MEKELLE UNIVERSITY

MEKELLE INSTITUTE OF TECHNOLOGY

DEPARTMENT OF CHEMICAL ENGINEERING
PRODUCTION AND PROJECT MANAGEMENT ASSIGNMENT

Title: PERT, CPM & Gantt chart

PREPARED BY:
NAME: IDNO:
1. TESFAY G/MICAEL……………..MIT/UR/10142/10
2. TEAME KAHSAY………………..MIT/UR/10129/10
3. ABRHA REDAE………………….MIT/UR/1003/10
4. ZEMEN TSEGAY………………...MIT/UR/10158/10

SUBMMISSION DATE: MARCH, 26, 2024

SUBMITTED TO: MR HADUSH G/SLASE (MSC)
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PERT (Program Evaluation and Review Technique)

PERT (Program Evaluation and Review Technique) is a project management tool that helps
in planning, scheduling, and controlling projects. It is particularly useful when dealing with
projects that have a high degree of uncertainty in terms of task durations and dependencies. It
is a project management technique commonly used in chemical engineering and other
industries to plan, schedule, and control complex projects. PERT was initially developed by
the U.S. Navy in the 1950s to manage the Polaris submarine missile program. Program
Evaluation and Review Technique (PERT) is a project management methodology that
visually represents the time it takes to complete a project. At its core, PERT utilizes a
network of diagrams to visually illustrate the sequence of activities in a project timeline and
project milestones.

In chemical engineering, PERT is used to effectively manage projects involving the design,
construction, and operation of chemical plants, refineries, and other industrial facilities. It
helps project managers estimate the time required for each activity and identify critical paths
that can significantly impact the overall project schedule.

The key features of PERT include:

Network Diagram: PERT employs a network diagram, also known as a PERT chart or
PERT network, to represent the sequence of activities in a project. The network diagram
consists of nodes (representing activities) and arrows (representing the flow or dependencies
between activities). It visually illustrates the relationship between different project tasks and
their dependencies.

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Activity Time Estimates: Each activity in the PERT network is assigned three-time
estimates: optimistic (O), most likely (M), and pessimistic (P). These estimates are used to
determine the expected duration of each activity. The formula used to calculate the expected
duration is: (O + 4M + P) / 6.

 Optimistic Duration: This represents the shortest possible time required to complete
an activity under ideal conditions. It assumes that there are no delays or obstacles
encountered during the activity.
 Most Likely Duration: This represents the most realistic estimate of the time required
to complete an activity based on normal conditions, resources, and typical challenges
that may arise.
 Pessimistic Duration: This represents the longest possible time required to complete
an activity, considering potential delays, unforeseen obstacles, or resource constraints.

Slack or Float Time: PERT calculates slack or float time for non-critical activities. Slack
time represents the amount of time an activity can be delayed without affecting the project's
overall duration. It provides flexibility in scheduling and resource allocation.

Probability Analysis: PERT incorporates a probabilistic approach to project scheduling. By

using the expected duration and standard deviation of each activity, PERT can calculate the
probability of completing the project within a specific time frame. This analysis helps project
managers assess project risks and make informed decisions.

Project Monitoring and Control: PERT facilitates project monitoring and control by
allowing project managers to track the progress of activities, identify potential bottlenecks,
and take corrective actions to keep the project on schedule.

Overall, PERT is a valuable tool in chemical engineering project management, providing a

structured approach to estimating project timelines, identifying critical paths, and managing
project risks. It assists in optimizing project schedules, resource allocation, and decision-
making throughout the project lifecycle.

To calculate slack time for non-critical activities in PERT, you can follow these steps:

1. Identify the Critical Path: Determine the critical path in the project, which consists of
the longest sequence of dependent activities that determines the minimum project
duration.

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 2. Calculate the Earliest Start Time (EST) and Earliest Finish Time (EFT): Starting from
the project's initiation point, calculate the earliest possible start time (EST) and
earliest possible finish time (EFT) for each activity in the network diagram. EST for
an activity is the maximum of the EFTs of all its preceding activities, while EFT is
calculated by adding the activity's duration to its EST.
3. Calculate the Latest Finish Time (LFT) and Latest Start Time (LST): Starting from
the project's completion point, calculate the latest possible finish time (LFT) and latest
possible start time (LST) for each activity in the network diagram. LFT for an activity
is the minimum of the LSTs of all its succeeding activities, while LST is calculated by
subtracting the activity's duration from its LFT.
4. Calculate Slack Time: The slack time for an activity is determined by subtracting its
EST from its LST or subtracting its EFT from its LFT. Mathematically, slack time
(ST) can be calculated as follows:
ST = LST - EST or ST = LFT - EFT

Non-critical activities will have positive slack time, indicating the amount of time they can be
delayed without affecting the project's overall duration. Critical activities have zero slack
time since any delay in these activities will directly impact the project's duration.

