1

Project Planning Exercises

Critical Path Method (CPM)
Imen Mejri 2020-2021
Problem 1
2

 Question 1 :
Draw the network and identify the critical path. Also calculate the earliest-latest starting
times for each activity, the total and free slack.
 Problem 1
1-Project Network (1)
3

Durée en
Tâches
A Tâche semaines
antérieures
(pi)
A - 4
B - 6
B C A, B 7
D B 8
E B 5
F C 5
G D 7
H D, E 8
I F, G, H 4

a) Identify the start activities which do not have any predecessor.

→ Activities A/ B must start first.

 Problem 1
1-Project Network (2)
4

C Durée en
Tâches
Tâche semaines
antérieures
(pi)
A A - 4
B - 6
D C A, B 7
D B 8
B E B 5
F C 5
E G D 7
H D, E 8
I F, G, H 4

b) Identify now activities which succeed the start activities.

→ After the completion of activities A / B, Which activities will begin ?

 Problem 1
1-Project Network (3)
5

F Durée en
C Tâches
Tâche semaines
A antérieures
(pi)
A - 4
B - 6
B D G C A, B 7
D B 8
E B 5
F C 5
E H G D 7
H D, E 8
I F, G, H 4

c) Now draw the activities proceeded by the activities already represented.

→ Activity F can start only after activity C finishes.
→ Activity G can start only after activity D finishes.
→ Activity H depends on activity D and activity E. Therefore, it will start only after these two
activities are completed.
 Problem 1
1-Project Network (4)
6

C F Tâches
Durée en
A Tâche semaines
antérieures
(pi)
A - 4
I B - 6
B D G C A, B 7
D B 8
E B 5
F C 5
E H G D 7
H D, E 8
I F, G, H 4

d) We continue by arranging all the activities in logical sequence.

→ the last activity, activity I can start only if activity F, activity G and activity H are completed.
 Problem 1
1-Project Network (5)
7

Durée en
4 7 F Tâches
C Tâche semaines
A antérieures
5 (pi)
6 A - 4
8 B - 6
6 D 7
B G C A, B 7
I D B 8
6 8 E B 5
8 F C 5
E 5 H G D 7
H D, E 8
I F, G, H 4

e) At this stage mark the Precedence Relationships :

→ Each pair of activities (i,j) is connected by an arc when activity i precedes activity j. The length
of the arc is the duration of activity i.
 Problem 1
1-Project Network (6)
8

4 7 F
C
A
6 5
0
8
6 D 7
Start 0 B G 4
I End
6 8
8
E 5
H

f) We add two dummy activities Start and End.

→ After the start of the project, activity A and activity B must start first.
→ After activity I completion, the project will end.
 Problem 1
2- How to apply Forward Pass to Calculate Early Start
(ES) times ?
9

 Early Start (ES) represents the earliest start of an activity i considering the
dependency preceding task. If an activity i is having more than one
dependency predecessor, then ES will be the highest Early Finish (EF) of the
dependency task.
Early Start (ES) of activity i= Maximum (or Highest) EF value from immediate
Predecessor(s) j :

 In order to calculate Early Finish (EF) , we use forward pass. Means moving
from Early Start towards right to come up with Early Finish of the project.
Early Finish (EF) = ES + Duration

→ If Early Start (ES) is 6 days and duration is 10 days, EF = 6 + 10 = 16 Days.

 Problem 1
2- Early Start (ES) times : ti
10

13
6
0

4 7 F
0 C
A
0
6 5
0 8
6 D 7
Start 0 B G 4
I End
6
8 14
0 6 8 22
26
5
E
H
6
14

ti
→ The project completion date = minimal project duration = 26
 Problem 1
3- Critical Path
11

 What is Critical Path?

Critical Path is the longest sequence of activity on a project that
carry zero free float / slack : Start → B → D → H → I → End
 Problem 1
4- How to apply Backward Pass to calculate Late Start
(LS) times ?
12

 Late Start (LS) of activity i is the latest date that the activity can
finish without causing a delay to the project completion date.
 In order to calculate Late Start (noted by Ti ), we apply backward
Pass moving from the project completion date and deducting from
activity duration.
 Problem 1
4- Late Start (LS) times : Ti
13

13 17
6 10
0 6

4 7 F
0 0 C
A
6 5
0 8
6 D 7
Start 0 B G 4
I End
6 6
8 14 15
0 0 6 8 22 22
26 26
5
E
H
6 9
14 14

ti Ti
 Problem 1
5- How to calculate Total and Free Slack ?
14

 The whole idea of network diagram and finding the project duration is to identify
the critical path and total Slack. Slack represents how much each individual
activity can be delayed without delaying successor activities or project completion
date.
 Total Slack shows the difference between the Earliest Start (ES) and Latest Start
(LS) of an activity before the completion date is delayed.
Total Slack = TSi = Ti- ti
 Free Slack represents the amount of time that an activity can be delayed before
any successor’s activity will be delayed.
Free Slack = FSi = min j successor of i {tj} –di- ti

