A

SEMINAR PRESENTATION
ON
“PERT AND CPM”

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF DEGREE OF

BACHELOR OF TECHNOLOGY
IN
CIVIL ENGINEERING

SUBMITTED TO: SUBMITTED BY:

MR. GOURI SHANKAR SONI SURENDRA KUMAR MAHAWAR
HEAD OF DEPARTMENT 08TH SEMESTER; 04TH YEAR
CIVIL ENGINEERING DEPARTMENT CIVIL ENGINEERING BRANCH
CONTENT…
• INTRODUCTION
• PROJECT MANAGEMENT
• NETWORK PLANNING
• ESTIMATING TIME
• CPM
• PERT
• DIFFERENCE BETWEEN CPM & PERT
 INTRODUCTION
• Any project involves planning, scheduling and controlling a number of interrelated
activities with use of limited resources, namely, men, machines, materials, money and
time.
• The projects may be extremely large and complex such as construction of a housing , a
highway, a shopping complex etc.
• Introduction of new products and research and development projects.
• It is required that managers must have a dynamic planning and scheduling system to
produce the best possible results and also to react immediately to the changing conditions
and make necessary changes in the plan and schedule.
 PROJECT MANAGEMENT
• PROJECT
A project is an interrelated set of activities that has a definite starting and ending point and
that results in a unique product or service.

• PROJECT MANAGEMENT
Project management is a scientific way of planning, implementing, monitoring &
controlling the various aspects of a project such as time, money, materials, manpower &
other resources.
 PROJECT MANAGEMENT GENERALLY
CONSISTS OF THREE PHASES
The three phases are,
• PLANNING
• SCHEDULING
• CONTROLLING
• PLANNING: PLANNING INVOLVES SETTING THE OBJECTIVES OF THE PROJECT.
Identifying various activities to be performed and determining the requirement of resources such as men,
materials, machines, etc.
The cost and time for all the activities are estimated, and a network diagram is developed showing
sequential interrelationships (predecessor and successor) between various activities during the planning
stage.

• SCHEDULING: Based on the time estimates, the start and finish times for each activity are
worked out by applying forward and backward pass techniques, critical path is identified, along with
the slack and float for the non-critical paths.

• CONTROLLING: Controlling refers to analyzing and evaluating the actual progress against the
plan. Reallocation of resources, crashing and review of projects with periodical reports are carried out.
 NETWORK DIAGRAM

CONCEPTS
• Activity
• Precedence Relationship
• Successor
• Event
GUIDELINES FOR NETWORK DIAGRAM

• Before an activity can begin, its preceding activities must be completed.

• Arrows indicate logical precedence.
• Flow of the diagram is from left to right.
• Arrows should not intersect.
• Dangling should be avoided.
 APPROACHES FOR NETWORK
DIAGRAM
ACTIVITY ON ARC (AOA):
• Uses arcs to represent activities and nodes to represent
events.
• It is event oriented.
3

1 2 6 7 8

4 5
DUMMY ACTIVITY:
• AOA approach requires the addition of a Dummy Activity to clarify the precedence relationships
between the two activities. It is a zero time activity and consumes no resources.
• Dummy Activity is used in two situations:
1. When two or more activity start and end at the same nodes.
2. When two or more activities share the same precedence activity but not all the precedence are
shared.

1 3 5
1 3
DUMMY 7

2 4 6
2
 ESTIMATING TIME OF COMPLETION
Planning the schedule of the project time estimates include:
1. Earliest Start Time (E.S): The earliest time at which the activity can start given that its
precedent activities must be completed first.
2. Earliest Finish Time (E.F): Equals to the earliest start time for the activity plus the time
required to complete the activity.
3. Latest Finish Time (L.F): The latest time in which the activity can be completed
without delaying the project.
4. Latest Start Time (L.S): equal to the latest finish time minus the time required to
complete the activity.
 CRITICAL PATH METHODS (CPM)
• DEFINITION: Critical path is the sequence of activities between a project’s start and finish
that takes the longest time to complete.
• STEPS IN DETERMINING CRITICAL PATH:
1. Specify the individual activities.
2. Determine the sequence of the activities.
3. Draw the network diagram.
4. Estimate the activity completion time.
5. Identify the critical path.
6. Update the CPM diagram.
 TIME ESTIMATES
• Optimistic time (to): It is the shortest time in which the activity can be completed.

• Most likely time (tm): It is the probable time required to perform the activity.

• Pessimistic time (tp): It is the longest estimated time required to perform an activity.

• Expected time (te): to + 4tm + tp

6
 PROJECT EVALUATION AND REVIEW
TECHNIQUE (PERT)
• In the critical path method, the time estimates are assumed to be known with certainty.

• In certain projects like research and development, new product introductions, it is

difficult to estimate the time of various activities.

• Hence PERT is used in such projects with a probabilistic method using three time
estimates for an activity, rather than a single estimate.
FIGURE: PERT USING PROBABILISTIC METHOD WITH THREE TIMES
STEPS IN DETERMINING PROJECT EVALUATION AND REVIEW TECHNIQUES

1. Identify the specific activities.

2. Determine proper sequence of the activities.

3. Construct the network diagram.

4. Estimate the time required for each activity.

5. Determine the critical path.

6. Update the PERT chart.

 ADVANTAGES OF PROJECT EVALUATION AND REVIEW
TECHNIQUES

1. Expected project completion time.

2. Probability of completion before a specified date.

3. The critical path activities that directly impact the completion time.

4. The activities that have slack time and that can lend resources to critical path activities.

5. Activity start and end dates.

 LIMITATIONS OF PROJECT EVALUATION AND REVIEW
TECHNIQUES

1. The PERT Formula Requires Too Much Work.

2. The network charts tend to be large and unwieldy.

3. Calculating the time estimates is very complex for all the activities.

4. Updating of the project is time consuming and requires high costs.

5. Emphasis is laid only on time factors and cost factors are neglected.
 DIFFERENCE BETWEEN CPM & PERT
CRITICAL PATH METHOD PROJECT EVALUATION AND
REVIEW TECHNIQUES
• CPM works with fixed deterministic • PERT works with probabilistic time.
time. • PERT is useful for non repetitive and
• CPM is useful for repetitive and non complex projects with uncertain time
complex projects with a certain degree of estimates.
time estimates. • PERT is restricted to time variable.
• CPM includes time – cost trade off. • PERT used for R & D program.
• CPM for construction project.
THANK - YOU