PERT/CPM

CONSTRUCTION

Draw the network diagram and determine the critical path.

ACT

PRECEDES

DUR

D,F

END

END

END

END

ACT

PRECEDES

DUR

D,F

END

END

END

END

B
2

3
1

A
2

D
6

K
4

E
7

F
3

H
2

END

5
O

C
5

M
1

10

N
6

11

ACT

PRECEDES

DUR

D,F

END

END

END

END

B
2

0
A

D
6

3
E
7

15

K
4

H
2

11
17

F
3

10

20
O

C
5

M
1

10

N
6

12

END

11

ACT

PRECEDES

DUR

D,F

END

END

END

END

B
2

11

13 J

11

9
0

8
3

D
6

12

F
3

3
E
7

15

16
K
4

18

H
2

20
20

15

20

20
O

C
5

M
1

10

N
6

12

END

12

11

ACT

PRECEDES

DUR

D,F

END

END

I, E

J, H

END

M, G

END

B
2

3
1

A
2

D
6

K
4

E
7

F
3

H
2

END

5
O

C
5

M
1

10

N
6

11

ACT

PRECEDES

DUR

D,F

END

END

I, E

J, H

END

M, G

END

B
2

I
2

F
3

8
K

J
3

E
7

15

H
2

6
5

M
1

17

20

10

N
6

12

END

10

5
C

11

11

ACT

PRECEDES

DUR

D,F

END

END

I, E

J, H

END

M, G

END

B
2

11

I
2

18

11

3 2

D
5

2
12

F
3

J
3

16

13

11

6
5

E
7

15

18

H
2

15
5

M
1

11
17

15

20

10

N
6

12

END

10

5
C

11

12

ACT

PRECEDES

DUR

D,F

END

END

I, E

J, H

END

M, G

END

B
2

11

I
2

3
0

18

11

A
2

D
5

2
12

F
3

J
3

16

13

11

6
5

E
7

15

18

H
2

15
5

M
1

11
17

15

20

10

N
6

12

END

10

5
C

11

12

Definition of Terms
Critical Path the longest route in the network of activities representing the project
- duration of CP = duration of the project
- there maybe more than one CP in a project and may shift as the project
moves towards completion
Forward Pass
Earliest Start Time (ES)
earliest time an activity can start
ES = maximum EF of immediate predecessors

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

ACT

ES

EF

8
15

15

17

10

4
2
7

DM1

2
4

DM2

11
5

DM3

0
5

12

12

20

I
2

F
3

8
K

J
3

E
7

15

H
2

6
5

M
1

17

20

10

N
6

12

END

10

5
C

11

11

ACT

LF

LS

11

18

11

20

18

15

12

20

15

11
13

B
2

DM1

11

11

16

13

DM2

18

18

20

16

DM3

15

15

6
12

20

12

I
2

13

18

11

9
11

11

3
0

A
2

2
12

F
3

11

J
3

16

E
7

18

H
2

15

END

20

O
C
5

15
5

M
1

10

N
6

11

12

ACT

ES

EF

LF

LS

Float
TF

11

15

18

11

15

17

20

18

15

12

10

10

20

15

10

11

13

11

DM1

11

11

16

13

DM2

18

18

11

20

16

DM3

15

15

12

12

12

20

20

12

9
9
14

10
0
0
0

Total Float is the maximum amount of time that this activity

can be delay in its completion before it becomes a critical
activity, i.e., delays completion of the project

