Project Management with

PERT /CPM NETWORK

05.01.2012

INTRODUCTION
Schedule converts action plan into operating time table Basis for monitoring and controlling project Scheduling more important in projects than in production, because unique nature Sometimes customer specified/approved requirement Based on Work Breakdown Structure (WBS)

NETWORK

Graphical portrayal of activities and event Shows dependency relationships between tasks/activities in a project Clearly shows tasks that must precede (precedence) or follow (succeeding) other tasks in a logical manner Clear representation of plan a powerful tool for planning and controlling project

NETWORK TECHNIQUES

PERT
-Program Evaluation and Review Technique - developed by the US Navy with Booz Hamilton Lockheed - on the Polaris Missile/Submarine program 1958

CPM
Critical Path Method Developed by El Dupont for Chemical Plant Shutdown Project- about same time as PERT

Both use same calculations, almost similar Main difference is probabilistic and deterministic in time estimation Gantt Chart also used in scheduling
4

Comparison Between CPM and PERT

CPM 1 Uses network, calculate float or slack, identify critical path and activities, guides to monitor and controlling project Uses one value of activity time PERT Same as CPM

Requires 3 estimates of activity time Calculates mean and variance of time Used where times cannot be estimated with confidence. Unfamiliar or new activities

Used where times can be estimated with confidence, familiar activities

Minimizing cost is more important

Meeting time target or estimating percent completion is more important

Example: construction projects, Example: Involving new building one off machines, ships, activities or products, research etc and development etc

BENEFITS OFCPM / PERT NETWORK

Consistent framework for planning, scheduling, monitoring, and controlling project. Shows interdependence of all tasks, work packages, and work units. Helps proper communications between departments and functions. Determines expected project completion date.

Identifies so-called critical activities, which can delay the project completion time.

BENEFITS OFCPM / PERT NETWORK (cont.)

Identified activities with slacks that can be delayed for specified periods without penalty, or from which resources may be temporarily borrowed Determines the dates on which tasks may be started or must be started if the project is to stay in schedule. Shows which tasks must be coordinated to avoid resource or timing conflicts. Shows which tasks may run in parallel to meet project completion date
7

Benefits of CPM/PERT
Useful at many stages of project management Mathematically simple Give critical path and slack time Provide project documentation Useful in monitoring costs

CPM/PERT can answer the following important questions:

How long will the entire project take to be completed? What are the risks involved? Which are the critical activities or tasks in the project which could delay the entire project if they were not completed on time? Is the project on schedule, behind schedule or ahead of schedule? If the project has to be finished earlier than planned, what is the best way to do this at the least cost?
8

Limitations to CPM/PERT
Clearly defined, independent and stable activities Specified precedence relationships Over emphasis on critical paths Deterministic CPM model Activity time estimates are subjective and depend on judgment PERT assumes a beta distribution for these time estimates, but the actual distribution may be different PERT consistently underestimates the expected project completion time due to alternate paths becoming critical

To overcome the limitation, Monte Carlo simulations can be performed on the network to eliminate the optimistic bias

Gantt Charts:

Gantt Charts and CPM/PERT Networks

Even though a lot of info, easy to read and , understand to monitor and follow progress.

Not very good for logical constraints

Should be used to COMPLEMENT networks, not replace

10

DEFINITION OF TERMS IN A NETWORK

Activity :any portions of project (tasks) which required by project, uses up resource and consumes time may involve labor, paper work, contractual negotiations, machinery operations Activity on Arrow (AOA) showed as arrow, AON Activity on Node :beginning or ending points of one or more activities, instantaneous point in time, also called nodes : Combination of all project activities and the events
SUCCESSOR ACTIVITY

Event

Network

PRECEEDING

EVENT

11

Emphasis on Logic in Network Construction

Construction of network should be based on logical or technical dependencies among activities Example - before activity Approve Drawing can be started the activity Prepare Drawing must be completed Common error build network on the basis of time logic (a feeling for proper sequence ) see example below

WRONG !!! CORRECT

12

Budgeting Project TABLE 1

Job Alternate Identificatio n a (1,2) Job Description Department Time perform (days) 14 to Job

