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    4.5 (Project Management) Project Management

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    Anand Maurya
    The document discusses project management techniques including critical path method (CPM) and program evaluation and review technique (PERT). It defines key terms used in network analysis like activities, predecessors, successors. It explains the need for project management to control costs and prevent failures. The main difference between CPM and PERT is that CPM uses deterministic time estimates while PERT uses three time estimates to determine the average duration of each activity. The document also provides examples to illustrate how to draw network diagrams and calculate event times, float, and critical paths for projects.

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    4.5 (Project Management) Project Management

    Uploaded by

    Anand Maurya
    16 views5 pages
    The document discusses project management techniques including critical path method (CPM) and program evaluation and review technique (PERT). It defines key terms used in network analysis like activities, predecessors, successors. It explains the need for project management to control costs and prevent failures. The main difference between CPM and PERT is that CPM uses deterministic time estimates while PERT uses three time estimates to determine the average duration of each activity. The document also provides examples to illustrate how to draw network diagrams and calculate event times, float, and critical paths for projects.

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    The document discusses project management techniques including critical path method (CPM) and program evaluation and review technique (PERT). It defines key terms used in network analysis like activities, predecessors, successors. It explains the need for project management to control costs and prevent failures. The main difference between CPM and PERT is that CPM uses deterministic time estimates while PERT uses three time estimates to determine the average duration of each activity. The document also provides examples to illustrate how to draw network diagrams and calculate event times, float, and critical paths for projects.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    16 views5 pages

    4.5 (Project Management) Project Management

    Uploaded by

    Anand Maurya
    The document discusses project management techniques including critical path method (CPM) and program evaluation and review technique (PERT). It defines key terms used in network analysis like activities, predecessors, successors. It explains the need for project management to control costs and prevent failures. The main difference between CPM and PERT is that CPM uses deterministic time estimates while PERT uses three time estimates to determine the average duration of each activity. The document also provides examples to illustrate how to draw network diagrams and calculate event times, float, and critical paths for projects.

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    You are on page 1of 5

    4.

    5 (Project Management)

    Project Management

    It is the complete set of tasks; technique tool applied during project execution, Project mgmt. includes planning,
    scheduling and controlling of activities.

    Need for Project Management

     A project requires huge investment which it should not go waste.


     A loss in any project would have direct or indirect impact on the society.
     It prevents failure in project.
     Change in economic conditions may affect a project.
     Technology used may change during the course of project execution.

    Network Analysis

    A network diagram is a model that uses small circles (nodes) connected by lines or branches to represent
    precedence relationship. Networks are frequently used to show the precedence relationship among the activities.
    CPM & PERT are network technique for analyzing a system in term of activities and events that must be
    completed in a specific sequence in order to achieve a goal.

    Objective of Network Analysis / Importance of networking analysis

     Helpful in planning- network analysis is powerful tool for planning, scheduling & controlling.
     Inter-relationship of various activities – it creates inter-relationship and inter-dependence of various
    activities of project or a programme.
     Cost control- in certain cases we can measure cost of delay in the completion of the project.
     Minimization of maintenance time- it helps the management to minimize the total maintenance time.
     Reduction of time- time can also be reduced using networking analysis.
     Control on ideal resources.
     Avoiding delays, interruption- it develop discipline and systematic approach in planning scheduling etc.

    Term used in Networking Analysis

     Activity: an effort that is required to complete a part of a project. It is denoted by 


     Processor activity: an activity that must occur before another activity.
     Successor activity: an activity that must occur after another activity.
     Dummy activity: an activity that ensure no time but shows precedence between events.
     Activity duration: in CPM, the best estimate of the time to complete an activity. In PERT, the expected
    time or average time to complete activity.
     Optimistic time (to): the time for completing an activity if all goes well, used in PERT.
     Pessimistic time (tp):the time for completing an activity if everything goes wrong used in PERT.
     Most likely time (tm): the time for completing an activity that is the consensus best estimates used, in
    PERT.
     Expected time (te): the average time for completing an activity.
     Earliest Start time (EST): the earliest that an activity can start, from the beginning of the project.
     Earliest Finish time (EFT):the earliest that an activity can finish, from the beginning of the project
    (EFT = EST +time)
     Latest Start time (LST): the latest that an activity can start, from the beginning of the project, without
    causing a delay in the completion of the project. (LST = LFT- time).
     Latest Finish time (LFT): the latest that an activity can finish, from the beginning of the project,
    without causing a delay in the completion of the project.
     Slack: the amount of time that an activity or group of activity can slip without causing a delay in the
    completion of the project. It is also known as “float”.
     Critical activity: an activity that has no room for schedule slippage, if I slip the entire project
    completion will slip. An activity with zero slack.
     Critical path: the chain of critical activity for the project. The longest path through the network.
     Event: a beginning, completion point or milestone accomplishment within the project. An activity
    begins and ends with an event. It is denoted by circle 
     Total float: it is for activity is time difference between the maximum time available to perform the
    activity and duration. (TF= EFT-LFT)
     Free float: It is that time by which an activity can be rescheduled without affecting the succeeding
    activity (FF= TF- head slack).
     Independent time: the time by which an activity can be rescheduled with affecting both preceding and
    succeeding activities is known as independent activity. (IF=FF – tail slack).

