Group members : Hafsa Thasneem [6] Sunanda [16] Nadira [26] Reshma [36] Sarika [46] Shihas [56]

Developed in 1950s CPM by DuPont for chemical plants PERT by U.S. Navy for Polaris missile

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?)

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

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.

PERT Project Evaluation & Review Techniques

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.

NETWORK ANALYSIS
A project is composed of a number of jobs, activities, or tasks that are related one to the other and all of these should be completed in order to complete the project. An activity of a project can start only at the completion of many other activities. A network is a combination of activities and events of a project.

ACTIVITIES AND EVENTS

START ACTIVITIES  Activities which have no predecessors are called start activities TERMINAL ACTIVITIES  Activities which have no successors are called terminal activities. DUMMY ACTIVITY  Activities which do not take time or resource are called as dummy activities. They are used to represent a situation where one event has taken place, although this requires no time or resources. They are used to maintain a proper precedence relation between two events and is denoted by dotted arrows.

EVENT
Events represent instants in time when certain activities have been started or completed. Tail event: a tail event is the one which marks the beginning of an activity. Head event : all the activities have an ending, marked by an event, such an event is known as head event. Successor events: The events that follow an event are called successor events Predecessor events: The events that occur before an event are called predecessor events

EARLIEST AND LATEST EVENT TIMES

Earliest event time (TE): The earliest occurrence time or earliest time (TE) is the earliest at which an event can occur. Earliest occurrence of an event say 2 is denoted by E2 Latest event time (TL): The latest allowable occurrence time or the latest event time (TL) is a latest time by which an event must occur to keep the project on schedule. Latest occurrence by an event say 2 is denoted by L2

START AND FINISH TIMES OF AN ACTIVITY

Earliest start time(EST) EST of an activity is the earliest time by which it can commence.This is naturally equal to the earliest event time associated with the tail event of the activity. The EST of an activity=earliest occurrence of the tail event of the activity.So for the activity 2-3,EST is E2 Earliest finish time(EFT) EFT for an activity is defined as the earliest time, by which it can be finished. This is evidently equal to the earliest start time plus estimated duration of the activity. i.e EFT = E S T+ Activity duration

Cont..
Latest finish time (LFT) The latest finish time for an activity is the latest time by which an activity can be finished without delaying the completion of the project. Therefore for an activity 2-3, LFT =L3 Latest start time(LST) LST of an activity is the latest time by which an activity can be started without delaying the completion of the project. It should be normally equal to the latest finish time minus the activity duration. LST= LFT-Activity duration.

Critical Path Method ( CPM )

CPM is a network technique which consist of planning the sequence of activities to be performed in a network scheduling the time and resources to various operations controlling the performances so that they are not deviating from the plan. CPM is generally used for those projects or for those projects for which fairly accurate estimate of time for completion of activity can be made and for which cost estimation can be made with fair degree of accuracy. CPM can be used effectively in production planning , road system an traffic schedules, communication network etc..

Steps in CPM
1. List all the activities and draw a network diagram 2. Find the Earliest event time and Latest event time of each event and show in the network diagram. 3. Calculate Earliest start time, Earliest finish time, Latest start time and Latest finish time for each activity. 4. Determine float for each activity. 5. Identify the critical activities. 6. Draw double lines in the network diagram

Phases of Application of CPM technique

Planning Scheduling Resource allocation Controlling

Advantages and Disadvantages of CPM

Advantages:
It makes better detailed planning possible. Helps in ascertaining the time schedule. Control by management becomes easy. Identifies most critical elements & thus more attention can be paid on these activities. Facilitates optimum utilization of resources

Disadvantages:
Ignores statistical analysis in determining the time estimate. Difficult to use CPM when changes are introduced into network. It cannot itself solve problem. It facilitate solution for a problem.

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

Packages are available to determine the shortest path and other relevant information.
AdeptTracker is a powerful Critical Path Analysis Software for you to analyze, schedule, andmanage projects. As a
low-price project management software product, AdepTracker 's Critical Path Analysis features enable you to track project, schedule project and manage project in a very convenient and effective way.

Data entry window

Output of the package

PERT
Programme Evaluation Review Technique

PERT
PERT is a network technique of scheduling and controlling the project where activity times cannot be precisely estimated. It is a probilistic model with a degree of uncertainity in activity duration.

PERT deals with the problem of uncertain activity times

1. Optimistic time (to) 2. Pessimistic time (tp) 3. Most likely time (tm) Expected time (te) = to+4tm+tp 6

Steps in PERT
1. Activities are arranged in a logical sequence 2. Network diagram is drawn and events are numbered 3. The expected time for each activity is calculated 4. Marked the diagram 5. SD and varience for each activity are found 6. Slack is calculated and critical path is identified 7. The total project duration is worked out

Application of PERT
       Defence projects Research and development projects In construction projects In installing machinary In maintaince ships, rockets, steel etc In administration of the organisation In budgeting of the organisation

Resource Leveling
Resource leveling is the project management function of resolving project resource overallocation. By definition over-allocation means that a resource has been assigned more work than can be accomplished in the available time as dictated by the resource's calendar definition.

Over-allocation
Over-allocation can occur as the result of various events: Increased work on a task that causes the finish date to overlap with another already assigned task. A forecasted finish that causes a task to slip or delaying . Full time assignments to tasks that start and end at the same time or overlap.

Cont
Resource leveling is the process that ensures resource demand does not exceed resource availability.

Definition
Resource leveling is scheduling decisions, which are driven by resource management concerns, such as limited resource availability. Resource leveling is the part of the scheduling process in which the start and end dates of tasks are driven by resource limitation.

Example:
if a resource (human) is assigned to work 8 hours on a project on Monday and then is scheduled to work full time on four tasks on Monday, the resource would need to put in thirty-two hours of work in order to stay on plan. Obviously it is impossible to work 32 hours in one day so the resource is over allocated.

ways to level resources

Delay tasks: The delay of tasks can be assignment delay or leveling delay. Splitting a task: It is the process of interrupting the task schedule. In this way, part of the task is done when planned and the rest of it is done later when the assigned resource has time.

Cont. .
The methods you choose to reduce over-allocations depend on the limitations of your project, including budget, resource availability, finish date, and the amount of flexibility available for scheduling tasks. In order to avoid extending the duration of the project, and thus on time completion, it is important to avoid extending or delaying tasks that are on the critical path. Therefore, it is important to know the float of tasks before resources are adjusted.

If networks are used as the primary planning method there are two approaches

Time-limited resource considerations

emphasis is placed on completing the project within a specified time, which is typically determined by network analysis. Adjustments in the timing of an activity and the resources allocated at a given time are made within the available float. Activities on the critical path are not adjusted

Resource-limited considerations
projects must be completed with the available resources, even if that means extending the duration of the project. If the total resource demand exceeds the resource availability, at any time, then some of the activities must be delayed until there is sufficient resource availability