DFHGDH

 Perform Network Calculations:
o Total Time Needed for Project Completion
o Critical Path & Critical Activities
o Activity Total and Free Float
Project Management Course

Prepared by Dr. Pierrette Zouein 1
2 4 6
(11) (6)
(4)
(12)
8
1 (14)
(2)
(16) (2)
3 5 7
(9) (7)



2 4 6
(11) (6)
12 30 36
(4)
(12)
8
1 (14)
(2) 40
0
(16) (2)
3 5 7
16 25 32
(9) (7)

Prepared by Dr. Pierrette Zouein
4


2 4 6
(11) (6)
12 19 30 30 36 36
(4)
(12)
8
1 (14)
(2) 40 40
0 0
(16) (2)
3 5 7
16 16 25 31 32 38
(9) (7)

6
 Program Evaluation and Review
Techniques (PERT)
 Critical Path Methods (CPM)

 Developed for the Navy by Booz Allen and Hamiltion
 Mainly used for R&D Projects to control time aspect

of projects
 Uses Probabilistic Time Estimates to aid in

determining the probability that project could be
completed by some given date.

 Beta Distribution is used to model activity durations
 Mean and variance of the beta distribution are

approximated by the following equations
a  4m  b

6
ba

6
 The length of any path in a PERT network is the
sum of the durations of activities along that path
 It is assumed that the number of activities along a

path is large enough to make the Central Limit
Theorem applicable
 The CLT states that the sum of n independently

distributed random variables is a random variable
that is normally distributed with mean equal to
the sum of the mean durations of activities along
that path and with variance equal to the sum of
the variances.
X
S j
Y

X
S j
Y


X
S j
Y

 Bias because of merging paths could be ignored in
practice if longest path is 2 greater than any
other path in the network
 This bias increase as the standard deviation of the

merging paths increases

2 4 6
(11,4) (6,4/9)
(4,4/9)
(12,4)
8
1 (14,1/9)
(2,0)
(16,1) (2,1/9)
3 5 7
(9,1) (7,1/9)

2 4 6
(11,4) (6,4/9)
12 19 30 30 36 36
7 0 0 (4,4/9)
(12,4)
8
1 (14,1/9)
(2,0) 40 40
0 0
0 0
(16,1) (2,1/9)
3 5 7
16 16 25 31 32 38
(9,1) (7,1/9)
0 6 6
16
2 (11,4) 4 (6,4/9) 6
12 19 30 30 36 36
7 0 0 (4,4/9)
(12,4)
1 (14,1/9) 8
(2,0) 40 40
0 0 0
0
(16,1) (2,1/9)
3 5 7
16 16 25 31 32 38
0 (9,1) 6 (7,1/9) 6
Path (t) Activities Mean Variance
X 1-3-4-6-8 40 2 0.5 0.08
Y 1-2-4-6-8 33 88/9 0.99 0.953
Z 1-3-5-6-8 31 24/9 1 0.999
W 1-3-5-7-8 34 22/9 1 0.999





P (Project Duration  43) = P{ z  (43 – 43) / Sqrt(33) }
= 50%
P (Project Duration  48) = P{ z  (48 – 43) / Sqrt(33) }

= 81%
P (c-h-i  43) = P{ z  (43 – 39) / Sqrt(37.8) } = 74%
P (c-h-i  43) = 1 - 0.74 = 26%

Event LOT EOT Slack
1 0 0 0
2 20 20 0
3 21 20 1
4 14 10 4
5 25 24 1
6 35 35 0
7 43 47 0
Activity LST EST Slack
a 0 0 0
b 1 0 1
c 4 0 5
d 20 20 0
e 25 20 5
f 29 20 9
g 21 20 1
h 14 10 4
i 25 24 1
22
j 35 35 0
 Designed for construction projects
 Uses deterministic activity time estimates to

control both time and cost aspects of a
project
 In CPM activities can be crashed (expedited)

at extra cost to speed up completion time of
project

EFD4
•ESD-Early start date
EFD2
•EFD-Early finish date
•ESD0-Assigned by scheduler, the EFD0 =
ESD0+ T0
Activity 2
Activity I Activity J
EFD2
Activity 4
2
ESD6
6 Activity 6
EFD4
ESDJ=Max EFDI
4 ESD6 I
Max implies that the maximization

