PERT is a scheduling method used to plan, schedule, and control projects. It employs a network of interrelated activities and coordinates costs and time criteria. The example project involves building a parade float over 26 weeks. PERT is used to identify the project's critical path of activities, calculate the probability of completing on time, and determine which path has the highest likelihood of completion within the deadline. The critical path is identified as A-C-F-I-K at 23 weeks, and there is a 98.30% probability of completing the entire project within the 26 week deadline.

1. APPLICATION OF
PERT IN PROJECT
MANAGEMENT
Presented by-
Zulfequar Ali (26)
Harshita Ankit (27)
Amit Soren (28)
Shruti Sagar (29)
Nidhi Prawina Tigga
(30)
1
2
3
4
5 6
142 weeks

2. Introduction to PERT
“Project Evaluation and review Technique"
 Schedules method originally to plan of
manufacturing project.
 Employs a network interrelated activities.
 Coordinates optimum cost and time criteri
a.
 Emphasizes the relationship between time
each activity takes and cost associated
for the completion of the entire project.

3. Applications in Project Management
 PERT is used to plan, schedule and
control a wide variety of project:
• R & D of new products and processes
• Construction of buildings and highways
• Maintenance of large and complex
equipment
• Design and installation of new systems

4. Example: Riverwalk Associates
 Riverwalk Associates is in the business of building
elaborate parade floats. Its crew has a new float to
build and want to use PERT to help them manage
the project .
 The table on the next slide shows the activities that
comprise the project. Each activity’s estimated
completion time (in weeks) and immediate
predecessors are listed as well.
 The project manager wants to know the probability
to complete the project in 26 weeks, the possible
activities and find which activities is the critical path.

5. Project activity initial
information:
ACTIVITY
(i)
IMMEDIATE
PRECEDEN
CE
OPTIMISTIC
TIME (tO)
MOST
LIKELY
TIME (tm)
PESSIMISTI
C TIME (tp)
A - 4 6 8
B - 1 4.5 5
C A 3 3 3
D A 4 5 6
E A 0.5 1 1.5
F B,C 3 4 5
G B,C 1 1.5 5
H E, F 5 6 7
I E, F 2 5 8
J D, H 2.5 2.75 4.5

6. Activity Expected Time and
Variances
ACTIVITY (i)
te = (tO + 4tm + tp)/6
EXPECTED TIME (te)
s2
i = ((tp-tO)/6)2
VARIANCE
(week2)
A 6 4/9
B 4 4/9
C 3 0
D 5 1/9
E 1 1/36
F 4 1/9
G 2 4/9
H 6 1/9
I 5 1
J 3 1/9

7. Project Network(Activity-On-
Arrow)
 The possible paths are-
 A-D-J = 14
 A-E-I-K = 17
 A-C-F-H-J = 22
 A-E-H-J = 16
 A-E-I-K = 17
 A-C-F-I-K = 23
 B-G-K = 11
 B-F-H-J = 17
 B-F-I-K = 18

8. Contin.
 We got the critical path A-C-F-I-K = 23 weeks
 = tp – to2 = 1.41
6
 Calculating the probability to complete the project
within the stipulated time(26 weeks)-
Z = (TA - TE)/ = (26-23)/1.41= 2.12approx.
In accordance to the 50% table,
Table value= .4830
= .4830+.5 =.9830= 98.30%
Therefore the probability for completing the project
within 26 weeks is 98.30%.

9. Probability Analysis of the Project
Network PERT Analysis for
Windows

10. Conclusion