( PERT )
PROGRAM (PROJECT) EVALUATION AND REVIEW TECHNIQUE
( PERT )
PROGRAM (PROJECT) EVALUATION AND REVIEW TECHNIQUE
is a project management tool used to schedule, organize,
and coordinate tasks within a project. It is basically a
method to analyze 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.
PERT IS USED WHEN ACTIVITY TIMES ARE UNCERTAIN.
DETERMINE THE DURATION OF THE PROJECT
DECISION MAKING UNDER RISK (“P” FOR PROBABILISTIC)
PERT DETERMINES THE DURATION OF THE PROJECT
OPTIMISTIC TIME (B) : BEST TIME IF EVERYTHING GOES PERFECTLY
REALISTIC TIME (M) : MOST LIKELY TIME (MOST REALISTIC)
PESSIMISTIC TIME (P) : A WORST-CASE SITUATION
B + 4M + P
EXPECTED TIME=
6
VARIANCE, 𝝈𝟐 = [P-B/6]2
PERT ADVANTAGE OF PERT
✓ 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 LEND
RESOURCES TO CRITICAL PATH ACTIVITIES
✓ ACTIVITY START AND END DATES
PERT LIMITATIONS
Х THE PERT FORMULA REQUIRES TOO MUCH WORK
Х THE NETWORK CHARTS TEND TO BE LARGEAND UNWIELDY
Х CALCULATING THE TIME ESTIMATES IS VERY COMPLEX FOR ALL
ACTIVITES
Х UPDATING OF THE PROJECT IS TIME CONSUMING AND REQUIRES
HIGH COSTS
Х EMPHASIS IS LAID ONLY ON TIME FACTORS AND COST FACTORS
ARE NEGLECTED.
PERT EXAMPLE 1
FOR EXCAVATION ACTIVITY LET:
B = 12 DAYS
M = 18 DAYS
P = 60 DAYS
12 + 4(18) +60
EXPECTED TIME=
6
= 24 DAYS
VARIANCE, 𝝈𝟐 = [(60-12)/6]2
= 64
PERT EXAMPLE 2
DETERMINE THE DURATION OF THE PROJECT
ACTIVITY PREDECESSORS OPTIMISTIC REALISTIC PESSIMISTIC
(B) (M) (P)
A - 2 4 6
B - 3 5 9
C A 4 5 7
D A 4 6 10
E A,B 4 5 7
F D 3 4 8
G E 3 5 8
PERT EXAMPLE 2
DETERMINE THE DURATION OF THE PROJECT
ACTIVITY PREDECESSORS OPTIMISTIC REALISTIC PESSIMISTIC Te
(B + 4M + P)/6
(B) (M) (P)
A - 2 4 6 4.00
B - 3 5 9 5.33
C A 4 5 7 5.17
D A 4 6 10 6.33
E C,B 4 5 7 5.17
F D 3 4 8 4.50
G E 3 5 8 5.17
PERT 4.00
EXAMPLE 3
15.01
𝟒. 𝟎𝟎 10.33
D(6.33)
2 4
F (4.50)
A(4.00)
6 19.51
C (5.17) 𝟏𝟗. 𝟓𝟏
0 G (5.17)
1
𝟎
E (5.17)
B (5.33) 3 6
9.17 14.34
𝟗. 𝟏𝟕 𝟏𝟒. 𝟑𝟒
PERT EXAMPLE 2
DETERMINE THE DURATION OF THE PROJECT
ACTIVITY EXPECTED TIME Earliest Earliest Latest Start Latest Finish Slack/Float
Start(ES) Finish(EF) (LS) (LF) (LS-ES) OR (LF-EF)
A 4.00 0 4 0 4 0
B 5.33 0 5.33 3.84 9.17 3.84
C 5.17 4 9.17 4 9.17 0
D 6.33 4 10.33 8.68 15.01 4.68
E 5.17 9.17 14.34 9.17 14.34 0
F 4.50 10.33 14.83 15.01 19.51 4.68
G 5.17 14.34 19.51 14.34 19.51 0
PERT EXAMPLE 2
D D
D:6.33 D:4.5
ES: 4 ES: 10.33
EF:10.33 EF:14.83
A
D:4
ES:0
EF:4
START FINISH
C D: 0
D:0