Example: 6 days

A -----> B -----> E

| | |

v v v

3 days 4 days 5 days

| | |

v v v

C -----> D -----> F

7 days

In this example, the critical path is A -> B -> E -> F, with a total duration of 17 days.
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Now, let's calculate the slack time for the non-critical activities:

Activity C:

EST (Earliest Start Time) = 6 days (completion of activity A)

EFT (Earliest Finish Time) = EST + duration = 6 days + 3 days = 9 days

LFT (Latest Finish Time) = LST (Latest Start Time) of succeeding activity D = 17 days
(duration of critical path)

LST (Latest Start Time) = LFT - duration = 17 days - 7 days = 10 days

Slack Time (ST) = LST - EST = 10 days - 9 days = 1 day

So, activity C has 1 day of slack time, meaning it can be delayed by 1 day without impacting
the project's overall duration.

Activity D:

EST = 9 days (completion of activity C)

EFT = EST + duration = 9 days + 4 days = 13 days

LFT = LST of succeeding activity F = 17 days

LST = LFT - duration = 17 days - 7 days = 10 days

Slack Time = LST - EST = 10 days - 13 days = -3 days (negative slack time)

Activity D has a negative slack time of -3 days, indicating that it is a critical activity and any
delay in this activity will impact the project's overall duration.

Activity B:

EST = 0 days (start of the project)

EFT = EST + duration = 0 days + 6 days = 6 days

LFT = LST of succeeding activity E = 17 days

LST = LFT - duration = 17 days - 5 days = 12 days

Slack Time = LST - EST = 12 days - 6 days = 6 days

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Activity B has 6 days of slack time, indicating that it can be delayed by up to 6 days without
affecting the project's overall duration.

By calculating the slack time for non-critical activities, project managers can identify the
activities that have scheduling flexibility and determine where they can allocate resources or
adjust schedules to optimize the project timeline.

By calculating slack time for non-critical activities, project managers can identify which
activities have flexibility in their schedules and prioritize their efforts accordingly. They can
focus on critical activities while considering adjustments or delays in non-critical activities.

It's important to note that slack time calculations assume that all preceding activities are
completed as early as possible and all succeeding activities start immediately after their
preceding activities. This approach allows for flexibility within the project schedule while
maintaining the project's overall duration.

PERT or the Program Evaluation and Review Technique is a method that analyzes the time
required to complete each task and its associated dependencies, and to determine the
minimum amount of time required to complete a certain project. The process takes into
consideration three different time estimates:

 Optimistic Time (To): The minimum amount of time required to complete the
project, assuming everything goes better than expected.

 Pessimistic Time (Tp): The maximum time required to complete the task,
assuming things go wrong.

 Most Likely Time (Tm):

Program evaluation and review technique, known as PERT, is a project management tool that
helps you do the following:

 Plan resources for specific tasks in large-scale or complex projects

 Understand milestones
 Estimate task durations
 Organize project scope

Milestones in a PERT chart is represented by boxes or circles called nodes. Nodes are linked
together with arrows that symbolize task order. For example, you can't paint a room until
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you've cleaned it, so cleaning would be listed as the first task and painting as the second one.
The nodes and task lines on the PERT chart may contain information about each task and event
milestone, including:
 Name and ID
 Type of activity (category or department)
 Task owner
 Expected duration (optimistic, pessimistic, expected)
 Earliest start time
 Latest start time
 Milestones
 Any additional notes
What are the purposes of PERT in project management

PERT (Program Evaluation and Review Technique) is a project management tool that is
particularly useful for managing complex and non-routine projects. The main purposes of
using PERT in project management include:

1. Planning and Scheduling: PERT helps in breaking down a project into manageable tasks,
identifying the sequence of activities, determining the dependencies between tasks, and
estimating the time required to complete each task. This enables project managers to create a
detailed project schedule that outlines the critical path and helps in allocating resources
effectively.

2. Time Management: PERT allows project managers to estimate the duration of each task
with three-time estimates (optimistic, most likely, and pessimistic), which helps in
determining the expected time needed to complete the project. By analyzing these estimates,
project managers can identify potential bottlenecks, allocate resources efficiently, and set
realistic deadlines for project milestones.

