PERT

Department of Community Medicine
Grant Government Medical College &
Sir J.J. Group of Hospitals, Byculla, Mumbai-08
University Seminar
TOPIC:- PROJECT MANAGEMENT-
(SCHEDULING TECHNIQUES)
Guided by:
Dr. Geeta Pardeshi (Associate Professor)
Dr. Prashant Howal (Assistant Professor)
12/01/2023 3:24 carra 1
Dr.Chirag Sonkusare

Which of these is a project?
Periodically testing
the quality of water
Continuous
surveillance of
population health
& disease
outbreaks
Managing the daily
tasks of a
community clinic.
Creating a public
health education
campaign
12/01/2023 3:24 carra 3
Dr.Chirag Sonkusare

What is a project?
A temporary group activity designed to produce a unique product, service or
result
12/01/2023 3:24 carra 4
Dr.Chirag Sonkusare

Characteristics of projects:
Unique purpose
Temporary
Requires resources
Developed using progressive elaboration
Involves uncertainty
12/01/2023 3:24 carra 5
Dr.Chirag Sonkusare

Health industry- change-organisations -patient focused.
Good project management- clear goals-good plan-good path to integrate the project in to
organization’s regular workflow.
In a rapidly changing & growing industry-structure & discipline.
Tied & true methodology implementation - accomplishing more in less time, conserve
resources & foster collaborations.
Importance:
12/01/2023 3:24 carra 6
Dr.Chirag Sonkusare

Which of these is a Project?
Periodically testing
the quality of water
Continuous
surveillance of
population health
& disease
outbreaks
Managing the daily
tasks of a
community clinic.
Creating a public
health education
campaign
12/01/2023 3:24 carra 7
Dr.Chirag Sonkusare

Project
Creating a public health education campaign
12/01/2023 3:24 carra 8
Dr.Chirag Sonkusare

Examples of public health projects:
Planning area evacuation of persons in case of a disaster.
A health department launching MCH wellness program.
Vaccination program
National health programs
12/01/2023 3:24 carra 9
Dr.Chirag Sonkusare

What is project management?
The application of knowledge, skills, tools & techniques to project activities to
meet project requirements
12/01/2023 3:24 carra 10
Dr.Chirag Sonkusare

Project vs. Program?
Management vs. Administration vs. Organization?
12/01/2023 3:24 carra 11
Dr.Chirag Sonkusare

Project
constraints
Scope
Budget
Schedule
12/01/2023 3:24 carra 12
Dr.Chirag Sonkusare

Role of a project manager:
Scope
Schedule
Budget
Communication &
Procurement
Stake holders
Human resources
Quality & risk
12/01/2023 3:24 carra 13
Dr.Chirag Sonkusare

Project’s life cycle:
Planning
Implementation
Termination
Planning
Execution of planned
activities
Phase out
4 stages:
Formulation &
Analysis
12/01/2023 3:24 carra 14
Dr.Chirag Sonkusare

From ancient history to modern technology…
Was this a new concept?
What could have been the reasons for lack of evidence?
Ancient projects?
Development in our Health Sector……
12/01/2023 3:24 carra 15
Dr.Chirag Sonkusare

Waterfall technique:-
Conception
Initiation
Analysis
Design
Develop
Testing
Deployment
Sequential stages
Upfront planning
In-depth documentation
Close project manager involvement
12/01/2023 3:24 carra 16
Dr.Chirag Sonkusare

Agile project management :-
Sprints
Scrum master
Stand up meetings
Retrospective
(E.g.: Portable health care clinic in rural
remote area using AI)
Agile-Waterfall Hybrid……..
Design
Develop
Test
Reiterate
Plan
12/01/2023 3:24 carra 17
Dr.Chirag Sonkusare

Keys for Successful Projects…
Factors contributing to Project Failures…?
12/01/2023 3:24 carra 18
Dr.Chirag Sonkusare

Success Failures
Engage project manager No project manager
Develop & follow methodology Process shortcuts
Task & activity ownership
Poor estimating techniques & resource
assumptions
Manage project variables Over optimism
Stakeholder expectation management Inadequate people management skills
Project team communications Unable to adapt to change
12/01/2023 3:24 carra 19
Dr.Chirag Sonkusare

