UNIT III NETWORK ANALYSIS and SEQUENCING 12 Hrs.

Network Analysis- CPM-Network Diagram Construction, Identification of Critical Path,

Calculation of Floats. PERT- Calculation of Estimated Time, Standard Deviation and
Probability. Sequencing- Sequencing of ‘N’ number of jobs on Two, Three, Four and N
Machines.

NETWORK ANALYSIS

3.1 PROJECT
A project defines a combination of interrelated activities that must be executed in a certain order
before the entire task can be completed. The activities are interrelated in a logical sequence in the
sense that some activities cannot start until others are completed. An activity in a project is usually
viewed as a job requiring time and possibly resources (like manpower, money, material, machinery
etc.) for its completion.
3.1.1 PHASES OF PROJECT
Any type of project scheduling consists of three basic phases namely:
 PLANNING
The planning phase is initiated by breaking down the project into distinct activities with their
associated logical sequence. The time estimates for each of the activities are then determined.
 SCHEDULING
The scheduling phase constructs a time table giving the start and finish times of each activity as
well as its relationship to the other activities in the project.
 CONTROLLING
The final phase is project control where periodic progress is reviewed and, depending upon the
situation revised time-table for the remaining part of the project is worked out.
With growing sophistication of technology, the projects at organizational level have tended to

2
become more and more complex, demanding efficient method of planning. Considering the inherent
adequacies for planning big and complex projects, some efforts were made in USA and other western
countries during 1950s to develop certain more efficient techniques. The outcome was the
development of CPM (Critical Path Method) and PERT (Project Evaluation and Report Technique),
which are two important techniques for planning and scheduling of large projects. These techniques
are most widely used in industry and services around the globe.
CPM was first developed by E. I. du Pontde Bemours & Company as an application to construction
projects and was later extended to a more advanced status by Mauchly Associates. However, PERT
was developed for the U.S. Navy by a consulting firm for scheduling the research and Project
Scheduling development activities for the Polaris missile program.
Although these two methods were developed independently, they are similar. The most important
difference is that the time estimates for the activities are assumed to be deterministic in CPM and
probabilistic in PERT. But, the underlying basis of both the techniques is the Network diagram.

3.1.2 Network Diagram

A network (or arrow) diagram is a graphic representation of the project, describing the logical
sequence and the interdependence of the activities. Moreover, construction of network diagram helps
studying all the activities more critically. The basic elements of a network diagram are Arrow and
Node

1 2

Tail Event Head Event

So, in a network diagram, an arrow is used to represent an activity, with its head indicating the
direction of progress of the concerned project.

3.1.3 Terminologies related to network diagram

 Activity
An activity represents a job or an individual operation for a project. It consumes time, money, or
resources in doing the work.
Every activity has a head event and tail event. Event 1(tail event) indicates start and event 2 (head
event) indicates completion of activity A. Activity B can start only after completion of activity A.

3
Activity A is the predecessor activity and Activity B is the successor activity.

1 2

Tail Event Head Event

 Dummy activity
An activity which does not consume time, money and resources but merely depicts the technological
dependence. It is an imaginary activity represented by a dotted line. Purpose for having a dummy
activity is to create logic and avoid ambiguity.
Ex. Sending invitation cards for a function:
A
Printing of cards
B
Collection of address
C
Despatching
A & B can be done simultaneously but C can be done only after A & B hence to get the network
logic we draw dummy activity.

2 4

Two or more activities ending in a single node is merged.

Two or more activities starting in a single node is Burst

4
3.1.4 HINTS FOR DRAWING A NETWORK DIAGRAM
(a) In network diagram, an arrow represents an activity a d each node signifies either of the
two events - start time or completion time. The length of an arrow is arbitrary. It has no
relationship with the duration of the activity. The orientation of an arrow indicates the
direction of its completion.
(b) The tail-event and head-event of an arrow represent the start and completion of the concerned
activity respectively.
(c) Only one activity can span across any given pair of events.
(d) Event numbers should not get repeated.
(e) A dummy activity follows the same logic of precedence relationship as any other normal
activity, but consumes no resource (including time).
(f) No unnecessary dummies.
(g) Crossing of arrows should be avoided.
(h) The start-time as well as the completion time of the project must be represented by unique
events.
(i) No dangling of arrows. There should not be more than one terminal node.
(j) The logic of inter-dependencies between the activities is governed by the following rules.
(i) An event can occur only when all activities leading into it, have been completed.
(ii) No activity can commence until its tail event has occurred.