3. Risk Management: PERT helps in identifying and managing risks associated with project
completion by providing a probabilistic assessment of the project timeline. By considering
the uncertainty in task durations and critical path analysis, project managers can evaluate the
impact of risks on project timelines and develop contingency plans to mitigate potential
delays.

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4. Resource Allocation: PERT assists in optimizing the allocation of resources such as
manpower, equipment, and materials by providing a structured framework for scheduling
activities. By understanding the resource requirements for each task and the overall project
timeline, project managers can ensure that resources are utilized efficiently and effectively
throughout the project lifecycle.

5. Performance Monitoring: PERT enables project managers to track the progress of tasks,
compare actual performance against planned performance, and identify deviations from the
project schedule. By regularly reviewing the project's critical path and analyzing variances in
task durations, project managers can take corrective actions to keep the project on track and
meet deadlines.

6. Communication and Coordination: PERT promotes effective communication and

coordination among project team members by providing a visual representation of the project
schedule, critical path, and interdependencies between tasks. This helps in enhancing
collaboration, aligning team members' efforts towards common goals, and ensuring that
everyone is aware of their responsibilities within the project.

How PERT is applicable in chemical engineering project management

PERT can be applied in chemical engineering project management in various ways,

considering the unique characteristics and requirements of chemical engineering projects.
Here are a few examples:

1. Process Design and Development: In chemical engineering projects, PERT can be used
to estimate the duration of activities involved in the process design and development
phase. This may include activities such as conducting laboratory experiments, pilot plant
testing, process simulation, equipment selection, and optimization. By using PERT,
project managers can estimate the time required for each activity, identify critical tasks,
and allocate resources accordingly.
2. Equipment Procurement and Installation: Chemical engineering projects often involve
the procurement and installation of specialized equipment and systems. PERT can help in
estimating the time required for activities such as equipment selection, vendor evaluation,
procurement, delivery, installation, commissioning, and validation. By identifying the
critical path, project managers can ensure that equipment-related activities are completed
on time to avoid delays in subsequent project phases.

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3. Regulatory Compliance and Permitting: Chemical engineering projects are subject to
various regulatory requirements and permitting processes. PERT can assist project
managers in estimating the duration of activities related to environmental impact
assessments, safety reviews, permit applications, and regulatory compliance. By
considering the critical activities in these processes, project managers can plan
accordingly and ensure compliance with regulatory timelines.
4. Construction and Commissioning: PERT is valuable in managing the construction and
commissioning phases of chemical engineering projects. It can help estimate the time
required for activities such as site preparation, civil works, equipment installation, piping
and instrumentation, electrical and controls integration, and performance testing. By
identifying critical activities, project managers can closely monitor progress, manage
dependencies, and coordinate various stakeholders to ensure timely completion.
5. Startup and Operationalization: PERT can be applied during the startup and
operationalization of chemical plants or facilities. This involves activities such as initial
plant startup, process optimization, performance testing, operator training, and handover
to operations. By using PERT, project managers can estimate the time required for each
activity, identify critical tasks that may impact plant performance, and plan for a smooth
transition to operational phase.
6. Risk Assessment and Management: Chemical engineering projects often involve
inherent risks related to safety, environmental impact, and regulatory compliance. PERT
can be used to evaluate and manage these risks by estimating the time required for risk
assessment activities, safety reviews, mitigation measures, and contingency planning. By
considering the critical activities related to risk management, project managers can ensure
that appropriate measures are implemented to minimize potential risks and their impact
on project timelines.
7. Maintenance and Shutdown Projects: PERT can also be applied in managing
maintenance projects or shutdown activities in chemical plants. This includes activities
such as equipment maintenance, inspection, repair, and turnaround planning. PERT can
help estimate the time required for each maintenance task, identify critical activities that
may impact plant availability, and optimize maintenance schedules to minimize
downtime.

Let's consider an example of a chemical engineering project: the development and scale-up of
a new chemical process. Here's how PERT can be applied in this scenario:

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 1. Activity: Laboratory Experiments
 Optimistic Duration: 4 weeks
 Most Likely Duration: 6 weeks
 Pessimistic Duration: 8 weeks
o Activity: Pilot Plant Testing
 Optimistic Duration: 8 weeks
 Most Likely Duration: 10 weeks
 Pessimistic Duration: 12 weeks
o Activity: Process Simulation and Optimization
 Optimistic Duration: 6 weeks
 Most Likely Duration: 8 weeks
 Pessimistic Duration: 10 weeks
o Activity: Equipment Selection and Procurement
 Optimistic Duration: 6 weeks
 Most Likely Duration: 8 weeks
 Pessimistic Duration: 10 weeks
o Activity: Process Design and Engineering
 Optimistic Duration: 10 weeks
 Most Likely Duration: 12 weeks
 Pessimistic Duration: 14 weeks
o Activity: Construction and Installation
 Optimistic Duration: 14 weeks
 Most Likely Duration: 18 weeks
 Pessimistic Duration: 22 weeks