Forecasting unit sales

Pricing sales

Sales

(2,4)

Sales

(2,3)

Preparing production schedules Costing the production

Preparing the budget

Production

(3,4)

Accounting

(4,5)

Treasurer

10

Job Identification a b c d e

Alternate (1,2) (2,4) (2,3) (3,4) (4,5)

Job Description Forecasting unit sales Pricing sales Preparing production schedules Costing the production Preparing the budget

Department Sales Sales Production Accounting Treasurer

Time to perform Job (days) 14 3 7 4 10

4
e b
14 days

5
d

2
c

3
Project Graph of Budgeting Process

Budgeting Project(Revised) TABLE 2

Job Identification

Job Description

Immediate predecessor

Department

Time to perform Job (days)

a Forecasting unit sales a Surveying competitive pricing b Pricing sales c Preparing production schedules d Costing the production e Preparing the budget

a,a a

Sales

14 3

Sales Productio n Accountin g Treasurer

3 7

b,d

10

Job Identification a b c d e

Alternate (1,2) (2,4) (2,3) (3,4) (4,5)

Job Description Forecasting unit sales Pricing sales Preparing production schedules Costing the production Preparing the budget

Department Sales Sales Production Accounting Treasurer

Time to perform Job (days) 14 3 7 4 10

FIGURE 2

Job Identification a b c d e

Alternate (1,2) (2,4) (2,3) (3,4) (4,5)

Job Description Forecasting unit sales Pricing sales Preparing production schedules Costing the production Preparing the budget

Department Sales Sales Production Accounting Treasurer

Time to perform Job (days) 14 3 7 4 10

a
a

FIGURE 3

Job Identification

Job Description

Immediate predecessor

Department

Time to perform Job (days)

a a b c

Forecasting unit sales Surveying competitive pricing Pricing sales Preparing production schedules

a,a a c b,d

Sales Sales Production Accounting Treasurer

14 3 3 7 4 10

d Costing the production e Preparing the budget

3
0 days

1
a

5
f
d

10 days

7 days

4
FIGURE 4

Budgeting Project(Revised) TABLE 3

Job
Identificatio n

Alternate

Job Description

Immediate Departme predecesso nt r

Time to perform Job (days)

a
aa f b c d e

(1,2)
(1,3) (2,3) (2,4) (2,3) (3,4) (4,5)

Forecasting unit sales Surveying competitive pricing

Dummy activity Pricing sales Preparing production schedules Costing the production Preparing the budget

a A,f a c b,d

Sales
sales Sales Productio n Accountin g Treasurer

14
3 0 3 7 4 10

Job List -Project 1( TABLE 4)

Job Identification a b c d e

Immediate predecessor a,b, b,c

Job List with Dummy Jobs -Project 1( TABLE 5)

Job Identification a b c f(dummy) g(dummy) d e Alternate (1,3) (1,2) (1,4) (2,3) (2,4) (3,5) (4,5) Immediate predecessor b b a,f, c,g

Job Identification a b c f(dummy) g(dummy) d e

Alternate (1,3) (1,2) (1,4) (2,3) (2,4) (3,5) (4,5)

Immediate predecessor b b a,f, c,g

3
f

2
c
g

5
e

4
FIGURE 5

Job List -Project II( TABLE 6)

Job Identification a b c d e f Immediate predecessor a,b, a,c a,b,c

Job Identification a b c h1(dummy) h2(dummy) h3(dummy)

Alternate (1,2) (1,3) (1,4) (2,3) (2,4) (2,5)

Immediate predecessor A a a

Job Identification h4(dummy) h5(dummy) d e f

Alternate (3,5) (4,5) (3,6) (4,6) (5,6)

Immediate predecessor b,h1 c,h2 b,h1, c,h2 h3.h4,h5

b
h1

3
h4 h3

d f e

2
c

5
h5

h2

4
FIGURE 6

Job List with Dummy Jobs -Project 1( TABLE 7)