3.2 Critical Path Method (CPM)

A path in a network diagram is a continuous chain of activities that connects the initial event to the
terminal event. The length of a path is the sum of the durations of all the activities those lie on it.
Critical Path defines the longest path consisting of critical activities that connects the start and end
nodes of the network. To shorten the time for completion of the project, we must reduce the duration
of the activities lying on the critical path. In order to complete the project in specified

5
time, no delay is allowed in execution of the critical activities. It may be achieved by diverting
allocated resources of non-critical activities to critical activities. However, this calls for information
on the slack of each non-critical activity and Critical Path Method finds the same. They are
extremely useful to a project-manager.

3.2.1. Steps in CPM Project Planning

1. Specify the individual activities.

2. Determine the sequence of those activities.
3. Draw a network diagram.
4. Estimate the completion time for each activity.
5. Identify the critical path (longest path through the network)
6. Update the CPM diagram as the project progresses.

1. Specify the individual activities

All the activities in the project are listed. This list can be used as the basis for adding sequence
and duration information in later steps.

2. Determine the sequence of the activities

Some activities are dependent on the completion of other activities. A list of the immediate
predecessors of each activity is useful for constructing the CPM network diagram.

3. Draw the Network Diagram

Once the activities and their sequences have been defined, the CPM diagram can be drawn. CPM

6
originally was developed as an activity on node network.

4. Estimate activity completion time

The time required to complete each activity can be estimated using past experience. CPM does not
take into account variation in the completion time.

5. Identify the Critical Path

The critical path is the longest-duration path through the network. The significance of the critical
path is that the activities that lie on it cannot be delayed without delaying the project. Because of
its impact on the entire project, critical path analysis is an important aspect of project planning.

The critical path can be identified by determining the following four parameters for each activity:

 ES - earliest start time: the earliest time at which the activity can start given that its
precedent activities must be completed first.

 EF - earliest finish time, equal to the earliest start time for the activity plus the time
required completing the activity.
 LF - latest finish time: the latest time at which the activity can be completed without
delaying the project.
 LS - Latest start time, equal to the latest finish time minus the time required to complete
the activity.

The slack time for an activity is the time between its earliest and latest start time, or between its
earliest and latest finish time. Slack is the amount of time that an activity can be delayed past its
earliest start or earliest finish without delaying the project.

The critical path is the path through the project network in which none of the activities have slack,
that is, the path for which ES=LS and EF=LF for all activities in the path. A delay in the critical
path delays the project. Similarly, to accelerate the project it is necessary to reduce the total time
required for the activities in the critical path.

7
 6. Update CPM diagram
As the project progresses, the actual task completion times will be known and the network diagram
can be updated to include this information. A new critical path may emerge, and structural changes
may be made in the network if project requirements change.

3.2.2 FLOATS IN CPM CALCULATION

Total Float
1. Total float is the time by which a particular activity can be delayed for non-critical
activity.
2. It is a difference between latest finish & earliest finish or latest start & earliest start.
3. If the total float is positive, it indicates resources are more than adequate.
4. If the total float is negative, it indicates resources are inadequate.
5. If the total float is zero, it indicates resources are thus adequate.
Free Float:
It is the portion of Total Float. It is that amount of time where the activity can be rescheduled
without affecting succeeding activity.
Free Float = Total Float – Slack of Head event
Where Slack = Latest Occurrence time – Earliest occurrence time
Individual Float
It is that amount of time where activity can be rescheduled without affecting both preceding &
succeeding activity. It is a portion of Free Float

3.2.3 CPM Benefits

• Provides a graphical view of the project.
• Predicts the time required to complete the project.
• Shows which activities are critical to maintaining the schedule and which are not.
3.2.4 CPM Limitations
While CPM is easy to understand and use, it does not consider the time variations that can have a
great impact on the completion time of a complex project. CPM was developed for complex but
fairly routine projects with minimum uncertainty in the project completion times. For less routine
projects there is more uncertainty in the completion times, and this uncertainty limits its usefulness.

