Project Management - CPM/PERT

Abel T. Lecturer, National College

Project Scheduling and Control Techniques

Gantt Chart
Graph or bar chart with a bar for each project activity that shows passage of time

Provides visual display of project schedule

History of CPM/PERT
Critical Path Method (CPM)
E I Du Pont de Nemours & Co. (1957) for construction of new chemical plant and maintenance shut-down Deterministic task times Activity-on-node network construction Repetitive nature of jobs

Project Evaluation and Review Technique (PERT)

 Network analysis is the general name given to certain specific techniques which can be used for the planning, management and control of projects
Use of nodes and arrows Arrows An arrow leads from tail to head directionally Indicate ACTIVITY, a time consuming effort that is required to perform a part of the work. Nodes A node is represented by a circle - Indicate EVENT, a point in time where one or more activities start and/or finish. Activity A task or a certain amount of work required in the project Requires time to complete Represented by an arrow Dummy Activity Indicates only precedence relationships 5 Does not require any time of effort

Project Network

Project Network
Event Signals the beginning or ending of an activity Designates a point in time Represented by a circle (node) Network Shows the sequential relationships among activities using nodes and arrows
Activity-on-node (AON) nodes represent activities, and arrows show precedence relationships

Activity-on-arrow (AOA)
arrows represent activities and nodes are events for points in time

AOA Project Network for House

3
2 0

Dummy Build house 3 Finish work 1

3
Design house and obtain financing

1
Order and receive materials

4
Select paint

6
1
Select carpet

AON Project Network for House

2 2 Start 1 3 3 1
Order and receive materials

4 3

Finish work

7 1 5 1
Select paint

Design house and obtain financing

6 1
Select carpet
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Situations in network diagram

B
A must finish before either B or C can start C

A
C B A B A both A and B must finish before C can start

C
D

both A and C must finish before either of B or D can start

B
Dummy

A must finish before B can start both A and C must finish before D can start
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Concurrent Activities
Lay foundation

3
Lay foundation
Dummy 2 0

3 2

1
Order material

Order material

(a) Incorrect precedence relationship

(b) Correct precedence relationship

Network example
Illustration of network analysis of a minor redesign of a product and its associated packaging. The key question is: How long will it take to complete this project ?

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For clarity, this list is kept to a minimum by specifying only immediate relationships, that is relationships involving activities that "occur near to each other in time".

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Questions to prepare activity network

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CPM calculation
Path
A connected sequence of activities leading from the starting event to the ending event

Critical Path
The longest path (time); determines the project duration

Critical Activities
All of the activities that make up the critical path

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Forward Pass
Earliest Start Time (ES) earliest time an activity can start ES = maximum EF of immediate predecessors Earliest finish time (EF) earliest time an activity can finish earliest start time plus activity time EF= ES + t
Latest Start Time (LS) Latest time an activity can start without delaying critical path time LS= LF - t Latest finish time (LF)

Backward Pass

latest time an activity can be completed without delaying critical path time
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LS = minimum LS of immediate predecessors

CPM analysis
Draw the CPM network Analyze the paths through the network Determine the float for each activity Compute the activitys float float = LS - ES = LF - EF Float is the maximum amount of time that this activity can be delay in its completion before it becomes a critical activity, i.e., delays completion of the project Find the critical path is that the sequence of activities and events where there is no slack i.e.. Zero slack Longest path through a network Find the project duration is minimum project completion time
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CPM Example:
CPM Network

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CPM Example
ES and EF Times
f, 15 g, 17 i, 6

a, 6 0 6

h, 9

b, 8
0 8 c, 5 0 5 e, 9
17

d, 13

j, 12

CPM Example
ES and EF Times
a, 6 0 6 f, 15 6 21 g, 17 6 23 i, 6

h, 9

b, 8
0 8 c, 5 0 5 d, 13 8 21 e, 9 5 14
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j, 12

