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CPM Pert
CPM Pert
S. Ajit
Project
History
Developed in the 1950s
CPM was developed by Du Pont and the emphasis was on the trade-off between the cost of the project and its overall completion time (e.g. for certain activities it may be possible to decrease their completion times by spending more money - how does this affect the overall completion time of the project?) PERT was developed by the US Navy for the planning and control of the Polaris missile program and the emphasis was on completing the program in the shortest possible time. In addition PERT had the ability to cope with uncertain activity completion times (e.g. for a particular activity the most likely completion time is 4 weeks but it could be anywhere between 3 weeks and 8 weeks).
Definition: In CPM activities are shown as a network of precedence relationships using activity-on-node network construction Single estimate of activity time Deterministic activity times
USED IN : Production management - for the jobs of repetitive in nature where the activity time estimates can be predicted with considerable certainty due to the existence of past experience.
Definition: In PERT activities are shown as a network of precedence relationships using activity-on-arrow network construction Multiple time estimates Probabilistic activity times
USED IN : Project management - for non-repetitive jobs (research and development work), where the time and cost estimates tend to be quite uncertain. This technique uses probabilistic time estimates.
Nodes A node is represented by a circle - Indicate EVENT, a point in time where one or more activities start and/or finish.
Activity Slack
Each event has two important times associated with it :
-
Latest time , TL , which is the latest time the event can occur with
out delaying the subsequent events and completion of project. Difference between the latest time and the earliest time of an event is the slack time for that event
Critical Path
Is that the sequence of activities and events where there is no slack i.e.. Zero slack
Completion date?
On Schedule?
Within Budget?
Critical Activities?
Example
1. Construct the CPM Network using the details below and determine the critical path
Activity Immediate Predecessor Duration
A
B C D
A A A
1
4 2 2
E
F G H
D
D E F,G
3
3 2 1
I
J
C,H
B
3
2
CPM NETWORK
A 1 2
CPM NETWORK
4 D A 1 2 B C 7
CPM NETWORK
5
E
4 D A 1 2 B C 7 F 6
CPM NETWORK
5
E G
4 D A 1 2 B C 7 F 6
CPM NETWORK
5
E G
4 D A 1 2 B C 7 F 6
CPM NETWORK
5
E G
4 D A 1 2 B C 7 F 6
H
I 8
CPM NETWORK
5
E G
4 D A 1 2 B J 3 C 7 F 6
H
I 8
G(2)
LFT EST
G(2)
4
0 0
F(3) 6
H(1)
I(3) 7 8
C(2)
J(2)
3
LFT EST
G(2)
4
0 0 0 1
F(3) 6
D(2)
H(1)
I(3) 7 8
A(1)
2 B(4)
C(2)
J(2)
3
LFT EST
5 E(3)
G(2)
4 F(3) 6
0 0
A(1)
0 1
D(2)
H(1)
I(3) 7 8
2 B(4)
C(2)
J(2)
3
5 E(3) 4
0 6
LFT EST
G(2)
F(3) 6
0 0
A(1)
0 1
D(2)
H(1)
I(3) 7 8
2 B(4)
C(2)
J(2)
3
5 E(3) 4
0 6
LFT EST
G(2)
F(3)
0 8
0 0
A(1)
0 1
D(2)
H(1)
I(3) 7 8
2 B(4)
C(2)
J(2)
3
5 E(3) 4
0 6
LFT EST
G(2)
F(3)
0 8
0 0
A(1)
0 1
D(2)
H(1)
0 9
I(3)
2 B(4)
C(2)
J(2)
3
5 E(3) 4
0 6
LFT EST
G(2)
F(3)
0 8
0 0
A(1)
0 1
D(2)
H(1)
7
0 9
I(3)
2 B(4)
C(2)
0 5
J(2)
5 E(3) 4
0 6
LFT EST
G(2)
F(3)
0 8
0 0
A(1)
0 1
D(2)
H(1)
0 9
0 12
I(3)
2 B(4)
C(2)
0 5
J(2)
5 E(3) 4
0 6
LFT EST
G(2)
F(3)
0 8
0 0
A(1)
0 1
D(2)
H(1)
0 9
12 12
I(3)
2 B(4)
C(2)
0 5
J(2)
5 E(3) 4
0 6
LFT EST
G(2)
F(3)
0 8
0 0
A(1)
0 1
D(2)
H(1)