8
3.3 Project Evaluation &Review Technique(PERT)

The Program Evaluation and Review Technique (PERT) is a network model that allows for
randomness in activity completion times.
A distinguishing feature of PERT is its ability to deal with uncertainty in activity completion
times. For each activity, the model usually includes three time estimates:
 Optimistic estimate (to) is a minimum time duration of any activity when everything goes
on well about the project. It can be also written as ‘a’.
 Pessimistic estimate (tp) is maximum time duration of any activity when everything goes
against our will and lot of difficulties is faced in the project. It can be also written as ‘b’.
 Most likely estimate (tm,) means the time required in normal course when something goes
on very well and something goes on bad during the project. It can be also written as ‘m’.
Then, given any activity, we compute its expected duration and variance induration are given by
the following relations.

(a) Expected duration (te) = to + 4tm + tp

6
(b) Standard deviation = tp - to
6
2
(c) Variance = tp - to
6

3.3.1 Benefits of PERT

PERT is useful because it provides the following information:
 Expected project completion time.
 Probability of completion before a specified date.
 The critical path activities that directly impact the completiontime.
 The activities that have slack time and that can lend resources to critical path activities.
• Activities start and end dates.
3.3.2 Limitations of PERT
The following are some of PERT's limitations:
 The activity time estimates are somewhat subjective and depend on judgment. In cases

9
 where there is little experience in performing an activity, the numbers may be only a guess.
In other cases, if the person or group performing the activity estimates the time there may
be bias in the estimate.
 The underestimation of the project completion time due to alternate paths becoming
critical is perhaps the most serious.

3.3.3 Basic difference between PERT and CPM

Difference Point PERT CPM

Stands for PERT stands for “Program CPM stands for “Critical Path
Evaluation and Review Method”.
Technique”.
Model It is a probabilistic model under It is a deterministic model under
which the result estimated in a manner which the result is ascertained in a
of probability. manner of certainty
Time It deals with the activities of It deals with the activities of precise
uncertain time. well known time.
Jobs It is used for onetime projects that It is used for completing of projects that
involve activities of non- involve activities of repetitive nature.
repetitive nature .
Orientation It is activity oriented in as much as It is even oriented, in as much as its
its result is calculated on the basis of results are calculated on the basis of the
the activities. events.
Dummy Activities It does not make use of dummy It makes use of dummy activities to
activities. represent the proper sequencing of the
activities.
Cost It has nothing to do with cost of a It deals with the cost of a project
project. schedules and their minimization.
Estimation t finds out expected time of each Its calculation is based on one type of
activity on the basis of three types of time estimation that is precisely known.
estimates.

10
Time PERT is restricted to time variable. CPM includes time-cost trade off.

3.4 DEFINITION OF SEQUENCING

The selection of an appropriate order for a series of jobs to be done on a finite number of service
facilities is called sequencing. The objective is to determine the optimal order of performing the
jobs in such a way that the total elapsed time will be minimum. The total cost involved may be
minimum if the total elapsed time is made minimum in the business situation.
Consider there are jobs 1,2,3,…................. n to be processed through m machines. (The machines
may be A, B, C .................. )There are actually (n!)^m combinations. The objective is to find the
technologically feasible solution, such that the total elapsed time is minimum.
.: Consider 5 jobs and 2 machines.
Possible sequences = (5!)2 = 14400. From these (14400) sequences the best sequence( having
minimum total elapsed time) has to be selected.

Consider a printing press. Each job is processed through two machines MI and M2. Documents
arrive there for printing books, articles, magazines etc. Printing is done with desired number of
copies on machine MI. Binding of the materials is done on machine M2.The press has at present,
five jobs on hand. The time estimates for printing and binding for each job are worked out as
follows:

11
 Time (hours) for
Job Printing Binding
No.
1 22 50
2 18 25
3 55 45
4 42 50
5 35 20

How do you sequence the jobs in order to minimize the finish time (the total time devoted by the
press) of all the jobs?