 J is to be over all links IJ terminating
at activity J



1 2 3 4 5 6 7 8 9 10
10
Obtain Vinyl
Floor Covering 85
60
5 Finish
Install wall
cabinets plumbing &
15 5 elect.
Obtain 2
cabinets 75
10 Install 2/3 base 90
cabinets Paint
40 2 cabinets
5 Replace existing 70 6
Contract 20 fume duct 50 Install 1/3
award Strip 3 Repair walls base cabinets
Room and ceiling 1
3 4 100
45 80 Lay vinyl
Rough-in Install floor
plumbing chemical sink 1
25 & elect. 65 1
Obtain fume 5 Install new
hood fume hood
10 1
55 95
Repair Paint walls Activity
30
floor and ceiling number
Obtain chemical
1 3
sink
10 Activity
20
description
35 Strip
Painter room
availability Activity 3
20 duration
1 2 3 4 5 6 7 8 9 10
0 10 5
Obtain Vinyl
Floor Covering
12 60 17 17 85 19
5
Install wall Finish plumbing
cabinets & elect.
0 15 10 5 2
Obtain
cabinets 14 75 16
10 Install 2/3 base 20 90 26
cabinets Paint
3 40 6 2 cabinets
0 5 0 Replace existing 70
13 14 6
Contract 0 20 3 fume duct 8 50 12 Install 1/3
award Strip 3 Repair walls base cabinets
Room and ceiling 1
3
45
4 26 100 27
3 8 14 80 15 Lay vinyl
Rough-in Install floor
0 25 10 & elect. 12 65 13 1
Obtain fume 5 Install new
hood fume hood
10 1
8 55 9 20 95 23
0 10 Repair Paint walls
30
floor and ceiling
Obtain chemical
1 3
sink
10
20
0 35
Painter Project Management Course
availability Prepared by Dr. Pierrette Zouein 27
20
1. Project Late Completion date is set EQUAL to Early
Completion Date
2. Project Late Completion Date is set to be LESS

THAN Early Completion Date
3. Project Late Completion Date is set to be GREATER

THAN Early Completion Date

Network Computations
Determination of Late Times
LFD8 𝐿𝐹𝐷𝑖 = Min 𝐿𝑆𝐷𝑗
∀𝑗
• LSD - Late start date Min 𝐿𝑆𝐷𝑗 implies that the
• LFD - Late finish date ∀𝑗
• LFDf - Assigned, usually the EFDf Activity 8 LSD10 minimization is to be over all links
ij which begin at activity i
LSDf = LFDf - Tf
Activity I Activity J Activity 10
10
8
LSD10 Activity 12
LFD8
𝐿𝑆𝐷𝑖 = 𝐿𝐹𝐷𝑖 − 𝑇𝑖
12
LSD12
LSD12



1 2 3 4 5 6 7 8 9 10
0 10 5
Obtain Vinyl
Floor Covering
21 5 26 12 60 17 17 85 19
cabinets & elect.
0 15 10 13 5 18 2
Obtain
cabinets 14 75 16
3 10 13 Install 2/3 base 20 90 26
cabinets Paint
3 40 6 2
0 0 18 16 cabinets
5 Replace existing 70
13 14 6
award Strip 6 3 9 Repair walls base cabinets
Room and ceiling 15 1 16
1 3 4 9 4 13 26 100 27
45 80
3 Rough-in 8 14 15 Lay vinyl
Install floor
plumbing chemical sink 26 1 27
0 25 10 12 13
Obtain fume 4 & elect. 9 65
17 1 18
5 Install new
hood fume hood
4 10 14 14 1 15
8 55 9 20 95 23
30
floor and ceiling
Obtain chemical 12 13 23 26
1 3
sink
7 10 17
20
0 35
0 20 20
 A project’s critical path is the longest path
 Tasks on the critical path are called critical tasks
 Critical implies the task must occur as scheduled for
the project to finish on time
 Non-critical tasks are those tasks not on the critical
path

Task A
Task B A & B Finish-to-Start with C

Task C
C Finish-to-Start with D
Float Task D
Critical Tasks A+C+D = Project Duration

Critical
Non-Critical

1 2 3 4 5 6 7 8 9 10
0 10 5
Obtain Vinyl
Floor Covering
21 5 26 12 60 17 17 85 19
cabinets & elect.
0 15 10 13 5 18 2
Obtain
cabinets 14 75 16
3 10 13 Install 2/3 base 20 90 26
cabinets Paint
3 40 6 2
0 0 18 16 cabinets
5 Replace existing 70
13 14 6
award Strip 6 3 9 Repair walls base cabinets
Room and ceiling 15 1 16
1 3 4 9 4 13 26 100 27
45 80
3 Rough-in 8 14 15 Lay vinyl
Install floor
plumbing chemical sink 26 27
25 1
0 10 4 & elect. 9 12 65 13 1 18
Obtain fume 5
17
Install new
hood fume hood
4 10 14 14 1 15
8 55 9 20 95 23
30
floor and ceiling
Obtain chemical 12 13 23 26
1 3
sink
7 10 17
20
0 35
0 20 20
 Free Float
 Total Float
 Negative Float

Free Float
B free
float’s
Task A (2 wk) (2wk)
B Finish-to-Start with A
Task B (2 wk) Task D (2wk)

D Finish-to-Start with B & C
C Finish-to-Start with A
Task C (4 wk)

