PERT - CPM

PERTPERT- PROGRAM EVALUATION AND CPMCPM- CRITICAL PATH METHOD

REVIEW TECHNIQUE

PURPOSES of PERT CPM

THE MANAGEMENT WILL BE ABLE TO:
1.

2.

3.

4.

5.

TO OBTAIN A GRAPHICAL DISPLAY OF THE ACTIVITIES OF THE PROJECT AND THUS, BE ABLE TO VISUALIZE ITS ENTIRETY. DETERMINE THE TIME WHEN A PARTICULAR PART OF ACTIVITY OF THE PROJECT WILL START AND FINISH. DETERMINE THE CRITICAL PATHS (THOSE THAT MUST NOT BE DELAYED) OF THE PROJECT. MONITOR AND CONTROL PROJECT EFFICIENTLY. USE RESOURCES PROPERLY.

THREE (3) BASIC PHASES OF PM BY PERT-CPM PERT1. 2. 3.

PLANNING SCHEDULING CONTROLLING

TERMINOLOGY


NETWORKNETWORK- a project in graphical form. It consist primarily of events and activities ACTIVITIESACTIVITIES- occur time and present things that must happen to complete a project. EVENTSEVENTS- are points in time representing the start or completion of particular activities. NODENODE- represents the sequence of events as they occur and each is numbered in logical order

TERMINOLOGY


DUMMY ACTIVITIES- are dotted ACTIVITIESarrows that indicate logical relationship between different events. TIME ESTIMATE (TE)- is the estimated (TE)duration required to accomplish an individual activity. EARLY START TIME (EST)- is the (EST)earliest allowable point in time that any event may occur. LATE START TIME (LST)- is the latest (LST)allowable point in time that any event may start without delaying the project.

TERMINOLOGY


 

EARLY FINISH TIME (EFT)- is the earliest (EFT)allowable point in time that any event may start without delaying the project. LATE FINISH TIME (LFT)- is the latest (LFT)allowable point in time that any event may finish without delaying the project. FLOATFLOAT- amount of spare time available to complete an event or activity. MERGE POINT- is where more than one POINTactivity ends in an event.

DIFFERENCE BETWEEN PERT and CPM

PERT CPM

NETWORK DIAGRAMS
PERT

was Event oriented, CPM was Activity oriented, i.e., it viewed the project in i.e., it broke the project down terms of milestones which into activities which need to had to take place. be managed PERT was geared for management reporting CPM having was designed to plan, schedule, and control work

DIFFERENCE BETWEEN PERT and CPM

PERT SCHEDULING
PERT,

CPM

dealing with research and development use statistical methods, used as an expected time estimate based on three time estimates, deriving a formula based on Beta distribution.

CPM

having been designed for construction work, used only one estimate because there was enough historical data to generate fairly certain duration estimate.

DIFFERENCE BETWEEN PERT and CPM

PERT
PERT

CPM

RESOURCE ANALYSIS
did not extend CPM included a practical beyond time since it dealt in method for analyzing the terms of milestone which effect on the cost varying do not consume resources project times, including the ability to handle manpower and equipment resources

DIFFERENCE BETWEEN PERT and CPM

HYBRID PERT - CPM
As both systems gained widespread use, modifications were introduced to both systems.  In 1961, PERT were adopted the PERT/COST system using single time estimate.  CPM, on the other hand, had borrowed from PERT such features as exceptional reporting and computerized updating. What evolved was the Hybrid Technique now referred as the PERT-CPM. PERT-

DETERMINATION AND CALCULATIONS OF CRITICAL PATH

To achieve the success of the project, analysis of the network is important. The interaction of different activities in the network leads to the determination of the start and completion time which need computation. The calculations of the completion times are performed directly on the arrow diagram using simple arithmetic

TWO METHODS of FINDING the CRITICAL PATH

1. a) BY
1. 2.

COMPLETE ENUMERATION

STEPS:
List all paths leading from the beginning of the project to its end. The path with the largest duration is the critical path.

Solution:

Path
1-2-3-4-5-6-7 1-2-3-6-7 1-2-5-6-7

Total Duration
7+8+5+7+3=30 largest duration 7+8+5+7+3=30 7+8+12+3=22 7+6+4+3=20

TWO METHODS of FINDING the CRITICAL PATH

A.

TIME BOUNDARY METHOD

STEPS:
Compute the earliest start/finish time of the project to its end. Compute the slack time and determine the critical and non-critical activities. nonCritical activities have zero slack time. Determine the critical path path connecting all activities.

1.

2.

3.

SAMPLE PROBLEM
3 B 1 A
7
8

D
5 12

4 E
7G

2 C
6

6 F 5
4

H
3

TIME BOUDARY PASS Forward Pass

Path
1-2 2-3 2-5 3-4 3-6 4-6 5-6 6-7
Duration

ES
0 7 7 15 15 20 13 27

EF
7 15 13 20 27 27 17 30 17

7 8 6 5 12 7 4 3

7+8= 7+8= 7+8+5= 7+6= 7+8+5+7= 7+8+12= 27max 7+6+4=

TIME BOUDARY PASS Backward Pass

Path
6-7 5-6 4-6 3-6 3-4 2-5 2-3 1-2

Duration
3 4 7 12 5 6 8 7

ES
30 27 27 27 20 23 15 7

EF
27 23 20 15 15 17 7 0

2.

SOLVING for the SLACK TIME

(st= LS ES)

Path
1-2 2-3 2-5 3-4 3-6 4-6 5-6 6-7 3.

Duration

LS
0 7 17 15 15 20 23 27

ES
0 7 7 15 15 20 13 27

LS - ES

7 8 6 5 12 7 4 3

0 0 10 0 0 0 10 0

The critical path is 1-2-3-4-6-7 and 1the critical activities are A-B-D-G-H A-

THE COMPUTED CRITICAL PATH NETWORK

3 B 1 A
7
8

D
5 12

4 E
7

G 6 H
3

2 C
6

F 5

IT IS NEVER MEANT TO LOOK SIMPLE SIMPLY BECAUSE WORK IS NEVER SIMPLE. AT LEAST THIS ALLOWS US TO SEE THE WORK GRAPHICALLY.