Program Evaluation Review Technique, GANTT Chart and Benchmarking. PERT (Introduction, Definition Construction of network diagram and Process)., GANTT Chart (Introduction, Definition, Purpose and Steps)., BENCHMARKING (Introduction, Definition, Process and Types)..

1. Alam Nuzhathalam1
Nuzhath Alam
Associate Professor

2. Program Evaluation Review Technique
The program evaluation and
review technique, commonly
abbreviated PERT, is a
statistical tool, used in project
management, which was
designed to analyze and
represent the tasks involved
in completing a given project
& to illustrate the flow of
events in a project
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3. Activity on Arrow (AOA):
❑ In the first variant the duration is denoted on arrow
connecting diagram nodes. Such diagram type
called AOA
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4. Activity on Node (AON):
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 Information about the task duration is denoted in
the diagram node & each task is represented in the
form of rectangle with definite set of fields

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Determine the proper sequence of the activities
Construct a network diagram
Identity the specific activity & events
Estimate the time require for each activity
Update the PERT Chart
Determine the critical path

7. Identity activities & events
 The activities are tasks require to complete the
project
 The events marking the beginning & end of one or
more activities
 It is helpful to list the tasks in a table that in later
steps can be expanded to include on sequence is
duration
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8. Determine the proper sequence of the activities
 This steps may be combine with the activity
identification steps since the activity sequence is
event for some task
 Other tasks may require more analysis to determine
exact order in which they must be perform
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9. Construct a network diagram
 Using the activity sequence information , a network
diagram can be drawn showing the sequence of the
serial is & parallel activities
 For the original activity on are model, the activities
are depicted by arrowed lines & milestones are
depicted by circles
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10. Estimate the time required for activity
 A distinguishing feature of PERT is its ability to deal
with uncertainty in activity completion times. For each
activity, the model usually includes three time estimates
 Optimistic time (to): Generally the shortest time in
which the activity can be completed
 Most likely time (tm): The completion time having the
highest probability note that this time is different for the
expected time
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11. Cont….
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 Pessimistic time (tp): The longest time that an
activity might require
 Thus the shortest, average and longest times needed
to complete an activity are calculated
 The expected time (te) is calculated by the following
formula
te = to+4(tm)+tp
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12. Determine the critical path
 The critical path is determine by adding the times
for the activities in each sequence & determining
the longest path in project
 The critical path determines the total time require
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13. Update the PERT Chart
 Make adjustment in the PERT chart as the project
progresses
 As the project unfolds, the estimated times can be
replaced with actual times
 The PERT chart may be modified & improved to
reflect the new situation
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14. PERT Model
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 It indicates that subtask 1 must be completed before
2,3 and 4 can be done; 2, 3 and 4 before 5; 5 before
6 and 7; 6 and 7 before 8; 8 and 9 before 10

15. Cont….
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 For Example: Task 1 is program planned, Task 2 is staff
informed. Arrow show direction of work flow. Optimistic,
most likely, pessimistic and expected times are recorded
for each activity
 If Optimistic time is 2 weeks, the most likely 4 weeks,
pessimistic time 6 weeks and expected time is
te = to+4(tm)+tp te = 2+4(4)+6
6 6
Expected time = 4 Weeks

16. GANTT CHART
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17. Gantt Chart
Introduction
A Gantt chart is a type of bar chart that illustrates
a project schedule, named after its inventor, Henry
Gantt, who designed such a chart around the years
1910–1915. Modern Gantt charts also show the
dependency relationships between activities and
current schedule status
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18. Definition
A chart in which a series
of horizontal lines shows
the amount of work done
in certain periods of time
in relation to the amount
planned for those
periods
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19. Purpose
➢ To illustrate the relationship between project
activities & time
➢ To show the multiple project activities on one chart
➢ To provide a simple & easy to understand
representation of project scheduling
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➢ Assigned responsibility and time frame which may be
minutes, hours, days, weeks, months, years or decades,
depending upon the longevity of the project
➢ A line is drawn through the time frame while task is in
process. An ‘X’ is put at the point where that task is
completed. One typically works backwards from the
due date
➢ A person is told that a report is due at 2:00 p.m. The
person needs to collect information type the report on
the computer revise the report and submit it. The
person will use 3 hours to collect the information and
one hour to type the report, do revision needed at
1;00 p.m and submit the report at 2:00 p.m

