Pert & CPM

PROJECT MANAGEMENT
PERT & CPM
Plan your work first…..then work your plan
References: Project Scheduling by Engr Limeta

CPM by Engr Sapigao/Selirio
PICE Notes
Project Management
PERT & CPM
Nowadays, most people are considered planners

because they plan almost anything, everyday.
People wake up in the morning thinking of what to
do for the day. Some jump out of bed because
they have a time schedule to make. There are also
midnight planners, because they do their planning
before going to sleep. But, the long-range
planners are those who plan ahead and
follow their plan as scheduled.
Project Management
PERT & CPM
There are many tools and techniques being availed

of in the planning process. The most common of
the tools proven to be useful in construction,
among others, are the bar charts, s-curves,
materials and equipment schedules, cash flow
controls and the PERT/CPM diagram. The latter
tool is a new technique found to be very effective
not only in planning but also in construction
management.
Project Management
PERT & CPM
PERT / CPM
PERT and CPM are terms used in the project
management sector. PERT stands for ProgramProject
Evaluation and Review Techniques and CPM
for Critical Path Method. The differences
between the two is that PERT pertains to
probabilistic, whereas CPM refers to deterministic.
CPM determines the estimated activity duration of
historical information, whereas PERT estimates are
spoke in ranges and are uncertain to determine.
Project Management
PERT & CPM
PERT / CPM
PERT and CPM are network techniques used to aid
in the planning, scheduling, monitoring, and
control of activities which are related to each other.
“The PERT/CPM technique could be as good only as the user would want it to be”.

Project Management
PERT & CPM
PERT / CPM
PERT and CPM are network techniques used to aid
in the planning, scheduling, monitoring, and
control of activities which are related to each other.
“The PERT/CPM technique could be as good only as the user would want it to be”.

Project Management
PERT & CPM
HISTORICAL DEVELOPMENT OF PERT and CPM
COMMON
WHAT WHEN WHO WHY DIFFERENCE
FEATURES
E.I.DU PONT DE 1. CPM works with fixed deterministic time
NEMOURS & 2. CPM is useful for repetitive and non complex
CPM
CO, in Ass with Construction projects with a certain degree of time
(Critical Path 1956 Network
UNIVAC of Project estimates.
Method)
Remington 3. CPM includes time-cost trade off.
Rand 4. CPM- for construction projects.
Fleet
PERT US NAVY & Ballistic 1. PERT works with probabilistic time
(Program BOOZ, ALLEN Missile 2. PERT is useful for non repetitive and complex
Evaluation 1958 and HAMILTON Program Network projects with uncertain time estimates
and Review as Management (Project 3. PERT is restricted to time variable.
Technique) Consultant Polaris of US 4. PERT- used for R&D programs.
Navy

Project Management
PERT & CPM
PERT - Project Evaluation and Review Technique
In the critical path method, the time estimates are

assumed to be known with certainty. In certain
projects like research and development, it is difficult
to estimate the time of various activities.
Hence, PERT is used in such projects with a

probabilistic method using three time estimates for
an activity, rather than a single estimate.
Project Management
PERT & CPM
PERT - Project Evaluation and Review Technique
 Time are NOT known well (uncertainty)
 Statistics used to estimate probability of

finishing within a given time

Project Management
PERT & CPM
a = Optimistic time
It is the shortest time taken to complete
the activity. It means that if everything
goes well then there is more chance of
completing the activity within this time.
b = Pessimistic time
It is the longest time that an activity
Beta Distribution Curves would take to complete. It is the worst
time estimate that an activity would take
a + 4m + b
T= if unexpected problems are faced.
6
m = Most likely time
where: It is the normal time taken to complete
T = expected time of completion an activity, if the activity were frequently
repeated under the same conditions.
Project Management
PERT & CPM
CPM - Critical Path Method
A tool to determine duration based on the

identification of the Critical Path through the activity
network.
Times are known with some high degree of certainty.
Management can determine the duration of a project
and concentrate efforts on Critical Path activities
Project Management
PERT & CPM
CPM - Critical Path Method

