“Construction Engineering and

Management”
 PERT and CPM
➢ MODULE 3: Construction Planning and Scheduling
▪ Introduction to Building Information Modeling (BIM),
▪ Application of PERT and CPM techniques for construction
scheduling

2
 Construction Scheduling – PERT and
CPM
➢ The Construction Process
▪ Construction is defined as creation, renovation, repair and demolition
of immobile structure and/or alteration of the natural topography of
the ground
▪ It is the process of translating the plans, specifications and resources
into a physical facility to meet the specific requirements of the
stakeholders, within and meeting the requirements of the schedule,
cost and quality
▪ Construction process is a hybrid of both manufacturing and service
functions

3
 Construction Scheduling – PERT and
CPM
➢ The Construction Process
▪ How is the work going to be accomplished ?
▪ What resources will be needed ?
▪ How long will it take ?
▪ Are there better or efficient or economical alternatives available ?

4
 Construction Scheduling – PERT and
CPM
➢ The Construction Process - Management
▪ Planning
▪ Organizing
▪ Assimilating Resources
▪ Controlling
▪ Coordinating
othe available resources to achieve the desired goal
oeconomically and without any compromise in the specification
requirements and quality

5
 Construction Scheduling – PERT and
CPM
➢ The Construction Process - Management
▪ Define or outline the works to be performed
▪ Develop more realistic schedule and cost estimates based on the
resources available to perform the work
▪ Determine where resources should be applied to best achieve the
time, cost and technical performance objectives
▪ Identify the areas or loop holes which may likely cause delays or cost
overruns so as to consider corrective or preventive measures

6
 Construction Scheduling – PERT and
CPM
➢ Scheduling
▪ Each project has a definite START and a definite finish or
COMPLETION
▪ Is comprised of a series of inter-related jobs or activities
▪ TIME is spent – RESOURCES (Human resource, material resource)
are consumed to perform these activities
▪ Therefore COST or expenses are incurred to finish the project within
the scheduled time

7
 Construction Scheduling – PERT and
CPM
➢ Schedule
▪ Work program or time-table for action
▪ Set date-wise i.e., chronological and logical sequence
▪ PLAN – A i.e., it provides the base or datum to measure the progress of
the project
▪ A project needs to be scheduled to determine the commencement and
completion within the resource constraints

8
 Construction Scheduling – PERT and
CPM
➢ Procedure for preparing Construction Schedules
▪ Work is divide into a number of operations
▪ Interdependence or relationship between various activities or operations
are to be established
▪ Quantity of the individual work activities and the time required for the
completion of each operation is to be determined
▪ Based on which the sequence of the work flow is decided and
completion of the entire project evaluated

9
 Construction Scheduling – PERT and
CPM
➢ Advantage of Construction Schedules
▪ Resource utilization is optimized
▪ Monitoring of the actual progress in comparison with the planned
activities
▪ Delays can be avoided
▪ The most economical means or method can be arrived upon by
considering the various alternative options available

10
 Construction Scheduling – PERT and
CPM
➢ Classification of Scheduling
▪ Construction Schedule
▪ Material Schedule
▪ Labour Schedule
▪ Equipment schedule
▪ Expenditure schedule
▪ Control schedule

11
 Construction Scheduling – PERT and
CPM
Scheduling

Bar Chart/ Network

Gantt Charts Analysis

Milestone
Charts
Critical Program
Path Evaluation
Method and
Review
Technique
12
 Construction Scheduling – PERT and
CPM
➢ GANTT Charts or BAR Charts
▪ Developed by Henry Gantt, an American engineer and project
management consultant, and hence GANTT Chart
▪ Pictorial or Graphical representation showing the various jobs to be
done and the time they involve
▪ Consists of two coordinate axis
oX-axis represents the time duration or time elapsed
oY-axis lists the various jobs or activities to be performed in logical
sequence
▪ The jobs are represented in the form of bars
▪ Length of the bar indicating the duration the job or activity takes for
completion
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 Construction Scheduling – PERT and
CPM
➢ GANTT Charts or BAR Charts
▪ Some activities require that a previous activity be completed before
another can begin
▪ Such activities are represented by bars running serially with one bar
beginning after another bar ends – corresponding to an activity that
succeeds a preceding activity
▪ While Some activities can be performed concurrently
▪ Such concurrent activities are represented by bars running parallel

14
 Construction Scheduling – PERT and
CPM
➢ GANTT Charts or BAR Charts
▪ A Gantt chart, commonly used in project management, is one
of the most popular and useful ways of showing activities
(tasks or events) displayed against time.
▪ On the left of the chart is a list of the activities and along the
top is a suitable time scale. Each activity is represented by a
bar; the position and length of the bar reflects the start date,
duration and end date of the activity.