3.4.1 IMPORTANT TERMS

 No of machines means the number of service facilities through which the jobs must be
passed for processing.
 Processing order – is the order in which the machines are required for processing the
job.
 Processing time – is the time taken by each job at each machine.
 Total elapsed time – is the time interval between starting the first job and completing
the last job.
 Idle time – is the time during which the machine remains idle during the total elapsed
time.
 No passing rule –refers to the rule of maintaining the same order of processing for all
the jobs. Each job should be processed in the particular order.

3.4.2 ASSUMPTIONS OF SEQUENCING:

 Only one operation is carried out in a machine at a time.
 Processing times are known and they do not change.
 Each operation as well as the job once started must be completed.
 Only one machine of each type is available.
 The transportation time in moving jobs from one machine to another is negligible.

12
  No inventory aspect of the problem is considered.
 Only on completion of an operation, the next operation can start.
 Processing times are independent of the order in which the jobs are performed.
 Jobs are completely known and are ready for processing when the period under
consideration starts.

3.4.3 SEQUENCING FOR PROCESSING OF ‘n’ JOBS THROUGH TWO MACHINES

[JOHNSON’S ALGORITHM]
 Let the jobs be 1,2,3,............................... n
 Let the two machines be A & B.
 Let the processing order be A-B.
 Let the processing time in A be A1, A2, A3 ...................................................... An
 Let the processing time in B be B1, B2, B3, .............................................. Bn

STEP 1:
Examine the available processing time on Machine A & Machine B and find the smallest Value.
STEP 2:
a) If the minimum value falls on A schedule it first. If it occurs in B schedule it last.

b) If there is a tie of equal minimum values, one in A and one in B for different jobs then
schedule the job in A first and schedule the job in B last.

c) If there is a tie equal minimum values both in A, choose the job with the minimum value
in B and schedule it first and the next job consequently.

d) If there is a tie of equal minimum values both in B, choose the job with the minimum
value in A and schedule it last and the next job previously.

e) If there is a tie of equal min values both in A and B for the same job, choose the job and
schedule it either first or last. (Preferably first)

13
STEP 3:

Cancel the scheduled job along with the processing times Repeat the same procedure from step 1
till all the jobs are scheduled, to get the optimum sequence.

3.4.4 SEQUENCING FOR PROCESSING OF ‘n’ JOBS THROUGH THREE MACHINES

 Let the 3 machines be A, B and C.
 Let the processing order be ABC
 Let the jobs be 1, 2, 3,… ........................... n.
 Let the processing time in A be A1, A2, A3 ..........................................................An
 Let the processing time in B be B1, B2, B3,… .......................... Bn
 Let the processing time in C be C1, C2, C3 ................................................. Cn

The three-machine problem can be converted in to a two-machine problem and Johnson's method
can be applied for finding the optimum sequence if either of the following condition is satisfied:

[Min Processing time in A >= Max processing time in B]

OR
[Min Processing time in C >= Max processing time in B]

Convert the 3-machines in to 2 fictitious (imaginary) machines to apply Johnson's method for
finding the optimum sequence. Let the two fictitious machines be X and Y.
Xi = Ai + Bi
Yi = Bi + Ci
Follow the same procedure of Johnson's method as for 2 machines to find out the sequence.

Note : Consider all the three actual machines( A, B & C ) to find out the total elapsed time &
find idle time.