 CP is the “bottleneck route”
 Shortening or lengthening tasks on the critical path
directly affects project finish
 Duration of “non-critical” tasks is irrelevant
 “Crashing” all jobs is ineffective, focus on the few % of
jobs that are on the CP
 “Crashing” tasks can shift the CP to a different task
 Previously non-critical tasks can become critical
 Lengthening of non-critical tasks can also shift the
critical path
Project Management
PERT & CPM
The Six Steps Common to PERT & CPM
 Define the project and identify each activity

 Develop relationships among the activities. (Decide which
activities must precede and which must follow others.)
 Draw the network connecting all of the activities
 Assign time and/or cost estimates to each activity
 Compute the longest time path through the network. This
is called the critical path
 Use the network to help plan, schedule, monitor, and
control the project
Project Management
PERT & CPM
PERT / CPM Techniques

When a list of all the activities in a project has
been prepared, the next step is to determine the
essential relationship between these activities.
Although many of them may proceed concurrently,

certain activities must be constrained to a given
sequence or chain.

Project Management
PERT & CPM

For example:
Casting of concrete presupposes formwork erection
and reinforcement installation, and pipe laying presupposes
pipe delivery.
These are examples of physical constraint
applicable to activities and are apparent as soon as
each activity in the project is subjected to the
following question that will help plot the activities
into a technological correct diagram:
Project Management
PERT & CPM

Technological Sequencing
The following three questions will help plot

the activities into a technological correct diagram:
1. What must be done before this activity

can be started? (Predecessor Activity)
2. What can’t be started until this activity is
completed? (Successor Activity)
Project Management
PERT & CPM

Technological Sequencing
3. What can be done at the same time this

activity is being performed?
(Concurrent Activity)

Project Management
PERT & CPM
Situation in Network Diagram
Activity B can be performed only

C after completing Activity A, and
activity C can be performed only
after completing activity B
Activities B and C can start

simultaneously only after
completing activity A
C

Project Management
PERT & CPM
C
Activities A and B must be completed
before the start of activity C
C Activity C must start only after

completing activities A and B. But
activity D can start after the
completion of activity B
D

Project Management
PERT & CPM

Dummy Activity
An imaginary activity which does not consume any resource and time is
called a dummy activity. Dummy activities are simply used to
represent a connection between events in order to maintain a logic in
the network. It is represented by a dotted line in a network.
Dummy

Project Management
PERT & CPM
COMPONENTS of PERT/CPM NETWORK

PERT / CPM networks contain two major components
 Activities, and
 Events
Activity: An activity represents an action and consumption of resources
(time, money, energy) required to complete a portion of a project. Activity
is represented by an arrow.
A
1 2 A is called as an Activity

Project Management
PERT & CPM
Activities
 Some may be executed simultaneously
DO THIS
AND AT THE SAME TIME DO THAT
 Some cannot be performed until others are completed

Project Management
PERT & CPM
COMPONENTS of PERT/CPM NETWORK

PERT / CPM networks contain two major components
 Activities, and
 Events
Event: An event (or node) will always occur at the beginning and end of
an activity. The event has no resources and is represented by a circle.
The 1st event and 2nd event are the tail event and head event
respectively.
A
1 2
Tail Event Head Event

Project Management
PERT & CPM
Events
 Events or nodes or mileposts or circles

 They consume NO time and show connections
between activities
 Every PERT/CPM chart has one Start event and
one End event
Project Management
PERT & CPM
ERRORS TO BE AVOIDED IN CONSTRUCTING A NETWORK
Two activities starting from a tail

event must not have a same end
event. To ensure this, it is absolutely 1 2
Incorrect
necessary to introduce a dummy
activity
2
In a network, there should be only one
start event and one ending event.
1 3
Correct
Project Management
PERT & CPM
SIMPLE NETWORK CHART
START 1 END
OPEN BOOK READ CHAPTER

