ALIKO DANGOTE UNIVERSITY OF SCIENCE AND TECHNOLOGY

KANO,WUDIL

FACULTY OF EARTH AND ENVIRONMENTAL SCIENCE

DEPARTMENT OF URBAN AND REGIONAL PLANNING

COURSE CODE: URPL3308

COURSE TITLE: PROJECT PLANNING AND EVALUATION I

ACTVITY: ASSIGNMENT

TITTLE: USING QUANTITATIVE DATA OR DRAWING WHERE POSSIBLE

CLEARLY DISTINGUISH THE GANTT CHART FROM PROGRAM
EVALUATION AND REVIEW TECHNIQUE OF PROJECT SCHEDULING

TUTOR: YAHAYA ADO

SUBMITTED BY:

ANAS MUHAMMAD

UG21/URPL/1001

AUGUST 2025
DISTINGUISHING GANTT CHART FROM PROGRAM EVALUATION AND REVIEW
TECHNIQUE (PERT)

1. INTRODUCTION

Project scheduling is one of the most critical phases of project management. It ensures that all
activities are organized, resources are properly allocated, and deadlines are met efficiently.
Among the scheduling tools available, the Gantt Chart and the Program Evaluation and
Review Technique (PERT) are the two most frequently applied.

Although both are project scheduling techniques, they differ fundamentally in philosophy,
representation, and application. The Gantt Chart focuses on time management and visual
tracking, while PERT emphasizes interdependencies, uncertainties, and probabilistic time
analysis. Understanding the distinction between the two is crucial for project managers in
selecting the right tool for effective project delivery.

2. GANTT CHART

2.1 Definition

A Gantt Chart is a time-scaled bar chart developed by Henry Gantt in 1917. It graphically
represents project tasks plotted against a time axis, showing the duration and timing of each task.

2.2 Structure and Features

 Y-axis (Vertical): Project activities or tasks.

 X-axis (Horizontal): Time scale (days, weeks, months).
 Horizontal Bars: Indicate the start, duration, and end of each task.
 Milestones: Key events marked by special symbols.
 Dependencies (optional in advanced Gantt tools): Links between activities.

2.3 Quantitative Illustration

Project Activities:

Duration
Activity Predecessor
(days)
A – Site Clearing None 3
B – Foundation A 5
C – Wall
B 4
Construction
D – Roofing C 6
E – Painting D 2

Gantt Chart (Simplified Textual Example):

Timeline (Days): 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
A: ███
B: █████
C: ████
D: ██████
E: ██

Here, the horizontal bars show each activity’s time span in sequence.

2.4 Advantages

 Clear and simple to read.

 Effective in monitoring progress against planned time.
 Suitable for small and medium-scale projects.

2.5 Limitations

 Does not explicitly highlight dependencies.

 Becomes too complex when many activities exist.
 Cannot deal with probabilistic or uncertain durations.

3. PROGRAM EVALUATION AND REVIEW TECHNIQUE (PERT)

3.1 Definition

The Program Evaluation and Review Technique (PERT) is a network-based scheduling

model developed in 1958 by the U.S. Navy to manage the Polaris missile project. Unlike the
Gantt Chart, PERT focuses on analyzing task dependencies and allows for probabilistic time
estimation.

3.2 Structure and Features

 Network Diagram: Activities are represented as arrows (activity-on-arrow) or nodes

(activity-on-node).
 Events: Represented by circles (nodes), signifying the start or completion of tasks.
 Dependencies: Show the logical sequence of activities.
 Critical Path Method (CPM): Identifies the longest sequence of dependent activities
that determine project duration.

3.3 Time Estimation in PERT

PERT uses three estimates for each activity:

1. Optimistic time (O): The minimum possible time if everything goes well.
2. Most likely time (M): The normal expected duration.
3. Pessimistic time (P): The maximum time if major problems occur.
Expected Time (TE):

TE=O+4M+P6TE = \frac{O + 4M + P}{6}

Variance of Activity (σ²):

σ2=(P−O6)2σ² = \left(\frac{P - O}{6}\right)^2

3.4 Quantitative Example

Activity Predecessor O M P TE (days) Variance

A – Site Clearing None 2 3 4 3.0 0.11
B – Foundation A 4 5 7 5.3 0.25
C – Wall Construction B 3 4 5 4.0 0.11
D – Roofing C 5 6 9 6.3 0.44
E – Painting D 1 2 3 2.0 0.11

PERT Network Diagram (Text Form):

(Start) → [A:3.0] → [B:5.3] → [C:4.0] → [D:6.3] → [E:2.0] → (End)

 Critical Path: A → B → C → D → E
 Expected Project Duration: 20.6 days
 Variance of Critical Path: 1.02

This allows calculation of project completion probability within deadlines using the normal
distribution (Z-test).

3.5 Advantages

 Handles uncertainty and variability in time.

 Identifies critical and non-critical activities.
 Supports probability analysis for deadlines.

3.6 Limitations

 Requires more detailed estimation.

 Time-consuming for small projects.
 Can be complicated to maintain.

4. Comparative Analysis
 Criteria Gantt Chart PERT
Developed Henry Gantt (1917) U.S. Navy (1958)
Representation Time-bar chart Network diagram
Focus Activity duration over time Dependencies & uncertainty
Time Estimates Deterministic Probabilistic (O, M, P)
Complexity Simple Complex
Critical Path Not shown directly Explicitly shown
Best For Tracking progress Planning uncertain large projects
Example Use Construction schedule Defense & aerospace projects

5. Real-World Applications

 Gantt Chart:
o Construction projects (e.g., housing development).
o Academic research and dissertation planning.
o Event management.
o Small-to-medium IT projects.
 PERT:
o Military and defense projects (e.g., Polaris missile).
o Aerospace and aviation research.
o Large infrastructure projects with high uncertainty.
o Pharmaceutical research and development.

CONCLUSION

The Gantt Chart and PERT are complementary project scheduling tools. While the Gantt
Chart offers simplicity and visual clarity for monitoring tasks against time, PERT provides a
more analytical framework that incorporates uncertainty and highlights the critical path.

In practice, many project managers use them together:

 PERT for initial planning and risk analysis.

 Gantt Chart for execution and progress monitoring.

Selecting the right tool depends on the size, complexity, and uncertainty of the project. Small,
predictable projects are best served with Gantt Charts, while large, uncertain, and research-
driven projects benefit from PERT.

REFERENCES
 Gantt, H. L. (1917). Work, Wages, and Profits. New York: Engineering Magazine.
 Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling (12th ed.). Wiley.
 Meredith, J. R., & Mantel, S. J. (2019). Project Management: A Managerial Approach.
Wiley.
 PMI (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide)
(7th ed.). Project Management Institute.
 Lock, D. (2020). Project Management. Routledge.