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CPM Pert

The document discusses the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) for project scheduling. It provides examples of activity networks and calculations for determining the critical path of a project using CPM as well as examples for calculating time estimates and variance in project schedules using PERT.

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Ankit Mishra
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© Attribution Non-Commercial (BY-NC)
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165 views18 pages

CPM Pert

The document discusses the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) for project scheduling. It provides examples of activity networks and calculations for determining the critical path of a project using CPM as well as examples for calculating time estimates and variance in project schedules using PERT.

Uploaded by

Ankit Mishra
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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CPM & PERT

Critical Path Method


Activity A B C D E Predecessor A A A Duration 5 4 3 4 6

F
G H I J

B,C
D D,E F H,G

4
5 6 6 4

Critical Path Method


C H A J D G E

ACFI ADHJ ADGJ AEHJ BFI

= 5 + 3 + 4 + 6 = 18 weeks = 5 + 4 +6 +4 = 19 weeks = 5 + 4 + 5 + 4 = 18 weeks = 5 +6 + 6 + 4 = 21 weeks =4+4+6 = 14 weeks

Critical Path Method


ES S LS ES S LS D LF A EF D LF C EF ES S H EF ES S ES D LF S LS ES S ES S LS D LF B EF LS D LF ES S LS D LF F EF ES S LS D LF I EF E EF D LF G EF LS D LF J EF

LS
ES S LS D EF

LF

Forward Pass
ES S LS ES S LS 5 LF A EF 3 LF C EF ES S H EF ES S ES 4 LF S LS ES S ES S LS 4 LF B EF LS 6 LF ES S LS 4 LF F EF ES S LS 6 LF I EF E EF 5 LF G EF LS 4 LF J EF

LS
ES S LS D EF

LF

EF = ES +D
5 S LS 0 S LS 5 LF A 5 3 LF C 8 11 S H 17 17 S 9 4 LF S LS 5 S 0 S LS 4 LF B 4 LS 6 LF 8 S LS 4 LF F 12 12 S LS 6 LF I 18 E 11 5 LF G 14 LS 4 LF J 21

LS
5 S LS D 9

LF

Backward Pass LS = LF - D
5 S 8 0 S 0 5 5 A 5 3 11 C 8 11 S H 17 17 S 9 4 11 S 12 5 S 0 S 7 4 11 B 4 5 6 11 8 S 11 4 15 F 12 12 S 15 6 21 I 18 E 11 5 17 G 14 17 4 21 J 21

11
5 S 7 D 9

17

Slack Time

= LF EF S = LS - ES
S

Slack Time
5 3 8 0 0 0 5 5 A 5 3 11 C 8 11 0 H 17 17 0 9 4 11 3 12 5 0 0 7 7 4 11 B 4 5 6 11 8 3 11 4 15 F 12 12 3 15 6 21 I 18 E 11 5 17 G 14 17 4 21 J 21

11
5 2 7 D 9

17

Critical Path
5 3 8 0 0 0 5 5 A 5 3 11 C 8 11 0 H 17 17 0 9 4 11 3 12 5 0 0 7 7 4 11 B 4 5 6 11 8 3 11 4 15 F 12 12 3 15 6 21 I 18 E 11 5 17 G 14 17 4 21 J 21

11
5 2 7 D 9

17

Activity

Predecessor

Duration

A B C D E F G

A A,B C C,D A,E C,F

7 6 5 6 4 5 4

PERT
Program E Evaluation R Review T Technique
P

3 Time Estimates
a

= Optimistic Time b = Pessimistic Time m = Most likely Time

PERT t = (a + 4*m +b )/6 v = ((b a) /6) 2


Activity A B C D E a 1 2 1 2 1 m 2 3 2 4 4 b 3 4 3 6 7 t 2 3 2 4 4 Variance .11 .11 .11 .44 1

F
G H

1
3 1

2
4 2

9
11 3

3
5 2

1.78
1.78 .11

Project Variance= Sum of Variance along the critical path = .11+.11 + 1 + 1.78 + .11 = 3.11 Standard Deviation = square root of variance = 1.76

PERT Example
Immed. Optimistic Most Likely Pessimistic Activity Predec. Time (Hr.) Time (Hr.) A -4 6 B -1 4.5 C A 3 3 D A 4 5 E A 0.5 1 F B,C 3 4 G B,C 1 1.5 H E,F 5 6 I E,F 2 5 J D,H 2.5 2.75 Time (Hr.) 8 5 3 6 1.5 5 5 7 8 4.5

Time Activity A B C D E F G H I J K L M Description Excavate Lay foundation Rough plumbing Frame Finish exterior Install HVAC Rough electric Sheet rock Install cabinets Paint Final plumbing Final electric Install flooring a m b 2 3 5 3 4 6 2 3 5 8 10 12 6 8 10 3 4 5 4 6 8 6 8 12 4 5 8 4 5 7 2 4 6 1 2 4 2 4 6

Predecessor

-A B B D D D C, E, F, G H H I J K, L

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