Scribd Logo
Upload

Welcome to Scribd!

  • CPM & Pert

    Uploaded by

    meghp8074
    184 views11 pages
    The document discusses network analysis techniques for project scheduling including: 1. Critical path method where the longest path of activities determines the project duration and activities on this path are critical. 2. Float calculations including total float, free float, and interfering float. 3. Program evaluation and review technique which uses three time estimates per activity to calculate expected duration and variance. 4. Crashing the critical path by reducing activity durations but increasing costs to potentially reduce the overall project duration. The critical path and multiple critical paths if present should be considered for minimum cost crashing.

    Original Description:

    Original Title

    CPM & PERT.ppt

    Copyright

    © © All Rights Reserved

    Available Formats

    PPT, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document discusses network analysis techniques for project scheduling including: 1. Critical path method where the longest path of activities determines the project duration and activities on this path are critical. 2. Float calculations including total float, free float, and interfering float. 3. Program evaluation and review technique which uses three time estimates per activity to calculate expected duration and variance. 4. Crashing the critical path by reducing activity durations but increasing costs to potentially reduce the overall project duration. The critical path and multiple critical paths if present should be considered for minimum cost crashing.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as ppt, pdf, or txt
    184 views11 pages

    CPM & Pert

    Uploaded by

    meghp8074
    The document discusses network analysis techniques for project scheduling including: 1. Critical path method where the longest path of activities determines the project duration and activities on this path are critical. 2. Float calculations including total float, free float, and interfering float. 3. Program evaluation and review technique which uses three time estimates per activity to calculate expected duration and variance. 4. Crashing the critical path by reducing activity durations but increasing costs to potentially reduce the overall project duration. The critical path and multiple critical paths if present should be considered for minimum cost crashing.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as ppt, pdf, or txt
    of 11

    Network definition:

    1.
    2.
    3.

    4.

    5.
    6.

    Each activity is represented by


    one arrow
    An activity can begin only when
    all its predecessors are done
    Arrow direction indicates general
    progression in time tail events
    represent start while head events
    represent end of activities
    Events are identified by numbers
    while activities are represented
    by their starting and ending
    events
    A network should have only one
    initial and one final node
    Introduce
    as
    few
    dummy
    activities as may be necessary

    Define Dummy Activity

    Critical path refers to the


    longest path of a given
    project network
    Duration of a project is given
    by the length of the critical
    path
    Activities on a critical path are
    called critical activities while
    remaining activities are noncritical
    A project can have more than
    one critical path as well
    Critical activities are so called
    because
    their
    timely
    completion is critical to the
    completion of the project in
    time

    Path

    Activities Length

    1-2-5-7-8

    ADIK

    13

    1-3-5-7-8

    BEIK

    21

    1-3-7-8

    BGK

    17

    1-3-6-8

    BFJ

    22CRITICAL
    PATH

    1-4-6-8

    CHJ

    19

    Critical Path: 1-3-6-8


    Critical Activities: B F J
    Project Duration: 22 days
    Non-critical Activities: A C E
    G H I KD 3
    2

    A2

    I2

    E6
    B7

    G4

    C8

    F 10

    H6

    K6

    J5

    Total float
    = Latest finish time of the activity
    Earliest finish time of the activity

    Free float
    = Earliest start time of the next
    activity Earliest completion time of
    the activity

    Interfering float
    = Total float Free float

    =latest finish-earliest start of


    next
    Independent float
    = Earliest start time of the next
    activity Latest finish time of the
    preceding activity Duration of
    the activity

    lnF(
    IF(L
    TF
    FF( Esn
    F(LF- Esn ESn
    -EF) LFp
    EF)
    )
    -D)

    i-j

    ES

    EF

    LS

    LF

    1-2

    11

    1-3

    1-4

    11

    2-5

    11

    14

    3-5

    13

    14

    3-6

    10

    17

    17

    3-7

    11

    12

    16

    4-6

    14

    11

    17

    5-7

    13

    15

    14

    16

    6-8

    17

    22

    17

    22

    7-8

    15

    21

    16

    22

    Uses three time estimates for


    every activity: optimistic (a),
    most likely (m) and pessimistic
    (b)
    They are used to obtain
    expected
    times
    and
    their
    variances
    Expected time = (a+4m+b)/6;
    and Variance = [(b a )/6]2

    Obtain
    critical
    path
    using
    expected times and identify
    critical activities
    Add
    variances
    for
    critical
    activities to get variance for
    completion time and find its
    square root to get standard
    deviation
    With expected duration and

    Example
    12.9
    Activity

    te

    4/9*

    15

    25/9*

    12

    16/9

    15

    20

    25

    20

    25/9

    10

    18

    26

    18

    64/9*

    16

    10

    16/9

    12

    16/9*

    1/9

    1/9*

    Critical activities: A B E G I
    Project duration = 6+8+18+8+7 =
    47 days
    Project variance = 4/9 + 25/9 + 64/9 + 16/9 + 1/9
    = 110/9

    Project standard deviation = (110/9)


    = 3.496

    Project Network
    E
    B

    H
    C

    For Pr (completion in 55 days):


    Z=
    (X - )/
    Z = (55 47)/3.496 = 2.29. Now,
    Area to the left of Z = 2.29 is
    0.5+0.4890 = 0.9890
    For Pr (completion with 0.90 chance):
    Z corresponding to area 0.40
    (between and X) is 1.28. Thus, 1.28
    = (X 47)/3.496 and X = 51.47 or 52
    app.

    Involves
    use
    of
    additional
    resources with a view to reduce
    the project duration
    Crashing increases direct cost of
    doing
    activities
    but
    reduces
    overhead, which is usually a
    function of time
    It needs information on cost of
    reduction of every activity per unit
    of time
    In crashing, always consider the
    critical path and choose the
    activity that can be crashed at
    least cost
    In case of multiple critical paths,
    all of them should be considered
    for crashing simultaneously

    You might also like