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PERT - CPM PPT

The document discusses the development and key differences between PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method), both of which are project management tools. PERT is suited for projects with uncertain durations, while CPM is designed for well-defined tasks. The integration of both methods aids in comprehensive project analysis, improving time management, resource efficiency, and risk mitigation.

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36 views

PERT - CPM PPT

The document discusses the development and key differences between PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method), both of which are project management tools. PERT is suited for projects with uncertain durations, while CPM is designed for well-defined tasks. The integration of both methods aids in comprehensive project analysis, improving time management, resource efficiency, and risk mitigation.

Uploaded by

calyndomingo
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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MSTCONNECT 2025 @mstconnectph

PERT - CPM

Engr. Sheigella Mary Bonganay


History
DEVELOPMENT OF
PERT
• Originated in the 1950s by the U.S. Navy for the
Polaris missile program.

• Focused on managing complex Research and


Development projects with uncertain activity
durations.
DEVELOPMENT OF
CPM
• Developed by DuPont in the 1950s for managing
construction and industrial projects.

• Geared toward projects with repetitive tasks and


well-defined durations.
Key Differences and
Integration
KEY DIFFERENCES

PERT CPM
• Program Evaluation and Review • Critical Path Method
Technique

• Used when dealing with projects where • Scheduling and cost control for well-
activity durations are uncertain. defined tasks

• Uses three estimates (Optimistic, • Uses a single fixed time estimate per
Pessimistic, and Most Likely) task

• More flexible for uncertain durations • Less flexible, suited for structured
projects

• Ideal for projects with high variability • Ideal for projects with well-defined,
and research-based tasks sequential activities
INTEGRATIONS
PERT-CPM
The two methods are often integrated for
comprehensive project analysis.

PERT and CPM are key project


management tools for planning, scheduling,
and tracking complex projects.

They help determine the shortest possible


completion time by identifying the longest
sequence of dependent tasks.
Importance and
Benefits
Why is PERT-CPM
important?
• A graphical display of project
activities for better visualization.

• An estimate of project duration.

• Insights into the most critical


activities affecting project timelines.
What are the
benefits?
• Better Time Management: Clearly
defines timelines and critical activities.

• Resource Efficiency: Helps allocate


resources to high-priority tasks.

• Risk Mitigation: Identifies potential delays


and provides mitigation strategies.

• Cost Control: Enables cost-benefit


analysis of crashing activities.

• Improved Communication: Provides a


clear roadmap for stakeholders.
Application
Project Planning
• Define all activities (e.g., excavation,
foundation, structural works,
roofing, finishing).

• Determine the sequence of


activities and dependencies.
Time Estimation
(PERT)
• Estimate the optimistic, pessimistic,
and most likely durations for
uncertain tasks.

• Use the expected time formula to


plan activity durations.
Scheduling (CPM)
• Use deterministic durations to
create a project schedule.

• Identify the critical path to focus


resources on critical activities.
Monitoring and
Control
• Track progress against the critical
path.

• Reallocate resources or crash


activities as needed to stay on
schedule.
Resource
Optimization
• Use slack times (non-critical activities)
to optimize resource allocation
without affecting the project
duration.
Key Terminologies
General Terminologies

Activity
A task or set of tasks required to complete a project. It consumes resources and time

Event (Node)
A specific point in time signifying the start or completion of one or more activities

Network Diagram
A graphical representation of a project’s activities and their sequence

Predecessor Activity
An activity that must be completed before another activity can start

Successor Activity
An activity that cannot start until another activity is completed
PERT-Specific Terminologies

Optimistic Time (O)


The minimum time required to complete an activity under ideal conditions

Most Likely Time (M)


The best estimate of the time required to complete an activity, assuming normal conditions

Pessimistic Time (P)


The maximum time required to complete an activity under adverse conditions.

Expected Time (TE)


The weighted average of the optimistic, most likely, and pessimistic times

Drag/Slack Time
The amount of time an activity can be delayed without affecting the overall project duration
CPM-Specific Terminologies
Critical Path
The longest path through the network diagram, determining the shortest possible project
duration. It has zero slack

Earliest Start Time (ES)


The earliest time an activity can begin without delaying the project

Earliest Finish Time (EF)


The earliest time an activity can be completed
EF = ES + Duration

Latest Start Time (LS)


The latest time an activity can begin without delaying the project
LS = LF - Duration
CPM-Specific Terminologies
Latest Finish Time (LF)
The latest time an activity can be completed without delaying the project

Total Float
The total amount of time an activity can be delayed without affecting the project’s completion
date
TF = LS – ES
TF = LF – EF

Free Float
The amount of time an activity can be delayed without affecting the start of any successor
activities.
FF = ES of next activity – ES of current activity – Duration of current
FF = EF – ES of the next activity
PERT applies an
“Activity-on-Arrow”
network diagram,
CPM applies an
“Activity-on-Node”
network diagram.
Activity-on-Arrow
A B C D means the network diagram
S 1 2 3 E depicts each milestone event as
a node and shows the activity
information on the arrows
joining each milestone event.

Activity-on-Node
3 3 3 1 shows the activity information as
A B C D E a node, and links one activity to
the next, rather than linking one
milestone to the next.
PROCEED TO EXCEL
MSTCONNECT 2025 mstconnectph

Breakslides
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MSTCONNECT 2025 @mstconnectph

CONTACT US

For Training Needs


[email protected]
0919 697 5883 / 09268303830
www.mstconnectph.com
For Exclusive Corporate Trainings
Block 1 Lot 1 WAM Building, Angeles City, Pampanga,
09610251142 2009

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