Free Float
Task A (3 weeks)
Task B (1 wk) C Finish-to-Start with A

Task C (2 weeks)
D Finish-to-Start with A&B
B’s free float E Finish-to-Start with C&D
2 weeks Task D (1 )
Task E (1 wk)
D’s free
float
1 week

 Non-critical tasks can have Free Float (also
called free slack)
 Free Float is the amount of time a task can be
delayed without delaying another task early
start date
 Let 𝑙𝑎𝑔𝑖𝑗 = 𝐸𝑆𝑗 − 𝐸𝐹𝑖
 𝐹𝐹𝑖 = min 𝐸𝑆𝑗 − 𝐸𝐹𝑖 = min 𝑙𝑎𝑔𝑖𝑗

𝑗∈𝑆 j∈𝑆

Total Float
Task A (3 weeks)
Task B (1 wk) C Finish-to-Start with A

Task C (2 weeks)
D Finish-to-Start with A&B
B’s free float Task D (1 ) E Finish-to-Start with C&D
2 weeks Task E (1 wk)
D’s free
float
1 week
B’s Total Float
B’s total float = B’s free float(2wks) + D’s free float(1wk)

D’s total float = D’s free float (1wk)

 Non-critical tasks can have Total Float (also
called total slack time)
 Total Float (total slack) is the amount of time a
task can be delayed without delaying the end
date of the project
 𝑇𝐹𝑖 = 𝐿𝐹𝑖 − 𝐸𝐹𝑖 = 𝑚𝑖𝑛 𝐿𝑆𝑗 −𝐸𝐹𝑗
= min(𝐸𝑆𝑗 +𝑇𝐹𝑗 −𝐸𝐹𝑖 )= min(𝑇𝐹𝑗 + 𝑙𝑎𝑔𝑖𝑗 )

j∈𝑆 j∈𝑆

1 2 3 4 5 6 7 8 9 10
0 10 5
Obtain Vinyl
Floor Covering
12 60 17 17 85 19
5
FF=21;TF=21 cabinets & elect.
0 15 10 5 2
Obtain
FF=0;TF=1 FF=1;TF=1
cabinets 14 75 16
10 Install 2/3 base 20 90 26
cabinets Paint
FF=2;TF=3 3 40 6 2 cabinets
0 5 0 Replace existing 70
13 14 FF=1;TF=2 6
award Strip 3 Repair walls base cabinets FF=0;TF=0
Room FF=2;TF=3 and ceiling 1
3
45
4 26 100 27
3 8 FF=0;TF=2 14 80 15 Lay vinyl
FF=0;TF=1 Rough-in FF=0;TF=1
Install floor
0 25 10 & elect. 12 65 13 1
Obtain fume 5 Install new FF=0;TF=0
hood FF=0;TF=1 fume hood FF=2;TF=3
10 1
FF=2;TF=4 8 55 9 FF=0;TF=2 20 95 23
30
floor and ceiling
Obtain chemical
1 3
sink
10 FF=3;TF=4 FF=3;TF=3
FF=4;TF=7
20
0 35
20 FF=0;TF=0
 𝑇𝐹𝑖 = min(𝑇𝐹𝑗 + 𝑙𝑎𝑔𝑖𝑗 )
j∈𝑆
𝐸𝑆𝐷𝑗 − 𝐸𝐹𝐷𝑖 − 𝐿𝑇
𝐸𝑆𝐷𝑗 − 𝐸𝑆𝐷𝑖 − 𝐿𝑇𝑖
 𝑙𝑎𝑔𝑖𝑗 =
𝐸𝐹𝐷𝑗 − 𝐸𝐹𝐷𝑖 − 𝐿𝑇𝑗
𝐸𝐹𝐷𝑗 − 𝐸𝑆𝐷𝑖 − 𝐿𝑇𝑖 − 𝐿𝑇𝑗
 𝐹𝐹𝑖 = min(𝑙𝑎𝑔𝑖𝑗 )
j∈𝑆

 Time Constrained – Meet a specified end
date
 Cost Constrained - Meet a specified Budget
 Resource Constrained – Finish without
exceeding some specific level of resource
usage
 Resource Leveling – Even out demand for
resources
Strategies for Meeting a Specified
End Date
 Parallel processing/ Altering Precedence
Relationships
◦ Start painting the walls and ceiling before the cabinets
are in place and before the plumbers and electricians
have completed their work.
◦ Painters will have one day to touch up around fixtures
and cabinets after their installation.
 New technology/ Expert Resources/ Different
method
◦ Use pre-painted cabinets. This will reduce duration of
paint activity.

Strategies for Meeting a Specified
End Date
 Compress or “Crash” the schedule
 It consists of
◦ Reducing the duration of tasks on the critical path
◦ Increasing task parallelism
 This often comes at the expense of
increasing project cost

 Reallocate and/or add resources
o Add Painters to paint activity
o There is an upper limit on how much resources you can
add. Too many resources will be ineffective and may
actually result in longer performance period.

