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PROGRAM EVALUATION AND REVIEW TECHNIQUE (PERT)
Category: Planning/ Monitoring - Control

ABSTRACT
Program (Project) Evaluation and Review Technique (PERT)(G) is a project
management tool used to schedule, organize, and coordinate tasks within a
project
...
PERT
planning involves the following steps:


Identify the specific activities and milestones
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

Construct a network diagram
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

Determine the critical path
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KEYWORDS
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
...


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
...

1
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The activities are the
tasks required to complete a project
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It is helpful to list the
tasks in a table that in later steps can be expanded to include information on
sequence and duration
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Determine the proper sequence of the activities
...
Other tasks may require more analysis to determine
the exact order in which they must be performed
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Construct a network diagram
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Each activity represents a node in the network, and the
arrows represent the relation between activities
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4
...
Weeks are a commonly
used unit of time for activity completion, but any consistent unit of time can
be used
...
For each activity, the model usually includes three
time estimates:


Optimistic time – generally the shortest time in which the activity can be
completed
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

Most likely time – the completion time having the highest probability
...




Pessimistic time – the longest time that an activity might require
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PERT assumes a beta probability distribution for the time estimates
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

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



5
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The critical path is determined by adding
the times for the activities in each sequence and determining the longest path
in the project
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If activities outside the critical path speed up oe slow down
(within limits), the total project time does not change
...

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
These times are calculated using the expected time for the relevant activities
...
The latest
start and finish times are the latest times that an activity can start and finish
without delaying the project
...
The difference in the latest and earliest finish of each
activity is that activity’s slack
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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
...
The normal distribution assumption holds if the number of
activities in the path is large enough for the central limit theorem to be
applied
...
Such a shortening of the project
sometimes is referred to as project crashing
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Make adjustments in
the PERT chart as the project progresses
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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
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PREREQUISITES


Personnel should already have a good understanding of formal project
management terminology, tools, and techniques



PERT form template of equivalent tool (e
...
software)



Create of project plan



Choose the most appropriate scheduling method



Select and organize a team to perform project tasks
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-

9

15

12

12

B

Select site and do site survey
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A

8

12

10

10

D

Prepare final construction
plans and layout
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B

18

34

23

24

4

(0+4M+P)/6

Expected time

Most likely time (M)

Pessimistic time (P)

Optimistic time (0)

Predecessors

Description

Activity

In the following example, the Project manager knows the succession of the
project activities and the optimistic, pessimistic and most likely time (in
weeks) for the following activities:

F

Interview applicants and fill
positions in nursing support
staff, maintenance, and
security
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C

30

40

35

35

H

Construct the hospital
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A

12

18

15

15

J

Install the equipment
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Archibald & Villoria, "Network-Based Management Systems (PERT/CPM),"
John Wiley & Sons, 1967

2
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Blueprint for project recovery: a project management
guide : the complete process for getting derailed projects back on the
track
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Clet, Étienne and Henri-Pierre Maders
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2nd
ed
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4
...
Ed
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DeWitte, "Manpower Leveling of PERT Networks," Data Processing for
Science/Engineering, March-April 1964

6
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Davidson
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San Francisco : Jossey Bass,
1995

7
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Davidson
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San Francisco :
John Wiley & Sons, Inc
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Heerkens, Gary R
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New York : McGraw-Hill, 2002

9
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Project management jumpstart
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10
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Identifying and managing project risk : essential tools for

failure-proofing your project
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Levine, Harvey A
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New York : John Wiley & Sons Inc
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Lewis, James P
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3rd ed
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13
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J
...
L
...
D
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Quality Management in Health Care 3, no
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14
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Boston : Harvard Business School Press, 2004
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Miller, "Schedule, Cost and Profit Control with PERT," McGraw-Hill, 1963
16
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NASA, "NASA PERT and Companion Cost Guide," NASA, 1962
18
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NASA, "NASA PERT and Companion Cost Guide Handbook," NASA, October,

1962
20
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142-146
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, 1992
21
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Advanced project management : a complete guide to the

processes, models and techniques
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22
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Pyron,

Tim
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using

Microsoft

Office

Project

2003
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Special Projects Office, Bureau of Naval Ordinance PERT Summary Report:

Phase I and Phase II, Navy Department, 1958
25
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Managing information technology projects : applying project

management strategies to software, hardware, and integration initiatives
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26
...
S
...
S
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Westland, Jason
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London : Kogan Page, 2006
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WILLIAMS David J, Preparing for project management : a guide for the

new architectural or engineering project manager in private practice, New
York, 1996
29
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Getting a project done on time : managing people, time,

and results
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