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PERT in nursing administration and management

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MGM SCHOOL/COLLEGE OF NURSING
MGM SCHOOL/COLLEGE OF NURSING

PERT in nursing administration and management

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PERT - PROGRAM EVALUATION REVIEW TECHNIQUE
Introduction PERT is a method of analyzing the task involved in completing a given project, especially the time needed to complete each task, and to identify the minimum time needed to complete the project. PERT was developed primarily to simplify the planning and scheduling of large and complex projects. Developed by the US Navy for the planning and control of the Polaris missile program. This emphasis was on completing the program in the shortest possible time.
Definition PERT is a work model devised to complete the project work in time. Analysis the actual work time required to complete a task.
Concept and meaning PERT is a very famous project model that has found its use in various professions, including nursing. This model helps in judging the time required and completing an activity. Nurse administrators can use this model to delegate and assign the work schedule to the Nurses in a hospital. It not only evidence is the cost effectiveness of nursing care, but also has great impact on reducing the expenditure by the patient. This helps to reduce a patients hospital stay by judging before hand the actual care time, manpower, money and the material required.
Where we use PERT? PERT is used when activity times are uncertain. determine the duration of the project. Decision making under risk.
PERT INCLUDES: The finished product or serviced desired. The total time and budget needed to complete the project or program The starting Date and completion date The sequences of steps or activities The Estimated time and cost of each step or activity
Components of PERT model Every activity consumed time and needs adequate resources such as man power, material, space and machinery to change or move one event to other. Predecessor Event : it is an event that preceedes some other event, can be single or massive Successor Event : it is an event that immediately follows some other events, it can have single multiple successor events. Optimistic Time (O) : is the minimum possible time required to complete the task anticipating that every event has occurred better than usually expected. Pessimistic Time (P) : this means the maximum possible time required to complete the task, expecting or resuming everything goes wrong, except the main catastrophes.
Most likely time (M) : the action and the time required to complete the task assuming Everything goes in as usual. Expected time or the very best time (TH) : The accurate or the best time required to complete the task, it is the most reliable and valid time estimated to complete task. It can be calculated the following relation. TH (O + 4M-P) / 6 Eg: TH = (5min + 4X 10min 15 min) /6 = 5min. Float or slack time : it is the amount of time that can be floated with without causing delay in the total completion of the work.
Critical paths : it is the longest possible, and the actual total time required to complete the full task. It is otherwise called as total calendar time. Critical total float activity it is an activity that has total float equal to zero. No float time is required in the critical path. Lead time : this refers to the time taken by the predecessor to complete the task. In this, there is sufficient time for the subsequent activities that can follow the predecessor. Lag time : the earliest time taken by the success event to take place, which follows the specific PERT activity.
PERT CHART A PERT chart is a graphical representation of the activities of a project, showing the sequence that has to be performed continuously. It has a critical path of tasks that has to be finished in time. This chat helps to focus only the needed activity and omit the unwanted ones, therefore it saves time, energy, and material.
Purposes To schedule the project To organize the project To coordinate the task To manage the time To analyze the work
Step in the PERT planning processes Specific activities and milestones Sequence of the activities Network diagram Estimate the time Critical path Update the PERT chart Class
Identify the specific activities and milestone Activities Milestones It is helpful to list the task in a table
Determine the proper sequence of the activity Maybe combined with the activity identification step. oSince the activity sequence is evident for some task other tasks may require more analysis oTo determine the exact order in which they must be performed.
Construct a network diagram Activity sequence information A network diagram can be drawn, showing the sequence of the serial and parallel activities Each activity represents: a node in the network. The arrow represents: the relation between activities. Software packages simplify this task: automatically converting tubular activity information into a network diagram
Estimate the time required for each activity Weeks are commonly used to unit of time for activity completion. A Distinguishing feature of PERT: its ability to deal with uncertainty in activity completion time. Optimistic time (O): the shortest time in which the activity can be completed To specify optimistic dying to be three standards deviations from the main most likely time(M): the completion time having the highest probability. Pessimistic time(P): the maximum possible time required to accomplish a task, assuming everything goes wrong(but excluding major catastrophes) PERT assumes a beta probability distribution for the time estimates. Estimated time (TE): the best estimate of the time required to accomplish a task, accounting for the Things dont always proceed as normal. TE= (O+4M+P)/6
Determine the critical path The critical path is Determined by adding the times per the activities in each sequence Determining the longest path in the project The critical path determine the total calendar time required for the project. Is 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 the project is referred to as a slack time.
Critical path is helpful to determine ES- earliest start time EF earliest finish time LS latest start time LF latest finish time The variance in the project completion time can be calculated by summing the variances in the completion times of the activities in the critical path. The project can be accelerated by adding the resources required to decrease the time for the activities in the critical path. Shortening of the project sometimes is referred to as Project Crashing.
Benefits of PERT Expected project completion time Probability of completion before a specified date The critical path activities that directly impact the completion time The activities that have stacked, and that can lend the resources to critical path activities Activities start, and end dates.
Uses Nurse managers use the PERT system for controlling. it forces planning and shows how pieces fit together It does this for all nursing line managers It establishes our system for periodic evaluation and control critical points in the program It reveals problems and is forward looking It is generally used for complicated and extensive projects Many records are used to control expenses and otherwise conserve the budget These include personal staffing reports Overtime reports Monthly financial report and others.
Advantages Encourages logical discipline in planning, scheduling, and control of project. It provides a standard method of documenting and communicating project plans, schedules, and time and cost performance. It Facilities, identification of the critical path and make this visible. It identifies the most critical elements in the plan, the focusing management attention i.e. most constraining on the schedule
Disadvantages There can be potentially hundreds or thousands of activities and individual dependency relationship The network charts tend to be large and widely requiring several pages to print and requiring special size paper The lack of a timeframe on most PERT/CPM charts makes it hard to show status, although colors can help.
Steps Identify the specific activities and milestones Determine the proper sequence of the activities Construct a network diagram Estimate the time required for each activity Determine the critical path Update the Update the PERT chart as the Project progresses

