GROUP 3

PERT/CPM

PLANNING AND SCHEDULING

WHAT IS PERT/CPM?
 What is PERT?
➢ PERT (Program Evaluation and Review
Technique) began in 1958 through the
joint efforts of the Lockheed Aircraft, the
U.S. Navy Special Project Office and the
consulting firm of Booz, Allen & Hamilton in
the efforts of the U.S.government to speed
up the Polaris Missile project.

➢ PERT was designed to provide the

management a periodic reporting of
current status and an outlook for the future
on meeting approved plans and schedules.
What is CPM?
➢ CPM (Critical Path Method) was developed in
1956 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.
➢ CPM is a tool for planning, scheduling, and control
of construction work. Its emphasis was on the work
or activities to be managed

PERT/CPM is a control tool for defining the parts of

construction job and then putting them together in a
network form. It encourages periodic re-evaluation
and providing an accurate measure of progress.
PERT/CPM PROJECT
REQUIREMENTS
 PERT/CPM
PROJECT REQUIREMENTS

Under Presidential Decree (PD) 1594, On January 27, 1968, president

Prescribing Policies Guidelines, Rules and
Regulations for government infrastructure
contracts provides that:
"The program of work shall include,
among others things, estimates of the
work items, quantities, costs and a
PERT/CPM network of the project
activities, in the preparation of the
bidding documents, the government shall
make and estimate of the actual number
working days required to complete the
project through of PERT/CPM analysis of
the project activities and corrected for
holidays and weekends."
Ferdinand E. Marcos issued Memorandum
Circular No. 153 which provides that:
"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, 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. Strict
compliance herewith is enjoined."
 IMPORTANCE OF PERT/CPM

1 3 Determine which activities

The graphical display of are the most critical to timely
project activities. project completion.

2 4 Determine how long any

An estimate of how long activity can be delayed
will the project last. without lengthening the project.
THREE PHASES OF PERT/CPM
 1. PLANNING
PLANNING is defined as creating a detailed plan that
outlines the steps and resources necessary to achieve the
project's objectives, including identifying the project's scope,
establishing a timeline, assigning tasks and resources, and
budgeting for the project. It determines the relationship
between the work operation and the sequence in which it is
to be performed.

Critical Path Method (CPM) offers the solution through systematic approach. The specific informations
provided by the CPM are enumerated as follows:
1. PERT/CPM pinpoints the particular work operations whose completion times are responsible for controlling
the complete date.
2. It provides means of speeding up a project without excessive costs for overtime.
3. It gives a time leeway or float available for each of the non-critical work operations.
4. It establishes time boundaries for operations with possibilities of shifting resources, equipment and
manpower to meet time requirements.
 1. PLANNING

5. PERT/CPM indicates the earliest starting date for each work operations and sub-contracts for supply and
delivery of materials.
6. It shows the most advantageous scheduling for all operations.
7. It offers a means of assessing the effect on the overall project variations in one operation such as change
orders.
8. PERT/CPM offers a means of re-scheduling the operations but still to be completed at the least increase in
cost.
9. With the critical path schedule as revised to reflect the change order, any claim if any, for additional
payment will be understood both by the owner and the contractor.
10. In case of serious delay due to weather, late material or equipment delivery, the network can be revised
at that stage and new computation is made to determine the new critical operation if any and revised float times
determined for the non-critical operations.
 1. PLANNING
In any project construction undertakings, planning is the most important consideration which includes:
1. Gathering of all the necessary input data to make the PERT/CPM works.
2. Planning phase is the main work of the contractor for being familiar and knowledgeable of his costing
methods of doing business.
3. The contractor can seek assistance for the accomplishment of his work particularly the gathering of data.
4.The contractor has the complete perception, experiences, resources, and interest in getting the project done
in the best possible time and cost.
5. The planning stages give the contractor a "Dry Run" on the construction of the project.
6. If the contractor wants an effective approach and use of the construction management, he must do it
himself.
7. By performing the work personally, one obtains intimate first hand knowledge of the job and gain insight
and details of anticipated problems.
 2. SCHEDULING
SCHEDULING is defined as the process of translating the
arrow diagram into time table of calendar days. This is done by
the day date table converting working days into calendar days
which permits the inclusion of weekends, holidays, weather and
other time lost. It shows the relationships between the operations
and the leeway limitations. All activities should be checked with
the day-to-day table.

