SRI VIDYA COLLEGE OF ENGINEERING AND TECHNOLOGY COURSE MATERIAL (LECTURE NOTES) SRI VIDYA COLLEGE OF ENGINEERING AND

OF ENGINEERING AND TECHNOLOGY COURSE MATERIAL (LECTURE NOTES)

2.1 Introduction to CPM / PERT Techniques The methods are essentially network-oriented techniques using the same principle.
2.2 Applications of CPM / PERT PERT and CPM are basically time-oriented methods in the sense that they both lead to
2.3 Basic Steps in PERT / CPM determination of a time schedule for the project. The significant difference between two
2.4 Frame work of PERT/CPM approaches is that the time estimates for the different activities in CPM were assumed to
2.5 Network Diagram Representation be deterministic while in PERT these are described probabilistically. These techniques
2.6 Rules for Drawing Network Diagrams are referred as project scheduling techniques.
2.7 Common Errors in Drawing Networks
2.8 Advantages and Disadvantages
In CPM activities are shown as a network of precedence relationships using activity-on-
2.9 Critical Path in Network Analysis
node network construction

2.1 Introduction to CPM / PERT Techniques – Single estimate of activity time

– Deterministic activity times

CPM/PERT or Network Analysis as the technique is sometimes called, developed along
two parallel streams, one industrial and the other military. 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
CPM (Critical Path Method) was the discovery of M.R.Walker of E.I.Du Pont de
of past experience.
Nemours & Co. and J.E.Kelly of Remington Rand, circa 1957. The computation was
designed for the UNIVAC-I computer. The first test was made in 1958, when CPM was In PERT activities are shown as a network of precedence relationships using activity-on-
applied to the construction of a new chemical plant. In March 1959, the method was arrow network construction
applied to maintenance shut-down at the Du Pont works in Louisville, Kentucky.
– Multiple time estimates
Unproductive time was reduced from 125 to 93 hours.
– Probabilistic activity times
PERT (Project Evaluation and Review Technique) was devised in 1958 for the
USED IN: Project management - for non-repetitive jobs (research and development
POLARIS missile program by the Program Evaluation Branch of the Special Projects
work), where the time and cost estimates tend to be quite uncertain. This technique uses
office of the U.S.Navy, helped by the Lockheed Missile Systems division and the
probabilistic time estimates.
Consultant firm of Booz-Allen & Hamilton. The calculations were so arranged so that
they could be carried out on the IBM Naval Ordinance Research Computer (NORC) at Benefits of PERT/CPM
Dahlgren, Virginia.
 Useful at many stages of project management

 Mathematically simple

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 Give critical path and slack time  The planning phase is started by splitting the total project in to small projects.
These smaller projects in turn are divided into activities and are analyzed by the
 Provide project documentation
department or section.
 Useful in monitoring costs  The relationship of each activity with respect to other activities are defined and
established and the corresponding responsibilities and the authority are also
Limitations of PERT/CPM
stated.
 Clearly defined, independent and stable activities  Thus the possibility of overlooking any task necessary for the completion of the
project is reduced substantially.
 Specified precedence relationships

 Over emphasis on critical paths 2. Scheduling

 The ultimate objective of the scheduling phase is to prepare a time chart showing
the start and finish times for each activity as well as its relationship to other
2.2 Applications of CPM / PERT
activities of the project.
 Moreover the schedule must pinpoint the critical path activities which require
These methods have been applied to a wide variety of problems in industries and have
special attention if the project is to be completed in time.
found acceptance even in government organizations. These include
 For non-critical activities, the schedule must show the amount of slack or float
 Construction of a dam or a canal system in a region
times which can be used advantageously when such activities are delayed or when
 Construction of a building or highway
limited resources are to be utilized effectively.
 Maintenance or overhaul of airplanes or oil refinery
 Space flight
3. Allocation of resources
 Cost control of a project using PERT / COST
 Allocation of resources is performed to achieve the desired objective. A resource
 Designing a prototype of a machine
is a physical variable such as labour, finance, equipment and space which will
 Development of supersonic planes
impose a limitation on time for the project.
 When resources are limited and conflicting, demands are made for the same type
2.3 Basic Steps in PERT / CPM
of resources a systematic method for allocation of resources become essential.
 Resource allocation usually incurs a compromise and the choice of this
Project scheduling by PERT / CPM consists of four main steps
compromise depends on the judgment of managers.

