Critical path and pert

Project Management
CPM/PERT

vikramthadeshvar@hotmail.com 1

What exactly is a project?
PM 1 – I’m in charge of the construction of a retail development in the
centre of a large town. There are 26 retail units and a super market in
the complex. My main responsibilities are to co-ordinate the work of
the various contractors to ensure that the project is completed to
specification, within budget and on time.
PM 2 – I am directing a team of research scientists. We are running
trials on a new analgesic drug on behalf of a pharmaceutical company.
It is my responsibility to design the experiments and make sure that
proper scientific and legal procedures are followed, so that our results
can be subjected to independent statistical analysis.
PM 3- The international aid agency which employs me is sending me to
New Delhi to organize the introduction of multimedia resources at a
teachers’ training college. My role is quite complex. I have to make
sure that appropriate resources are purchased- and in some cases
developed within the college. I also have to encourage the acceptance
of these resources by lecturers and students within the2college.
vikramthadeshvar@hotmail.com

f a reex d a sup he work
ion o nitl an nate t
struc tail u p -ordi
t s
ed to
the c re 26 re com o co s compl
PM o n et
2– e of er e a are t ject i
I am a r g ilntg he pro
i ies
trial ch d n. Th
It is – Iom an e tirwct esponsipi hat t
s ni b
’ n oe i
M 1 of a l g a m r
Ppro my resarewy naai ng a teosure n time. p t
prer
e p.oM lges to hnm nd o
ent scpeex nsib actorsiAd et a of r s ga
canc m i lntif ontrility Aud rug
c
th e sub ous cic a hinto n on esearch
beco b
ijec , wid
var tied ntl desie
the nt
o o egal gw t behalf scienti
n h
ificat inde proc de ex of a p sts. W
spec e d u r p er i h
pen
den reu men armac e are ru
t st a s g r e fa ts a eu t i
ti st i o ll o nd m cal c inninge to
ca l wed s me ks sendong m
anemploy so a i e su mpt ny
ich alysis , ahresonre es aa a . s
id a gency wh i tuat eu tc thatke
. ed t d o u
lt im
ion of mu nges. I havertresua
la
ternationa om
PM 3- The in
i t o or g anize the
i nt r oduc t
y ro lofs te i e
e i qu atchoimpldxin some caseslts
c
New Delh llege.tMod purchased- an
ing co e h es are acceptanc
e
in
te achers’ tra
propeiw
msourc so have to encourage thoellege.
r ate re
p n
sure that a A thin the college. I a
l c
nt s w i t hi n t he
develope d wi rs a nd s t ude
ces by l e c t ur e
of the se is sourdefined by the type of outcome it is 3 up to achieve
re
Project not set

Project
A project is a temporary endeavour involving a connected sequence of
activities and a range of resources, which is designed to achieve a
specific and unique outcome and which operates within time, cost
and quality constraints and which is often used to introduce change.
Characteristic of a project
A unique, one-time operational activity or effort
Requires the completion of a large number of interrelated activities
Established to achieve specific objective
Resources, such as time and/or money, are limited
Typically has its own management structure
Need leadership


Examples
– constructing houses, factories, shopping malls,
athletic stadiums or arenas
– developing military weapons systems, aircrafts,
new ships
– launching satellite systems
– constructing oil pipelines
– developing and implementing new computer
systems
– planning concert, football games, or basketball
tournaments
– introducing new products into market


What is project management
• The application of a collection of tools and techniques
to direct the use of diverse resources towards the
accomplishment of a unique, complex, one time task
within time, cost and quality constraints.
• Its origins lie in World War II, when the military
authorities used the techniques of operational research
to plan the optimum use of resources.
• One of these techniques was the use of networks to
represent a system of related activities


Project Management Process
• Project planning
• Project scheduling
• Project control
• Project team
– made up of individuals from various areas and departments within a
company
• Matrix organization
– a team structure with members from functional areas, depending on skills
required
• Project Manager
– most important member of project team
• Scope statement
– a document that provides an understanding, justification, and expected result
of a project
• Statement of work
– written description of objectives of a project
• Organizational Breakdown Structure
– a chart that shows which organizational units are responsible for work items
• Responsibility Assignment Matrix
vikramthadeshvar@hotmail.com a project
– shows who is responsible for work in 7

Work breakdown structure
• A method of breaking down a project into individual
elements ( components, subcomponents, activities and
tasks) in a hierarchical structure which can be scheduled
and cost
• It defines tasks that can be completed independently of
other tasks, facilitating resource allocation, assignment
of responsibilities and measurement and control of the
project
• It is foundation of project planning
• It is developed before identification of dependencies and
estimation of activity durations
• It can be used to identity the tasks in the CPM and PERT