    Program Evaluation and Review Technique (PERT)

    A networking approach to planning, monitoring, controlling and evaluation of complex projects.

    Critical Path (CPM)

    A quantitative technique which is used for planning and coordinating large projects.

    Difference between PERT and CPM

    PERT CPM
    1) It is basically a probabilistic network. It is basically deterministic network
    2) It is build-up of event-oriented diagram It is build-up of activities oriented diagram
    3) Used for R & D project Used for repetitive work
    4) PERT requires three time estimates for each The activity time estimates are deterministic and
    activity may be determined by fairly based on previous
    experience.
    5) It makes use of dummy activities to represent It doesn’t make use of dummy activities
    the proper sequencing of the activities
    6) It has nothing to do with cost of project It deals with cost of a project schedules and their
    minimisation
    7) It doesn’t deal with concept of crashing It deals with concept of crashing
    8) Time is average No averaging of time is involved
    9) The origin is military (navel) The origin id industrial
    10) It lays emphasis on reduction of the executive It laid emphasis on the reduction in completion time
    time of project without too much cost with the least increases in project cost. It is cost
    implication. It is time based based.

    Limitation of PERT

     The basic difference comes in the way of time estimates for the completion of activities because
    activities are of non – repetitive.
     This technique does not consider recourses required at various stages of the project.
     Use of these techniques for active control of a project requires frequent updating and receiving the
    PERT calculations and this proves quite a costly affairs.

    Limitation of CPM

     CPM fails to incorporate statistical analysis in determining the time estimates


     It operates on the assumption that there is a precise known time that each activity in the project will take
    but this may not be true in actual life.
     It is difficult to use CPM as a controlling device for the simple reason that one must repeat the entire
    evaluation for the reason that one must repeat the entire evaluation of the project each time when
    changes are introduced into the network. It may be remembered that CPM was initially developed as a
    static planning as a static planning model and not as a dynamic controlling devices.

    Type A (Event and One Time is given)

    Draw Network diagram, Find Critical Path. Find EST, EFT, LFE, LST, Total Float, Free Float and Independent
    Float from the following.

    Event: 1-2 1-3 2-5 2-3 2-4 3-4 4-6 5-6

    Time: 2 3 4 3 5 2 1 3

    Solution. Critical Path is 1-2-5-6 = 2+4+3 = 9


    Event Time EST EFT LFT LST TF FF IF
    1-2 2 0 2 2 0 0 0-0=0 0-0=0
    1-3 3 0 4 6 3 3 3-1=2 2-0=2
    2-5 4 2 6 6 2 0 0-0=0 0-0=0
    2-3 3 2 5 6 3 1 1-1=0 0-0=0
    2-4 5 2 7 8 3 1 1-1=0 0-0=0
    3-4 2 5 7 8 6 1 1-1=0 0-1=-1
    4-6 1 7 8 9 8 1 1-0=1 1-1=0
    5-6 3 6 9 9 6 0 0-0=0 0-0=0
    EFT =EST + Time

    LST =LFT –Time

    Total Float = LST – EST

    Free Float = Total Float – Head slack

    Independent Float = Free Float – Tail slack

    Type B (Activity and one Time is given)

    Network diagram, Critical Path. Find EST, EFT, LFE, LST, Total Float, Free Float and Independent Float.

    Activity : A B C D E F G H I J

    Processor activity : - - A A B,C B,C F F D,G E,H,I

    Time : 15 15 3 5 12 8 1 14 3 14

    Solution. Critical Path is 1-2-3-4-6-7 = 15+3+8+14+14 =54


    Activity Time EST EFT LFT LST TF FF IF
    A(1-2) 15 0 15 15 0 0 0-0=0 0-0=0
    B(1-3) 15 0 15 18 3 3 3-0=3 3-0=3
    C(2-3) 3 15 18 18 15 0 0-0=0 0-0=0
    D(2-5) 5 15 20 37 32 17 17-10=7 7-0=7
    E(3-6) 12 18 30 40 28 10 10-0=10 10-0=10
    F(3-4) 8 18 26 26 18 0 0-0=0 0-0=0
    G(4-5) 1 26 27 37 36 10 10-10=0 0-0=0
    H(4-6) 14 26 40 40 36 0 0-0=0 0-0=0
    I(5-6) 3 27 30 40 37 10 10-0=10 10-10=0
    J(6-7) 14 40 54 54 40 0 0-0=0 0-0=0

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