is Ta bio s

Jo h n C r
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Jay Tablo
PERT AND CPM

PLANNING
 WHAT IS PERT AND CPM

PERT is a Program Evaluation and Review

Technique.
- is an event-oriented technique.
CPM is the Critical Path Method.
- is an activity-oriented technique.
 HISTORY OF CPM

CPM was used for the first time in 1966 for the major
skyscraper development of constructing the former World
Trade Center Twin Towers in New York City. Although the
original CPM program and approach is no longer used, the
term is generally applied to any approach used to analyze a
project network logic diagram.
 HISTORY OF PERT

Originally developed in 1958 for use by the U.S. Navy

Special Projects Office, the PERT technique is a project
management system designed to assist in planning large
and complex projects. Starting with an overall program
evaluation, it promotes in-depth analysis of any project
before the kick-off date.
 WHAT IS PLANNING?

Planning is the primary function of management.

It focuses on the future course of action
A primary managerial activity that specifies the objectives to be
achieved in future and selects the alternative action to reach defined
objectives.
Thus, it involves:

Defining the organization’s goals
(desired result that you commit
to achieve)
Establishing an overall strategy for
achieving these goals
(Plan of action to achieve goal)
(desired result that you commit to
Developing Plans for
Organizational Work Activities
(desired result that you commit to
achieve)
 PLANNING

Determining the relationship between the

work operation 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.
 The Critical Path Method (CPM) offers the solution through systematic approach. The
specific information provided by the CPM are enumerated as follows:
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 costs 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
float time will give the project manager that opportunity to maneuver in their planning and control of the
operations.
4. It establishes time boundaries for operations with possibilities of shifting resources, equipment, and
manpower to meet time requirements.
5. PERT/CPM indicates the earliest starting date for each work operations and sub-contract for supply and
delivery of materials.
6. It shows the most advantageous scheduling for all operations. This gives planning information as to time
and costing 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 re-scheduling the operations but still to be completed at the least increase in cost.
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
determining for the non-critical operations.
  In any project construction undertakings, planning is the most important considering
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.
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 firsthand knowledge of the job and gain insight
and details of anticipated problems.
THANK YOU!
P E R T / CPM

CO N ST R U C T I O N METHOD AND P R O J E C T MANAGEMENT

 Earliest Events

it is the earliest time

DEFINITION occurrence of an event

OF sometimes called Earliest

Event Time or Early Event
TERMS Time. Unless specified, the
Earliest Event Time of the
starting event is assumed to
02 be zero.
 Earliest Start

The Earliest Start of an

cannot be activity
DEFINITION earlier than the
earliest event time of the event.
OF In other words, the Earliest Start
of any activity is always equal to
TERMS the Earliest Event at the
beginning of an arrow which is
sometimes called i-node. The
03 point of an arrow is called j-node
i-node j-node
 Earliest Finish

The Earliest Finish of an

DEFINITION activity is equal to its Earliest
OF Start plus its duration or time.
Therefore:
TERMS
ES = ES + Duration or
EF = Early Event +
04 Duration
 Latest Event

is the latest time the event

DEFINITION m ay occur without delaying
project competition
OF It is numerically equal to the
TERMS length of the critical path
minus the longest path from
the project and event to the
event in question
05
 Latest Finish
The latest finish of an activity
cannot be later than the latest
event of its j-node. In short, all
DEFINITION activities with the same J-node
OF have the same late finish which is
the same as the latest event time
TERMS at their common node.

The Latest Start plus Duration is

equals the Latest Finish
06 LS + D = LF or
LS = LF – D
 Total Float

Activity Total Float or Activity

Total Slack is the span of time
DEFINITION an activity can be delayed
OF after its earliest start time
without delaying the project
TERMS completion

LF – EF = Total Float or
LS + D – (ES + D) or
07 LS – ES = Total Float
 Free Float

The activity Free Float

is the s pa n of
DEFINITION time d e laye da n after
be activityitsc a nEarly
Start without delaying the
OF Earliest Start of a ny

TERMS succeeding actual

that m ay be activity
availed of a n d
still allow its s u c c e e d i n g real
activities to begin at their
Earliest Start time.
08
FF = E S – (ES
 Independent Float

Independent Float is that

DEFINITION portion of the activities

OF Free Float that would

remain if all its preceding
TERMS activities used up all their
float.

09
I.F. = E S – (LF - D)
 Defined as the process of
translating the arrow diagram
into time table of calendar days.

Scheduling Done by the day date table

converting working days into
calendar days which permits the
inclusions of weekends,
holidays, weather and
time lost. other
1
0
 shows the relationship
PERT/CPM between the
Schedule operations
and the leeway limitations

1
1
 The PERT/CPM diagram should be updated
periodically to account for:

1 2 3

Time Deliveries Weather

Discrepancies

4 5

Change Unexpected
Orders Events or
1 Conditions

2
 Some of the importance of scheduling in
construction projects are the following:

It assigns dates to project activities

Importance Base d on the construction

of scheduling, the preliminary costs c a n

be estimated.
Scheduling Enables the construction team to see
their goals and when they need to
achieve.
Ensures completion of project as
1 soon as possible.

3
 Longest route in the network of

CRITICAL activities representing a project.