CPM Example
ES and EF Times
a, 6 0 6 f, 15 6 21 g, 17 6 23 i, 6 23 29

h, 9 21 30

b, 8
0 8 c, 5 0 5 d, 13 8 21 e, 9 5 14 j, 12 21 33 Projects EF = 33
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CPM Example
LS and LF Times
a, 6 0 6 f, 15 6 21 g, 17 6 23 i, 6 23 29 27 33 h, 9 21 30 24 33

b, 8 0 8
c, 5 0 5

d, 13 8 21 e, 9 5 14

j, 12 21 33 21 33

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CPM Example
LS and LF Times
f, 15 6 21 18 24 g, 17 6 23 10 27 d, 13 8 21 8 21 e, 9 5 14 12 21

a, 6 0 6 4 10 b, 8 0 8 0 8 c, 5 0 5 7 12

i, 6 23 29 27 33

h, 9 21 30 24 33

j, 12 21 33 21 33

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CPM Example
Float
f, 15 3 6 21 9 24 g, 17 4 6 23 10 27 d, 13 0 8 21 8 21 e, 9 7 5 14 12 21 h, 9 3 21 30 24 33

a, 6 3 0 6 3 9 b, 8 0 0 8 0 8 c, 5 7 0 5 7 12

i, 6 23 29 4 27 33

j, 12 0 21 33 21 33

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CPM Example
Critical Path
f, 15 g, 17 i, 6

a, 6

h, 9

b, 8
d, 13 c, 5 e, 9
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j, 12

PERT
PERT is based on the assumption that an activitys duration follows a probability distribution instead of being a single value Three time estimates are required to compute the parameters of an activitys duration distribution: pessimistic time (tp ) - the time the activity would take if things did not go well most likely time (tm ) - the consensus best estimate of the activitys duration optimistic time (to ) - the time the activity would take if things did go well Mean (expected time): te =

tp + 4 tm + t o
6
2

Variance: Vt

=2

tp - to
6
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PERT analysis
Draw the network. Analyze the paths through the network and find the critical path. The length of the critical path is the mean of the project duration probability distribution which is assumed to be normal The standard deviation of the project duration probability distribution is computed by adding the variances of the critical activities (all of the activities that make up the critical path) and taking the square root of that sum Probability computations can now be made using the normal distribution table.

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Probability computation
Determine probability that project is completed within specified time x- Z=

where = tp = project mean time

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Normal Distribution of Project Time

= tp

Time
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PERT Example
Immed. Optimistic Most Likely Pessimistic Activity Predec. Time (Hr.) Time (Hr.) Time (Hr.) A -4 6 8 B -1 4.5 5 C A 3 3 3 D A 4 5 6 E A 0.5 1 1.5 F B,C 3 4 5 G B,C 1 1.5 5 H E,F 5 6 7 I E,F 2 5 8 J D,H 2.5 2.75 4.5 28 K G,I 3 5 7

PERT Example PERT Network

C B F G I K

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PERT Example
Activity
A B C D E F G H I J K

Expected Time
6 4 3 5 1 4 2 6 5 3 5

Variance
4/9 4/9 0 1/9 1/36 1/9 4/9 1/9 1 1/9 4/9
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PERT Example
Activity ES
A B C D E F G H I J K 0 0 6 6 6 9 9 13 13 19 18

EF
6 4 9 11 7 13 11 19 18 22 23

LS
0 5 6 15 12 9 16 14 13 20 18

LF
6 9 9 20 13 13 18 20 18 23 23

Slack
0 *critical 5 0* 9 6 0* 7 1 0* 1 0*
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PERT Example Vpath = VA + VC + VF + VI + VK = 4/9 + 0 + 1/9 + 1 + 4/9 = 2 path = 1.414 z = (24 - 23)/(24-23)/1.414 = .71 From the Standard Normal Distribution table: P(z < .71) = .5 + .2612 = .7612
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