15
 Construction Scheduling – PERT and
CPM
➢ GANTT Charts allows to appreciate at a glance:
▪ What the various activities are
▪ When each activity begins and ends
▪ How long each activity is scheduled to last
▪ Where activities overlap with other activities, and by how
much
▪ The start and end date of the whole project

16
 Bar Chart – Gantt Chart

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 Bar Chart – Gantt Chart

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 Bar Chart – Gantt Chart

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 Bar Chart – Gantt Chart

20
 PERT and CPM
➢ PERT network is EVENT-based
➢ Meaning of EVENT and ACTIVITY
➢ EVENT
▪ It must indicate a noteworthy or significant point in the project
▪ Indicating either the START or COMPLETION of an ACTIVITY
▪ EVENT does not consume resources or time
▪ COMPLETION EVENT of one ACTIVITY may indicate START
EVENT of another ACTIVITY
➢ The process joining two EVENTS is the ACTIVITY which
represents the actual work or job and thus consumes resources
and time
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 PERT and CPM
➢ Example of what is a PERT EVENT and what is not, i.e., what
is an ACTIVITY
▪ Excavation for Foundation Started : is a PERT START EVENT
▪ Excavation for Foundation is undergoing, that is people are working
for the excavation of the pits and trenches investing time and money
is the ACTIVITY
▪ Excavation for Foundation Completed, and therefore concreting for
the footing STARTED : is a PERT COMPLETION EVENT for the
first ACTIVITY and also the PERT START EVENT for the second
ACTIVITY
▪ Concreting Works is the SECOND ACTIVITY
▪ Concreting Works for Footing Completed : is a PERT
COMPLETION EVENT for the second ACTIVITY
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 PERT and CPM
➢ PERT – Network {Activity – on – Arrow (A–O–A) System}
▪ representing EVENT and ACTIVITY

▪ The EVENTS should be in a logical sequence

▪ EVENTS that immediately come before another event without any
intervening EVENTS are called Predecessor EVENT
▪ EVENTS that immediately follow another event without any
intervening EVENTS are called Successor EVENT
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 PERT and CPM
➢ Constructing or drawing a PERT – network for a simple project
▪ Event 1 : Location of Site Started
▪ Event 2 : Location of Site Completed and Search for Office Building on Rent
Started
▪ Event 3 : Building for Office found and negotiations for Rent started
▪ Event 4 : Rent agreement finalized and Cleaning of the Building started
▪ Event 5 : Cleaning finished and Interior design works started
▪ Event 6 : Interior design works completed and arrangements for Office opening
party started
▪ Event 7 : Rent agreement for Office finalized and Advertising of Opening of
New Office started
▪ Event 8 : Location of Site Completed and preparation for list of invitees in the
locality started
▪ Event 9 : List of invitees completed and Invitations started
▪ Event 10 : Advertisement of New Office completed, Invitations completed and
Arrangements for Office opening party completed and Office formally opened
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 PERT and CPM
➢ The PERT – network for the above project

8 9

1 2 3 4 5 6 10

25
 PERT and CPM
➢ Constructing or drawing a PERT – network for a simple project
▪ Event 1 : Start car from house
▪ Event 2 : Park car in Garage
▪ Event 3 : Complete outside Cleaning
▪ Event 4 : Complete inside Cleaning
▪ Event 5 : Take car from Garage
▪ Event 6 : Park car in house

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 PERT and CPM
➢ Constructing or drawing a PERT – network for a simple project
▪ Event 1 : Start car from house
▪ Event 2 : Park car in Garage
▪ ACTIVITY A joins EVENT 1 – 2 and is the work or ACTIVITY of driving the
car to the garage

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 PERT and CPM
➢ Constructing or drawing a PERT – network for a simple project
▪ Event 2 : Park car in Garage
▪ Event 3 : Complete outside Cleaning
▪ Event 4 : Complete inside Cleaning
▪ ACTIVITY B and C joins EVENT 2 – 3 and EVENT 2 – 4 and is the work of
cleaning the outside of the car and inside of the car respectively