1. Planning
4. Controlling

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 The final phase in project management is controlling. Critical path methods VI. Use the Network to help plan, schedule, and monitor and control the project.
facilitate the application of the principle of management by expectation to identify
The Key Concept used by CPM/PERT is that a small set of activities, which make up the
areas that are critical to the completion of the project.
longest path through the activity network control the entire project. If these "critical"
 By having progress reports from time to time and updating the network
activities could be identified and assigned to responsible persons, management resources
continuously, a better financial as well as technical control over the project is
could be optimally used by concentrating on the few activities which determine the fate
exercised.
of the entire project.
 Arrow diagrams and time charts are used for making periodic progress reports. If
required, a new course of action is determined for the remaining portion of the Non-critical activities can be replanned, rescheduled and resources for them can be
project. reallocated flexibly, without affecting the whole project.

Five useful questions to ask when preparing an activity network are:

2.4 The Framework for PERT and CPM
 Is this a Start Activity?
Essentially, there are six steps which are common to both the techniques. The procedure  Is this a Finish Activity?
is listed below:  What Activity Precedes this?
 What Activity Follows this?
I. Define the Project and all of its significant activities or tasks. The Project (made  What Activity is Concurrent with this?
up of several tasks) should have only a single start activity and a single finish
2.5 Network Diagram Representation
activity.

II. Develop the relationships among the activities. Decide which activities must
In a network representation of a project certain definitions are used
precede and which must follow others.

III. Draw the "Network" connecting all the activities. Each Activity should have 1. Activity

unique event numbers. Dummy arrows are used where required to avoid giving Any individual operation which utilizes resources and has an end and a beginning is

the same numbering to two activities. called activity. An arrow is commonly used to represent an activity with its head
indicating the direction of progress in the project. These are classified into four categories
IV. Assign time and/or cost estimates to each activity 1. Predecessor activity – Activities that must be completed immediately prior to the
start of another activity are called predecessor activities.
V. Compute the longest time path through the network. This is called the critical
path.

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2. Successor activity – Activities that cannot be started until one or more of other 2. Burst event – When more than one activity leaves an event such an event is
activities are completed but immediately succeed them are called successor known as burst event.
activities. 3. Merge and Burst event – An activity may be merge and burst event at the same
3. Concurrent activity – Activities which can be accomplished concurrently are time as with respect to some activities it can be a merge event and with respect to
known as concurrent activities. It may be noted that an activity can be a some other activities it may be a burst event.
predecessor or a successor to an event or it may be concurrent with one or more of
other activities.
4. Dummy activity – An activity which does not consume any kind of resource but
merely depicts the technological dependence is called a dummy activity.

The dummy activity is inserted in the network to clarify the activity pattern in the
following two situations 3. Sequencing
 To make activities with common starting and finishing points distinguishable The first prerequisite in the development of network is to maintain the precedence
 To identify and maintain the proper precedence relationship between activities relationships. In order to make a network, the following points should be taken into
that is not connected by events. considerations
For example, consider a situation where A and B are concurrent activities. C is dependent  What job or jobs precede it?
on A and D is dependent on A and B both. Such a situation can be handled by using a  What job or jobs could run concurrently?
dummy activity as shown in the figure.  What job or jobs follow it?
 What controls the start and finish of a job?
Since all further calculations are based on the network, it is necessary that a network be
drawn with full care.
2.6 Rules for Drawing Network Diagram
2. Event
An event represents a point in time signifying the completion of some activities and the Rule 1
beginning of new ones. This is usually represented by a circle in a network which is also Each activity is represented by one and only one arrow in the network
called a node or connector.
The events are classified in to three categories
1. Merge event – When more than one activity comes and joins an event such an
event is known as merge event.

