Unit 2-Project Programming and CPM
Unit 2-Project Programming and CPM
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CPM & PERT
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.
Though both PERT and CPM techniques have similarity in terms of
concepts, the basic difference is; CPM has single time estimate and
PERT has three time estimates for activities and uses probability
theory to find the chance of reaching the scheduled time.
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PROJECT NETWORK DIAGRAM
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COMPONENTS OF PERT/CPM NETWORK
PERT / CPM networks contain two major components
i. Activities, and
ii. Events
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).
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COMPONENTS OF PERT/CPM NETWORK
Merge and Burst Events
One or more activities can start and end simultaneously at an event (Figure 8.3 a,
b).
a. Two activities starting from a tail event must not have a same end event.
To ensure this, it is absolutely necessary to introduce a dummy activity, as
shown in Figure 8.6.
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ERRORS TO BE AVOIDED IN CONSTRUCTING A NETWORK
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ERRORS TO BE AVOIDED IN CONSTRUCTING A NETWORK
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ERRORS TO BE AVOIDED IN CONSTRUCTING A NETWORK
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ERRORS TO BE AVOIDED IN CONSTRUCTING A NETWORK
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RULES IN CONSTRUCTING A NETWORK
1. No single activity can be represented more than once in a network. The length of
an arrow has no significance.
2. The event numbered 1 is the start event and an event with highest number is the
end event. Before an activity can be undertaken, all activities preceding it must be
completed. That is, the activities must follow a logical sequence (or –
interrelationship) between activities.
5.A network should have only one start event and one end event.
6. The direction of arrows should flow from left to right avoiding mixing of
direction.
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Some conventions of network diagram are shown in Figure 8.10 (a),
(b), (c), (d) below:
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PROCEDURE FOR NUMBERING THE EVENTS
USING FULKERSON'S RULE
Step2: From event 1, strike off all outgoing activities. This would have made one
or more events as initial events (event which do not have incoming activities).
Number that event as 2.
Step3: Repeat step 2 for event 2, event 3 and till the end event. The end event
must have the highest number.
Continue until the final event of the network which has arrows entering into
and none coming out of it.
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NETWORK TECHNIQUES
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NETWORK - AoA (Activity on Arrow)
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NETWORK - AoN (Activity on Node)
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EXAMPLE 1:
Draw a network for a house construction project. The sequence of activities with
their predecessors are given in Table 8.1, below.
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EXAMPLE 1:
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EXAMPLE 1:
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EXAMPLE 2:
Consider the project given in Table 8.2 and construct a network diagram.Table 8.2:
Sequence of Activities for Building Construction Project.
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EXAMPLE 2:
Solution:
The activities C and D have a common predecessor A. The network representation
shown in Figure 8.12 (a), (b) violates the rule that no two activities can begin and end at
the same events. It appears as if activity B is a predecessor of activity C, which is not the
case. To construct the network in a logical order, it is necessary to introduce a dummy
activity as shown in Figure 8.12.
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EXAMPLE 3:
Construct a network for a project whose activities and their predecessor relationship
are given in Table 8.3.
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EXAMPLE 3:
Solution: The network diagram for the given problem is shown in Figure 8.14
with activities A, B and C starting simultaneously.
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EXAMPLE 4:
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EXAMPLE 4:
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EXAMPLE 5: Draw a network diagram for the following activities.
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EXAMPLE 5:
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WORK BREAK DOWN STRUCTURE
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TABLE 3.1 :
HOUSING PROJECT WORK BREAK DOWN LEVELS
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PROJECT WORK BREAK DOWN LEVELS
The work break down structure of a project forms the basis for listing of
activities, modification of systems, sorting data by hierarchy levels,
structuring of work organisation and managing similar scope multi level
projects.
Sub-projects Level
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EXHIBIT 3.1 :
HOUSING PROJECT WORK BREAK DOWN LEVELS
Showing Sub – Project level & Task level
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PROJECT WORK BREAK DOWN LEVELS
Task Levels
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PROJECT WORK BREAK DOWN LEVELS
Word-Packages Levels
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EXHIBIT 3.2 :
HOUSING PROJECT WORK BREAK DOWN LEVELS
Showing Task level & Word Package Level
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PROJECT WORK BREAK DOWN LEVELS
Activity Level
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EXHIBIT 3.3 :
HOUSING PROJECT WORK BREAK DOWN LEVELS
Showing Word Package Level & Activity levels
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PROJECT WORK BREAK DOWN LEVELS
Operation Level
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PROJECT WORK BREAK DOWN LEVELS
Operation Level
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CRITICAL PATH ANALYSIS METHOD
Each activity connecting I-node event with J-node event requires a
duration time for completion.
This duration may be deterministic in the case of CPM or probabilistic in
case of PERT network.
The time at which an event occurs is the maximum time of the various
paths directed inwardly to that event because an event cannot be
accomplished until and unless all the activities flowing into it have been
completed.
While analyzing a network, it is often necessary to estimate the total
project time to forecast the particular date when the project will be
completed.
The total project time is the maximum of the elapsed time amongst all
paths originating from the initial event and terminating at the final event
indicating completion of the project.
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CRITICAL PATH ANALYSIS METHOD
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CRITICAL PATH ANALYSIS METHOD
The time box consists of two compartments. The value in the left compartment
stands for EOT (earliest occurrence time) or earliest expected time
(TE) and the value in the right compartment stands for LOT (latest
occurrence time) or latest allowable time (TL) .
The activity, which does not lie on the critical path, is called non-critical activity.
These non-critical activities may have some slack time.