• Job control through the use of PERT/CPM gives the. The PERT/CPM diagram should be updated periodically to
management a reliable system identifying job problems account for:
within days in- stead of months. 1. Time discrepancies
• The diagram must show the status of the project at any 2. Deliveries
time and indicate which activities can be started and to 3. Weather
pinpoint the cause of the delay. 4. Change orders
5. Unexpected events or conditions
.
Note: Updating of the diagram is based on the number of
days the project is out of schedule
 3. CONTROLING AND MONITORING

1. The contractor is supplied with time status reports showing the overall status of
the project in general and in particular.
2. The contractor is provided with revised schedules which reflect the actual work
conditions and the project status.
3. The contractor is supplied with cost status reports showing how much money is
being disbursed for what type of expenses.
4. The contractor should be supplied with those reports as frequently as desired
or required to maintain control over the project.
 1 PLANNING PHASE

In the Planning Phase, there are five

inputs that can be obtained:

1. A network diagram defining the

activities in the project.
2. The duration of activities
3. Cost estimates of the activities for
monitoring cost, cash flow requirements
4. Resource estimates
5. Trade indicators (responsibility) for
activity grouping.
2 SCHEDULE PHASE
From the Schedule Phase, there are four output that can
be obtained:
l. The schedule of activities in the network showing the
following:
a. The Critical Activities
b. The Earliest Start date for each activity
c. The Earliest Finish date for each activity
d. The Latest Start date for each activity
e. The Latest Finish date for each activity
f. The Float which refers to the amount of extra time
available for an activity
2. A Bar Chart or a Time Scaled Network.
3. A Resource Analysis
4. A Cash Requirement
 3 CONTROL MONITOR PHASE
The Control Monitor Phase uses actual data which includes:
1. Additions to the project
2. Deletion from the project
3. Changes as to duration, description, trade indicators, cost estimates or resource estimates.
4. Actual starting dates
5. Actual finishing dates

4 OUTPUT PHASE
The Output Phase consists of the following: 4. Revised resource analysis
1. Time status report 5. Revised cash flow predictions
2. Revised schedules 6. Cost status reports
3. Revised Bar Charts/ Arrow Diagram or Network
 THREE MAJOR REASONS
FOR CONSTRUCTION
FAILURE:
1. Unbalanced organization
due to lack of planning
2. Lack of financial planning 3. Poor cost control
and scheduling.
 CHAPTER 5:

THE NETWORK FUNDAMENTALS

 NETWORK
CONVENTIONS
Two Different
The making and Conventions for Making a
Network Diagram: Activity on Arrows (AOA)
reading of a network
diagram requires some • Activity on Arrows
familiarity of the (AOA) – that is using
network conventions. arrows to designate
The network diagram is activities. Activity on Node (AON)
• Activity on Node
composed of a number
(AON) – using nodes
of Arrows and Nodes.
to designate activities.
ELEMENTS OF NETWORK
DIAGRAMMING
ELEMENTS OF NETWORK DIAGRAMMING
Work B cannot start until after work
1 A is completed.

C cannot start until both A and B are

2 completed.

A must be completed before either B

3 or C can start
ELEMENTS OF NETWORK DIAGRAMMING
Both A and C must be completed
4 before either B or D can start.

Both A and B must be completed

5 before C can start. D depends only
on B and A. X is called dummy.

D depends on A and B. C depends

6 on A only. Y is a dummy.
PRINCIPLES IN NETWORKING
OR ARROW DIAGRAM
PRINCIPLES IN NETWORKING OR ARROW DIAGRAM
THAT EVERYTHING OF A NETWORK OR ARROW DIAGRAM MUST
1 HAVE A MEANING

