PERT AND CPM

1 2 3
PERT/CPM –
INTRODUCTI THREE
PROJECT
ON PHASES OF
REQUIREME
PERT/CPM
NTS
What is
PERT?
PERT is a Program Evaluation and Review
Technique.

What is
CPM?
CPM is the Critical Path Method.
PERT and
CPM?
These are networks developed independently in the later part
of 1950s.

Techniques used for planning and coordinating large scale

projects.

The use of PERT began in 1958 to speed up the Polaris

Missile project.
POLARIS MISSILE
PROJECT

3,000 contractors

11,000 sub-contractors
Developers of
CPM

J.E Kelly M.R. Walker

of the Remington Rand Corp. of Du Pont
 PER vs. CPM
Critical Path Method is a Project

T
Project Evaluation and Review
Technique is a technique used to plan
Definition
and control large scale projects.
Management technique which plans
and controls complex but routine
projects.

Event-Oriented Orientation Activity-Oriented

Probabilistic Activities Deterministic

Time Focus Time and Cost Trade off

 PER vs. CPM
T
Three times estimates

High precision time

Estimates One time estimate

Reasonable time
Suitable for
estimate estimate

Non-repetitive activities Nature of Job Repetitive Activities

Research and Development

Usage Construction Projects
Projects
PERT/CP
M
Control tool for defining the parts of construction job and putting
them together in a network form.

Only serves the project manager to see the whole picture of the
entire job.

Encourages periodic re-evaluation and providing an accurate

measure of progress
PERT/CPM Project
Requirements
Presidential Decree 1594

PRESCRIBING POLICIES, GUIDELINES, RULES AND REG

ULATIONS FOR GOVERNMENT INFRASTRUCTURE CON
TRACTS
PERT/CPM Project
Requirements
Memorandum Circular 153, s. 1968
-signed by Pres. Ferdinand E. Marcos Jan 27, 1968

Gantt Chart (Bar Type) PERT/CPM Network

PERT/CPM Project
Requirements
Gantt Chart (Bar Type)
PERT/CPM Project
Requirements
PERT/CPM
NETWORK
PERT/CPM Project
Requirements
RA 5979
AN ACT APPROPRIATING FUNDS FOR PUBLIC
WORKS, SYNCHRONIZING THE SAME WITH
PREVIOUS PUBLIC WORKS APPROPRIATIONS

- Section 6 of the act requires application of PERT/CPM

technique to all projects with an estimated cost of P100,000 or
more
PERT/CPM Project
Requirements
With the use of PERT/CPM, the project manager can obtain:

1. The graphical display of project activities.

2. An estimate of how long the project last.
3. Determine which activities are the most critical to timely project
completion.
4. Determine how long any activity can be delayed without lengthening
the project.
Three Phases of
PERT/CPM
1 2 3
PLANNING SCHEDULING CONTROL-
MONITOR
Plannin
g - defined as determining the relationship between the work
operation and the sequence in which they are to be performed.
Plannin
The Critical Path Method (CPM) offers the solution through
g systematic approach. The specific information provided by the CPM
is enumerated as follows:

1. Pinpoints particular focal work operations...

2. Provides means of speeding up a project without excessive
cost for overtime.
3. Gives time leeway or float available for each of the non-
critical work operations.
Plannin
The Critical Path Method (CPM) offers the solution through
g systematic approach. The specific information provided by the CPM
is enumerated as follows:
4. Establishes time boundaries for operations with
possibilities of change…
5. PERT/CPM indicates the earliest starting date for each work
operations and sub-contracts for supply and delivery of
materials.
6. Shows the most advantageous scheduling for all operations.
Plannin
The Critical Path Method (CPM) offers the solution through
g systematic approach. The specific information provided by the CPM
is enumerated as follows:
7. Offers a means of assessing the effect on the overall project
variations in one operation such as change orders.
8. Offers a means of rescheduling the operations but still to be
completed at the least increase in cost.
9. With 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.
Plannin
The Critical Path Method (CPM) offers the solution through
g systematic approach. The specific information provided by the CPM
is enumerated as follows:

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.
Plannin
g most important consideration which includes:
In any project construction undertakings, planning is the

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, but his basic responsibility on this
matter cannot be delegated to any outsider group.
Plannin
g most important consideration which includes:
In any project construction undertakings, planning is the

3. The contractor has the complete perception, experiences, resources, and

interest in getting the project done in the best possible time and cost.
4. The planning stages give the contractor a “Dry Run” on the construction of the
project.
5. If the contractor wants an effective approach and use of the construction
management, he must do it himself.
Plannin
g most important consideration which includes:
In any project construction undertakings, planning is the

7. By performing the work personally, one obtains intimate first-hand

knowledge of the job and gain insight and details of anticipated problems.
Schedulin
g calendar days.
- process of translating the arrow diagram into time table of

- done by the day date table converting working days into

calendar days which permits the inclusion of weekends,
holidays, weather and other time lost.

The PERT/CPM schedule shows the relationships between

the operations and the leeway limitations.
Schedulin
g The 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

Updating of the diagram is based on the number of days the project is out of
schedule.
 Controlling and
Monitoring
Flexibility and updated re-computations brought about by changing
conditions is the key to a successful network programming.
Controlling and
Monitoring
1. The contractor is supplied with time status report 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.
Controlling and
Monitoring
In 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.
Controlling and
Monitoring
From the Schedule Phase, there are four outputs that can be
obtained:

1. 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
Controlling and
Monitoring
From the Schedule Phase, there are four outputs that can be
obtained:

2.A Bar Chart or a Time Scaled Network

3.A Resource Analysis
4.A Cash Requirement
Controlling and
Monitoring
The Control Monitor Phase uses actual data which includes:

1. Additions to the Project

2. Deletion from the project
3. Changes
4. Actual starting dates
5. Actual finishing dates
Controlling and
Monitoring
The Output Phase consists of 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
6.Cost status reports
Controlling and
Monitoring
There are three major reasons for construction failure:

1.Unbalanced organization due to lack of planning and

scheduling
2.Lack of financial planning
3.Poor cost control
 THE NETWORK
FUNDAMENTALS
Network Conventions
Use of Network or Precedence Diagram
- main features of PERT/CPM
- key in solving typical problems
- clearly indicate which of the activities must be performed
independently with each other
Network/Precedence Diagram
- composed of Arrows and Nodes

Two Slightly Different Conventions for Making Network Diagram

Activity on Arrow (AOA) Activity on Node

(AON)
using arrows to designate activities using nodes to designate activity

A B a b
1 2 3
Elements of Networking or Diagram
DIAGRAM DESCRIPTION

A B Work B cannot start until after work A is completed

A C cannot start until Both A and B are completed

C
B
A must be completed before either B or C can

A B start

C
Elements of Networking or Diagram
DIAGRAM DESCRIPTION
A B Both A and C must be completed before either B or C
can start

C D
Both A and B must be completed before C can start. D
depends only on B and A.
X is called dummy
A C

B D
Elements of Networking or Diagram

DIAGRAM DESCRIPTION
D depends on A and B.
A C C depends on A only.
Y is a dummy.

B D
Principles in Networking or Arrow Diagram
PRINCIPLE No. 1
That everything in the network or arrow diagram must have
a meaning, Thus;
a.) Every arrow represents an item of work and is Excavation
called Activity.
b.) An Event is the starting point of an Activity
represented by a circle, square or any geometrical Excavation
form.
c.) An Activity is dependent upon and cannot Making Pour Footing
Forms Slab
begin until after the completion of all preceding 3
Activities.
Order and
Deliver Cement
Principles in Networking or Arrow Diagram
PRINCIPLE No. 1
e.) All activities that start with the same event Making Pour Footing
cannot begin until after the completion of all Forms Slab
3
activities that enter that event.
Order and
Pour Pedestal
Deliver Cement

Secure Bldg Permit Staking

5 Batter Boards

Clearing the Site

Digging
Principles in Networking or Arrow Diagram
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 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?
Principles in Networking or Arrow Diagram
PRINCIPLE No. 2
Block Laying
Pour Footing
4
Digging Forms
1 2 3
Wall Footing
Principles in Networking or Arrow Diagram
PRINCIPLE No. 3

The network (arrow diagram) does not describe time

relationships but rather dependency relationships.

