CMPM - Group 3 (Ce-3p)

GROUP
03
CONSTRUCTION METHODS
AND PROJECT MANAGEMENT
CE 413
GROUP
03
TOPIC OVERVIEW
CHAPTER 4 CHAPTER 5 CHAPTER 6
PERT AND CPM THE NETWORK FUNDAMENTALS THE NETWORK DIAGRAM
4.1 INTRODUCTION 5.1 NETWORK 6.1 INTRODUCTION

CONVENTIONS
4.2 PEERT/CPM PROJECT REQUIREMENTS 6.2 PLANNING AND SCHEDULING
4.3 THREE PHASES OF PERT/CPM 6.3 DEFINITION OF TERMS

COMPUTING THE EARLY START AND
6.4 THE EARLY FINISH
COMPUTING THE LAST START AND

6.4 THE LAST FINISH
6.3 SOLVING THE FLOAT OR SLACK TIME

LOGO HERE
PERT AND CPM
CHAPTER
04
CHAPTER
04
INTRODUCTION
WHAT IS PERT AND CPM???
PERT - was develope as result of an looking for an
improved of planning and evaluating progress of
large scale research and development program.
(PROGRAM EVALUTION AND REVIEW TECHNIQUE)
CPM - was designed as a tool for planning,
scheduling and control of construction work. (
CRITICAL PATH METHOD)
PHILIP AUGUSTINE BAGUIO

CHAPTER
04
HISTORY
PERT - Also known as a network diagram, the PERT
chart was first used in the late 1950s by the U.S.
Navy while working on the Polaris missile project
during the Cold War era.
CPM - was developed by J.E kelly of the Remington

Rand Corp. and M.R walker of Du point in an effort of
an commercial industry to make advance scheduling
and cost controll method

CHAPTER
04
SIMILARITIES
PERT and CPM - were develope indepedently,
yet they have a great deal in common. Users
adopted certain features from one technique
for use with the other. is a control tool for
defining the parts of constructions job and
putting them together in a network form.

CHAPTER
04
DIFFERENCE
The main difference is that PERT is a visual technique. It helps project managers plan,
schedule and control tasks, also referred to as activities. CPM is a statistical technique,
though it’s also used to plan, schedule and control. However, it uses well-defined tasks to
do so.
Another difference is what PERT CPM does. CPM is used to control cost and time, and
PERT is a must for controlling time when planning. PERT is also more of a development
and research tool. CPM is more often found in construction project management.

CHAPTER
PERT/CPM PROJECT 04
REQUIRREMENTS
Under Presidential Decree (PD) 1594, Prescribing
Policies, Guidelines, Rules and Regulations for
government infrastructure contracts provides that:
On January 27, 1968, president Ferdinand E. Marcos

issued Memorandum Circular No. 153 which
provides that:

CHAPTER
PERT/CPM PROJECT 04
REQUIRREMENTS
On June 19, 1968, the Executive Committee for
Infrastructure Program implemented the
Presidential Order in a letter to all implementing
agencies to wit:
Section 6 of R.A 5979 requires the application of

PERT/CPM technique to all projects with an
estimated cost of P100,000 or more. Thus,
PERT/CPM now has become an integral part as
requirement of project construction management.
THE THREE PHASES OF
PERT/CPM
The following down below are the three phases of
PERT/CPM:
1. Planning
2. Scheduling
3. Control-Monitor
CHAPTER
04
JAN FORD COLEY BALDIVINO
THE THREE PHASES OF
PERT/CPM: PLANNING
Planning is described as establishing the
relationship between work operation and the
sequence in which they are executed. Whiles,
sequence consists of the distribution of work time
to each particular activities and dictating the
schedule of starting and finishing of those
CHAPTER particular activities to which they can be done in
04 various ways at different costs and different time

duration.

THE THREE PHASES OF
PERT/CPM: PLANNING
Commonly, constructions have a specific contract
time and when the contract time is less, it requires
greater indirect costs, overtime etc., due to the fact
that work must be sped up to meet the deadline.
Although, shortening a particular operation may

CHAPTER seem beneficial in order to meet the target date but
04 it may lead to uneccessary costs as other

operations must be rushed as well.

