Oueshon Id-630680341040

Given fSwes Opthon IA> 6306801326594

CovTect Answeoption
TÀS68068 o\3Z001
Refevence Book ’ Peoject Planin a l Conhol with PERT C
B.C. fonia/K.k. Khandelwot (Pg-186 |12 )
Cueshon Consider the follouwing Aetiuity pbeclece Sso selahonshp.
|Aehyity |Paedeces6oSchedwecd Duzahon Queshon:
* The client imposes fine fos delay
aftes
| of Soo0 peo ek week.
time
R 5 8 weeks. IÆ the completion
S 2
oF Achuty P is exten dle to
+ weekS,the to tal Fine imposed by
the client i5 ?
Solution - As giuer on Page 186 of gefesence book meniond above
(see attachment fos ve ference|, riti cal path is longest path through netaek
ond time along ihó pah qves praject duzahion
P =t u e e k s
Ah= 4weeks
P=3uyeek

R:Sweeks R 5 weeks
UPdatec
S=2 week5 aT:6weeks Netuok 5=2 weeks
T =6weeks

¥* Fi9 b) Netwerk when complehon

Coitical pabh >I-3-4l6-T) tirme toof Achuity Pextenelsd
Duationeeks weeks
*** New Goitical Path >-2-4()
(e-)
** updated curohen=(| weeks
.. Delay (Extoa time Begend wwecks) = I\l tweeks - 9seeks =Beeks
Delay3 weeks.
Fine colected by Client 7 So0o per uweek (Guer
Total Fine = 7 Sooo X 3uweeks = ISooo
Thevefose Coryect Answer tos above queshon 1515000
Corre ct Option Td) 63068o1326545
See Attoachment Pa 186/184 of Re ference book mnenioned above
PROJECT PLANNING AND CONTROL

WITH

PERT
AND

CPM

Dr. B.C.PUNMIA
K.K.KHANDELWAL
 PROJECT PLANNING AND CONTROL
WITH

PERT
AND

CPM

By
Dr. B.C. PUNMIA
B.E. (Hons.), M.E. (Hons.), Ph.D.
Formerly,
DEAN FACULTY OF ENGINEERING
M.B.M. ENGINEERING COLLEGE,
JODHPUR
AND
KK, KBANDELWAL
B.E. (Hons.), I.A.S.

LAXMI PUBLICATIONS (P) LTD

BANGALORE CHENNAI COCHIN GUWAHATI
HYDERABAD JALANDHAR KOLKATA LUCKNOW
MUMBAI RANCHI
NEW DELHI
8.10. CRITICAL ACTIVITIES AND CRITICAL PATH
Out of the various types of floats, total float is the most useful.
Since the total float is the difference between maximum available
time and the activity duration, there are three possibilities :

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186 CPM : NETWORK ANALYSIS

() It may have a negative value, if the time availability is less

than activity duration.
(i) It may have a zero value of the time availability is equal
to the activity duration.
(iüi) It may have a positive value if time availability exceeds
the activity duration.
This information about the degree of the total float is very
useful as regards the criticality ofthe activity. There may be various
sequences of activities, leading the initial event to the final event.
These activities can be classed on the basis of the degree of the float
as under:
(a) Super Critical Activity When the float of the activity is
negative ; such activity demands
very special attention and action.
(6) Critical Activity : When loat iszero: such activity
demands above normal attention
with no freedom of action.
(c) Sub-Critical Activity : When the float is positive,
demandingnormal attention, but
allowing some freedom of action.
Negative loat results when the activity completion time is
more than the available time. Such negative float, though possible,
indicates an abnormal situation requiring a decision on how to
compress the network, i.e. an attempt is to be made by employing
more resources so as to make total float zero or positive from the
original negative value. Naturally,compression of a network would
mean additional cost. This concept of time-cost analysis will be
discussed in the next chapter.
The critical path, as already defined, is the longest path
through the network and time along this path gives the project
duration. Critical path joins those activities which are critical.
Critical path can be easily determined with the help ot total jloat
calculations. The activities on the critical path are those activities
that have total float equal to zero. The activities that control the
project duration are the ones that have zero total float and form
continuous chain (or path) starting at the first node and ending with
the last node.
CPM : NETWORK ANALYSIS 187

The critical path for the network of Fig. 8.6 is shown by thick
lines in Fig. 8.16, along with the activities start and finish times
marked.
T¹= 10
=8 KEY
Description (EST ;EFT),
Duration (LST ; LFT)
10)
18)

A ( O

12(D(1208:;2B;44)0)
(18;26) 10:18) 4;40))
T¸ = 40
T=0
(21:03 18

G(18;26)
8(18; 26)
Te=26
(9
T
I(26;34)
10(30 ;40)
26 s4:40)
T= 40 Te= 52
K(40;52)
12(40; 52)
8
T= 52
TË=0 18) 18)
6(12;
E(12;

F(12; 17) 6)'E34

Te= 12(3 s(29:34) T 34
TË= 12

FIG. 8.17. CRITICAL PATH.

From the above, the following points are noteworthy.
1. Critical path starts from the initial event and ends at.the
end event of the network. All events and activities lying along the
critical path are critical for the completion of the activities. Thus
events 1, 3, 4, 5, 6, 7 and 8 are critical, and activities 1-3, 3-4, 4-5,
5-6, 6-7 and 7-8 are critical.
2. Critical path passes through those events where slack is
zero. Although, this is necessary condition but it is not sufficient.
This 1s evident irom the tact that thougn events 3 and o are crnuIcal
but activity 3-6 (connecting events 3 and 6) is not critical. In order
to identify the critical path, the float concept is more useful since it
provides both the necessary and sufficient condition for the activity
to be critical. This explains the basic difference in approach for
determining critical path via event-oriented slack philosophy (used
in PERT) and activity oriented float philosophy.
3. There can be more than one critical path in a network, and
depending upon the total float value, degree of criticality can be
assigned to a particular path.
4. Non-critical activities have flexibilities in their start time
or finish time.