ADVANCED

CONSTRUCTION
METHODS & EQUIPMENT
 PROJECT
SCHEDULING
PERT-CPM
PERT
Program Evaluation and Review Technique
(PERT)

a statistical tool, used in project

management, which was designed to
analyze and represent the tasks involved in
completing a given project
Program Evaluation and Review Technique
(PERT)

It was developed by the Navy’s Special

Projects Office who were in charged with
developing the Polaris-Submarine
weapon system and the Fleet Ballistic
Missile capability
Program Evaluation and Review Technique
(PERT)

The concept of PERT was developed by an

operations research team staffed with
representatives from the Operations Research
Department of Booz, Allen and Hamilton; the
Evaluation Office of the Lockheed Missile
Systems Division; and the Program Evaluation
Branch, Special Projects Office, of the
Department of the Navy
CPM
Critical Path Method
(CPM)

A tool for planning, scheduling, and control of

work which emphasizes on the activities and
job defined by the network diagram
Critical Path Method
(CPM)

It was developed by J.E. Kelly of the Remington

Rand Corp. and M.R. Walker of Du Pont in an
effort by commercial industry to make an
advanced scheduling and cost control methods
PERT-CPM
 PERT-CPM

A control tool for defining the

parts of construction job and
then putting them together in a
network form
 PERT-CPM

it serves the Project Manager to

see the whole picture of the
entire job/construction project
 PERT-CPM
IN THE PHILIPPINES
PD 1594
 PD 1594

Prescribing Policies, Guidelines,

Rules and Regulations for
Government Infrastructure
Contracts
 PD 1594

“… the program of work shall include,

among other things, estimates of the work
items, quantities, costs, and a PERT/CPM
network of the project activities…”
 PD 1594
“… in the preparation of the bidding
documents, the government shall make
an estimate of the actual number of
working days required to complete the
project through PERT/CPM analysis of the
proper activities and corrected for holidays
and weekends…”
 MEMORANDUN
CIRCULAR NO. 153
 MEMORANDUM CIRCULAR NO. 153

PRESCRIBING THE PROCEDURE TO

BE FOLLOWED IN THE PREPARATION
OF THE WORK PROGRAMS OF
INFRASTRUCTURE PROJECTS
 MEMORANDUM CIRCULAR NO. 153

“… in order that the performance

discipline on the field could be controlled
and easy reporting system could be made
to facilitate the monitoring, evaluation,
inspection completion of infrastructure
projects …”
 MEMORANDUM CIRCULAR NO. 153

“… all heads of departments and chief of

bureaus and offices concerned are hereby
required to change the old system of
preparing the work programs of said
projects from the Gantt Chart (Bar Type) to
the PERT/CPM network …”
 MEMORANDUM CIRCULAR NO. 153

“… Strict compliance herewith is

enjoined.”
PERT-CPM
Three Phases of PERT-CPM

1. Planning

2. Scheduling

3. Control-Monitoring
 PLANNING

Defined as determining the

relationship between the work
operation and the sequence in
which they are to be performed
In Planning Phase, there are five inputs that can
be obtained:

1. Network Diagram
2. Duration of Activities
3. Costs Estimates
4. Resource Estimates
5. Trade Indicators
 SCHEDULING

Defined as the process of

translating the arrow diagram
into time table of calendar days
In Scheduling Phase, there are four outputs that
can be obtained:

1. Schedule of Activities
2. Bar Chart or Time-Scaled Network
3. Resource Analysis
4. Cash Requirement
PERT-CPM Diagram should be updated
periodically to account for:

1. Time discrepancies
2. Deliveries
3. Weather
4. Change Orders
5. Unexpected Events or Conditions
Controlling and
Monitoring
The Control and Monitor Phase uses actual data
which includes:

1. Additions to the project

2. Deletion from the project
3. Changes as to duration, description,
costs or resource estimates
4. Actual Starting Dates
5. Actual Finishing Dates
Outputs
The Output Phase consists of the following:

1. Time Status Reports

2. Revised Schedule
3. Revised Bar Charts/Arrow or Network
Diagram
4. Revised Resource Analysis
5. Revised Cash Flow Predictions
6. Cost Status Report
Three Major Reasons for
Construction Failure
Unbalanced organization
due to lack of Planning
and Scheduling
Lack of Financial
Planning
Poor Cost Control
PERT-CPM
PERT/CPM and the
Network
 Fundamental Elements
of PERT-CPM Networking
 ACTIVITY
The work operations required to
complete a task
 EVENT
A point in time signifying the
beginning or end of one or
more activities
 DUMMY ACTIVITY
An arrow on a network showing
the dependent relationships
between two activities
 DURATION OF AN ACTIVITY

The time it takes an activity to

be finished

10
 PATH

A sequence of activities that

leads from the starting node to
the finishing node
Principles in Networking
(Arrow Diagram)
 PRINCIPLE #1

Everything in the network or

arrow diagram must have a
meaning
 PRINCIPLE #1

Every arrow represents an item

of work called an Activity

Everything in the network or arrow diagram must have a meaning

 PRINCIPLE #1
The starting point of an activity
represented by a circle, square
or any geometrical form

Everything in the network or arrow diagram must have a meaning

 PRINCIPLE #1
An activity is dependent upon and
cannot begin until after the
completion of all preceding Activities

Everything in the network or arrow diagram must have a meaning

 PRINCIPLE #1
Al activities that start with the same
event cannot begin until after the
completion of all activities that enter
that event

Everything in the network or arrow diagram must have a meaning

 PRINCIPLE #2

An activity has a single definite

starting point and a single
definite ending point
 PRINCIPLE #2

An arrow in the network must

satisfy two basic questions:

An activity has a single definite starting point and a single definite

ending point
 PRINCIPLE #2

What activities must be

completed before this one can
start?
#1

An activity has a single definite starting point and a single definite

ending point
 PRINCIPLE #2

What activities cannot be

started if this one is not
completed?
#2

An activity has a single definite starting point and a single definite

ending point
 PRINCIPLE #2

We need to lay in CHB for a

wall.

An activity has a single definite starting point and a single definite

ending point
 PRINCIPLE #2
Digging
Forms
Pour footing
Pour wall footing
Block Laying
An activity has a single definite starting point and a single definite
ending point
 PRINCIPLE #2

An activity has a single definite starting point and a single definite

ending point
 PRINCIPLE #3

The network or arrow diagram

does not describe time
relationships but rather
dependency relationships
 PRINCIPLE #3

The network or arrow diagram does not describe time relationships

but rather dependency relationships
 PRINCIPLE #4

The network or arrow diagram

is hardly ever done by a single
person
Rules for Numbering
Events in a Network
Diagram
 RULE #1

All events should be numbered

starting from left to right
 RULE #2

No event number should be

lower than the number of event
preceding it
(left to right direction)
 RULE #3

Event number shall increase

from left to right
 RULE #4

Events should be numbered

from top to bottom
 RULE #4

Increasing should be consistent

from top to bottom or from
bottom to top
Important Notes
The length or time of any path can
be determined by adding the
expected time of the activities
along the path
The path with the longest time,
catches the management’s
interest because it governs the
project completion time
The expected duration of a project
is equal to the expected time of
the longest path
 If there are delays along the
longest path, there is also a
corresponding delay in project
completion time
Any attempt to shorten the project
completion time must concentrate
on the longest sequence of
activities because of its relation to
the completion time
 The longest path is called the
Critical Path, and its activities are
called the Critical Activities
 Paths that are shorter than the
critical path may experience some
delay…
 but may not affect the over all
project completion time as long as
it does not exceed the length of
the critical path
The allowable slippage for any
path is called the path Slack or
Float Time
 Slack or Float Time indicates the
difference between the length of a
given path and the length of the
critical path
The critical path has a zero slack
or float
 References

Nunnally, S.W. (2007). Construction Methods and Management (7th ed.).

Upper Saddle River, New Jersey: Pearson Education, Inc.

Sears, S.K., et al. (2015). Construction Project Management:

A Practical Guide to Field Construction Management (6th ed.).
Hoboken, New Jersey: John Wiley & Sons, Inc.

Fajardo, M.B. Jr. (2000). Project Construction Management (2nd ed.).

Quezon City, Philippines: 5138 Trading.