Using the PERT technique, the project manager can calculate the expected duration for each
activity and identify the critical path. Let's calculate the expected duration for each activity
using the PERT formula:

Expected Duration = (Optimistic Duration + 4 * Most Likely Duration + Pessimistic

Duration) / 6

For example, for the "Laboratory Experiments" activity:

Expected Duration = (4 + 4 * 6 + 8) / 6 = 38 / 6 = 6.33 weeks

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By calculating the expected durations for all activities and analyzing their dependencies, the
critical path can be determined. Let's assume that the critical path in this example is as
follows:

Laboratory Experiments (6.33 weeks) -> Pilot Plant Testing (10 weeks) -> Process
Simulation and Optimization (8 weeks) -> Process Design and Engineering (12 weeks) ->
Construction and Installation (18 weeks)

In this case, the critical path has a total duration of 54.33 weeks. This means that any delays
in activities along the critical path will directly impact the project's overall timeline. The
project manager can closely monitor these critical activities, allocate resources accordingly,
and ensure that they are completed on schedule to avoid project delays.

By applying the PERT technique, the project manager gains insights into the project's
timeline, identifies critical activities, and can take proactive measures to optimize resource
allocation, manage risks, and ensure the successful development and scale-up of the chemical
process.

PERT Chart

A PERT chart, also known as a PERT diagram or PERT network, is a project management
tool that visually represents the activities and their dependencies in a project. PERT stands
for Program Evaluation and Review Technique, and the chart is based on the PERT analysis
method.

A PERT chart typically consists of nodes (also called events) and arrows (also called
activities) that connect the nodes. The nodes represent specific events or milestones in the
project, while the arrows represent the activities or tasks required to complete the project.

Uses a network diagram with numbered circles or boxes for project events/milestones
(nodes), directional arrows for task dependencies, and divergent arrows for concurrent tasks.

Due to their format that’s hard to keep updated and difficult to interpret, PERT charts
are best used in the planning phase to determine the tasks, activities, and resources required
for project completion, uncover the critical path, and estimate both task duration and the
overall duration of a project.

Elements of a PERT Chart

Let’s look at some of the most common elements of PERT.

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  Nodes: Nodes are represented as circles or rectangles in the chart. Each node
represents a specific event or milestone in the project timeline, such as the start or
completion of an activity. Nodes are labeled with a unique identifier or description.

 Arrows: the direction of the arrow represents the flow and sequence of work. An
arrow is drawn from the predecessor activity to the successor activity, illustrating
their logical relationship.
 Float or Slack: refers to how long the team can delay a task without affecting the
project’s completion time.
 Critical path: refers to the longest path through the network diagram. A thick line or
a different color represents it. Delays on the critical path will directly impact the
project’s duration.
 Lead time: the amount of time you should take to complete a task without affecting
subsequent tasks.
 Lag time: the minimum time it takes for a task to follow another.
 Optimistic time estimate (O): the minimum time required to complete an activity
under the best-case scenario.
 Most likely time estimate (M): is the most realistic timeframe to complete an
activity.
 Pessimistic time estimate (P): the maximum time to complete an activity under the
worst-case scenario.
 Predecessor and Successor Relationships: refer to dependencies between activities
symbolized by arrows connected to the nodes. In a team, predecessor activities must
be done before another task begins, while successor activities can only start after an
activity is completed.
Advantages and Disadvantages of PERT Charts

Using a PERT chart might look appealing, but it has pros and cons, depending on your
business needs.

Advantages
 Visualization of Project Activities: Project managers and stakeholders get a visual
representation of the project’s flow, making it easier to identify critical activities and
potential bottlenecks.

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  Time Management: A PERT chart assigns optimistic, most likely and pessimistic
time estimates to activities. Done right, project managers can estimate the time it
takes to complete the project within specific timeframes.
 Resource Allocation: Project managers can identify required assets and allocate
resources effectively for each project stage to facilitate completion.
 Risk Assessment and Management: Project managers can determine the critical
path and identify tasks that significantly impact project completion. Also, they can
find activities that are more susceptible to delays and develop appropriate contingency
plans to mitigate risks.
Disadvantages
 Labor-Intensive: Making a PERT chart is a time-consuming and labor-intensive
process. It requires careful analysis of activities and time estimates, which requires
effort and resources.
 Inaccurate Information: PERT relies heavily on time estimates. If time estimates are
unreliable, they can lead to inaccurate project timelines.
 Lacks Flexibility: A PERT chart is challenging to modify when deadlines change. As
project requirements evolve, it can be challenging to maintain an accurate
representation of the project’s status and financial positioning.
How Does a PERT Chart Work?