Methodologies for planning & scheduling:
Gantt chart
Critical Path Method (CPM)
Program Evaluation & Review Technique (PERT)
Gives a graphical display of project activities & allows the calculation of a time
estimate for the project.
12/01/2023 3:24 carra 20
Dr.Chirag Sonkusare

Questions:
A hospital wants to conduct vaccination program on measles :
 How is planning & scheduling done?
 What is the maximum duration within which this project can be completed?
 What is the probability of it’s completion within that calculated maximum duration?
12/01/2023 3:24 carra 21
Dr.Chirag Sonkusare

Introduction
• Gantt Chart - graphical representation of duration of task against progression of time
• Horizontal bar chart
• Henry Gantt - 1917 - production control tool
• Helps to schedule,plan, co-ordinate, and track specific tasks in a project
12/01/2023 3:24 carra Dr.Chirag Sonkusare 23

Purpose of Gantt chart
• Helpful in description of project scheduling
• To illustrate the relation between project activities & time
• To show multiple activities of project on single chart

Principles of application of Gantt chart
• Unidimensional
• Objective
• Deterministic
• Accountability
• Sequence

Principles
Unidimensional
• Focus on one dimension over others - Time
• Attention on efficiency as measured through time

Objective
• Promotes objective understanding of reality
• Assume- there is one right way to complete task
• Horizontal bars - objective description - how long it takes to do the task
Principles

Deterministic
• Gantt charts mainly based on determinism
• Certain conditions can be established a priori
• Possible to determine everything that will happen
• Nothing else could have happened
• Plan can be complete and embrace all the potential challenges a project may face
Principles

Accountability
• Breaking a complex project - into tasks
• Whole project is considered as sum of the tasks
• Gain a better understanding of the project
• Project divided into tasks - make people accountable for specific tasks
Principles

Principles
Sequence
• Visualizes the process of task execution – sequence of task
• Representation is appropriate for task that follow clear sequence
• Completion of one task- next task

Steps for creating Gantt chart
• Identify all the activities
• Sequence the activities
• Determine the timeline of project activity - start date and end date
• Find out dependent activities
• Create Gantt chart

A hospital is planning to conduct a vaccination campaign in an
area for measles vaccine and wants to know the schedule of
activities

Identify all the activities

• Prepare policies and procedures
• Get the vaccinators into position
• Prepare estimates of vaccine,
equipment, vehicles, etc
• Procure vehicle and put them into
position
• Plan strategy - cooperation of
community leaders
• Orient vaccinators - project, plans, jobs
• Help vaccinators - develop rapport with
community
• Vaccinate
• Place order for vaccines
• Call tenders for equipment
• Survey the population
• Assign population and post vaccinators
• Deliver equipment at PHC
• Conduct public meetings
• Motivate community leaders
• Review performance
• Prepare project report and submit it
• Get the forms printed
• Plan public meetings
• Receive vaccine
• Give contract for equipment
• Deliver vaccine at the PHC
• Receive equipment

Sequence activities
• Every activity is related to each other- except first & last
• Relationship with predecessor and successor
• Sequencing activities - placing activity in right order based on dependency

Types of sequencing based on dependency:
1. Finish to Start : Successor activity will start only after its predecessor is finished
(Sequential)
2. Start to Start – Successor activity will start only after its predecessor has started
(Parallel/Overlapping)
3. Start to Finish – Successor activity will finish only after its predecessor has started
4. Finish to Finish – Successor activity will finish only after its predecessor has finished

Sequencing of activities

1. Survey the population
2. Prepare policies and procedures
3. Get the vaccinators into position
4. Prepare estimates of vaccine, equipment, vehicles,
5. Procure vehicle on loan from other department and put them
6. Get the forms printed
7. Plan public meetings
8. Plan strategy to enlist the cooperation of community leaders
9. Orient vaccinators with respect to project, plans, jobs
10. Place order for vaccine
11. Call tenders for equipment
12. Assign population and post vaccinators.
13. Receive vaccine
14. Give contract for equipment
15. Deliver vaccine at PHC
16. Receive equipment
17. Deliver equipment at PHC
18. Conduct public meetings
19. Motivate community leaders
20. Help vaccinators to develop rapport with the community
21. Vaccinate
22. Review performance
23. Prepare project report and submit it

