CEN 451

PROJECT EVALUATION, PLANNING AND

MANAGEMENT
Lecture on Project Scheduling and Control

Instructor: Sanjoy Kumar Bhowmik

Acknowledged: Dr. Suvash Chandra Paul (Faculty,IUBAT); Keerti Bhusan Pradhan (Faculty-LAICO);
Dr. Abu Naser Chowdhury (Faculty IUT); Mr. Soumik Nafis Sadeek (Faculty,IUBAT)
 Content of lecture

Project scheduling and control

-Development of Gantt chart
-Development of CPM/PERT

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 Project Scheduling

 Establishing objectives
 Determining available resources
 Sequencing activities
 Identifying precedence relationships

 Determining activity times & costs

 Estimating material & worker requirements
 Determining critical activities

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 Project Scheduling Techniques

 Gantt chart
 Critical Path Method (CPM)

 Program Evaluation & Review Technique (PERT)

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Gantt Chart………

Time Period
Activity
J F M A M J J
Design
Build
Test

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 90
105
90 115
A 15 129
B 5 149 194
C 20
Immediate Estimated
D Activity Predecessor Completion Time 194
21
E A None 90
B A 15 25
F C B 5
14
D G 20
G E D 21 28
H F A 25
G C,F 14 30
I H D 28 45
I A 30
J J D,I 45
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GANTT CHARTS-
MONITORING PROJECT PROGRESS

 Gantt chart can be used as a visual aid for tracking the progress
of project activities.

 Appropriate percentage of a bar is shaded to document the

completed work.

 The manager can easily see if the project is progressing on

schedule (with respect to the earliest possible completion
times).

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 MONITORING PROJECT PROGRESS
90
A 15
B 5 194
C 20
The shaded bars represent
D completed work BY DAY 135. 194
21
E 25
F
14
G 28
Do not conclude that the
H project is behind schedule. 30
I 45
Activity “I” has a slack and
J therefore can be delayed!!! 8

135
GANTT CHARTS –
ADVANTAGES AND DISADVANTAGES
 Advantages.
 Easy to construct
 Gives earliest completion date.
 Provides a schedule of earliest possible start and finish
times of activities.

 Disadvantages
 Gives only one possible schedule (earliest).
 Does not show whether the project is behind schedule.
 Does not demonstrate the effects of delays in any one
activity on the start of another activity, thus on the
project completion time.
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 CRITICAL PATH METHOD (CPM)
❑ The critical path method (CPM) is a step-by-step project
management technique for process planning that defines
critical and non-critical tasks with the goal of preventing
time-frame problems and process bottlenecks.
❑ The CPM is ideally suited to projects consisting of
numerous activities that interact in a complex manner.

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 CRITICAL PATH METHOD (CPM)

 Network diagramming technique used to predict total

project duration
 Critical path: series of activities that determine the
earliest time by which the project can be completed
The longest path through the network diagram
and has the least amount of slack or float;
amount of time an activity may be delayed
without delaying a succeeding activity or the
project finish date

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 CRITICAL PATH METHOD (CPM)

 Calculatingthe critical path

 Develop a good network diagram and add the
duration estimates for all activities on each path
through the network diagram
Longest path is the critical path

 If one or more of the activities on the critical path

takes longer than planned, the whole project
schedule will slip unless the project manager takes
corrective action

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CRITICAL PATH METHOD (CPM)

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 CRITICAL PATH METHOD (CPM)

• The fact that its name includes the word critical does not
mean that it includes all critical activities. It’s only
accounts for time.
• There can be more than one critical path if the lengths
of two or more paths are the same
• Project managers should closely monitor performance
of activities on the critical path to avoid late project
completion
• Critical path can change as the project progresses

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 CRITICAL PATH METHOD (CPM)

Steps to follow for CPM:

➢Define the required tasks and put them down in an
ordered (sequenced) list.
➢Create a flowchart or other diagram showing each task in
relation to the others.
➢Identify the critical and non-critical relationships (paths)
among tasks.
➢Determine the expected completion or execution time for
each task.
➢Locate or devise alternatives (backups) for the most critical
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paths.
PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

The program (or project) evaluation and review

technique (PERT) is a statistical tool used in project
management, which was designed to analyze and
represent the tasks involved in completing a given
project.

