SAMARA UNIVERSITY

COLLEGE OF ENGINEERING AND TECHNOLOGY

DEPARTMENT OF CIVIL ENGINEERING

Course Title:-Construction Project Management (CPM)

Course Code:-Ceng5234

Assignment:- Individual Assignment

Instructor Name :- Ebrahim A (MSc)

Student Name:- Bekama Fikadu

Id No:-SU 1300925

Sub-Date:- 23/03/2025 GC

Samara, Afar, Ethiopia

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1. What is PERT and CPM?

PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method) are project
management tools used for planning, scheduling, and controlling projects. Both methods help
project managers identify the most important tasks and optimize resource allocation to ensure
timely project completion. Here’s a brief overview of each:

PERT (Program Evaluation and Review Technique)

1. Purpose: PERT is primarily used for projects where time is a critical factor and where there is
uncertainty in task duration. It helps in analyzing the tasks involved in completing a project.

2. Focus on Time: PERT uses a probabilistic approach to estimate task durations. It typically
involves three estimates for each task:

• Optimistic time (O): The shortest time in which the task can be completed.

• Pessimistic time (P): The longest time the task might take.

• Most likely time (M): The best estimate of the time required, assuming no problems occur.

The expected time (TE) is then calculated using the formula:

TE = O + 4M + P / 6

3. Visualization: PERT diagrams are typically represented as a network of tasks with arrows
showing dependencies.

4. Application: PERT is often used in research and development projects, where uncertainties are
high.

CPM (Critical Path Method)

1. Purpose: CPM is used for projects where the duration of tasks is known with certainty. It
focuses on identifying the longest path of dependent tasks that determines the shortest time to
complete the project.

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2. Focus on Cost and Time: CPM helps in optimizing project duration while managing costs. It
identifies critical tasks that cannot be delayed without delaying the entire project.

3. Critical Path: The critical path is the sequence of tasks that determine the minimum project
duration. Any delay in a critical task will directly affect the project completion date.

4. Visualization: CPM is also represented using a network diagram, but it emphasizes the critical
path and float (the amount of time that you can delay a task without delaying the project).

5. Application: CPM is commonly used in construction and manufacturing projects where task
durations are predictable.

2. What are the advantages of using PERT/CPM?

Using PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method)
offers several advantages for project management. Here are some key benefits of each method:

Advantages of PERT

1. Uncertainty Management: PERT is particularly useful for projects with uncertain task
durations, as it incorporates variability in estimates. This helps in better planning and risk
assessment.

2. Focus on Time: By emphasizing the time required to complete tasks, PERT allows project
managers to identify potential bottlenecks and delays, facilitating proactive management.

3. Visual Representation: PERT charts provide a clear visual representation of the project's tasks
and their interdependencies, making it easier to understand the overall project structure.

4. Improved Communication: The visual nature of PERT diagrams helps communicate project
timelines and task relationships to stakeholders, enhancing collaboration and understanding.

5. Identification of Critical Tasks: PERT helps identify which tasks are critical to project
completion, allowing project managers to focus their attention on these key activities

6. Flexibility: PERT can accommodate changes in project scope or timelines, making it

adaptable to evolving project needs.

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Advantages of CPM

1. Clear Critical Path Identification: CPM focuses on identifying the critical path, which is
essential for understanding which tasks must be completed on time to avoid project delays.

2. Resource Optimization: By analyzing task dependencies and durations, CPM helps in

allocating resources effectively, ensuring that critical tasks have the necessary support.

3. Cost Management: CPM allows project managers to evaluate the cost implications of different
scheduling options, helping to optimize both time and budget.

4. Detailed Planning: CPM provides a structured approach to project planning, breaking down
tasks into manageable components and establishing clear timelines.

5. Enhanced Scheduling: The method enables the creation of realistic schedules that account for
task dependencies and durations, improving overall project efficiency.

6. Monitoring and Control: CPM facilitates ongoing monitoring of project progress against the
planned schedule, allowing for timely adjustments if deviations occur.

7. Stakeholder Engagement: Like PERT, CPM's visual representations help communicate project
timelines and progress to stakeholders, fostering transparency and engagement.

3. Mention the applications of PERT/CPM

PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method) are widely
used in various industries for project management. Here are some common applications of both
techniques:

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Applications of PERT

1. Research and Development Projects: PERT is commonly used in RD to manage projects with
uncertain timelines, such as product development or innovation initiatives.

