. 5 Network Scheduling by . PERT/CPM " ) ; INTRODUCTION vost scheduling is a technique used for planning and scheduling large projects, in the fields of 3m dion, maintenance, fabrication and purchasing of computer systems, etc, It is a method of minimizing eible spats such as production, delays and interruptions, by determining critical factors and co- sing various parts of the overall job, a re two basic planning and controlling techniques that utilize anetwork tocomplete a predetermined pgatorsebcdule ‘These are Programme Evaluation Review Technique (PERT) and Critical Path Method Aprjectis defined as.a combination of interrelated activities, all of which must be executed in a certain sdeferits completion. The work involved in a project can be divided into three phases, corresponding to the management sorioas ofplanning, scheduling and controlling. asning: This phase involves setting the objectives of the project as well as the assumptions to be ub Italso involves the listing of tasks or jobs that must be performed in order to complete a project ir consideration. In this phase, in addition to the estimates of costs and duration of the various svt, the manpower, machines and materials required for the project are also determined. Seduling: This consists of laying the activities according to their order of precedence and determining teillowing: () The start and finish times for each activity. 3 (i) The critical path on which the activities require special attention. (ii) The stack and float for the non-critical paths. otolling: This phase is exercised after the planning and scheduling. It involves the following: ( Making periodical progress reports (i) Reviewing the progress (ii) Analyzing the status of the project (6) Making management decisions regarding updating, crashing and resource allocation, etc. 12 BASIC TERMS i en the network techniques, one should be familiar with a few basic terms of which both CPM. ate special applications. —288 ome of logically and sequentially connected ' Networks are also called arrow diagrams, “Nd my and is a time consuming effort n 8 and every activity has a point oftime where ttle me Network: It is the graphic representation representing activities and events in a project. Activity: An activity represents some action particular part of the overall project. Thus, each a point where it ends. Itis represented in the network by an arrow, QF ay .. i led events or nodes. Event i: int Event The beginning and end points of an activity are call 'S @ point, and does not consume any resources. It is represented by a numbered circle. The head event calfeg event always has a number higher than the tail event, which is also called the ith event, @ Activity @ Head Tail a Merge and burst events” It is not necessary for an event to be the ending event of only one activi as it can be the ending event of two or more activities. Such an event is defined as a merge evens, If the event happens to be the beginning event of two or more activities, it is defined as a burst evem, Preceding, succeeding and coneurrent activities Activities that must be accomplished beforea given event can occur, are termed as preceding activities. Activities that cannot be accomplished until an event has occurred, are termed as succeeding activities. Activities that can be accomplished concurrently i.e, activities taking place at the same time or inthe same location, are known as concurrent activities, This classification is relative, which means that one activity can be preceding to a certain event, andthe same activity can be succeeding to some other event or it may be a concurrent activity with one oc mot activities. Dummy activity Certain activities, which neither consume time nor resources but are used simply! represent a connection or a link between the events are known as dummies, It is shown in the network bY a dotted line, The purpose of introducing dummy activity is: (@ tomaintain uniqueness in the niumbering system, as every activity may have a distinct set ofeveaSbf which the activity can be identified.: | | | pv PERT/CPM oven sppninaina poetic the network, @ MON ERRORS 53 com! ; three common errors in a network construction: rao oe eckin time. jnown as dangling. Redundancy (fa dummy activity isthe only activity emanating novn as redundancy. 