Every arrow represents an D

A item of work and is called
Activity.
All activities that start with the same event
An Event is the starting point of
cannot begin until after the completion of
B an Activity represented by a
all activities that enter that event.
circle, square or any
geometrical form.
E
C
An Activity is
dependent upon and
cannot begin until
In this diagram, the three activities of staking,
after the completion
batter boards and digging which start from
of all proceeding
event 5 must wait until all activities entering
Activities
event 5 have been entirely completed.
PRINCIPLES IN NETWORKING OR ARROW DIAGRAM
THAT AN ACTIVITY HAS A SINGLE DEFINITE STARTING
2 POINT AND A SINGLE DEFINITE ENDING POINT.
An arrow in the network must satisfy two basic
questions:
1 What activities must be completed before this one
can start?
2 What activities cannot be started if this one is not
completed?
THE NETWORK (ARROW DIAGRAM) DOES NOT DESCRIBE
3 TIME RELATIONSHIPS BUT RATHER DEPENDENCY
RELATIONSHIPS.
The length and direction of an activity arrow has no
relationship with the amount of time required to
accomplish the work presented by it. Similarly, two
activities starting with the same event do not necessarily
occur at the same time.
THAT THE NETWORK (ARROW DIAGRAM) IS
4 HARDLY EVER DONE BY A SINGLE PERSON.
The accomplishment of the schedule made in the
network diagram is influenced by several number of
people who have something to do with the project and
should be consulted when making the network.
FUNDAMENTAL ELEMENTS OF
PERT/CPM NETWORKING
FUNDAMENTAL ELEMENTS OF PERT/CPM NETWORKING
Activity – is the work operations required to complete a task or in some
cases, a segment of that task. In short, it is the actual work between events.
The arrows should always point to the right. And arrow which represent
activity is identified by a numbered circle at its tail and another number
circle at its point. The description of the activity is written along the arrow.
Events – is a point in time signifying the beginning or end of one or more
activities. It denotes the completion of all preceding or predecessor’
activities and the beginning of one or more succeeding activities.

The event is indicated on the network as a circle, square, ellipse or any form
of geometrical symbols with a number written therein for identification.
1. Numbering the events follows the construction of the network.
2. No two events shall have the same identification number in the network.
3. For this reason, one or more dummy activities may be used in a network.
 FUNDAMENTAL ELEMENTS OF
PERT/CPM NETWORKING
Activities can either be:
•By their end points such as 1-2; 2-4; etc.
•By letter assigned to an arrow such as; a, b, c, etc.
Dummy Activity – is an arrow on a network showing the
dependent relationship between two activities. However, dummy
activity does not represent actual work efforts, and do not
consume time. Dummy activity may be used in the network to
distinguish between two or more parallel activities.
Duration of an Activity – is the time it takes an activity to be The network diagram indicates sequence of
finished. In short, this is the normal time duration of a task. relationships among major activities on a
Duration activity is the span of time from the Early Start to its project. For instance, activity 2-4 cannot be
Early Finish or from its Late Start to its Late Finish. started according to the network until after
Path – is a sequence of activities that leads from the starting activity 1-2 is completed.
node to the finishing node. Thus, the sequence 1-2-4-6 in the
network of the figure shown is a path. There are two paths from
the starting node to the finishing node. They are:
•Path 1-2-4-6
•Path 1-3-5-6
1 2 3 4

5 6 7 8
RULES FOR NUMBERING EVENTS IN NETWORK DIAGRAM

1. All events should be numbered starting from left to right

2. No event number should be lower than the number of event preceding it (left to
right direction).
3. Event number shall increase from left to right.
4. Events should be numbered from top to bottom. Similarly, increasing should be
consistent from top to bottom or from bottom to top.

When a group of N parallel activities starts from

the same events and ends with the same
subsequent event, N-1 parallel activities in the
group should be joined to the subsequent event
with dummy activities for identification purposes.
SAMPLE PROBLEM 5-1:

From the following table of information, (a) Draw a precedence diagram, (b) Find the Critical Path, (c)
Determine the expected duration of the project.

Activity Precedes Expected time (days)

a c, b 4
c d 12
d i 2
b i 5
e f 3
f j 8
i j 12
j end 9
g h 1
h k 3
k end 5
 SAMPLE PROBLEM 5-1:
From the following table of information, (a)
Examining the table of information above; Letters a, e
Draw a precedence diagram, (b) Find the
and g are absent in the precedes column.
Critical Path, (c) Determine the expected
duration of the project. Therefore, these are the activities without predecessors.
Activity Precedes Expected time a precedes c, d
(days) c precedes f
a c, b 4 g precedes h
c d 12
The next question is to find the Critical Path.
d i 2 Examining the above network diagram, we have the
b i 5 following route or path.
e f 3 Path:
f j 8 a, c, d, i, j = 4 + 12 + 2 + 12 + 9 = 39
i j 12 a, b, i, j = 4 + 5 + 12 + 9 = 30
j end 9 e, f, j = 3 + 8 + 9 = 20
g h 1 g, h, k = 1 + 3 + 15 = 19
h k 3
k end 5
 SAMPLE PROBLEM 5-1:
From the following table of information, (a) From the above tabulation, the highest number is 39, thus,
Draw a precedence diagram, (b) Find the Path a, c, d, i, j is the Critical Path which means the longest
Critical Path, (c) Determine the expected route.
duration of the project. Similarly, the duration of the project is 39 which could be in
Activity Precedes Expected time terms of days, weeks or months.
(days)
a c, b 4
c d 12
d i 2
b i 5
e f 3
f j 8
i j 12
j end 9
g h 1
h k 3
k end 5
 THE
NETWORK
DIAGRAM
 INTRODUCTION
Every project is composed of works, activities, tasks or functions
that are related to one or the other in some manner. But generally,
they must all be completed because the main goal is to finish the
project under the following objectives:
1. To complete the project at the earliest minimum time
2. To use any available manpower, equipment and other resources
3. To complete the project with a minimum capital investment without
causing undue delay