2. Construction Projects: In construction, PERT helps in planning complex projects where task
durations are uncertain, allowing for better coordination among contractors and subcontractors.

3. Event Planning: PERT can be applied in organizing large events or conferences, helping to
identify critical tasks and manage timelines effectively.

4. Software Development: In software engineering, PERT is used to plan and schedule software
projects, particularly when task durations are unpredictable.

5. Manufacturing: PERT can assist in managing production schedules, especially in

environments where lead times and task durations vary significantly.

Applications of CPM

1. Construction Management: CPM is extensively used in construction for scheduling activities,

resource allocation, and ensuring timely project completion by identifying the critical path.

2. Project Management in Engineering: Engineers use CPM for planning and executing
engineering projects, ensuring that all tasks are completed efficiently and on schedule.

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3. Manufacturing Operations: CPM helps in optimizing production processes by analyzing task
dependencies and minimizing downtime.

4. IT Projects: In information technology, CPM is applied to manage software development

projects, system implementations, and other IT initiatives with clear task dependencies.

5. Supply Chain Management: CPM can be used to streamline supply chain processes by
scheduling tasks related to procurement, production, and distribution.

4. Explain the terms following

i. Earliest time
ii. Latest time
iii. Total activity slack
iv. Event slack

v. Critical path

Certainly! Here are explanations for each of the terms related to project management,
particularly in the context of PERT (Program Evaluation and Review Technique) and CPM
(Critical Path Method):

i. Earliest Time

Earliest Time refers to the earliest point in time at which an activity can start or finish in a
project schedule. It is calculated based on the assumption that all preceding activities are
completed as early as possible. The earliest start time (ES) for an activity is determined by the
earliest finish time (EF) of its predecessor activities. This concept helps in identifying the
optimal schedule for project activities without delays.

ii. Latest Time

Latest Time is the latest point in time by which an activity must start or finish without delaying
the project completion date. It includes two key components: the latest start time (LS) and the
latest finish time (LF). The latest start time is calculated by working backward from the project
completion date, considering the durations of succeeding activities. This concept helps in
determining how much flexibility exists within the project schedule.
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iii. Total Activity Slack

Total Activity Slack (also known simply as "slack" or "float") is the total amount of time that an
activity can be delayed without affecting the overall project completion date. It is calculated as
the difference between the total time available for the project and the time required to complete
the activity and all subsequent activities on the critical path. Total slack can be positive, negative,
or zero:

• Positive Slack: Indicates that there is extra time available.

• Zero Slack: Indicates that the activity is on the critical path and any delay will impact the
project completion.

• Negative Slack: Indicates that the project is behind schedule.

iv. Event Slack

Event Slack refers to the amount of time that an event (or milestone) can be delayed without
delaying the subsequent events or the overall project completion date. It is calculated based on
the earliest and latest times of that event. Event slack is particularly useful for understanding how
much flexibility exists at specific points in a project timeline.

v. Critical Path

Critical Path is the sequence of activities in a project that determines the shortest possible
duration for completing the project. It is identified by analyzing the longest path through the
network diagram, considering both activity durations and dependencies. Activities on the critical
path have zero total slack, meaning any delay in these activities will directly result in a delay in
the project completion date. Identifying the critical path helps project managers focus on tasks
that are crucial for meeting deadlines and allocating resources effectively.

In summary, understanding these terms is essential for effective project scheduling and
management, allowing project managers to optimize timelines, allocate resources, and mitigate
risks associated with delays.

5. Explain the CPM in network analysis.

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The Critical Path Method (CPM) is a project management technique used for planning,
scheduling, and controlling complex projects. It helps project managers identify the longest
sequence of dependent activities, known as the critical path, which determines the shortest time
in which a project can be completed. Here’s a detailed explanation of CPM in the context of
network analysis:

Steps in CPM Analysis

1. Define the Project Scope: Identify all the activities required to complete the project.

2. Determine Dependencies: Establish the relationships between activities, identifying which

activities depend on others.

3. Create a Network Diagram: Draw a network diagram that visually represents all activities and
their dependencies.

4. Estimate Activity Durations: Assign time durations to each activity based on historical data,
expert judgment, or estimation techniques.

5. Identify the Critical Path:

• Calculate the earliest start (ES) and earliest finish (EF) times for each activity by moving
forward through the network.

