c.

CE 2353

CONSTRUCTION PLANNING At{D SCHEDULING

SCHEDULING PROCEDURES AND TECHNTQUES
TINIT

II

Relevanie of construction schedules-Bar charts (week wise and Fortnights wise

programme)- PERT - The critical path method-Calculations for critical path
scheduling-Activity float and scheduies-presenUng project schedules-critical path
scheduling for Activity-on-node and with leads, Lags and windows-calculations for
scheduling with leads, lags and windows-Resource oriented scheduling-scheduling

with resource constraints and prefedences -Use of Advanced

Scheduling

Technlques-schedullng wlth uncertain durations-ctrashlng and time/cost trade offs Improving the Scheduling process..

43. Mention the three phases of proiect management.

Project management involves the following three phases:

1. Project planning
2. Project scheduling
3. Project controlling

44. Write any two tools or techniques of proiect manadement in a proiect scheduling,
Following are some of the tools of project management:

1.
2.

Bar charts and Milestone charts

Network Diagrams

45, Mention the types of planning in network construction,

1. Forward planning
2. Backward planning
3. Combined planning

46. Differentiate Bar chart and Milestone chart.

SL.NO
1.

2.
3.

BAR CHART
Construction schedules are usually
in the form bar chart onlv.
Bar charts were introduced by
Henry Gantt around 1900 AD.
It consists oF two co-ordinato Jxcs
usually horizon[irl dxis & vet tical
axes.

MILESTONE CHART
Milestone chart is a modification of the
bar chart.
Milestones are key events of a main
activltv reoresented bv a bar.
The specinc points in time in which
mark the complctlon of certain
Dortions of the main activitv.

(ay' o"ttn" Arrow diagram.

Xlso called: activity network diagram, network diagram. activity chart, node diagram, CpM (critical
path method) chart. The arrow diagram shows the required order of tasks in a project or process, the
best schedule for the entire project, and potential scheduling and resource problems and thelr
solutions. The arrow diagram lets you calculate the "critical path" of the project. This is the flow of
critical steps where delays will affect the timing of the entire project and where addltion of resources
can speed up the project.

48. When to use an Arrow diagram?

. When sqheduling and monitoring tasks within a complex project or process with interrelated

r
.

tasks and resources,

When you know the steps of the project or process, their sequence and how long each step
takes, and.
When project schedule is critical, with serious consequences for completing the project late or
significant advantage to completing the project early.

49. When the CPM method was developed?

In 1957, DuPont developed a project management method designed to address the challerE of
shutting down chemical plants for maintenance and then restarting the plants once the mairtenarc
had been completed. Given the complexity of the process, they developed the critcal Patn
Method (CPM) for managing such projects,

the benefits of cPM method.

66')writ.
' o Provides a graphical view of the project.
o Predicts the time required to complete the project.
. Shows which activities are critical to maintaining the schedule and which are not.

51. Write the steps involved in CpM project planning.

1. Specify the individual acHvities,
2. Determine the sequence of those activities.
3. Draw a network diagram.
4. Estimate the completion time for each activity.
5. Identify the critical path (longest path through the network)
6. Update the CPM diagram as the project progresses.
52. Write thb limitations of CpM method.
CPM was developed for complex but fairly routine projects with rninimal uncertainty in the project
completion times. For less routine projects there is more uncertainty in the compleuon times, and this

uncertalnty limits the usefulness

of the deterministic

CpM model. An aiternative

the PERT project planning model, which a ows a range of durations to be specifi;rroi eait,

to CpM is
iitirity

Define the term predecessor Evant,

an event that immediatery comes before another event without any intervening events.
(84. oefine the term successor Evnt.
ff-is an event that immediately follows another event without any intervening event.

85, Define the term predecessor activity.

Ifis

the activlty that immediatery comes befbre another activity without any intervening
activity.

j Dfine the term Successor activity.