THE THREE PHASES OF
PERT/CPM: PLANNING
The Critical Path Method (CPM) provides a solution and the
information provided by the CPM are:
1. PERT/CPM highlights the particular work operations whose
completion time are responsible for controlling the complete
date
2. It offers a means of speeding up a project without excessive
CHAPTER costs for overtime.
04 3. It allows a time leeway available for each of the non-critical

work activities

THE THREE PHASES OF
PERT/CPM: PLANNING
4. It determines time boundaries for operations with potential of
shiting of reasources, equipment and manpower to achieve time
requirements.
5. It Indicates the earliest initial date for each tasks and sub-
contracts for supply and delivery of materials.
6. It shows the most advantageous scheduling for all operations
CHAPTER 7. It provides a means of assessing the outcome on the overall
04 project variations in one particular operation. For example, change

orders

THE THREE PHASES OF
PERT/CPM: PLANNING
8. In the context of change orders to which the owner would not
like to extend the contract time, PERT/CPM is used for re-
scheduling of assignments
9. With the new revised schedule, critical path schedule, made to
accomodate the change order, and any claim for supplementary
payment will be understood by both contractor and owner
10. In the case of serious delay due to weather, later material or
CHAPTER
equipment deliver, revision may be done so at that stage and new
04 computation is made to determine the new critical operation if any
and the revised float times clarified for the non-critical operations
THE THREE PHASES OF
PERT/CPM: PLANNING
In construction projects, planning is the most significant elements
that contains the following:
1. Gathering of all necessary input date to make the PERT/CPM
work.
2. The planning phase is the main assignment of the contractor.
3. The contractor can seek help for the achievement of his work but
the basic responsibility cannot be delegated to any outsider group
CHAPTER 4. The contractor has the perception, expeirinces, resources and
04 interest in completing the project with the least possbile time and
cost.

THE THREE PHASES OF
PERT/CPM: PLANNING
5. The planning stages allows a contructor a ‘’dry run’’ on the
contruction 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 gains first hand knowledge
of the job and inside and details of anticipated problems
CHAPTER
04
THE THREE PHASES OF
PERT/CPM: SCHEDULING
Scheduling in PERT/CPM is stated as the process of translating the arrow
diagram into a time table of calendar days by using the day date table
method changing the working days into calendar day which involves
weekends, holidays, weather and other time lost.
The PERT/CPM schedule displays the link between the operations and the
leeway limitations. All assignments should be checked with the day to day
CHAPTER table, and all crew and management restrainst along the critical path
04
should be verified and adjusted to accomplish satisfactory project
completion. Non-critical activities can be scheduled to efficiently make use
of the manpower and available resources.
THE THREE PHASES OF
The usage of PERT/CPM in job control allows the management to
depend on a reliable system determining job problems daily
instead of monthly. Progress along the arrow diagram should be
updated for immediate references and the digram must show the
status of the project at any given time and must indicate which
works can begin and to identify the cause of the delay.
CHAPTER
04
THE THREE PHASES OF
The PERT/CPM diagram should be updated periodically to account
for:
1.Time discrepancies
2.Deliveries
3.Weather
4.Change orders
CHAPTER 5.Unexpected events or conditions
04
THE THREE PHASES OF PERT/CPM:
CONTROLLING AND MONITORING
The key to a successful network programming is flexibility and
updated re-computations due to changing conditions. To
constantly keep the schedule updated, it can be done manually but
it is cheaper and easier having it done by the aid of a computer to
have the following output:
1. The contractor is supplied with time status reports showing the
CHAPTER overall status of the project in general and in particular
04 2. The contractor is given the revised schedules which

corresponds with the actualy work and the project status

3. The contractor is provided with cost status reports displaying
the expense and what type of expenses
4. The contractor should be supplied with those reports as
frequently as desired to main control over project
CHAPTER
04
There are five inputs that can be obtained in the Planning Phase:
1. A network diagram highlighting the activities in the project.
2. The duration of the ativities
3. Cost estimates of the activities for monitoring cost, cas flow
requirements
4. Resource estimates
CHAPTER 5. Trade indicators (responsibility) for activity grouping
04
From the Schedule Phase, there are four outputs that can be
gained:
1. The schedule of work in the network showing the following:
a. The Critical Activities
b. The earliest start date for each assignment
c. The earliest finish date for each assignment
CHAPTER d. The latest start date for each assignment
04 e. The latest finish date for each assignment