 Crashing the critical activities has some
limitations
o In some cases, an increase in number of resources
results in a proportional activity duration reduction at
no additional cost.
o Many situations do not fit the linear model, however,
and those that do are only effective over a limited range.
o Compressing task duration may increase labor
(overtime) and/or tooling cost.

Basic Assumption
Increased cost
of supervision
or ownership
Cost rate (dollars per time)
cost in case of
equipment A
Illustrates use
of most
costly unit
resource first
Resource rate (resource units per time)

Basic Assumption T x R = W
W is total work to be performed in activity
 Implied assumption in Basic Hyperbola
Total resources applied ( R)
1. resources are not restrained by the

physical conditions of the activity
2. Resource units are independent,
i.e., all units are equally efficient
and efficiency of 2 is the sum of
individual efficiency of each
Time required to do activity or activity duration (T)

Laborers Hourly Remarks Estimated Activity Total
rate activity time Cost
1 $10 56 hours $560
2 20 Efficiency of 2 22.5 $450
workers working will
increase productivity
by 25%
3 32 Third man has a 18.7 $600
longevity rate of $12
per hour
4 44 Second $12 per hour 17.5 $770
man added
5 59 Foreman added at 16 $944
$14 per hour

Crash Cost
Normal point is point of minimum Cost

A + B Crash point is point of minimum Duration
Total Cost (Dollars)
Normal Duration Activity duration (T)

AC
C
Project Cost
Project Duration
 The Normal point is the point of minimum cost
on the direct time-cost curve for a project. All
activities are performed with a normal level of
resources applied.
 The Crash point is the point of minimum
duration on the time-cost curve for a project.
 The All-Crash point is the point of minimum

duration for a project where all activities are
crashed by their maximum allowed limit.
 Heuristics
◦ Select critical activity or activities that if
crashed will shorten all existing critical paths
◦ Activity(ies) can be crashed
◦ If shortened, activity(ies) will bring the least
increase in project cost
 Optimal Methods – Mathematical

Programming
Time cost Trade-off data for the activities of Example Project
Time Cost Maximum Crash Cost

Activity Reduction Per Week
Normal Crash Normal Crash in Time Saved
A 2 weeks 1 week $180,000 $280,000 1 week $100,000
B 4 weeks 2 weeks $320,000 $420,000 2 weeks $50,000
C 10 weeks 7 weeks $620,000 $860,000 3 weeks $80,000
D 6 weeks 4 weeks $260,000 $340,000 2 weeks $40,000
E 4 weeks 3 weeks $410,000 $570,000 1 week $160,000
F 5 weeks 3 weeks $180,000 $260,000 2 weeks $40,000
G 7 weeks 4 weeks $900,000 $1,020,000 3 week $40,000
H 9 weeks 6 weeks $200,000 $380,000 3 weeks $60,000
I 7 weeks 5 weeks $210,000 $270,000 2 weeks $30,000
J 8 weeks 6 weeks $430,000 $490,000 2 weeks $30,000
K 4 weeks 3 weeks $160,000 $200,000 1 week $40,000
L 5 weeks 3 weeks $250,000 $350,000 2 weeks $50,000
M 2 weeks 1 week $100,000 $200,000 1 week $100,000
N 6 weeks 3 weeks $330,000 $510,000 3 weeks $60,000



Times and Costs-Remodeling Purchasing Department
Act. Normal Conventional Crash ∆𝐓

Activity Cost Slope
No. TN CN TCE CCE TC CC (TN-TC)
Clear Rooms 10 5 $500 5 $500 5 $500 _ _

Remove Partition 20 3 900 2 1050 1 1200 2 $150
Rough mechanical & electrical 30 7 3250 5 3850 4 4150 3 300
Sand floors 32 5 1000 3 1300 3 1300 2 150
Partition I 40 6 1400 5 1850 3 2750 3 450
Partition II 42 5 1100 4 1500 3 1900 2 400
New bookcases 44 7 1500 4 2400 4 2400 3 300
Finish mechanical & electrical 50 10 4200 8 5400 5 7200 5 600
Variable
Paint 52 8 800 6 1000 4 1500 4
(See Matrix)
Carpet 60 2 1100 2 1100 1 1300 1 200
Furnish 70 3 1300 3 1300 2 1500 1 200
36* $17,050 30* $21,250 21* $25,700

Tally of Critical Paths at End of Cycle
Step ACT. 0 1 2 3 4 5 6
1 10 10 10 10 10 10 10 10 10 10
2 20 20 20 20 20 20 20 20 20 20
3 30, 32 30 30 30 30 30 30 32 30 32
4 40, 42, 44 40 40 40 40 40 40 40 40 40
5 50, 52 50 50 50 50 50 50 50 50 50
6 60 60 60 60 60 60 60 60 60 60
7 70 70 70 70 70 70 70 70 70 70

