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Pert Chart

Here are the steps to solve this problem: 1) Construct the project network: - Identify the activities and their predecessors from the table - Draw the network with activities as nodes and arrows showing the flow 2) Find the expected duration and variance of each activity: - Expected duration = (O + 4M + P) / 6 - Variance = (P - O)2 / 36 3) Find the critical path: - Calculate the earliest and latest start and finish times for each activity - The path with the longest duration is the critical path 4) Find the expected project completion time: - It is the expected duration of the activities on the critical path

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Sumit Gupta
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361 views19 pages

Pert Chart

Here are the steps to solve this problem: 1) Construct the project network: - Identify the activities and their predecessors from the table - Draw the network with activities as nodes and arrows showing the flow 2) Find the expected duration and variance of each activity: - Expected duration = (O + 4M + P) / 6 - Variance = (P - O)2 / 36 3) Find the critical path: - Calculate the earliest and latest start and finish times for each activity - The path with the longest duration is the critical path 4) Find the expected project completion time: - It is the expected duration of the activities on the critical path

Uploaded by

Sumit Gupta
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Apurv Ashish

serial number:-56
PERT
It is used more in projects where time is the major factor rather than
cost. It is applied to very large-scale, one-time, complex, non-routine
Research and Development projects.
PERT and CPM are complementary tools, because "CPM employs
one time estimate and one cost estimate for each activity; PERT may
utilize three time estimates (optimistic, expected, and pessimistic)
and no costs for each activity.
Components of PERT Network
Steps in PERT

PERT planning involves the following steps:


1. Identify the specific activities and milestones.
2. Determine the proper sequence of the activities.
3. Construct a network diagram.
4. Estimate the time required for each activity.
5. Determine the critical path.
6. Update the PERT chart as the project progresses.
1. Identify the specific activities
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.

2. 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.

3. Construct a network diagram


Using the activity sequence information, a network diagram can be
drawn showing the sequence of the serial and parallel activities.
Software packages simplify this step by automatically converting
tabular activity information into a network diagram.
Time
PERT has defined four types of time required to accomplish an activity:

optimistic time: the minimum possible time required to accomplish an


activity (o) or a path (O), assuming everything proceeds better than is
normally expected
pessimistic time: the maximum possible time required to accomplish an
activity (p) or a path (P), assuming everything goes wrong (but
excluding major catastrophes).
most likely time: the best estimate of the time required to accomplish
an activity (m) or a path (M), assuming everything proceeds as normal.
expected time: the best estimate of the time required to accomplish an
activity (te) or a path (TE), accounting for the fact that things don't
always proceed as normal (the implication being that the
expected time is the average time the task would
require if the task were repeated on a number of occasions over an
extended period of time.
te = (o + 4m + p) ÷ 6
NETWORK DIAGRAMS
The chief feature of PERT analysis is a network diagram that provides
a visual depiction of the major project activities and the sequence in
which they must be completed. Activities are defined as distinct
steps toward completion of the project that consume either time or
resources. The network diagram consists of arrows and nodes. For
each activity, managers provide an estimate of the time required to
complete it.
Advantages of PERT
- PERT (Program Evaluation and Review Technique)
compels
managers to plan, which helps them see how the pieces fit together.
Each subordinate manger has to plan the events for which her or she
is responsible.
- It concentrates on critical elements that may need correction.
- It makes possible a kind of forward-looking control.
-The network system with its subsystems enables managers to aim
reports and pressure for action at the right spot and level in the
organization structure at the right time.
Disadvantages of PERT

-Because of its emphasis on “activity-time” to its operation, PERT is


not useful when no reasonable estimates of time schedule can be
made.
-Another disadvantage has been its emphasis on time only but not
on costs.
Comparison Chart

Basis for
Comparison PERT CPM
CPM is a statistical
PERT is a project management technique of project
Meaning technique, used to manage management that
uncertain activities of a project. manages well defined
activities of a project.

A technique of planning and A method to control


What is it? control of time. cost and time.
Orientation Event-oriented Activity-oriented
Evolved as Research & Evolved as Construction
Evolution Development project project
Model Probabilistic Model Deterministic Model
Basis for Comparison PERT CPM
Focuses on Time Time-cost trade-off
Estimates Three time estimates One time estimate
High precision time Reasonable time
Appropriate for estimate estimate
Management of Unpredictable Activities Predictable activities
Nature of jobs Non-repetitive nature Repetitive nature
Critical and Non-critical
activities No differentiation Differentiated
Non-research projects
Research and like civil construction,
Suitable for Development Project ship building etc.
Example
Q) Consider the following table summarizing the detail of a project.
Activity Predecessor Duration
O M 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

a) Construct the project network.


b) Find the expected duration and variance of each activity
c) Find the critical path and expected project completion time.

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