• Calculate the latest start (LS) and latest finish (LF) times by moving backward through the
network.

• Determine the total float/slack for each activity (Total Float = LS - ES or LF - EF).

• The critical path is the longest path through the network with zero total float, meaning any
delay in these activities will delay the entire project.

6. Update and Monitor: As the project progresses, monitor the actual performance against the
planned schedule, updating the CPM as necessary to reflect changes or delays.

Benefits of CPM

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• Time Management: Helps in identifying critical tasks that directly affect project completion,
enabling better time management.

• Resource Allocation: Assists in allocating resources efficiently to ensure that critical tasks are
prioritized.

• Risk Management: Provides insight into potential delays and allows for proactive measures to
mitigate risks.

• Improved Communication: The visual representation of tasks and dependencies facilitates

better communication among stakeholders.

6. What are the rules for drawing network diagram? Also mention the common errors
that occur in drawing networks.

When drawing a network diagram for project management, particularly when using methods like
the Critical Path Method (CPM) or Program Evaluation and Review Technique (PERT), there
are several rules to follow to ensure clarity and accuracy. Here are the key rules for drawing
network diagrams, along with common errors that can occur:

Rules for Drawing Network Diagrams

 Rules for Drawing Network Diagram?

Rule 1
Each activity is represented by one and only one arrow in the network

Rule 2
No two activities can be identified by the same end events

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Rule 3
In order to ensure the correct precedence relationship in the arrow diagram, following
questions must be checked whenever any activity is added to the network
 What activity must be completed immediately before this activity can start?
 What activities must follow this activity?
 What activities must occur simultaneously with this activity?
In case of large network, it is essential that certain good habits be practiced to draw an
easy to follow network
 Try to avoid arrows which cross each other
 Use straight arrows
 Do not attempt to represent duration of activity by its arrow length
 Use arrows from left to right. Avoid mixing two directions, vertical and standing
arrows may be used if necessary.
 Use dummies freely in rough draft but final network should not have any
redundant dummies.
 The network has only one entry point called start event and one point of
emergence called the end event.

 Also mention the common errors that occur in drawing networks

The three types of errors are most commonly observed in drawing network diagrams

1. Dangling

To disconnect an activity before the completion of all activities in a network diagram

is known as dangling. As shown in the figure activities (5 – 10) and (6 – 7) are not the

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last activities in the network. So the diagram is wrong and indicates the error of
dangling

2. Looping or Cycling
Looping error is also known as cycling error in a network diagram. Drawing an endless loop in a
network is known as error of looping as shown in the following figure.

3. Redundancy
Unnecessarily inserting the dummy activity in network logic is known as the error of redundancy
as shown in the following diagram

7. What is the difference between PERT and CPM

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PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method) are both
project management tools used for planning, scheduling, and controlling projects. However, they
have distinct characteristics and applications. Here are the key differences between PERT and
CPM:

1. Purpose:

• PERT: Primarily used for research and development projects where the time required to
complete each task is uncertain. It focuses on analyzing the time needed to complete each task
and the overall project duration.

• CPM: Used for projects where the duration of tasks is known and predictable. It focuses on
optimizing project duration and resource allocation.

2. Nature of Activities:

• PERT: Deals with uncertain activity durations. It uses probabilistic time estimates (optimistic,
pessimistic, and most likely) to calculate expected times.

• CPM: Deals with deterministic activity durations, meaning that the time required for each task
is known and fixed.

3. Diagram Representation:

• PERT: Typically represented using a network diagram that shows the interdependencies of
tasks. The focus is on the flow of tasks and their relationships.

• CPM: Also uses a network diagram, but emphasizes the longest path through the network (the
critical path), which determines the shortest time to complete the project.

4. Focus:

• PERT: Focuses on the time aspect of project management, specifically how long the project
will take given uncertainties in task durations.

• CPM: Focuses on both time and cost management, allowing for optimization of resources and
scheduling.

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5. Application:

• PERT: Commonly used in projects that involve research, development, and other innovative
processes where uncertainty is high.

• CPM: Commonly used in construction and manufacturing projects where activities can be
planned with more certainty.

6. Critical Path:

• PERT: The concept of a critical path exists, but it is less emphasized since the focus is on
estimating time rather than managing costs.