f. The Float which refers to the amount of extra time
available for an acitivity
2. A Bar Chart or a Time Scale Network (Arrow Diagram)
3. A Resource Analysis describing the number and kind of
resources, mapower, equipment and others that are needed for
each day of the prjoect.
4. A Cash Requirement Prediction defining how much cash to be
disbursed for the works and the amount of capital that will be
CHAPTER collected as a result of wrk accomplishment
04
The Control Monitor Phase uses data which includes the following:
1. Additions to the project- Refers to the new activities
2. Deletion from the project
3. Changes to duration, description, trade indicators, cost
estimates or resource estimates
1. Actual starting dates
CHAPTER 2. Actual finishing dates
04
The Output Phase uses data which includes the following:
1. Time status report
2. Revised schedules
3. Revised bar charts (Arrow diagram or network)
4. Revised resource analysis
5. Revised cash flow predictions
CHAPTER 6. Cost status reports
04
There are three major explainations for construction failure:
1. Unbalanced organization due to lack of planning and
scheduling
2. Lack of financial planning
3. Poor cost control
CHAPTER
04
LOGO HERE
THE NETWORK FUNDAMENTALS
CHAPTER
05
CHAPTER
NETWORK CONVENTIONS 05
Network conventions refer to the standard rules and practices used
to create and interpret network diagrams. These conventions ensure
consistency and clarity in representing project schedules, activities,
dependencies, and critical paths.
TWO NETWORK CONVENTIONS:
ACTIVITY ON ARROW (AOA) USING ARROWS TO DESIGNATE ACTIVITIES
ACTIVITY ON NODES (AON) USING NODES TO DESIGNATE ACTIVITIES
JOELINA CARL TEH

CHAPTER
NETWORK CONVENTIONS 05
TWO NETWORK CONVENTIONS:
ACTIVITY ON ARROW (AOA) USING ARROWS TO DESIGNATE ACTIVITIES
A B
ACTIVITY ON NODES (AON) USING NODES TO DESIGNATE ACTIVITIES
1 A 2 B 3
JOELINA CARL TEH

CHAPTER
TWO NETWORK CONVENTIONS 05

ACTIVITY ON ARROW (AOA) ACTIVITY ON NODES (AON)
Work C cannot start until work B
A B C is completed, work B cannot 1 A 2 B 3 C 4
start until work A is completed.
A 1 A
C Work C cannot start until both
3 C 4
A and B is completed. B
B 2
B B 3
Work A must be completed
A either B and C can start.
1 A 2
C C
4
JOELINA CARL TEH

CHAPTER
TWO NETWORK CONVENTIONS 05

ACTIVITY ON ARROW (AOA) ACTIVITY ON NODES (AON)
A C Both A and B must be completed 1 A C 4
before either C or D can start. 3
B D B D
2 5
A C Both A and B must be completed before 1 A 3 C 5

X C can start. D depends only on B and A. X
B D X is called dummy. 2 B 4 D 6
A C D depends on A and B, 1 A 3 C 5
X X
C depends on A only .
B D Y is called dummy. 2 B 4 D 6
JOELINA CARL TEH

CHAPTER
PRINCIPLES IN NETWORKING OR ARROW DIAGRAM 05

PRINCIPLE NO. 1 THAT EVERYTHING IN THE NETWORK OR ARROW DIAGRAM MUST HAVE A MEANING.
A) Every arrow represents an item of work and is C) An ACTIVITY is dependent upon and cannot begin
called ACTIVITY. until after the completion of all preceding ACTIVITIES.
Example: Example: MAKING FORMS POUR FOOTING SLAB
EXCAVATION 3
ORDER AND DELIVER CEMENT
B) An EVENT is the starting point of an ACTIVITY D) All activities that start with the same event cannot
represented by a CIRCLE, SQUARE or ANY begin until after the completion of all activities that
geeometrical form. enter that event.
Example: Example:
MAKING FORMS POUR FOOTING SLAB
EXCAVATION 3
ORDER AND DELIVER CEMENT POUR PEDESTAL
JOELINA CARL TEH