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Rule 2
No two activities can be identified by the same end events The three types of errors are most commonly observed in drawing network diagrams

1. Dangling
To disconnect an activity before the completion of all activities in a network diagram is
known as dangling. As shown in the figure activities (5 – 10) and (6 – 7) are not the last
activities in the network. So the diagram is wrong and indicates the error of dangling

Rule 3
In order to ensure the correct precedence relationship in the arrow diagram, following
questions must be checked whenever any activity is added to the network
 What activity must be completed immediately before this activity can start?
 What activities must follow this activity?
 What activities must occur simultaneously with this activity?

In case of large network, it is essential that certain good habits be practiced to draw an 2. Looping or Cycling
easy to follow network Looping error is also known as cycling error in a network diagram. Drawing an endless
 Try to avoid arrows which cross each other loop in a network is known as error of looping as shown in the following figure.
 Use straight arrows
 Do not attempt to represent duration of activity by its arrow length
 Use arrows from left to right. Avoid mixing two directions, vertical and standing
arrows may be used if necessary.
 Use dummies freely in rough draft but final network should not have any
redundant dummies.
 The network has only one entry point called start event and one point of
emergence called the end event.
3. Redundancy
2.7 Common Errors in Drawing Networks

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Unnecessarily inserting the dummy activity in network logic is known as the error of
redundancy as shown in the following diagram
2.9 Critical Path in Network Analysis

Basic Scheduling Computations

The notations used are

(i, j) = Activity with tail event i and head event j
Ei = Earliest occurrence time of event i
2.8 Advantages and Disadvantages
Lj = Latest allowable occurrence time of event j
PERT/CPM has the following advantages Dij = Estimated completion time of activity (i, j)
(Es)ij = Earliest starting time of activity (i, j)
 A PERT/CPM chart explicitly defines and makes visible dependencies
(precedence relationships) between the elements, (Ef)ij = Earliest finishing time of activity (i, j)
(Ls)ij = Latest starting time of activity (i, j)
 PERT/CPM facilitates identification of the critical path and makes this visible,
(Lf)ij = Latest finishing time of activity (i, j)
 PERT/CPM facilitates identification of early start, late start, and slack for each
activity,
The procedure is as follows
 PERT/CPM provides for potentially reduced project duration due to better
understanding of dependencies leading to improved overlapping of activities and
1. Determination of Earliest time (Ej): Forward Pass computation
tasks where feasible.