• CPM: The critical path is a central concept, as it identifies the longest sequence of dependent
activities that determines the minimum project duration.

In summary, while both PERT and CPM are valuable project management techniques, they serve
different purposes based on the nature of the project and the level of certainty regarding task
durations.

8. What are the uses of PERT and CPM

PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method) are widely
used in project management for various purposes. Here are some of the key uses of each:

Uses of PERT:

1. Project Planning:

• PERT is used to plan complex projects by breaking them down into smaller, manageable
tasks and identifying the sequence of activities.

2. Time Estimation:

• It helps in estimating the time required to complete each task using three time estimates:
optimistic, pessimistic, and most likely. This aids in understanding the overall project duration.

3. Uncertainty Management:

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• PERT is particularly useful in projects with high uncertainty or variability in task durations,
such as research and development or innovative projects.

4. Identifying Dependencies:

• The technique helps identify dependencies between tasks, allowing project managers to
understand which tasks must be completed before others can begin.

5. Resource Allocation:

• By visualizing the project timeline, PERT assists in determining resource allocation and
scheduling to ensure timely completion of tasks.

6. Risk Analysis:

• PERT can be used to analyze risks associated with project timelines, helping managers to
prepare for potential delays and develop contingency plans.

7. Performance Measurement:

• PERT charts can be used to track progress against the planned schedule, allowing for
performance measurement and adjustments as needed.

Uses of CPM:

1. Project Scheduling:

• CPM is primarily used for scheduling project activities to ensure timely completion by
identifying the critical path—the longest sequence of dependent activities.

2. Cost Management:

• It helps in analyzing the cost implications of project schedules and optimizing resource
allocation to minimize costs while meeting deadlines.

3. Resource Optimization:

• CPM allows project managers to allocate resources efficiently, ensuring that they are utilized
effectively throughout the project lifecycle.
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4. Identifying Critical Activities:

• By identifying critical activities that directly impact project completion time, CPM helps
prioritize tasks that require close monitoring.

5. What-If Analysis:

• Project managers can use CPM to conduct what-if analyses by adjusting task durations and
resources to evaluate potential impacts on the project schedule.

6. Communication Tool:

• The visual representation of the project schedule in a CPM chart makes it an effective
communication tool for stakeholders, providing a clear overview of project timelines and
dependencies.

7. Tracking Progress:

• CPM enables ongoing tracking of project progress against the planned schedule, allowing for
timely adjustments and interventions if necessary.

In summary, both PERT and CPM serve essential roles in project management but are suited for
different types of projects. PERT is ideal for projects with uncertain activity durations, while
CPM is best for projects with predictable timelines and a focus on optimizing costs and
resources. Both techniques enhance planning, scheduling, and control, ultimately contributing to
successful project outcomes.

9. Explain the basic steps in PERT/CPM techniques

The PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method)
techniques are systematic approaches to project management that help in planning, scheduling,
and controlling complex projects. Here are the basic steps involved in both techniques:

Steps in PERT/CPM Techniques

1. Define the Project Scope:

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• Clearly outline the project's objectives, deliverables, and overall scope. This step involves
understanding what needs to be accomplished.

2. Identify Activities:

• Break down the project into specific activities or tasks that need to be completed. Each task
should have a clear start and finish.

3. Determine Dependencies:

• Identify the relationships between tasks to understand which activities must precede others.
This helps in establishing the sequence of tasks.

4. Estimate Time Durations:

• For PERT, estimate the time required for each task using three estimates: optimistic time (O),
pessimistic time (P), and most likely time (M). The expected time (TE) can be calculated using
the formula:

TE = O + 4M + P / 6

• For CPM, a single time estimate is usually used for each task.

5. Construct the Project Network Diagram:

• Create a visual representation of the project using a network diagram. In this diagram, nodes
represent tasks, and arrows indicate dependencies between them. This can be done using either a
PERT chart or a CPM chart.

6. Identify the Critical Path:

• Determine the critical path by identifying the longest sequence of dependent tasks that dictates
the minimum project duration. Tasks on this path are critical because any delay in these tasks
will directly affect the project's completion date.

7. Calculate Float/Slack Time:

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• For non-critical tasks, calculate float (or slack) time, which indicates how long a task can be
delayed without affecting the overall project timeline. This helps in resource allocation and
prioritization

8. Develop the Schedule:

• Based on the network diagram and critical path analysis, develop a project schedule that
outlines when each task will be started and completed.

