network analysis

ACKNOWLEDGEMENT

We the students of TYBMS would like to thanks

Prof .NIMALAN for providing us this esteem
opportunity to learn and experience in
understanding the topic “network analysis” This
has been a great learning experience for all of us.
We would like to thank all those who have
directly or indirectly helped us in making this
project a great success.
Prerana Kulkarni Manpreet Kaur Dipyanti Rale
Roll no. :-28 Roll no. :-36 Roll no. :-48

Jasleen Kaur Tina Thomas

Roll no. :-49 Roll no.:-60
PERT/CPM

INTRODUCTION
CPM (Critical Path Method) and PERT (Programme
Evaluation Review Technique) are project
management techniques, which have been created
out of the need of Western industrial and military
establishments to plan, schedule and control
complex projects.
Brief History of CPM/PERT

 CPM/PERT or Network Analysis as the technique is

sometimes called, developed along two parallel streams, one
industrial and the other military.
 CPM was the discovery of M.R.Walker of E.I.Du Pont de
Nemours & Co. and J.E.Kelly of Remington Rand, circa 1957.
 PERT was devised in 1958 for the POLARIS missile program
by the Program Evaluation Branch of the Special Projects
office of the U.S.Navy, helped by the Lockheed Missile
Systems division and the Consultant firm of Booz-Allen &
Hamilton.
Planning, Scheduling & Control

 Planning, Scheduling (or organising) and Control are

considered to be basic Managerial functions, and
CPM/PERT has been rightfully accorded due
importance in the literature on Operations Research
and Quantitative Analysis.
 There are many variations of CPM/PERT which have
been useful in planning costs, scheduling manpower
and machine time.
The Framework for PERT and CPM

Essentially, there are six steps which are common to

both the techniques. The procedure is listed below:

 Define the Project and all of it’s significant activities or

tasks.
 Develop the relationships among the activities.
 Draw the "Network" connecting all the activities.
 Assign time and/or cost estimates to each activity
 Compute the longest time path through the network.
 Use the Network to help plan, schedule, monitor and
control the project.
 Limitations

 Clearly defined, independent and stable activities

 Specified precedence relationships
 Over emphasis on critical paths
 Deterministic CPM model
 Activity time estimates are subjective and depend on
judgment
 PERT assumes a beta distribution for these time
estimates, but the actual distribution may be different
 PERT consistently underestimates the expected
project completion time due to alternate paths
becoming critical.
 Case study
Activity Preceded by Elapsed time (minutes)

A weigh ingredients - 1

B mix ingredients A 3

C dough rising time B 60

D prepare tins - 1

E pre-heat oven - 10

F knock back dough and place in tins C&D 2

G 2 nd dough rising time F 15

H cooking time E&G 40