Follow these steps to create a PERT chart.

1. Identify Activities: Determine all the activities required to complete the project. Break it
into small, manageable tasks with specific actions or deliverables.

2. Determine Dependencies: Consider the flow and order of the tasks. Identify activities the
team needs to finish before others can start and establish the relationships between them.

3. Create the PERT Chart: Construct the PERT chart using nodes to represent activities and
arrows to represent the sequence of tasks. Each node should have an activity name and
corresponding time estimates.

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Tasks on similar stages of production but remain on separate branches or paths are known as
parallel tasks. They run independently of each other, but they can also occur simultaneously.

4. Assign Time Estimates: Assign time estimates showing the expected duration for
completing each activity. There are usually three estimates: optimistic (O), most likely (M)
and pessimistic (P).

5. Define the Critical Path: Calculate the total time for each path by adding the activity
duration. The critical path is the path with the longest duration.

6. Track Progress: Mark completed activities and adjusted time estimates as the project
progresses.

Let's consider an example of a construction project to build a new office building. Here's a
simplified PERT chart representing the activities and their dependencies:

Start
|
V
Excavation
|
V
Foundation
/ \
V V

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Frame Plumbing
\ /
V V
Walls |
| V
Roof |
| V
Electrical |
| V
Plumbing |
| V
HVAC |
| V
Finish
|
V
End
In this example, the PERT chart depicts the construction project's activities and their
dependencies. Here's a breakdown of the activities represented in the chart:

 Excavation: This activity involves excavating the construction site to prepare for the
foundation.
 Foundation: The foundation is constructed, providing the base for the building.
 Frame: This activity involves constructing the structural frame of the building,
including beams and columns.
 Plumbing: Plumbing systems, such as water supply and drainage, are installed.
 Walls: The walls of the building are constructed.
 Roof: The roof is constructed to provide weather protection.
 Electrical: Electrical systems, including wiring and fixtures, are installed.
 HVAC: Heating, ventilation, and air conditioning systems are installed.
 Finish: This activity involves finishing touches, such as painting, flooring, and interior
decoration.

The arrows in the chart represent the dependencies between activities. For example:

 Excavation must be completed before the Foundation can begin.

 Foundation must be completed before Frame and Plumbing can start.
 Frame and Plumbing can proceed concurrently but are both prerequisites for Walls.

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  Walls must be completed before Roof can begin.
 Electrical, Plumbing, and HVAC can proceed concurrently but are all dependent on
Roof.
 Finish can only start once all previous activities are completed.

Critical Path Method (CPM)

The Critical Path Method (CPM) is a project management technique used to determine the
longest sequence of dependent activities and the shortest time needed to complete a project. It
identifies the critical path, which is the sequence of tasks that determines the overall duration
of the project.

It is is a project management technique used to identify the critical path, determine project
duration, and schedule activities in a project. It is a mathematical algorithm that helps project
managers effectively plan and control project timelines. The critical path is the longest
sequence of project activities that have to be finished to meet your final deadline. Any delay
for the tasks on the critical path will push back the delivery date. which is the longest
sequence of dependent activities that determines the minimum project duration. Activities on
the critical path have no slack or float time, meaning any delay in these activities will directly
impact the project's overall duration.

Compared to the Gantt chart, which displays a project’s schedule using task bars against a
timeline, the CPM chart uses a network diagram with linked task boxes to represent the
critical and non-critical paths.

Key aspects of the Critical Path Method:

I. Activity Sequencing: CPM involves identifying all the activities required to complete
a project and determining their dependencies. The dependencies can be represented by
finish-to-start (FS), start-to-start (SS), finish-to-finish (FF), or start-to-finish (SF)
relationships. By understanding the sequence of activities and their dependencies,
project managers can create a network diagram.
II. Network Diagram: The network diagram in CPM represents the project activities as
nodes and their dependencies as arrows. It provides a visual representation of the
project's flow and shows the logical relationships between activities. The network
diagram helps identify the critical path, which is the longest sequence of dependent
activities that determines the project's overall duration.

