Basics Of PERT/CPM

PERT=Project Evaluation & Review Technique

CPM = Critical Path Method

 Network

• Network is a graphic representation of a

project's operations
• Network is composed of activities and events
that must be completed to reach the end of the
objective of a project
• Network showing the planning sequence of
their accomplishment, their dependence and
inter-relationships.
 Basic Component
• Activity is a task, or item of work to be done,
that consume time, effort, money or other
resources. Its lies between two events. An
activity is presented by an arrow its head
indicating the sequence in which the events are
to occur
• Events is the start (beginning) or completion
(end) of some activity and as such it consume no
time, no resources. It is known as NODE.
 i Activity
j
Starting Event Completion Event
Predecessor Activity: an activity which must be completed
before one or more other activities start is known as
predecessor activity(i predecessor j )

Successor activity: an activity which started immediately

after one or more of other activities are Completed is known
as successor activity (j successor i)

Dummy activity: an activity which does not consume either

any resource and time is known as dummy activity (dotted
line in the network)
 Local Sequencing
• The entire project may be considered as a
series of activities which being only after
another activity completed
• This types of relationship is called
constrains which are represent by
inequalities [eg. A>B (the activity A must
be completed before the start of activity
B)]
 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 B must finish before either of
B C 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
D
 Errors in Network Diagram
• Looping : if an activity were represented as
going back in time
B
A

• Close loop produced endless cycle in

computer programmes without a built-in
routine for detection of identification of the
cycle
Cycles
•A cycle is any path of jobs that leads back into itself.
•It represents logical error. It has to be removed before
scheduling computation.
•A job list with cycles cannot be put in topological
order.
 Errors in Network Diagram
• Dangling :No activity should end without being
joined to maintain the continuity of the system.
Such end – events other then the end of the
projects as a whole are called dangling events

B E
A

C F
D
Dangling

Dummy
 The CPM Diagram

• “Tasks” are Arrows • “Events” are Circles

• “Critical Tasks” are Thick Arrows
• “Dummy Tasks” are Dashed Arrows
 Rules for Network Construction
1. Each activity is represented by one and only one arrow
2. Each activity must be identify by its starting and end node
–Two activities should not be identified by the same completion events
–Activity must be represented by their symbol or corresponding order pair of
starting and completion events
–Nodes are numbered to identify an activity uniquely.
3. Between any pair of nodes, there should be one and only one
activity
4. Arrow should be kept straight or not curved or bent.
5. The logical sequence between activities must follow following
rules
- An event cannot occur until all the incoming activities into it have been
completed
- An activity cannot start unless all the preceding activities on which it
depends have been completed
- Dummy activities should only be introduced if obviously necessary
 Numbering the Events
• Event number should be unique.
• Event numbering should be carried out on a
sequential basis from left to right.
• The initial event which has all outgoing arrows
with no incoming arrows is numbered 0 or 1
• The head of an arrow should always bear a
number higher than the one assigned at all tail of
the arrow.
• Gaps should be left in the sequence of event
numbering to accommodate subsequent inclusion
of activities, if necessary.
Illustration - 1
A is the first step and precedes B and C
C precedes D and E.
B follows D (D is a precedes of B) and precedes E.
D, E is successor of F.

B
3
0 A
1
C D

5
E
F

6
2
 Activity on node diagram
• A is the first step and precedes B and C (A < B, C)
• C precedes D and E.
• B follows D and precedes E.
• D, E is successor of F.

B
A
C
 Activity on node diagram
• A is the first step and precedes B and C
• C precedes D and E. (C < D, E)
• B follows D and precedes E.
• D, E is successor of F.

B D
A
C E
 Activity on node diagram
• A is the first step and precedes B and C
• C precedes D and E.
• B follows D and precedes E. (D < B > E)
• D, E is successor of F.

B D
A
C E
 Activity on node diagram
• A is the first step and precedes B and C
• C precedes D and E.
• B follows D and precedes E.
• D, E is successor of F. (F < D, E )

B D
A F
C E
 Illustration - 2
Construct the network diagram comprising activities B, C,
…, Q and N such that the following constraints are
satisfies B > E, F; C > G, L; E, G > H; L, H > I; L > M; H
> N; H > J; I,J > P; P > Q.
5 H 6 I
E 9
2 J 10
F
B 3 P
1
C G 11
4 Q
L
7 M 8 N 12
 B < E, F;
C < G, L;
E, G < H;
L, H < I;
F L < M;
B N H < N;
H < J;
E H I P Q
G
I,J < P;
C J P < Q.