Work Breakdown Structure for Computer Order
Processing System Project


Project Planning
• Resource Availability and/or Limits
– Due date, late penalties, early completion
incentives
– Budget
• Activity Information
– Identify all required activities
– Estimate the resources required (time) to complete
each activity
– Immediate predecessor(s) to each activity needed
to create interrelationships

Project Scheduling and Control Techniques
Gantt Chart
Critical Path Method (CPM)
Program Evaluation and Review Technique (PERT)


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)
– U S Navy (1958) for the POLARIS missile program
– Multiple task time estimates (probabilistic nature)
– Activity-on-arrow network construction
– Non-repetitive jobs (R & D work)


Project Network
• 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
–vikramthadeshvar@hotmail.com
Does not require any time of effort 14

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
Lay Dummy
foundation
2 0 Build Finish
3 1 house work
1 2 4 6 7
Design house Order and 3 1
and obtain receive Select 1 1 Select
financing materials paint carpet
5

AON Project Network for House
Lay foundations Build house
2 4
Finish work
2 3
7
Start 1 1
3
Design house and 6
3
obtain financing 5 1
1
1 Select carpet
Order and receive
materials
Select paint 16

Situations in network diagram
B
A A must finish before either B or C can start

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

A B
A must finish before B can start
Dummy both A and C must finish before D can start
C vikramthadeshvar@hotmail.com
17
D

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 ?


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".


Questions to prepare activity network
• Is this a Start Activity?
• Is this a Finish Activity?
• What Activity Precedes this?
• What Activity Follows this?
• What Activity is Concurrent with this?


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


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
Backward Pass
Latest Start Time (LS)
Latest time an activity can start without delaying critical path
time
LS= LF - t
Latest finish time (LF)
latest time an activity can be completed without delaying
critical path time
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 activity’s 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


CPM Example:
• CPM Network
f, 15

g, 17 h, 9
a, 6
i, 6

b, 8
d, 13 j, 12

c, 5
e, 9


CPM Example
• ES and EF Times f, 15

g, 17 h, 9
a, 6
0 6 i, 6

b, 8
0 8 d, 13 j, 12

c, 5
0 5 e, 9


CPM Example
6 21
g, 17 h, 9
a, 6
0 6 6 23 i, 6

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

CPM Example

6 21
g, 17 h, 9
a, 6
21 30
0 6 6 23 i, 6
23 29
b, 8
0 8 d, 13 j, 12
8 21 21 33
c, 5
0 5 e, 9
Project’s EF = 33
5 14

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

CPM Example
• LS and LF Times f, 15
6 21
h, 9
18 24
21 30
a, 6 g, 17
24 33
0 6 6 23 i, 6
4 10 10 27 23 29
b, 8 27 33
0 8 d, 13 j, 12
0 8 8 21 21 33
c, 5 8 21 21 33
0 5 e, 9
7 12 5 14
12 21

CPM Example
• Float
f, 15
3 6 21 h, 9
9 24
a, 6 g, 17 3 21 30
24 33
6 23 i, 6
3 0 6 4
3 9 10 27
4 23 29
b, 8 27 33
0 8 d, 13 j, 12
0
0 8 0 8 21 0 21 33
c, 5 8 21 21 33
0 5 e, 9
7
7 12 7 5 14
12 21

CPM Example
• Critical Path f, 15

g, 17 h, 9
a, 6
i, 6

b, 8
d, 13 j, 12

c, 5
e, 9


PERT
• PERT is based on the assumption that an activity’s duration
follows a probability distribution instead of being a single value
• Three time estimates are required to compute the parameters of
an activity’s 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
activity’s duration
– optimistic time (to ) - the time the activity would take if things
did go well

Mean (expected time): te =
tp + 4 tm + to
6
2
tp - to
Variance: Vt =σ = 2
vikramthadeshvar@hotmail.com 6 33

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.


Probability computation
Determine probability that project is completed within specified
time
x-µ
Z=
σ
where µ = tp = project mean time
σ = project standard mean time
x = (proposed ) specified time


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
K G,I 3
vikramthadeshvar@hotmail.com 5 37 7

PERT Example
PERT Network

D

A E H J

C

B I K
F

G


PERT Example
Activity Expected Time Variance
A 6 4/9
B 4 4/9
C 3 0
D 5 1/9
E 1 1/36
F 4 1/9
G 2 4/9
H 6 1/9
I 5 1
J 3 1/9
K 5 4/9

PERT Example
Activity ES EF LS LF Slack
A 0 6 0 6 0 *critical
B 0 4 5 9 5
C 6 9 6 9 0*
D 6 11 15 20 9
E 6 7 12 13 6
F 9 13 9 13 0*
G 9 11 16 18 7
H 13 19 14 20 1
I 13 18 13 18 0*
J 19 22 20 23 1
K 18 23 18 23 0*