Project Management
PERT & CPM
Calculating times
4
3
4
END
2
START
4
3
2
Time for top route = 2 + 4 + 4 + 3 = 13

Time for bottom route = 2 + 3 + 2 + 4 = 11
Project Management
PERT & CPM
Critical Path
4
3
4
END
2
START
4
3
2
Top is Critical path
Project Management
PERT & CPM
Slack Time
4
3
4
END
2
START
4
3
2

For activities not on Critical path Slack time = 2
Project Management
PERT & CPM
USING THE FORWARD PASS, DETERMINE THE EARLIEST TIMES
 The earliest time of zero is assigned to the first event of the network.
 Moving rightward, the earliest finish time for each succeeding
activities are the calculated by adding their respective time
estimates to their respective earliest time. Thus,
Early finish (EF) = early start (ES) + Te
 When a merge point is encountered, the largest early finish time

among the activities leading to it is used.
 The early finish time value of the last event determines the project
time duration.

Project Management
PERT & CPM
USING THE FORWARD PASS, DETERMINE THE EARLIEST TIMES
 The latest finish time of the last event is assigned a value equal to
the project duration.
 Moving leftward, the latest start time for each of the preceding
activities are then calculated by subtracting their respective time
estimates from their respective latest finish times. Thus,
Earl finish (EF) = Early Start (ES) + Te
 When a merge point is encountered, the largest early finish time

among the activities leading to it is used.
 The early finish time value of the last event determines the project
time duration.
Project Management
PERT & CPM
USING THE BACKWARD PASS, DETERMINES THE LATEST TIMES.
 The latest finished time of the latest event is assigned a value equal
to the project duration.
 Moving leftward, the latest start time for each of the preceding
activities are then calculated by subtracting their respective time
estimates from their respective latest finish times. Thus,
Late start (LS) = Late Finish (LF) – Te
 When a burst point is encountered, the smallest late start time

among the activities emerging from it is used.

Project Management
PERT & CPM
SLACK TIME
 Determine the slack time or float. Each activity’s total float can be
obtained by subtracting either the activity’s early start time from its
late start time. Thus,
S = LS – ES OR
S = LF – EF
 Trace all paths through the network and determine the critical path.
The critical path passes through all activities which contain no float.

Project Management
PERT & CPM
A SIMPLE EXAMPLE: R&D Projects
Optimistic Most Likely Pessimistic Expected

Activity Description Precedence
time time time time
A Initial design - 12 16 26 17
B Survey market A 6 9 18 10
a + 4m + b
C Build prototype A 8 T= 10 18 11
6
D Test prototype C 2
where: 3 4 3
E Redesigning B,D 4 of completion
3 expected time
T= 11 5
F Market testing E 6 8 10 8
Set up
G production F 15 20 25 20
Project Management
PERT & CPM
Early Start Duration Early Finish
Task Name
Late Start Slack Late Finish

Project Management
PERT & CPM
Task Name
A B E F G
0 17 17 17 10 27 31 5 36 36 8 44 44 20 64
Initial Design Survey Market Redesigning Market Testing Set up Production
0 0 17 21 4 31 31 0 36 36 0 44 44 0 64
C D
17 11 28 28 3 31
Built Prototype Test Prototype
17 0 28 28 0 31

Project Management
PERT & CPM
Task Name
A B E F G
0 17 17 17
17 10 27 31 5 36 36 8 44 44 20 64
Initial Design Survey Market Redesigning Market Testing Set up Production
0 0 17 21 4 31 31 0 36 36 0 44 44 0 64
C D
17 11 28 28 3 31
Built Prototype Test Prototype Milestone - A significant task which represents a
17 0 28 28 0 31 key accomplishment within the project. Typically
requires special attention and control.