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PERT in nursing administration and management

  • 1. PERT - PROGRAM EVALUATION REVIEW TECHNIQUE
  • 2. Introduction PERT is a method of analyzing the task involved in completing a given project, especially the time needed to complete each task, and to identify the minimum time needed to complete the project. PERT was developed primarily to simplify the planning and scheduling of large and complex projects. Developed by the US Navy for the planning and control of the Polaris missile program. This emphasis was on completing the program in the shortest possible time.
  • 3. Definition PERT is a work model devised to complete the project work in time. Analysis the actual work time required to complete a task.
  • 4. Concept and meaning PERT is a very famous project model that has found its use in various professions, including nursing. This model helps in judging the time required and completing an activity. Nurse administrators can use this model to delegate and assign the work schedule to the Nurses in a hospital. It not only evidence is the cost effectiveness of nursing care, but also has great impact on reducing the expenditure by the patient. This helps to reduce a patients hospital stay by judging before hand the actual care time, manpower, money and the material required.
  • 5. Where we use PERT? PERT is used when activity times are uncertain. determine the duration of the project. Decision making under risk.
  • 6. PERT INCLUDES: The finished product or serviced desired. The total time and budget needed to complete the project or program The starting Date and completion date The sequences of steps or activities The Estimated time and cost of each step or activity
  • 7. Components of PERT model Every activity consumed time and needs adequate resources such as man power, material, space and machinery to change or move one event to other. Predecessor Event : it is an event that preceedes some other event, can be single or massive Successor Event : it is an event that immediately follows some other events, it can have single multiple successor events. Optimistic Time (O) : is the minimum possible time required to complete the task anticipating that every event has occurred better than usually expected. Pessimistic Time (P) : this means the maximum possible time required to complete the task, expecting or resuming everything goes wrong, except the main catastrophes.
  • 8. Most likely time (M) : the action and the time required to complete the task assuming Everything goes in as usual. Expected time or the very best time (TH) : The accurate or the best time required to complete the task, it is the most reliable and valid time estimated to complete task. It can be calculated the following relation. TH (O + 4M-P) / 6 Eg: TH = (5min + 4X 10min 15 min) /6 = 5min. Float or slack time : it is the amount of time that can be floated with without causing delay in the total completion of the work.
  • 9. Critical paths : it is the longest possible, and the actual total time required to complete the full task. It is otherwise called as total calendar time. Critical total float activity it is an activity that has total float equal to zero. No float time is required in the critical path. Lead time : this refers to the time taken by the predecessor to complete the task. In this, there is sufficient time for the subsequent activities that can follow the predecessor. Lag time : the earliest time taken by the success event to take place, which follows the specific PERT activity.
  • 10. PERT CHART A PERT chart is a graphical representation of the activities of a project, showing the sequence that has to be performed continuously. It has a critical path of tasks that has to be finished in time. This chat helps to focus only the needed activity and omit the unwanted ones, therefore it saves time, energy, and material.
  • 11. Purposes To schedule the project To organize the project To coordinate the task To manage the time To analyze the work
  • 12. Step in the PERT planning processes Specific activities and milestones Sequence of the activities Network diagram Estimate the time Critical path Update the PERT chart Class