9. Allocate Resources:

• Assign resources (human, financial, material) to each task based on the project schedule and
ensure that resources are available when needed.

10. Monitor and Control Progress:

• As the project progresses, regularly monitor the status of tasks against the planned schedule.
Use techniques like variance analysis to identify any deviations from the plan.

11. Update and Revise:

• Update the project schedule as necessary based on progress, changes in scope, or unforeseen
delays. Revise estimates and resource allocations as needed to keep the project on track.

12. Evaluate Project Performance:

• After project completion, conduct a performance evaluation to assess how well the project
adhered to timelines and budgets. Analyze lessons learned for future projects.

By following these steps in PERT/CPM techniques, project managers can effectively plan,
execute, and control projects, ensuring timely completion while optimizing resource use and
managing risks. Both methods provide valuable insights into project dynamics, facilitating better
decision-making throughout the project lifecycle.

10. Write the framework of PERT/CPM.

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The framework of PERT (Program Evaluation and Review Technique) and CPM (Critical Path
Method) consists of several key components and steps that guide project management processes.
Below is a structured framework outlining the main elements involved in PERT/CPM:

Framework of PERT/CPM

1. Project Definition

• Objectives: Clearly define the goals and objectives of the project.

• Scope: Outline the scope, including deliverables and boundaries of the project.

2. Activity Identification

• Task Breakdown: Break down the project into individual tasks or activities.

• Work Breakdown Structure (WBS): Create a WBS to organize tasks hierarchically.

3. Activity Sequencing

• Dependencies: Identify dependencies between tasks (which tasks must precede others).

• Precedence Relationships: Establish relationships using methods such as Finish-to-Start,

Start-to-Start, Finish-to-Finish, etc.

4. Time Estimation

• PERT Estimation:

• Optimistic Time (O)

• Most Likely Time (M)

• Pessimistic Time (P)

• Calculate Expected Time (TE) using:

TE = O + 4M + P / 6

• CPM Estimation: Use a single time estimate for each task.

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5. Network Diagram Construction

• Visual Representation: Create a network diagram (PERT chart or CPM chart) to visually
represent tasks and their dependencies.

• Nodes and Arrows: Use nodes for tasks and arrows for dependencies.

6. Critical Path Analysis

• Identify Critical Path: Determine the longest path through the network diagram, which
represents the shortest time to complete the project.

• Critical Tasks: Identify tasks on the critical path that cannot be delayed without affecting
project completion.

7. Float/Slack Calculation

• Calculate Float: Determine the float time for non-critical tasks to understand how much
they can be delayed without impacting the project timeline.

8. Project Scheduling

• Timeline Development: Develop a project schedule based on the network diagram and
critical path analysis.

• Milestones: Identify key milestones in the project timeline.

9. Resource Allocation

• Resource Planning: Allocate resources (human, financial, material) to each task based on
the schedule.

• Resource Leveling: Adjust resource assignments to avoid over-allocation or conflicts.

10. Monitoring and Control

• Progress Tracking: Regularly monitor progress against the schedule using tools like Gantt
charts or status reports.

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• Variance Analysis: Analyze deviations from the plan and identify corrective actions.

11. Updating and Revising

• Schedule Updates: Update the project schedule as necessary based on progress and
changes in scope.

• Revisions: Revise estimates and resource allocations as needed to keep the project on
track.

12. Performance Evaluation

• Post-Project Review: Conduct a review after project completion to evaluate performance

against objectives.

• Lessons Learned: Document lessons learned for future projects to improve processes.

2. A project has the following times schedule

Activity Times in weeks precedence’s
A 4 -
B 1 -
C 1 A
D 1 B
E 6 B
F 5 C, D
G 4 E
H 8 E
I 1 G
J 2 H
K 1 I,J
L 8 I,J
M 7 F, K
N 1 L,M

Construct the network and compute

i. EST, EFT, LST, LFT and float
ii. Critical path

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I . EST, EFT, LST, LFT and float