Job Identification a b c h1(dummy) Alternate (1,3) (1,3) (1,4) (2,3) Immediate predecessor a

h2(dummy)
h3(dummy) h4(dummy) h5(dummy) d e f

(2,4)
(2,5) (3,5) (4,5) (3,6) (4,6) (5,6)

a
a b,h1 c,h2 b,h1, c,h2 h3.h4,h5

Figure 7 Two Activity Example- AON Diagram

a
2

Figure 8 Two Activity Example- Arrow Diagram

Job Identifica tion

Job Description

Immediate predecess or

Department

Time to perform Job (days)

Job Identificati on

Job Description

a a b

Forecasting sales

unit

a,a

Sales

14 3

Immediat e predeces sor

Departm ent

Time perform (days)

to Job

Surveying competitive pricing Pricing sales

Preparing production schedules

Costing production Preparing budget the the

Produ ction
Accou nting Treas urer

Sales

d e

c b,d

4 10

a,3

b,3
Start

e,10

Finish

a,14

FIGURE 9

C,7

d,4

Table 4

Job Identification a b c d e

Immediate predecessor a,b, b,c

d b c
FIGURE 10 a
Finish

START

Job Identification

Immediate predecessor a,b, a,c a,b,c

Table 6

a b c d e f

d a c

START

f
e

Finish

FIGURE 10b

EXAMPLE--------- BUILDING A HOUSE

HOUSE CONSTRUCTION PROJET TABLE 8

Job Name A B C D E F G H I J K L M Description Immediate Predecessor Excavate ,Pour footers Pour Concrete foundations A Erect frame and roof B Lay Brick work C Install Drains B Pour basement floor E Install rough plumbing E Install rough wiring C Install air conditioning Cf Fasten plaster and plaster board Ghi Lay finished flooring I Install Kitchen equipment K Install finished plumbing K Time (Days) 4 2 4 8 1 2 3 2 4 10 3 1 2

HOUSE CONSTRUCTION PROJET TABLE 8

Job Name N O
P Q R S T U v

Description
Finish carpentry Finish roofing and flashing Fasten gutter and downspout Lay storm drains Sand and varnish floors Paint Finish electric work Finish grading Pour walks and l;andscape

Immediate Predecessor K D
A B N,s l.m S P,q u

Time(Days0
3 2 1 1 2 3 1 2 5

A4
Q1
START

U2

V5

D8

O2

P1 R2 N3
finish

B2

C4

H2
T1

E1

F2

I4

J10

K3

L1

G3

N H A O I B P J C Q D R K E S F L T M G U v

Finish carpentry Install rough wiring Excavate ,Pour footers Finish roofing and flashing Install air conditioning Pour Concrete foundations Fasten gutter and downspout Fasten frame and roof Erect plaster and plaster Lay storm drains board Lay Brick work Sand and varnish floors Lay finished flooring Install Drains Paint Pour basement floor Install Kitchen equipment Finish electric work Install finishedplumbing Install rough plumbing Finish grading Pour walks and l;andscape

K 3 C 4 2 D 2 Cf 2 A 4 A 1 Gh 4 B 1 B 1 i C 8 0 N,s 2 I B 1 3 l.m 3 E 2 K 1 S 1 K 2 E 3 P,q 2 u 5

M2

S3

FIGURE 11

HOUSE CONSTRUCTION PROJET TABLE 9

Job Name A B C D E F G H D1 I J K L D2 Description Excavate ,Pour footers Pour Concrete foundations Erect frame and roof Lay Brick work Install Drains Pour basement floor Install rough plumbing Install rough wiring
Dummy

Alternate (1,2) (2,3) (3,4) (4,5) (3,6) (6,7) (6,8) (4,8) (4,7) (7,8) (8.9) (9,10) (10,12) (10,11)

Install air conditioning Fasten plaster and plaster board Lay finished flooring Install Kitchen equipment

