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CPM and Pert Analysis

The document discusses a student project analyzing the critical path method and program evaluation and review technique for a 260-day construction project. The student created a network diagram and Gantt chart showing the critical path in red. Crashing the critical path activity A by 10 days reduced the project duration to 250 days at a cost of $15,000, increasing the probability of completion to 86.86%. Crashing an additional critical path activity D by 10 days further reduced the project duration to 240 days at a cost of $34,000, increasing the probability of completion to 95.25%.

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64 views8 pages

CPM and Pert Analysis

The document discusses a student project analyzing the critical path method and program evaluation and review technique for a 260-day construction project. The student created a network diagram and Gantt chart showing the critical path in red. Crashing the critical path activity A by 10 days reduced the project duration to 250 days at a cost of $15,000, increasing the probability of completion to 86.86%. Crashing an additional critical path activity D by 10 days further reduced the project duration to 240 days at a cost of $34,000, increasing the probability of completion to 95.25%.

Uploaded by

Muhammad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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OPERATION MANAGEMENT

ASSINGMENT

S.M.MURTAZA
ME-073
Sec: B
Batch: 2015-2016
S.M.MURTAZA
ME-073

CPM AND PERT ANALYSIS


From our manual calculation we know that the project completion days comes out to be
260 days and this verified by the following results obtained from MS PROJECT. For that we
have calculated first the expected time of each activity and then the NETWORK DIAGRAM is
drawn:

260 Days project completion


time.
S.M.MURTAZA
ME-073

NETWORK DIAGARAM:

The critical path is shown by red color.


S.M.MURTAZA
ME-073

GANT CHART:
S.M.MURTAZA
ME-073

PROJECT CRASHING
The probability of completion in 260 days was less than 75 %. So Crashing is required.
• Crashing Activity (A) by one day because it has less crashing cost and it lies on
CRITICAL PATH.
• Then checking the effect on the slack of different activities.
• After crashing (A) by one day there is no change in C.P as shown below.
• Also the slack of activities which are not on CP are greater. So now we can directly
crash (A) 10 times which is its limit.
S.M.MURTAZA
ME-073

AFTER CRASHING TO 10 DAYS:


IT is observed that critical path remains same

GANT CHART
S.M.MURTAZA
ME-073

AFTER CRASHING TO 20 DAYS:


 Since A cannot be further crashed, so the next to be crashed is D because it is next
least costly option on critical path.
 We can crash D directly to 10 days because it does not affect critical path.

GANT CHART
S.M.MURTAZA
ME-073

CONCLUSION:
The total crash cost for crashing to 250 days is $15000, and now probability of completing the
project increases to 86.86%.
The total crash cost for crashing to 240 days is $34000, and now probability of completing the
project increases to 95.25%.

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