CHAPTER

PRINCIPLE NO. 2 THAT AN ACTIVITY HAS A SINGLE DEFINITE STARTING POINT AND A SINGLE DEFINITE ENDING POINT
An arrow in the network must satisfy this 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
POUR FOOTING BLOCK LAYING

4
DIGGING FORMS
1 2 3
WALL FOOTING
JOELINA CARL TEH

CHAPTER

PRINCIPLE NO. 3 THE NETWORK DIAGRAM DOES NOT DESCRIBE TIME RELATIONSHIPS BUT RATHER
DEPENDENCY RELATIONSHIPS.
The length and direction of an activity arrow has no relatioship 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.
JOELINA CARL TEH

CHAPTER

PRINCIPLE NO. 4 THAT THE NETWORK (ARROW DIAGRAM) IS 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.
Likewise, the sub-contractors and suppliers should be asked to review the

network to be sure that the activities affecting their participation is
accurately and realistically described.
JOELINA CARL TEH

CHAPTER
FUNDAMENTAL ELEMENTS OF PERT/CPM NETWORKING 05

The fundamental elements of PERT/CPM networking activities are:
ACTIVITY, EVENT and TIME
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.
Example: Clearing, Example:

Excavation CLEARING
Foundation 1 2
Concreting works
The arrows should always point to the right. The 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.
AXL JHEYD CABAÑEROS

CHAPTER

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.
CLEARING GRUBBING
1 2 3
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.

CHAPTER

C
Activities can either be: A
2 4 F
E 6
1. By their end points such as 1-2; 2-4; etc. 1 DUMMY
G
2. By letter assigned to an arrow such as; a, b, c, etc. B
5
3 D
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 con- sume time. Dummy
activity may be used in the network to dis- tinguish between two or more parallel activities.
DURATION OF AN ACTIVITY -is the time it takes an activity to be finished. In short, this is the normal
time duration of a task. Duration activity is the span of time from the Early Start to its Early Finish or
from its Late Start to its Late Finish.

CHAPTER

PATH - is a sequence of activities that leads from the starting node to the finishing node.
Path 1-2-4-6
C
2 4 F
A E 6
1 DUMMY
B 3 D 5 G
Path 1-3-5-6

CHAPTER
RULES FOR NUMBERING EVENTS IN A NETWORK DIAGRAM 05

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 bottom to top.
A
2 E
B
1 5
C F
D 3 G
4
CHAPTER
EXAMPLE
ACTIVITY PRECEDES EXPECTED TIME (DAYS)
05
A C, B 4
C D 12
D I 2 NOTE:
B I 5
1.USE PENCIL IN CONSTRUCTING PRECEDENCE DIAGRAM.
E F 3
2. ACTIVITIES WITHOUT PREDECESSORS ARE PLACED AT THE
F J 8
I J 12 START OF THE NETWORK (LEFT SIDE)
J END 9 3. ACTIVITIES WITH MULTIPLE PREDECESSORS ARE LOCATED AT
G H 1 PATH INTERSECTIONS.
H K 3
4. START WITH A SINGLE NODE AND END WITH A SINGLE NODE
K END 15
5. AVOID HAVING PATHS THAT CROSS WITH EACH OTHER.
6. NUMBER NODES FROM LEFT TO RIGHT
7. ACTIVITIES SHOULD GO FROM LEFT TO RIGHT.
8. USE ONLY ONE ARROW BETWEEN ANY PAIR OF NODES

CHAPTER
EXAMPLE
ACTIVITY PRECEDES EXPECTED TIME (DAYS) 5 05
A C, B 4 C D
C D 12
B
D
B
I
I
2
5
2 7
E F 3 A I
F J 8
E
I
J
J
END
12
9 1 3
F
8
G H 1
H K 3 J
G
K END 15
H K
4 6 9

