Application of PERT & CPM

PERT- Program Evaluation Review Technique

 Scheduling, organizing and coordinating tasks within a project

More focus on identifying minimum time to complete

Classification of Activities
• Predecessor Activity • Concurrent activity • Critical Activity
a b
a
2

1
PREDECESSOR ACTIVITY
b 3

• Successor Activity •Dummy activity • Non-critical Activity

a b
a
2

ACTIVITY SUCCESSOR 1 Dummy

b 3
4
c
 Time Estimates in PERT
Optimistic Time (a) Most Likely Time (m) Pessimistic Time (b)
Minimum Possible Time Best estimate of time Maximum possible time

Expected Time, T
= (a+4m+b)/6

Critical Path
Longest Possible Continuous Path from Starting to Ending Point

A(2) B(2) D(5) E(1) I(1) J(2)

C(3)
H(1)
F(1) G(2)
 Slack
Maximum length of time that can be delayed without delaying entire project
Slack of critical activity = Zero
Slack = LS-ES or LF-EF

Time Estimates for Calculating Slack

Forward Pass Backward Pass

Earliest Start Time (ES) Earliest Finish Time (ES) Latest Finish Time (LF) Latest Start Time (LS)

ES= max {EF of the EF= ES + T LF = min {LS of the LS = LF-T

predecessors of activity} successors of activity }
 Network Diagram (AOA)

Activit Predecess Expected C(5)

y or activity time 2 4
F(4)
(days)
A(2)
A none 2
D(3)
B none 4 1 6
C A 5
D A 3 B(4)
G(3)
3 5
E B 2 E(2)
F C 4
G D&E 3
 Application of PERT
In a Building Construction Project
of Toma Construction & Co.
 Project Details
Description of activities involved in the construction process:

Immediate
Activity description Activity code Optimistic time (a) Most likely time (m) Pessimistic time (b)
predecessors
Site clearing A - 1 2 3
Foundation B A 2 3.5 8
Block Laying C B 6 9 18
Roofing D C 4 5.5 10
Plumbing E C 1 4.5 5
Electrical work F E 4 4 10
Plastering G D 5 6.5 11
Fixing up of doors
H E, G 5 8 17
and windows
Ceiling I C 3 7.5 9
Flooring J F, I 3 9 9
Interior Fixtures K J 4 4 4
Exterior fixtures L J 1 5.5 7
Painting M H 1 2 3
Landscaping N K, L 5 5.5 9
 Expected Time Standard Deviation

  𝑎+ 4 𝑚 +𝑏   𝑏−𝑎
𝑇𝑒= ∂=
6 6

a = Optimistic Time
m = Most Likely Time
b = Pessimistic Time
Expected time duration and standard deviation calculation:
Immediate Expected time ( Standard deviation
Activity description Activity code
predecessors (∂)
Site clearing A - 2 0.33
Foundation B A 4 1
Block Laying C B 10 2
Roofing D C 6 1
Plumbing E C 4 0.17
Electrical work F E 5 1
Plastering G D 7 1
Fixing up of doors
H E, G 9 2
and windows
Ceiling I C 7 1
Flooring J F, I 8 1
Interior Fixtures K J 4 0
Exterior fixtures L J 5 1
Painting M H 2 0.33
Landscaping N K, L 6 0.67
Calculation of Earliest Start, Earliest Finish, Latest Start and Latest Finish:

Immediate
Activity code ES EF LS LF
predecessors
A - 2 0 2 0 2
B A 4 2 6 2 6
C B 10 6 16 6 16
D C 6 16 22 20 26
E C 4 16 20 16 20
F E 5 20 25 20 25
G D 7 22 29 26 33
H E, G 9 29 38 33 42
I C 7 16 23 18 25
J F, I 8 25 33 25 33
K J 4 33 37 34 38
L J 5 33 38 33 38
M H 2 38 40 42 44
N K, L 6 38 44 38 44
Network Diagram
 Critical Path
Activity Node A B C D E F G H I J K L M N
Slack (LS-ES) 0 0 0 4 0 0 4 4 2 0 1 0 4 0
On Critical
Yes Yes Yes No Yes Yes No No No Yes No Yes No Yes
Path

A–B–C–E–F–J–L–N
 CPM
Critical path is a sequence of activity between a project’s start and finish
that takes the longest time to complete.

Developed by Kelly and Walker to assist in building and

maintains of chemical plants

ct iv ity’s
A
Cost
TRADE
OFF
c t iv ity’s
A
u r ation
d
 Aim

To schedule the project under a pre-defined scheduling

objective to optimize a scheduling objective.

A basic idea

A decrease in an activity‘s duration and the corresponding increase in the

activity cost is known as activity crashing.
 Normal Two time estimate Crash
time time

Advantages of CPM

Helpful for scheduling, The activities and Displays

monitoring, and their outcomes can be dependencies to help
controlling projects shown as a network scheduling

Disadvantages of CPM

Complicated Does not handle the Critical path is not always

and complexity scheduling of clear and needs to be
increases for personnel or the calculated carefully
larger projects allocation of
resources
 Slope calculation
Activity code Normal time Crash time Normal cost Crash cost Slope
A 2 1 1850 2440 590
B 4 2 1260 2110 425
C 10 7 5200 7050 617
D 6 4 4150 5600 725
E 4 3 5050 5600 850
F 5 3 5260 5700 220
G 7 4 6300 6850 183
H 9 6 3500 4750 417
I 7 5 4100 4970 435
J 8 6 4240 5300 530
K 4 3 4700 5200 500
L 5 3 3400 4710 655
M 2 1 4200 4780 580
N 6 3 3790 4640 283
TOTAL COST     57,010 69,700  
Decision Increased cost Cost Increased

To reduce F by 2 days 2*220 440

To reduce N by 3 days 283*3 849

To reduce G by 1 day 183*1 183

Total Cost   1472

Total cost= (57,010+1472)=58,482

Revised CPM diagram
Thank You!