 Step 1
PERT/CPM has the following disadvantages:
The computation begins from the start node and move towards the end node. For
 There can be potentially hundreds or thousands of activities and individual easiness, the forward pass computation starts by assuming the earliest occurrence
dependency relationships,
time of zero for the initial project event.
 The network charts tend to be large and unwieldy requiring several pages to print
and requiring special size paper,
 Step 2
 The lack of a timeframe on most PERT/CPM charts makes it harder to show i. Earliest starting time of activity (i, j) is the earliest event time of the tail
status although colours can help (e.g., specific colour for completed nodes),
end event i.e. (Es)ij = Ei
 When the PERT/CPM charts become unwieldy, they are no longer used to ii. Earliest finish time of activity (i, j) is the earliest starting time + the
manage the project.
activity time i.e. (Ef)ij = (Es)ij + Dij or (Ef)ij = Ei + Dij
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iii. Earliest event time for event j is the maximum of the earliest finish times  Total float – The amount of time by which the completion of an activity could be
of all activities ending in to that event i.e. Ej = max [(Ef)ij for all delayed beyond the earliest expected completion time without affecting the
immediate predecessor of (i, j)] or Ej =max [Ei + Dij] overall project duration time.
Mathematically
2. Backward Pass computation (for latest allowable time) (Tf)ij = (Latest start – Earliest start) for activity ( i – j)
(Tf)ij = (Ls)ij - (Es)ij or (Tf)ij = (Lj - Dij) - Ei
 Step 1
For ending event assume E = L. Remember that all E’s have been computed by  Free float – The time by which the completion of an activity can be delayed
forward pass computations. beyond the earliest finish time without affecting the earliest start of a subsequent
activity.
 Step 2 Mathematically
Latest finish time for activity (i, j) is equal to the latest event time of event j i.e. (Ff)ij = (Earliest time for event j – Earliest time for event i) – Activity time for ( i,
(Lf)ij = Lj j)
(Ff)ij = (Ej - Ei) - Dij
 Step 3
Latest starting time of activity (i, j) = the latest completion time of (i, j) – the  Independent float – The amount of time by which the start of an activity can be
activity time or (Ls)ij =(Lf)ij - Dij or (Ls)ij = Lj - Dij delayed without effecting the earliest start time of any immediately following
activities, assuming that the preceding activity has finished at its latest finish time.
 Step 4 Mathematically
Latest event time for event ‘i’ is the minimum of the latest start time of all (If)ij = (Ej - Li) - Dij
activities originating from that event i.e. Li = min [(Ls)ij for all immediate The negative independent float is always taken as zero.
successor of (i, j)] = min [(Lf)ij - Dij] = min [Lj - Dij]
 Event slack - It is defined as the difference between the latest event and earliest
3. Determination of floats and slack times event times.
Mathematically
There are three kinds of floats Head event slack = Lj – Ej, Tail event slack = Li - Ei

4. Determination of critical path

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 Critical event – The events with zero slack times are called critical events. In 8. What are the uses of PERT and CPM?
other words the event i is said to be critical if Ei = Li
9. Explain the basic steps in PERT/CPM techniques.

 Critical activity – The activities with zero total float are known as critical 10. Write the framework of PERT/CPM.
activities. In other words an activity is said to be critical if a delay in its start will
cause a further delay in the completion date of the entire project.

 Critical path – The sequence of critical activities in a network is called critical

path. The critical path is the longest path in the network from the starting event to
ending event and defines the minimum time required to complete the project.
Exercise
1. What is PERT and CPM?
Unit 3
2. What are the advantages of using PERT/CPM?
3.1 Worked Examples on CPM
3. Mention the applications of PERT/CPM 3.2 PERT
3.3 Worked Examples
4. Explain the following terms

a. Earliest time 3.1 Worked Examples on CPM

b. Latest time
Example 1
c. Total activity slack Determine the early start and late start in respect of all node points and identify critical

d. Event slack path for the following network.

e. Critical path

5. Explain the CPM in network analysis.

6. What are the rules for drawing network diagram? Also mention the common
errors that occur in drawing networks.

7. What is the difference between PERT and CPM/

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(3, 7) 16 8 24 9 25 1
(5, 7) 7 18 25 18 25 0
(6, 7) 7 16 23 18 25 2
(5, 8) 6 18 24 18 24 0
(6, 9) 5 16 21 17 22 1
(7, 10) 12 25 37 25 37 0
(8, 10) 13 24 37 24 37 0
(9, 10) 15 21 36 22 37 1
Network Analysis Table

Solution
From the table, the critical nodes are (1, 2), (2, 5), (5, 7), (5, 8), (7, 10) and (8, 10)
Calculation of E and L for each node is shown in the network

From the table, there are two possible critical paths

i. 1 → 2 → 5 → 8 → 10
ii. 1 → 2 → 5 → 7 → 10

Example 2
Find the critical path and calculate the slack time for the following network