B
A

C
Principles in Networking or Arrow Diagram
PRINCIPLE No. 4

That the network (arrow diagram) is hardly ever done by a

single person.

- accomplishment of the schedule 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
ACTIVIT Networking
-Ywork operations required to complete a task or some cases, a
segment of a task.
- actual work between events

Concreting
Clearing Excavation Foundation Works
1 2 3 4 5
 Fundamental Elements of PERT/CPM
EVENT Networking
S- a point signifying the beginning or end of one or more
activities
- denotes the completion of all preceding or predecessor
activities and the beginning of one or more succeeding
activities

Concreting
Clearing Excavation Foundation Works
1 2 3 4 5
 Fundamental Elements of PERT/CPM
Networking
The EVENT is indicated on the network as any form of geological
symbols with a number written for identification.
Note:
a. Numbering the events follows the construction of the network
b. No two events shall have the same identification number
c. For this reason, one or more dummy activities may be used in a network
 Fundamental Elements of PERT/CPM
Activities can either be: Networking
a. By their end points, such as 1-2; 2-4; etc.
b. By letter assigned to an arrow, such as a,b,c, etc.

c
a 2 4
Start 1 dummy f
d
b
3 5 6 End
e g
 Fundamental Elements of PERT/CPM
DUMMY ACTIVITY Networking

4 - an arrow or a network showing the dependent

relationship between two activities
dummy
- does not represent actual work efforts and do not
consume time
5 -may be used in the network to distinguish between
two or more parallel activities
 Fundamental Elements of PERT/CPM
Networking
DURATION OF AN
ACTIVITY
- time it takes an activity to be finished
- the normal time duration of a task
- span of time from:
a. Early Start to its Early Finish
b. Late Start to its Late Finish
 Fundamental Elements of PERT/CPM
PATH Networking
- a sequence of activities that leads from the starting
node to the finishing node

c
a 2 4
Start 1 dummy
f
d
b
3 5 6 End
e g
 Fundamental Elements of PERT/CPM
a.) Path 1-2-4-6 Networking
c
a 2 4
Start 1 f

b.) Path 1-3-5-6

6 End

1
b
3 e
5 g 6 End
 Fundamental Elements of PERT/CPM
PATH Networking
Comments:
1. The length of time of any path can be determined by adding the
expected time of the activities along the path.
2. The path ith the longest time, catches management interset because it
governs the project completion time.
3. In short, the expected duration of a project is equal to the expected
time of the longest path
 Fundamental Elements of PERT/CPM
PATH Networking
4. If there are delays along the longest path, naturally there is also a
corresponding delay in project completion time.
5. Therefore any attempt to shorten the project completion time must
concentrate on the longest sequence of activities because of its relation
to the completion time.
6. The longest path is the critical path and its activities are called
critical activties.
 Fundamental Elements of PERT/CPM
PATH Networking
7. Paths that are shorter than the critical path may experience some
delay but may not affect the over all project completion time as long the
ultimate path time does not exceed the length of critical path.
8. The allowable slippage for any path is called path slack or float
time. It indicates the difference between the length of given path and
the length of the critical path.
9. The critical path then has a zero slack or float.
 Fundamental Elements of PERT/CPM
Networking
RULES IN NUMBERING EVENTS IN A NETWORK DIAGRAM