Immediate Predecessor A B C B E E C C D1F GHI J K K

Time(Days 0 4 2 4 8 1 2 3 2 4 10 3 1 0

HOUSE CONSTRUCTION PROJET TABLE 9

Job Nam e M N O P Q D3 R S T U v

Description

Alternat Immediate Time(Days0 e Predecessor (11,12) (10,13) (5,14) (14,15) (3,15) (13,16) (13,18) (12,16) ((16,18) (15,17) (17,18) K K D O B S D3,N l.M S P,Q U 2 3 2 1 1 2 3 1 2 5

Install finished plumbing Finish carpentry Finish roofing and flashing Fasten gutter and downspout Lay storm drains Dummy Sand and varnish floors Paint Finish electric work Finish grading Pour walks and l;andscape

TABLE 9
A B C D E F G Excavate ,Pour footers Pour Concrete foundations Erect frame and roof Lay Brick work Install Drains Pour basement floor Install rough plumbing Install rough wiring (1,2) (2,3) (3,4) (4,5) (3,6) (6,7) (6,8) A B C B E E 4 2 4 8 1 2 3

H D1 Dummy I Install air conditioning J Fasten plaster and plaster board K Lay finished flooring L Install Kitchen equipment D2 DUMMY

(4,8) (4,7) (7,8)

C C D1 F (8.9) GH I (9,10) J (10,12) K (10,11) K

2
4 10 3 1

M Install finished plumbing N Finish carpentry O Finish roofing and flashing P Fasten gutter and downspout Q Lay storm drains D Dummy 3 R Sand and varnish floors S Paint T Finish electric work U Finish grading v Pour walks and l;andscape

(11,12) (10,13) (5,14) (14,15) (3,15)

K K D O B

2 3 2 1 1

(13,16)
(13,18) (12,16) ((16,18) (15,17) (17,18)

S
D3,N 2 l.M S P,Q U 3 1 2 5

1
a 2 4 g 3 7 1 c 3 4 Q 1 6 2 D1 h a 4 d

M N O P Q D3 R S T U v

Install finished plumbing Finish carpentry Finish roofing and flashing Fasten gutter and downspout Lay storm drains Dummy Sand and varnish floors Paint Finish electric work Finish grading Pour walks and l;andscape

(11,12) (10,13) (5,14) (14,15) (3,15) (13,16) (13,18) (12,16) ((16,18) (15,17) (17,18)

K K D O B S D3, N l.M S P,Q U

2 3 2 1 1 2 3 1 2 5

A B C D E F G H D1 I J

Excavate ,Pour footers Pour Concrete foundations Erect frame and roof Lay Brick work Install Drains Pour basement floor Install rough plumbing Install rough wiring
Dummy

6
b 2 e 2

I 4

J 10 9 K 3
10

11

D2
L

2 1

M
12

K L D2 DUMMY

Install air conditioning Fasten plaster and plaster board Lay finished flooring Install Kitchen equipment

(1,2) (2,3) (3,4) (4,5) (3,6) (6,7) (6,8) (4,8) (4,7) (7,8) (8.9) (9,10) (10,12) (10,11)

A B C B E E C C D1 GH I J K K

S
16

D3
13

T 1
2

18

O 2

14

1 U
15

P 2
17

FIGURE 12

SMALL PROJECT
JOB A B C D E F G A A B,C B,D C,D B.D.E.F IMMEDIATE PREDECESSORS JOB A B C

THE MATRIX OF IMMEDIATE PREDECESSORS(MARKED WITH XS OPPOSITE EACH JOB)APPRERS AS FOLLOWS

A B C D E F G

X X X X

E
F G

X
X X

X
X X X X

JOB A B C D E F G

X X O O O O X1 X1 O X1 X2 O X2 X3 X3 X3 X4 X5

Focused attention on the circled Xs which signal redundancy . Thus job B is a redundant predecessor for job E (Since predecessor D also has B as a predecessor ). All these redundancies could be eliminated without changing the logic of network. (The X part of the circled Xs would disappear, but the circles would remain ,indicating more distant predecessor relationship)

FINDING CRITICAL PATH

Job Name A B C D E F

Alternate (1,2) (2,3) (3,4) (1,4) (4,5) (5,6)

