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PROGRAM EVALUATION REVIEW TECHNIQUE.pptx
- 1. 1 NETWORK ANALYSIS: PROGRAM EVALUATIONREVIEW TECHNIQUE (PERT) Presented by: Muna Shrestha MPH 2023
- 2. 2 INTRODUCTION Network analysis isa system which plans the projects by analyzing the project activities. Network analysis helps designing, planning, coordi nating, controlling and in decision-making in order to accom plish the project economically in the minimum available time. Projects are broken down into individual tasks or activities, which are arranged in logical sequence. It is also decided that which tasks will be performed simultaneously and which other sequentially.
- 3. 3 NETWORK ANALYSIS TECHNIQUES 1.PERT- Programme Evaluation and Review Technique 2. CPM- Critical Path Method 3. RAMS- Resource Allocation and Multi-project Scheduling 4. PEP- Programme Evolution Procedure 5. COPAC- Critical Operating Production Allocation Control 6. MAP- Manpower Allocation Procedure 7. RPSM- Resource Planning and Scheduling Method 8. LCS- Least Cost Scheduling 9. MOSS- Multi-Operation Scheduling System 10. PCS- Project Control System 11. GERT- Graphical Evaluation Review Technique.
- 4. 4 INTRODUCTION (PERT) PERT wasdeveloped by US Navy in 1957 on the Polaris nuclear submarine project to evaluate the resources and time required to manage a project. Program Evaluation Review Technique (PERT) is a project management planning tool used to calculate the amount of time it will take to realistically finish a project. It is used to depict a project’s timeline, estimate the duration of tasks, identify task dependencies, and determine the project’s critical path.
- 5. 5 INTRODUCTION It is asystem that helps in the proper scheduling and coordination of all tasks throughout a project. It also helps in keeping track of the progress, or lack thereof, of the overall project. Knowing the time it should take to execute a project is crucial, as it helps project managers decide on other factors such as the budget and task delegation.
- 6. 6 PERT CHART A PERTchart uses numbered circles or rectangles called nodes to represent project events or milestones, indicating the start or end of activities or tasks. The directorial lines indicate the tasks that need to be completed, and the arrows show the sequence of the activities.
- 7. 7 HOW IT WORKS? Thereare four definitions of time used to estimate project time requirements: 1. Optimistic time- The least amount of time it can take to complete a activity 2. Pessimistic time- The maximum amount of time it can take to complete a activity 3. Most likely time- Assuming there are no problems, the best or most reasonable estimate of how long it should take to complete a activity. 4. Expected time- Assuming there are problems, the best estimate of how much time will be required to complete a activity.
- 8. 8 CREATING PERT CHART •Identify all the individual tasks or activities that need to be completed to accomplish the project Task Identification • Determine the dependencies and relationships between different tasks. Identify which tasks must be completed before others can start. Task Sequencing • Create a network diagram that visually represents the sequence of the tasks and their dependencies. Network Diagram
- 9. 9 • Estimate thetime required for each task. Optimistic time (O), Pessimistic time (P) and Most likely time (M) are estimated for each task. Time Estimation • Expected time = (O+4M+P)/6 Calculating Expected Time • Determine the critical path • Tasks on the critical path have zero slack or float time. Critical Path Identification CREATING PERT CHART
- 10. 10 • PERT allowsfor the consideration of probability and variance in task completion times. Calculate standard deviation and variance to provide a measure of the uncertainty associated with the project timeline. Probability and Variance • Develop a project timeline based on the network diagram, expected times, and critical path. This timeline helps in planning and managing the project, and it can be used to communicate project progress to stakeholders. Project Timeline CREATING PERT CHART
- 11. 11 PRACTICE Activity Predecessor Optimistic time(O) Most likely time (M) Pessimistic time (P) A - 5 6 7 B - 1 3 5 C - 1 4 7 D A 1 2 3 E B 1 2 9 F C 1 5 9 G C 2 2 8 H E, F 4 4 10 I D 2 5 8 J H, G 2 2 8 6 G (3) H (5) I (5) J ( 3 ) 4 1 7 5 2 4 3 A ( 6 ) B (3) D (2) E (3) C ( 4 ) F (5)
- 12. 13 EXPECTED TIME ANDVARIANCE Activity Predecessor Optimistic time (O) Most likely time (M) Pessimistic time (P) Expected time = (O+4M+P)/6 Variance = (P-0)/6² A - 5 6 7 6 0.11 B - 1 3 5 3 0.44 C - 1 4 7 4 1.00 D A 1 2 3 2 0.11 E B 1 2 9 3 1.78 F C 1 5 9 5 1.78 G C 2 2 8 3 1.00 H E, F 4 4 10 5 1.00 I D 2 5 8 5 1.00 J H, G 2 2 8 3 1.00
- 13. 14 CRITICAL PATH Critical pathis the longest path in the network To find the critical Path: Earliest start time- forward pass ®Max (earliest start initial task + duration to complete end task) Latest completion time- backward pass ®Min (latest completion of end task – duration to complete)
- 14. 15 CRITICAL PATH CONTINUE Conditions forthe path to be considered critical path: 1. Earliest start time of starting node = Latest completion time starting node 2. Earliest start time of end node = Latest completion time of end node 3. Earliest start time of end node – Earliest start time of starting node = Latest completion time of end node - Latest completion time starting node = Duration
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- 19. 21 PROS It provides avisual representation of the project timeline through the use of network diagrams. This allows project managers and team members to easily understand the sequence of tasks and dependencies. The collaborative nature of creating a PERT diagram encourages communication and coordination among project team members. PERT enables scenario analysis by considering different time estimates for activities. This allows project managers to assess the impact of potential delays and make contingency plans.
- 20. 22 PROS It helps identifythe critical path, thus allows for better resource allocation and management of time-sensitive tasks. It helps in planning and monitoring the work of project. It provides an estimate of the project’s completion date.
- 21. 23 CONS ®PERT primarily focuseson the sequencing and timing of tasks but may not adequately address resource availability or constraints. ®Once the network diagram is established, making adjustments can be challenging without a thorough reassessment of the entire plan. ®A strict focus on deadlines may not enable managers to see the full financial positioning of the project.
- 22. 24 CONS ®Activity time estimatesare solely based on judgment and not on facts, making them highly subjective. ®Underestimation of project/activity timeline based on critical paths can be detrimental to the project and can push it off-tack, jeopardizing the entire undertaking. ®Creating a PERT chart is labor-intensive, requiring additional time and resources. Also, in order for the chart to remain valuable, it must be consistently reviewed and maintained.
- 23. 25 CONCLUSION PERT is particularlyvaluable for projects where there is a degree of uncertainty and variability in task completion times. It provides a systematic approach to project planning and management, helping project managers to identify potential bottlenecks, and make informed decisions based on a realistic understanding of project timelines.
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Editor's Notes
- #4 Depict: represent by a drawing, painting, or other art form.
- #7 PERT is calculated backward from a fixed end date since deadlines typically cannot be moved
- #8 he diagram typically uses nodes to represent tasks and arrows to represent the flow and dependencies between tasks.
- #9 PERT is used for jobs that are non-repetitive in nature which is the longest sequence of dependent tasks that defines the minimum time needed to complete the entire project. . Float/Slack – Refers to the amount of time a task can be delayed without resulting in an overall delay in completion of other tasks or the project
- #11 “predecessor” refers to a task that must be completed before another task can begin. A predecessor is essentially any activity or event that is required for the subsequent task to start.
- #25 schedule, organize and coordinate tasks within a project