9 9
12 12
I(3)
2 B(4)
C(2)
0 5
J(2)
5 E(3) 4
0 6
LFT EST
G(2)
F(3)
8 8
0 0
A(1)
0 1
D(2)
H(1)
9 9
12 12
I(3)
2 B(4)
C(2)
0 5
J(2)
5 E(3) 4
6 6
LFT EST
G(2)
F(3)
8 8
0 0
A(1)
0 1
D(2)
H(1)
9 9
12 12
I(3)
2 B(4)
C(2)
0 5
J(2)
5 E(3) 4
6 6
LFT EST
G(2)
F(3)
8 8
0 0
A(1)
0 1
D(2)
H(1)
9 9
12 12
I(3)
2 B(4)
C(2)
0 5
J(2)
5 E(3) 4
6 6
LFT EST
G(2)
F(3)
8 8
0 0
A(1)
1 1
D(2)
H(1)
9 9
12 12
I(3)
2 B(4)
C(2)
0 5
J(2)
5 E(3) 4
6 6
LFT EST
G(2)
F(3)
8 8
0 0
A(1)
1 1
D(2)
H(1)
9 9
12 12
I(3)
2 B(4)
C(2)
10 5
J(2)
Critical Path
5 E(3) 4
0 0 1 1 6 6
3 3
G(2)
F(3)
8 8
D(2)
H(1)
A(1)
9 9
12 12
I(3)
2 B(4)
C(2)
10 5
J(2)
Critical Path
1-2-4567-8
Critical Path
ABEGH-I
CPM - Example
Critical Path
1-2-45678
Critical Path
ABEGH-I
PERT
Probabilistic Three estimates
PERT Example:
Construct Project network, find the expected duration and variance for each activity & find the critical path and expected project completion time Activity Predecessor a m b
A
B C D
6
1 1 1
7
2 4 2
8
9 7 3
E
F G H
A,B
C C E,F
1
1 2 4
2
5 2 4
9
9 8 4
I
J K
E,F
D,H G,I
4
2 2
4
5 2
10
14 8
PERT Example:
Mean = (to + 4* tl + tp)/6
Activity Predece ssor A B C D E F G H I J K A A,B C C E,F E,F D,H G,I a 6 1 1 1 1 1 2 4 4 2 2 m 7 2 4 2 2 5 2 4 4 5 2
PERT Example:
Mean = (to + 4* tl + tp)/6
Activity Predece ssor A B C D E F G H I J K A A,B C C E,F E,F D,H G,I a 6 1 1 1 1 1 2 4 4 2 2 m 7 2 4 2 2 5 2 4 4 5 2
PERT Example:
Mean = (to + 4* tl + tp)/6
Activity Predecessor A B C D E F G H I J K A A,B C C E,F E,F D,H G,I a 6 1 1 1 1 1 2 4 4 2 2 m 7 2 4 2 2 5 2 4 4 5 2
PERT Example:
Mean = (to + 4* tl + tp)/6
Activity Predecessor A B C D E F G H I J K A A,B C C E,F E,F D,H G,I a 6 1 1 1 1 1 2 4 4 2 2 m 7 2 4 2 2 5 2 4 4 5 2
PERT Example:
Mean = (to + 4* tl + tp)/6
Activity Predecessor A B C D E F G H I J K A A,B C C E,F E,F D,H G,I a 6 1 1 1 1 1 2 4 4 2 2 m 7 2 4 2 2 5 2 4 4 5 2
PERT Example:
Mean = (to + 4* tl + tp)/6
Activity Predecessor A B C D E F G H I J K A A,B C C E,F E,F D,H G,I a 6 1 1 1 1 1 2 4 4 2 2 m 7 2 4 2 2 5 2 4 4 5 2
LFT EST
6 6
E(3)
F(5) G(3) H(4) I(5) J(6) K(3)
LFT EST
6 6
D(2)
2 A(7) B(3) 1 C(4) 4 3
E(3)
F(5) G(3) H(4) I(5) J(6) K(3)
LFT EST
6 6
D(2)
2 A(7) B(3) 1 C(4) 4 3 E(3) 5
LFT EST
6 6
D(2)
2 A(7) B(3) 1 C(4) 4 3 F(5) E(3) 5
LFT EST
6 6
D(2)
2 A(7) B(3) 1 C(4) 4 3 F(5) E(3) 5
G(3)
LFT EST
6 6
D(2)
2 A(7) B(3) 1 C(4) 4 3 F(5) E(3) 5 H(4)
G(3)
LFT EST
6 6
D(2)
2 A(7) B(3) 1 C(4) 4 3 F(5) I(5) E(3) 5 H(4)
G(3)
7
J(6) K(3)
LFT EST
6 6
D(2)
2 A(7) B(3) 1 C(4) 4 3 F(5) I(5) E(3) 5 H(4)
6 J(6) 8
G(3)
7 K(3)
LFT EST
6 6
D(2)
2 A(7) B(3) 1 C(4) 4 3 F(5) E(3) 5 I(5) H(4)
6 J(6) 8 K(3)
G(3)
7
LFT EST
D(2)
7 7
2
0 0
6 H(4) J(6)
20 20
E(3) 5 F(5)
10 10
8 K(3)
15 17
I(5) 7
G(3)
7 7
14 14
D(2)
7 7
2
0 0
A(7)
B(3) 1 C(4) 4
5
H(4)
E(3) 5
10 10
J(6)
20 20
F(5)
G(3)
I(5)
7
K(3)
15 17
PERT - Example
What is the probability of completing the project within 25 weeks? Activities Variance A Dummy E H J 0.11 0 1.78 0 4
2 = 5.89 = (2) = 2.43 Ts (Scheduled time) = 25 weeks Z = (Ts Te) / = (25 20) / 2.43 From z table (normal table) z(2.06) = 97.68 %
= 2.06
PERT - Example
Activities
A Dummy E H J
Variance
0.11 0 1.78 0 4
2 = 5.89 = (2) = 2.43 Ts (Scheduled time) = 15 weeks Z = (Ts Te) / = (15 20) / 2.43 = -2.06 From z table (normal table) z(-2.06) = 100 - 97.68 % = 2.02 %
Limitations of CPM/PERT
Clearly defined, independent and stable activities Specified precedence relationships Over emphasis on critical paths