Project Management
PERT & CPM

Activity Description Precedence Variance
time time time time
A Initial design - 12 16 26 17 5.44

B Survey market A 6 9 18 10 4.00
C Build prototype A 8 10 18 11 2.78
D Test prototype C 2 3 4 3 0.11
E Redesigning B,D 3 4 11 5 1.78
F Market testing E 6 8 10 8 0.44
G Set up production F 15 20 25 20 2.78
= Project Variance = 13.33 = 3.65

Project Management
PERT & CPM

Activity Description Precedence Variance
time time time time
A Initial design - 12 16 26 17 5.44

B Survey market A 6 9 18 10 4.00
C Build prototype A 8 10 18 11 2.78
D Test prototype C 2 3 4 3 0.11
E Redesigning B,D 3 4 11 5 1.78
F Market testing E 6 8 10 8 0.44
G Set up production F 15 20 25 20 2.78
= Project Variance = 13.33 = _+ 3.65

Project Management
PERT & CPM
A SIMPLE EXAMPLE: Scheduling a student's morning

A student has several activities that must be performed either
simultaneously or sequentially before he/she attends a 9:30 class. The
activities have been identified as individual activities to be done prior to
attending class. The desired completion time for these activities is 9:30,
otherwise the student will be late for class. A list of activities that must be
performed prior to class and the time required to do the activities are as
follows:
Activity Description Duration/
Time Required
A Wake-up & get out of bed 10 minutes
B Shower 10 minutes
C Dress 10 minutes
D Prepare Breakfast 20 minutes
E Eat Breakfast 15 minutes
F Brush Teeth 5 minutes
G Transportation to Class 40 minutes
Plan your work first…..then work your plan 110 minutes
Project Management
PERT & CPM
Activity Description Duration/

Time Required
B Shower 10 minutes
C Dress 10 minutes
D Prepare Breakfast 20 minutes
E Eat Breakfast 15 minutes
F Brush Teeth 5 minutes
G Transportation to Class 40 minutes
110 minutes
A B C D E F G
10 10 10 20 15 5 40

Project Management
PERT & CPM
Activity Description Dependency Duration/

Time Required
B Shower A 10 minutes
C Dress B 10 minutes
D Prepare Breakfast A 20 minutes
E Eat Breakfast C,D 15 minutes
F Brush Teeth E 5 minutes
G Transportation to Class F 40 minutes
110 minutes
D 4
20 30
20
1 A 2 B 3 C 5 E 6 F 7 G 8
0 0 10 10 20 20 30 30 45 45 50 50 90 90
10 10 10 15 5 40

Project Management
PERT & CPM
Activity Description Dependency Duration/

Time Required
B Shower A 10 minutes
C Dress B 10 minutes
D Prepare Breakfast A 20 minutes
E Eat Breakfast C,D 15 minutes
F Brush Teeth E 5 minutes
G Transportation to Class F 40 minutes
110 minutes
D 4
20 30
20
1 A 2 B 3 C 5 E 6 F 7 G 8
0 0 10 10 20 20 30 30 45 45 50 50 90 90
10 10 10 15 5 40

Project Management
PERT & CPM
PERT / CPM NETWORK DIAGRAM EXERCISE
The objective of the exercise is to have a general overview on

the procedure for constructing a building project network.
Prepare a pert/ CPM network diagram with bar-chart, s-curve,

projected cash flow, manpower schedule and equipment
utilization schedule for a one (1) storey one (1) classroom
school building having a total cost of P350,000.00

Project Management
APPROVED PLAN AND SPECS
MOBILIZATION/DEMOBILIZATION
EARTHWORKS
STEEL AND FORMWORKS
CONCRETE WORKS
MASONRY WORKS
CARPENTRY WORKS
DOORS AND WINDOWS