28
 PERT and CPM
➢ Constructing or drawing a PERT – network for a simple project
▪ Event 3 : Complete outside Cleaning
▪ Event 4 : Complete inside Cleaning
▪ Event 5 : Take car from Garage
▪ ACTIVITY D and E joins EVENT 3 – 5 and EVENT 4 – 5 and is a DUMMY
ACTIVITY

29
 PERT and CPM
➢ Constructing or drawing a PERT – network for a simple project
▪ ACTIVITY D and E joins EVENT 3 – 5 and EVENT 4 – 5 and is a DUMMY
ACTIVITY
▪ After Cleaning is completed, the car is to be taken from the Garage anyway, but
there is no work involved in these ACTIVITIES and therefore they are
DUMMY ACTIVITIES

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 PERT and CPM
➢ Constructing or drawing a PERT – network for a simple project
▪ Event 5 : Take car from Garage
▪ Event 6 : Park car in house
▪ ACTIVITY F joins EVENT 5 – 6 and is the work or ACTIVITY of driving the
car from the garage to the house

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 PERT and CPM
➢ Constructing or drawing a PERT – network for a simple project
▪ The car has to be taken out from the garage before it can be brought to the
house and parked
▪ As such Event 5 : Take car from Garage, has no significance
▪ And the Network can be re-drawn as shown below

32
 PERT and CPM
➢ Constructing or drawing a PERT – network for a simple project
▪ However it is to be noted that Cleaning of both Outside and Inside of the Car is
to be completed before the car can be brought home and it has to be completed
in the garage itself
▪ Hence Event 3 and 4 is CONSTRAINED with each other with a DUMMY
ACTIVITY

33
 PERT and CPM
➢ Constructing or drawing a PERT – network for a simple project
▪ In which direction the constrained is put, is not of significance as Event 3 and 4
are independent of each other – the inside can be cleaned without cleaning the
outside or vice versa
▪ Similarly outside can be cleaned before cleaning the inside
▪ But both Event 3 and 4 is to be fulfilled before Event 6 can be achieved

34
 PERT and CPM
➢ Draw A – O – A Network for the project activities given below :
Predecessor Solution:
Activity
Activity
A None C
B None 2 4
C A
D A
E B 1 6
F C
G D and E E
3 5

35
 PERT and CPM
➢ Prepare A – O – A Network for the project information given below :
Predecessor Event Expected
Activity
Activity Nodes (i-j) Time
A -- 1–2 3
B -- 1–3 5
C -- 1–4 4
D A 2–5 2
E B 3–5 3
F C 4–6 9
G D and E 5–7 8
H B 3–6 7
I H,F 6–7 9

36
 PERT and CPM
➢ Solution:
D
2 5

B H I
1 3 6 7

37
 PERT and CPM
➢ For the Network given below compute the Earliest Expected Occurrence Times and
Least Allowable Occurrences Times. Determine the Slack and the Critical Path.

38
 Time estimates of an ACTIVITY
considered in a PERT network:
➢ OPTIMISTIC TIME (tO)
▪ This is the minimum possible time in which an ACTIVITY
can be completed under the most ideal conditions.
➢ PESSIMISTIC TIME (tP)
▪ This is the maximum time that may be required to complete
an ACTIVITY under the worst possible conditions.
➢ MOST LIKELY TIME (tm)
▪ This is the time required to complete an ACTIVITY under
normal working conditions. This time signifies the most
frequently occurring time for the activity being performed
previously.
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 PERT and CPM
➢ The Optimistic Time, Most Likely Time and Pessimistic Time
for each individual ACTIVITY is given:

40
 ➢ Step 1: Calculate Expected Time of each individual activity
𝒊−𝒋 𝟏 𝒊−𝒋 𝟐 𝒊−𝒋 𝟏 𝒊−𝒋
𝒕𝒆 = 𝒕𝒐 + 𝒕𝒎𝒍 + 𝒕𝒑
𝟔 𝟑 𝟔
Expected Time /
Nodes Optimistic Most Likely Pessimistic
Activity Average Time /
(Event) Time Time Time
Mean Time
i j i-j to tml tp te
1 2 1-2 1 3 5 3
1 3 1-3 6 8 11 8.167
1 4 1-4 4 6 8 6
2 4 2-4 2 4 5 3.833
2 6 2-6 8 10 14 10.333
3 7 3-7 11 13 15 13
4 5 4-5 4 10 12 9.333
5 6 5-6 0 0 0 0
5 7 5-7 0 0 0 0
5 8 5-8 3 5 7 5
6 8 6-8 5 9 11 8.667
7 9 7-9 6 10 12 9.667
8 9 8-9 2 4 6 4
9 10 9 - 10 4 7 10 7
41
 ➢Expected Time or Mean Time (Duration) of
each individual ACTIVITY