 A zero Free Slack represents the activity is in critical path and there is no space
to delay the activity without delaying the entire project.
 Activity TSi FSi
Problem 1 Start 0
A 6
5- Total Slack Calculation B 0
15 C 4
D 0
TSA=TA-tA=6-0=6 E 3
13 17

0 6
6 10 4 F 4
4
6 G 1
4 7 F
0 0 C H 0
A
0
6 5 I 0
0 8
0 D 7 End 0
Start 6 G
B I 4 End
6 6
8 14 15
0 0 6 0
1 8 22 22
26 26
0 5 0
E 0
H
6 9
14 14
3
0

ti Ti
TSH=TH-Th=14-14=0
TSi TSi
 Activity TSi FSi
Problem 1 Start 0 0
A 6 2
5- Free Slack Calculation B 0 0
=
16 C 4 0
D 0 0
FSA=tC-dA-tA=6-4-0=2 E 3 3
13 17

0 6
6 10 4 4 F 4 4
4 0
6 2 G 1 1
4 7 F
0 0 C H 0 0
A
0 0
6 5 I 0 0
0 8
0 D 7 End 0 0
Start 6 G 4
B I End
6 6
8 14 15
0 0 6 0 0
1 1 8 22 22
26 26
0 0 5 0 0
E 0 0
H
tC-dB-tB=6-6-0 6 9
14 14
FSB=Min tD-dB-tB=6-6-0 =0 3 3
0 0
tE-dB-tB=6-6-0
ti Ti
TSi TSi
 Activity TSi FSi
Problem 1 Start 0 0
A 6 2
5- Free and Total Slack of Critical Activities B 0 0
17 C 4 0
D 0 0
13 17
E 3 3
0 6
6 10 4 4 F 4 4
4 0
6 2 G 1 1
4 7 F
0 0 C H 0 0
A
0 0
6 5 I 0 0
0 8
0 D 7 End 0 0
Start 6 G 4
B I End
6 6
8 14 15
0 0 6 0 0
1 1 8 22 22
26 26
0 0 5 0 0
E 0 0
H
6 9
14 14
3 3
0 0

ti Ti
The Total Slack for critical activities is zero.
TSi TSi
The Free Slack for critical activities is zero.
 Problem 1
Critical activities and Delay Analysis (1)
18

 The activities of the longest path are critical activities and

any delay in a critical activity increases the minimal project
completion date by the same amount.

→ Thus shows that the activities in the longest path must be

completed on time, otherwise the whole project will be
delayed. The longest path is often called the critical path.
 Problem 1
Critical activities and Delay Analysis (2)
19

Question 2 :
o What would happen if activity D is late by 2 weeks ?
→ D is a critical activity → The project will be late by 2 weeks.
Question 3 :
o What would happen if activity C is late by 3 weeks ?

→ No impact on the project, Activity F will be late by 3 weeks.

Question 4 :
o What would happen if activity H is late by 1 week ?

→ The project will be late by 1 week, H is a critical activity.

Problem 2
20

Question 1 :
 Problem 2
Question 1 : Calculate Early Start times (ES), Late Start
times (LS), Critical Activities and Critical Path
21

3 5
2 2

B 5
10 10
0 0
0 0
0 0
3
2 3
0 3 5
Start A C E F End
3 3 3
0 0 8 8 13 13
0 0
0 0 4 0 0 0 0

3 4
1 1

ti Ti Critical Path :
TSi FSi Start → A → C → E → F → End
 Problem 2
Question 2
22

We realize that the customer wanted the job completed in less time. After discussion with
the functional managers, the project manager developed the table shown below:

According to the contract, there is a penalty payment of 5000$ per week for every
week over six. What is the minimum of additional funding that the project manager
should request ?
 Problem 2
Question 2
23

Only critical path activities are considered for

crashing the Critical Path !
 Problem 2
Question 2 : Iteration 0
24

We have 3 possible paths from the start to the end, one of them is the critical path.
P1 : Start-A-C-E-F-End : Critical Path (length=13)
P2 : Start-A-B-F-End (11)
P3 : Start-A-D-E-F-End (12)
→To determine crashing costs we begin with the lowest weekly crashing cost, activity E,
at $1500 per week. Although activity D has a lower crashing cost, it is not on the critical
path. Activity E will be the first to be crashed for a maximum of 1 week at $1500 per
week.
 Problem 2
Question 2 : Iteration 1
25

Check the length of each path and verify if another

critical path has been developed when crashing
activity E by 1 week→
E (1) → P1 (12) , P2 (11) , P3 (11)

Project
Critical path Activity Crashed Crash Cost Penality total cost
Duration
13 P1 35000 97000
12 P1 E (1 week) 1500 30000 93500
 Problem 2
Question 2 : Iteration 2
26

The next activity to be considered would be A

at $2000 per week for a maximum of 1 week.
These crashing costs are additional expenses
above the normal estimates.
 Problem 2
Question 2 : Iteration 2
27