Job Description A drives from SF to Santa Barbara A lunches with wife A drives from Santa Barbara to Los Angeles B drives from SF to Bakers Field B lunches with customer B drives from Bakers Field to Los Angeles

Immediate Predecessor A B D E BAKERS FIELD

Time (hours) 8 2 3 5 2 3

3 US 99

BS ROUTE

5
SAN FRANCISCO LOS ANGELES

3 AS ROUTE

US 101
FIGURE 1 ROUTES FROM SAN FRANSCISCO TO LOA ANGELES

SANTA BARBARA

Job Name A B C

Alternate (1,2) (2,3) (3,4)

Job Description A drives from SF to Santa Barbara A lunches with wife A drives from Santa Barbara to Los Angeles B drives from SF to Bakers Field B lunches with customer B drives from Bakers Field to Los Angeles

Immediate Predecessor A B

Time (hours) 8 2 3

D E F

(1,4) (4,5) (5,6)

D E

5 2 3

Job Name A

Alternate (1,2)

Job Description A drives from SF to Santa Barbara

Immediate Predecessor -

Time (hours) 8

B
C D E F

(2,3)
(3,4) (1,4) (4,5) (5,6)

A lunches with wife

A drives from Santa Barbara to Los Angeles B drives from SF to Bakers Field B lunches with customer B drives from Bakers Field to Los Angeles

A
B D E

2
3 5 2 3

4
D 5

5
F 3

1
8

C
A 3

FIGURE 2 ARROW DIAGRAM OF PROJECT OF TRAVELLING TO LOS ANGELES

B 2

2
2

1
4

5 2

6
3

7
A :: A 1-2-5-8 1-2-5-8

3
2

4
B :: 1-3-5-8 B 1-3-5-8

EXAMPLE OF ARROW DIAGRAM

C :: 1-3-6-7-8 C 1-3-6-7-8 D :: 1-3-4-6-7-8 D 1-3-4-6-7-8 E :: 1-3-4-7-8 E 1-3-4-7-8

FIGURE 3

PROJECT AS SHOWN

BS ROUTE

D;5

E;2

F;3

START; 0

CRITICAL PATH

FINISH;0

A;8

B;2
AS ROUTE

C;3

FIGURE 4 AON NETWORK OF PROJECT OF TRAVELLING TO LOSANGELES

MULTIPLE CRITICAL PATHS

2
2

3 5

1
3

3 1

6
3

7
A :: A 1-2-5-8 1-2-5-8

3
2

4
B :: 1-3-5-8 B 1-3-5-8

EXAMPLE OF ARROW DIAGRAM

C :: 1-3-6-7-8 C 1-3-6-7-8 D :: 1-3-4-6-7-8 D 1-3-4-6-7-8 E :: 1-3-4-7-8 E 1-3-4-7-8

FIGURE 3

PROJECT AS SHOWN

EARLY START AND EARLY FINISH TIMES

Example Revised Budgeting project
Job Job Description Identification Immediate predecessor Department Time to perform Job (days)

a Forecasting unit sales a Surveying competitive pricing b Pricing sales c Preparing production schedules d Costing the production e Preparing the budget

a,a a c b,d

Sales

14 3 3 7 4 10

Sales Production Accounting Treasurer

1. The early start of a job in a project is the earliest possible time that the job can begin . 2. Labeled it as ES(). Thus early job denoted as ES(a) or ES(1;2). 3. Jobs early finish time is its start time plus the time needs to complete it. 4. EF(a)= ES(a) +ta 5. Start time of the job can only begins after completion of its predecessor job

Job Identification

Job Description

Immediate predecessor

Department

Time to perform Job (days)

a a b c

Forecasting unit sales Surveying competitive pricing Pricing sales Preparing production schedules

a,a a c b,d

Sales Sales Production Accounting Treasurer

14 3 3 7 4 10

d Costing the production e Preparing the budget

4
0(22;22)

Project completion time, Early Finish time

F(14;14)

e(25;35)
10(25;35)

(Late start time, Late Finish Time)

(Early start time, Early Finish Time)

C(14;21)
7(14;21)