42
 Time estimates of the EVENTS {Nodes}
considered in a PERT network:

➢ EARLIEST EXPECTED OCCURRENCE TIME (TE)

▪ Refers to the TIME by which an EVENT is achieved
or reached
▪ The maximum time by which an EVENT can be
expected to occur
▪ An EVENT can occur, or can be considered to be
achieved or reached, when all the ACTIVITIES
leading to it are completed
43
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE2
𝑇𝐸2 = 𝑇𝐸1 + 𝑡𝑒12 = 0+3 = 3

44
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE3
𝑇𝐸3 = 𝑇𝐸1 + 𝑡𝑒13 = 0+6 = 6

45
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE4
𝑇𝐸4 = 𝑀𝑎𝑥 𝑇𝐸1 + 𝑡𝑒14 ; 𝑇𝐸2 + 𝑡𝑒24

46
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE4
𝑇𝐸4 = 𝑀𝑎𝑥 0 + 8.17 ; 3 + 3.83

47
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE4
𝑇𝐸4 = 𝑀𝑎𝑥 8.17 ; 6.83

48
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE4
𝑇𝐸4 = 8.17

49
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE5
𝑇𝐸5 = 𝑇𝐸4 + 𝑡𝑒45 = 8.17+9.33 = 17.5

50
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE6
𝑇𝐸6 = 𝑀𝑎𝑥 𝑇𝐸2 + 𝑡𝑒26 ; 𝑇𝐸5 + 𝑡𝑒56

51
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE6
𝑇𝐸6 = 𝑀𝑎𝑥 3 + 10.33 ; 17.5 + 0

52
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE6
𝑇𝐸6 = 𝑀𝑎𝑥 13.33 ; 17.5

53
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE6
𝑇𝐸6 = 17.5

54
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE7
𝑇𝐸7 = 𝑀𝑎𝑥 𝑇𝐸3 + 𝑡𝑒37 ; 𝑇𝐸5 + 𝑡𝑒57

55
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE7
𝑇𝐸7 = 𝑀𝑎𝑥 6 + 13 ; 17.5 + 0

56
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE7
𝑇𝐸7 = 𝑀𝑎𝑥 19 ; 17.5

57
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE7
𝑇𝐸7 = 19

58
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE8
𝑇𝐸8 = 𝑀𝑎𝑥 𝑇𝐸5 + 𝑡𝑒58 ; 𝑇𝐸6 + 𝑡𝑒68

59
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE8
𝑇𝐸8 = 𝑀𝑎𝑥 17.5 + 5 ; 17.5 + 8.67

60
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE8
𝑇𝐸8 = 𝑀𝑎𝑥 22.5 ; 26.17

61
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE8
𝑇𝐸8 = 26.17

62
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE9
𝑇𝐸9 = 𝑀𝑎𝑥 𝑇𝐸7 + 𝑡𝑒79 ; 𝑇𝐸8 + 𝑡𝑒89

63
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE9
𝑇𝐸9 = 𝑀𝑎𝑥 19 + 9.67 ; 26.17 + 4

64
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE9
𝑇𝐸9 = 𝑀𝑎𝑥 28.67 ; 30.17

65
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE9
𝑇𝐸9 = 30.17

66
 ➢ Step 2: Calculate Earliest Expected Occurrence Time TE
▪ Earliest Expected Time for Event TE10
𝑇𝐸10 = 𝑇𝐸9 + 𝑡𝑒9 10 = 30.17+7 = 37.17

67
 ➢ Present in Tabular form

Nodes
Earliest Least Allowable
(Event) Expected Time Slack Time
Expected Time Time

j te TE TL TL - TE
2 3 3
3 8.17 6
4 3.83 8.17
5 9.33 17.5
6 0 17.5
7 0 19
8 5 26.17
9 4 30.17
10 7 37.17
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 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ The Project Completion Time or Contractual Obligation Time or
Scheduled Time for this case is to be considered same as the
Earliest Expected Completion time of the project
𝑇𝐿10 = 𝑇𝐸10 = 𝑇𝑆 = 𝑇𝐶𝑂