Find activities that are dependent on each other

ID Activity description Predecessors
A Survey the population -
B Prepare policies and procedures -
C Get the vaccinators into position A
D Prepare estimates of vaccine, equipment, vehicles, etc. Required A
E Procure vehicle on loan from other department and put them into position A
F Get the forms printed B
G Plan public meetings C
H Plan strategy to enlist the cooperation of community leaders C
I Orient vaccinators with respect to project, plans, jobs, etc. C
J Place order for vaccine D
K Call tenders for equipment D
L Assign population and post vaccinators. I
M Receive vaccine J
N Give contract for equipment K
O Deliver vaccine at PHC M
P Receive equipment N
Q Deliver equipment at PHC P, E,F
R Conduct public meetings G
S Motivate community leaders H
T Help vaccinators to develop rapport with the community L
U Vaccinate O,Q,R, S,T,
V Review performance U
W Prepare project report and submit it V

Determine the time of project activity –
to start date and end date

Id Activity description Predecessors Duration
A Survey the population - 17
B Prepare policies and procedures - 5
C Get the vaccinators into position A 8
D Prepare estimates of vaccine, equipment, vehicles, etc. Required A 8
E
Procure vehicle on loan from other department and put them into
position
A 16
F Get the forms printed B 12
G Plan public meetings C 4
H Plan strategy to enlist the cooperation of community leaders C 2
I Orient vaccinators with respect to project, plans, jobs, etc. C 3
J Place order for vaccine D 2
K Call tenders for equipment D 18

Id Activity description Predecessors Duration Start date Completion date
A Survey the population - 17 01-01-2023 18-01-2023
B Prepare policies and procedures - 5 01-01-2023 06-01-2023
C Get the vaccinators into position A 8 18-01-2023 26-01-2023
D
Prepare estimates of vaccine, equipment, vehicles, etc.
Required
A 8 18-01-2023 26-01-2023

Id Activity description Predecessors Duration Start date Completion date
A Survey the population - 17 01-01-2023 18-01-2023
B Prepare policies and procedures - 5 01-01-2023 06-01-2023
C Get the vaccinators into position A 8 18-01-2023 26-01-2023
D Prepare estimates of vaccine, equipment, vehicles, etc. Required A 8 18-01-2023 26-01-2023
E
Procure vehicle on loan from other department and put them into
position
A 16 18-01-2023 03-02-2023
F Get the forms printed B 12 06-01-2023 18-01-2023
G Plan public meetings C 4 26-01-2023 30-01-2023
H Plan strategy to enlist the cooperation of community leaders C 2 26-01-2023 28-01-2023
I Orient vaccinators with respect to project, plans, jobs, etc. C 3 26-01-2023 29-01-2023
J Place order for vaccine D 2 26-01-2023 28-01-2023
K Call tenders for equipment D 18 26-01-2023 13-02-2023
L Assign population and post vaccinators. I 4 29-01-2023 02-02-2023
M Receive vaccine J 17 28-01-2023 14-02-2023
N Give contract for equipment K 5 13-02-2023 18-02-2023
O Deliver vaccine at phc M 2 14-02-2023 16-02-2023
P Receive equipment N 21 18-02-2023 11-03-2023
Q Deliver equipment at phc P, E,F 3 11-03-2023 14-03-2023
R Conduct public meetings G 39 30-01-2023 10-03-2023
S Motivate community leaders H 23 03-02-2023 26-02-2023
T Help vaccinators to develop rapport with the community L 10 02-02-2023 12-02-2023
U Vaccinate R,S,T,O,Q 11 14-03-2023 25-03-2023
V Review performance U 8 25-03-2023 02-04-2023

Tools
• Project management information system (PMIS) applications
• Primavera Project Planner®
• Microsoft excel
• Microsoft Project®
• MindView®
• Instagantt
• Smartsheet
• GanttPRO
• Monday

1/1/2023 1/11/2023 1/21/2023 1/31/2023 2/10/2023 2/20/2023 3/2/2023 3/12/2023 3/22/2023 4/1/2023
SURVEY THE POPULATION
PREPARE POLICIES AND PROCEDURES
GET THE VACCINATORS INTO POSITION
PREPARE ESTIMATES OF VACCINE, EQUIPMENT, VEHICLES, ETC. REQUIRED
PROCURE VEHICLE ON LOAN FROM OTHER DEPARTMENT AND PUT THEM INTO POSITION
GET THE FORMS PRINTED
PLAN PUBLIC MEETINGS
PLAN STRATEGY TO ENLIST THE COOPERATION OF COMMUNITY LEADERS
ORIENT VACCINATORS WITH RESPECT TO PROJECT, PLANS, JOBS, ETC.
PLACE ORDER FOR VACCINE
CALL TENDERS FOR EQUIPMENT
ASSIGN POPULATION AND POST VACCINATORS.
RECEIVE VACCINE
GIVE CONTRACT FOR EQUIPMENT
DELIVER VACCINE AT PHC
RECEIVE EQUIPMENT
DELIVER EQUIPMENT AT PHC
CONDUCT PUBLIC MEETINGS
MOTIVATE COMMUNITY LEADERS
HELP VACCINATORS TO DEVELOP RAPPORT WITH THE COMMUNITY
VACCINATE
REVIEW PERFORMANCE
PREPARE PROJECT REPORT AND SUBMIT IT
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W

Uses of Gantt Chart
• Useful for scheduling project activities
• Monitoring progress of project
• Communicating to team members what is to be done in given time frame
• Gives clear illustration of project status
• Useful in managing the dependencies between tasks

Limitations of Gantt charts
• It is difficult to determine what impact a slip in one task will have on rest of
project
• It will not identify which is more important task
• Does not tell about importance of individual work packages

Uses in public health, research, clinical
practice
Practical approach to managing the research process in surgical research

Content
Project Network Diagram
• Basic terms used in the network diagram
• Rules for construction of network diagram
• Numbering the events
Computing various times
Critical Path Method

Project Network Diagram
1 2
4
3
5
A 3 min
F 15 min

Basic terms
 Activity
 Event- 1.Merge Event 2. Burst Event
 Activity on Arrow/arc
 Activity on Node
Types of Activity :
i. Preceding Activity
ii. Succeeding Activity
iii. Concurrent Activity
iv. Dummy Activity
1 2
4
3
5
A 3
min
F 15
min

Rules of Network Construction :
 Try to avoid the arrow that crosses each other
 Use straight arrow
 Use the arrow left to right to avoid mixing two direction
 No event can occur until every activity preceding it has been completed
 An event can’t occur twice
 Dummies should be introduced only, it is extremely necessary
 Network has only one entry point called start event and one point of emergence called
end event

Numbering the Events
 Number must be unique
 Number should be carried out on a sequential basis
from left to right (top to bottom) Fulkerson method
 Initial event must be numbered as 1
 Number all new start events 2,3 and so on
1 2
4
3
5
A 3
min
F 15
min

Critical Path Method
History :
 It is a project modelling technique developed in the late 1950’s –Du Pont and
Remington R and corporation to plan and coordinate maintenance projects in chemical
plants
 It put into practice by Du Pont between 1940 and 1943 and contributed to success of the
Manhattan project
 CPM was first time used in 1966 for the major skyscraper development of constructing
the former World Trade Centre Twin Towers in New York city

 Definition : The Critical Path Method (CPM), or Critical Path Analysis (CPA), is
an algorithm for scheduling a set of project activities
 It determines longest path including all critical activities for completion of the
project
 CPM is a network diagramming technique used to predict total project duration
 CPM is deterministic

Steps of Critical Path Method
1. List all activities and their inter-relationship
2. Construct a network diagram
3. Determine the various path and their duration
4. Computing activity start and finish times
5. Determine the slack/float
6. Find the critical path

Example: A hospital is planning to conduct a vaccination campaign at PHC
and wants to know what is the maximum duration for completing it.

