Project Scheduling

PERT / CPM
 INTRODUCTION
 Schedule converts action plan into operating
time table
 Basis for monitoring and controlling project
 Scheduling more important in projects than in
production, because unique nature
 Sometimes customer specified/approved
requirement-e.g: JKR projects
 Based on Work Breakdown Structure (WBS)

Chapter
Scheduling, PERT, Critical Path Analysis 2
8
 NETWORK TECHNIQUES

PERT CPM
-Program Evaluation and Critical Path Method
Review Technique Developed by El
- developed by the US Dupont for Chemical
Navy with Booz Plant Shutdown
Hamilton Lockheed Project- about
- on the Polaris same time as PERT
Missile/Submarine
program 1958

Both use same calculations, almost similar

Main difference is probabilistic and deterministic in time
estimation
Scheduling, PERT, Critical Path Analysis
Chapter
8
3

Gantt Chart also used in scheduling

 NETWORK
 Graphical portrayal of activities and event
 Shows dependency relationships between
tasks/activities in a project
 Clearly shows tasks that must precede
(precedence) or follow (succeeding) other
tasks in a logical manner
 Clear representation of plan – a powerful
tool for planning and controlling project

Chapter
Scheduling, PERT, Critical Path Analysis 4
8
Example of Simple Network –
Survey

Chapter 8 Scheduling, PERT, Critical Path Analysis 5

Example of Network –
More Complex

Chapter 8 Scheduling, PERT, Critical Path Analysis 6

 DEFINITION OF TERMS IN A NETWORK
 Activity : any portions of project (tasks) which required
by project, uses up resource and consumes time –
may involve labor, paper work, contractual negotiations,
machinery operations Activity on Arrow (AOA) showed as
arrow, AON – Activity on Node
 Event : beginning or ending points of one or more
activities, instantaneous point in time, also called ‘nodes’

 Network : Combination of all project activities and the events

PRECEEDING SUCCESSOR
ACTIVITY

EVENT

Chapter 8 Scheduling, PERT, Critical Path Analysis 7

Emphasis on Logic in Network
Construction
 Construction of network should be based on
logical or technical dependencies among
activities
 Example - before activity ‘Approve Drawing’ can
be started the activity ‘Prepare Drawing’ must be
completed
 Common error – build network on the basis of
time logic (a feeling for proper sequence ) see
example below

WRONG !!!

CORRECT 
Chapter 8 Scheduling, PERT, Critical Path Analysis 8
 Example 1- A simple network
Consider the list of four activities for making a simple
product:

Activity Description Immediate

predecessors
A Buy Plastic Body -
B Design Component -
C Make Component B
D Assemble product A,C

Immediate predecessors for a particular activity are

the activities that, when completed, enable the start of
the activity in question. Chapter
Scheduling, PERT, Critical Path Analysis 9
8
 Sequence of activities
 Can start work on activities A and B anytime,
since neither of these activities depends upon
the completion of prior activities.
 Activity C cannot be started until activity B has
been completed
 Activity D cannot be started until both activities
A and C have been completed.
 The graphical representation (next slide) is
referred to as the PERT/CPM network
Chapter
Scheduling, PERT, Critical Path Analysis 10
8
 Network of Four Activities

Arcs indicate project activities

A D
1 3 4

B C

Nodes correspond to the

beginning and ending of
activities

Chapter
Scheduling, PERT, Critical Path Analysis 11
8
 Example 2
Develop the network for a project with following activities
and immediate predecessors:
Activity
Immediate
predecessors
A -
B -
C B
D A, C
E C
F C
G D,E,F
Try to do for the first five (A,B,C,D,E) activities
Chapter
Scheduling, PERT, Critical Path Analysis 12
8
 Network of first five activities

A D
1 3 4

E
B

C 5

2
We need to
introduce a
dummy activity

Chapter
Scheduling, PERT, Critical Path Analysis 13
8
 Network of Seven Activities
1 A 3 D 4 G
7
dummy E
B
C 5 F
2 6
•Note
how the network correctly identifies D, E, and F as the
immediate predecessors for activity G.
•Dummy activities is used to identify precedence
relationships correctly and to eliminate possible confusion of
two or more activities having the same starting and ending
nodes
•Dummy activities have no resources (time, labor, machinery,
etc) –PERT,
Scheduling, purpose is to PRESERVE LOGIC of
Critical Path Analysis the
Chapter
8 network
14
 EXAMPLES OF THE USE OF DUMMYACTIVITY
Network concurrent activities
a
a 2

1 2 1 Dummy

b 3
b
WRONG!!! RIGHT 

Activity c not WRONG !

required for e
a
a e
d
1
b 1 b
e
d
c
2
c
WRONG
RIGHT
!!!