For management to function effectively, the project planning system

used must consider all available alternatives. The options could be
a possibility of utilizing its full resources such as money, manpower,
facilities and equipment.
 Construction management basically consider
Time as the controlling factor of all available
resources from money, manpower, facilities and
equipment. As the controlling factor:

• Time versus number • Time versus number of • Time versus

of manpower equipment Peso

₱
 DEFINITION OF TERMS

• Critical Path - is the longest route in the network of
activities representing a project. The sum of the
activities duration along this route is the duration of the
project.
• In other words, the time required to complete a project
is numerically equal to the length of the route which is
called critical path.
• Critical Activities - Activities along the critical path.
• Earliest Event - Is the earliest time occurrence of an
event sometimes called Earliest Event Time or Early
Event Time. It is the earliest time an event can happen
without delaying the Earliest Start of any activity.
• The Earliest Event time is numerically equal to the
longest path of activities in series from the project start
to the finish. Unless specified, the Earliest Event Time of
the starting event is assumed to be zero.
• The Earliest Start of an activity cannot be
earlier than the earliest event time of the
event.
• In other words, the Earliest Start of any
activity is always equal to the Earliest Event
at the beginning of an arrow which is
sometimes called i-node. The point of an
arrow is called j-node.
• Early Start is not necessarily the point in time
that the activity will be over, but it is the
earliest time that it can occur. It is the first
day after the physical assumption of the
activity.
 DEFINITION OF TERMS
• The Earliest Finish of an activity is equal to its
Earliest Start plus its duration or time.
ES= ES + Duration or
EF = Early Event + Duration
• The Latest Event time - is the latest time the
event may occur without delaying project
completion.
It is numerically equal to the length of the
critical path minus the longest path from the
project and event to the event in question.
• The Latest Finish of an activity cannot be later
than the latest event time of its j-node. In short,
all activities with the same J-node have the
same late finish which is the same as the latest
event time at their common node.
LS +D= LF or LS = LF-D
• Activity Total Float or Activity Total Slack - Is
the span of time an activity can be delayed
after its earliest start time without delaying the
project completion. It is numerically equal to the
total time for the activity minus the activity
duration.
LF - EF = Total Float or
LS - ES = Total Float
 DEFINITION OF TERMS

• The activity Free Float - is the span of time an activity can be delayed after its Early Start
without delaying the Earliest Start of any succeeding actual activity that may be availed of and
still allow its succeeding real activities to begin at their Earliest Start time.

FF = ES -(ES+D)

• Independent Float - Is that portion of the activities Free Float that would remain if all its
preceding activities used up all their float.

I.F.= ES -(LF-D)

Note : When the result of applying this formula is negative, it means that there is no
independent float.
 COMPUTING THE EARLY START AND
THE EARLY FINISH

An algorithm is used to develop four types of informations about the network activities, they are:

ES = The Early Start of time activity. This is assuming that all preceding activities start at the earliest time.
EF = Early Finish of time activity.
LS = Latest time the activity can Start and not delay the project
LF= Latest time the activity can Finish and not delay the project.

After determining the value of each activity, we can proceed to find the following.
1. Expected duration of the project
2. The slack time
3. Determine which activity falls under the critical path
SAMPLE PROBLEM 3.1
• Using the following network diagram, compute for the value of ES and EF
times
SAMPLE PROBLEM 3.1

SOLUTION:
Assume an Early Start (ES = 0) for activities without predecessors or we start from 0. Hence,
activities 1-2 and 1-3 as starting activities are assigned to 0.
The EF time for these activities are:
1) The EF (1-2) = 0 + 10= 10 and
EF (1-3) = 0 + 6 = 6
2) The Early Finish (EF) of activity 1-2 becomes the ES for the two activities 2-4 and 2-5 that follows
it.
3) Similarly, the EF of activity 1-3 becomes the ES for activity 3-5.
Therefore:
ES (2-4) = 10
ES (2-5) = 10
ES (3-5) = 6
SAMPLE PROBLEM 3.1
SUMMARY OF THE COMPUTATIONS:

4.) The corresponding time for these activities are: Activity Duration ES EF
EF (2-4) = 10 + 8 =18
EF (2-5) = 10 + 13 = 23 1-2 10 0 10
EF (3-5) = 6 + 12 = 18 1-3 6 0 6
EF (4-5) = 18 + 4 = 22
2-4 8 10 18
5.) The activity 4-5 has an early starting time ES
equal to EF(2-4)=18 and an early finish time of 2-5 13 10 23
18 +4=22.
3-5 12 6 18
6.) Activity 5-6 with three predecessors has an
early starting time ES equal to 18, 22 and 23. 4-5 4 18 22
Select the the largest number which is 23 plus
duration 2 = 25, the early finish EF. Summary of 5-6 2 23 25
the above computations:
 COMPUTING THE LAST START AND THE
LAST FINISH

The Latest Start (LS) of an activity plus the

duration is equals the Latest Finish (LF)

LF = LS + Duration or
LS = LF - Duration

SAMPLE PROBLEM 3.2

• Determine the Latest Starting time (LS) and
the Late Finish (LF) for each activity of the
following network.
SAMPLE PROBLEM 3.2

SOLUTION:
1) It was found in illustration 3-1 that EF5-6 = 25 and this EF is automatically becomes the LF.

Thus, EF = LF = 25 weeks
2) Solve for the values of LS going Backward from node (6) starting from 25 weeks.
3) LS 5-6 = 25 - 2 (time) = 23
4) For activity 5-6 to start not later than week 23 all immediate predecessors must be finished not later
than that time.
5) For activity 4-5, subtract ; 7) In the same manner:
LS45; = 23 - 4 = 19 For activity 2-5 subtract;
LS 2-5; = 23 -13 = 10
6) For activity 3-5, subtract;
LS 4-5; = 23 - 12 = 11
SAMPLE PROBLEM 3.2
Activity Duration LF LS
For activity 2-4 subtract; LS 2-4; = 19 - 8 = 11
For activity 1-3 subtract; LS1-3; = 11 - 6 = 5
For activity 1-2 subtract, LS 1-2; 10 - 10 = 0 5-6 2 25 23
8) Take note that in node (2) we use the smallest value 4-5 4 23 19
of 10 not 11 weeks in solving backward for LS/LF.
Unlike that in illustration 6-1 we use the largest value of
3-5 12 23 11
ES as we go forward for the next value of EF.
9) Since there are two arrows leaving Node 2, that is 2-5 13 23 10
activity 2-4 with LS = 11 and activity 2-5 with LS = 10
the Latest Finish (LF) for activity 1-2 which is 10 will be 2-4 8 19 11
used being the smallest LS for a leaving arrow.
1-3 6 11 5
The value of LF and LS found will be tabulated as
follows: 1-2 10 10 0
SAMPLE PROBLEM 3.3

• From the following network

diagram, determine the following:

a. The Early Start (ES) - in days

b. The Early Finish (EF) - in days
c. The Latest Start (LS) - in days
d. The Latest Finish (LF) - in days
SAMPLE PROBLEM 3.3

SOLUTION:
Activity LS ES Slacks or LF Slacks
EF

1-2 0 0 0 5 5 0

1-3 2 0 2 4 2 2

2-4 5 5 0 8 8 0

2-5 5 5 0 9 9 0

3-4 4 2 2 8 6 2

4-5 8 8 0 11 11 0
 SOLVING THE FLOAT OR SLACK
TIME

The term Slack is used by PERT which is equivalent to Float of CPM network system.
Slack or Float is the word used for those activities which do not fall on the critical path.
Meaning, that these activities have scheduling Time Leeway that can be used without
adverse effect on the project time completion.
Float = LS - ES
Float = LF – EF
SAMPLE PROBLEM 3.4
• From the following diagram, determine each of the following:
(a) The length of each path, (b) The critical path and (c) The amount of float time for each path

Path Length in Weeks Float/Slack

1-2-3-4-5-6 10+8+4+2 = 24 25-24 = 1
1-2-5-6 10+13+2 = 25 25-25 = 0
1-3-5-6 6+12+2 = 20 25-20 = 5
SAMPLE PROBLEM 3.4
SOLUTION:
Activity LS ES Float (LS-ES)