14
3.4.5 SEQUENCING FOR PROCESSING OF ‘n’ JOBS THROUGH ‘m’ MACHINES

 Let the machines be A,B ,C ............ m

 Let the processing order be ABC..m
 Let the jobs be 1,2,3,............................... n.
 Let the processing time in A be A1, A2, A3 ..........................................................An
 Let the processing time in B be B1, B2, B3,… .......................... Bn
 Let the processing time in C be C1, C2, C3 ................................................. Cn
 Let the processing time in m be m1, m2, m3.................................................. mn

The m machine problem can be converted in to a two-machine problem and Johnson's method
can be applied for finding the optimum sequence if either of the following condition is satisfied:

[Min Processing time in A >= Max processing time in B,C,D….m-1]

OR
[Min Processing time in m >= Max processing time in B,C,D….m-1]

Convert the m machines in to 2 fictitious (imaginary) machines to apply Johnson's method for
finding the optimum sequence. Let the two fictitious machines be X and Y.
Xi = Ai + Bi……(m-1)i
Yi = Bi + Ci ….mi

Follow the same procedure of Johnson's method as for 2 machines to find out the sequence.

Note : Consider all the actual machines( A, B,C,D,E, … ) to find out the total elapsed time &
find idle time.

15
 Problems

Problem 11.15. Construct the network for the following activity

data:

Solution. Network:
Critical path 1—3—5—7—8—10 with project duration of 22 weeks.

Problem. 11.17. The time estimate for the activities of a PERT

network are given

below :
(a) Draw the project network and identify all the path through
it.

(b) Determine the expected project length.

(c) Calculate the standard deviation and variance of the project

length.

(d) What is the probability that the project will be completed

1. At least 4 weeks earlier than expected time.

2. No more than 4 weeks later than expected time.

(e) The probability that the project will be completed on

schedule if the schedule completion time is 20 weeks.

(f) What should be the scheduled completion time for the

probability of completion to be 90%.

Solution. (a) Network

Critical path—1 —3—5—6

Project duration = 17 weeks.

(c) Variance of the project length is the sum of the variance of the
activities on the critical.

(d) (i) Probability that the project will be completed at least 4 week
earlier than expected time
2. Probability that the project will be completed at least 4 weeks later
than expected

Time

Expected time = 17 weeks Scheduled time =17+ 4 =21 weeks

(e) Scheduled time = 20 weeks

(f) Value of Z for P = 0.9 is 1.28 (from probability table)

Problem 11.18. Consider the PERT network given in fig.
Determine the float of each activity and identify the critical
path if the scheduled completion time for the project is 20
weeks.

Solution.
Critical path 10 - 20- 30 - 60 — 70.

Problem. 3.25. There are five jobs each of which just go

through two machines A and B in the order of AB.

Processing times are given below. Determine a sequence for

five jobs that will

minimize the elapse time and also calculate the total time.

Determine the sequence for the jobs so as to minimize the

process time. Find
total elapsed time.

Solution : Examine the columns of processing time on rn/c A and B

and find the

smallest value. If this value falls in column A, schedule the job first on
M/c, A, if this

value falls in column B, schedule the jobs last on M/c A. In this way
sequence of jobs so as to minimize the process time is

Total elapsed time = 30 hours. V

Problem 3.26. Find the sequence that minimize the total

elapsed time to complete the following Jobs. Each Job is
processed in the order of AB.
 QUESTIONS
SEQUENCING

1. Find out the optimum sequence for the jobs which are to be processed through
two machines. Machines A and B.
Jobs
1 2 3 4
Machine A 1 6 6 5
Machine B 2 8 10 3

2. Jobs
1 2 3 4
Machine A 1 6 8 5
Machine B 2 10 6 3

3. Jobs
1 2 3 4 5 6
Machine A 2 4 6 3 3 10
Machine B 4 4 8 4 9 12

4. Find out the appropriate sequence total elapse time and total idle time for jobs to
be processed through 2 machines.
Jobs
A B C D E F
Machine X 11 7 12 4 6 7
Machine Y 11 11 11 11 11 15

5. Jobs
1 2 3 4 5
Machine A 4 8 6 8 1
Machine B 3 4 7 8 5

6. Find out the appropriate sequence, idle time, and total elapsed time for processing
through 3 machines.
Jobs
1 2 3 4 5
Machine A 4 8 6 4 6
Machine B 2 3 1 1 4
Machine C 6 8 2 4 3