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III. Activity Duration Estimation: Each activity in CPM is assigned an estimated duration.
This duration can be based on historical data, expert judgment, or other estimation
techniques. The estimated durations are typically represented in days, weeks, or other
relevant units of time.
IV. Forward Pass and Backward Pass: CPM uses a technique called forward pass and
backward pass to determine the early start (ES), early finish (EF), late start (LS), and
late finish (LF) times for each activity. The forward pass calculates the earliest start
and finish times, starting from the project's start date, while the backward pass
calculates the latest start and finish times, starting from the project's end date.
V. Float or Slack Calculation: Float or slack refers to the amount of time an activity can
be delayed without affecting the project's overall duration. By calculating the
difference between the early and late start times (or early and late finish times),
project managers can determine the float for each activity. Activities on the critical
path have zero float since any delay in these activities will directly impact the
project's duration.
VI. Critical Path Determination: The critical path in CPM is the longest sequence of
dependent activities that determines the project's overall duration. It is determined by
identifying the path with zero float, indicating that any delay in activities along the
critical path will directly impact the project's completion date. The critical path helps
project managers focus on activities that are crucial for completing the project on
time.
VII. Schedule Development: With the critical path identified, project managers can
develop a project schedule that outlines the start and finish dates for each activity. The
schedule ensures that activities on the critical path are closely monitored and managed
to prevent delays. It also helps allocate resources effectively and communicate the
project timeline to stakeholders.

How CPM is applied in process and project Management

Process Management

1. Workflow Analysis: CPM can be used to analyze and optimize workflows within a
process. By identifying the sequence of activities and their dependencies, CPM helps identify
bottlenecks, inefficiencies, and areas for improvement. It allows process managers to
streamline the flow of activities, reduce cycle times, and improve overall process efficiency.

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2. Process Improvement: CPM can be used to evaluate the impact of process changes or
improvement initiatives. By modeling the existing process and simulating the effects of
proposed changes, process managers can assess the potential impact on activity durations,
critical paths, and overall process performance. CPM enables data-driven decision-making
and helps prioritize improvement efforts.

3. Process Simulation: CPM can be used in process simulation to analyze the impact of
different scenarios on process performance. By adjusting activity durations, adding or
removing activities, or modifying dependencies, process managers can simulate various
process configurations. CPM helps evaluate the effects of these changes on the critical path,
cycle time, resource utilization, and overall process efficiency.

4. Process Optimization: CPM aids in process optimization by identifying critical activities

that have the most impact on the process duration. Process managers can focus on improving
these critical activities to streamline the process and reduce overall cycle time. By optimizing
activities on the critical path, process managers can achieve significant improvements in
process efficiency and productivity.

Project Management

I. Project Planning: CPM is a fundamental tool for project planning. It helps project
managers identify all the activities required to complete a project, determine their
dependencies, estimate activity durations, and establish a logical sequence of
activities. CPM provides a visual representation of the project's flow and allows
project managers to create realistic project schedules.
II. Schedule Development: CPM assists in developing project schedules by calculating
the early start, early finish, late start, and late finish times for each activity. Project
managers can use this information to create a comprehensive project schedule that
outlines the start and finish dates for all activities. CPM ensures that the project
schedule is based on logical dependencies and helps identify the critical path.
III. Resource Management: CPM helps project managers allocate resources effectively.
By identifying activity durations and critical activities, project managers can allocate
resources such as personnel, equipment, and materials in a way that ensures smooth
progression of activities and minimizes resource constraints. CPM assists in
optimizing resource utilization and preventing resource bottlenecks.