23. Gantt Chart
Task 9 a.m 10 a.m 11 a.m 12 p.m 1 p.m 2 p.m
Collect
Information
------ ------ -------
Type Report X
Revise Report X
Submit Report X
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24. Advantages
➢ Easy to create
➢ It provide a useful overview of project activities, a good
starting point for project planning
➢ A useful tool for displaying time-based information within
a project
➢ The charts are widely used and understood
➢ Software packages are available to create Gantt charts
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BENCHMARKING

26. Benchmarking
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❑ Benchmarking is the process of comparing one's
business processes and performance matrices to
industry bests or best practices from other companies
❑ Benchmarking in Nursing: It is the process by which
the quest for best practice is identified and pursued
over a period of time for reliable and better
performance. Subjects that can be benchmarked in
nursing industry include strategies, operations and
processes

27. Benchmarking
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❑ Dimensions typically measured are quality, time and
cost. In the process of best practice benchmarking,
management identifies the best firms in their
industry, or in another industry where similar
processes exist, and compares the results and
processes of those studied ("targets") to one's own
results and processes

28. Benchmarking Process
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BENCHMARKING
PROCESS

29. Benchmarking Process
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 Establish Objectives: This key first step is to clarify
what you wish to accomplish. Facility Issues has a
steering committee for each group that help determine
which benchmarking process measures continue to be
used, which to change, and what items to add
 Collection of Data: Primary data refers to collection of
data directly from the benchmarked
company/companies itself, while secondary data refers
to information garnered from the press, publications or
websites

30. Cont….
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 Compare Data with Target Group: Analyzes the survey
data submitted and publishes comparison reports with
the results. Each participant can see where they stand
on all areas for which they submitted data
 Identify Best Practices: The real value in the
benchmarking process is understanding how other
organizations are doing similar jobs for less cost, or
better performance, or both. Facility Issues’ metrics to
identify the organizations with the best apparent
performance

31. Cont….
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 Select Changes To Implement: Based on what you
have learned about practices that have benefited
others, you can select those that meet your objectives,
provide significant improvement opportunity, and fit
your organization culture for implementation at your
own organization
 Tracking the Benchmark Progress: After implementing
changes in your operations, it will be important to
monitor costs and occupant satisfaction. This will tell you
whether these changes are successful or require
adjustment

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Benchmarking Types

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1.Process Benchmarking
2.Product Benchmarking
5.Financial Benchmarking
3.Public Benchmarking
4.Performance Benchmarking
6.Functional Benchmarking
7.Strategic Benchmarking
Benchmarking
Types

34. Benchmarking Types
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❑ Process benchmarking: The initiating firm focuses its
observation and investigation of business processes with a
goal of identifying and observing the best practices from
one or more benchmark firms
❑ Product benchmarking: The process of designing new
products or upgrades to current ones. This process can
sometimes involve reverse engineering which is taking
apart competitors products to find strengths and
weaknesses

35. Cont….
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❑ Public sector benchmarking: Functions as a tool for
improvement and innovation in public administration,
where state organizations invest efforts and resources to
achieve quality, efficiency and effectiveness of the
services they provide
❑ Performance benchmarking: Allows the initiator firm to
assess their competitive position by comparing products
and services with those of target firms

36. Cont….
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❑ Financial benchmarking: Performing a financial analysis
and comparing the results in an effort to assess your
overall competitiveness and productivity
❑ Functional benchmarking: A company will focus its
benchmarking on a single function to improve the
operation of that particular function
❑ Strategic benchmarking: Involves observing how others
compete. This type is usually not industry specific,
meaning it is best to look at other industries

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Thank You