CHAPTER
EXAMPLE
ACTIVITY PRECEDES EXPECTED TIME (DAYS)
C
5
D
05
A C, B 4
B
2 7
C D 12
D I 2
B I 5 A I
E F 3
E
F
I
J
J
8
12 1 3
F
8
J END 9
J
G H 1 G
H K 3
H K
K END 15 4 6 9
PATH EXPECTED TIME (DAYS) TOTAL DURATION
A, C, D , I , J 4 + 12 + 2 +12 + 9 39
A, B, I, J 4 + 5 + 12 + 9 30
E, F, J 3+8+9 20
G,H, K 1 + 3 + 15 19

LOGO HERE
THE NETWORK DIAGRAM
CHAPTER
06
CHAPTER
NETWORK DIAGRAM 06
C
2 4 F
A E 6
1 DUMMY
B 3 D 5 G
A network diagram is a graphical representation of project activities,

their dependencies, and the critical path. It provides a visual depiction of the
project schedule, showing the sequence of activities and their relationships.
FRANCIS JOHN YAGON

CHAPTER
NETWORK DIAGRAM 06
Every project is composed of works, activities, tasks or functions that are related to
one or the other in some manner, 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.
Time is considered as the controlling factor in Construction Management:

1. Time versus number of manpower
2. Time versus number of equipment
3. Time versus Peso
FRANCIS JOHN YAGON

CHAPTER
PLANNING AND SCHEDULING 06

PLANNING - is the logical sequence of the job to be performed and must be formalized under the
following considerations:
1. The logic of its sequence must be reviewed for correctness.
2. A further review should be entertained to ascertain that all phases of works should appear.
3. That the scope of work is correctly interpreted.
PLANNING OBJECTIVES
The project manager's objective in planning could be summarized as follows:
1. To represent graphically the specific job and the proper sequence of the job.
2. To establish a medium for estimating the time, manpower or other resources necessary for each job.
3. To have available sequential arrangement of the jobs, an accurate estimate of resources and the
alternative plans based on the scope of work.
SCHEDULING - only secondary to planning. It is the process of allocating calendar dates to jobs based on
the approved plan. General time boundaries are determined for each job during the process of planning.
FRANCIS JOHN YAGON

CHAPTER
DEFINITION OF TERMS 06
CRITICAL PATH - 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.
EARLIEST EVENT - the earliest time occurrence of an event sometimes called Earliest Event Time or
Early Event Time.
EARLIEST START - 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.
i-node 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.
FRANCIS JOHN YAGON

CHAPTER
EARLIEST FINISH - The Earliest Finish of an activity is equal to its Earliest Start plus its duration or time.
Therefore: EF = EF + Duration or EF = Eearly Event + Duration
LATEST EVENT TIME - is the latest time the event may occur without delaying project completion.
LATEST FINISH - is an activity cannot be later than the latest event

LS + D = LF or LS = LF - D
TOTAL FLOAT or TOTAL SLACK - Is the span of time an activity can be delayed after its earliest start
time without delaying the project completion.
LF - EF = TOTAL FLOAT
LS + D - (ES + D) = TOTAL FLOAT
LS - ES = TOTAL FLOAT
FRANCIS JOHN YAGON

CHAPTER
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;
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)
FRANCIS JOHN YAGON

CHAPTER
COMPUTING THE EARLY START 06

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.
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.
JOHN ARDEE ENOC

CHAPTER
RULES IN COMPUTING THE EARLY START (ES) 06

AND THE EARLY FINISH (EF)
RULE NO. 1 : The Earliest Finish (EF) for any activity is equal to its earliest starting
time plus its expected duration time(t) .
EF = ES + t
RULE NO. 2 : For nodes with one entering arrow, ES. for activities at such node is
equal to EF of the entering arrow. For nodes with multiple entering arrows, the ES for
activities leaving such node is equals the largest EF of the entering arrow.
JOHN ARDEE ENOC

CHAPTER
EXAMPLE
COMPUTE FOR THE VALUE OF ES AND EF TIMES 06
0 10 18
10 8
START 1 2 4
13 4
6
23 22 25
12 2
3 5 6 END
6 18
Assume an Early Start ( ES=0 ) for activities without predecessors
JOHN ARDEE ENOC