ES:0 D:5.17 ES: 19.51
ES:4 EF: 19.51
EF:0
EF:9.17
B
D:5.33 E G
ES:0 D:5.17 D:5.17
ES:9.17 ES:14.34
EF:5.33 EF:19.51
EF:14.34
PERT EXAMPLE 2
D
D:6.33
F
D:4.5
ES: 10.33
ES: 4
EF:10.33 EF:14.83
A
LS:8.68 LS: 15.01
D:4 LF: 19.51
LF: 15.01
ES:0
EF:4
LS: 0
LF: 4 FINISH
START
C D: 0
D:0
ES:0
D:5.17 ES: 19.51
ES:4 EF: 19.51
EF:0
EF:9.17 LS:19.51
LS: 0 LF:19.51
LF: 0 LS: 4
B LF: 9.17
D:5.33 E G
ES:0 D:5.17 D:5.17
EF:5.33 ES:9.17 ES:14.34
EF:14.34 EF:19.51
LS:3.84
LS: 9.17 LS: 14.34
LF:9:17 LF: 19.51
LF: 14.34
PERT EXAMPLE 2
CRITICAL PATH: A-C-E-G
PATH A-D-F = 14.83 WORK DAYS
PATH A-C-E-G = 19.51 WORK DAYS
PATH B-E-G = 15.67 WORK DAYS
ACTIVITY LF-EF TOTAL
A 4-4 0
B 9.17-5.33 3.84
C 9.17-9.17 0
D 15.01-10.33 4.68
E 14.34-14.34 0
F 19.51-14.83 4.68
G 19.51 – 19.51 0
PERT EXAMPLE 3
DETERMINE THE DURATION OF THE PROJECT
ACTIVITY PREDECESSORS OPTIMISTIC REALISTIC PESSIMISTIC
(B) (M) (P)
A - 4 5 8
B - 5 7 10
C A 8 11 12
D - 2 3 7
E C,B 4 7 10
F D 6 9 15
G D 8 16 12
H E,F 5 6 9
I E,F 3 5 7
J I,G 5 8 11
K H 6 9 13
PERT EXAMPLE 3
DETERMINE THE DURATION OF THE PROJECT
ACTIVITY PREDECESSORS OPTIMISTIC REALISTIC PESSIMISTIC Te
(B + 4M + P)/6
(B) (M) (P)
A - 4 5 8 5.33
B - 5 7 10 7.17
C A 8 11 12 10.67
D - 2 3 7 3.50
E C,B 4 7 10 7.00
F D 6 9 15 9.50
G D 4 13 16 12.00
H E,F 5 6 9 6.33
I E,F 3 5 7 5.00
J I,G 5 8 11 8.00
K H 6 9 13 9.17
PERT 5.33
EXAMPLE 3
𝟓. 𝟑𝟑
2
A(5.33)
C (10.67)
23.00 29.33
16.00
𝟐𝟑. 𝟎𝟎 𝟐𝟗. 𝟑𝟑
0 B (7.17) 𝟏𝟔. 𝟎𝟎 E (7.00) H (6.33)
1 3 5 7
𝟎
K (9.17)
F (9.50) I (5.00)
D (3.50)
4
6 8
13.50
G (12.00) 30.50 J (8.00)
𝟑. 𝟓𝟎 38.50
𝟐𝟖. 𝟎𝟎
𝟑𝟖. 𝟓𝟎
PERT EXAMPLE 3
ACTIVITY EXPECTED TIME Earliest Earliest Latest Start Latest Finish Slack/Float
Start(ES) Finish(EF) (LS) (LF) (LS-ES) OR (LF-EF)
A 5.33 0 5.33 0 5.33 0
B 7.17 0 7.17 8.83 16 8.83
C 10.67 5.33 16 5.33 16 0
D 3.50 0 3.5 10 13.5 10
E 7.00 16 23 16 23 0
F 9.50 3.5 13 13.5 23 10
G 12.00 3.5 15.5 18.5 30.5 15
H 6.33 23 29.33 23 29.33 0
I 5.00 23 28 25.5 30.5 2.5
J 8.00 28 36 30.5 38.5 2.5
K 9.17 29.33 38.5 29.33 38.5 0
PERT
ACTIVITY PREDECESSORS OPTIMISTIC REALISTIC PESSIMISTIC
PERT
(B) (WEEKS) (M) (WEEKS) (P) (WEEKS)
A - 4 5 8
B A 5 7 10
C A 8 11 12
D B,E 2 3 7
E - 4 7 10 MSW #1
F I,G 6 9 15
DETERMINE THE
G - 8 10 12
DURATION OF
H A 5 6 9
I B,E 3 5 7
THE PROJECT
J I,G 5 8 11
AND
K B,C,E 6 9 13
THE CRITICAL
L B,E,F,N 5 7 10 PATH
M B,C,E 8 11 12
N D,H,J,M 2 3 7
O B,C,E 4 7 10
P B,E,F,O,Q,N 6 9 15
Q D,H,J,M 8 11 12
R D,H,J,K,M 2 3 7
