BUILDING TECH 5 - REVIEW 2B

PERT CPM
By Ar. Marc Christian Y. Ruz
Introduction

What is PERT
What is CPM?
Introduction
What is PERT

Program Evaluation
and Review Technique
Introduction
What is CPM

Critical Path Method

Introduction
PERT CPM

Used for planning

Coordinating large scale
projects
Introduction
What is PERT

Developed as a result of looking for an

improved method of planning and
evaluation progress of a large scale
research and development program.
Introduction
What is CPM
Was designed as a tool for planning, scheduling, and
control of construction work.
Its emphasis was on the work or activities to be
managed.
The network diagram defined and focused attention
on the job to be accomplished.
The schedule derives the earliest and the latest times
for their start and finish.
Introduction
PERT/CPM
A control tool for defining the parts of construction job and
then putting them together in a network form.
It serves as an aid to the construction manager but it does not
make decision for him nor does it guarantee good
management.
It only serves the project manager to see the whole picture of
the entire job.
It encourages periodic re-evaluation and providing an
accurate measure of progress.
Introduction
PERT / CPM
Thus,
A person in charge of each work/ task

And the project manager

Know what is supposed to happen

And
When it is supposed to happen!
PERT CPM a Tool for Project Managers

 The Project manager can easily obtain the following

informations:
1. the graphical display of project activities
2. an estimate of how long will the project last
3. determine which activities are the most critical to
timely project completion.
4. determine how long any activities can be delayed
without lengthening the project.
Three Phases of PERT CPM

1.Planning
2.Scheduling
3.Control – Monitoring
Three Phases of PERT CPM

1. Planning
It is defined as determining the relationship between the work operation and
the sequence in which they are to be performed.
Scheduling or sequence involves distribution of work time to each work
operation and determining when to start and when to finish.
Each work operation can be performed in different ways at different costs and
in different time duration.
Most construction projects have specified time of start and time of
completion.
 Three Phases of PERT CPM

1. Planning
When the contract time is less, in effect it requires higher indirect cost.
Thus,
In order to catch up with the allotted time, some of the operations must be speeded
up.
Consequently, to speed construction work requires higher direct cost because of
overtime, shift of work, additional manpower and equipment and various expensive
methods which are not done on normal construction operations with sufficient time
duration.
 Three Phases of PERT CPM

Planning
CPM offers the solution through systematic approach:
1. PERT/CPM pinpoints the particular work operations whose completion times are
responsible for controlling the complete date.
2. It provides a means of speeding up a project without excessive cost for overtime.
Without the use of PERT/CPM when speeding up the project overtime expenditures
may be in total waste.
3. It gives a time leeway or float available for each of the non-critical work
operations. The information on the float time will give the project manger that
opportunity to maneuver in their planning and control of the operations.
4. It establishes time boundaries for operation with possibilities of shifting resources,
equipment and manpower to meet time requirements.
 Three Phases of PERT CPM

Planning
CPM offers the solution through systematic approach:
5. PERT/CPM indicates the earliest starting date for each work operation and sub-
contracts for supply and delivery of materials
6. It shows the most advantageous scheduling for all operations.
This gives planning information as to time and cost in choosing methods, equipment,
crew and work hours.
7. It offers a means of assessing the effect on the overall project variations in one
operation such as change orders.
8. In case of change order where the owner would not want to extend the contract
time, PERT/CPM offers a means of rescheduling the operations but still to be
completed at the least increase in cost.
 Three Phases of PERT CPM

Planning
CPM offers the solution through systematic approach:
9. With the critical path schedule as revised to reflect the change order, any claim if
any, for additional payment will be understood both by the owner and the
contractor.
10. In case of serious delay due to weather, late material or equipment delivery, the
network can be revised at that stage and new computation is made to determine
the new critical operation if any and revised float times determined for the non-
critical operations.
 Three Phases of PERT CPM