L M
 Illustration - 3
Construct the network diagram comprising activities
A, B, C > NONE;
A <D
B, C < E
A<F F
C<G H
H < D, E, F D I N
D<I
G < J, K A
H, J < L B E L
K<M
I, L < N C
J
G

K M
 Illustration - 3
Construct the network diagram comprising activities
A, B, C > NONE;
A>D
B, C > E
A>F
C>G
H > D, E, F
D>I
G > J, K
H, J > L
K>M
I, L > N
 Illustration - 4
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".
 3(3)
1(6) 5(4)
13 7(1) 8(6)
14 20
5
2(2) 9(3)
10(1)
4(2) 6(1)
23
21

11(1)

24
 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
 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
 Critical Path Analysis

• The objective of critical path analysis is to estimate

the total project duration
– Total duration needed for the completion of the project
– The activities of the project as being critical or non-critical

•An Activity in a network diagram is said to be

critical is the delay in its start will further delay the
project completion time.
 Critical Path Analysis

• The following terms shall be used in the

critical path calculation

– Ei = Earliest occurrence time of event i

– Lj = Latest occurrence time of event j
– Tij = duration of the activity (i, j)
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
•From the data given below draw network, find earliest start time,
earliest finish time, latest start time, latest finish time, total float,
Free float and independence float time

Activity To Tm Tp
12 12 16 17
13 14 18 19
23 17 18 19
24 10 20 25
25 12 15 18
34 13 15 17
47 16 19 22
56 11 13 15
57 12 15 18
67 14 18 22
 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
• ES and EF Times f, 15
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

• ES and EF Times f, 15
6 21
g, 17 h, 9
a, 6
6 23 21 30
0 6 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
6 23 24 33
0 6 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
9 24
21 30
a, 6 g, 17
6 23 24 33
0 6 i, 6
3 9 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
CPM Example
Example
• Float
f, 15
3 6 21 h, 9
9 24
21 30
a, 6 g, 17 3
6 23 24 33
i, 6
3 0 6 4
10 27
3 9 4 23 29
b, 8 27 33
0 8 d, 13 j, 12
0
0 8 0 8 21 21 33
8 21 0
c, 5 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 Example
PERT Network
5 10
10 15
D,5
0 5
5 9
0 5 15 21
5 9
A,5 E,4 H,6 J,6 15 21
9 15
5 8 9 15
5 9 C,4
9 16
B,8 8 9 I,7
0 8 11 18
8 9 F,1 K,3
1 9 16 19
G,2
18 21
A, E, H, J 8 10

A, C, F, H, J 16 18
 Critical Path Analysis
• A critical path consists that set of dependent tasks
(each dependent on the preceding one), which
together take the longest time to complete.
• One way is to draw critical path tasks with a double
line instead of a single line.
• The critical path for any given method may shift as
the project progresses; this can happen when tasks
are completed either behind or ahead of schedule,
causing other tasks which may still be on schedule
to fall on the new critical path
 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 = =2
6
 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-
Z=

where  = tp = project mean time
 = 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 5 7
 PERT Example
PERT Network

A E H J

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
path = sqrt(Vpath)
path = 1.414
z = (24 - 23)/(24-23)/1.414 = .71
From the Standard Normal Distribution table:
P(z < .71) = .5 + .2612 = .7612
Given for the following network are three time estimates for various
activities.
Find the critical path. What is the probability of completing the
project within 24 days?