3 the activity that immediatery fo ows'before another
activity without any intervening activity.
57. Define the term Network or Arrow diagram
Thls is a basic document of management syitem in whrch
a[ activities and events of project

connected logically and

SIXTEEN MARKS QUESTIONS

1, Explain Critical path method with neat sketches, (Nov/Dec 2oo8)
The most widely used scheduling technique is the critical path method (CPM) for scheduling, often
referred to as critical path scheduling. This method calculates the minimum completion time for a
project along with the possible start and finish times for the project activities. Indeed, many texts and
managers regard critical path scheduling as the only usable and practical scheduling procedure.
Computer programs and algorithms For critical path scheduling are widely available and can efficiently
handle projects with thousands of activities.
The critical path itself represents the set or sequence of predecessor/successor activities whlch will
take the longest time to complete. The duration of the critical path is the sum of the activities'
durations alonq the path. Thus, the critical path can be defined as the lonqest possible path through
the "network" of project activities. The duration of the critical path represents the minimum time
required to complete a project. Any delays along the critical path would imply that addltional time
would be required to complete the project.
There may be more than one critical path among all the project activities, so completion of the entire

project could be delayed by delaylng activitles along any one of the critical paths. For example, a
project consisting of two activities performed in parallel that each requires three days would have each
activity critical for a completion in three days.

Formally, critical path scheduling assumes that a project has been dlvided into activities of fixed
duration and well defined predecessor retationships. A predecessor relationship implis that one
activity must come before another in the schedule. No resource constraints other than those implied
by precedence relationships are recognized in the simplest form of critical Path scheduling'
An Activity-on-Branch Network for Crltical Path Scheduling
An Activity-on-Node Network for Critical Path Scheduling

2. Explain Activity float and schedules.

A number of different activity schedules can be developed from the critlcal path scheduling procedure
described in the previous section. An earliest time schedule would be developed by starting each
activity as soon as possible, at Es(i,j). similarly, a latest time schedule would delay the start of each
activity as long as posslble Uut stiti iinisn the pioject in the minimum possible time. This late schedule
can be developed by setting each activity's start time to LS(i,j).
Activities that have different early and late start times (i.e'. ES(i,i) < LS(i,i)) can. be scheduled to start
anytime between ES(i,j) and LS(i,j). The concept of float is to use part or all of this a.llowable range to
schedule an activiry;lthout deiaying tt'e completion of the project. An activity that has the earliest
time for its predecessor and succiss-or nodes dlffering by more than its duration possesses a window
in which it can be scheduled. That is, if E(i) + Dij I r-1;1, tnen some float is available in which to
schedulethis activity.
Float is a very valuable concept since it represents the scheduling flexibility or "maneuv-ering room"
available to cjmplete particular tasks. Activities on the critical path do not provide. any flexibility for
scheduling nor leeway in case of problems. For activities with some float, the actual starting time
might be chosen to balance work loads over time, to correspond with materlal deliveries, Or tO
improve the project's cash flow.

3, Describe various methods of Presenting Proiect schedules' (MaylJune 2oo9)

good
communicating the project schedule is a vital ingredient in successful proiect management._A
and
of
activities
multitude
the
fieieniation *'itr gr"itti ease the minager's probiem of understanding
project,
and
in
any
involved
parties
are
iheir inter-relationships, ttoreOver, nrri.orr' individuats and

are
understand theii assignments. GraPhical presentations of project schedules
of
it is mucn eiier to cohprehend a graphical display.of .nu.merous pieces
were
systems
scheduling
computer
infoimatioh than to sift through a large table of numbers. Early
aids to the
pages.of
farttcutarty poor in this regarJ since t"tl"v produced pages and
"yTP"':.*lt3::.
numbers,
activity
of
table
a
iead
to
tidious
ii
Lxt.emety
tnem.-fi
,"nag", ior understandirig