18.4 RULES OF NETWORK CONSTRUCTIO! There are a number of rules in connection with the handling of' that should be followed. (cycling) ‘In a network diagram, a looping error is also known as cycling error. Drawing a 0s in network is known as eroroflooping, A loop ean be formed, fan activity represented as To disconnect an activity before the completion of all the activities in a network diagram, is from an event and can be eliminated, itis IN ‘events and activities of a project networkOn ‘ 290 ER, ee, @ Tryto avoid the arrows that cross each other. i ii) Use straight arrows. au No Scrat ‘occur until every activity preceding it has been completed. () An event cannot occur twice, i.e., there must be no loops. () An activity succeeding an event cannot be started until that event has occurred, (vi) Use arrows from left to right. Avoid mixing two directions, vertical and Standing ary v8 ny used, if necessary. Yh (ii) Dummies should be introduced only, ifit is extremely necessary. (viii) The network has only one entry point called the start event and one point ‘of emergence, cele end or terminal event. 15.5 NUMBERING THE EVENTS (FULKERSON’S RULE) After the network is drawn in a logical sequence, every event is assigned a unique number, The wa Sequence must be such so as to reflect the flow of the network. In numbering the events, the following | tules should be observed. g ( Event numbers should be unique, (G) Event numbering should be carried out on a sequential bass, from lef to right, ii) Theinitial event, wach has all outgoing arrows with no incoming arrow is numbered ag], (@) Delete all he arrows emerging from all the numbered evens. This wll create at lean ont ney sat event, out of the preceding events. E (¥) Number all new start events 2, 3 and so on. Repeat this process until the terminal event: ‘without any successor activity is reached. Number the terminal node suitably, s Note: The head of an arrow should always bear a number higher than the one assigned to the arrow. eS 15.5.1 Construction of Network Example 15.1 Construct a network forthe project whose activities and ionshi eer r les and precedence relationships wepst dummy activity. » inlly, webave the following network.” Ezample 15.2 Construct a network for each of the projects whose activities and their precedence ‘tionships are given below. 21177 ne 292 on concurrent activities as they start simultaneously. 3 becomes the -_ Solution A, Band Carethe i cor “of activities E and F. Since the activities Jand. K have two preceding activities, a ‘nm my (if possible).sy PERT/CPM : goon 293 } 15.3 A 10 Eyp = Max (Ey * b5,105 B+ ts, 10) =Max(10+7,17+5)=22. Backward pass calculation In this we calculate the latest finish and the latest start time, time L for an event i is given by Z,= Min (LF,— ty). gi Where, LF, is the latest finish time for the event/, f, is the normal time of the activity. Dg =Ly—te,g=17— Ls =Min (Lets, L—ts,,) =Min (16~4, 15-8)=7 I, =Ly-tyg= 15-5=10 2, =Min ©4-65,4.L5- 43,5) ‘Min (10-1,7-6)=1 1, =1yrb 47 0-1-9 L, =Min (L,—f,L5—43)=Min 9-4, 1-1)=0. ‘These calculations are shown in the above table. To find the TF (Total Float) Considering the activity 1-2, TF of (1-2) = Latest startEarliest dat =5-0=5 Similarly TF (2—4)=LS—ES =9-4=5 Free float = 7F— Head event slack. Consider the activity 1-2 FF of (1 ~ 2) = TF of (1 -2)—Slack for the head event 2 =5—(9—4) (from the