Normal Earliest Time Latest Time

Activity(i, Float Time
Time Start Finish Start Finish
j) (Li - Dij ) - Ei
(Dij) (Ei) (Ei + Dij ) (Li - Dij ) (Li)
(1, 2) 10 0 10 0 10 0
(1, 3) 8 0 8 1 9 1
(1, 4) 9 0 9 1 10 1
(2, 5) 8 10 18 10 18 0
Solution
(4, 6) 7 9 16 10 17 1

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The earliest time and the latest time are obtained below The critical path is 1 → 3 → 5 → 9

Normal Earliest Time Latest Time Example 3

Float Time
Activity(i, j) Time Start Finish Start Finish A project has the following times schedule
(Li - Dij ) - Ei
(Dij) (Ei) (Ei + Dij ) (Li - Dij ) (Li)
(1, 2) 2 0 2 5 7 5 Activity Times in weeks Activity Times in weeks
(1, 3) 2 0 2 0 2 0 (1 – 2) 4
(5 – 7) 8
(1, 4) 1 0 1 6 7 6 (1 – 3) 1
(6 – 8) 1
(2, 6) 4 2 6 7 11 5 (2 – 4) 1
(7 – 8) 2
(3, 7) 5 2 7 3 8 1 (3 – 4) 1
(8 – 9) 1
(3, 5) 8 2 10 2 10 0 (3 – 5) 6
(8 – 10) 8
(4, 5) 3 1 4 7 10 6 (4 – 9) 5
(9 – 10) 7
(5, 9) 5 10 15 10 15 0 (5 – 6) 4
(6, 8) 1 6 7 11 12 5
(7, 8) 4 7 11 8 12 1 Construct the network and compute
(8, 9) 3 11 14 12 15 1 1. TE and TL for each event
2. Float for each activity
From the above table, the critical nodes are the activities (1, 3), (3, 5) and (5, 9) 3. Critical path and its duration

Solution

The network is

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Event No.: 1 2 3 4 5 6 7 8 9 10
TE: 0 4 1 5 7 11 15 17 18 25
TL: 0 12 1 13 7 16 15 17 18 25

Float = TL (Head event) – TE (Tail event) – Duration

Activity Duration TE (Tail event) TL (Head event) Float

(1 – 2) 4 0 12 8
(1 – 3) 1 0 1 0
(2 – 4) 1 4 13 8 The two critical paths are
(3 – 4) 1 1 13 11 i. 1 → 3 → 5 →7 → 8 → 9 →10
(3 – 5) 6 1 7 0 ii. 1 → 3 → 5 → 7 → 8 →10
(4 – 9) 5 5 18 8
(5 – 6) 4 7 16 5 3.2 Project Evaluation and Review Technique (PERT)
(5 – 7) 8 7 15 0
(6 – 8) 1 11 17 5 The main objective in the analysis through PERT is to find out the completion for a
(7 – 8) 2 15 17 0 particular event within specified date. The PERT approach takes into account the
(8 – 9) 1 17 18 0 uncertainties. The three time values are associated with each activity
(8 – 10) 8 17 25 0
(9 – 10) 7 18 25 0 1. Optimistic time – It is the shortest possible time in which the activity can be
finished. It assumes that every thing goes very well. This is denoted by t0.
The resultant network shows the critical path 2. Most likely time – It is the estimate of the normal time the activity would take.
This assumes normal delays. If a graph is plotted in the time of completion and
the frequency of completion in that time period, then most likely time will
represent the highest frequency of occurrence. This is denoted by tm.
3. Pessimistic time – It represents the longest time the activity could take if
everything goes wrong. As in optimistic estimate, this value may be such that

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only one in hundred or one in twenty will take time longer than this value. This is Greatest time: 8 10 12 7 10 15 16 9 7 11 13
denoted by tp.
Most likely time: 5 7 11 3 7 9 12 6 5 8 9