ID ACTIVITY DISCRIPTION PREDECESSORS DURATION
D Prepare estimates of vaccine, equipment, vehicles, etc. Required A 8
E Procure vehicle on loan from other department and put them into position A 16
H Plan strategy to enlist the cooperation of community leaders C 2
I Orient vaccinators with respect to project, plans, jobs, etc. C 3
L Assign population and post vaccinators. I 4
M Receive vaccine J 17
N Give contract for equipment K 5
O Deliver vaccine at PHC M 2
P Receive equipment N 21
Q Deliver equipment at PHC P, E, F 3
R Conduct public meetings G 39
S Motivate community leaders H 23
T Help vaccinators to develop rapport with the community L 10
U Vaccinate R, S, T, O, Q 11
V Review performance U 8
W Prepare project report and submit it V 8
1. List all activities and their inter-relationship

D
Prepare estimates of vaccine, equipment, vehicles,
etc. Required A 8
E
Procure vehicle on loan from other department
and put them into position A 16

H
Plan strategy to enlist the cooperation of
community leaders C 2
I
Orient vaccinators with respect to project, plans,
jobs, etc. C 3
L Assign population and post vaccinators. I 4
M Receive vaccine J 17
N Give contract for equipment K 5

O Deliver vaccine at PHC M 2
P Receive equipment N 21
Q Deliver equipment at PHC P, E, F 3
R Conduct public meetings G 39
S Motivate community leaders H 23
T
Help vaccinators to develop rapport with the
community L 10
U Vaccinate R, S, T, O, Q 11
V Review performance U 8
W Prepare project report and submit it V 8

2. Construct a Network diagram.
B
A
K
D
C
STA
RT
I
H
G
J
S
R
O
M
T
L
E
P
N
Q
F
W
V
U
17
5
8
8 2
4
12
16
39
18
2
3
4 10
23
2
5
17
3
21
8
8
11
Duration in Days

3. Determine the various path and its duration
PATH TOTAL DURATION OF PATH
1. A-C-G-R-U-V-W 17+8+4+39+11+8+8 =95
2.A-C-H-S-U-V-W 17+8+2+23+11+8+8=77
3. A-C-I-L-T-U-V-W 69
4. A-D-J-M-O-U-V-W 73
5. A-D-K-N-P-Q-U-V-W 99
6. A-E-Q-U-V-W 63
7. B-F-Q-U-V-W 47

4.Computing activity start and finish times
Computing various times :
ES = Earliest starting time of activity
t = Estimate completion time of activity/ duration of activity
EF = Earliest Finishing time of activity
LS = Latest starting time of activity
LF = Latest finishing time of activity
Float = the allowable slippage of time for an activity,as well
as for a path
ES t EF
Activity
LS Float LF

a) Forward Pass Computation :
 Zero is the starting time for the project
 EF = Max (ES + t)
ES t EF
Activity
LS Float LF

0 17 17
A
0 5 5
B
5 12 17
F
0 0 0
Start
17 8 25
C
17 4 21
D
25 16 41
E
41 4 45
G
ES t EF
Activity
LS Float LF

b) Backward Pass Computation :
 LS = Min (LF– t)
ES t EF
Activity
LS Float LF

0 17 17
A
0 17
0 5 5
B
24 29
5 12 17
F
29 41
0 0 0
Start
0 0
17 8 25
C
17 25
17 4 21
D
37 41
25 16 41
E
25 41
41 4 45
G
41 45
ES t EF
Activity
LS Float LF

5) Determination of Floats and Slack times
Float / slack : It is defined as the difference between the latest and earliest activity time
Types of float :
1. Total float : It is the amount of time that the finishing/ completion time of an activity
can be delayed without affecting the project completion time
(TF) = (LS)– (ES)
= (LF– ES)- t
2. Free Float : (FF) = (EF - ES) – t
ES t EF
Activity
LS Float LF

0 17 17
A
0 0 17
0 5 5
B
24 24 29
5 12 17
F
29 24 41
0 0 0
Start
0 0 0
17 8 25
C
17 0 25
17 4 21
D
37 20 41
25 16 41
E
25 0 41
41 4 45
G
41 0 45
ES t EF
Activity
LS Float LF

6. Find a critical path
An activity is considered critical if any activity’s total float (TF) is zero
Critical path condition:
i) ES= LS
ii) EF = LF
iii) EF- ES = LF – LS= Duration of activity
Critical Activity :
A-D-K-N-P-Q-U-V-W = 99 – CRITICAL PATH
ES t EF
Activity
LS Float LF

 Time duration of a critical path can be reduced by using the following technique
1. Fast Tracking: Performing more activities in parallel
2. Crashing the critical path: Shortening the duration of critical path activities by adding
resources
 Two types of time required for any activity
1. Normal time
2. Crash time