Revised 𝐓/∆𝑻
$ CP FIN
6 5 4 3 2 1 ACT Slope CY CY T ∆𝑻 1 2 3 4 5 6 7
10 _ 0 0 5 _
52 VAR 7 9 8 4
20 150 0 1 3 2 1/0
32 150 5 12 5 2 4/1
60 200 0 2 2 1 1/0
70 200 0 3 3 1 2/0
30 300 0 6 7 3 6/2 5/1 4/0
44 300 7 11 7 3
42 400 7 11 5 2
X 40 450 0 11 6 3 5/2
X 50 600 0 10 10 5
600 450 450 300 300 200 200 150

Network Limit Determination Table
Cycle 1 2 3 4 5
Activity Changed 20 60 70 30 30
Network Limit None None None 1 1
Days Changed 2 1 1 1 1
Link I J
L L L L L
I J I J
LAG I J A A A I J A I J A
G G G G G
I J EFD ESD
10 20 5 5 0
20 30 8 8 0 << <
20 32 8 8 0 << <
30 40 15 15 0 < < << < << <
30 42 15 15 0 < < << < << <
None Affected
32 40 13 15 2 < < < 1 < 0
32 42 13 15 2 < < < 1 < 0
32 44 13 13 0 < <
40 50 21 21 0 < < < < < <
40 52 21 21 0 < < < < < X< 1
42 50 20 21 1 < < < < < <
42 52 20 21 1 < < < < < <X 2
44 52 20 21 1 < < < 0 X<

50 60 31 31 0 < < < < < <
52 60 29 31 2 < < < < X
< < 1
60 70 33 33 0 < < << < < < < <
66
Maximum
Direct Cost
Curve
Minimum
Direct Cost
Curve

 The Normal point is the point of minimum cost
on the direct time-cost curve for a project. All
activities are performed with a normal level of
resources applied.
 The Crash point is the point of minimum
duration on the time-cost curve for a project.
 The All-Crash point is the point of minimum

duration for a project where all activities are
crashed by their maximum allowed limit.
 In order to continually improve our process and
reduce the time it takes to construct the small
commercial building, we must constantly be
looking for ways to compress the critical path
 To do this we must look for

 ways to do tasks in parallel rather than in series,
 apply technology to reduce the level of effort and
time required, shift resources from non-critical to
critical path tasks,
 and/or increase number of resources allocated.
 The number of units of a particular resource
type is limited
 A particular resource is over-allocated
 The project must be finished as soon as
possible, but without exceeding some
specific level of resource usage.

 A resource is overloaded when it is assigned too
much work
 For example: an 80 person-hour task (effort), to

be completed in 5 working days (duration)
◦ if one full-time person was assigned, that

person would be overloaded by 40 hours
◦ if two full-time people were assigned,
resources would be sufficiently allocated

 If resources are overloaded then one of the
following must occur:
◦ Add additional resources (procure more resources)
to keep duration of task the same
◦ Work overtime
◦ Lower the effort per unit time by lengthening the

task duration (in the previous example duration of
task becomes 10 days)

(#of units of resource type A, # of units of resource type B)

10
e
Units of A
8 c
f f
6
b b i i i
4
a a e
2 f
g
10 20 30 40
Days
10
Resource Limit = 8
8 e
c f f
Units of A
6
b b i i i
4
a a e
2 f
g
10 20 30 40
Days
 Delay C to start on Day 20, this will shift project
completion date by 10 days.
 Perform C with 2 units of resource A instead of 3
units. This will increase its duration by 5 days
and makes it 15 days.
 Delay E’s start date by 10 days, this will delay
project completion date by 1 day and lower the
demand for resource A over the period between
day 24 and day 30.

 Objective is to minimize project duration
subject to limited resources. It is assumed
that duration of activities are kept the
same.
 Problem known as limited resource

scheduling/allocation

 Algorithm
 Let r be the limit on the availability of a resource R.
Compute the unconstrained early schedule
 Do the following for each day or time units of the project
starting from time 0:
o At time t, get those activities that can start at time t. Schedule
activities in increasing order of their TF and up to the limit on resource
availability r .
o If total demand of activities that can start at t exceeds the assumed
limit, delay start date of activities that could not be scheduled to the
next time period and update their TF and float of all other
unscheduled activities.
o Repeat until all activities have been scheduled to start.