In PERT calculation, all values are used to obtain the percent expected value.
Find the earliest and latest expected time to each event and also critical path in the
1. Expected time – It is the average time an activity will take if it were to be network.
repeated on large number of times and is based on the assumption that the activity
Solution
time follows Beta distribution, this is given by
te = ( t0 + 4 tm + tp ) / 6 Greatest time Most likely Expected time
Task Least time(t0)
(tp) time (tm) (to + tp + 4tm)/6
2. The variance for the activity is given by A 4 8 5 5.33
σ2 = [(tp – to) / 6] 2 B 5 10 7 7.17
C 8 12 11 10.67
3.3 Worked Examples D 2 7 3 3.5
Example 1 E 4 10 7 7
For the project F 6 15 9 9.5
G 8 16 12 12
H 5 9 6 6.33
I 3 7 5 5
J 5 11 8 8
K 6 13 9 9.17

Expected Start Finish

Task Total float
time (te) Earliest Latest Earliest Latest
A 5.33 0 0 5.33 5.33 0

Task: A B C D E F G H I J K B 7.17 0 8.83 7.17 16 8.83

C 10.67 5.33 5.33 16 16 0
Least time: 4 5 8 2 4 6 8 5 3 5 6 D 3.5 0 10 3.5 13.5 10
E 7 16 16 23 23 0

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F 9.5 3.5 13.5 13 23 10 (3 – 5) 3 5 4

G 12 3.5 18.5 15.5 30.5 15 (4 – 5) 2 4 3
H 6.33 23 23 29.33 29.33 0 (4 – 6) 3 7 5
I 5 23 25.5 28 30.5 2.5 (5 – 7) 4 6 5
J 8 28 30.5 36 38.5 2.5 (6 – 7) 6 8 7
K 9.17 29.33 29.33 31.5 38.5 0 (7 – 8) 2 6 4
(7 – 9) 5 8 6
The network is (8 – 10) 1 3 2
(9 – 10) 3 7 5
Construct a PERT network. Find the critical path and variance for each event.

Solution

te v
Activity (a) (b) (m) (4m)
(a + b + 4m)/6 [(b – a) / 6]2
(1 – 2) 1 5 1.5 6 2 4/9
(2 – 3) 1 3 2 8 2 1/9
(2 – 4) 1 5 3 12 3 4/9
(3 – 5) 3 5 4 16 4 1/9
(4 – 5) 2 4 3 12 3 1/9
(4 – 6) 3 7 5 20 5 4/9
The critical path is A →C →E → H → K
(5 – 7) 4 6 5 20 5 1/9
(6 – 7) 6 8 7 28 7 1/9
Example 2
(7 – 8) 2 6 4 16 4 4/9
A project has the following characteristics
(7 – 9) 5 8 6 24 6.17 1/4
Most optimistic time Most pessimistic time Most likely time (8 – 10) 1 3 2 8 2 1/9
Activity
(a) (b) (m) (9 – 10) 3 7 5 20 5 4/9
(1 – 2) 1 5 1.5
(2 – 3) 1 3 2
The network is constructed as shown below
(2 – 4) 1 5 3

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(2 – 3) 0 0 0 0.0 0.00
(2 – 5) 8 12 17 12.2 2.25
(3 – 6) 10 12 15 12.2 0.69
(4 – 7) 8 13 19 13.2 3.36
(5 – 8) 12 14 15 13.9 0.25
(6 – 7) 8 9 10 9.0 0.11
(6 – 9) 13 16 19 16.0 1.00
(8 – 9) 4 7 10 7.0 1.00
(7 – 10) 10 13 17 13.2 1.36
(9 – 11) 6 8 12 8.4 1.00
(10 – 11) 10 12 14 12.0 0.66
The critical path = 1 → 2 → 4 → 6 → 7 →9 →10

Example 3 Example 4

Calculate the variance and the expected time for each activity A project is represented by the network as shown below and has the following data

