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CPM & Pert

The document discusses network analysis techniques for project scheduling including: 1. Critical path method where the longest path of activities determines the project duration and activities on this path are critical. 2. Float calculations including total float, free float, and interfering float. 3. Program evaluation and review technique which uses three time estimates per activity to calculate expected duration and variance. 4. Crashing the critical path by reducing activity durations but increasing costs to potentially reduce the overall project duration. The critical path and multiple critical paths if present should be considered for minimum cost crashing.

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204 views11 pages

CPM & Pert

The document discusses network analysis techniques for project scheduling including: 1. Critical path method where the longest path of activities determines the project duration and activities on this path are critical. 2. Float calculations including total float, free float, and interfering float. 3. Program evaluation and review technique which uses three time estimates per activity to calculate expected duration and variance. 4. Crashing the critical path by reducing activity durations but increasing costs to potentially reduce the overall project duration. The critical path and multiple critical paths if present should be considered for minimum cost crashing.

Uploaded by

meghp8074
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Network definition:

1.
2.
3.

4.

5.
6.

Each activity is represented by


one arrow
An activity can begin only when
all its predecessors are done
Arrow direction indicates general
progression in time tail events
represent start while head events
represent end of activities
Events are identified by numbers
while activities are represented
by their starting and ending
events
A network should have only one
initial and one final node
Introduce
as
few
dummy
activities as may be necessary

Define Dummy Activity

Critical path refers to the


longest path of a given
project network
Duration of a project is given
by the length of the critical
path
Activities on a critical path are
called critical activities while
remaining activities are noncritical
A project can have more than
one critical path as well
Critical activities are so called
because
their
timely
completion is critical to the
completion of the project in
time

Path

Activities Length

1-2-5-7-8

ADIK

13

1-3-5-7-8

BEIK

21

1-3-7-8

BGK

17

1-3-6-8

BFJ

22CRITICAL
PATH

1-4-6-8

CHJ

19

Critical Path: 1-3-6-8


Critical Activities: B F J
Project Duration: 22 days
Non-critical Activities: A C E
G H I KD 3
2

A2

I2

E6
B7

G4

C8

F 10

H6

K6

J5

Total float
= Latest finish time of the activity
Earliest finish time of the activity

Free float
= Earliest start time of the next
activity Earliest completion time of
the activity

Interfering float
= Total float Free float

=latest finish-earliest start of


next
Independent float
= Earliest start time of the next
activity Latest finish time of the
preceding activity Duration of
the activity

lnF(
IF(L
TF
FF( Esn
F(LF- Esn ESn
-EF) LFp
EF)
)
-D)

i-j

ES

EF

LS

LF

1-2

11

1-3

1-4

11

2-5

11

14

3-5

13

14

3-6

10

17

17

3-7

11

12

16

4-6

14

11

17

5-7

13

15

14

16

6-8

17

22

17

22

7-8

15

21

16

22

Uses three time estimates for


every activity: optimistic (a),
most likely (m) and pessimistic
(b)
They are used to obtain
expected
times
and
their
variances
Expected time = (a+4m+b)/6;
and Variance = [(b a )/6]2

Obtain
critical
path
using
expected times and identify
critical activities
Add
variances
for
critical
activities to get variance for
completion time and find its
square root to get standard
deviation
With expected duration and

Example
12.9
Activity

te

4/9*

15

25/9*

12

16/9

15

20

25

20

25/9

10

18

26

18

64/9*

16

10

16/9

12

16/9*

1/9

1/9*

Critical activities: A B E G I
Project duration = 6+8+18+8+7 =
47 days
Project variance = 4/9 + 25/9 + 64/9 + 16/9 + 1/9
= 110/9

Project standard deviation = (110/9)


= 3.496

Project Network
E
B

H
C

For Pr (completion in 55 days):


Z=
(X - )/
Z = (55 47)/3.496 = 2.29. Now,
Area to the left of Z = 2.29 is
0.5+0.4890 = 0.9890
For Pr (completion with 0.90 chance):
Z corresponding to area 0.40
(between and X) is 1.28. Thus, 1.28
= (X 47)/3.496 and X = 51.47 or 52
app.

Involves
use
of
additional
resources with a view to reduce
the project duration
Crashing increases direct cost of
doing
activities
but
reduces
overhead, which is usually a
function of time
It needs information on cost of
reduction of every activity per unit
of time
In crashing, always consider the
critical path and choose the
activity that can be crashed at
least cost
In case of multiple critical paths,
all of them should be considered
for crashing simultaneously

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