Earliest Time (ET) Lastest Time(LT)
Activit Normal Float
Start(EST Finish(EFT Start(LST Finish(LFT
y Times Time
) ) ) )
A 4 0 4 8 12 8
B 1 0 1 0 1 0
C 1 4 5 12 13 8
D 1 1 2 12 13 11
E 6 1 7 1 7 0
F 5 5 10 13 18 8
G 4 7 11 12 16 5
H 8 7 15 7 15 0
I 1 11 12 16 17 5
J 2 15 17 15 17 0
K 1 17 18 17 18 0
L 8 17 25 17 25 0
M 7 18 25 18 25 0
N 1 25 26 25 26 0

II. Critical path

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Determine path line

Path 1 = A, C, F, M, N = 4+1+5+7+1 =18

Path 2= B,D, F, M,N =1+1+5+7+1 =15

Path 3 = B, E, G, I, K, M, N = 1+6+4+1+1+7+1 =21

Path 4 = B, E, H, J, K, M, N =1+6+8+2+1+7+1 =26

Path 5 = B, E, H, J, L, N =1+6+8+2+8+1 =26

4 and 5 = 26 weeks.

The critical activities are both B,E,H,J,K,M,N and B ,E,H,J,L,N.

A ,C, D ,F,G ,I are non-critical activity.

3. Construct the network and compute standard deviation, variance and Z value (PERT)

Activity Times in weeks precedence’s

To Tm Tp
A 4 5 7 -
B 1 2 3 -
C 1 2 3 A
D 1 2 3 B
E 6 8 10 B
F 5 6 8 C, D
G 4 5 7 E
H 8 9 11 E
I 1 2 3 G
J 2 3 4 H
K 1 2 3 I,J
L 8 9 11 I,J
M 7 8 10 F, K
N 1 2 4 L,M

 SOLUTION

Step1 :- Construct the Network (PERT) Activity

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Step2 :-Calculate Expected time (Te), Standard Deviation (σ) , Variance (σ^2) for each
Activity

 For Activity A
Calculate Expected time (Te)
(¿+ tp+ 4 tm)
(Te) =
6
(Te) =¿ ¿ = 5.17
Calculate Standard Deviation (σ)

( Tp−¿ ) ( 7−4 )
σ¿
6
σ¿
6
= 0.5

Calculate Variance (σ^2)

( ) ( )
2
( Tp−¿ ) ( 7−4 ) 2
2
σ = 2
σ = = (0.5)^2 = 0.25
6 6

Least Greatest Most likely Time estimate Standard Variance

Activity time time time (¿+ tp+ 4 tm) Deviation (σ^2)
Te=
(To) (Tm) (Tp) 6
(σ)
A 4 5 7 5.17 0.5 0.25
B 1 2 3 2 0.33 0.11
C 1 2 3 2 0.33 0.11
D 1 2 3 2 0.33 0.11

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E 6 8 10 8 0.66 0.44
F 5 6 8 6.17 0.5 0.25
G 4 5 7 5.17 0.5 0.25
H 8 9 11 9.17 0.5 0.25
I 1 2 3 2 0.33 0.11
J 2 3 4 3 0.33 0.11
K 1 2 3 2 0.33 0.11
L 8 9 11 9.17 0.5 0.25
M 7 8 10 8.17 0.5 0.25
N 1 2 4 2.17 0.5 0.25

Least Greatest Most Variance

Activity time time likely time (σ^2)
precedence’s
(To) (Tm) (Tp) TF
A - 4 5 7 8 0.25
B - 1 2 3 0 0.11
C A 1 2 3 8 0.11
D B 1 2 3 11 0.11
E B 6 8 10 0 0.44
F C, D 5 6 8 8 0.25
G E 4 5 7 5 0.25
H E 8 9 11 0 0.25
I G 1 2 3 5 0.11
J H 2 3 4 0 0.11
K I,J 1 2 3 0 0.11
L I,J 8 9 11 0 0.25
M F, K 7 8 10 0 0.25
N L,M 1 2 4 0 0.25

Total variance of critical activities (Vt) ={ B , E , H , J , K , M , N ∧B , E , H , J , L , N .

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= 0.11+0.44+0.25+0.25+0.11+0.11+0.25+0.25=1.77
= 0.11+0.44+0.25+0.25+0.25+0.25=1.55

Standard Deviation (St) =√ 1.77 =1.33

TD−TE 30−26
Z= = = 3.00
St 1.33

P(Z) = 0.9989 = 99.89%

Standard Deviation (St) =√ 1.55 =1.24

TD−TE 30−26
Z= = = 3.225
St 1.24

P(Z) = 0.9994 = 99.94%

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