Activity To Tm Tp
12 3 4 5
13 1 2 3
23 6 8 10
24 0 0 0
25 2 5 8
34 3 5 7
47 6 9 12
56 1 1 1
57 2 5 8
67 4 8 12
 (a) Draw the activity network of the project
(b) Find total float for each activity. Using above
information crash the activity step by step until all
path are critical.
Activity Normal time Crash time
1-2 20 (50) 17(75)
1-3 25(70) 25(70)
2-3 10(100) 8(125)
2-4 12(150) 6(300)
3-4 5(70) 2(400)
4-5 10(50) 5(300)
4-6 5(20) 3(40)
5-7 10(10) 5(25)
6-7 8(12) 3(120)
Activity Optimistic Most likely Pessimistic mean variance
time time time

1-2 18 20 34 22 7.111111
1-3 13 15 17 15 0.444444
2-3 9 10 11 10 0.111111
2-4 10 12 14 12 0.444444
3-4 4 5 6 5 0.111111
4-5 10 10 10 10 0
4-6 4 5 6 5 0.111111
5-7 10 10 10 10 0
6-7 8 8 8 8 0
 Draw the network, find expected task time and their
variance, the earliest and latest expected times to rich
each node, Critical path and what is the probability
of completing the project within 42 week?
Activity Time
12 18
13 10
24 23
25 18
2 6 20
36 19
47 10
57 8
67 4
Project consist of eight activities with
the following relevant information

Immediate
Activity Estimated duration (days)
predecessor
A - 1 1 7
B - 1 4 7
C - 2 2 8
D A 1 1 1
E B 2 5 14
F C 2 5 8
G D, E 3 6 15
H F, G 1 2 3
 We will use PERT/CPM
Analysis to determine Task
Secondary properties:
• Tail Event and Head Event
• Earliest Start, Earliest Complete
• Latest Start, Latest Complete
• Critical / Non-Critical Status
• Total Float, Free Float
• Scheduled Start, Scheduled Complete
• Actual Staffing, Duration, and Variable Costs
We will then use Task Secondary
Properties to generate Project
Management Tools:

• Gantt Chart (Project Schedule)

• Manpower Chart
• Expenditure Curves
• Project Completion (PC)
 Generate Initial CPM Diagram
• Must strictly enforce all prerequisite relationships.
• Number of events is initially unknown
• Critical path is initially unknown
• Iterative Process
• Try to minimize number of Dummy Tasks
 CPM Hint #1

• Add or remove events at your pleasure.

• Do not number events until last.
 CPM Hint #2

• The initial event is the Tail Event for all

tasks which have empty prerequisite sets
(Initial Tasks).
• The Final Event is the Head Event for all
tasks which are not members of any
prerequisite set (Final Tasks).
 CPM Hint #3

• Tasks which have identical prerequisite sets

have the same Tail Event
 CPM Hint #4
• Starting with the Final Tasks, work backwards,
enforcing the smallest prerequisite sets first.
• Use Dummy Tasks to enforce any prerequisites
in large sets which have already been enforced
in a smaller set.
 Finish CPM Diagram

• Remove all redundant Dummy Tasks

• Remove all redundant Events
• Number all remaining events
• Not really finished . . haven’t identified critical
tasks yet.
 Generate PERT Chart:
Enter Data for Each Task

• Task Symbol
• Tail Event
• Head Event
• Task Duration (TD)
 Forward Pass:
Determine Earliest Start (ES) and
Earliest Complete (EC)
for each Task
• For all Initial Tasks, ES = 0
• Once ES is Determined, EC equals ES plus TD.
• The ES for all tasks with tail [i] is equal to the
largest value of EC for all tasks with head [i].
• PC is the largest value of EC for all Final Tasks.
 Backward Pass:
Determine Latest Start (LS) and Latest
Complete (LC)
for each Task

• For all Final Tasks, LC = PC

• Once LC is Determined, LS equals LC minus TD.
• The LC for all tasks with head [j], is equal to the
smallest value of LS for all tasks with tail [j].
• At least one Initial Task must have LS = 0; none
may be negative.
 Determine Total Float (TF):
Allowable delay in start of task which
will not delay Project Completion

• For task with tail [i] and head [j],

TF[i,j] = (LC[j] – ES[i]) – TD[i,j]
• ES[i] is earliest start for all tasks with tail [i].
• LC[j] is latest complete for all tasks with head [j].
 Determine Free Float (FF):
Allowable delay in start of task which
will not delay start of any other task.

• For task with tail [i] and head [j],

FF[i,j] = ES[j] - ES[i] - TD[i, j]
= ES[j] - EC[i,j]
• If [j] is the final event, use PC for ES[j]
 Determine Critical Path

• All Tasks with zero Total Float are Critical.

• Any delay in these Tasks will delay Project
Completion.
• Darken these Tasks to finish CPM Diagram.