TF = LS - ES

Construct a Network Diagram and Deter mine the Critical Path

ACT

PRECEDES

DUR

C, D, F

F, D

E, G, I

E, G, I

10

G, I

END

END

A
4

ACT

PRECEDES

DUR

C, D, F

D, F

E, G, I

E, G, I

10

G, I

END

END

C
5

E
2

H
8

START

J 0

B
7

D 10

F
6

K 0

G 4

I
9

END

START

PRECEDES

DUR

C, D, F

D, F

E, G, I

E, G, I

10

G, I

END

END

A
4

ACT

C
5

E
2

4
17

J 0

K 0

17

F
6

13

29

G 4

4
B
7

H
8

6
21

D 10

19

26

I
9

END

0
START

ACT

PRECEDES

DUR

C, D, F

D, F

E, G, I

E, G, I

10

G, I

END

END

A
4

12

C
5

J 0
0

D 10

4
B
7

17

17

19

11

13

H
8
29

29

17

20

29

G 4

17

F
6

6
21

K 0

E
2

21

19

I
9

END
26

START

PRECEDES

DUR

C, D, F

D, F

E, G, I

E, G, I

10

G, I

END

END

A
4

ACT

12

C
5

J 0
0

D 10

4
B
7

17

17

19

11

F
6

K 0

13

H
8
29

21

26

17

20

29

G 4

17

E
2

21

19

I
9

END

Reducing Time and Cost

1. To avoid penalties for not completing the project on time.
2. To take advantage of monetary incentives for completing the project on or before
the target date.
3. To free the resources such as money, equipment, and men for use on other
project.
4. Reduce indirect cost associated with the project such as:
1. Facilities and equipment cost
2. Supervision cost
3. Labor Cost
4. Personnel Cost

Crashing - spending more money to get something done more quickly.

- The key is to attain maximum decrease in schedule time with
minimum cost.
Which Method is Best?
Increasing Your Resources - this essentially means decreasing the time it takes to
perform individual activities by increasing the number of people working on those
activities.
Pros: This makes sense, at first glance. For example, if it takes Junior 4 hours
to complete an activity, it would logically take Bob and Thirdy 2 hours to
complete
the same activity.
Cons: Adding resources isnt always the best solution, though. Sometimes it
ends up taking more time in the long run.
Consider the following:
New resources aren't going to be familiar with the tasks at hand, so they will
probably be less productive than current team members.
Who will guide the new members up the learning curve? Usually it will be
the most productive members of the team, who could themselves be working
to get the task finished more quickly.

Which Method is Best?

Fast Tracking - which involves over-lapping tasks which were initially
scheduled sequentially. Or you might be able to optimize your schedule in
other areas.
For example, maybe you can split long tasks into smaller chunks to
squeeze more work into a shorter period of time
reduce lag times between tasks
or reduce the scope to eliminate less important tasks.

When NOT to Crash

The key to project crashing is attaining maximum reduction in schedule time with
minimum cost. Quite simply, the time to stop crashing is when it no longer becomes
cost effective. A simple guideline is:
Crash only activities that are critical.
Crash from the least expensive to most expensive.
Crash an activity only until:
It reaches its maximum time reduction.
It causes another path to also become critical.
It becomes more expensive to crash than not to crash.

Requirements for Crashing Time

1. Regular time and crash time estimates for each activity
2. Regular cost and crash estimates for each activity.
3. A list of activities that are on the critical path.

Procedure in Crashing Project Time

1.
2.
3.
4.

Obtain an estimate of regular and crash time plus the cost of each activity.
Determine the length of all path and their float time.
Determine which activities are on the critical path.
Crash the critical activities in the order of increasing costs as long as crashing
cost do not exceeds the benefits.

From the following data, develop an optimum time cost plan assuming that
total crashing cost is P15, 000.
Act

Normal
Time

Crash
Time

12

10

P6,000

2,000

6,000

4,500

7,000

A
8

Cost/day
to Crash

B
12

5
C
7

D
6

F
4

E
9

Path 1-2-5-6 or A-B-F = 8+12+4 = 24days

Path 1-3-4-5-6 or C-D-E-F = 7+6+9+4= 26days Critical Path

A-B-F = 24days
C-D-E-F = 26days Critical Path
Rank the Critical Path activities in order of lowest crashing cost.
Act

Normal
Time

Crash
Time

Available
Days

Cost/day to
Crash

2,000

4,500

6,000

7,000

A
8

B
12

5
C
7

D
6

E
9

F
4

Shorten the project one day and then check after each reduction to see which path is critical

Shorten Activity C by 1 day at P2,000/day

CP1 = 26 1 =25 days
Shorten Activity E by 1 day at P4,500/day
CP2 = 25 1 =24 days
A-B-F = 24days
C-D-E-F = 24days

Critical Path

A
8

B
12

5
C
7

D
6

E
9

F
4

Path

Activity

Crash Cost/day

No more Reduction

6,000

Act

Normal
Time

Crash
Time

Available
Days

Cost/day
to Crash

2,000

4,500

7,000

12

10

6,000

No More Reduction

6,000

7,000

6,000

4,500

7,000

A-B-F = 24days
C-D-E-F = 24days

A-B-F

C-D-E-F

A
8

Critical Path

Try shorten B and E 23 days, Cost = 10, 500

Shorten F, 23 days, Cost = 7,000

B
12

5
C
6

D
6

E
8

F
4

Thus, Shortening F is more practical.

Results, 23 days Project Duration, Total Crashing Cost = 2000 + 4,500 + 7, 000 = 13, 500