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 IV. Progress Tracking and Control: CPM provides a baseline for progress tracking and
control. Project managers can compare the actual start and finish dates of activities
against the planned schedule derived from CPM. This allows them to monitor project
progress, identify any deviations or delays, and take corrective actions to bring the
project back on track. CPM helps project managers maintain control over the project
timeline and make necessary adjustments as needed.
V. Risk Management: CPM facilitates risk management by identifying the critical path
and critical activities in a project. Activities on the critical path have the most
significant impact on the project's duration. By focusing on critical activities, project
managers can proactively plan for contingencies, allocate additional resources or
buffers, and implement risk mitigation measures to minimize the impact of potential
risks on the project timeline.
VI. Resource Leveling: CPM facilitates resource leveling, which involves adjusting the
project schedule to optimize resource utilization. By analyzing resource requirements
and availability, project managers can adjust the start and finish dates of non-critical
activities to balance resource loads. CPM helps identify opportunities for resource
leveling and ensures that resources are utilized efficiently throughout the project.
VII. What-If Analysis: CPM allows project managers to perform what-if analysis to
explore different scenarios and assess their impact on the project schedule. By
changing activity durations, adding or removing activities, or adjusting dependencies,
project managers can evaluate the effects on the critical path and project duration.
What-if analysis helps in making informed decisions, considering alternative
approaches, and selecting the most optimal project plan.
VIII. Schedule Compression: CPM assists in schedule compression techniques such as
crashing and fast-tracking. Crashing involves allocating additional resources to
critical activities to reduce their duration and accelerate the project schedule. Fast-
tracking involves overlapping activities that would normally be performed
sequentially. By analyzing the critical path and identifying activities with float,
project managers can determine which activities can be compressed or fast-tracked to
expedite project completion.
IX. Earned Value Management (EVM): CPM can be integrated with Earned Value
Management techniques for project monitoring and control. By tracking the actual
progress of activities against their planned durations and costs, project managers can
calculate performance indicators such as Schedule Performance Index (SPI) and
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 Schedule Variance (SV). CPM provides the baseline schedule against which EVM
metrics are measured, enabling effective project control and performance
measurement.
X. Resource Constraints and Dependencies: CPM helps project managers identify
activities with resource constraints or dependencies. By analyzing the critical path and
resource requirements, project managers can identify potential bottlenecks or
dependencies that may impact the project schedule. This information allows them to
proactively address resource constraints, adjust priorities, or allocate additional
resources to critical activities.

Here's a mathematical example to illustrate the application of the Critical Path Method
(CPM):

Let's consider a project with the following activities, their durations, and dependencies:

Activity A: Duration 3 days

Activity B: Duration 4 days
Activity C: Duration 2 days (depends on A)
Activity D: Duration 5 days (depends on A)
Activity E: Duration 6 days (depends on B and C)
Activity F: Duration 3 days (depends on D and E)
Activity G: Duration 2 days (depends on E)

To apply CPM, we'll create a network diagram to visualize the activities and their
dependencies:

A(3)
/ \
C(2) D(5)
\ /
B(4)
|
E(6)
/ \
F(3) G(2)
Now, we'll determine the critical path using CPM:

1. Calculate the earliest start and finish times for each activity:

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  For the start node A, the earliest start time is 0, and the earliest finish time is 3 (0 +
duration).
 For activity B, the earliest start time is 3 (finish time of A), and the earliest finish time
is 7 (3 + duration).
 For activity C, the earliest start time is 3 (finish time of A), and the earliest finish time
is 5 (3 + duration).
 For activity D, the earliest start time is 3 (finish time of A), and the earliest finish time
is 8 (3 + duration).
 For activity E, the earliest start time is 8 (maximum finish time of C and D), and the
earliest finish time is 14 (8 + duration).
 For activity F, the earliest start time is 14 (finish time of E), and the earliest finish
time is 17 (14 + duration).
 For activity G, the earliest start time is 14 (finish time of E), and the earliest finish
time is 16 (14 + duration).

2. Determine the critical path:

 The critical path is the longest path in terms of total duration. In this case, it is A → D
→ E → F.
 The total duration of the critical path is 3 (A) + 5 (D) + 6 (E) + 3 (F) = 17 days.

Therefore, in this example, the critical path is A → D → E → F, and the project's duration is
17 days. Any delay in activities on the critical path will directly impact the project's overall
duration.

Gantt chart

A Gantt chart is a project management tool that allows project managers to create a project
schedule by mapping project tasks over a visual timeline which shows the order in which
they’ll be completed, when they’re due, their duration and other details about them such as
their percentage of completion. Every Gantt chart has two main parts, a grid or task list on the
left side and a project timeline on the right.

A Gantt chart is a project management tool that illustrates work completed over a period of
time in relation to the time planned for the work. A Gantt chart can include the start and end
dates of tasks, milestones, dependencies between tasks, assignees, and more.

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In the early part of the 20th century, Henry Gantt created charts that recorded the progress of
workers to a task. It allowed supervisors to quickly see if production schedules were behind,
ahead, or on track. Gantt charts revolutionized project management, helping to manage large
construction projects like the Hoover Dam and the interstate highway network. While Gantt
charts were initially written out on pieces of paper, with the rise of computers in the 1980s,
Gantt charts became increasingly complex and elaborate. Today, Gantt charts are still one of
the most widely used project management tools.

A Gantt chart is a type of bar chart that illustrates a project schedule. This chart lists the tasks
to be performed on the vertical axis, and time intervals on the horizontal axis. The width of
the horizontal bars in the graph shows the duration of each activity. Gantt charts help teams
to plan work around deadlines and properly allocate resources. Project planners also use
Gantt charts to maintain a bird's eye view of projects. They depict, among other things, the
relationship between the start and end dates of tasks, milestones, and dependent tasks. It
provides a visual representation of a project's schedule, showing the start and finish dates of
individual tasks as well as their dependencies.