SLAB ON FILL
ELECTRICAL WORKS
ROOFING WORKS
FINISHES
PAINTING WORKS
Project Management
PROGRAM OF WORKS
ESTIMATED
PROGRAM/SCOPE OF WORKS AMOUNT
DURATION
I MOBILIZATION/DEMOBILIZATION Php 6,000.00 2 DAYS
II EARTHWORKS 10,000.00 3 DAYS
III STEEL AND FORMWORKS 40,000.00 4 DAYS
IV CONCRETE WORKS 60,000.00 5 DAYS
V MASONRY WORKS 18,000.00 4 DAYS
VI CARPENTRY WORKS 50,000.00 2 DAYS
VII DOORS AND WINDOWS 40,000.00 2 DAYS
VIII SLAB ON FILL 6,000.00 3 DAYS
IX ELECTRICAL WORKS 15,000.00 6 DAYS
X ROOFING WORKS 75,000.00 7 DAYS
XI FINISHES 20,000.00 4 DAYS
XII PAINTING WORKS 10,000.00 3 DAYS
TOTAL Php 350,000.00

Project Management
NETWORK DIAGRAM

Project Management
BAR CHART
CALENDAR DAYS
SCOPE OF WORKS AMOUNT
5 10 15 20 25 30
I MOBILIZATION/DEMOBILIZATION Php 6,000.00
II EARTHWORKS 10,000.00
III STEEL AND FORMWORKS 40,000.00
IV CONCRETE WORKS 60,000.00
V MASONRY WORKS 18,000.00
VI CARPENTRY WORKS 50,000.00
VII DOORS AND WINDOWS 40,000.00
VIII SLAB ON FILL 6,000.00
IX ELECTRICAL WORKS 15,000.00
X ROOFING WORKS 75,000.00
XI FINISHES 20,000.00
XII PAINTING WORKS 10,000.00
TOTAL Php 350,000.00
PROJECTED CASH FLOW
PROJECTED ACCOMPLISHMENT
COMMULATIVE CASH FLOW
COMMULATIVE ACCOMPLISHMENT
- CRITICAL ACTIVITY
- PARALLEL ACTIVITY
Project Management
CASH FLOW
CALENDAR DAYS
5 10 15 20 25 30
I MOBILIZATION/DEMOBILIZATION Php6,000.00 3,000.00 3,000.00
II EARTHWORKS 10,000.00 10,000.00
III STEEL AND FORMWORKS 40,000.00 30,000.00 10,000.00
IV CONCRETE WORKS 60,000.00 60,000.00
V MASONRY WORKS 18,000.00 18,000.00
VI CARPENTRY WORKS 50,000.00 50,000.00
VII DOORS AND WINDOWS 40,000.00 40,000.00
VIII SLAB ON FILL 6,000.00 6,000.00
IX ELECTRICAL WORKS 15,000.00 12,500.00 2,500.00
X ROOFING WORKS 75,000.00 10,714.29 53,571.42 10,714.29
XI FINISHES 20,000.00 20,000.00
XII PAINTING WORKS 10,000.00 10,000.00
TOTAL Php350,000.00
PROJECTED CASH FLOW 43,000.00 70,000.00 87,214.29 56,071.42 80,714.29 13,000.00
PROJECTED ACCOMPLISHMENT 12.29% 20% 24.92% 16.02% 23.06% 3.71%
COMMULATIVE CASH FLOW 43,000.00 113,000.00 200,214.29 256,285.71 337,000.00 350,000.00
COMMULATIVE ACCOMPLISHMENT 12.29% 32.29% 57.21% 73.23% 96.29% 100%

Project Management
S - CURVE
CALENDAR DAYS
5 10 15 20 25 30
100%
I MOBILIZATION/DEMOBILIZATION Php6,000.00
II EARTHWORKS 10,000.00
III STEEL AND FORMWORKS 40,000.00
75%
IV CONCRETE WORKS 60,000.00
V MASONRY WORKS 18,000.00
VI CARPENTRY WORKS 50,000.00
50%
VII DOORS AND WINDOWS 40,000.00
VIII SLAB ON FILL 6,000.00
IX ELECTRICAL WORKS 15,000.00
25%
X ROOFING WORKS 75,000.00
XI FINISHES 20,000.00
XII PAINTING WORKS 10,000.00
0%
TOTAL Php350,000.00
PROJECTED CASH FLOW 43,000.00 70,000.00 87,214.29 56,071.42 80,714.29 13,000.00
PROJECTED ACCOMPLISHMENT 12.29% 20% 24.92% 16.02% 23.06% 3.71%
COMMULATIVE CASH FLOW 43,000.00 113,000.00 200,214.29 256,285.71 337,000.00 350,000.00
COMMULATIVE ACCOMPLISHMENT 12.29% 32.29% 57.21% 73.23% 96.29% 100%