figure for event 2) =5-5=0 FF of (2-4) = TF of (2-4) — Slack for the head event 4 =5-(10-5)=5-5=0 ' Like this we calculate the 7F and FF for the remaining activities, a From the above table we observe that the activities 1-3, 3-5, 5-7, 7-9, 8 10 are the critical actv®® as their total float is 0. ; Hence, we have the following critical path, 1-3-5~-7~8 ~10, with the total project duration of 22 days.pune BY PERT/CPM 303 5.7. A-small maintenance project cons i pot se given below. ‘eet consists of the following jobs, whose precedence 1-3 = 14 Foard pass calculation In this we estimate the earliest start and the earliest finish time ES, given by ES)= Max (ES; + ty) where, ES; is the earliest start time and fy is the normal time for the activity (i, /). ES, =0 ‘ ES, = ES, +t5=0+15=15 ES, = Max (ES, + ty, ES, +13) =Max (15 +3,0+ 15)=18 ES, + tyy= 18+ 8=26 fax (ES) + tos, ES gt bs) =Max (15+5,26+ 1)=27 ES =Max (ES,+ ty, ES; + tags ES5 + ts) = Max (18+ 12,26 + 14,27+3) ES, ES, ES, = ES¢+ gy= 40+ 14= 54. p¥ard pass calculation In this we calculate the latest finish and latest start time LF, given by oun Min (LE 1,) winere, LF, is the latest finish time for the event LF, =54 LF, = LF ~tey= 54-1440 a304 Onze LF y= 15,- typ 40-3 =37 LF, = Min (E53 ~ tas» LS5— tae) = Min G7 -1,40-14)=26 = Min (LF, ~ try LFe—t36) =Min (26-8, 40-12)= 18 LF, = Min (LF5— fos» LF —fa3) =Min 37-5, 18-3)= 15 LF, =Min (LF~ fy LF2~ ta) =Min (18-15, 15-15)=0 The following table gives the calculations for critical path and total float. LF, 3 S 5 15 » 2 37 1 3- 8 18 6 18 6 ® = 2 18 30 B 4” 10 4-5 tS 26. a 36, 37 10 = 4 6 “0 6 4” © 5-6 3 a 0 31 4” 0 6-7 4 ” 4 4” 4 © From the above able, we observe thatthe activities |—2,2—3, 34, 46, 6—7 arethe critical actives ante critical path is given by, I—-2—3—4—6—7. ‘The total time taken for project completion is 54 days. Example 15.8 The following table shows the jobs of a project with their duration in days. Draw network and determine the critical path. Also calculate all the floats.gonsousne nY PERT/CPM 305 First we construct the network as showm below: s calculation In this we calculate the earliest start and ‘liest finish time for the oath ale ime fr each even. ee : ES, =0 ES, = ES, +t)=0+10=10 ES = ES, +1,,=0+8=8 E,-Ey tty E, =Max(E, thy Est te, Bette), ‘Max (8+ 16, 16+8, 18+7)=25 Ey = E+ toy =16+5=21 Eig =Max (E, +t Eg ty 1 Eg +bo.10 =Max (25 +12, 25+ 10,21 +15)=37 Eqy = Epo to, 11 7374 8-45 Ey = Ey thy 1. =45+5=50 Rome pess calculation In this we calculate the latest finish and the latest start time LF, given LF, = Min (LF)~t,) Lyy = E,=50 (the target completion time) Ly, = Lyg-hy, 1250-5 =45 Ly = Lh, 45-8" 37 1g =Lig— 9737-15-22 Ly = Lyg~f 97 37-1027 1, = Ly 0737-12525 1g = Min (Ly— tes Ly" —ten) =Min (22-5,25-8)=17 L = Min (Ug~f555 Ly~l59) =Min 27-7, 25-7)= 18306 Orson, Ly Hlg-tyg2 17-7510 Ty ly-tyy 225-169 ‘hag Ly =Lg— tps 18-10= 10 : Ly =Min ©4-tyy £3 — hy Lata) =Min (10-9, 9-8, 10-10) = ‘Computations of the critical path and all the floats are given in the following table: BISIS/SISIBIRIN|R/S/RlslSslols ele|-|+Je|-|-]»lel-|-lel-|-lo FF = Free float = TF — Head event slack = TF - (LE) IF = Independent float = FF -Tail event slack = FF - (L,—E;) From the above calculation, we observe that the activity 1-2, 2-5, 5~7, 7-10, 10-11, 11-12arethecrita _ activities as their total floatis 0, Hence, we have the critical path 1-2-5~7-10-11—12, with the total poi duration as 50 days. : i Example 15.9 _ A project consists ofa series of tasks labelled A, B... H, Jwith the following consti 7 A E> dummy -» F; minimum completion tie 15 6. For the following project, determine the critical path and its duration. Activity A | 8B Cpe Sear) as hem Predecessors | — A A 8 B | DE| D |GRE Time (days) | 2 4 ay) aan [oe En ee | [Ans, 1-2-3-4-6-7; Project duration 2 dap 7. A project has the following time