PATH The time required to complete a

in project is numerically equal to

the length of the route.
Scheduling
Activities along the critical path are
called critical activities.
14
 P E R T / CPM

FUNDAMENTAL
ELEMENTS O F 1
PERT/CPM 5

CONSTRUC TI ON METHOD AND P R O J E C T MANAGEMENT

 1. A C T I V I T Y
Work operations to complete a
task.
Actual work between events.

2. E V E N T S
Point in time signifying beginning
or end of one or more activities.
Denotes the completion of all
the
preceding or predecessor
1 activities and the beginning of one
6 or more succeeding activities.
 3. TIME
THE the duration of the
indicates
F U N DA M E N TA L project.
ELEMENTS ARE:

1
7
 Dummy Activity
Shows dependent relationship
between two activities.
May be used in the network to
distinguish two or more parallel
activities.
Primary function of a dummy is to
OT H E R C O N C E P T S clarify relationships.

Duration of an Activity
Time it takes an activity to finish.
1 Normal time duration of task.
8
 Path
Sequence of activities.

Predecessor
is the activity before the start of the other.
OT H E R C O N C E P T S
Successor
is the activity after doing the first activity.
19
 1 – 2 – 4 - 6 IS A PATH

20
 EXAMPLE P RO B L E M OF S C H E D U L I N G USING CPMs

A c e r t ai n pr oj e c t c o n s i st s o f a c t i vi t i es fr o m A t o H a s
s h o w n . T h e pr e d e c e s s o r s a n d t h e dur at i o n i n w e e k s i s st at
e d i n t h e t a b l e b el o w. Dr a w t h e n e t wo r k di a g r a m a n d f i nd
a.) t h e cr i t i c a l p a t h; b.) t h e fr e e f l o a t , t ot al f l o a t a n d i
ndependent f l oat .

2
1
 D I AG R A M :

Where:
ES – Early Start
LS – Late Start
EF – Early Finish
LF – Late Finish

22
 1. T H E O P T I M I ST I C TIME E ST I M AT E
is the estimated minimum time an
activity will take place.
the expected activity duration when
all breaks are right.

2. T H E M O S T L I K E LY TIME
is the estimated normal length of time
an activity takes.
the time that will most frequently be
required for an activity, if it were done
again and again under identical
23 conditions.
 3. T H E P E S S I M I ST I C TIME E ST I M AT E
is the estimated maximum time an
activity would take, barring a
catastrophe.
is the expected activity duration when
there is an abnormal run of bad
breaks.

24
25
 EXAMPLE P RO B L E M OF S C H E D U L I N G USING P E R T METHOD

In the following P ER T Method Exa mple, you a re

a projec t ma na g er of a power pla nt projec t. Y ou tra
c kedthe steps mentioned a nd listed the following inp
uts;

A ll the A c tivi
tiesP redec esso
rs
O ptimistic , P essimistic , a nd Most L ikely A c ti
vityD ura tions
By u s in g “ T h e P e r t F o r m u la = (T o + 4 T m + T p )/6 ” ,
26 youc a lc ula ted the e x p e c te dd u ra tio n f
or each a c tivity.
 All the inputs are listed in the following table.

2
7
 After building a network diagram and estimating the activity
durations, you will determine the critical path by making
forward and backward pass calculations.

Forward Pass Calculations specify the minimum dates at

which each activity can be performed and, ultimately, the
minimum duration of a project.

28
29
 Backward Pass Calculations of Program Evaluation and
Review Technique determine the latest dates by which
each activity can be performed without increasing the
project’s minimum duration.

30
3
1
 After completing the backward pass calculation, you can easily
determine the critical path.

32
 When we analyze the network diagram we will see
that there are some paths and every path have
duration.

The critical path is the longest path in the network

diagram and the total float of the critical path is
zero.

33
 34

References
Project and Constructi on
Management by Max B. Fajardo Thank
htt ps://www.projectcubicle.com/p
ert-method-defi niti on-examples/ you :
CONTROLLIN
G AND
MONITORING
CONTROLLING AND
MONITORING
Flexibility and updated re-computations
brought about by changing conditions 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 following output.
CONTROLLING AND
MONITORING
1. The contractor is supplied 3. The contractor is supplied
with time status reports with cost status reports
showing the overall status showing how much money
of the project in general and is being disbursed for what
in particular. type of expenses.

1 2 3 4

4. The contractor should be supplied

2. The contractor is with those reports as frequently as
provided with revised desired or required to maintain
control over the project.
schedules which reflects
the actual work
conditions and the
project status.
In the PLANNING PHASE, there are five inputs that can be obtained:

1
A network diagram defining the activities in the project

2
The duration of activities

3 Cost estimates of the activities for monitoring cost, cash flow

requirements

4
Resource estimates

5
Trade indicators (responsibility) for activity grouping.
From the SCHEDULE PHASE, there are four output that can be obtained:
1. The schedule of the activities in the network showing the following:

a. The critical activities

b. The earliest start date for each activity.
c. The earliest finish date for each activity.
d. The latest start date for each activity
e. The latest finish date for each activity
f. The float which refers to the amount of extra time
available for an activity.
2. A 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.
The CONTROL MONITOR PHASE uses actual data which includes:

1. Additions to the project- this refers to the new

activities.
2. Deletion from the project.
3. Changes as to duration, description, trade
indicators, cost estimates or resource estimates.
4. Actual starting dates.
5. Actual finishing dates.
 The OUTPUT PHASE consists of the following:

1. Time status report

2. Revised schedules.

3. Revised bar charts/ arrow diagram or network.

4. Revised resource analysis.

5. Revised cash flow predictions

6. Cost status reports

2/26/2023 52
Three major reasons for construction failure:

1. Unbalanced organization due to lack of planning

and scheduling
2. Lack of financial planning
3. Poor cost control.