iniy

nave

to

particularly usefut since

arations, schedure times, and froats and thereby gain an understanding

and appreciation of a Foject
schedule'.In practicg, producing diagrams ,r",,,-iriy tras
been a common prescription to the rack of
artdrurted draft ing facilities.
Inded' it has been common to use computer programs
to perform critical path scheduling and then to
produce bar charts of detailed activity scneauLi
inil"ror.."
manually. with the
ayailabilitv of compurer graphrcs, the cost and;ffil;; producing assignments
g."pir."i
p.".;nia1ion,
na, oe"n
srgnificantly reduced and the production of presentation-aiis
can be automated.
Network diagrams for projects have already been introduced.
These diagrams provide a powerful
visualization of the precedences and rerationshipi
various
projtct u.[riti".. they are a
basic means of communicating. a project pran among"ronf-tl,"
the ;articipat,ng pranners and project inonitors.
Project planning is often conducigo- uy
'r"liJ* ."p."."ntations of greater
and greater
refinement until the plan is satisfactory. ir.oorcin!
An Exampte Bar Chart for a Nine Activity project
Bar. charts are particularly helpful for commirniiaung
the current state and schedule of activities on a
proJect' As such, they have
wioe acceptinie"ui i p-.oi"a representation tool in the field.
For
planning purposes, bar charts_are
-foundnot as useful.sincl in"v
[o not indicate the precedence relationships
among activrties. Thus, a ordrnner must remember
o, ,"alrd- ,"pu."tery that a change in one activity,s

schedule may require changes to successor

activiuei.-rnere have been various schemes for
mechanically linking activitv bars to_ represent pr".aJ"ni"i,
but it is now easier to use computer based
tools to represent such relationsntps.

5. Explain Scheduring with R6source Constraints

and precedence. (Nov,/Dec 2otl)
Two problems arise in developing a resource
constrained project schedule. First, it is not necessarily
the case that a criticar path
r;;;il#;;
5i" o. .o." resources might be needed by
numerous activities, it can "ih;ure;;
easiry be the case
j;;;ftied by the
critical path scheduling calculation is impossibte. tt'ii-tt'" It ort"r, pro;".t du;aaio;
T;;;#d;iy
arises
because
crticar path scheduring
assumes that no resource availability p.our".11r
uoiti"""?. *ilr arise. Finding a feasrble or
possibre
schedule is the first probrem in resource
constrained sctreouiing. oF course, there may
possible schedures which conform
be a numerous
iio," ,"i i"Io"r"ii!"ilnr,.",n,r. As a second probrem,.it is
desirabre to determine schedures *r'i.n
arso
"itn nrr" i,ii" ii.i""lil iil"rv,
the rowest cosr.
Numerous heuristic methods have
been suggested for resource constrained scheduling.
Many begin from criticat Dath schedules

;i;;;;;;;j;;;ii'r,gn, or,n" resource constraints. others

begin in the opposite fishron
int-Jr.ingr"r"Jl"'i#""'rts and then imposing precedence
'our".s
constraints on the activities. stirr.ov
u"liri*;il;;;iiil
crassification of activirie; into priority
".
may be better than another ror
3jH:l;J[#.":'i'r.$iJ:-::;l-::h"a,ri,g] b,;''i#"oi"ieeuristic
mieht be
numerous important resource constraints
,ignt 6"'u"ii .1-r,idured by considering criircar -resources
approach woutd be t" pio.."i
considering precedence and resource
llliJ,j,,Tjl"o

r;i;;;;;;';i;fi:hii:i,.!.,,,:"ip:il.:d:,J,il ff.ffji?lJ:.#L:#tff[tT,,tr
.irrtffi;r.;;

A simpre modification to criticar, path

scheduring has been shown to be
scheduling problems and is simple
effective for a number of
to
impremenl.'rolirr",
i"r'.i.,i.
procedure, criticar paah .Jn"auting
rs apptied initialv. The resurt
is the rumrri"i sei or p"os;;;L';:;y
and rate sra* times for each activity.
:"T,",'.:#3 ;::X.X#'..Ln.X?in at its earriesi p;J;i;';i;;?;" may resu^ in more
than one activity
-noi'uJ'i"""riu,".
neuristic proceeds by ioentifviit ll: :ame time Hence, the initial ritrearre rnav
,t"

activity ro

p..""0.-inJ.i"'ilii:*"ii,|:.-ffili::,:,1:if""Iffff"f;"nJl*::lt,H=iT,,lLT?

ff1,{-:*lttfik"'ffi #fr:';,i!I+i'trt-!ffi

[:::::;

6. Define the procedure for Arrow diagram'

Materials needed: sticky notes

(newsprint or flipchart
or cards, marking pens, large writing surface

pages)

Drawing the Network

write each
-^n,,anianr method is to wr
convenient
the project or process'..One
1. List all the necessary tasks in ;;".fi;k;;;t".
'A.ror. ttre rnioole of the card, draw a horizontal
task on the top hatf of J?i";;
arrow pointing right.
each task:
--r,,^^ lh,aa
three questions
^,,ecrinn< for eacl
the tasks. Do this by asking
2. Determine the correct sequence ofbefore
this one can begin?
o Which tasks must'happen
time- as this one?
same
at
the
done
be
can
tasks
o Which
; which tasks shoJd nappen immediately after this one?

Itcanbeusefultocreateatablewithfourcolumns-priortasks'thistask'slmultaneous

3.
4.
5.

tasks, following tasks.

Diagram the network of tasks'

on
If you are llsing !oje: or cards' arrange them in sequence

largepieceofpaper.rii"lno'lo-no*frorilentorightandconcurrenttasksshouldbe
,uii.itrv aligned. Leave space between the cards'

An event marks the beginning or end of a

Between each two tasks, draw circles for "events"'
task. Thus, events are nodes that separate taslG'

them usinq "dummies" or extra events'

Look for three common problem situations and redraw
to separat; tasks that would otherwise
ii"J,
A dummy is an arrow
not real tasks'
snotn rogicat s"ouence' Dummles are
siart and stop with th"

JJ#;',;,iil;H;i

,*o

;;; ";;;; ;io

6.Whenthenetworkiscorrect,labelalleventsinsequence.witheventnumbersinthecircles.lt
letters'
can be useful to label all tasks in sequence' using

Scheduling: Critical Path Method (CPM)

one
of the time-that each task should require' Use
7. Determine tasr tlmes-in-e uLii "'1it"t"
on
each
time
the
write
consistenci'
for
measuring unit lnours, iJvl;; ;;;k;J tht'shout'
task's arrow.
project'
path from th.e"beoinninq to the end of the
Determine the "critical path," the longest
path:
the
crltical
tie ten-gth of the
Mark the critical path with a heavy line or color' Calculate
sum of all the task times on the path'
on how long precedinq tasks
9. Calculate the earliest times each task can stbrt and.finis!'-based
(EF)'
Start with the first task,
iii)-ind earriest finish
take. rhese are caled
as in Figure 4'
quadrants'
ioui
into
""rriili"ri"ri'
tq'ut" divided
where ES = o, and *o.r. to#"j'iiuil
top right'
rrv-iit" tt" es ii itre top left box and the EF in the
For each task:
the-tasks leading into this one
o Earliest start (ES) = the largest EF offor
this task
o E"tti"tt finish iEF) = ES + task time ;i"'t
'
without upsetting the project
finish
10. calculate the latest times SJcn i;:i;;;
latest start (L5) and latest
";d
called
These are
schedute, based on trow tong;er iirlr *irr take.
project
deadline' and work
the
is
tit" r3L"tt 11ish
finish (LF). start from ,h" i:J;;'i, il#
the LF in the lower right box'
backlvards. Write the r-s,tt t-tt" rolt"i ieft Oox ana
immediatelv followinq this one
tasks
a
or
tir"ireii'r-s
o Latest finish furl ='tni
Gi"tt start (Lsi = LF - task time for this task

8.

entire project'
11. calculate slack times for each task and for the
j.oL;;i;"#;lipJ'ilJ*lin"tt ielavine the project schedule'

rotal slack is the time

I:i:';,':.1

"

hs;,uf"="T";*tlourd

earlv start or anv job

ue postponed without arrectine the

followins this one

i?'111"??,]t: the earliest Es of all tasks immediatelv

r{

EF

7. Differentiate CPM and PERT. (Nov/Dec 2ooa)

CPM

Tie critical

Path Method, sometimes referred to as critical Path Analysis (CpA) was developed in
the 1950's by DuPont Corporation and Remington Rand Corporation. tt wai specifically developed
to manage power plant maintenance projects. They wanted to develop a management tool that
would help in the scheduling of chemicai plant shul downs for maintenance anJ then restarting
them once maintenance was complete. The CPM methods saved the company one millio; dollars
in the first year of use.
PERT

Separate but simllar work was also being conducted in the mid 1950's by the united States Navy.
The us government discovered the Rusiians were deveroping their own missile technotty,
and
at. stake the Navy immediatity taunched tneri own ir6!1am to
!::1r::-"1,j911]
-s:cur[y_yvas
crose rhe missire gap.
8 The project was enormous, and so.it was important for tire -Navy to
conduct research on Planning and controlling complicated projects. The research was
referred to
as the Program Evaluation Research t_ask (co-de-niine eenil. in February of 1958,
or-. c-.E-. Oark,
from the PERT team, introduced the first ;rrow diagram. pLnt, iater reierred to as
the program
Evaluation and Review Technique, was applied to ihe rleet Ballistic Missile program
later that
year. with over 3,o00 contraciors, vend6rs,. and other teams invorved, it
wis of siiategrc
project
Ipf,I?:.:-f-TT_{ete
lhe off the quickty and efflcientty. PERT proved its worth, and was given
creolr ror taklng two years
estimated time needed to develop the Polaris missile, and is
still the standard for all Navy projects today.

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b-t
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lo

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6.oo

4.83

lo.

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l-e

,hc et-p2tkd tinrc

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%ute.,

t,

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I

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{or ony

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fro^ uh;clt url 4w .har.

tgt

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,-i

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u
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oo

luat

to

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D L

cPtTtcAL

.;

Ezercbe

,',

'

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----fre- Pept hlttuork /o' a u'ttta'in Proj-* ir T4houtn

it' in Fir. Dttcrmine y'he e*Ptted tlme {o, each Prh,
f /i*tot* fu OtitlLal Patfi.
t

boLUTIoN:

Tn

the

Nltuorr, 'eltnt tilhe

7

Urh;le cv?ht

it

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,l

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l- L-g - t-4
,- 2- 6-8

PATIT

Ol

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6

r'

:ill !.r=!lri?r-!.t*:l|*_Ei

n-

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e vJ.nt,.

PATH

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:= -

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t-

fu

Lp

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t+

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lb

lb

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lo

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l'L'b-'.'?
l-

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4

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lo

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t?

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Pu'd n
-zfal /o tc / aA dc*ivi+fet Tne @hptttdiont
1,tr, l,hoottn in *able , iton
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ur 6f f nd nhal

ry

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t, CptTtcAL pcru.
C

Ptrrte

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LA

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Co.e"tr-f.* ol f.

t.

.".

fDi

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9t .tu

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3

,
(

lz

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le

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li

la

l8

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7

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I

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lL

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u b
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t
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ct
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t8
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4e

Ae

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5t
l

n ,i*.;i

r.. r.:, li.

*-Ei,It

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For the NLtt ork .lhoutn in F; g . Compute *o . -- \

,
:,_
Vaxiottu aettvivl +ittler
f a-leo bmPute \S%+al -ttt
Ciit Frce Float q ciii, ?ndt4naant {/"ot
dar taolt acridy.
Te,p
Ta.t

tza

TE.