1 2 3 4 5
10 20
A C
4 2
40 25 30 5
FIN D F ST
0 4 2 0
15 35
B E
2 1

Early Start Schedule Information
Res Res
Activity T ESD EFD TF FF Rate Days
A* 4 0 4 0 2 8
B 2 0 2 7 6 2 4
C 2 4 6 4 4 4 8
D* 4 4 8 0 6 24
E 1 8 9 1 1 1 1
F* 2 8 10 0 2 4
Total 49

Days
Step 1 2 3 4 5 6 7 8 9 10
2 A-2
3 D-6
F-2
4
2
B-2
C-4
3
E-1
4
∑0 4 4 2 2 10 10 6 6 3 2 ← Total=49
C→1 -4 +4
∑1 6 10 10
C→1 -4 +4
∑2 6 10 10
C→1 -4 +4
∑3 6 10 7
C→1 -4 +4
∑4 6 7 6
E→1 -1 +1
∑5 6 7
E→1 -1 +1
∑6 4 4 2 2 6 6 6 6 6 6 1
Project Management Course 84

 Unlimited resource leveling aims at
 minimizing fluctuations in resource use over
time while holding the project duration the
same
 minimizing cost of hiring and firing in case of
human resource; setup cost or rental costs in
case of machine
 The result is a smoother distribution

of resource usage

 Managerial implications
◦ Reduce hand-on management
◦ Plan for just-in-time material delivery
 Cost implications
◦ Reduce cost of hiring and firing resources
◦ Reduce equipment procurement cost
 Productivity implications
◦ Learning curve effect

2
c, 5
1 (4)
4

-------
A, 2
8
Activity
Workers
---- a
B, 2 6
c c
c
C, 4
2
b b
1 2 3 4 5 0 1 2 3 4 5
Days Days

a -------
A, 2 8
Workers
Activity
b ----- 6
B, 2 a b
c 4
C, 4 c
2
0
1 2 3 4 5 1 2 3 4 5
Days Days

 Approach is based on the fact that the minimum moment of a
histogram exists when histogram is a rectangle.
 Objective is to minimize moment of a resource histogram.

y2 yi
y1
y3 yn
O O

 Approach is based on the fact that the minimum moment of a
histogram exists when histogram is a rectangle.
 Objective is to minimize moment of a resource histogram.
 Starting from an early start schedule, compute the daily resource
sums
 Improvement factors are computed for shifting activities within
their FF starting from the last sequence step and until the first step
is reached.
 These computations are then repeated starting from the first step
and ending on the last step using activities BF
 The resulting daily resource sums are the ones that provide the
minimum moment and provide the leveled resource demands





LAG=4
LAG=2
LAG=5
EFD14
Activity 14 LAG=3
EFD 16
Activities H Activities I Activities J
Activity 16
14 20
Activity 18
ESD
20
18
Activity 20
16
22 BF18 FF18 ESD 22
Activity 22
Start Finish
boundary boundary

 Given a precedence network of the project, determine
sequence step number of each activity
 Compute link lags and determine total float of
activities
 Select resource to be leveled
 Prepare a bar chart sowing early start schedule of
activities. Plot critical activities first followed by non-
critical activities
 For each day of the project, total the resource rate to
obtain the daily resource sums

Forward Cycle
1. Starting with the activities on the last sequence step:
a) Every activity on the sequence step having zero FF is passed
over
b) Every activity on the sequence step having a zero resource rate
is shifted to the limit of the activity FF to allow previous
activities to be shifted
c) For each activity on the sequence step having a positive
resource rate, determine the extent of its FF and compute
improvement factors for all possible days that the activity can
be shifted up to the limit of its FF

2. Select the activity having the largest improvement
factor (IF) determined in step 1.c)
a) If IF < 0, no shifting takes place. Move to the next sequence
step and go to step 1.
b) If there is a tie in the value of the largest IF for several activities
i. Select activity with greatest “r” value
ii. If still tied then Select activity that cerates the greatest FF for
preceding activities
iii. If still tied select activity with the latest start date
iv. If still tied select at random

3. Shift the selected activity subject to the following:
a) If largest 𝐼𝐹 ≥ 0, shift selected activity and update
accordingly the daily resource sums
b) If tie at more than one possible position for the shift then
move activity the farthest to the right
4. If shifting has occurred in step 3, update the lags,
ES and EF of activities
5. Reexamine activities on the sequence step and
repeat steps 1 through 4 until no more shifting
occurs on this step
6. Move to the earlier sequence step and repeat
step 1 through 5
Backward Cycle
Beginning with the first sequence step, using the Back
Float (BF) instead of the Free Float (FF) and progressing
to the next step, repeat steps 1 through 6 of the
Backward cycle.

