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The Program (or Project) Evaluation and Review Technique, commonly abbreviated PERT, is a statistical tool, used in project management, that is designed to analyze and represent the tasks involved in completing a given project. First developed by the United States Navy in the 1950s, it is commonly used in conjunction with the critical path method (CPM).
Program Evaluation and Review Technique
The Navy's Special Projects Office, charged with developing the Polaris-Submarine weapon system and the Fleet Ballistic Missile capability, has developed a statistical technique for measuring and forecasting progress in research and development programs. This Program Evaluation and Review Technique (code-named PERT) is applied as a decision-making tool designed to save time in achieving end-objectives, and is of particular interest to those engaged in research and development programs for which time is a critical factor.
The new technique takes recognition of three factors that influence successful achievement of research and development program objectives: time, resources, and technical performance specifications. PERT employs time as the variable that reflects planned resource-applications and performance specifications. With units of time as a common denominator, PERT quantifies knowledge about the uncertainties involved in developmental programs requiring effort at the edge of, or beyond, current knowledge of the subject - effort for which little or no previous experience exists.
Through an electronic computer, the PERT technique processes data representing the major, finite accomplishments (events) essential to achieve end-objectives; the inter-dependence of those events; and estimates of time and range of time necessary to complete each activity between two successive events. Such time expectations include estimates of "most likely time", "optimistic time", and "pessimistic time" for each activity. The technique is a management control tool that sizes up the outlook for meeting objectives on time; highlights danger signals requiring management decisions; reveals and defines both methodicalness and slack in the flow plan or the network of sequential activities that must be performed to meet objectives; compares current expectations with scheduled completion dates and computes the probability for meeting scheduled dates; and simulates the effects of options for decision - before decision.
The concept of PERT was developed by an operations research team staffed with representatives from the Operations Research Department of Booz, Allen and Hamilton; the Evaluation Office of the Lockheed Missile Systems Division; and the Program Evaluation Branch, Special Projects Office, of the Department of the Navy.
— Willard Fazar (Head, Program Evaluation Branch, Special Projects Office, U. S. Navy), The American Statistician, April 1959.
PERT is a method to analyze the involved tasks 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 was developed primarily to simplify the planning and scheduling of large and complex projects. It was developed for the U.S. Navy Special Projects Office in 1957 to support the U.S. Navy's Polaris nuclear submarine project. It was able to incorporate uncertainty by making it possible to schedule a project while not knowing precisely the details and durations of all the activities. It is more of an event-oriented technique rather than start- and completion-oriented, and 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 infrastructure and Research and Development projects. An example of this was for the 1968 Winter Olympics in Grenoble which applied PERT from 1965 until the opening of the 1968 Games.
This project model was the first of its kind, a revival for scientific management, founded by Frederick Taylor (Taylorism) and later refined by Henry Ford (Fordism). DuPont's critical path method was invented at roughly the same time as PERT.
The first step to scheduling the project is to determine the tasks that the project requires and the order in which they must be completed. The order may be easy to record for some tasks (e.g. When building a house, the land must be graded before the foundation can be laid) while difficult for others (There are two areas that need to be graded, but there are only enough bulldozers to do one). Additionally, the time estimates usually reflect the normal, non-rushed time. Many times, the time required to execute the task can be reduced for an additional cost or a reduction in the quality.
In the following example there are seven tasks, labeled A through G. Some tasks can be done concurrently (A and B) while others cannot be done until their predecessor task is complete (C cannot begin until A is complete). Additionally, each task has three time estimates: the optimistic time estimate (O), the most likely or normal time estimate (M), and the pessimistic time estimate (P). The expected time (TE) is computed using the formula (O + 4M + P) ÷ 6.
|Activity||Predecessor||Time estimates||Expected time|
|Opt. (O)||Normal (M)||Pess. (P)|
Once this step is complete, one can draw a Gantt chart or a network diagram.
A network diagram can be created by hand or by using diagram software. There are two types of network diagrams, activity on arrow (AOA) and activity on node (AON). Activity on node diagrams are generally easier to create and interpret. To create an AON diagram, it is recommended (but not required) to start with a node named start. This "activity" has a duration of zero (0). Then you draw each activity that does not have a predecessor activity (a and b in this example) and connect them with an arrow from start to each node. Next, since both c and d list a as a predecessor activity, their nodes are drawn with arrows coming from a. Activity e is listed with b and c as predecessor activities, so node e is drawn with arrows coming from both b and c, signifying that e cannot begin until both b and c have been completed. Activity f has d as a predecessor activity, so an arrow is drawn connecting the activities. Likewise, an arrow is drawn from e to g. Since there are no activities that come after f or g, it is recommended (but again not required) to connect them to a node labeled finish.
By itself, the network diagram pictured above does not give much more information than a Gantt chart; however, it can be expanded to display more information. The most common information shown is:
In order to determine this information it is assumed that the activities and normal duration times are given. The first step is to determine the ES and EF. The ES is defined as the maximum EF of all predecessor activities, unless the activity in question is the first activity, for which the ES is zero (0). The EF is the ES plus the task duration (EF = ES + duration).
Barring any unforeseen events, the project should take 19.51 work days to complete. The next step is to determine the late start (LS) and late finish (LF) of each activity. This will eventually show if there are activities that have slack. The LF is defined as the minimum LS of all successor activities, unless the activity is the last activity, for which the LF equals the EF. The LS is the LF minus the task duration (LS = LF - duration).
The next step is to determine the critical path and if any activities have slack. The critical path is the path that takes the longest to complete. To determine the path times, add the task durations for all available paths. Activities that have slack can be delayed without changing the overall time of the project. Slack is computed in one of two ways, slack = LF - EF or slack = LS - ES. Activities that are on the critical path have a slack of zero (0).
The critical path is aceg and the critical time is 19.51 work days. It is important to note that there can be more than one critical path (in a project more complex than this example) or that the critical path can change. For example, let's say that activities d and f take their pessimistic (b) times to complete instead of their expected (TE) times. The critical path is now adf and the critical time is 22 work days. On the other hand, if activity c can be reduced to one work day, the path time for aceg is reduced to 15.34 work days, which is slightly less than the time of the new critical path, beg (15.67 work days).
Assuming these scenarios do not happen, the slack for each activity can now be determined.
Therefore, activity b can be delayed almost 4 work days without delaying the project. Likewise, activity d or activity f can be delayed 4.68 work days without delaying the project (alternatively, d and f can be delayed 2.34 work days each).
During project execution, however, a real-life project will never execute exactly as it was planned due to uncertainty. It can be ambiguity resulting from subjective estimates that are prone to human errors or it can be variability arising from unexpected events or risks. The main reason that PERT may provide inaccurate information about the project completion time is due to this schedule uncertainty. This inaccuracy may be large enough to render such estimates as not helpful.
One possibility to maximize solution robustness is to include safety in the baseline schedule in order to absorb the anticipated disruptions. This is called proactive scheduling. A pure proactive scheduling is an utopia, incorporating safety in a baseline schedule that allows to cope with every possible disruption would lead to a baseline schedule with a very large make-span. A second approach, reactive scheduling, consists of defining a procedure to react to disruptions that cannot be absorbed by the baseline schedule.
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