Project managers use Gantt charts for three main reasons:

A. Build and manage a comprehensive project

Gantt charts visualize the building blocks of a project and organize it into smaller, more
manageable tasks. The resulting small tasks are scheduled on the Gantt chart's timeline, along
with dependencies between tasks, assignees, and milestones.

B. Determine logistics and task dependencies

Gantt charts can be employed to keep an eye on the logistics of a project. Task dependencies
ensure that a new task can only start once another task is completed. If a task is delayed (it
happens to the best of us), then dependent issues are automatically rescheduled. This can be
especially useful when planning in a multi-team environment.

C. Monitor progress of a project

As teams log time towards issues in your plan, you can monitor the health of your projects
and make adjustments as necessary. Your Gantt chart can include release dates, milestones,
or other important metrics to track your project’s progress.

Example: Waterfall and Gantt charts

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The waterfall model of project planning follows a linear approach where stakeholder and
customer requirements are collected at the beginning of the project. From that, project
managers create a sequential project plan, complete with milestones and deadlines. Every
piece of the project relies on the completion of preceding tasks. This is favored by teams that
focus on process (such as construction or manufacturing) and less on ideation or problem-
solving as the steps need to be planned out in advance.

Gantt charts are typically preferred by project managers using waterfall. They determine a
project schedule by breaking projects into manageable chunks of work and assigning start
and end dates. It’s also helpful in identifying important milestones in your project. Milestones
are accomplishments that teams should achieve on or ahead of schedule. They are optional
but recommended.

What is included in a Gantt Chart?

There are two halves to most Gantt chart tools. On the left is a grid that lists project tasks and
important information about them and on the right, there’s the Gantt chart timeline, a visual
representation of the project schedule.

Gantt Chart Grid

The grid of a Gantt chart is where you list project tasks and project scheduling details about
them. The Gantt chart grid is the most important component of your Gantt chart because the
data you enter here will be used to populate the Gantt chart timeline.

The more details about your project tasks you can add to a Gantt chart grid, the more aspects
of your project plan you’ll be able to track.

Gantt Chart Timeline

The Gantt chart timeline is a stacked bar chart where each project task is represented by a bar
that runs on the horizontal axis. The task bars start on the date that the work is scheduled to
start and end on the date when it’s expected to finish. The longer the bar, the longer the task
will take.

Here's an example of how a Gantt chart can be applied in chemical engineering projects:

1. Plant Construction: When constructing a chemical plant, a Gantt chart can be utilized
to schedule and track various activities involved in the project. The chart can include
activities such as site preparation, equipment installation, piping, electrical work,
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 commissioning, and testing. Each activity is represented as a bar on the chart, with its
duration and dependencies indicated. The Gantt chart allows project managers to
visualize the overall timeline, identify critical activities, allocate resources, and
monitor progress to ensure timely completion of the plant construction project.
2. Process Development: In chemical engineering, Gantt charts can be employed to
manage the development of new processes or the optimization of existing processes.
Activities such as researching, designing experiments, conducting trials, analyzing
data, and implementing improvements can be included in the chart. The Gantt chart
allows project teams to plan and coordinate their activities, allocate resources, and
monitor the progress of process development initiatives.
3. Production Scheduling: Gantt charts are valuable tools for production scheduling in
chemical engineering. They can be used to plan and coordinate the production of
various chemicals or products in a manufacturing facility. The chart can include
activities such as raw material procurement, batch preparation, reaction processes,
distillation, purification, packaging, and quality control. By visualizing the production
schedule, project managers can optimize resource allocation, identify bottlenecks,
manage dependencies, and ensure efficient production workflows.
4. Maintenance and Shutdown Projects: In chemical plants, Gantt charts are employed to
manage maintenance activities and shutdown projects. These projects involve
activities such as equipment inspection, repairs, replacements, cleaning, and safety
checks. The Gantt chart helps in planning and scheduling these activities to minimize
production downtime and ensure the safe and effective execution of maintenance
tasks.
5. Research and Development Projects: Chemical engineering research and development
(R&D) projects can also benefit from Gantt charts. These projects often involve
activities such as literature review, experimental design, data collection, analysis, and
reporting. A Gantt chart allows R&D project teams to plan and track their activities,
allocate resources, manage timelines, and ensure the progress of research initiatives.

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