Faizan Shafique
BSCE. MSEM, PMP
Techniques based on Network
Modelling
• A complex project would normally encounter several delays and
may surpass the budget allocated for it making a project very costly
and which may lead to losses. While many techniques fail in solving
these problems, there are two tools which have been proven to be
effective. The two most effective and widely used techniques are
the Program Evaluation and Review Technique (PERT) and the
Critical Path Method (CPM).
• While both serve the same purpose, that is, the fast and effective
completion of a project, they are different in many aspects such as
the amount of time that they allow for each assignment.
Faizan Shafique
BSCE. MSEM, PMP
Critical Path Method
• The critical path method (CPM) is a project modeling
technique developed in the late 1950s by DuPont for
Chemical Plant Shutdown Project.
• CPM is a technique that is used in projects that have
predictable activities and tasks such as in construction
projects.
• It allows project planners to decide which aspect of the
project to reduce or increase when a trade-off is needed. It
is a deterministic tool and provides an estimate on the cost
and the amount of time to spend in order to complete the
project.
Faizan Shafique
BSCE. MSEM, PMP
WHAT THE HECK IS A
CRITICAL PATH ????
Let’s imagine a simple project
Preparation for a birthday party
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
Card Card Card
Designing Printing Distribution
Meeting: Venue
Venue
Gathering arrangement
booking
Information
Shopping
Faizan Shafique
BSCE. MSEM, PMP
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
Card Card Card
Designing Printing Distribution
Meeting: Venue
Venue
Gathering arrangement
booking
Information
Shopping
CRITICAL PATH
Faizan Shafique
BSCE. MSEM, PMP
Critical Path
Critical path is the sequence of activities which add up to the
longest overall duration. It is the shortest time possible to
complete the project Any delay of an activity on the critical
path directly impacts the planned project completion date
(there is no float on the critical path).
Float
amount of time that a task can be delayed without causing a
delay to:
†subsequent tasks (free float)
†project completion date (total float)
Faizan Shafique
BSCE. MSEM, PMP
A typical PDM Node
Early Early
Start Finish
Activity Slack or Elapsed
ID Float Time
Late Late
Start Finish
As per Wyscoski
Faizan Shafique
BSCE. MSEM, PMP
CRITICAL PATH METHOD - NETWORK DIAGRAM ANALYSIS (Example)
Activity Description Predecessor Duration
Title (weeks)
1 Design Structural Steel - 2
2 Design Building - 13
3 Design Mechanical Equipment - 6
4 Fab. and Erect Structural Steel 1 10
5 Construct phase 1 2,4 6
6 Fabricate Mechanical Equipment 3 9
7 Design Electrical Equipment 3 4
8 Design Interior Items 3 2
9 Procure Electrical Equipment 7 7
10 Install Mech. & Elect. Equipment 6,9 6
11 Construct Phase 2 5 , 10 6
12 Procure Interior Items 8 4
13 Install Interior Items 12 10
14 Finish 11 , 13 -
1 4
2 5 11
6 10 14
3 7 9
8 12 13
1 2 4 10
2 13 5 6 11 6
6 9 10 6 14 0
3 6 7 4 9 7
8 2 12 4 13 10
THE FORWARD PASS
(To find the early dates)
1 2 4 10
2 13 5 6 11 6
6 9 10 6 14 0
3 6 7 4 9 7
8 2 12 4 13 10
0 2
1 2 4 10
0 13
2 13 5 6 11 6
6 9 10 6 14 0
0 6
3 6 7 4 9 7
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13
2 13 5 6 11 6
6 9 10 6 14 0
0 6
3 6 7 4 9 7
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13 13 19
2 13 5 6 11 6
6 9 10 6 14 0
0 6
3 6 7 4 9 7
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13 13 19
2 13 5 6 11 6
6 15
6 9 10 6 14 0
0 6 6 10
3 6 7 4 9 7
6 8
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13 13 19
2 13 5 6 11 6
6 15
6 9 10 6 14 0
0 6 6 10 10 17
3 6 7 4 9 7
6 8
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13 13 19
2 13 5 6 11 6
6 15 17 23
6 9 10 6 14 0
0 6 6 10 10 17
3 6 7 4 9 7
6 8
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13 13 19 23 29
2 13 5 6 11 6
6 15 17 23
6 9 10 6 14 0
0 6 6 10 10 17
3 6 7 4 9 7
6 8
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13 13 19 23 29
2 13 5 6 11 6
6 15 17 23
6 9 10 6 14 0
0 6 6 10 10 17
3 6 7 4 9 7
6 8 8 12
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13 13 19 23 29
2 13 5 6 11 6
6 15 17 23
6 9 10 6 14 0
0 6 6 10 10 17
3 6 7 4 9 7
6 8 8 12 12 22