3
FIGURE 4

For job b , slack time is 1. TS(b)=LS(b)-ES(B)=22-14=8 days 2. TS(b)= LF(b)-EF(b)=25-17=8 days 3. This means job b can start any time between day 14 and day 22 and still not delay the completion of the project

4
0(22;22)

Project completion time, Early Finish time

F(14;14)

e(25;35)
10(25;35)

(Late start time, Late Finish Time)

(Early start time, Early Finish Time)

C(14;21)
7(14;21)

3
FIGURE 4

HOUSE CONSTRUCTION PROJET TABLE 8

(ES ;EF)/(LS;LF)
(19;21) (6;7)
U;2
Q;1

(21;26)
V;5

(30;32) (10;16)
D;6

(29;30) (16;18)
O;2

(18;19) P;1 (29;30) (27;30)

N;3

(32;37)

(21;27)

(27;29)

(32;34) R;2

(34;34)

Finish

(0;4)

(4;6) B;2 (7;9) (6;7)

(6;10) C;4 (9;13) (7;9)

(10;12)
H;2

(32;35)

(35;37) (37;37)

Start S=0
(3;3)

A;4 (3;7)

(15;17) (10;14)

(14;24)

(24;27) K;3 (27;30)

(27;28)

E;1
(10;11)

F;2
(13;17) (7;10)
G;3

I;4
(13;17)

J;10

L;1
(31;32)

(32;33)

T;1
(36;37) (29;32)

(17;27)

FIGURE 7

(14;17)

(27;29)
M;2

S;3
(32;35)

(30;32)

PERT

MODEL

(To+4Tm+Tp)/6 o m p Estimated time

(Tp-To)/6 Std Deviation

(Tp-To/6)^2 Variance

1,2 2,4 4,5 3,5 1,3 3,4

2 5 1 6 3 2

5 14 4 15 12 5

14 17 7 30 21 8

6 13 4 16 12 5

2 2 1 4 3 1

2
4

4 4 1 16 9 1 Each activity arrow are numbers representing the three time estimates To, Tm & Tp

1
3

5
The Expected Length of a Critical Path

PERT Network with Expected Activity Times and Variance

Critical Path 20 months
Variance 9 corresponds to standard Variance 3

3 2 5

Vt=1

4
Vt=1

1
6
Numbers are in months

CPM calculation Path

A connected sequence of activities leading from the starting event to the ending event

Critical Path
The longest path (time); determines the project duration

Critical Activities
All of the activities that make up the critical path

56

CPM calculation Path

A connected sequence of activities leading from the starting event to the ending event

Critical Path
The longest path (time); determines the project duration

Critical Activities
All of the activities that make up the critical path

57

Forward Pass
Earliest Start Time (ES) earliest time an activity can start ` Earliest finish time (EF) earliest time an activity can finish earliest start time plus activity time EF= ES + t

Backward Pass
Latest Start Time (LS) Latest time an activity can start without delaying critical path time LS= LF - t Latest finish time (LF) latest time an activity can be completed without delaying critical path time LS = minimum LS of immediate predecessors

58

Here Z is the number of standard deviations by which D exceeds Te. Note D(Due date) might be less than Te in which case Z is negative .

Z=D-Te/St
Z PROBABILITY OF MEETING DUE DATE 0.999 0.997 0.995 0.992 0.986 Z PROBABILITY OF MEETING DUE DATE 0.788 0.726 0.665 0.579 0.500 0.421 Z PROBABILITY OF MEETING DUE DATE 0.115 0.081 0.055 0.036 0.023 0.014 0.008 0.005 0.003 0.001

3.0 2.8 2.6 2.4 2.2

0.8 0.6 0.4 0.2 0.0 -0.2

-1.2 -1.4 -1.6 -1.8 -2.0 -2.2 -2.4 -2.6 -2.8 -3.0

2.0 1.8
1.6 1.4 1.2 1.0

0.977 0.964
0.945 0.919 0.885 0.841

-0.4
-0.6 -0.8 -1.0

0.345
0.274 0.212 0.159

57

Example 1- A simple network

Consider the list of four activities for making a simple product:

Activity A B C

Description Buy Plastic Body Design Component Make Component

Immediate predecessors B

Assemble product

A,C

Immediate predecessors for a particular activity are the activities that, when completed, enable the start of the activity in question.