Planning
In project construction undertakings, PLANNING is the most important consideration
which includes:
1. Gathering of all the necessary input data to make the PERT/CPM works
2. Planning phase is the main work of the contractor for being familiar and
knowledgeable of his costing methods of doing business.
3. The contractor can seek assistance for the accomplishment of his work
particularly the gathering of data, but his basic responsibility on this matter
cannot be delegated to any outsider group.
4. The contractor has the complete perception, experiences, resources, and
interest in getting the project done in the best possible time and cost.
 Three Phases of PERT CPM

Planning
In project construction undertakings, PLANNING is the most important consideration
which includes:
5. The planning stages give the contractor a “Dry Run” on the construction of the
project.
6. If the contractor wants an effective approach and use of the construction
management, he must do it himself.
7. By performing the work personally, one obtains intimate first hand knowledge of
the job and gain insights and details of anticipated problems.
 Three Phases of PERT CPM

Scheduling
In PERT/CPM, Scheduling is defined as the process of translating the arrow diagram
into time table of calendar days.
This is done by the day date table converting working days into calendar days which
permits the inclusion of weekends, holidays, weather and other time lost.
The PERT/CPM schedule shows the relationships between the operations and the
leeway limitations. All activities should be checked with the day to day table.
All crew and management restraints along the critical path should be verified and
the restraints should be adjusted to give satisfactory project completion.
Non critical activities can be scheduled to more efficiently utilize manpower and
available resources.
 Three Phases of PERT CPM

Scheduling
Job control through the use of PERT /CPM gives the management a reliable system
identifying job problems within days instead of months.
Progress along the arrow diagram should be updated for immediate references.
The diagram must show the status of the project at any time and indicate which
activities can be started and to pinpoint the cause of the delay.
 Three Phases of PERT CPM

Scheduling
The PERT/CPM diagram should be updated periodically to account for:
1. Time discrepancies
2. Deliveries
3. Weather
4. Change orders
5. Unexpected events or conditions

* Updating of the diagram is based on the number of days the project is out of
schedule.
 Three Phases of PERT CPM

Controlling and Monitoring

Flexibility and updated re-computation brought about by changing is the key to a
successful network programming. To keep the schedule more up to date and
meaningful, it can be done by hand but is more easier and less in cost if it is done
with the assistance of computer to have the ff. output
1. The contractor is supplied with time status reports showing the overall status of
the project in general and in particular.
2. The contractor is provided with revised schedules which reflect the actual work
conditions and the project status
3. The contractor is supplied with cost status reports showing how much money is
being disbursed for what type of expenses.
4. The contractor should be supplied with those reports as frequently as desired or
required to maintain control over the project.
 Three Phases of PERT CPM

In the Planning Phase

These are the inputs that can be obtained:
1. A network diagram defining the activities in the project
2. The duration of activities
3. Cost estimate of the activities for monitoring cost, cash flow requirements
4. Resource estimate
 Three Phases of PERT CPM

In the Schedule Phase

These are the inputs that can be obtained:
1. The schedule of activities in the network showing the following:
1. The Critical activities
2. The earliest start date for each activity
3. The earliest finish date for each activity
4. The latest start date for each activity
5. The latest finish date for each activity
6. The float which refers to the amount of extra time available for an activity
 Three Phases of PERT CPM

In the Schedule Phase

These are the inputs that can be obtained:
1. The schedule of activities in the network showing the following:
2. The bar chart or a time scaled network (arrow diagram network for the project)
3. A resource analysis showing the number and kind of resources, man power,
equipment, and others that are required for each day of the project.
4. A cash requirement prediction indicating how much cash to be disbursed for the
job and the amount of money that will be collected as a result of work
accomplishment.
 Three Phases of PERT CPM

In the Control-Monitorng Phase

Uses actual date which includes:
1. Additions to the project
2. Deletion from the project
3. Changes as to duration, description, trade indicators, cost estimates or resources
estimates
4. Actual starting dates
5. Actual finishing dates.
 Three Phases of PERT CPM

Output Phase
Consists of the ff:
1. Time status report
2. Revised schedule
3. Revised bar chart/ arrow diagram
4. Revised resource analysis
5. Revised cash flow predictions
6. Cost status reports
 Three Phases of PERT CPM

Construction Failure reasons:

are the ff:

1. Unbalance organization
2. Lack of financial planning
3. Poor cost control