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

2. No event should be lower than the number of event preceding it (left
or 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.
 Expected time
Activity Description Precedes
(days)
A Excavate B 3
B Foundation C,D 4
C Rough Plumbing H 3
D Frame E,F,G 10
E Finish Exterior H 8
F Install HVAC H 4
G Rough Electric H 6
H Sheet Rock I,J 8
I Install cabinets K 5
J Paint L 5
K Final Plumbing M 4
L Final Electric M 2
M Install Flooring End 4
 Expected time
Activity Description Precedes
(days)
A Excavate B 3
B Foundation C,D 4
C Rough Plumbing H 3
D Frame E,F,G 10
E Finish Exterior H 8
F Install HVAC H 4
G Rough Electric H 6
H Sheet Rock I,J 8
I Install cabinets K 5
J
C K
Paint
Final Plumbing M
L 5
4
L Final Electric M 2
A B M Install Flooring End 4
1 2 3
E
I 7 K

F H M
4 5 6 9 10
D
G
J 8 L
THE NETWORK
DIAGRAM
Network Diagram
Network Diagrams are a graphical portrayal of the activities and
events of a project.
• They show how each activity relates to others in the project, the
sequence of activities, and the need to perform some tasks before
others. (https://acqnotes.com/acqnote/tasks/network-diagram)
PLANNING
PLANNING - is where the logical sequence of the job to be performed.
Considerations:
1. Logic sequence must be correct
2. All phases of works should appear
3. Scope of work is correctly interpreted
PLANNING
Resources:
PLANNING
OBJECTIVES
1. Represent graphically and proper sequence of the job.
2. Establish medium for estimating resources necessary for
each job.
3. Available sequential arrangement of jobs, accurate
estimate of resources, and alternative plan.
SCHEDULING
- secondary to planning.
- it is the process of allocating calendar dates to
jobs based on the approved plan.
DEFINITION OF
TERMS
Critical Path - longest route in the network of activities representing
project.

Critical Activities – activities along the critical path.

Earliest Event - it is the earliest time an event can happen

sometimes called Earliest Event Time or Early Event Time. Numerically
equal to the longest path of activities.
DEFINITION OF
TERMS
Earliest Start - is always equal to the earliest event at the beginning of an
arrow which is called i-node and point of an arrow is called j-node.

i-node j-node

Early Start - not the point in time that the activity will be over, but the earliest
time that it can occur. First day after physical assumption of activity.
DEFINITION OF
TERMS
Earliest Finish - is equal to its Earliest Start plus its duration of time.
EF = ES + Duration or
EF = Early Event + Duration

Latest Event time - is the latest time event may occur without delaying
project completion.
LE = CP – longest path from project and event to event in question
DEFINITION OF
TERMS
Latest Finish - is activity cannot be later than the latest time of its j-node.

LF = LS + D
Total Float/Activity Total Slack - the span of time an activity can be delayed
after its earliest start time
LS – EF = Total Float or
LS + D = (ES + D) or
LS – ES = Total Float
DEFINITION OF
TERMS
Free Float - is the span of time activity can be delayed after its early start.
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)
When the result is negative, means there is no independent float.
I.F. = 0
COMPUTING THE EARLY START AND EARLY
FINISH
Algorithm - used to develop 4 types of information, they are:
ES = Early Start
EF = Early Finish of time activity
LS = Latest Start
LF = Latest Finish
COMPUTING THE EARLY START AND EARLY
FINISH
After determining the value of each activity, proceed to…

1. Expected duration of the project

2. The slack time
3. Determine which activity falls under critical path
RULES IN COMPUTING THE ES AND EF
Rule No.1 :
Earliest Finish for any activity is equal to its earliest starting time plus
expected duration time.

