Scribd
Upload
242 views

CPM and PERT Example

The document discusses the differences between the Project Evaluation and Review Technique (PERT) and the Critical Path Method (CPM) for project management. PERT is used for uncertain projects where activity times are unknown, while CPM is better for recurring, predictable projects. PERT uses three time estimates (optimistic, most likely, pessimistic) while CPM uses a single time estimate. The document also provides an example of using CPM to calculate the earliest and latest start/finish times, floats, and identify the critical path of a project.

Uploaded by

Shindiya Lal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
242 views

CPM and PERT Example

The document discusses the differences between the Project Evaluation and Review Technique (PERT) and the Critical Path Method (CPM) for project management. PERT is used for uncertain projects where activity times are unknown, while CPM is better for recurring, predictable projects. PERT uses three time estimates (optimistic, most likely, pessimistic) while CPM uses a single time estimate. The document also provides an example of using CPM to calculate the earliest and latest start/finish times, floats, and identify the critical path of a project.

Uploaded by

Shindiya Lal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 18

CPM AND PERT Dr.

Satyanand Singh
PERT AND CPM
➢Project management can be understood as a systematic way of planning, scheduling,
executing, monitoring, controlling the different aspects of the project, so as to attain
the goal made at the time of project formulation.
➢PERT and CPM are the two network-based project management techniques, which
exhibit the flow and sequence of the activities and events.
➢PERT is appropriate for the projects where the time needed to complete different
activities are not known.
➢On the other hand, the Critical Path Method or CPM is apt for the projects which are
recurring in nature.
DIFFERENCES BETWEEN PERT AND CPM
1. PERT is a project management technique, whereby planning, scheduling,
organising, coordinating and controlling uncertain activities are done. CPM is a
statistical technique of project management in which planning, scheduling,
organising, coordination and control of well-defined activities take place.
2. PERT is a technique of planning and control of time. Unlike CPM, which is a
method to control costs and time.
3. While PERT is evolved as a research and development project, CPM evolved as a
construction project.
4. PERT is set according to events while CPM is aligned towards activities.
5. A deterministic model is used in CPM. Conversely, PERT uses a probabilistic model.
6. There are three times estimates in PERT, i.e. optimistic time , most likely time,
pessimistic time . On the other hand, there is only one estimate in CPM.
7. PERT technique is best suited for a high precision time estimate, whereas CPM is
appropriate for a reasonable time estimate.
8. PERT deals with unpredictable activities, but CPM deals with predictable activities.
9. PERT is used where the nature of the job is non-repetitive. In contrast to, CPM
involves the job of repetitive nature.
CPM TIME ANALYSIS
Representation
𝑇𝑖𝑗 = Estimate completion time of activity 𝑖, 𝑗
𝐸𝑆𝑖𝑗 = Earliest starting time of activity 𝑖, 𝑗
𝐸𝐹𝑖𝑗 = Earliest finishing time of activity 𝑖, 𝑗
𝐿𝑆𝑖𝑗 = Latest starting time of activity 𝑖, 𝑗
𝐿𝐹𝑖𝑗 = Latest finishing time of activity 𝑖, 𝑗
EXAMPLE PROBLEM

1 4

3
FORWARD PASS COMPUTATION
➢Zero be the starting time for the project
➢ 𝐸𝐹 𝑖𝑗 = 𝐸𝑆 𝑖𝑗 + 𝑡𝑖𝑗
➢𝐸𝑗 = 𝑀𝑎𝑥 𝐸𝑗 + 𝑡𝑖𝑗
Latest Time
Earliest Time

2
0

1 4 5

1
BACKWARD PASS COMPUTATION
➢For ending event assume E=L
➢Formula for backward computation= 𝐿𝐹 𝑖𝑗 − 𝑡𝑖𝑗
➢= 𝐿𝑗 − 𝑡𝑖𝑗 =min 𝐿𝑗 − 𝑡𝑖𝑗
Latest Time
Earliest
Time

4
4

0 2
0
5
1 4 5

4
1
DETERMINATION OF FLOATS AND SLACK TIMES
➢Float : it is defined as the difference between the latest and earliest activity time
➢Slack : slack is defined as the difference between the latest and earliest event time
FLOATS
➢TOTAL FLOAT (TF)
➢ 𝑇𝐹 𝑖𝑗 = 𝐿𝑆 𝑖𝑗 − 𝐸𝑆 𝑖𝑗

➢Or 𝑇𝐹 𝑖𝑗 = 𝐿𝑗 − 𝐸𝑖 − 𝑡𝑖𝑗
➢Where
▪ 𝐸𝑖 =Earliest time for tail event
▪ 𝐿𝑗 = Latest time for head event
▪ 𝑡𝑖𝑗 =Normal time for activity 𝑖, 𝑗
FREE FLOAT (FF)
➢𝐸𝑗 − 𝐸𝑖 − 𝑡𝑖𝑗
INDEPENDENT FLOAT (IF)
➢𝐸𝑗 − 𝐿𝑖 − 𝑡𝑖𝑗
Activity Normal time Earliest Time Latest

Start (ES) Finishing Start Finish


𝑡𝑖𝑗
ES= 𝐸𝑖 EF=𝐸𝑖 + 𝑡𝑖𝑗 LS=𝐿𝑗 − 𝑡𝑖𝑗 LF= 𝐿𝑗
1-2 4 0 4 0 4

1-3 1 0 1 3 4

2-4 1 4 5 4 5

3-4 1 1 2 4 5

1 3 4 2
TOTAL FLOAT
Total Float (TF) Free Float (FF) Independent 𝐸𝑗 𝐿𝑖
Float (IF)

LS-ES 𝐸𝑗 − 𝐸𝑖 − 𝑡𝑖𝑗 𝐸𝑗 − 𝐿𝑖 − 𝑡𝑖𝑗

0 0 0 4 0

3 0 0 1 0

0 0 0 5 4

3 3 0 5 4

5 7 9 6 8
Critical Activity- An activity is said to be critical if the total float 𝑇𝐹𝑖𝑗 for any
activity 𝑖, 𝑗 is zero.

Total Float (TF) Free Float (FF) Independent Float 𝐸𝑗 𝐿𝑖


(IF)

LS-ES 𝐸𝑗 − 𝐸𝑖 − 𝑡𝑖𝑗 𝐸𝑗 − 𝐿𝑖 − 𝑡𝑖𝑗

0 0 0 4 0

3 0 0 1 0

0 0 0 5 4

3 3 0 5 4
Latest Time
Earliest Critical Path 1-2-4
Time Cost = 4+1=5 Days

4
4

0 2
0
5
1 4 5

4
1
CRITICAL PATH CONDITIONS
i. 𝐸𝑆𝑖 = 𝐿𝐹𝑖
ii. 𝐸𝑆𝑖 − 𝐿𝐹𝑗
iii. 𝐸𝑆𝑗 − 𝐸𝑆𝑖 = 𝐿𝐹𝑗 − 𝐿𝐹𝑖 = 𝑡𝑖𝑗

You might also like