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13 13 19 23 29
2 13 5 6 11 6
6 15 17 23 29 29
6 9 10 6 14 0
0 6 6 10 10 17
3 6 7 4 9 7
6 8 8 12 12 22
8 2 12 4 13 10
THE BACKWARD PASS
(To find the late dates)
0 2 2 12
1 2 4 10
0 13 13 19 23 29
2 13 5 6 11 6
6 15 17 23 29 29
6 9 10 6 14 0
0 6 6 10 10 17
3 6 7 4 9 7
6 8 8 12 12 22
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13 13 19 23 29
2 13 5 6 11 6
6 15 17 23 29 29
6 9 10 6 14 0
29 29
0 6 6 10 10 17
3 6 7 4 9 7
6 8 8 12 12 22
8 2 12 4 13 10
0 2 2 12
1 2 4 10
0 13 13 19 23 29
2 13 5 6 11 6
29
6 15 17 23 29 29
6 9 10 6 14 0
29 29
0 6 6 10 10 17
3 6 7 4 9 7
6 8 8 12 12 22
8 2 12 4 13 10
29
0 2 2 12
1 2 4 10
0 13 13 19 23 29
2 13 5 6 11 6
23 29
6 15 17 23 29 29
6 9 10 6 14 0
29 29
0 6 6 10 10 17
3 6 7 4 9 7
6 8 8 12 12 22
8 2 12 4 13 10
19 29
0 2 2 12
1 2 4 10
0 13 13 19 23 29
2 13 5 6 11 6
17 23 23 29
6 15 17 23 29 29
6 9 10 6 14 0
17 23 29 29
0 6 6 10 10 17
3 6 7 4 9 7
6 8 8 12 12 22
8 2 12 4 13 10
19 29
0 2 2 12
1 2 4 10
7 17
0 13 13 19 23 29
2 13 5 6 11 6
4 17 17 23 23 29
6 15 17 23 29 29
6 9 10 6 14 0
17 23 29 29
0 6 6 10 10 17
3 6 7 4 9 7
6 8 8 12 12 22
8 2 12 4 13 10
19 29
0 2 2 12
1 2 4 10
5 7 7 17
0 13 13 19 23 29
2 13 5 6 11 6
4 17 17 23 23 29
6 15 17 23 29 29
6 9 10 6 14 0
17 23 29 29
0 6 6 10 10 17
3 6 7 4 9 7
6 8 8 12 12 22
8 2 12 4 13 10
19 29
0 2 2 12
1 2 4 10
5 7 7 17
0 13 13 19 23 29
2 13 5 6 11 6
4 17 17 23 23 29
6 15 17 23 29 29
6 9 10 6 14 0
8 17 17 23 29 29
0 6 6 10 10 17
3 6 7 4 9 7
10 17
6 8 8 12 12 22
8 2 12 4 13 10
19 29
0 2 2 12
1 2 4 10
5 7 7 17
0 13 13 19 23 29
2 13 5 6 11 6
4 17 17 23 23 29
6 15 17 23 29 29
6 9 10 6 14 0
8 17 17 23 29 29
0 6 6 10 10 17
3 6 7 4 9 7
6 10 10 17
6 8 8 12 12 22
8 2 12 4 13 10
19 29
0 2 2 12
1 2 4 10
5 7 7 17
0 13 13 19 23 29
2 13 5 6 11 6
4 17 17 23 23 29
6 15 17 23 29 29
6 9 10 6 14 0
8 17 17 23 29 29
0 6 6 10 10 17
3 6 7 4 9 7
6 10 10 17
6 8 8 12 12 22
8 2 12 4 13 10
15 19 19 29
0 2 2 12
1 2 4 10
5 7 7 17
0 13 13 19 23 29
2 13 5 6 11 6
4 17 17 23 23 29
6 15 17 23 29 29
6 9 10 6 14 0
8 17 17 23 29 29
0 6 6 10 10 17
3 6 7 4 9 7
6 10 10 17
6 8 8 12 12 22
8 2 12 4 13 10
13 15 15 19 19 29
0 2 2 12
1 2 4 10
5 7 7 17
0 13 13 19 23 29
2 13 5 6 11 6
4 17 17 23 23 29
6 15 17 23 29 29
6 9 10 6 14 0
8 17 17 23 29 29
0 6 6 10 10 17
3 6 7 4 9 7
0 6 6 10 10 17
6 8 8 12 12 22
8 2 12 4 13 10
13 15 15 19 19 29
0 2 2 12
1 5 2 4 5 10
5 7 7 17
0 13 13 19 23 29
2 4 13 5 4 6 11 0 6
4 17 17 23 23 29
6 15 17 23 29 29
6 2 9 10 0 6 14 0 0
8 17 17 23 29 29
0 6 6 10 10 17
3 0 6 7 0 4 9 0 7
0 6 6 10 10 17
6 8 8 12 12 22
8 7 2 12 7 4 13 7 10
13 15 15 19 19 29
Practice Example
Activity Title Predecessor Duration (weeks)
A - 7
B - 3
C A 6
D B 3
E D, F 3
F B 2
G C 3
H E, G 2
Faizan Shafique
BSCE. MSEM, PMP
0 7 7 13 13 16
A 0 7 C 0 6 G 0 3
0 7 7 13 13 16
16 18
H 0 2
16 18
0 3 3 6 6 9
B 7 3 D 7 3 E 7 3
7 10 10 13 13 16
3 5
F 8 2
11 13
Faizan Shafique
BSCE. MSEM, PMP
PERT
• Program Evaluation and Review Technique was developed
by the US Navy on the Polaris Missile/Submarine program
1958.
• PERT is used in projects that have unpredictable tasks and
activities such as in research and development projects. It
utilizes three estimates of the time to complete the project:
the most probable, the most promising, and the most
unfavorable.
• It is a probabilistic tool using several estimates to determine
the time completion of the project and to control the
activities involved in the project so that it will be completed
faster and at a lower cost.
Faizan Shafique
BSCE. MSEM, PMP
Difference between CPM & PERT
(revision)
1. The Program Evaluation and Review Technique (PERT) is a project
management technique or tool which is suitable for projects that
have unpredictable activities while the Critical Path Method (CPM) is
a project management tool which is suitable for projects that have
predictable activities.
2. CPM uses a single estimate for the time that a project can be
completed while PERT uses three estimates for the time that it can be
completed.
3. CPM is a deterministic project management tool while PERT is a
probabilistic project management tool.
4. CPM allows project management planners to determine which aspect
of the project to sacrifice when a trade-off is needed in order to
complete the project while PERT does not.
Faizan Shafique
BSCE. MSEM, PMP
Thank you for listening