1-2 (10-10) = 0 At (1) = 0 0

1-3 (11-6) = 5 (6-6) = 0 5
2-4 (19-8) = 11 (0+10) = 10 1
2-5 (23-13) = 10 (0+10) = 10 0
3-5 (23-12) = 11 (0+6) = 6 5
4-5 (23-4) = 19 (10+8) = 18 1
5-6 (25-2) = 23 (10+13) = 23 0
 MAKING OF DATA SHEETS
Step – 1 Indicate the activities and the Estimated Time

DATA SHEET
Step – 2 Fill up the column for ES and EF Step – 3 Continue filling up the column for ES and EF
Step – 4 Continue filling up the column for ES and EF Step – 5 Continue filling up the column for ES and EF
Step – 6 Computing the Last Start (LS) and Last Step – 7 Computing the Last Start (LS) and Last
Finish (LF) by Working Backward on the Network. Finish (LF) by Working Back on the Network.
Step – 8 Computing the Last Start (LS) and Last Finish Step – 9 Computing the Total Float or Slack Time
(LF) by Working Back on the Network.
Step – 10 Computing the Free Float
 Time Scaled Event
Network

7.1 7.2 7.3 7.4

The Gantt Man Power Equipment Probable

Chart Leveling Constraint Time
Estimate
 Time Scaled Event
Network

7.1 7.2 7.3 7.4

The Gantt Man Power Equipment Probable

Chart Leveling Constraint Time
Estimate
 Time Scaled Event
Network

7.1 7.2 7.3 7.4

The Gantt Man Power Equipment Probable

Chart Leveling Constraint Time
Estimate
 Time Scaled Event
Network

7.1 7.2 7.3 7.4

The Gantt Man Power Equipment Probable

Chart Leveling Constraint Time
Estimate
 The Gantt Chart

The Gantt chart is a popular tool for planning and scheduling simple
projects. It serves as an ai of the manager to schedule project
activities an then, to monitor progress over-time by comparing the
planned progress to the actual work progress.
 Ongoing Activities

Other information from

the Chart Individual Project Program
(number of men, machines and
materials)

Request for time extension

Figure 7-1 AN EVENT CPM DIAGRAM NETWORK
 7.2 Manpower Leveling

1. Level the rate of 2. We use leveling to

resource daily usage to comply have a constant daily rate as
with the resource availability. possible for manpower usage.
Manpower
Leveling
4
 Ta b u l a t i o n

1.) Days 1 to 4 the manpower of

activities are:
A c t i v i t y A = 1 0 m e n f o r 11 d a y s
Activity B= 10 men for 4 days
Activity C= 5 men for 7 days
Activity E= 15 men for 5 days
------------------------------------------
To t a l . . . . . 4 0 m e a l x 4 d a y s … … 1 6 0
man days
4
 Ta b u l a t i o n

2.) Day 5 for activities A,C,D and E

we have:
A= 10 men
C= 5 men
D= 15 men
E= 15 men
--------------
To t a l : 4 5 m e n x 1
day………………………45 man days
 Ta b u l a t i o n

3.) Days 6 to 7 for activities A, C

and D:
A = 10 men
C = 5 men
D= 15 men
------------------------
To t a l . . . . . . . . 3 0 m e n x 2 d a y s . . . . . . .
.......60 man days

4
 Ta b u l a t i o n

4.) D a y s 8 t o 11 f o r a c t i v i t i e s A , D ,
F and K.
Activity A = 10 men
Activity D= 15 men
Activity F = 5 men
Activity K = 10 men
To t a l . . . . . . . . . . . . . 4 0 m e n x 4
days..................160 man day
 5.) Day 12 for activities D, F and K Ta b u l a t i o n
15 men + 5 men + 10 men = 30 men
To t a l . . . . . . . . . 3 0 m e n x 1 d a y. . . . . . . . . . . . . . . . . . . 3 0
man days

6.) Day 13 for activities G, H, I and K

10+5+ 15 + 10 = 40 men
To t a l . . . . . . . . . . 4 0 m e n x 1 d a y. . . . . . . . . . . . . . . . . . 4 0
man days
 7.3 Equipment Constraint

The construction of an office building with two separate units is to be

undertaken concurrently and that the project is to be considered
finished after completion of the two units. The five phases of
construction using equipment are shown on the following table:
 Solution
Considering the equipment constraint
and the excavation for the foundation
plus the positioning of the prefab
panels are the activities that require
the services of a crane. The following
alternatives can be drawn up in the
revision of the schedule.
Alternatives
1. Excavate A ahead of B,
positioning panels A ahead of B
2. Excavate A ahead of B,
positioning panels B ahead of A
3. 3. Excavate B ahead of A,
positioning panels A ahead of B
4. 4. Excavate B ahead of A,
positioning panels B ahead of A
Analysis: BACK