schedule, Activity are 74 ‘Duration 2 2 1 (months) Construct the network and compute, () Total float for each activity. (ii) Critical path and its duration.ssowentNo By PERT/CPM one 31 “ pRroGRAMME EVALUATION AND REVIEW TECHNIQUE (PERT) ods discussed so far may be term 5 eg x methods dis y be termed as deterministic, si a re pace wth etait. Howe inistic, since estimated activity times a ned 10 BE ju e000 yes are represented by a probability distribution, Thi sti eront time estimates made for each activity, which areas follone, ree ‘ j) Optimistictime estimate (i) Mos likelytimeestimate (f Setmic tne mace mistic time estimate It is the smallest time taken to yete the activity, if everything goes well. There is very little camp hat an activity can be completed in a time less than the ime. It is denoted by t, or a. cpimistictime. Iti byt, Time distribution curve Most likely time estimate refers to the estimate of thé normal time the activity would take, This sumes normal delays. It is the mode of the probability distribution. It is denoted by, or m. imistic time estimate It is the longest time that an activity would take, if everything goes wrong. jisdenoted by f, or 6. These three time values are shown in the following figure. From these three time estimates, we have to calculate the expected time of an activity. It is given by the sighted average of the three time estimates, 5 | yt aly +h, £ 6 [paisribution with weights of 1, 4 and 1, for f, 4, and f, estimates respectively.] Variance of the activity is given by, 2 bp he ota | eae 6 The expected length (duration), denoted by 7, ofthe entire project is the length of the critical path, i.e., thesum of the ¢,’s ofall the activities along the critical path, The main objective of the analysis through PERT is to find the completion date for a particular event wihin the specified date 7,, given by P(Z< D) where, Due date ~ Expected date of completion in Project Hiete, Zstands for standard normal variable, 15.8.1 PERT Procedure §@1 Draw the project network. . “62 Compute the expected duration of each activity using the formula, fo + Mm + tp rt * 6 2 ] ofeach activity. Also calculate the expected variance o? = (312 omral Step 3 Compute the earliest start, earliest finish, latest start, latest finish time and tota} ato. ae identify the xtcal activites. i itcal path and identify the critical activi are Find| bec ao length variance 0”, which is the sum of the variance of at cas bie activities and hence, find the standard deviation of the project length c. Sey 1,-T, ; ‘Step 6 Calculate the standard normal variable Z= ~*—* , where 7, isthe scheduled time tog s roject. a ees project length duration. ‘6 = Expected standard deviation ofthe project length. j Using the normal curve, we can estimate the probability of completing the proj wea » specified time. Project witha, Example 15.11 The following table shows the jobs of a network ‘along with their time stimates, Draw the project network and fin the probability ofthe proj ject completing in 40 days, Solution First we calculate the expected time and standard deviation for each activity, 144x7)+13 _ 7 6 eee ee zeae yze on 246x448 _ 6 35 T#Ox10+19 6 45 S#(Sx4) 417 5 6 ee $4 (8x4)429 _ 6 34+Gx4) 49 _ 6 58 4 18 aeasiieN, Heeyuna BY PERT/CPM. : ™~ rors 33 project duration =36 days : 2 ital path 1-2-3-5-8 Projectlength variance, o* =4+16+4+1=25 ‘gid. Deviation o=5 ‘Theprobability that the project will be completed in 40 days is giv PZsD) 40-36 Saas ‘Area under the normal curve for the region Z<0,8 PIZ<08) =05+40.8) =05+0.2881 =0.7881 =B81% Z=08 (48)=02881 (fromtable)] Conclusion the proetis performed 10 tims, under the same conitions, there willbe 7881 occasions fortis job to be completed in 40 days. Eeample 15.12 A small projectis composed of seven activities, whose time estimates are listed inthe table as follows: