PLANNING AND SCHEDULING ( PERT/ CPM )

PRESENTED BY:

PANLAQUI, IRA JANELLE S. SANTOS, RHALIA MAE R.

What is PERT and what is CPM ?

P rogram Evaluation and R

eview T
echnique

Critical Path Method

 Brief History
PERT
• began use in 1958 to speed up the Polaris Missile project.
(Lockheed Aircraft, the U.S. Navy Special Project Office and the
consulting firm of Booz, Allen & Hamilton in the efforts of the U.S.
government)
• fear for the Soviet Union

CPM
• Developed by El Dupont for Chemical Plant Shutdown
Project
Three Phases of PERT/ CPM
The three phases of PERT/ CPM are:
• Planning
• Scheduling
• Control-Monitor
1. Planning
• The process of identifying all the activities necessary
to successfully complete the project.

Planning involves the following steps:

• Identify Tasks
• Determine Resources Requirement
• Estimate Cost and Time
• Specify inter-relationship between Tasks
• Develop network Diagram
2. Scheduling
• The process of determining the sequential order of the
planned activities, assigning realistic durations to each activity,
and determining the start and finish dates for each activity.
• The activities requried to be performed:
• Estimate the durations of activities.
• To calculate the total project project duration by
applying network analysis techniques.
• Project Scheduling
3. Controlling and Monitoring
• to comparing the actual progress against the
estimated schedule.
• reviewing the difference between schedule & actual
performance
PERT vs CPM
 CPM
m eaning

Project management tool used to identify necessary task

needed to complete a project and determine scheduling
flexibilities.
 CPM
is used in:

Jobs that are repetitive in nature.

The activity time estimates can be predicted with considerable certainty due to the
existence of past experience.
 CPM
advantages

• Improves future planning

• Facilitates more effective resource management
• Helps avoid bottlenecks
 CPM
disadvantages

• Can be complicated, and the complexity increases for

larger projects.
• Does not handle the scheduling of personnel and the
allocation of resources
 NETWORKING
LEGENDS

Node: Connector:
Network
START/
END
Milestone
Dummy
A,1 Activity/Event
Critical
Activity-on-Node (AON)

ACTIVITY ACTIVITY
A B

Activity-on-Arrow (AOA) 2

A D F
Activity A Activity B
Event 1 Event 2 Event 3 2 3 4
1 B 5 G 6
6 2
C
E
4 5
3
 STEP 1
CREATE TABULATION
DURATION
ACTIVITY PREDECESSOR
(days)

A - 2

B - 6

C - 4

D A 3

E C 5

F A 4

G B,D,E 2
 STEP 2
Graph Logical Networking
A,2 F,4

D,3

START B,6 G,2 END

C,4 E,5
 STEP 3
IDENTIFY CRITICAL PATH
A,2 F,4

D,3

START B,6 G,2 END

AF =2+4 =6
ADG = 2+3+2 =7 C,4 E,5
BG = 6+2 =8
CEG= 4+5+2 = 11 days
 Forward Pass Procedure ES EF
Activity

L
EFi = ES i + D i LS F
0 A
2 2 F
6

ES i= Maximum EFi of
predecessor(s) 2 D 5

9
0 0 0 6 11 11 11
START B G END

4
0 4 9
C E
 Backward Pass Procedure ES EF
Activity

L
LS i = LF i - D i LS F
0 A
2 2 F
6
LF i = Maximum LS i of
successor(s) 4 6 2 D 5 7 11

6 9
0 0 0 6 9 11 11 11
START B G END

0 0 3 9 11
4 9 11 11
0 4 9
C E

4
0 4 9
 SUMMARY
SLACK ON
PREDECESSO DURATION
ACTIVITY ES EF LS LF TIME CRITICAL
R (week)
(LS-ES) PATH?

A - 2 0 2 4 6 4 NO

B - 6 0 6 3 9 3 NO

C - 4 0 4 0 4 0 YES

D A 3 2 5 6 9 4 NO

E C 5 4 9 4 9 0 YES

F A 4 2 6 7 11 5 NO

G B,D,E 2 9 11 9 11 0 YES
 PERT
m eaning

Project management tool used to analyze and estimate

the time needed to realistically complete each task.
 PERT
is used in:

Jobs that are non-repetitive in nature.

The time and cost estimates tend to be quite uncertain.
 PERT
advantage

• Identify the critical path for the project to ensure that

all deadlines are reached
• Probability of completion before specified date
• Demonstrate the activity interdependencies
• Determine how long it will take to finish the project
• Prepare for more complex and larger projects.
 PERT
disadvantage

• Does not lay emphasis on the cost of project

• Does not consider the matter of resources required
for various types of activities of a project
• Does not hel in routine planning of the recurring
events
 P E RT

Three quantities in estimating the duration of a

single activity:

• Optimistic time (a)

• Pessimistic time (b)
• Most likely time (m)
 P E RT
Example:
• Calculate expected time.
• Calculate variance.
• Calculate the probability of completing the project
in 12 days.
 P E RT
Probability Concept

Expected Time Variance

CREATE TABULATION (based on the same example for CPM )

m a b te s^2
ACTIVITY PREDECESSOR
(days) (days) (days) (days) (days)

A - 2 1 4 2 0.250

B - 6 5 8 6 0.250

C - 4 2 8 4 1.000

D A 3 1 5 3 0.444

E C 5 4 7 5 0.250

F A 4 3 6 4 0.250

G B,D,E 2 1 5 2 0.444
Critical Path: C-E-G ES EF
Activity

0 6 L
2 2
A F LS F

6 2 5 7 11
4 D

6 9
0 0 0 6 9 11 11 11
START B G END

0 0 3 9 11
4 9 11 11
0 4 9
C E
4
0 4 9
 P E RT
Probability Concept

Standard Deviation
 P E RT
Probability that the project will be completed in 12 days
P E RT
z=0.76
ψ(z)= 0.7764

z=0.77
ψ(z)= 0.7794

• 77.8% Probability that the project will

be completed in 12 days
 SUMMARY
PERT CPM

Event-oriented Activity-oriented

Probabilistic Model Deterministic Model

Time Control Time-cost trade off

Non-repetitive Repetitive

For Reserch & Development For Construction

 REFERENCE

https://asana.com/resources/critical-path-method

https://slideplayer.com/slide/8567593/
https://dokumen.tips/documents/7-project-planning-and-sc
heduling-ppt-ibse-2019-3-18-project-planning-a.html?page=
33