Volume 6, Issue 2, February – 2021 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

Construction Service Project Scheduling Analysis

Using Critical Path Method (CPM), Project
Evaluation and Review Technique (PERT)
Popy Yuliarty Novia Nila S Rini Anggraini
Department of Industrial Engineering Department of Industrial Engineering Department of Mechanical
Universitas Mercu Buana Universitas Mercu Buana Engineering
DKI Jakarta, Indonesia DKI Jakarta, Indonesia DKI Jakarta, Indonesia

Abstract:- The success or failure of a project is largely
determined by the planning and control of the project.
The failure of project implementation was due to lack of
planning and lack of ineffective control so that project
activities became inefficient. This resulted in delays,
reduced quality of work, and unexpected costs of
implementation. Problems in this research object is a
delay in completing a gondola project because there are
several obstacles or problems that occur. Optimization of
working time is quite important for companies in
working on projects, because in this work time efficiency
is needed because the gondola is needed by the client.
The implementation of the project requires optimal
project planning using the CPM (Critical Path Method)
and PERT methods. With the CPM method, 13 critical
activities were obtained, with total duration of 55 days
was also applied to the Gantt Chart. And with the PERT
method (Program Evaluation and Review Technique)
obtained 13 critical activities, and a total duration of 53
days with a probability of project completion is 86.65%.
Keywords:- Project Management, CPM,PERT, Activities
I. INTRODUCTION
The construction of a construction project has
objective goals that must be in line with strategic goals, thus
the performance of a project will affect its achievement [1] .
Projects generally have a deadline, which must be completed
before or at the agreed time. However, in reality in the field,
there are still many project completion times that are
delayed or not completed on schedule [2]. Projects are
dynamic, non-routine, multi-activity with varying intensity,
short cycles, have starting and ending points, and limited
funds [3]. According to [4] in a project it is necessary to
confirm the relationship between activities to plan a project.
CV. KCT collaborates with PT. GKL in working on gondola
projects, which is usually when PT. GKL won the project
tender, entrusted to CV. KCT. The problem in this company
is an internal problem, namely the implementation of the
gondola project that was not completed on time.During the
implementation of the gondola project in 2019-2020 there
were 5 projects that have been completed, but 3 of the 5
projects have experienced delays / delays.
To overcome this problem, the researcher makes a
study using the Critical Path Network (CPM) and Project
Evaluation and Review Technique (PERT) Methods. By
using the CPM and PERT methods, it can be seen in more
detail about the time difference between the initial
conditions and the repair conditions, when the initial
conditions often experience delays in processing time from
preparation to completion and result in poor quality [5].
Therefore, it must be noted which work should get more
attention because if the work is delayed it will affect the
results of other work [6]. This research will answer the
question of how to determine the optimal time for project
completion and how to determine the critical path to get
more attention compared to other activities on the
contrusction service project.
II. METHODS
The situation faced here is that there is a difference
between the project implementation time and the
predetermined project plan time. The project planning time
is usually shorter than the project implementation time [7].
The analysis technique used in this research is the CPM
(Critical Path Method) and PERT (Project Evaluation and
Review Technique) approaches.
A. Stage 1 : CPM analysis
At this stage a network analysis is carried out using the
CPM method. To be able to set up a CPM network, research
requires several steps [8]. The steps in compiling a CPM
network are:
 Review and identify the project scope, describe it, break
it down into activities or groups of activities that are
project components.
 Rearrange the components in point 1, into links in the
order according to the dependency logic.
 Provide an estimated timeframe for each of the activities
resulting from the breakdown of the project scope.
 Identify the critical path (critical path) and float on the
network.
Perform forward and backward calculations. From the
two calculations, it is identified which activities are on the
critical path.

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Volume 6, Issue 2, February – 2021
B. Stage 2 : PERT analysis
At this stage, PERT analysis is carried out to determine
the duration of each work from the data that has been
obtained and to determine the probability of the company
reaching the target schedule. To be able to apply the PERT
method, research requires the following steps:
 Determine the estimated activity time
 Determine the standard deviation of project activities
 Determine the variety of activities from project activities
 Knowing the probability of reaching the schedule target
III. RESULT
 Description of Activities. In this step, an assessment and
identification of the project scope is carried out by
describing and breaking it down into activities or groups
International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
IV. DISCUSSION
1. Critical Path Method. The initial step in creating a
network using the CPM method is to detail each activity
then proceed with the stage of determining the sequence
of dependence between one activity and another, because
in the formation of a network using the CPM method, it
is necessary to know what preceded activities because
future activities can be carried out after activities
beforehand or in other words can be done in parallel [10].
a. Relationship Between Project Activities. The relationship
between activities is arranged into a chain or network
diagram for the Activity On Node (AON) in the
following order as shown in figure 1:
G H
3
3
5