Project Management
MANPOWER SCHEDULE
CALENDAR DAYS
MANPOWER RATE/DAY TOTAL AMOUNT
5 10 15 20 25 30
RES ENGINEER 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
CONSTN FOREMAN 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
LEADMAN 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
CARPENTER 1 1 2 2 2 2 2 2 2 2 2 2 2 2
MASON 1 1 2 2 2 2 2 2 2 2 2
STEEL MAN 2 2 2 2 2 2 2 2
WELDER 2 2 2 2
TINSMITH 2 2 2
PAINTER 2 2 2
PLUMBER
ELECTRICIAN 2 2 2 2 2 2 2 2 2 2
LABORER 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
SAFETY OFFICER
FIRST AIDER
NURSES
TOTAL

Project Management
EQUIPMENT SCHEDULE
CALENDAR DAYS
EQUIPMENT RATE/DAY TOTAL AMOUNT
5 10 15 20 25 30
CONCRETE MIXER 1 1 1 1 1 1 1 1 1
BAR CUTTER 1 1 1 1
CONC VIBRATOR 1 1 1 1 1 1 1 1
BAR BENDER 1 1 1 1
WELDING MACHINE 1 1 1 1 1 1
TOTAL

Project Management
Work Smart Not Hard !!!

Project Management
Thank You
and
Good Da y!

Pert & CPM

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PROJECT MANAGEMENT

PERT & CPM

Plan your work first…..then work your plan

References: Project Scheduling by Engr Limeta

Nowadays, most people are considered planners

There are many tools and techniques being availed

Plan your work first…..then work your plan

Plan your work first…..then work your plan

HISTORICAL DEVELOPMENT OF PERT and CPM

Plan your work first…..then work your plan

PERT - Project Evaluation and Review Technique

In the critical path method, the time estimates are

Hence, PERT is used in such projects with a

PERT - Project Evaluation and Review Technique

 Time are NOT known well (uncertainty)

 Statistics used to estimate probability of

Plan your work first…..then work your plan

CPM - Critical Path Method

A tool to determine duration based on the

CPM - Critical Path Method

The Six Steps Common to PERT & CPM

 Define the project and identify each activity

PERT / CPM Techniques

Although many of them may proceed concurrently,

Plan your work first…..then work your plan

PERT / CPM Techniques

PERT / CPM Techniques

The following three questions will help plot

1. What must be done before this activity

PERT / CPM Techniques

3. What can be done at the same time this

Plan your work first…..then work your plan

Situation in Network Diagram

Activity B can be performed only

Activities B and C can start

Plan your work first…..then work your plan

Situation in Network Diagram

C Activity C must start only after

Plan your work first…..then work your plan

Situation in Network Diagram

Plan your work first…..then work your plan

COMPONENTS of PERT/CPM NETWORK

Plan your work first…..then work your plan

AND AT THE SAME TIME DO THAT

 Some cannot be performed until others are completed

Plan your work first…..then work your plan

COMPONENTS of PERT/CPM NETWORK

Tail Event Head Event

 Events or nodes or mileposts or circles

ERRORS TO BE AVOIDED IN CONSTRUCTING A NETWORK

Two activities starting from a tail

SIMPLE NETWORK CHART

OPEN BOOK READ CHAPTER

Plan your work first…..then work your plan

Time for top route = 2 + 4 + 4 + 3 = 13

Time for top route = 2 + 4 + 4 + 3 = 13

USING THE FORWARD PASS, DETERMINE THE EARLIEST TIMES

Early finish (EF) = early start (ES) + Te

 When a merge point is encountered, the largest early finish time