Advantages of CPM
 To create project schedules to make work easier
 It provides a disciplined basis for planning a project
 It provides a clear picture of the scope of a project that can be easily read and understood
 Resolve resource shortage
 Retooling programs for high volume production
 All type of construction and maintenance work
 Budget planning

Limitations of CPM
 It is deterministic model of project management
 For less routine projects there is more uncertainty in the completion times, and
this uncertainty limits the usefulness of the deterministic CPM model

PROGRAM EVALUATION AND
REVIEW TECHNIQUE
(PERT)

PERT
• Method to analyze the tasks involved in completing a given project
• Time needed to complete each task
• Identify the minimum time required to complete the total project
• Commonly used with the Critical Path Method (CPM)
• It allows for randomness in activity completion times
• Provides a graphical representation of a project timeline

PERT
• Developed to simplify the planning and scheduling of large and complex projects
• It is an event-oriented technique than start- and completion-oriented
• Used more in projects where time is the primary factor rather than cost
• Applied to large-scale, one-time, non-routine projects and Research and
Development projects

History of PERT
• U.S. government was concerned about the growing nuclear arsenal of the Soviet Union,
and U. S. government wanted to complete the Polaris project as quickly as possible
• It was developed in 1957 for the U.S. Navy Special Projects Office to support the U.S.
Navy's Polaris nuclear submarine project
• The Navy used PERT to coordinate the efforts of 3,000 contractors involved
• Experts credited PERT with shortening the project duration by two years

History of PERT
• 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 founded by Frederick Taylor and later refined by Henry Ford

Steps in the PERT Planning Process
PERT planning involves the following steps:-
1. Identify the specific activities and events
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

Estimate the time required for each activity:
• Weeks are a commonly used unit of time
• 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
• Most likely time
• Pessimistic time

Estimate the time required for
each activity:
• PERT is assumed to follow the beta
distribution.
• Therefore, the expected time (te) and
variance ( σ2 ) for each activity are
estimated using the following Formulas.

Probabilistic approach
Probabilistic estimates in Network diagrams are based on the assumption
• The path duration is a random variable normally distributed around the expected path
time
• Even when the number of items is relatively small, the normal distribution
approximates the actual distribution
• Path duration times are independent of each other
z =
𝑆𝑝𝑒𝑐𝑖𝑓𝑖𝑒𝑑 𝑡𝑖𝑚𝑒−𝐸𝑥𝑝𝑒𝑐𝑡𝑒𝑑 𝑡𝑖𝑚𝑒
𝑃𝑎𝑡ℎ 𝑠𝑡𝑎𝑛𝑑𝑎𝑟𝑑 𝑑𝑒𝑣𝑖𝑎𝑡𝑖𝑜𝑛
z =
𝑡𝑠 𝑝𝑎𝑡ℎ−𝑡𝑒 𝑝𝑎𝑡ℎ
𝑆𝐷 𝑝𝑎𝑡ℎ

Example
Id Activity Description
Time Estimates (Days)
to tm tp
A Survey the population 7 15 35
B Prepare policies and procedures 2 5 8
C Get the vaccinators into position 4 7 15
D Prepare estimates of vaccine, equipment, vehicles 3 7 15
E
Procure vehicle on loan from other department
and put them into position
7 15 30

Calculate expected time
Time Estimates
(days)
Expected
time (days)
to tm tp te
A Survey the population 7 15 35 17
B Prepare policies and procedures 2 5 8 5
C Get the vaccinators into position 4 7 15 8
D
Prepare estimates of vaccine, equipment,
vehicles
3 7 15 8
E
Procure vehicle on loan from other
department and put them into position
7 15 30 16

Calculate variance
Time Estimates
(days)
Expected
time (days)
Variance
to tm tp te σ
𝟐
A Survey the population 7 15 35 17 21.78
B Prepare policies and procedures 2 5 8 5 1.00
C Get the vaccinators into position 4 7 15 8 3.36
D
Prepare estimates of vaccine,
equipment, vehicles
3 7 15 8 4.00
E
Procure vehicle on loan from other
department and put them into position
7 15 30 16 14.69