1 2 3 4 5
√
10 20
A C
4 2
(4,4)
√ √ √
25 30 40
√
5
ST D F FIN
0 4 2 0
15 35
B E
2 1
(6,2) (1,1)
(FF, Resource rate)

Early Start Schedule Information
Res Res
Activity T ESD EFD TF FF Rate Days
A* 4 0 4 0 2 8
B 2 0 2 7 6 2 4
C 2 4 6 4 4 4 8
D* 4 4 8 0 6 24
E 1 8 9 1 1 1 1
F* 2 8 10 0 2 4
Total 49

Days
Step 1 2 3 4 5 6 7 8 9 10
2 A-2
3 D-6
F-2
4
B-2
2 Final position
C-4 for activity C
3
E-1
4
∑0 4 4 2 2 10 10 6 6 3 2
C→1 -4 +4
∑1 6 10 10
𝑰𝑭
C→1
𝑬, 𝟏 = 𝟏 𝟑 -4− 𝟐 −+4 𝟏 × 𝟏 = 𝟎
∑2 6 10 10
Shift
C→1 E by 1 day -4 +4
Sequence step 4 ∑3 6 10 7
C→1 -4 +4
∑4 6 7 6
E→1 -1 +1
∑5 6 7
E→1 -1 +1
∑6 4 4 2 2 6 6 6 6 6 6 1
106
1 2 3 4 5
√
10 20
A C
4 2
(4,4)
√ √ √ √
40 25 30 5
FIN D F ST
0 4 2 0
15 35
B E
2 1
(6,2) (1,1)
7
(FF, Resource rate)

Days
Step 1 2 3 4 5 6 7 8 9 10
2 A-2
3 D-6
F-2
4
B-2
2 Final position
C-4 for activity C
3
E-1
4
∑0 4 4 2 2 10 10 6 6 3 2
E→1 -1 +1
∑1 4 4 2 2 10 10 6 6 2 3
C→4 -4 -4 +4 +4
∑2 6 10 10
C→1 -4 +4
C ∑3has a FF = 4 and r = 4 6 10 7
Sequence step 3 𝐼𝐹C→1𝐶, 1 = 4 10 − 6 − 4 × 1-4 = 0 +4
𝐼𝐹∑4 𝐶, 2 = 4 20 − 12 − 4 × 62 =7 06
𝐼𝐹E→1𝐶, 1 = 4 20 − 8 − 4 × 2 =-116 +1
𝐼𝐹∑5 𝐶, 1 = 4 20 − 5 − 4 × 2 =6 28 7
Shift
E→1 C by 4 days -1 +1
∑6 4 4 2 2 6 6 6 6 6 6 1 108
1 2 3 4 5
√
10 20
A C
4 2
(4,4)
0
√ √ √ √
40 25 30 5
FIN D F ST
0 4 2 0
15 35
B E
2 1
(6,2) (1,1)
7 0
(FF, Resource rate)

Days
Step 1 2 3 4 5 6 7 8 9 10
2 A-2
3 D-6
F-2
4
B-2
2 Final position
C-4 for activity C
3
E-1
4
∑0 4 4 2 2 10 10 6 6 3 2
E→1 -1 +1
∑1 4 4 2 2 10 10 6 6 2 3
C→4 -4 -4 +4 +4
∑2 4 4 2 2 6 6 6 6 6 7
B has a FF = 7 and r = 2-4 +4
Sequence step 2 𝐼𝐹
∑3
C→1
𝐵, 1 = 2 4 − 2 − 26× 110 =7 0
-4 +4
𝐼𝐹 𝐵, 2 = 4 8 − 4 − 2 × 2 = 0
∑4 6 7 6
…
E→1
. -1 +1
𝐼𝐹
∑5
𝐵, 7 = 4 8 − 12 − 2 × 2 =
6
−16
7
Shift
E→1 B by 2 days -1 +1
∑6 4 4 2 Prepared
2 6 by Dr.
6 Pierrette
6 Zouein
6 6 6 1 110
1 2 3 4 5
√
10 20
A C
4 2
(4,4)
0
√ √ √ √
40 25 30 5
FIN D F ST
0 4 2 0
15 35
B E
2 1
(6,2) (1,1)
7 0
5 (FF, Resource rate)

Days
Step 1 2 3 4 5 6 7 8 9 10
2 A-2
D-6
3
F-2
4
B-2
2 Final position
C-4 for activity C
3
E-1
4
∑0 4 4 2 2 10 10 6 6 3 2
E→1 -1 +1
∑1 4 4 2 2 10 10 6 6 2 3
C→4 -4 -4 +4 +4
∑2 4 4 2 2 6 6 6 6 6 7
B→2 -2 -2 +2 +2
∑3 2 2 4 4 6 6 6 6 6 7
C→1 -4 +4
∑4 6 7 6
E→1
End of Forward Cycle
-1 +1
∑5 6 7
E→1 -1 +1
∑6 4 4 2 2 6 6 6 6 6 6 1 112
1 2 3 4 5
BF=4
√
10 20
A C
4 2
(4,4)
0
√ √ √ √
40 25 30 5
FIN D F ST
0 4 2 0
BF=2 BF=1
15 35
B E
2 1
(6,2) (1,1)
7 0
5 (FF, Resource rate)