  • 13. Identify the specific activities and milestone Activities Milestones It is helpful to list the task in a table
  • 14. Determine the proper sequence of the activity Maybe combined with the activity identification step. oSince the activity sequence is evident for some task other tasks may require more analysis oTo determine the exact order in which they must be performed.
  • 15. Construct a network diagram Activity sequence information A network diagram can be drawn, showing the sequence of the serial and parallel activities Each activity represents: a node in the network. The arrow represents: the relation between activities. Software packages simplify this task: automatically converting tubular activity information into a network diagram
  • 16. Estimate the time required for each activity Weeks are commonly used to unit of time for activity completion. A Distinguishing feature of PERT: its ability to deal with uncertainty in activity completion time. Optimistic time (O): the shortest time in which the activity can be completed To specify optimistic dying to be three standards deviations from the main most likely time(M): the completion time having the highest probability. Pessimistic time(P): the maximum possible time required to accomplish a task, assuming everything goes wrong(but excluding major catastrophes) PERT assumes a beta probability distribution for the time estimates. Estimated time (TE): the best estimate of the time required to accomplish a task, accounting for the Things dont always proceed as normal. TE= (O+4M+P)/6
  • 17. Determine the critical path The critical path is Determined by adding the times per the activities in each sequence Determining the longest path in the project The critical path determine the total calendar time required for the project. Is 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 the project is referred to as a slack time.
  • 18. Critical path is helpful to determine ES- earliest start time EF earliest finish time LS latest start time LF latest finish time The variance in the project completion time can be calculated by summing the variances in the completion times of the activities in the critical path. The project can be accelerated by adding the resources required to decrease the time for the activities in the critical path. Shortening of the project sometimes is referred to as Project Crashing.
  • 19. Benefits of PERT Expected project completion time Probability of completion before a specified date The critical path activities that directly impact the completion time The activities that have stacked, and that can lend the resources to critical path activities Activities start, and end dates.
  • 20. Uses Nurse managers use the PERT system for controlling. it forces planning and shows how pieces fit together It does this for all nursing line managers It establishes our system for periodic evaluation and control critical points in the program It reveals problems and is forward looking It is generally used for complicated and extensive projects Many records are used to control expenses and otherwise conserve the budget These include personal staffing reports Overtime reports Monthly financial report and others.
  • 21. Advantages Encourages logical discipline in planning, scheduling, and control of project. It provides a standard method of documenting and communicating project plans, schedules, and time and cost performance. It Facilities, identification of the critical path and make this visible. It identifies the most critical elements in the plan, the focusing management attention i.e. most constraining on the schedule
  • 22. Disadvantages There can be potentially hundreds or thousands of activities and individual dependency relationship The network charts tend to be large and widely requiring several pages to print and requiring special size paper The lack of a timeframe on most PERT/CPM charts makes it hard to show status, although colors can help.
  • 23. Steps Identify the specific activities and milestones Determine the proper sequence of the activities Construct a network diagram Estimate the time required for each activity Determine the critical path Update the Update the PERT chart as the Project progresses