CHAPTER
EXAMPLE
SOLUTION:
06
FIRST: EF (1-2) = 0 + 10 = 10 FOURTH: The corresponding time for these activities are:
EF (1-3) = 0 + 6 = 6 EF (2-4) = 10 + 8 = 18
EF (2-5) = 10 + 13 = 23
SECOND: The Early Finish (EF) of activity 1-2 EF (3-5) = 6 + 12 = 18
becomes the ES for the two activities 2-4 EF (4-5) = 18 + 4 = 22
and 2-5 that follows it.
FIFTH: The activity 4-5 has an early starting time ES equal
THIRD: Similarly, the EF of activity 1-3 to EF (2-4) =18 and an early finish time of 18 + 4= 22.
becomes the ES for activity 3-5. Therefore:
SIXTH: Activity 5-6 with three predecessors has an early
ES (2-4) = 10
starting time ES equal to 18, 22 and 23. Select the largest
ES (2-5) = 10
number which is 23 plus duration 2 = 25, the early finish EF.
ES (3-5) = 6
JOHN ARDEE ENOC

CHAPTER
EXAMPLE
SUMMARY OF THE EXAMPLE COMPUTATIONS: 06
ACTIVITY DURATION ES EF
1-2 10 0 10
1-3 6 0 6
2-4 8 10 18
2-5 13 10 23
3-5 12 6 18
4-5 4 16 22
5-6 2 23 25
Note: The Latest Finish is the duration of the project. Therefore, the
expected length of the project is 25 weeks.
JOHN ARDEE ENOC

CHAPTER
COMPUTING THE LAST START AND THE LAST FINISH 06

The Latest Start (LS) of an activity plus the duration is equals the Latest Finish (LF)
LF = LS + Duration
LS = LF - Duration
EXAMPLE
DETERMINE THE VALUE OF LAST START (LS) AND LAST FINISH (LF)
0 11 19
10 8
START 1 2 4
5 10
13 4
6
23 25
12 2
11 3 5 6 END
MERLAINE LOOD
CHAPTER
EXAMPLE
SOLUTION:
06
FIRST: It was found in the previous example FIFTH: For activity 4-5, subtract; LS (4-5) = 23 - 4 = 19
that EF (5-6) = 25 and this EF is automatically For activity 3-5, subtract; LS (3-5) = 23 - 12 = 11
becomes the LF. For activity 2-5, subtract; LS (2-5) = 23 - 13 = 10
EF = LF = 25 weeks For activity 2-4, subtract; LS (2-4) = 19 - 8 = 11
For activity 1-3, subtract; LS (1-3) = 11 - 6 = 5
SECOND: Solve for the values of LS going For activity 1-2, subtract; LS (1-2) = 10 - 10 = 0
Backward from node (6) starting from 25 weeks.
SIXTH: Take note that in node (2) we use the smallest value
THIRD: LS (5-6) = 25 - 2 (time) of 10 not 11 weeks in solving backward for LS/LF.
= 23
SEVENTH: Since there are two arrows leaving Node 2, that
FOURTH: For activity 5-6 to start not later than is activity 2-4 with LS=11 and activity 2-5 with LS=10 the
week 23 all immediate predecessors must be Latest Finish (LF) for activity 1-2 which is 10 will be used
finished not later than that time. being the smallest LS for a leaving arrow.
MERLAINE LOOD
CHAPTER
EXAMPLE
The value of LF and LS found will be tabulated as follows: 06
ACTIVITY DURATION LF LS
5-6 2 25 23
4-5 4 23 19
3-5 12 23 11
2-5 13 23 10
2-4 8 19 11
1-3 6 11 5
1-2 10 10 0
MERLAINE LOOD
CHAPTER
SOLVING THE FLOAT OR SLACK TIME 06

The term Slack is used by PERT which is equivalent to Float of CPM network system. It
represents the amount of time that an activity can be delayed without delaying the early
start of any subsequent activities or the project's finish date.
Slack or Float is the word used for those activities which do not fall on the critical path.
FLOAT = LS - ES
or
FLOAT = LF - EF
MARGIE EZADORA GUMAHIN