Days
Step 1 2 3 4 5 6 7 8 9 10
2 A-2
D-6
3
F-2
4
B-2
2 Final position
C-4 for activity C
3
E-1
4
∑0 4 4 2 2 10 10 6 6 3 2
E→1 -1 +1
∑1 4 4 2 2 10 10 6 6 2 3
C→4 -4 -4 +4 +4
∑2 4 4 2 2 6 6 6 6 6 7
B→2 -2 -2 +2 +2
∑3 2 2 4 4 6 6 6 6 6 7
C→1 -4 +4
B∑4has a BF = 2 and r = 2
Sequence step 2 𝐼𝐹
E→1
𝐵, 1 = 2 4 − 2 − 2 × 1 =
6
0
7
-1
6
+1
𝐼𝐹
∑5 𝐵, 2 = 4 8 − 4 − 2 × 2 = 0 6 7
Shift
E→1 B backward by 2 days -1 +1
∑6 4 4 2 Prepared
2 by6Dr. Pierrette
6 Zouein
6 6 6 6 1 114
Days
Step 1 2 3 4 5 6 7 8 9 10
2 A-2
D-6
3
F-2
End of Backward Cycle
4
B-2
2 Final position
C-4 for activity C
3
E-1
4
∑0 4 4 2 2 10 10 6 6 3 2
E→1 -1 +1
∑1 4 4 2 2 10 10 6 6 2 3
C→4 -4 -4 +4 +4
∑2 4 4 2 2 6 6 6 6 6 7
B→2 -2 -2 +2 +2
∑3 2 2 4 4 6 6 6 6 6 7
B←2 +2 +2 -2 -2
∑4 4 4 2 2 6 6 6 6 6 7
E←1 +1 -1
∑5 4 4 2 2 6 6 6 6 7 6 Final

 Review Past Experience/Templates
 Develop Work Breakdown Structure
 Establish Dependencies - Develop Logic Network
 Assign Resources
 Estimate Effort and Duration of Tasks
 Crash project duration if needed
 Level / Load Resources

Gain Team Commitment & Buy-in to The Plan
 During project and/or phases kick-off meetings
 Entire team involved
 Major focus:
◦ Validate the work plan
• Each member must review tasks assigned and validate effort and
dependencies
• Each member has the responsibility to ensure that work plan is
correct and achievable
◦ Gain team consensus
 Emphasize importance of each member buying into the work plan
◦ Surface unresolved issues
 Now is time to correct any over estimations on effort, unrealistic
dependencies, over constrained tasks, and the like.

Gain Team Commitment & Buy-in to The Plan
 Generate action plans

◦ Update work plan
◦ Resolve open issues

A meeting is an excellent tool for sharing information
and building team consensus
 Preparation is critical to the success of a meeting

 Use the correct meeting format
o Issues meeting (Team Meeting)
o Working session (Sub-Team Meeting)
 Good meeting process should be observed

A meeting is an excellent tool for sharing information
and building team consensus
 Adhere to effective communication precepts
o Let everyone know objective of meeting
o Understand what is to be accomplished
 Use the work plan to focus discussions
 Follow up with meeting minutes
o Historical record of project issues and discussions
o Decisions reached
o Actions items

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 Perform Network Calculations:

o Total Time Needed for Project Completion

o Critical Path & Critical Activities

o Activity Total and Free Float

Project Management Course

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 Critical Path Methods (CPM)

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 Mainly used for R&D Projects to control time aspect

 Uses Probabilistic Time Estimates to aid in

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 Mean and variance of the beta distribution are

 It is assumed that the number of activities along a

 The CLT states that the sum of n independently

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 This bias increase as the standard deviation of the

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Path (t) Activities Mean Variance

X 1-3-4-6-8 40 2 0.5 0.08

Y 1-2-4-6-8 33 88/9 0.99 0.953

Z 1-3-5-6-8 31 24/9 1 0.999

W 1-3-5-7-8 34 22/9 1 0.999

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P (Project Duration  48) = P{ z  (48 – 43) / Sqrt(33) }

P (c-h-i  43) = P{ z  (43 – 39) / Sqrt(37.8) } = 74%

P (c-h-i  43) = 1 - 0.74 = 26%

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 Uses deterministic activity time estimates to

 In CPM activities can be crashed (expedited)

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Max implies that the maximization

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2. Project Late Completion Date is set to be LESS

3. Project Late Completion Date is set to be GREATER

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Activity I Activity J Activity 10

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Task B A & B Finish-to-Start with C

Critical Tasks A+C+D = Project Duration

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Task B (2 wk) Task D (2wk)

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Task B (1 wk) C Finish-to-Start with A

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 𝐹𝐹𝑖 = min 𝐸𝑆𝑗 − 𝐸𝐹𝑖 = min 𝑙𝑎𝑔𝑖𝑗

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Task B (1 wk) C Finish-to-Start with A

B’s total float = B’s free float(2wks) + D’s free float(1wk)

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= min(𝐸𝑆𝑗 +𝑇𝐹𝑗 −𝐸𝐹𝑖 )= min(𝑇𝐹𝑗 + 𝑙𝑎𝑔𝑖𝑗 )