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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

➢PERT is a method of analyzing the tasks involved in

completing a given project, especially the time needed to
complete each task, and to identify the minimum time needed
to complete the total project.
➢It incorporates uncertainty by making it possible to schedule
a project while not knowing precisely the details and
durations of all the activities.
➢It is applied on very large-scale, one-time, complex, non-
routine infrastructure and on Research and Development
projects. 17
 PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)
➢PERT offers a management tool, which relies "on arrow and
node diagrams of activities and events: arrows represent the
activities or work necessary to reach the events or nodes that
indicate each completed phase of the total project.“

PERT network chart for a

seven-month project with
five milestones (10
through 50) and six
activities (A through F).
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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

➢PERT and CPM are complementary tools, because "CPM

employs one time estimation and one cost estimation for
each activity; PERT may utilize three time estimates
(optimistic, expected, and pessimistic) and no costs for each
activity. Although these are distinct differences, the term
PERT is applied increasingly to all critical path scheduling.

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 PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)
➢ Events and activities: In a PERT diagram, the main building
block is the event, with connections to its known predecessor
events and successor events.
➢ PERT event: a point that marks the start or completion of one
or more activities. It consumes no time and uses no
resources.
➢ predecessor event: an event that immediately precedes some
other event without any other events intervening. An event
can have multiple predecessor events and can be the
predecessor of multiple events.
➢ successor event: an event that immediately follows some
other event without any other intervening events. An event
can have multiple successor events and can be the successor 20
of multiple events.
 PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)
PERT supplies a number of tools for management with
determination of concepts, such as:

Slack or float: is a measure of the excess time and resources

available to complete a task.

It is the amount of time that a project task can be delayed

without causing a delay in any subsequent tasks (free float) or
the whole project (total float).

Positive slack would indicate ahead of schedule; negative slack

would indicate behind schedule; and zero slack would indicate
on schedule. 21
PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

 Free slack or free float

 Amount of time an activity can be delayed without delaying
the early start of any immediately following activities
 Total slack or total float
 Amount of time an activity may be delayed from its early start
without delaying the planned project finish date
 Forward pass
 Determines the early start and finish dates
 Backward pass
 Determines the late start and finish dates

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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

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Free Slack= Min. ES(suc.)-ES(Act.)-Dur(Act.)
PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

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27
Calculate free and total slack…….

Task Start Finish Late Late Free Total

Name Start Finish Slack Slack
A 8/3/15 8/3/15 8/5/15 8/5/15 1d 1d
B 8/3/15 8/4/15 8/3/15 8/4/15 0d 0d
C 8/3/15 8/5/15 8/5/15 8/7/15 3d (3+6)=9d
D 8/4/15 8/7/15 8/6/15 8/11/15 4d 4d
E 8/5/15 8/11/15 8/5/15 8/11/15 0d 0d
F 8/5/15 8/10/15 8/14/15 8/17/15 1d 1d
G 8/6/15 8/13/15 8/10/15 8/17/15 6d 6d
H 8/12/15 8/19/15 8/12/15 8/19/15 0d 0d

Free Slack is the number of days that an activity can have before it starts delaying
the next (successor) activity.
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Total Slack is the number of days that activity can have before it starts delaying
the whole project.
PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

PERT supplies a number of tools for management with

determination of concepts, such as:

Critical path: the longest possible continuous pathway taken from

the initial event to the terminal event.

It determines the total calendar time required for the project; and,
therefore, any time delays along the critical path will delay the
reaching of the terminal event by at least the same amount.

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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

Critical activity: An activity that has total float equal to zero. An activity
with zero float is not necessarily on the critical path since its path may not
be the longest.

Lead time: the time by which a predecessor event must be completed in

order to allow sufficient time for the activities that must elapse before a
specific PERT event reaches completion.

Lag time: the earliest time by which a successor event can follow a specific
PERT event.