The slack is the amount of time by which the start of an activity may be delayed
without affecting the overall completion time of the project.
But a critical activity has no slack.
To reduce the overall project time, it would require more resources (at extra
cost) to reduce the time taken by the critical activities to complete.
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CALCULATING EOT AND LOT
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CALCULATING EOT AND LOT
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CALCULATING EOT AND LOT
EXAMPLE 6: Determine the Critical Path and Critical activities. List EOT and LOT of each
activity in a tabular form.
v v v v v v
v v v v v v
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CALCULATING EOT AND LOT
EXAMPLE 6: Solution
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CALCULATING EOT AND LOT
Solution:
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CALCULATING EOT AND LOT
Solution:
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EXAMPLE 7:
Find the critical path and project duration of the given CPM project.
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EXAMPLE 7:
Find the critical path and project duration of the given CPM project.
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ACTIVITY TIMES AND FLOATS
With respect to the start and finish of an activity between the bounds of limiting event times
(EOT & LOT), Several terms for defining activity times can be introduced.
EST EFT
LST LFT
EST (earliest start time): The earliest start time is the earliest possible time at which
an activity can start.
(EST)i-j = (EOT)i
EFT (earliest finish time): The earliest finish time is the earliest possible time at which
an activity can finish.
(EFT)i - j = (EOT)i- ti - j
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ACTIVITY TIMES AND FLOATS
EST EFT
LST LFT
LST (Latest start time): The latest start time is the latest possible time by which an
activity can start without any delay of project time forecast on the basis of earliest
occurrence time to the final event.
(LST)i-j=(LOT)j-ti-j
LFT (Latest finish time): The latest finish time is the latest possible time that an activity
can finish without any delay in completion of the project.
(LFT)i - j = (LOT)j
(Subscript i - j denotes activity whereas subscripts i or j are for tail event or head event of the
activity respectively).
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ACTIVITY TIMES AND FLOATS
FLOATS: Float denotes the flexibility range within which the start time or finish time of an activity
can fluctuate without affecting the completion of the project. There are four types of floats as follows.
Total float (TF): Total float of an activity is the excess of maximum available time over the
activity time.
(TF)i-j = [(LOT)j - (EOT)i]- ti - j
= (LST- EST)
= (LFT- EFT)
Free float (FF): Free float of an activity is the excess of available time over the activity time
when all jobs start as early as possible. The term “free’ indicates that the use of this float does
not affect the succeeding activities.
(FF)i -j = [(EOT)j - (EOT)i] -ti -j
or = EST of the succeeding activity - EFT of the activity under construction.
Independent float (IF): Independent float of an activity is the excess of minimum available
time. In some cases the absorption of this float affects neither the predecessor nor the successor
activity. That's why, it is called independent. If it is desired to increase duration time in order to
release efforts elsewhere, independent float can be used without any replanning.
(IF)i - j = [(EOT)j- (LOT)i]- ti - j
If the value of independent float is negative, it is taken as zero for all practical purposes.
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ACTIVITY TIMES AND FLOATS
Interfering float (INT.F): Interfering float of an activity is the difference
between the total float and free float. It is equal to the head event slack.
(INT.F)ij = [(LOT)j - (EOT)j] or (TF)i - j - (FF)i-j.
The confirmation of the critical path in a CPM network is made only when all the
above four floats of each activity lying on the path is zero.
SLACK: Slack denotes the flexibility range within which an event can occur.
Slack of an event = (LOT-EOT) of the event.
In the CPM network the minimum value of slack is zero and the zero slack event is
called the critical event. The critical path is a path joining the critical events but the
confirmation of the critical path is only when the conditions of zero floats are
satisfied.
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ACTIVITY TIMES AND FLOATS
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EXAMPLE 8:
Find the critical path and project duration of the given CPM project. Also
calculate EST, EFT, LST, LFT and TF, FF, IF, INT.F in a tabular form.
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EXAMPLE 8:
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EXAMPLE 8:
Solution: Calculations of EST, EFT, LST, LFT & TF, FF, IF, INT.F are presented in the
following tabular form.
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EXAMPLE 9:
Find the critical path and project duration of the given CPM project. Also
calculate EST, EFT, LST, LFT and TF, FF, IF, INT.F in a tabular form.
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EXAMPLE 9:
Solution: Project duration = 23 days
Critical path = 1 - 3 - 6 - 7 or A - G - L . (Shown by double line)
Event time comprising EOT & LOT has been indicated in the respective time box
of each event.
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EXAMPLE 9: Solution
ACTIVITY Ti-j EST EFT LST LFT TF FF IF Int.F Remarks
- 0 0 0 0 0 - - - -
A 5 0 5 0 5 0 0 0 0 CRITICAL
B 8 0 8 6 14 6 0 0 6
C 10 0 10 5 15 5 0 0 5
E 9 5 14 8 17 3 0 0 3
G 10 5 15 5 15 0 0 0 0 CRITICAL
H 9 8 17 14 23 6 6 0 0
K 6 14 20 17 23 3 3 0 0
L 8 15 23 15 23 0 0 0 0 CRITICAL
- 0 23 23 23 23 - - - -
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EXAMPLE 10:
Construct a Network. Find the critical path and project duration of the given
project. Also calculate EST, EFT, LST, LFT and TF, in a tabular form.
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EXAMPLE 10:
Solution: From the data given in the problem, the activity network is constructed
as shown in Figure given below
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EXAMPLE 10: Solution:
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EXAMPLE 10:
Solution: From the Table , we observe that the activities 1 – 3, 3 – 5, 5 – 7,7 – 8
and 8 – 10 are critical activities as their floats are zero.
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