69
 Time estimates of the EVENTS {Nodes}
considered in a PERT network:

➢ LATEST ALLOWABLE OCCURRENCE TIME (TL)

▪ Refers to the TIME by which an EVENT must be
achieved or reached to keep the project on schedule
time
▪ The minimum time by which an EVENT must occur
to keep the project on schedule

70
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL10
𝑇𝐿10 = 𝑇𝐸10 = 37.17

71
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL9
𝑇𝐿9 = 𝑇𝐿10 − 𝑡𝑒9 10 = 37.17 – 7 = 30.17

72
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL8
𝑇𝐿8 = 𝑇𝐿9 − 𝑡𝑒8 9 = 30.17 – 4 = 26.17

73
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL7
𝑇𝐿7 = 𝑇𝐿9 − 𝑡𝑒7 9 = 30.17 – 9.67 = 20.5

74
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL6
𝑇𝐿6 = 𝑇𝐿8 − 𝑡𝑒6 8 = 26.17 – 8.67 = 17.5

75
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TE5
𝑇𝐿5 = 𝑀𝑖𝑛 𝑇𝐿6 − 𝑡𝑒56 ; 𝑇𝐿7 − 𝑡𝑒57 ; 𝑇𝐸8 − 𝑡𝑒58

76
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TE5
𝑇𝐿5 = 𝑀𝑖𝑛 17.5 − 0 ; 19 − 0 ; 26.17 − 5

77
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TE5
𝑇𝐿5 = 𝑀𝑖𝑛 17.5 ; 19 ; 21.17

78
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TE5
𝑇𝐿5 = 17.5

79
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL4
𝑇𝐿4 = 𝑇𝐿4 − 𝑡𝑒4 5 = 17.5 – 9.33 = 8.17

80
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL3
𝑇𝐿3 = 𝑇𝐿3 − 𝑡𝑒3 6 = 20.5 – 13 = 7.5

81
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL2
𝑇𝐿2 = 𝑀𝑖𝑛 𝑇𝐿4 − 𝑡𝑒24 ; 𝑇𝐿6 − 𝑡𝑒26

82
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL2
𝑇𝐿2 = 𝑀𝑖𝑛 8.17 − 3.83 ; 17.5 − 10.33

83
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL2
𝑇𝐿2 = 𝑀𝑖𝑛 4.34 ; 7.17

84
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL2
𝑇𝐿2 = 4.34

85
 ➢ Step 3: Calculate Latest Allowable Occurrence Time TL
▪ Latest Allowable Time for Event TL1
𝑇𝐿1 = 0

86
 Time estimates of the EVENTS {Nodes}
considered in a PERT network:

➢ SLACK (TSL)
▪ Slack is the difference between the Latest Allowable
Occurrence Time and the Earliest Expected
Occurrence Time of an EVENT

▪ Slack for any EVENT i 𝑖 𝑖 𝑖

𝑇𝑆𝐿 = 𝑇𝐿 − 𝑇𝐸

▪ Slack for any EVENT j 𝑗 𝑗 𝑗

87
𝑇𝑆𝐿 = 𝑇𝐿 − 𝑇𝐸
 Time estimates of the EVENTS {Nodes}
considered in a PERT network:

➢ SLACK (TSL)
▪ Slack may positive, Zero or Negative
▪ When Slack is greater than Zero, it indicates availability of
extra time or resources. Such EVENTS are Sub-Critical
▪ If Slack is Zero it indicates EVENTS are CRITICAL
▪ If Slack is negative it indicates the work is behind
schedules and will cause delay in the project completion.
EVENTS are super critical. Extra resources are required.
88
 ➢ Present in Tabular form

Nodes
Earliest Least Allowable
(Event) Expected Time Slack Time
Expected Time Time

j te TE TL TL - TE
2 3 3 4.34 1.34
3 8.17 6 7.5 1.5
4 3.83 8.17 8.17 0
5 9.33 17.5 17.5 0
6 0 17.5 17.5 0
7 0 19 20.5 1.5
8 5 26.17 26.17 0
9 4 30.17 30.17 0
10 7 37.17 37.17 0
89
 ➢ Critical Path for the Network

90
 CRITICAL PATH:

➢ The time wise longest path, i.e., the path requiring the
maximum time is the Critical Path
➢ Any type of delay in any EVENTS in this path will cause
delay in the project
➢ The path along which the EVENTS have Zero Slack
Time is the CRITICAL PATH

91
 ➢ Critical Path for the Network

92
93
Thank You.....