ALTERNATIVE -1 BASED ON CONSRAINT OF ONLY ONE CRANE AVAILABLE AT ANY TIME

1.Excavate A ahead of B, positioning panels A ahead of B
Analysis 1: The project duration is 36 weeks, which is 4
weeks longer than 32 weeks when there is no constraint.
Analysis: BACK

ALTERNATIVE -2 BASED ON CONSRAINT OF ONLY ONE CRANE AVAILABLE AT ANY TIME

2. Excavate A ahead of B, positioning panels B ahead of A
Analysis 2: The project duration is 38
weeks longer by 6 weeks.
Analysis: BACK

ALTERNATIVE -3 BASED ON CONSRAINT OF ONLY ONE CRANE AVAILABLE AT ANY TIME

3. Excavate B ahead of A, positioning panels A ahead of B
Analysis 3: The project duration is
38 weeks longer by 6 weeks,
similar to alternative 2.
Analysis: BACK

ALTERNATIVE - 4 BASED ON CONSRAINT OF ONLY ONE CRANE AVAILABLE AT ANY TIME

4. Excavate B ahead of A, positioning panels B ahead of A
Analysis 4: By comparison,
alternative 4 has the shortest
time duration of 36 weeks and
therefore, is recommended in
the execution of the work.
 7.4 Probable Time Estimate

PERT is a management tool that is suited for research and de

velopment projects which are generally non-repetitive in nature and
is sometimes called "once-through" projects.
 1 The Optimistic time

Three Time
Estimates 2
The Most Likely time or
Probabilistic time

3 The Pessimistic time

 Three Time
Estimates

Optimistic time Most Likely or Pessimistic time

Is the estimated minimum time an
activity will take. This is the
expected activity duration when
all the breaks are right. Its
probability is about 1 in 100 or
1% represented by the letter a
Probabilistic Time
Is the estimated normal length of time
an activity takes. This is the time
expected that will most frequently be
required for an activity if it were
done again and again under identical
conditions represented by the letter m.
Is the estimated maximum time
that will be required under the
worst conditions. Its probability is
about 1 in 100 or 1%
represented by the letter b.
Some particular terms
used in Statistics: Frequency Diagram

1. Frequency distribution
2. Normal curve or normal
probability curve,
3. Standard deviation
4. Normal deviate or
probability factor.
Expected Time- is the time computed considering the three times estimate
𝑎 + 4𝑚 + 𝑏
𝐸𝑡 =
6

Variance- reflects the degree of uncertainty associated with an activity’s time

𝑣 2 (𝑏 − 𝑎)2
=
36 36
Probability- is the measure of how likely the specified time will happen or true
𝑠𝑝𝑒𝑐𝑖𝑓𝑖𝑒𝑑 𝑡𝑖𝑚𝑒 − 𝑒𝑐𝑝𝑒𝑐𝑡𝑒𝑑 𝑡𝑖𝑚𝑒
𝑧=
𝑝𝑎𝑡ℎ 𝑠𝑡𝑎𝑛𝑑𝑎𝑟𝑑 𝑑𝑒𝑣𝑖𝑎𝑡𝑖𝑜𝑛
Note: if z > 2.5, probability= 1 or 100%
 Example

From the following network diagram:

1. Compute for the expected time for each activity and the expected duration for each path
2. Identify the critical path
3. Compute the variance for each activity and the variance for each path
4. What is the probability that this project will be completed within 17 weeks of its start?
5. Determine the probability that the project will be completed within 15 weeks?
CRASHING AND
COST PLAN
 REDUCING TIME AND COST
The urgent desire to shorten project construction time is
influenced by the following factors:
1. To avoid penalties for not completing the project or
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 projects.
4. Reduce indirect costs associated with the project such as
a . Facilities and equipment cost
b. Supervision cost
c. Labor cost
d. Personnel cost
 The manager must have certain options at his command that will allow
shortening of the time referred to as "'Crashing Certain Activities".
1. The use of additional funds to support the following
2. Additional personnel
3. Have more efficient equipment
4. Relaxing of some work specifications
The goal in evaluating the time cost-trade-off is to identify a plan that will
minimize the amount of direct and indirect project costs.In particular, the manager
needs the following informations:
1. Regular time and crash time estimates for each activity.
2. Regular cost and crash estimate for each activity
3. A list of activities that are on the critical path.
Those activities on the critical path are potential candidates for crashing. From
the economic view, activities should be crashed according to crashing costs.
1. The lowest cost should be crashed first
2. Crashing should continue as long as the cost to crash is less than the benefits
received from crashing.
 Construction management basically
consider Time as the controlling factor of
all available resources from money,
manpower, facilities and equipment. As
the controlling factor:

• Time versus number of manpower

• Time versus number of equipment

• Time versus Peso

SAMPLE PROBLEM 5.1
• From the following data, perform crashing the project.
Activity Time in Weeks Cost Cost
Normal Crash Normal Crash per week
1-2-(A) 6 2 2,000 10,000 2,000
1-3(B) 8 3 4,000 7,000 600
2-4-(C) 7 4 2,000 3,200 400
3-4-(D) 12 8 8,000 10,000 500
3-5-(E) 7 3 2,000 5,200 800
4-6-(F) 3 1 10,000 14,000 2,000
5-6-(G) 5 2 6,000 8,100 700
5-7-(H) 11 7 6,000 9,600 900
QUESTION: Can we finish the
6-7-(i) 10 6 4,000 8,000 1,000
project in 18 weeks instead of
33 weeks at a cost of less
Total 33 18 ₱44,000 ₱75,100
thanP75,100 in direct cost?
SAMPLE PROBLEM 5.1
QUESTION: Can we finish the project in 18 weeks instead of 33 weeks at a cost of less thanP75,100 in direct
cost?
SOLUTION:

Path Duration in weeks

A,C,F,I 6 + 7 +3 + 10 = 26
B,E,H 8 + 7 + 11 = 26
B,D,F,I 8 + 12 + 3 + 10 = 33
B,E,G,I 8 + 7 + 5 + 10 = 30
SAMPLE PROBLEM 5.1
QUESTION: Can we finish the project in 18 weeks instead of 33 weeks at a cost of less thanP75,100 in direct
cost?

SOLUTION:
Crash this activity to its
minimum time of 8 weeks.
Subtract: 12-8- 4 weeks

Multiply:
4 weeks x P 500 per week = P
2,000
Subtract:
33 weeks- 4 weeks = 29
weeks
SAMPLE PROBLEM 5.1

SOLUTION:
The least expensive activity along this path is
activity B with P 600 cost per week.

Crash or shorten the time of B:

Normal time - Crash time
8 -3 weeks = 5 weeks

Multiply this 5 weeks by P 600 cost per week

P600 x 5 = P 3,000

After crashing the time is 30- 5 weeks = 25

weeks
SAMPLE PROBLEM 5.1

SOLUTION:
The least expensive activity along
this path is activity E with a cost of
P 800 per week

Subtract :
Normal time - Crash time
7-3 weeks x P 800 = P 3,200

After crashing the time is

3+3 + 11 = 17 weeks
SAMPLE PROBLEM 5.1

SOLUTION:

The least expensive activity

along this path to crash is
activity C, with a cost of P 400
per week

Crash or shorten this time:

Subtract :
Normal time- Crash time
7 -4 weeks x P 400 = P 1,200
SAMPLE PROBLEM 5.1

SOLUTION:

The next least expensive activity to

crash is activity I.

Subtract: Normal time - Crash time

10-6 weeks = 4 weeks

Multiply : 4 weeks x 1,000 = P 4,000

SAMPLE PROBLEM 5.1
Path Time Duration
B,D,F,I 3 + 8 + 1 + 6 = 18 weeks
B,E,G,I 3 +3 + 2 = 14 weeks
B,E,H 3 + 3 +2 + 6 = 17 weeks
A,C,F,I 6 + 4 + 1 + 6 = 17 weeks

All Normal project cost …………………………………………. P 44,000

Crash D: From 12 - 8 = 4 x 500 2,000
Crash B: 8-3=5 x 600 3,000
Crash C: 7-4=3 x 400 1,200
Crash G: 5-2=3 x 700 2,100
Crash I: 10 - 6 = 4 x 1,000 4,000
Crash E: 7-3=4 x 800 3,200
Crash F: 3–1=2 x 2,000 4,000
Total………………………………… P 63,500
 GROUP 3
BSCE4-EC1
Asdolo, Cesse Marie
Padios, Roane Kathleen
Patoc, Maria Escille Julce
Soriano, Jannaica Marie