Project Time Scheduling Evaluation Using CPM and PERT Methods: A Case Study of New Store Concept Development

Abstract

Project delays remain a major challenge in retail development projects, particularly when project planning relies on conventional scheduling approaches that fail to capture activity interdependencies and uncertainty. This study aims to evaluate project scheduling performance in the New Store Concept Development project at PT ABC, one of Indonesia’s leading retail companies, through the application of the Critical Path Method (CPM), Program Evaluation and Review Technique (PERT), and project crashing analysis. A quantitative case study approach was employed using project scheduling records, activity duration data, and project implementation documents. The findings indicate that the absence of network-based scheduling methods contributed to project delays, operational inefficiencies, and additional project costs. CPM analysis successfully identified critical activities that significantly influenced project completion, while PERT analysis revealed substantial uncertainty within several key project activities. Furthermore, crashing analysis demonstrated that proactive acceleration strategies could improve project execution efficiency and mitigate delay-related impacts. The novelty of this study lies in evaluating the consequences of not applying CPM and PERT within a retail transformation project environment and demonstrating how integrated scheduling approaches can support more effective project control and operational decision-making. The findings provide practical insights for project managers and retail organizations seeking to improve scheduling performance, reduce delay risks, and enhance project delivery effectiveness.