Fast tracking: performing more critical activities in parallel

Crashing critical path: Shortening duration of critical activities

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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

Example:

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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

➢In the following example there are seven tasks, labeled A

through G.
➢Some tasks can be done concurrently (A and B) while others
cannot be done until their predecessor task is complete (C cannot
begin until A is complete).
➢Additionally, each task has three time estimates: the optimistic
time estimate (o), the most likely or normal time estimate (m),
and the pessimistic time estimate (p).
➢The expected time (te) is computed using the formula (o + 4m +
p) ÷ 6.
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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

Draw a Gantt chart from the example:

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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

Draw a Gantt chart from the example:

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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)
A network diagram from the example:

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Note the critical path is in red.

PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

Example of earliest finish and latest start:

Precedence Relationships Chart

Immediate Estimated
Activity Predecessor Completion Time
A None 90
B A 15
C B 5
D G 20
E D 21
F A 25
G C,F 14
H D 28
I A 30
J D,I 45 36
PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)

 Management would like to schedule the activities so that the project

is completed in minimal time.

 Management wishes to know:

 The earliest and latest start times for each activity which will not
alter the earliest completion time of the project.
 The earliest finish times for each activity which will not alter this
date.
 Activities with rigid schedule and activities that have slack in their
schedules.
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PROGRAM (OR PROJECT) EVALUATION AND REVIEW
TECHNIQUE (PERT)
 Make a forward pass through the network as follows:

 Evaluate all the activities which have no immediate predecessors.

 The earliest start for such an activity is zero ES = 0.

 The earliest finish is the activity duration EF = Activity

duration.
 Evaluate the ES of all the nodes for which EF of all the
immediate predecessor has been determined.
 ES = Max EF of all its immediate predecessors.

 EF = ES + Activity duration.

 Repeat this process until all nodes have been evaluated

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 EF of the finish node is the earliest finish time of the project.
 EARLIEST START / EARLIEST FINISH –
FORWARD PASS

90,105 105,110 170

149,170
BB CC EE
15 5 21

110,124
0,90 90,115 115,129 129,149 177
149,177
A
A FF G
G D
D HH 194
90 25 14 20 28
EARLIEST FINISH
120,165
90,120 194
149,194

II JJ 39
30 45
 LATEST START TIME / LATEST FINISH TIME
 Make a backward pass through the network as
follows:
 Evaluate all the activities that immediately precede the
finish node.
 The latest finish for such an activity is LF = minimal project
completion time.
 The latest start for such an activity is LS = LF - activity duration.

 Evaluate the LF of all the nodes for which LS of all the

immediate successors has been determined.
 LF = Min LS of all its immediate successors.
 LS = LF - Activity duration.

 Repeat this process backward until all nodes have been

evaluated.
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 LATEST START / LATEST FINISH –
BACKWARD PASS
149,170
105,110 173,194
90,105
B C 110,115 E
95,110 B C E
15 5 21

90,115 115,129 129,149 149,177

90, 115 129,149
115,129 129,149
153,173 166,194
5,95 0,90
F 129,149 146,166 H
A 0,90 F
G 129,149 D D H
A G 129,149 20 194
90 25 14 129,149 28
129,149
129,149
29,119
149,194
90,120
149,194
119,149
I J 41
I J
30 45
SLACK TIMES
 Activity start time and completion time may be delayed by planned
reasons as well as by unforeseen reasons.
 Some of these delays may affect the overall completion date.
 To learn about the effects of these delays, we calculate the slack time,
and form the critical path.

o Slack time is the amount of time an activity can be delayed without

delaying the project completion date, assuming no other delays are
taking place in the project.

Slack Time = LS - ES = LF - EF
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Slack time in the Project

Activity LS - ES Slack
A 0 -0 0
B 95 - 90 5
C 110 - 105 5
D 119 - 119 0 Critical activities
E 173 - 149 24
must be rigidly
F 90 - 90 0
G 115 - 115 0 scheduled
H 166 - 149 17
I 119 - 90 29
J 149 - 149 0 43
PRACTICE (PERT)

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PRACTICE (PERT)

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