&toillustratetheflowof
eventsinaproject.

4. There are two types of networkdiagrams,
❑ACTIVITY ON ARROW (AOA):
In the first variant the duration is denoted on arrowconnecting
diagram nodes. Such diagram type calledAOA.
❑ACTIVITY ON NODE (AON):
in such diagram the information about the task duration is
denoted in the diagram node & each task is represented inthe
form of rectangle with definite set offields.

5. ❖Prediction ofdeliverables
❖Planning resourcerequirement
❖Controlling resourceallocation
❖Internal programmereview
❖Performanceevaluation
❖Uniform wideacceptance
❖Reduction incost
❖Savingtime

6. ❖Determination ofactivities
❖Elimination of risk in complexactivities
❖Flexibility
❖Evaluation ofalternatives
❖Useful effectivecontrol
❖Useful decisionmaking
❖Useful researchwork

7. PERT PLANNING INVOLVE THEFOLLOWING
STEPS:
2)Determine
the proper
sequence of
theactivities
3) Construct a
network
diagram
4) Estimatethe
timerequire
foreach
activity
5)Determine
thecritical
path
1)Identity
the
specific
activity&
events

8. 1.Identity Activities & events:
The activities are tasks require to complete the project. The
events marking the beginning & end of one or more
activities. It is helpful to list the tasks in a table that inlater
steps can be expandedtoincludeon sequence is duration.
2.Determine the propersequenceofthe activities:
This steps may be combine with the activity identification
steps since the activity sequence is event for some task.
Othertasksmay require more analysis to determine exact
order in which they must be perform.

9. 3.Construct a network diagram:
Using theactivitysequenceinformation , a network diagram
can be drawn showing the sequence of the serialis&parallel
activities .For the original activity –on-are model, theactivities
aredepictedbyarrowed lines &milestonesaredepicted by
circles.
4.Estimate the time required for activity:
AdistinguishingfeatureofPERTisitsabilitytodealwith
uncertainty in activity completiontimes

10. For each activity , the model usually includes threetime
estimates;-
A)Optimistictime:
Generally the shortest time in which the activity canbe
completed.
B)Most likely time:
The completion time having the highest probability notethat
this time is different for the expectedtime.
C)Pessimistic time:
The longest time that an activity mightrequire.

11. 5.Determine the critical path:
The critical path is determine by adding the times for the
activities in each sequence & determining the longest pathin
project. The critical path determines the total timerequire.

12. 6.Updatethe PERT chart as the project progresses:
Make adjustment in the PERT chart as the projectprogresses.
As the project unfolds ,theestimatedtimescan bereplaced
with actual times. The PERT chart may be modified&
improved to reflect the newsituation.

13. ❑Simple to understand anduse.
❑Show whether the project is on schedule; or behind /aheadof
theschedule.
❑Identify the activities that need closerattention
❑Determine the flexibility available withactivities
❑Show potential risk withactivities
❑Providegooddocumentationof the projectactivities
❑Help to set priorities among activities & resource allocationas
perpriority

14. Used in research and developmentprojects
For developing, tooling and introducing a new project
To plan and execute the acquisition and installation ofan
electronicsystem
Development and administration of varioustraining
programmes
For management development and organizationalplanning

15. ❑Amajordisadvantagesof PERT has been its emphasisonly
on time, not oncosts.
❑The cost of setting upsuchsystemareextensive.
❑It is difficult to estimate accurate time & cost of various
activities involved in a project
❑Errors in estimation makesthe PERT chart unreliable as a
control aid.
❑These systems will not help managers to solve alltheir
problem.

16. Activity
Prepare patient
Giveanaesthesia
Events
Patientprepare
Anaesthesiagiven
Prepareinstrument-trolleyInstrument trolleyprepared
Performoperation operationperformed

17. Operation
performed
4 5
3
PERTactivity
analysis
Prepare
patient
1
Anaesthesia
given
2