5
3
3
5

5
13 8
of activities that are project components. This H1 H2
F 3 5 3 5
arrangement is done based on experience and or data in 3
3
10
5

5 3
6
5 3
4
5
G4 I
the project in the past [9].The details of its activities are A B C D E F1 F2
5

5
10

10 G6 H3
5

5
10

10
3 3 4 7 5 5 3
0 1 0 1 0 1 0 1 1 3 3
as shown in Table 1 below : 0
5
1 0
2
1 0
2
1 0
5
1 1
1
3 4
8
5
5

5
4
10

10
G5
3
3
5 3
2
5
5 10

5 10
F3 6
3 4

Activities Duration Delay 4 5

Type of work 7

code (days) (days) G1 G2 G3

5 10 5 10 5 10

Create gondola design & - 5 10 5 10 5 10

A 5 3 9 5

spesification Fig 1:- AON Network Diagram

B Material selection 2 -
Ordering material & 2 b. Critical Path Method. The critical path in this packaging
C 2 packaging project is a path that consists of a series of
negotiating
Purchase & deliveri of 3 activities which in case of delay will result in overall
D 5 delay [11]. This step is preceded by performing forward
material
E Material checking 1 2 and backward calculations. The forward calculation is
done to determine the Early Start (ES) and Early Finish
Steel Frame fabrication - (EF), while the backward calculation is to determine the
F 10
work Latest Start (LS) and Latest Finish (LF). From these two
Cutting steel rods - calculations, it can be identified the critical path that can
F1 according to the type and 8 be calculated float / slack, which is the allowance for the
dimension of need completion time of an activity.
Basic painting for anti- -  Forward Calculation. For advanced calculations in the
F2 4
rust table above, the Activity On Node (AON) network
Making a transportation - diagram is as shown in figure 2 below :
F3 7
system
G Erection work 13 - 25
G
38 38
H
46

3 5 3 5
13 8
Measurement of setting 1
G1 3 H1 H2
plate & anchor plate 15
3
F
25

5
42
3
48

5
48
3
52

5
10 6 4
Drilling and planting of - 27
G4
34 52
I
55
G2 9 5 10 5 10
angkur 0
A
5 5
B
7 7
C
9 9
D
14 14
E
15 15
F1
23 23
F2
27
7
39
G6
42 48
H3
50 3

0 1 0 1 0 1 0 1 1 3 4 5 5 10 3 5 3 5

G3 Anchor tensile test 5 1 5 2 2 5 1 8 4

27
G5
33
3 2

5 10
F3 6

G4 Gondola frame erection 7 - 15

4
7
22

G5 Gondola basket assembly 6 - G1 G2 G3

22 25 25 34 34 39

Instalation of steel slings 2 5

3
10 5
9
10 5
5
10
G6 3
& gondola basket Fig 2:- Advanced Calculation AON Network Diagram
H Post erection work 8 -
Check of instalation & 1  Backward Count. In the countdown, the calculation
H1 6 moves from the event terminal to the event core. In the
joints
H2 Re-painting anti-rust pain 4 - backward calculation, this project is intended to find out
the time or date of the most recent project end in order to
H3 Gondola test 2 -
be able to start and end each activity without delaying the
I Finishing 3 - entire project completion period. Here is the equation for
Table 1:- Types of Project Activities the countdown. The countdown network diagram
Activity On Node (AON) is shown in Figure 3

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Volume 6, Issue 2, February – 2021 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
G H
25
31
13
38

44
38
44
8
46

52
following is the Activity On Node (AON) network diagram
F H1
48
H2
52
for the project's critical path in Figure 5:
15 25 42 48

21 31 42 48 48 52
10 6 4
G4 I
27 34 52 55 G H
25 38 38 46
A B C D E F1 F2 32 39 G6 H3 52 55
15 15 23 7 42 50 3 29 42 42 50
0 5 5 7 7 9 9 14 14 23 27 39 48
13 8
0 5 5 7 7 9 9 14 14 15 20 28 28 32 39 42 50 52
5 2 2 5 1 8 4 G5 3 2
27 33
F H1 H2
15 25 40 46 46 50
33 39
F3 6
15 22 19 29 40 46 46 50
10 6 4
15 22 G4 I
7 27 34 50 53

A B C D E F1 F2 30 37 G6 H3 50 53
15 15 23 7 40 48 3
0 5 5 7 7 9 9 14 14 23 27 37 46
G1 G2 G3
22 25 25 34 34 39 14 18 26 37 40 48 50
0 5 5 7 7 9 9 14 15 26 30
5 2 2 5 1 8 4 G5 3 2
22 25 25 34 34 39 27 33
3 9 5
31 37
F3 6
Fig 3:- The countdown network diagram Activity On Node 15

15
21

21
6
(AON)
G1 G2 G3
21 24 24 32 32 37

21 24 24 32 32 37

 Total Float Calculation. Total Float is the amount of time

3 8 5

Fig 5:- PERT AON Critical Path Network Diagram

that the completion time of an activity can be postponed
without affecting the quickest time of completion of the
Based on the calculation of variance and standard
overall project. This stage is the stage of determining the
deviation, the time to complete activities that pass through
critical path, which is the longest implementation path,
the critical path is 1,802 days. By using a normal curve of
which determines the project completion time.
the probability of the project completion time using the
 Critical Path. The critical path is the path with the longest
following formula:
amount of time compared to all other possible passes.
The duration of the overall Project completion time is 55 𝑇(𝑑) − ∑ 𝑇𝑒 𝑘𝑟𝑖𝑡𝑖𝑠
days.Therefore, another way that can also be used to find 𝑧=
the critical path is by calculating the length of each 𝑆
55 − 53
existing path. The critical path can be seen in Figure 4 𝑧=
below: 1.802
𝑧 = 1.11 ̴ 0.8665
G H
25 38 38 46

31
13
44 44
8
52
From the figures above, the figure is 0.8665 in table Z
15
F
25 42
H1
48 48
H2
52 normal distribution, then the possibility of completing the
21
10
31

27
G4
34
42
6
48 48
4
52

52
I
55
project in 53 days is 86.65%. This means that the completion
0
A
5 5
B
7 7
C
9 9
D
14 14
E
15 15
F1
23 23
F2
27
32
7
39
39
G6
42 48
H3
50
52
3
55 of the project analyzed using the CPM method has a great
0
5
5 5
2
7 7
2
9 9
5
14 14
1
15 20
8
28 28
4
32
27
G5
33
39
3
42 50
2
52
chance of being completed with the duration given by the
15
F3
22
33
6
39
company.
15 22
7

22
G1
25 25
G2
34 34
G3
39 3. Results of Comparative Analysis of CPM and PERT.
22
3
25 25
9
34 34
5
39
In this research, the methods used for scheduling are
Fig 4:- AON Critical Path Network Diagram CPM and PERT. The comparison of the working time of the
gondola project with these two methods can be seen in the
2. PERT (Project Evaluation Review Technique) Method. table 2 and figure 6 below:
Like the CPM method, PERT also uses an arrow chart to
illustrate the project trajectory. In terms of understanding
and calculation, critical activity is the same, the critical Description CPM PERT Difference
path or float in PERT is known as slack. The difference
Time (days) 55 53 2
between CPM and PERT which is clearly visible is in the
Table 2:- Comparison of Time Using the CPM and PERT
estimation of activity duration [12]. If in CPM the time is
Methods
estimated with certainty (deterministically), then in
PERT there are 3 time estimates, namely:
By using PERT network planning to improve the
a. Optimistic time (To), namely the possibility that
project work system, each related section can understand the
activities can be completed in a shorter time.
process flow in detail, know which activities can be carried
b. The most frequent occurrence (Tm), namely the
out in parallel / concurrently, and prioritize activities that are
estimated time that usually occurs under normal
considered critical so that they do not affect the overall
conditions.
project delay. When compared with the results of the
c. Time pessimistic (Tp), which is the possibility that the
completion of this gondola project, which was completed in
activity can be completed in a longer time.
113 days, with the improvement of the work system and the
use of the PERT method, this time efficiency was 60 days
Referring to the information above, time estimation
faster.By using the PERT method, a Gantt Chart for project
data for optimistic time and pessimistic time are needed.
implementation can be made.
This data was obtained through interviews and discussions
with field parties. Based on the calculation of slack using the
PERT method, 13 critical trajectories were found, namely:
A, B, C, D, E, F3, G1, G2, G3, G6, H1, H2, and I. day. The

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Volume 6, Issue 2, February – 2021
V. CONCLUSION
The conclusions of this study are:
1. Project completion using the CPM scheduling method is
55 days. The PERT project method can be completed in
53 days. Meanwhile, without using these two methods,
the project completion time will take 113 days. From
both the CPM and PERT methods by considering the
actual ideal conditions, the PERT method produces a
shorter duration of completion of the entire project
compared to the CPM method.
2. Activities that are considered critical in the gondola
project are activities A (making gondola designs), B
(material selection), C (ordering materials and
negotiating), D (purchasing and delivering materials), E
(checking materials), F3 (manufacture of anchoring
system), G1 (measurement of setting plate & anchor
plate)), G2 (drilling and planting of anchors), G3 (tensile
anchor test), G6 (mounting steel slings on gondola
baskets), H1 (checking all installations and joints) , H2
(repainting anti-rust paint), and I (finishing). From the
calculation of the PERT method, the probability value or
probability of completing the gondola project is 86.65%.
This means the possibility of completion of the gondola
project by CV. KAT on time is quite high.
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