RIGHT 
Chapter
Scheduling, PERT, Critical Path Analysis 15
8
 WRONG!!! RIGHT!!!

a d a d
1 1

b e b
2 2 4
e

c f c f
3 3

a precedes d.
a and b precede e,
b and c precede f (a does not precede f)

Chapter
Scheduling, PERT, Critical Path Analysis 16
8
 Scheduling with activity time
Activity Immediate Completion
predecessors Time (week)
A - 5
B - 6
C A 4
D A 3
E A 1
F E 4
G D,F 14
H B,C 12
I G,H 2
Total ……51

This information indicates that the total time required to

complete activities is 51 weeks. However, we can see from the
network that several of the activities can be conducted
Chapter
Scheduling, PERT, Critical Path Analysis 17
simultaneously (A and B, for example). 8
 Earliest start & earliest finish time
 We are interested in the longest path through the
network, i.e., the critical path.

 Starting at the network’s origin (node 1) and using a

starting time of 0, we compute an earliest start
(ES) and earliest finish (EF) time for each activity
in the network.

 The expression EF = ES + t can be used to find the

earliest finish time for a given activity.
For example, for activity A, ES = 0 and t = 5; thus
the earliest finish time for activity A is
EF = 0 + 5 = 5
Chapter
Scheduling, PERT, Critical Path Analysis 18
8
 Arc with ES & EF time
EF = earliest finish time

ES = earliest start time

Activity

2
,5]
A [0
5
1
t = expected activity
time

Chapter
Scheduling, PERT, Critical Path Analysis 19
8
 Network with ES & EF time
D[5,8] 5
2 3
E[ ,1

G[
5, 6
F[ ]

4] 14
] 6

10
5
0,

0 7

,2
1 4
A[

26]
C[5,9]

4 4 ,
I[2
4
]
5

2
1 6
, 21]
B[ H[ 9
0,6 12
6 ]
3

Earliest start time rule:

The earliest start time for an activity leaving a particular node
is equal to the largest of the earliest finish times for all
activities entering the node.
Chapter
Scheduling, PERT, Critical Path Analysis 20
8
 Activity, duration, ES, EF, LS, LF
EF = earliest finish time

ES = earliest start time

Activity

3
[ 5 ,9]
C
[ 8 , 12]
4
2
LF = latest finish time
LS = latest start time

Chapter
Scheduling, PERT, Critical Path Analysis 21
8
 Latest start & latest finish time
 To find the critical path we need a backward pass calculation.

 Starting at the completion point (node 7) and using a latest

finish time (LF) of 26 for activity I, we trace back through the
network computing a latest start (LS) and latest finish time
for each activity

 The expression LS = LF – t can be used to calculate latest start

time for each activity. For example, for activity I, LF = 26 and t
= 2, thus the latest start time for activity I is
LS = 26 – 2 = 24

Chapter
Scheduling, PERT, Critical Path Analysis 22
8
 Network with LS & LF time

D[5,8] 5
2 3[7,10

G[
,1

]
E[ ] 6

10
14
] 5,6 F[ ]

4]
5

0 [6,1

,24
[10
0,

1[ 7
A[

] 5,6 4 4 ] , 26]
4

,2
I[2 ,26
C[5,9]
4[8,1
] 0,5
]
2]

0 4
2[2
5[

1 6
1] ]
9, 2
B[
0,6 H[
] ,24
6[6 12
3 12[
2] ,1
]

Latest finish time rule:

The latest finish time for an activity entering a particular node is
equal to the smallest of the latest start times for all activities
leaving the node.
Chapter
Scheduling, PERT, Critical Path Analysis 23
8
 Slack or Free Time or Float
Slack is the length of time an activity can be delayed without
affecting the completion date for the entire project.
For example, slack for C = 3 weeks, i.e Activity C can be delayed
up to 3 weeks 3
[ 5 ,9]
(start anywhere between weeks 5 and 8). C , 12]
4 [ 8
2
ES LS EF EF
5 8 9 12

LF-EF = 12 –9 =3

LS-ES = 8 – 5 = 3

LF-ES-t = 12-5-4 = 3
Chapter
Scheduling, PERT, Critical Path Analysis 24
8
Activity schedule for our example
Activity Earliest Latest Earliest Latest Slack Critical
start (ES) start (LS) finish finish (LS-ES) path
(EF) (LF)

A 0 0 5 5 0 Yes
B 0 6 6 12 6
C 5 8 9 12 3
D 5 7 8 10 2
E 5 5 6 6 0 Yes
F 6 6 10 10 0 Yes
G 10 10 24 24 0 Yes
H 9 12 21 24 3
I 24 24 26 26 0 Yes
Chapter 8 Scheduling, PERT, Critical Path Analysis 25
 IMPORTANT QUESTIONS
 What is the total time to complete the project?
 26 weeks if the individual activities are completed on schedule.

 What are the scheduled start and completion times for each
activity?
 ES, EF, LS, LF are given for each activity.

 What activities are critical and must be completed as

scheduled in order to keep the project on time?
 Critical path activities: A, E, F, G, and I.

 How long can non-critical activities be delayed before they

cause a delay in the project’s completion time
 Slack time available for all activities are
Scheduling, PERT, Critical Path Analysis given.
Chapter
26
8
Importance of Float (Slack) and
Critical Path

1. Slack or Float shows how much allowance each activity has,

i.e how long it can be delayed without affecting completion
date of project

2. Critical path is a sequence of activities from start to finish

with zero slack. Critical activities are activities on the critical
path.

3. Critical path identifies the minimum time to complete

project

4. If any activity on the critical path is shortened or extended,

Chapter
Scheduling, project time
PERT, Critical Path will be shortened or extended
Analysis accordingly
27
8
 Importance of Float (Slack) and Critical
Path (cont)
5. So, a lot of effort should be put in trying to control activities
along this path, so that project can meet due date. If any
activity is lengthened, be aware that project will not meet
deadline and some action needs to be taken.

6. If can spend resources to speed up some activity, do so only for

critical activities.

7. Don’t waste resources on non-critical activity, it will not shorten

the project time.

8. If resources can be saved by lengthening some activities, do so

for non-critical activities, up to limit of float.

9. Total Float belongs to the path

Chapter
Scheduling, PERT, Critical Path Analysis 28
8
 PERT For Dealing With Uncertainty
 So far, times can be estimated with relative certainty, confidence

 For many situations this is not possible, e.g Research,

development, new products and projects etc.

 Use 3 time estimates

m= most likely time estimate, mode.
a = optimistic time estimate,
b = pessimistic time estimate, and

Expected Value (TE) = (a + 4m + b) /6

Variance (V) = ( ( b – a) / 6 ) 2
Std Deviation (δ) = SQRT (V)

Chapter
Scheduling, PERT, Critical Path Analysis 29
8
Precedences And Project Activity Times
Immediate Optimistic Most Likely Pessimistic EXP Var S.Dev

Activity Predecessor Time Time Time TE V 

a - 10 22 22 20 4 2
b - 20 20 20 20 0 0
c - 4 10 16 10 4 2
d a 2 14 32 15 25 5
e b,c 8 8 20 10 4 2
f b,c 8 14 20 14 4 2
g b,c 4 4 4 4 0 0
h c 2 12 16 11 5.4 2.32
I g,h 6 16 38 18 28.4 5.33
j d,e 2 8 14 8 4 2

Chapter
Scheduling, PERT, Critical Path Analysis 30
8
 The complete network

d 6
2
(15,25)
j
a (8,4)
(20,4) e
(10,4)
1 f 7
3
b (14,4)
(20,0)
g
c
(4,0)
(10,4) i
(18,28.4)
h 5
4
(11,5.4)

Chapter
Scheduling, PERT, Critical Path Analysis 31
8
 Figure 8-13 The complete Network

EF=20 35
d 6
2
a (15,25) j
(20,4) (8,4)
b e
20 43
(20,0) (10,4)
f CRIT. TIME = 43
1 3 7
(14,4)
g
c (4,0)
(10,4) i
(18,28.4)
h 5
4
(11,5.4)
10 24

Chapter
Scheduling, PERT, Critical Path Analysis 32
8
 Critical Path Analysis (PERT)

Activity LS ES Slacks Critical ?

a 0 0 0 Yes

b 1 0 1

c 4 0 4

d 20 20 0 Yes

e 25 20 5

f 29 20 9

g 21 20 1

h 14 10 4

i 25 24 1

j 35 35 0 Yes

Chapter 8 Scheduling, PERT, Critical Path Analysis 33

Assume, PM promised to complete the project in the fifty days.
What are the chances of meeting that deadline?
Calculate Z, where

Z = (D-S) / V
Example,
D = 50; S(Scheduled date) = 20+15+8 =43;
V = (4+25+4) =33
Z = (50 – 43) / 5.745
= 1.22 standard deviations.

The probability value of Z = 1.22, is 0.888

1.22

Chapter
Scheduling, PERT, Critical Path Analysis 34
8
 What deadline are you 95% sure of meeting

Z value associated with 0.95 is 1.645

D = S + 5.745 (1.645)
= 43 + 9.45
= 52.45 days

Thus, there is a 95 percent chance of finishing the project

by 52.45 days.