Check the length of each path and verify if another

critical path has been developed when crashing
activity A by 1 week→
E (1) → P1 (12) , P2 (11) , P3 (11)
A(1) → P1 (11) , P2 (10) , P3 (10)

Project
Critical path Activity Crashed Crash Cost Penality total cost
Duration
13 P1 35000 97000
12 P1 E (1 week) 1500 30000 93500
11 P1 E(1)+ A(1)
2000+1500 25000 90500
 Problem 2
Question 2 : Iteration 3
28

By looking at the lowest weekly crashing cost

for activities belonguing to the critical path ,
we can find activity C or activity F : We can
choose activity C → The next activity to be
considered would be C at $3000 per week for
a maximum of 2 weeks.
 Problem 2
Question 2 : Iteration 3
29

Check the length of each path and verify if another critical path has been
developed when crashing activity C by 2 weeks / 1 week→
E (1) → P1 (12) , P2 (11) , P3 (11)
A(1) → P1 (11) , P2 (10) , P3 (10)
C(2) → P1 (9) , P2 (10) , P3 (10) / C(1) → P1 (10) , P2 (10) , P3 (10)

Project
Critical path Activity Crashed Crash Cost Penality total cost
Duration
13 P1 35000 97000
12 P1 E (1 week) 1500 30000 93500
11 P1 E(1)+ A(1) 2000+1500 25000 90500
2000+1500
10 P1/P2/P3 E(1)+A(1)+C(1) 20000 88500
+3000
 Problem 2
Question 2 : Iteration 4
30

The next activity to be considered would be F

at $3000 per week for a maximum of 2
weeks.
 Problem 2
Question 2 : Iteration 4
31

Check the length of each path and verify if another critical path has been
developed when crashing activity F by 2 weeks / 1 week→
E (1) → P1 (12) , P2 (11) , P3 (11)
A(1) → P1 (11) , P2 (10) , P3 (10)
C(1) → P1 (10) , P2 (10) , P3 (10)
F(2) → P1 (8) , P2 (8) , P3 (8)

Project
Critical path Activity Crashed Crash Cost Penality total cost
Duration
13 P1 35000 97000
12 P1 E (1 week) 1500 30000 93500
11 P1 E(1)+ A(1) 2000+1500 25000 90500
2000+1500+
10 P1/P2/P3 E(1)+A(1)+C(1) 20000 88500
3000
8 P1/P2/P3 E(1)+A(1)+C(1)+F(2) 12500 10000 84500
 Problem 2
Question 2 : Iteration 5
32

We need to shorten all the critical paths by

the same duration to shorten the duration of
the whole project. The next activities to be
considered would be C at $3000 per week for
a maximum of 2 week, B at $1500 per week
for a maximum of 1 week and D at $1000 per
week for a maximum of 2 weeks
 Problem 2
Question 2 : Iteration 5
33

Check the length of each path and verify if another critical path has been
developed when crashing activity C /B/D by 1 week→
E (1) → P1 (12) , P2 (11) , P3 (11)
A(1) → P1 (11) , P2 (10) , P3 (10)
C(1) → P1 (10) , P2 (10) , P3 (10)
F(2) → P1 (8) , P2 (8) , P3 (8)
C(1)+B(1)+D (1) → P1 (7) , P2 (7) , P3 (7)

Project
Critical path Activity Crashed Crash Cost Penality total cost
Duration
13 P1 35000 97000
12 P1 E (1 week) 1500 30000 93500
11 P1 E(1)+ A(1) 2000+1500 25000 90500
2000+1500+
10 P1/P2/P3 E(1)+A(1)+C(1) 20000 88500
3000
8 P1/P2/P3 E(1)+A(1)+C(1)+F(2) 12500 10000 84500
E+A+C(1)+F(2)+C(1)+
7 P1/P2/P3 18000 5000 85000
B(1)+D(1)
 Problem 2
Question 2
34
 If we compare the total cost of ietration 4 (84500) to the total cost of
iteration 5 (85000), we can deduce that it is better to stop at iteration 4 without
continuing to shorten the project's duration.
 The total cost would then be a reduction of $12500 from the base of $97000
to $84500. The corresponding time would then be reduced from 13 weeks to 8
weeks. This has reduced the penalty cost from $ 35000 (= 7 * $ 5000,
penalty of 7 weeks delay,) to $ 10000 (penalty of 2 weeks delay) .
Project Crash total
Critical path Activity Crashed Penality
Duration Cost cost
13 P1 35000 97000
12 P1 E (1 week) 1500 30000 93500
2000+15
11 P1 E(1)+ A(1) 25000 90500
00
2000+15
10 P1/P2/P3 E(1)+A(1)+C(1) 20000 88500
00+3000
8 P1/P2/P3 E(1)+A(1)+C(1)+F(2) 12500 10000 84500
E+A+C(1)+F(2)+C(1)
7 P1/P2/P3 18000 5000 85000
+B(1)+D(1)