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PERT network chart for a seven-month project with five milestones (10 through 50) and six activities (A through F). The program evaluation and review technique (PERT) is a statistical tool used in project management, which was designed to analyze and represent the tasks involved in completing a given project.
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In probability and statistics, the PERT distributions are a family of continuous probability distributions defined by the minimum (a), most likely (b) and maximum (c) values that a variable can take. It is a transformation of the four-parameter beta distribution with an additional assumption that its expected value is
This determines the shortest time possible to complete the project. "Total float" (unused time) can occur within the critical path. For example, if a project is testing a solar panel and task 'B' requires 'sunrise', a scheduling constraint on the testing activity could be that it would not start until the scheduled time for sunrise. This might ...
The PERT distribution is a special case of the four-parameter beta distribution. The uniform distribution or rectangular distribution on [a,b], where all points in a finite interval are equally likely, is a special case of the four-parameter Beta distribution.
Note (1) the critical path is in red, (2) the slack is the black lines connected to non-critical activities, (3) since Saturday and Sunday are not work days and are excluded from the schedule, some bars on the Gantt chart are longer if they cut through a weekend.
I always thought that one of the major, long-term contributions of PERT for those estimating completion times for complex tasks involving the interaction of many different tasks of many different types from many different sources was the concept of lead time. The Wiki-article Lead time makes no mention of PERT as the term's point of origin.
The application of CCPM has been credited with achieving projects 10% to 50% faster and/or cheaper than the traditional methods (i.e., CPM, PERT, Gantt, etc.) developed from 1910 to 1950s. [2] According to studies of traditional project management methods by Standish Group and others as of 1998, only 44% of projects typically finish on time.