PERT Example

Vpath = VA + VC + VF + VI + VK
= 4/9 + 0 + 1/9 + 1 + 4/9
= 2
σpath = 1.414
z = (24 - 23)/σ = (24-23)/1.414 = .71
From the Standard Normal Distribution table:
P(z < .71) = .5 + .2612 = .7612


PROJECT COST


Cost consideration in project
• Project managers may have the option or requirement to crash the
project, or accelerate the completion of the project.
• This is accomplished by reducing the length of the critical
path(s).
• The length of the critical path is reduced by reducing the duration
of the activities on the critical path.
• If each activity requires the expenditure of an amount of money
to reduce its duration by one unit of time, then the project
manager selects the least cost critical activity, reduces it by one
time unit, and traces that change through the remainder of the
network.
• As a result of a reduction in an activity’s time, a new critical path
may be created.
• When there is more than one critical path, each of the critical
paths must be reduced.
• If the length of the project needs to be reduced further, the

Project Crashing
• Crashing
– reducing project time by expending additional resources
• Crash time
– an amount of time an activity is reduced
• Crash cost
– cost of reducing activity time
• Goal
– reduce project duration at minimum cost


Activity crashing

Crash
cost Crashing activity
Activity cost

Slope = crash cost per unit time

Normal Activity
Normal
cost
Normal
time
Crash Activity time
time

Time-Cost Relationship
 Crashing costs increase as project duration decreases
 Indirect costs increase as project duration increases
 Reduce project length as long as crashing costs are less than
indirect costs
Time-Cost Tradeoff
Min total cost = Total project cost
optimal project
Indirect
time
cost
cost

Direct cost

vikramthadeshvar@hotmail.com time
46

Project Crashing example

2 4
1
8 2
7
1 4
1
2

3 6
4 5 4
4


Time Cost data

Activity Normal Normal Crash Crash Allowable slope
time cost Rs time cost Rs crash time
1 12 3000 7 5000 5 400
2 8 2000 5 3500 3 500
3 4 4000 3 7000 1 3000
4 12 50000 9 71000 3 7000
5 4 500 1 1100 3 200
6 4 500 1 1100 3 200
7 4 1500 3 22000 1 7000

75000 110700


R7000
R500
Project duration = 36
2 4
8 12 R700

1
7
From…..
4
12

R400 3 6
4 5 4
4 R200
R3000
R200

R500 R7000

2 4
8 12 R700

To….. 7
1 4
7
Project 6
R400 3
5 4
duration = 31 4
4 R200
R3000
Additional cost R200
= R2000

Benefits of CPM/PERT
• Useful at many stages of project management
• Mathematically simple
• Give critical path and slack time
• Provide project documentation
• Useful in monitoring costs

CPM/PERT can answer the following important
questions:
•How long will the entire project take to be completed? What are the
risks involved?
•Which are the critical activities or tasks in the project which could
delay the entire project if they were not completed on time?
•Is the project on schedule, behind schedule or ahead of schedule?
•If the project has to be finished earlier than planned, what is the best
way vikramthadeshvar@hotmail.com
to do this at the least cost? 50

Limitations to CPM/PERT
• Clearly defined, independent and stable activities
• Specified precedence relationships
• Over emphasis on critical paths
• Deterministic CPM model
• Activity time estimates are subjective and depend on judgment
• PERT assumes a beta distribution for these time estimates, but
the actual distribution may be different
• PERT consistently underestimates the expected project
completion time due to alternate paths becoming critical

To overcome the limitation, Monte Carlo simulations can be
performed on the network to eliminate the optimistic bias


Computer Software
for Project Management

• Microsoft Project (Microsoft Corp.)
• MacProject (Claris Corp.)
• PowerProject (ASTA Development Inc.)
• Primavera Project Planner (Primavera)
• Project Scheduler (Scitor Corp.)
• Project Workbench (ABT Corp.)


Practice Example
A social project manager is faced with a project with the following
activities:
Activity Description Duration
Social work team to live in village 5w
Social research team to do survey 12w
Analyse results of survey 5w
Establish mother & child health program 14w
Establish rural credit programme 15w
Carry out immunization of under fives 4w

Draw network diagram and show the critical path.
Calculate project duration.

Practice problem
Activity Description Duration
1-2 Social work team to live in village 5w
1-3 Social research team to do survey 12w
3-4 Analyse results of survey 5w
2-4 Establish mother & child health program 14w
3-5 Establish rural credit programme 15w
4-5 Carry out immunization of under fives 4w

4
2

1 5

3

Critical path and pert

More Related Content

What's hot (20)

Similar to Critical path and pert (20)

Recently uploaded (20)

Critical path and pert