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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Attribution Non-Commercial (BY-NC)
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Download as PPTX, PDF, TXT or read online from Scribd
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.
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.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
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.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
Download as pptx, pdf, or txt
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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
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
