PERT / CPM

PERT / CPM or Network

Analysis

CPM Critical Path Method

Developed in 1957 by Du Pont

First used in the construction of a new chemical
plant

PERT Program Evaluation Review

Technique

Developed in 1958 by Navy

Used in the POLARIS missile program

Planning, Scheduling & Control

Useful for project management

How long will it take to complete?

What are the critical task that can delay the
completion?
How long can certain task be prolonged before
becoming critical?

Network Implementation

Define project and all significant activities or

tasks with single start and stop times.
Develop the relationships between tasks.
Draw the network with single start and end.
Assign time or cost for each task.
Compute the longest path through the
network. This is the critical path.
Use network to plan, schedule and manage
project.

Useful Questions Building the

Network

Is this a start activity?

Is it a finish activity?
Which activity precedes this one?
Which activity follows it?
Which activity is concurrent?

Drawing the Network

Network begins with a single event and ends

with a single event.
Each activity is represented by an arrow.
Events are represented by circles and
precede and follow each activity.
Consecutive activities must be separated by
events.
No pair of events can be directly connected
by more than one activity without intervening
events.

Parallel Paths Require Event

Rules for Network Construction

(continued)

If an activity R precedes several otherwise

unrelated activities S & T, then they must be
separate by event.
If several otherwise unrelated activities R & S
both precede activity T, then they must be
separate by event.

Example
S
R

T
T

Dummy Activities

Some precedence relations will require one

or more dummy activities.
Dummy activities have 0 duration and are
represented by dashed arrows.
Contribute to number of alternate paths but
not duration.
Example:

A precedes D
A and B precede E
B and C precede F

Dummy Activity Example

A

Example Network Table

Activity

Duration

A
B
C
D
E
F
G
H
I
J
K

3
3
4
1
3
2
2
4
1
3
5

Preceded By
A
C
B, D
A, B, D
C, F
G
C
E, G
F, H, I

CPM Example Network

3
2 F

3
D 1

J
3
G
2

4 H
I
1

Example: Alternate Paths

Path
A-B-E-J
A-B-F-G-dummy-J
A-B-F-G-H-K
C-D-E-J
C-D-F-G-dummy-J
C-D-F-G-H-K
C-I-K

Length
12
13
19
11
12
18
10

Path
A-B-E-J
A-B-F-G-dummy-J
A-B-F-G-H-K
C-D-E-J
C-D-F-G-dummy-J
C-D-F-G-H-K
C-I-K

Length
12
13
19
11
12
18
10

CPM Example Network

Critical Path

3
2 F

3
D 1

J
3
G
2

4 H
I
1

Alternate Paths

Evaluation alternative paths relative to critical

path

Earlist Start (ES) for each activity trace forward

from start to beginning of the activity. When
several paths exist use longest.
Latest Start (LS) for each activity trace
backwards from project end to tail of each
activity. When several paths exist use longest.
Subtract from critical path time.
Total Float (TL): TL = LS ES

CPM Example Network

3
D 1

2 F

3
G
2

4 H

I
1
F: ES=3+3=6; LS=19-(5+4+2+2)=6; TF=0

CPM Example Network Table

Activity

Duration

A
B
C
D
E
F
G
H
I
J
K
Project Duration =19

3
3
4
1
3
2
2
4
1
3
5

ES

LS

TF

0
3
0
4
6
6
8
10
4
10
14

0
3
1
5
13
6
8
10
13
16
14

0
0
1
1
7
0
0
0
9
6
0

PERT

Program Evaluation and Review Technique

Allows uncertainity to be included in activity

times
Assume a Beta probability distribution
Defined with three parameters:

ts shortest time to accomplish activity

tl longest time to complete activity
tm most likely time

Expected duration; te = ( ts + 4tm + tl ) / 6

Standard deviation; = (tl ts) / 6

PERT Example Network

2-3-4

2-3-6
F
1-2-7

1-3-5
D
C

3-4-10

G
1-2-4

1-1-5

3-4-6 H
I
0-1-3

J
1-3-6

3-5-12

PERT Example Network Table

Activity
Expected Time Variance
A
3.00
0.44
B
3.00
0.11
C
4.83
1.36
D
1.67
0.44
E
3.33
0.44
F
2.67
1.00
G
2.17
0.25
H
4.17
0.25
I
1.17
0.25
J
3.17
0.69
K
5.83
2.25
Project Duration = 21.34

ES
0.00
3.00
0.00
4.83
6.50
6.50
9.17
11.34
4.83
11.34
15.51

LS
0.50
3.50
1.00
4.83
14.84
6.50
9.17
11.34
14.34
18.17
15.51

TF
0.50
0.50
0.00
0.00
8.34
0.00
0.00
0.00
9.51
6.83
0.00