Chapter
Scheduling, PERT, Critical Path Analysis 35
8
 Comparison Between CPM and PERT
CPM PERT
1 Uses network, calculate float or
slack, identify critical path and Same as CPM
activities, guides to monitor and
controlling project
2 Uses one value of activity time Requires 3 estimates of activity
time
Calculates mean and variance of
time
3 Used where times can be Used where times cannot be
estimated with confidence, estimated with confidence.
familiar activities Unfamiliar or new activities
4 Minimizing cost is more important Meeting time target or estimating
percent completion is more
important
5 Example: construction projects, Example: Involving new activities
building one off machines, ships, or products, research and
etc development etc
Chapter 8 Scheduling, PERT, Critical Path Analysis 36
 BENEFITS OFCPM / PERT NETWORK

Consistent framework for planning, scheduling,

monitoring, and controlling project.

• Shows interdependence of all tasks, work packages,

and work units.

• Helps proper communications between departments

and functions.

• Determines expected project completion date.

• Identifies so-called critical activities, which can delay

the project completion time.

Chapter
Scheduling, PERT, Critical Path Analysis 37
8
 BENEFITS OFCPM / PERT NETWORK (cont.)

• Identified activities with slacks that can be delayed

for specified periods without penalty, or from
which resources may be temporarily borrowed

• Determines the dates on which tasks may be

started or must be started if the project is to stay
in schedule.

• Shows which tasks must be coordinated to avoid

resource or timing conflicts.

• Shows which tasks may run in parallel to meet

project completion date
Chapter
Scheduling, PERT, Critical Path Analysis 38
8
Gantt Charts

 Since 1917; Useful for showing work vs time in

form of bar charts
e.g.

• Can draw directly or from CPM/PERT network

Chapter
Scheduling, PERT, Critical Path Analysis 39
8
 Modified PERT/CPM diagram from network

a d
1 2 6 7 Legend
e  Scheduled
3 Start
 Scheduled
f Finish
3
 Actual Progress
b  Unavailable
1 3 5  Current Date
 Milestone
Scheduled
 Milestone
c dummy Achieved
1 4

h
4

0 5 10 15 20 25 30 35 40 45
Days

Chapter
Scheduling, PERT, Critical Path Analysis 40
8
 GANTT CHART

Chapter
Scheduling, PERT, Critical Path Analysis 41
8
 Chapter
Scheduling, PERT, Critical Path Analysis 42
8
 Chapter
Scheduling, PERT, Critical Path Analysis 43
8
 Gantt Charts and CPM/PERT
Networks
Gantt Charts:

 Even though a lot of info, easy to read and ,

understand to monitor and follow progress.

 Not very good for logical constraints

 Should be used to COMPLEMENT networks,

not replace
Chapter
Scheduling, PERT, Critical Path Analysis 44
8
 RESOURCE ANALYSIS AND SCHEDULING
 Ability to carry out projects depend on the
availability
of resources

Analyze resource implication

-How requirements can be met and changes
needed

Use resources efficiently

Use network to give information about time,

Chapter

resources
Scheduling, PERT, Critical Path Analysis 45
8

and cost
 Activities D, E, F, G and H require fitters.
Construct a bar chart with activities at their EST indicating
person required and total float.

D 22222222
E
222222
Activity

F
22
G

H 2222
0 4 4 4
5 4 4 4 4
10 4 4 4 4 15
4 20

Time
Add up across all activities to get the total number of men
required. Chapter
Scheduling, PERT, Critical Path Analysis 46
8
 Convert the bar chart to a histogram

Total number of man required

14
13
12
11
10
9
8
7
6
5
4
3
2
1
0 5 10 15 20
Time

Resource analysis before scheduling

Shows: i) Variation from week to week (fitters)
ii) Maximum number of person required (12) during
week 5-6
Examine resource implication.
Chapter
Scheduling, PERT, Critical Path Analysis 47
8
 Example
If only 8 fitters are available at any period during the projects:

New bar chart:

D 22222222
E
222222
Activity

F
22
G

H 2222
0 4 4 4
5 4 4 4 4
10 4 4 4 4 15
4 20

Time
Chapter
Scheduling, PERT, Critical Path Analysis 48
8
 Additional Restriction – no fitters available until the end of
week 5.

Revised Schedule:

D 22222222
E
222222
Activity

F
22
G

H 2222
0 5 4 4104 4 4 4 15
4 4 4 4 4204

Time
Chapter
Scheduling, PERT, Critical Path Analysis 49
8
 Resource constraints relates to:
1. Variations in resource requirements
2. Resource availability

Smaller variations:
1. Easier control of the job
2. Better utilization of resources

Big variations:
1. Frequent moving of manpower
2. Require close control
3. Affect efficiency Chapter
Scheduling, PERT, Critical Path Analysis 50
8
 Total number of man required

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Time

Histogram showing large resource variations

Chapter
Scheduling, PERT, Critical Path Analysis 51
8