CPM and PERT-1701
CPM and PERT-1701
MANAGEMENT
CPM & PERT TECHNIQUES
Mr. AKARESH JOSE
MBA – ABM
KERALA AGRICULTURAL UNIVERSITY
[email protected]
CONTENTS
INTRODUCTION
NETWORK PLANNING
ESTIMATING TIME
CPM
PERT
Project Management
Project
• A project is an interrelated set of activities that has a
definite starting and ending point and that results in a
unique product or service.
Project management
• Project management is a scientific way of planning,
implementing, monitoring & controlling the various
aspects of a project such as time, money, materials,
manpower & other resources.
Introduction
• Any project involves planning, scheduling and controlling a
number of interrelated activities with use of limited resources,
namely, men, machines, materials, money and time.
• The projects may be extremely large and complex such as
construction of a housing , a highway, a shopping complex etc.
• introduction of new products and research and development
projects.
• It is required that managers must have a dynamic planning and
scheduling system to produce the best possible results and also
to react immediately to the changing conditions and make
necessary changes in the plan and schedule.
A convenient analytical and visual technique of PERT and
CPM prove extremely valuable in assisting the managers in
managing the projects.
PERT stands for Project Evaluation and Review Technique
developed during 1950’s. The technique was developed and used in
conjunction with the planning and designing of the Polaris missile project.
CPM stands for Critical Path Method which was developed by DuPont
Company and applied first to the construction projects in the chemical industry.
The cost and time for all the activities are estimated, and a
network diagram is developed showing sequential
interrelationships (predecessor and successor) between various
activities during the planning stage.
Scheduling:
Based on the time estimates, the start and finish times for
each activity are worked out by applying forward and backward
pass techniques, critical path is identified, along with the slack and
float for the non-critical paths.
Controlling:
Event: An event (or node) will always occur at the beginning and end of an activity. The event
has no resources and is represented by a circle. The ith event and jth event are the
tail event and head event respectively, (Figure 8.2).
In Short…
Concepts
• Activity
• Precedence relationship
• Successor
• Event
Guidelines for network diagram
ACTIVITY ON ARC(AOA):
• Uses arcs to represent activities and nodes
to represent events.
• It is Event Oriented.
3
1 2 6 7 8
4 5
DUMMY ACTIVITY
AOA approach requires the addition of a Dummy Activity to
clarify the precedence relationships between the two
activities. It is a zero time activity and consumes no resources.
Dummy Activity is used in two situations:
1. When two or more activities start and end at the same
nodes
1 3
2
2) When two or more activities share the
same precedence activity but not all the
precedence are shared.
1 3 5
2 4 6
ACTIVITY ON NODE(AON):
Uses nodes to represent activities and arcs indicate
precedence relationships between them.
It is Activity Oriented.
ESTIMATING TIME OF COMPLETION
Planning the schedule of the project
Time estimates include:
1) Total time for completion.
2) ES- Earliest start time: the earliest time at which the
activity can start given that its precedent
activities must be completed first.
3) EF-Earliest finish time: equals to the earliest start time for
the activity plus the time required to complete the activity.
4) LF- Latest finish time: the latest time in which the activity
can be completed without delaying the project.
5) LS- Latest start time: equal to the latest finish time minus
the time required to complete the activity.
6) FORWARD PASS:
The early start and early finish times are calculated by
moving forward through the network and considering the
predecessor activities Considers maximum
7) BACKWARD PASS:
The latest start and finish times are calculated by moving
backward through the network.
Considers minimum
8) SLACK TIME:
Slack time for an activity is the difference between its
earliest and latest start time or between the earliest and
latest finish time.
Critical path is the path of activities having zero Slack
time.
Precedence Diagram
ES Earliest Starting (time)
EF Earliest Finishing
LS Latest Starting
LF Latest Finishing
Slack Difference Time
CRITICAL PATH METHODS(CPM)
HISTORY :
It was developed by J.E.KELLY of REMINGTON-RAND
and M.R.WALKER of DU PONT and the emphasis was
on the trade-off between the cost of project and its overall
completion time. The first test was made in 1958,when CPM
was applied to the construction of a new chemical plant.
DEFINITION:
Critical path is the sequence of activities between a project’s
start and finish that takes the longest time to complete.
STEPS IN DETERMINING CRITICAL PATH
Since all activities must be completed to complete the entire project, the
length of the critical path is also the shortest time allowable for completion of
the project.
If the project has to be completed ahead of the schedule, then the time
required for at least one of the critical activity must be reduced.
Further, any delay in completing the critical activities will increase the project
duration.
The activity, which does not lie on the critical path, is
called non-critical activity.
Step 1: Begin from the start event and move towards the end event.
Step 3: Go to the next event (i.e node 2) if there is an incoming activity for event 2, add
calculate TE of previous event (i.e event 1) and activity time.
Note: If there are more than one incoming activities, calculate TE for all incoming activities
and take the maximum value. This value is the TE for event 2.
Step 4: Repeat the same procedure from step 3 till the end event.
Backward Pass Computations (to calculate Latest Time)
Procedure :
Step 1: Begin from end event and move towards the start event. Assume that
the direction of arrows is reversed.
Step 2: Latest Time TL for the last event is the earliest time. TE of the last
event.
Step 3: Go to the next event, if there is an incoming activity, subtract the value
of TL of previous event from the activity duration time. The arrived value is TL
for that event. If there are more than one incoming activities, take the minimum
TE value.
Step 4: Repeat the same procedure from step 2 till the start event.
DETERMINATION OF FLOAT AND SLACK
TIMES
As discussed earlier, the non – critical activities have some slack or float. The
float of an activity is the amount of time available by which it is possible to
delay its completion time without extending the overall project completion time.
Total Float TFij: The total float of an activity is the difference between the latest start
time and the earliest start time of that activity.
In the critical path method, the time estimates are assumed to be known
with certainty. In certain projects like research and development, new
product introductions, it is difficult to estimate the time of various activities.
Hence PERT is used in such projects with a probabilistic method using three time
estimates for an activity, rather than a single estimate, as shown in Figure 8.22.
Optimistic time tO:
It is the shortest time taken to complete the activity. It
means that if everything goes well then there is more
chance of completing the activity within this time.
• The activities that have slack time and that can lend
resources to critical path activities.
CPM PERT
• CPM works with fixed • PERT works with
deterministic time probabilistic time
• CPM is useful for repetitive • PERT is useful for non
and non complex projects with repetitive and complex projects
a certain degree of time with uncertain time estimates.
estimates.
• CPM includes time-cost trade • PERT is restricted to time
off. variable.