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.
EARLY START AND EARLY FINISH
0
10 8
1 21 41

4
6 13

31 15 61
12 2

ACTIVITY DURATION ES EF
Equation:
1-2 10
ES=i-node
1-3 6
EF=ES + D 2-4 8
2-5 13
3-5 12
4-5 4
5-6 2
EARLY START AND EARLY FINISH
10 18
10 8
1 21 41

4
6 13

23 22 25
31 15 61
12 18 2

ACTIVITY DURATION ES EF
Equation:
1-2 10 0 10
ES=i-node
1-3 6 0 6
EF=ES + D 2-4 8 10 18
2-5 13 10 23
3-5 12 6 18
4-5 4 18 22
5-6 2 23 25
LAST START AND LAST FINISH
10 8
1 21 41

4
6 13

25
31 15 61
12 2

ACTIVITY DURATION LF LS
Equation:
5-6 2 25
EF=LF 4-5 4
LF=LS+D 3-5 12
LS=LF-D 2-5 13
2-4 8
1-3 6
1-2 10
LAST START AND LAST FINISH
0 11 19
8
1 10 21 41

5 10
4
6 13

23 25
31 15 61
12 2
11

ACTIVITY DURATION LF LS
Equation:
5-6 2 25 23
EF=LF 4-5 4 23 19
LF=LS+D 3-5 12 23 11
LS=LF-D 2-5 13 23 10
2-4 8 19 11
1-3 6 11 5
1-2 10 10 0
SOLVING THE FLOAT OR SLACK TIME
Equation:
Float=LS-ES
0 Float=LF-EF
10 8 Float=Critical Path-Length in weeks
1 21 41

4
6 13

31 15 61
12 2

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

 0
11 10+8=18
10 8
1 21 41 23-4=19
10-10=0 19-8=11 Equation:
11-6=5 23-13=10 Float=LS-ES
4
13 Float=LF-EF
6 Float=Critical Path-Length in weeks
23 22
24
31 15 61 end
12 2
23-12=11 25-2=23 25
ACTIVITY LS <LF-D> ES FLOAT(LS-ES)
1-2 (10-10)=0 At(1)=0 0
1-3 (11-16)=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
 Expected time
Activity Description Precedes

Solving ES and
(days)
A Excavate B 3
B Foundation C,D 4

EF C
D
E
Rough Plumbing
Frame
Finish Exterior
H
E,F,G
H
3
10
8
F Install HVAC H 4
G Rough Electric H 6
H Sheet Rock I,J 8
I Install cabinets K 5
J
C=3 K
Paint
Final Plumbing M
L 5
4

A=3 B=4 L
M
Final Electric
Install Flooring
M
End
2
4
1 2 3
E=8
I=5 7 K=4

F=4 M=4
4 5 6 9 10
D=10 H=8

J=5
8 L=2
G=6
Solving ES and
EF
C=3
0 A=3 B=4
1 2 3 7
3 E=8 38
I=5 7 K=4
25 10 46
17 F=4 33 42 M=4
4 5 6 9 10
D=10 H=8
40

J=5
8 L=2
G=6
38
 Activity Duration ES EF
Solving ES and 1-2
2-3
3
4
0
3
3
7

EF 3-4
3-5
10
3
7
7
17
10
4-5 8 17 25
5-6 8 25 33
6-7 5 33 38
6-8 5 33 38
C=3 7-9 4 38 42
A=3 B=4 8-9 2 38 40
9-10 4 42 46
1 2 3 7
3 E=8 38
I=5 7 K=4
25 10 46
17 F=4 33 42 M=4
4 5 6 9 10
D=10 H=8
40

J=5
8 L=2
G=6
38
Solving LS and
LF
C=3
0 A=3 B=4 22
1 2 3
3 38
7 E=8
I=5 7 K=4
17
33 46
F=4 25 M=4
4 5 6 9 10
D=10 21 H=8 42
35
19
J=5
8 L=2
G=6
40
 Activity Duration LF LS

Solving LS and 9-10

8-9
4
2
46
42
42
40
7-9 4 42 38
LF 6-8
6-7
5
5
40
38
35
33
5-6 8 3 25
4-5 8 25 17
3-5 3 25 22
3-4 10 17 34
C=3 2-3 4 7 3

A=3 B=4 22 1-2 3 3 0

1 2 3
3 38
7 E=8
I=5 7 K=4
17
33 46
F=4 25 M=4
4 5 6 9 10
D=10 21 H=8 42
35
19
J=5
8 L=2
G=6
40