PROJECT MANAGEMENT
CPM/PERT
Project
“A project is a series of activities directed
to accomplishment of a desired objective.”
Plan your work first…..then work
your plan
Network Analysis Introduction
Network analysis is the general name given to
certain specific techniques which can be used for
the planning, management and control of
projects.
One definition of a project:
“A project is a temporary endeavour undertaken to
create a "unique" product or service”
History
CPM was developed by Du Pont and the
emphasis was on the trade-off between
the cost of the project and its overall
completion time
e.g., for certain activities it may be
possible to decrease their completion
times by spending more money - how
does this affect the overall completion
time of the project?
Developed in 1950’s
History
CPM by DuPont for chemical plants
PERT by U.S. Navy for Polaris missile
PERT was developed by the US Navy for
the planning and control of the Polaris
missile program and the emphasis was on
completing the program in the shortest
possible time.
In addition PERT had the ability to cope
with uncertain activity completion times
(e.g. for a particular activity the most
likely completion time is 4 weeks but it
could be anywhere between 3 weeks and 8
weeks).
CPM - Critical Path Method
Definition: In CPM activities are shown as a network of
precedence relationships using activity-on-node network
construction
– Single estimate of activity time
– Deterministic activity times
USED IN : Production management - for the jobs of
repetitive in nature where the activity time estimates can
be predicted with considerable certainty due to the
existence of past experience.
Critical Path Method
a network-based project scheduling
procedure
used when activity times are generally
known
Longest path through a PERT network
PERT -
Project Evaluation & Review Techniques
Definition: In PERT activities are shown as a network of
precedence relationships using activity-on-arrow network
construction
– Multiple time estimates
– Probabilistic activity times
USED IN : Project management - for non-repetitive jobs
(research and development work), where the time and cost
estimates tend to be quite uncertain. This technique uses
probabilistic time estimates.
PERT
a network technique designed for
project planning and scheduling
uses probabilistic activity times
used to handle uncertain activity times
Stochastic PERT
a project scheduling technique
Activity times are of a probabilistic
nature.
Deterministic PERT
a project scheduling technique
Activity times are assumed to be
known with certainty.
Expected Time
average activity time
Beta Distribution
a probability distribution used to
describe activity times
3 Estimates of Activity Time
Optimistic Time
Most Probable Time
Pessimistic Time
Time-Cost Trade-Offs
Crashing
– Crashing an Activity
– Crashing the Project
Normal Point
Crash Point
Gantt chart
Originated by H.L.Gantt in 1918
Advantages Limitations
- Gantt charts are quite commonly used. - Do not clearly indicate details regarding
They provide an easy graphical the progress of activities
representation of when activities (might)
take place. - Do not give a clear indication of
interrelation ship between the separate
activities
CPM/PERT
These deficiencies can be eliminated to a large extent by
showing the interdependence of various activities by means of
connecting arrows called network technique.
Overtime CPM and PERT became one technique
ADVANTAGES:
– Precedence relationships
– large projects
– more efficient
The Project Network
Use of nodes and arrows
Arrows An arrow leads from tail to head directionally
– Indicate ACTIVITY, a time consuming effort that is required to
perform a part of the work.
Nodes A node is represented by a circle
- Indicate EVENT, a point in time where one or more activities start
and/or finish.
Activity on Node & Activity on Arrow
Activity on Node Activity on Arrow
- A completion of an activity - An arrow represents a task,
is represented by a node while a node is the
completion of a task
- Arrows represent order of
events
Activity Slack
Each event has two important times associated with it :
- Earliest time , Te , which is a calendar time when a event can
occur when all the predecessor events completed at the earliest
possible times
- Latest time , TL , which is the latest time the event can occur with
out delaying the subsequent events and completion of project.
Difference between the latest time and the earliest time of an event
is the slack time for that event
Positive slack : Slack is the amount of time an event can be delayed
without delaying the project completion
Critical Path
Is that the sequence of activities and events where there is no
“slack” i.e.. Zero slack
Longest path through a network
minimum project completion time
Benefits of CPM/PERT
Useful at many stages of project management
Mathematically simple
Give critical path and slack time
Provide project documentation
Useful in monitoring costs
Questions Answered by CPM & PERT
Completion date?
On Schedule?
Within Budget?
Critical Activities?
How can the project be finished early at the least cost?
example
Illustration of 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".
Before starting any of the above activity, the questions
asked would be
•"What activities must be finished before this activity can start"
•could we complete this project in 30 weeks?
•could we complete this project in 2 weeks?
One answer could be, if we first do activity 1, then activity 2, then activity 3,
...., then activity 10, then activity 11 and the project would then take the sum
of the activity completion times, 30 weeks.
“What is the minimum possible time in which we can complete this project ? “
We shall see below how the network analysis diagram/picture we construct
helps us to answer this question.
CRITICAL PATH TAKES 24 WEEKS FOR THE COMPLETION OF THE PROJECT
Limitations to CPM/PERT
Clearly defined, independent and stable activities
Specified precedence relationships
Over emphasis on critical paths
Summary of Steps
Critical Path Method (CPM)
1. Develop a list of activities that make
up the project.
2. Identify the immediate predecessors
for each activity in the project.
3. Approximate the completion time for
each activity.
Summary of Steps
Critical Path Method (CPM)
4. Draw a project network showing the
activities and immediate predecessors
listed in steps 1 and 2.
5. Utilize the project network and the
activity time estimates to identify the
earliest start and the earliest time for
each activity by making a forward
pass through the network.
Summary of Steps
Critical Path Method (CPM)
6. Utilize the project completion time
established in step 5 as the latest
finish time for the start and the latest
finish time for each activity.
7. Utilize the difference between the
latest start time and the earliest time
and the earliest start time for each
activity to identify the slack time.
Summary of Steps
Critical Path Method (CPM)
8. Find the activity with zero slack;
these are the critical path activities.
Summary of Steps
Program/Project Evaluation and Review Technique (PERT)
1. Compute for the expected times and
variances.
2. Construct the network diagram.
3. Determine the completion time per
activity.
Summary of Steps
Program/Project Evaluation and Review Technique (PERT)
4. Determine the ES and EF using
forward pass.
5. Develop the LF and LS using backward
pass.
6. Compute for the slack time and the
critical path (activities with no slack).
Example 1
The Galactic University is considering
building a new athletic complex on
campus
The complex would provide a new
gymnasium for inter-university college
games, expanded office space,
classroom, and intramural facilities.
Example 1 (continued)
The following activities would have to be
undertaken before construction starts:
Immediate
Activity Description Time (weeks)
Predecessor
A Survey building site. ---- 6
B Develop initial design. ---- 8
C Obtain board approval. A, B 10
D Select architect. C 5
E Establish budget. C 6
F Finalize design. D, E 14
G Obtain financing. E 13
H Hire contractor. F, G 7
Example 1 (continued)
a. Draw a project network.
b. Identify the critical path.
c. Develop the activity schedule for the
project.
Example 1 (continued)
Solution:
Step 1 Determine the list of
activities, their predecessors,
and approximate time, which
is already provided in the
problem.
Example 1 (continued)
Solution:
Example 1 (continued)
Solution:
Example 1 (continued)
Solution:
Example 1 (continued)
Solution:
Example 1 (continued)
Solution: (step 5, continued)
Example 1 (continued)
Solution:
Example 1 (continued)
Solution:
Example 1 (continued)
Solution: (step 7, continued)
Example 1 (continued)
Solution: (step 7, continued)
Example 1 (continued)
Solution:
