PERT:Programme Evaluation

and Review Technique”.

And
CPM : Critical Path Method
PERT was developed by US
Navy Engineers to plan and
control the huge Polaris
Submarine Programme. AND
Du Pont and Remington Rand
Companies CPM to help the
process of scheduling
 PERT AND CPM ????
1.When is each individual phase of the project
scheduled to start and finish?

2.How soon will the project be completed?

3.Which are the independent activities?

4.Which are inter-related activities?

5.What is total project time?

6.What are different resources required for
completion of the project?

7.Which are the critical phases of the project to be

finished on time and required close managerial
attention to avoid delay?

8.Can project time be curtailed?

9.At what cost?

10.Can resources reduced and then the cost?

2 TERMINOLOGY USED IN PERT AND CPM

ACTIVITY :
CONSUME RESOURCES AND TIME

A
TAIL / LHS
t HEAD / RHS

TYPES

1. PARALLEL / CONCURRENT / INDEPENDENT ACTIVITY

2, PRECEEDING ACTIVITY

3.SUCCEEDING ACTIVITY
 EVENT / NODE
DO NOT CONSUME RESOUCES AND TIME
BURSTING EVENT
A
B
2
C

MERGING EVENT

D
E
4
F
 Rules of Network Construction
1.In network diagram, arrows represent activities and
circles (or nodes) the events. The length of an arrow is
of no significance.
2.Each activity must start and end in a node The
tail of an activity represents the start and head,
the completion of work.

3.The event numbered 0 or 1 denotes start of the project and

is acted initial node (or event). All activities emerging (or
taking off) from event 1 should not be preceded by any other
activity or activities Events carrying the highest number
denote the completion event.
 4.Events should be numbered such that for each
activity (i, J), i < j

5.An event number should not get repeated or

duplicated,
6.The same starting and completion events
should not identify two activities.
7.The logical sequence (or inter relationship)
between activities must follow the following rules:

i)An event cannot occur until all the incoming activities

into it have been completed.

ii)An activity cannot start unless all the proceeding

activities, on which it depends, have been completed.
 DUMMY ACTIVITY

1 2 LOOP / LOOPING

NOT ALLOWED
Though a dummy activity does not consume either
resources or time, even then it has to follow the rules (1)
and 7(ii).
Activity Immediate Predecessors

A ­

B ­

C A

D A

E C, B
Activity Immediate Predecessors

A ­

B ­

C A

D B
Activity Immediate Predecessors
A ­
B ­
C A
D B
E C, D
F D
G E
H F
 C E
2 5 6
G
A
Dummy Activity
8
1

B 4 7 H
3 F
D
Beginning Event Ending Event Activity

1 2 1­2

1 3 1­3

2 4 2­4

3 4 3­4

3 5 3­5

4 6 4­6

5 6 5­6
Q1.Draw the network for the following activities.

Acitivity Duration( Days)

1-2 20
1-3 25
2-3 10
2-4 12
3-4 5
4-5 10
Activity Time Activity Time
1­2 4 5­6 4
1­3 1 5­7 8
2­4 1 6­8 1
3­4 1 7­8 2
3­5 6 8­10 5
4­9 5 9­10 7
Q2.Draw the network for the following activities.
Acitivity Duration( Days)
1-2 13
2-3 8
3-4 10
3-5 11
4-6 9

5-6 10
5-7 6
6-8 8
7-8 7
8-9 14
9-10 18
Q3.Draw the network for the following activities.

Activity Duration
1-2 10
1-3 4
1-4 6
2-3 5
2-5 12
2-6 9
3-7 12
4-5 15
5-6 6
6-7 5
6-8 4
An assembly is to be made from two parts A and B. Both parts must be
turned on a lathe and B must be polished whereas, A need not be
polished The sequence of activities together with their predecessors is
given below. Construct a PERT diagram.

Activity Predecessor Activity

A Open work order None

B Get material for a A

C Get material for B A

D Turn A on lathe B

E Turn B on lathe B, C

F Polish B E

G Assemble A and B D, F

H pack G
 TIME ESTIMATES
Optimistic Time (a)– The shortest possible time for
completion of activity is called as Optimistic time. This is
represented as ‘a’.

Pessimistic Time (b) – The longest of maximum

possible time for completion of an activity is called
as Pessimistic time and denoted as ‘b’.
Most likely Time (m) - If the same activity is done
repeatedly then the most repeated time taken to complete
the activity is called as Most likely time and it is denoted by
‘m’.
Expected Time (te) - This is practical
workable time for completion of a
activity & calculated as:

a + 4m + b
te = -------------------
6
VARIANCES OF ACTIVITIES ON CRITICAL PATH

=
 CRITICAL PATH
THE LONGEST TIME PATH THROUGH A
NETWORK IS CALLED THE CRITCAL PATH.IT IS
DENOTED BY DOUBLE LINES IN THE
NETWORK.
1.IDENTIFIES SET OF ACTIVITIES AND EVENTS WHICH
ARE CRITICAL AND HENCE NEED TO CONTROLL AND
MONITOR.
2.TO SHRTEN PROJECT TIME,SOME OF THE ACTIVITIES ON
THE CRITICAL PATH MUST BE SHORTENED.
3.CRITICAL PATH IDENTIFIES ACTIVIES FOR
PREFERNCES IN RESOURCE ALLOCATION.
4.CRITICAL PATH IMPLIES “CONTROL BY EXCEPTION”
Forward pass computation:

Esj = Efj + tij

BACKWARD PASS COMPUTATION

Efi = Efj – tis

 EARLIST START ( Es ) AND FINISH TIMES (Ef)

LET ZERO BE THE STRATING TIME FOR THE PROJECT.THEN THIS

WILL BE THE EARLIEST START TIME,Es,FOR THIS ACTIVITY.
GIVEN Es FOR AN ACTIVITY,THE EARLIST FINISH TIME. Ef, OF THAT
ACTIVITY IS Es PLUS THE ACTIVITY TIME t.
Ef = Es + t
LATEST START ( Ls ) AND FINISH TIMES (Lf)
SUPPOSE A TARGET TIME IS GIVEN FOR COMPLETING A
PROJECT THEN THIS TIME IS CALLED THE LATEST FINISH TIME
(Lf) FOR THE FINAL ACTIVITY.

THE LATEST START TIME (Ls) IS THE LATEST TIME AT WHICH AN

ACTIVITY CAN START IF THE TARGET IS TO BE MAINTAINED.
Ls = Lf - t
FOR CRITICAL PATH

Es = Ef
 a) Draw network
b) Calculate expected time of each activity
c) Identify Critical Path
d) State Project Duration
e)Find variances of activities on critical path and its standard deviation

Optimistic Most Likely Pessimistic

Activity
1-2 6 7 8
1-3 4 5 12
1-4 2 10 12
2-5 3 7 11
3-6 10 20 48
3-7 6 9 18
4-6 3 3 9
5-8 3 3 9
6-9 8 18 40
7-8 2 6 10
8-9 2 5 14
a) Draw network
b) Calculate expected time of each activity
c) Identify Critical Path
d) State Project Duration
e)Find variances of activities on critical path and its standard
deviation

Optimistic Most Likely Pessimistic

Activity
1-2 2 5 8
1-3 4 10 16
1-4 1 7 13
2-5 5 8 11
3-5 2 8 14
4-6 6 9 12
5-6 4 7 10
 a) Draw network
b) Calculate expected time of each activity
c) Identify Critical Path
d) State Project Duration

Activity Optimistic Most Likely Pessimistic

1-2 2 5 8

1-3 6 6 6

1-4 1 7 13

2-5 3 9 13

3-5 2 8 14

4-6 6 9 12

5-6 4 7 10
Activity Predecessor activity Time (weeks)
A - 2
B - 6
C - 4
D A 6
E B 8
F C 7