Solution

te v
Activity (to) (tm) (tp)
(to + tp + 4tm)/6 [(tp – to) / 6]2
(1 – 2) 3 6 10 6.2 1.36 Task: A B C D E F G H I

(1 – 3) 6 7 12 7.7 1.00
Least time: 5 18 26 16 15 6 7 7 3
(1 – 4) 7 9 12 9.2 0.69

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SRI VIDYA COLLEGE OF ENGINEERING AND TECHNOLOGY COURSE MATERIAL (LECTURE NOTES) SRI VIDYA COLLEGE OF ENGINEERING AND TECHNOLOGY COURSE MATERIAL (LECTURE NOTES)

Greatest time: 10 22 40 20 25 12 12 9 5

Most likely time: 15 20 33 18 20 9 10 8 4 2.

Determine the following Earliest time

1. Expected task time and their variance E1 = 0

2. Earliest and latest time E2 = 0 +7.8 = 7.8

E3 = 0 +20 = 20

Solution E4 = 0 +33 = 33

E5 = 7.8 + 18 = 25.8

E6 = max [7.8 + 20, 20 + 9] = 29

E7 = max [33 + 9.8, 25.8 + 8, 29 + 4] = 42.8

Latest time

1. L7 = 42.8

Least time Greatest time Most likely Expected time Variance L6 = 42.8 – 4 = 38.8
Activity 2
(t0) (tp) time (tm) (to + tp + 4tm)/6 (σ )
L5 = 42.8 – 8 = 34.3
(1-2) 5 10 8 7.8 0.69
(1-3) 18 22 20 20.0 0.44 L4 = 42.8 – 9.8 = 33
(1-4) 26 40 33 33.0 5.43
L3 = 38.8 – 9 = 29.8
(2-5) 16 20 18 18.0 0.44
(2-6) 15 25 20 20.0 2.78 L2 = min [34.8 – 18, 38.8 – 20] = 16.8

(3-6) 6 12 9 9.0 1.00

L1 = min [16.8 – 7.8, 29.8 – 20, 33 - 33] = 0
(4-7) 7 12 10 9.8 0.69
(5-7) 7 9 8 8.0 0.11
(6-7) 3 5 4 4.0 0.11
Exercise
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SRI VIDYA COLLEGE OF ENGINEERING AND TECHNOLOGY COURSE MATERIAL (LECTURE NOTES) SRI VIDYA COLLEGE OF ENGINEERING AND TECHNOLOGY COURSE MATERIAL (LECTURE NOTES)

1. What is PERT? (7 – 9) 4 6 8
(8 – 10) 1 2 3
2. For the following data, draw network. Find the critical path, slack time after
(9 – 10) 3 5 7
calculating the earliest expected time and the latest allowable time

Construct a PERT network and find out

Activity Duration Activity Duration
a. The earliest possible time
(1 – 2) 5 (5 – 9) 3
b. Latest allowable time
(1 – 3) 8 (6 – 10) 5
c. Slack values
(2 – 4) 6 (7 – 10) 4
d. Critical path
(2 – 5) 4 (8 – 11) 9
4. Explain the following terms
(2 – 6) 4 (9 – 12) 2
a. optimistic time
(3– 7) 5 (10 – 12) 4
b. Most likely time
(3 – 8) 3 (11 – 13) 1
c. Pessimistic time
(4 – 9) 1 (12 – 13) 7
d. Expected time
e. Variance
[Ans. Critical path: 1 → 3 → 7 → 10 → 12 →13]
5. Calculate the variance and the expected time for each activity
3. A project schedule has the following characteristics

Activity Most optimistic time Most likely time Most pessimistic time

(1 – 2) 1 2 3
(2 – 3) 1 2 3
(2 – 4) 1 3 5
(3 – 5) 3 4 5
(4 – 5) 2 5 4
(4 – 6) 3 5 7
(5 – 7) 4 5 6
(6 – 7) 6 7 8
(7 – 8) 2 4 6

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