Id Activity description
Time estimates (days) Expected time
Variance
to tm tp te
A Survey the population 7 15 35 17 21.78
B Prepare policies and procedures 2 5 8 5 1.00
C Get the vaccinators into position 4 7 15 8 3.36
D Prepare estimates of vaccine, equipment, vehicles, 3 7 15 8 4.00
E Procure vehicle on loan from other department and put them into position 7 15 30 16 14.69
F Get the forms printed 5 10 25 12 11.11
G Plan public meetings 1 3 10 4 2.25
H Plan strategy to enlist the cooperation of community leaders 1 2 3 2 0.11
I Orient vaccinators with respect to project, plans, jobs, etc. 2 3 3 3 0.03
J Place order for vaccine 1 2 5 2 0.44
K Call tenders for equipment 10 14 40 18 25.00
L Assign population and post vaccinators. 1 3 10 4 2.25
M Receive vaccine 10 15 30 17 11.11
N Give contract for equipment 1 4 10 5 2.25
O Deliver vaccine at phc 1 2 5 2 0.44
P Receive equipment 7 20 40 21 30.25
Q Deliver equipment at phc 1 3 5 3 0.44
R Conduct public meetings 15 30 100 39 200.69
S Motivate community leaders 10 20 50 23 44.44
T Help vaccinators to develop rapport with the community 7 10 15 10 1.78
U Vaccinate 6 10 20 11 5.44
V Review performance 2 7 15 8 4.69
W Prepare project report and submit it 2 7 20 8 9.00

Network diagram
F
B
A
K
D
C
START
I
H
G
J
S
R
O
M
T
L
E
P
N
Q
W
V
U

Critical path
F
B
A
K
D
C
STA
RT
I
H
G
J
S
R
O
M
T
L
E
P
N
Q
W
V
U

Determine various paths
95
69
77
73
99
63
47
Path te path (In Days)
A-C-G-R-U-V-W 95
A-C-I-L-T-U-V-W 69
A-C-H-S-U-V-W 77
A-D-J-M-O-U-V-W 73
A-D-K-N-P-Q-U-V-W 99
A-E-Q-U-V-W 63
B-F-Q-U-V-W 47
A-D-K-N-P-Q-U-V-W 99

Calculate the path duration, variance and SD for the critical path
Critical path Expected Duration Variance SD of path
A 17 21.78
10.14
D 8 4.00
K 18 25.00
N 5 2.25
P 21 30.25
Q 3 0.44
U 11 5.44
V 8 4.69
W 8 9.00
Path duration = 99 102.86

Calculate the path duration, variance and SD for the path
Paths te path Variance SD of path
A-C-G-R-U-V-W 95 247.22 15.72
A-C-I-L-T-U-V-W 69 48.34 6.95
A-C-H-S-U-V-W 77 88.83 9.42
A-D-J-M-O-U-V-W 73 56.90 7.54
A-D-K-N-P-Q-U-V-W 99 102.85 10.14
A-E-Q-U-V-W 63 56.04 7.49
B-F-Q-U-V-W 47 31.68 5.63

Calculate the z & probability for the given time (99, 125, 140 days)
Paths te path SD of path z value Probability
A-C-G-R-U-V-W 95 15.72 0.25 0.5987
A-C-I-L-T-U-V-W 69 6.95 4.32 1
A-C-H-S-U-V-W 77 9.42 2.34 0.9904
A-D-J-M-O-U-V-W 73 7.54 3.45 0.9997
A-D-K-N-P-Q-U-V-W 99 10.14 0.00 0.5000
A-E-Q-U-V-W 63 7.49 4.81 1
B-F-Q-U-V-W 47 5.63 9.24 1

A-C-G-R-U-V-W 95 15.72 1.91 0.9719
A-C-I-L-T-U-V-W 69 6.95 8.06 1
A-C-H-S-U-V-W 77 9.42 5.1 1
A-D-J-M-O-U-V-W 73 7.54 6.9 1
A-D-K-N-P-Q-U-V-W 99 10.14 2.56 0.9948
A-E-Q-U-V-W 63 7.49 8.28 1
B-F-Q-U-V-W 47 5.63 13.85 1

A-C-G-R-U-V-W 95 15.72 2.86 0.9979
A-C-I-L-T-U-V-W 69 6.95 10.22 1
A-C-H-S-U-V-W 77 9.42 6.69 1
A-D-J-M-O-U-V-W 73 7.54 8.89 1
A-D-K-N-P-Q-U-V-W 99 10.14 4.04 1
A-E-Q-U-V-W 63 7.49 10.28 1
B-F-Q-U-V-W 47 5.63 16.52 1