61

Sequence of activities
Can start work on activities A and B anytime, since neither of these activities depends upon the completion of prior activities. Activity C cannot be started until activity B has been completed Activity D cannot be started until both activities A and C have been completed.

The graphical representation (next slide) is referred to as the PERT/CPM network

62

Network of Four Activities

Arcs indicate project activities

1
B

A C

2
Nodes correspond to the beginning and ending of activities

63

Sequence of activities
Can start work on activities A and B anytime, since neither of these activities depends upon the completion of prior activities. Activity C cannot be started until activity B has been completed Activity D cannot be started until both activities A and C have been completed.

The graphical representation (next slide) is referred to as the PERT/CPM network

64

Network of Four Activities

Arcs indicate project activities

1
B

A C

2
Nodes correspond to the beginning and ending of activities

65

Example 2
Develop the network for a project with following activities and immediate predecessors:
Activity A B Immediate predecessors -

C
D E

B
A, C C

F
G

C
D,E,F

Try to do for the first five (A,B,C,D,E) activities

66

Network of first five activities

1
B C A

3
E

5
We need to introduce a dummy activity

67

Network of Seven Activities

1
B C A

3
dummy

D E F

Note how the network correctly identifies D, E, and F as the immediate predecessors for activity G. Dummy activities is used to identify precedence relationships correctly and to eliminate possible confusion of two or more activities having the same starting and ending nodes Dummy activities have no resources (time, labor, machinery, etc) purpose is to PRESERVE LOGIC of the network
68

Scheduling with activity time

Activity

A B C D E F G H I

Immediate predecessors A A A E D,F B,C G,H

Completion Time (week) 5 6 4 3 1 4 14 12 2 Total 51

This information indicates that the total time required to complete activities is 51 weeks. However, we can see from the network that several of the activities can be conducted simultaneously (A and B, for example).
69

Earliest start & earliest finish time

We are interested in the longest path through the network, i.e., the critical path. Starting at the networks origin (node 1) and using a starting time of 0, we compute an earliest start (ES) and earliest finish (EF) time for each activity in the network. The expression EF = ES + t can be used to find the earliest finish time for a given activity. For example, for activity A, ES = 0 and t = 5; thus the earliest finish time for activity A is EF = 0 + 5 = 5

70

Arc with ES & EF time

EF = earliest finish time ES = earliest start time Activity 2

t = expected activity time

71

Network with ES & EF time

2
D[5,8] 3

5 7 6

4 1

3
Earliest start time rule: The earliest start time for an activity leaving a particular node is equal to the largest of the earliest finish times for all activities entering the node.

72

Activity, duration, ES, EF, LS, LF

EF = earliest finish time ES = earliest start time Activity 3

2 LS = latest start time

73

LF = latest finish time

Latest start & latest finish time

To find the critical path we need a backward pass calculation. Starting at the completion point (node 7) and using a latest finish time (LF) of 26 for activity I, we trace back through the network computing a latest start (LS) and latest finish time for each activity The expression LS = LF t can be used to calculate latest start time for each activity. For example, for activity I, LF = 26 and t = 2, thus the latest start time for activity I is LS = 26 2 = 24

74

Network with LS & LF time 2

D[5,8] 3[7,10]

5 7 6

4 1

3 Latest finish time rule:

The latest finish time for an activity entering a particular node is equal to the smallest of the latest start times for all activities leaving the node.
75

Slack or Free Time or Float

Slack is the length of time an activity can be delayed without affecting the completion date for the entire project. For example, slack for C = 3 weeks, i.e Activity C can be delayed up to 3 weeks 3 (start anywhere between weeks 5 and 8).

