PROGRAM EVALUATION

AND REVIEW TECHNIQUE

(PERT)
Presented by:

Janelle Tabo

Ann Lauren Tagle

ABOUT PERT
• HISTORY • DEFINITION
PERT is a network
technique, designed for project
planning and scheduling that
uses probabilistic activity times.
1. Optimistic Time
2. Most Probable Time
3. Pessimistic Time

In 1958, the Special Projects Office of

the U.S. Navy developed the PERT.
ABOUT PERT
• Optemistic Time - a PERT activity time estimate based on the
assumption that it would take the shortest possible time to
complete an activity if everything went right.
• Most Probable Time - a PERT activity time estimate based on
the assumption that the time would occur most frequently if the
activity is repeated many times.
• Pessimistic Time - a PERT activity time estimate based on the
assumption that it would take the longest possible time to
complete an activity if everything went wrong.
ADVANTAGES OF PERT
• PERT helps in setting priorities among activities and resource
allocation as per priority.
• PERT shows whether the project is on schedule; or behind/
ahead of the schedule.
• PERT provides up-to-date information of the project programme
so that the necessary steps may be taken to minimize the
delays and interruptions.
DISADVANTAGES OF PERT
• PERT emphasizes only on time and not the costs.
• PERT is based on time estimates and there may be error in
estimating time.
• PERT is time consuming, which requires highly trained
personnel.
USES OF PERT
• It was designed to tackle the
interrelationship between the
different activities in a project.
• It was used to schedule, organie,
and coordinate within a project.
EXAMPLE OF PERT
Activity Immediate a m b
Predecessor
A -- 10 15 26 The AUS Company is planning
B -- 8 10 18 to develop a new chemical process.
They have identified the following
C A, B 4 5 6
activities.
D -- 10 12 14
E D 1 2 3
Required:
F D 1 3 11
• Develop a project network and
G C, E 1 2 3 determine the expected project
H F. G 1 2 3 completion time.
I F 3 4 5
J H, I 1 2 5
EXAMPLE OF PERT
Activity Immediate a m b t σ2 Step 1: Compute for the expected times
Predecessor and variances.

a  4m  b
A -- 10 15 26 16 7.13 2
t   b-a 
B -- 8 10 18 11 2.78 σ 
2
 
C A, B 4 5 6 5 0.11
6  6 
D -- 10 12 14 12 0.44
where:
E D 1 2 3 2 0.11 t = estimate of expected activity time
F D 1 3 11 4 2.78 a = optimistic time
m = most probable time
G C, E 1 2 3 2 0.11
b = pessimistic time
H F. G 1 2 3 2 0.11 σ2 = variance
I F 3 4 5 4 0.11
J H, I 1 2 5 2 0.11
 EXAMPLE OF PERT
Step 2: Construct the network diagram.
EXAMPLE OF PERT
Step 3: Determine the completion time
per activity.
 EXAMPLE OF PERT

Step 4: Determine the earliest start time

and earliest finish time using forward
pass and the formula EF = EF + t
EXAMPLE OF PERT

Step 5: Develop the latest finish time

and latest start time using the backward
pass.
EXAMPLE OF PERT
Activity ES LS EF LF Slack Critical
Path
A 0 0 16 16 0 Yes Step 6: Compute for the slack of all
B 0 5 11 16 5 No activities using the formula
C 16 16 21 21 0 Yes
Slack = LS - ES or LF - EF
D 0 7 12 19 7 No
E 12 19 14 21 7 No and identify the zero slack
F 12 19 16 23 7 No to identify the critical path.
G 21 21 23 23 0 Yes
H 23 23 25 25 0 Yes
I 16 21 20 25 5 No
J 25 25 27 27 0 Yes
EXAMPLE OF PERT
As shown in the critical path, it will take
27 weeks to finish the project.

E(t) = tA + tC + tG + tH + tJ = 16 + 5 + 2 + 2 + 2 = 27

Start

Finish
Thank you！