Determine the critical path:
• The critical path is determined by adding the times for the activities in each sequence and
determining the longest path in the project.
• The critical path determines the total calendar time required for the project.
• If activities outside the critical path speed up or slow down (within limits), the total project time
does not change.
• The amount of time that a non-critical path activity can be delayed without delaying the project is
referred to as slack time.
• ES: the earliest time an activity can start, if all preceding activities started as early as possible
• LS: the latest time the activity can start and not delay the project
• EF: the earliest time the activity can finish
• LF: the latest time the activity can finish and not delay the project
• The allowable slippage of time for an activity, as well as for a path, is called slack.
• Slack = L S – E S or Slack = L F – E F

Update the PERT chart as the project progress
1.MS Project

Uses of PERT
• Immunization programs and vaccination drives
• National programs for tuberculosis control
• Malaria control
• Blindness control
• HIV prevention and control
• Mass health education campaign
• Organizing a sanitation drive
• Organizing a family planning camp
• Conducting a training program for health workers

Uses of PERT
• Construction of a new hospital
• Addition of a new wing in the hospital
• Commissioning of Primary Health Centers (PHCs) or Community Health Centers (CHCs)
• Air-conditioning of Hospitals
• Construction and commissioning of an intensive care unit
• Setting up a medical college
• Establishment of a network of Family Planning Welfare Centers
• Construction of a hostel

Advantages of Using PERT
• PERT makes planning much more straightforward
• The time required to complete each task and which task should precede or follow that
particular task becomes easy
• Understand all possible workflows and choose the most efficient and beneficial path
• PERT charts make unclear deadlines more predictable
• Clarify dependencies between tasks and establish a clear order for completing the tasks
• Dependencies can potentially be made into overlapping tasks

Disadvantages of Using PERT
• The charts tend to be quite complex as the project size increases
• Misinterpretation can lead to delays in project completion
• The estimation can go wrong due to human error and unfortunate events
• Developing, Maintaining, and Updating this chart can be expensive
• The PERT chart can extend to multiple pages with several sub-tasks

Reference
1. Akpan NP, Agadaga GO. Modelling Building Renovation Using PERT. Asian Res J Math. 2020 Apr 1;25–38.
2. Loveall LE. PERT| Military contribution to management science.
3. ijrcm-4-IJRCM-4_vol-3_2013_issue-4_April-art-13.pdf.
4. Cottrell WD. Simplified Program Evaluation and Review Technique (PERT). J Constr Eng Manag. 1999 Jan;125(1):16–22.
5. Mihaela S. THE USE OF GANTT CHARTS IN THE MANAGEMENT OF HEALTH ORGANIZATIONS. 2007;
6. Trietsch D, Baker KR. PERT 21: Fitting PERT/CPM for use in the 21st century. Int J Proj Manag. 2012 May;30(4):490–502.
7. Gašparíková Z, Leitner B. Application of the PERT Method in Planning of Area Evacuation of Persons. Transp Res Procedia.
2021;55:1547–54.
8. Arora M. Applications of Project Management in Public Health.
9. Ramachandran KK, Karthick KK. Gantt Chart: An Important Tool of Management. 2019;8(7).
10. Poulikakos D, Chinnadurai R, Mcgee Y, Gray S, Clough T, Clarke N, et al. A Quality Improvement Project to Minimize COVID-19
Infections in Patients Receiving Haemodialysis and the Role of Routine Surveillance Using Nose and Throat Swabs for SARS-
CoV-2 rRT-PCR and Serum Antibody Testing. Nephron. 2022;146(4):335–42.
11. Merten W, Martin W. PERT and Planning for Health Programs. Public Health Rep 1896-1970. 1966;81(5):449.
12. Quantitative-methods-in-health-care-management.pdf.
13. Seymour T, Hussein S. The History Of Project Management. Int J Manag Inf Syst IJMIS. 2014 Sep 11;18(4):233.

Thank you

PERT

Recommended

Recommended

More Related Content

Similar to PERT

Similar to PERT (20)

More from Dr. Chirag Sonkusare

More from Dr. Chirag Sonkusare (16)

Recently uploaded

Recently uploaded (20)

PERT

Editor's Notes