2
ES 5 LS 8 EF 9 EF 12 LF-EF = 12 9 =3 LS-ES = 8 5 = 3

LF-ES-t = 12-5-4 = 3

76

Activity schedule for our example

Activity Earliest start (ES) Latest start (LS) Earliest Latest finish (EF) finish (LF) Slack (LS-ES) Critical path

A B C D E F G H I

0 0 5 5 5 6 10 9 24

0 6 8 7 5 6 10 12 24

5 6 9 8 6 10 24 21 26

5 12 12 10 6 10 24 24 26

0 6 3 2 0 0 0 3 0

Yes

Yes Yes Yes

Yes
77

IMPORTANT QUESTIONS
What is the total time to complete the project? 26 weeks if the individual activities are completed on schedule.

What are the scheduled start and completion times for each activity?
ES, EF, LS, LF are given for each activity.

What activities are critical and must be completed as scheduled in order to keep the project on time? Critical path activities: A, E, F, G, and I.

How long can non-critical activities be delayed before they cause a delay in the projects completion time
Slack time available for all activities are given.

78

Importance of Float (Slack) and Critical Path

1.

Slack or Float shows how much allowance each activity has, i.e how long it can be delayed without affecting completion date of project
Critical path is a sequence of activities from start to finish with zero slack. Critical activities are activities on the critical path. Critical path identifies the minimum time to complete project If any activity on the critical path is shortened or extended, project time will be shortened or extended accordingly

2.

3. 4.

79

Importance of Float (Slack) and Critical Path

1.

Slack or Float shows how much allowance each activity has, i.e how long it can be delayed without affecting completion date of project
Critical path is a sequence of activities from start to finish with zero slack. Critical activities are activities on the critical path. Critical path identifies the minimum time to complete project If any activity on the critical path is shortened or extended, project time will be shortened or extended accordingly

2.

3. 4.

80

Importance of Float (Slack) and Critical Path (cont)

5. So, a lot of effort should be put in trying to control activities along this path, so that project can meet due date. If any activity is lengthened, be aware that project will not meet deadline and some action needs to be taken. If can spend resources to speed up some activity, do so only for critical activities.

6.

7.
8.

Dont waste resources on non-critical activity, it will not shorten the project time.
If resources can be saved by lengthening some activities, do so for non-critical activities, up to limit of float.

9.

Total Float belongs to the path

81

G H I J K L M

Install rough plumbing Install rough wiring Install air conditioning Fasten plaster and plaster board Lay finished flooring Install Kitchen equipment D8 Install finished plumbing

E C Cf Ghi I K K

3 2 4 10 3 1 2

A4

B2

C4

H2

E1

F2

I4

J10

K3

G3

Q1

U2

D8

O2

START

A4

B2

C4

H2

Job Nam e A B C D E F
G H I J K L M

Description

Excavate ,Pour footers Pour Concrete foundations Erect frame and roof Lay Brick work Install Drains Pour basement floor Install rough plumbing Install rough wiring Install air conditioning Fasten plaster and plaster board Lay finished flooring Install Kitchen equipment Install finished plumbing

Immediate Predecess or A B C B E
E C Cf Ghi I K K

Time(Days0

E1
4 2 4 8 1 2 3 2 4 10 3 1 2

F2

I4

G3

A4
Q1
START

U2

V5

D8

O2

P1 R2 N3
finish

B2

C4

H2
T1

E1

F2

I4

J10

K3

L1

G3

N H A O I B P J C Q D R K E S F L T M G U v

Finish carpentry Install rough wiring Excavate ,Pour footers Finish roofing and flashing Install air conditioning Pour Concrete foundations Fasten gutter and downspout Fasten frame and roof Erect plaster and plaster Lay storm drains board Lay Brick work Sand and varnish floors Lay finished flooring Install Drains Paint Pour basement floor Install Kitchen equipment Finish electric work Install finishedplumbing Install rough plumbing Finish grading Pour walks and l;andscape

K 3 C 4 2 D 2 Cf 2 A 4 A 1 Gh 4 B 1 B 1 i C 8 0 N,s 2 I B 1 3 l.m 3 E 2 K 1 S 1 K 2 E 3 P,q 2 u 5

M2

S3

FIGURE 11