7. Find out the appropriate sequence, idle time, and total elapsed time for processing
through 3 machines.

15
 Jobs
A B C D E F
Machine 1 8 7 3 2 5 1
Machine 2 3 4 5 2 1 6
Machine 3 8 7 6 9 10 9

8. Find out the optimum sequence, idle time and total elapsed time for the jobs to be
processed through 4 machines.
Jobs
A B C D
Machine 1 8 8 4 3
Machine 2 4 2 1 6
Machine 3 6 8 10 12
Machine 4 14 18 20 22

9. Machines
M1 M2 M3 M4
JOB1 11 8 7 14
JOB 2 10 6 8 19
JOB 3 9 7 5 18
JOB 4 8 5 5 18

NETWORK ANALYSIS
NETWORK CONSTRUCTION AND SCHEDULING
1. Draw the network for the project given :
Activities Predecessor
A -
B -
C -
D A
E B
F B
G C
H D
I E
J H, I
K F, G

2. Draw the network for the project given :

Activities Predecessor
P -
Q -
R -
S P, Q
T R, Q

16
3. Draw the network for the project given :
Activities Predecessor
A -
B A
C A
D -
E D
F B, C, E
G F
H E
I G, H

4. Draw the network for the project given :

Activities Predecessor
A -
B -
C A, B
D B
E B
F A, B
G F, D
H F, D
I C, G
5. Draw the network for the project given :
Activities: A, D, and E can start simultaneously. Activities B, C is greater than A; G,F
greater than D, C; H> E, F.
Hint:
Activities Predecessor
A -
B A
C A
D -
E -
F D, C
G D, C
H E, F

6. A< C, D; B< E; C, E < F, G; D < H; G < I; H, I, < J.

Hint:
Activities Predecessor
A -
B -
C A
D A
E B

17
 F C, E
G C, E
H D
I G
J H, I

CRITICAL PATH METHOD

7. Draw the network and also find the critical path. Duration of each activity is given
below
A < C, D, I; B < G, F; D < G, F; F < H, K; G, H, < J; I, J, K < E.
Activities Predecessor Duration
A - 5 days
B - 3
C A 10
D A 2
E I, J, K 8
F B, D 4
G B, D 5
H F 6
I A 12
J G&H 8
K F 9

8. Draw the network and find the critical path. Also find earliest start, earliest finish,
latest start and latest finish of each activity.
Activity Duration
1-2 8 days
1-3 4
2-4 10
2-5 2
3-4 5
4-5 3

9. Draw the network and find the critical path, and also calculate floats
Activity Duration
1-2 8 days
1-3 7
1-5 12
2-3 4
2-4 10
3-4 3
3-5 5
3-6 10
4-6 7
5-6 4

18
 PROGRAM EVALUATION AND REVIEW TECHNIQUE

10. Draw the network; find the expected duration and the variance of the project. Also
find the standard deviation of the project.
Activity Optimistic time Moderate time Pessimistic time
1-2 3 5 8
1-3 3 4 9
1-4 8 10 12
2-4 14 15 16
3-4 3 4 6
2-5 1 3 5
3-5 2 4 6
4-5 3 4 6

11. Draw the network; find the expected duration and the variance of the project. Also
find the standard deviation of the project
Activity a m b
1-2 3 6 15
1-3 2 5 14
1-4 6 12 30
2-5 2 5 8
2-6 5 11 17
3-6 3 6 15
4-7 3 9 27
5-7 1 4 7
6-7 2 5 8
What is the probability that project will be completed within 27 days.
 What is the probability that project will be completed within 33 days.
 What is the probability that project will take above 33 days.
 What is the probability that project will be completed within 25 days or
probability that the project is just completed on the expected duration.
 What is the probability that project will be completed between 20-25 days.

12. Draw the network; find the expected duration and the variance of the project. Also
find the standard deviation of the project
Activity to tp tm
1-2 0.8 1.2 1
2-3 3.7 9.9 5.6
2-4 6.2 15.4 6.6
3-4 2.1 6.1 2.7
4-5 0.8 3.6 3.4
5-6 0.9 1.1 1

19
 UNIT – III RESOURCE SCHEDULING AND NETWORK ANALYSIS
MODEL QUESTION PAPER

PART - A
1. What do you mean by sequencing? Explain the objectives of sequencing.
2. Explain the procedure of sequencing.
3. What is meant by a) Total elapsed time b) Idle time.
4. Write the conditions to convert (i) 3 machines problem into 2 machines problem
(ii) 4 machines problem into 2 machines problem in sequencing.
5. Write short notes on i) Total float ii) Free float iii) Independent float
6. What do you mean by critical path?
7. Explain the procedure for constructing network diagram
8. Explain the steps in CPM project planning.
9. Differentiate between PERT and CPM.
10. What is meant by a) Project b) Earliest Start and Earliest Finish b) Latest start and Latest
finish?
11. Find the optimum Sequence for the following tasks:
Tasks
A B C D E F G H I
M1 2 5 4 9 6 8 7 5 4
Machines M2 6 8 7 4 3 9 3 8 11
12. Construct the network for the project whose activities and their precedence relationships
are as given below.
A, B, C can start simultaneously
A<F, E: B<D; C, E, D<G.

PART - B

1. The time in hours to process six known batches J1 – J6 through the washer and cooker
is given below: Batches
J1 J2 J3 J4 J5 J6
Washer (M1) 4 7 3 12 11 9
Cooker (M2) 11 7 10 8 10 13

20
 Find out the optimum sequence and also find out total elapsed time and idle time.
2. There are six jobs which must go through two machines A and B. Processing time is
given below. Find out the optimum sequence, idle time, and total elapsed time.

Job 1 2 3 4 5 6

Machine A 8 9 11 12 16 20

Machine B 7 15 10 14 13 9

3. Find out the optimum sequence, idle time, and total elapsed time for the given 3
machines problem.
Jobs
Machines 1 2 3 4 5
Machine A 4 8 6 4 6
Machine B 2 3 1 1 4
Machine C 6 8 2 4 3
4. Find out the optimum sequence, idle time and total elapsed time for the jobs to be
processed through 4 machines.

Jobs
A B C D
Machine 1 8 8 4 3
Machine 2 4 2 1 6
Machine 3 6 8 10 12
Machine 4 14 18 20 22
5. Draw the network and find the critical path. Find earliest start, earliest finish, latest
start, and latest finish of each activity.

Activity Duration Preceding Activity

21
A 6 -
B 8 A
C 4 A
D 9 B
E 2 C
F 7 D

22
6. Draw the network and find the critical path, and also calculatefloats
Activity Duration
1-2 8 days
1-3 7
1-5 12
2-3 4
2-4 10
3-4 3
3-5 5
3-6 10
4-6 7
5-6 4

7. Draw the network; find the expected duration and the variance of the project. Also
find the standard deviation of the project
Activity a m b
1-2 3 6 15
1-3 2 5 14
1-4 6 12 30
2-5 2 5 8
2-6 5 11 17
3-6 3 6 15
4-7 3 9 27
5-7 1 4 7
6-7 2 5 8
What is the probability that project will be completed within 27 days.
 What is the probability that project will be completed within 33 days.
 What is the probability that project will take above 33 days.
 What is the probability that project will be completed within 25 days or
probability that the project is just completed on the expected duration.
 What is the probability that project will be completed between 20-25 days.

23
8. Draw the network and find the critical path. Find earliest start, earliest finish, latest
start, latest finish, total float, free float and independent float for each activity.

Activity Preceding Activity Duration

A - 2
B A 6
C A 6
D B 5
E C,D 3
F - 3
G E,F 1

9. Draw the network and find the critical path. Find earliest start, earliest finish,
latest start, latest finish A< C, D; B< E; C, E < F, G; D < H; G < I; H, I, < J.
Hint:
Activities Predecessor
A -
B -
C A
D A
E B
F C, E
G C, E
H D
I G
J H, I

24
10. Draw the network; find the expected duration and the variance of the project. Also
find the standard deviation of the project
Activity To tp tm
1-2 0.8 1.2 1
2-3 3.7 9.9 5.6
2-4 6.2 15.4 6.6
3-4 2.1 6.1 2.7
4-5 0.8 3.6 3.4
5-6 0.9 1.1 1

25