CHAPTER
EXAMPLE
DETERMINE THE FOLLOWING:
06
(a) The length of each path; (b) The critical path and; (c) The amount of float time for each path.
EF=ES+D
0 0+10=10 10+8=18
10-10=0 10 8
START 1 2 19-8=11 4
11-6=5 23-13=10 23-4=19
13 4
6 10
+1
3=
0+6=6 23 18+4=22 23+2=25
12 6+12=18 2
23-12=11 3 5 6 END
25-2=23 LS=LF-D
LF=LS+D

CHAPTER
EXAMPLE
DETERMINE THE FOLLOWING:
06
(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
1-2-4-5-6 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
CRITICAL PATH - LENGTH IN WEEKS = FLOAT/SLACK

CHAPTER
EXAMPLE
06
FLOAT
ACTIVITY LS ES (LS-ES)
1-2 10-10 = 0 0 0
1-3 11-6 = 5 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

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CMPM - Group 3 (Ce-3p)

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GROUP

4.1 INTRODUCTION 5.1 NETWORK 6.1 INTRODUCTION

4.3 THREE PHASES OF PERT/CPM 6.3 DEFINITION OF TERMS

COMPUTING THE LAST START AND

6.3 SOLVING THE FLOAT OR SLACK TIME

PERT AND CPM

PHILIP AUGUSTINE BAGUIO

CPM - was developed by J.E kelly of the Remington

PHILIP AUGUSTINE BAGUIO

PHILIP AUGUSTINE BAGUIO

PHILIP AUGUSTINE BAGUIO

On January 27, 1968, president Ferdinand E. Marcos

PHILIP AUGUSTINE BAGUIO

Section 6 of R.A 5979 requires the application of

04 various ways at different costs and different time

JAN FORD COLEY BALDIVINO

Although, shortening a particular operation may

04 it may lead to uneccessary costs as other

JAN FORD COLEY BALDIVINO

04 3. It allows a time leeway available for each of the non-critical

JAN FORD COLEY BALDIVINO

04 project variations in one particular operation. For example, change

JAN FORD COLEY BALDIVINO

JAN FORD COLEY BALDIVINO

04 2. The contractor is given the revised schedules which

JAN FORD COLEY BALDIVINO

04 e. The latest finish date for each assignment

THE NETWORK FUNDAMENTALS

TWO NETWORK CONVENTIONS:

ACTIVITY ON ARROW (AOA) USING ARROWS TO DESIGNATE ACTIVITIES

ACTIVITY ON NODES (AON) USING NODES TO DESIGNATE ACTIVITIES

JOELINA CARL TEH

ACTIVITY ON ARROW (AOA) USING ARROWS TO DESIGNATE ACTIVITIES

JOELINA CARL TEH

TWO NETWORK CONVENTIONS 05

JOELINA CARL TEH

TWO NETWORK CONVENTIONS 05

A C Both A and B must be completed before 1 A 3 C 5

JOELINA CARL TEH

PRINCIPLES IN NETWORKING OR ARROW DIAGRAM 05

JOELINA CARL TEH

PRINCIPLES IN NETWORKING OR ARROW DIAGRAM 05

An arrow in the network must satisfy this two basic questions:

POUR FOOTING BLOCK LAYING

JOELINA CARL TEH

PRINCIPLES IN NETWORKING OR ARROW DIAGRAM 05

JOELINA CARL TEH

PRINCIPLES IN NETWORKING OR ARROW DIAGRAM 05

The accomplishment of the schedule made in the network diagram is

Likewise, the sub-contractors and suppliers should be asked to review the

JOELINA CARL TEH

FUNDAMENTAL ELEMENTS OF PERT/CPM NETWORKING 05

Example: Clearing, Example:

AXL JHEYD CABAÑEROS

FUNDAMENTAL ELEMENTS OF PERT/CPM NETWORKING 05

AXL JHEYD CABAÑEROS

FUNDAMENTAL ELEMENTS OF PERT/CPM NETWORKING 05

AXL JHEYD CABAÑEROS

FUNDAMENTAL ELEMENTS OF PERT/CPM NETWORKING 05

AXL JHEYD CABAÑEROS

RULES FOR NUMBERING EVENTS IN A NETWORK D﻿IAGRAM 05

AXL JHEYD CABAÑEROS

AXL JHEYD CABAÑEROS

RULES FOR NUMBERING EVENTS IN A NETWORK DIAGRAM 05