Tsrl+o

t.

Te.

,+o

T; t,f

2.

Ts

=34
Tr.34;"

Tt. tz

SoLunoN:

brrn

\e.st

,2

Jhe y"1* g
D on" Tt .for tari errnt hdt
Compt*a ,in b3/o p,tavfout proulem.

@-b@dF

rdlp.J*rt
Flal

(Fto)

l-2

lo

t-,

lo

lL

)0

IL

2-t

lL

to

t8

t9

9.5

lL

lo

2'

e9

Ao

t9

tg

lo

l,l

,9

ls

t8

lr-

,+

L2

4.)

9b

l8

2b

t-+
3-+
3-b

1-{

t-b

5-?

t-t
7-8

t8

tb

lo

2b

4+

3+
3L

1o
5L

26

11

l7

t+

3+

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1o

"i

52

'I

CRfitcat AcTtvtrtEs O cPtTlcAL Para:

gtEScPtPTtot!cE'r : EF'r)

'ie .ro

n'9

TE.

rc.e

o-

Du8^nON

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ie)i

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Cridcal poth

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Ls

l(t\3+

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'ft t rt

s-771

tri\oriL)

f-

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rtO

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tL + 6 + g + g

+6

+ t>

.52
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Pt

t : CosT

M1DEL

A
ilini

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1p,$

oioa
ca4

i 3r

I
I

I 3r
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:tosT tuPv4

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>

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--&i..ral3-Bdtr]r.

osr HOOEL

6 uart"g

mqu-, uu E ille co6t ,)timote aton2 .uith iine'

adnbre f Provid.u . a ,{cheaul /rr aiAeAq *Ac a c*tYiti et
@ .tfre minimum dr,tc.l @,1t.
Tnei ob1\ct g 'rfn Ntc@ork analrnu it olo to a/t4
CPM

pu.tibil;ty

il ryin;ri ai a ltaiop f

durrabte

.the - coat

al*ioruhip.
9aotccf tagf:

fotal ?toyot uJt

I

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?trt ct
:

'R
YROBLEH
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Z
-lable 9iu)
-le
oit
I

I
I

in
ty::u

16houn

ie inlordt&iotl afun Vutiout

Clo natu1
a.tlvitlet Y l\LttuorE

tr;$.
lvrmcrl
.

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,-7

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lroo

Cpt.)

lloo

o*tthnd bata aru Pt.3a Pz aq. gttetmirc

o) Diae, ant duotion :ula+toruhiP t bl totai @at dwdl'e
nlarionthif> q +fu @rraPondlri' ltatt Catt plan Ctw*utor*)

llu

proy'e

!ptg!!9N'
Srep t: cosT -glopEs

normal dunaion
ttr
uirh
h*uort,
Fig ,lhouu fiu tw-dl .
uhile
q ;.:aclL a$tvitt en+uu't Nour itt a&ir;t7t o)o'otPt
lhe u^1, duxodon ,bl+oltct /'n ,|tu brad'a"

uitl be u

Jhe ant ,st* 4or ta& ativig

Actrv;y

STzp

/c

ct'il

l-L

loO

2-3

5oo

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art,

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cPt't

under:

,o o
2to

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tlu

uormo!. -Dwutfon

{or

*\e proied

tu

t. NormaL dunaabn

dirtcl

=
STSP

daq?.

-J-------4)

@tE

1*,
Sooo

Sooo

lSooo

gt

slariry re hat +t )nt

ac*itli*e) tttu.torx, aU ,arri7
evan

,etory'

E Oslhed *'rtl ' or

cttuhea )fmultaruoutly

Cctn

atl tht aaiviaet (an &

,b $reir urruPnalty ozcuh dua+iort'

Dulatton

ry

uhich

Et+ra cont

Pr

'.

2-2 coh

ac*rtti7

bc

cnalhed = I

atlv;ty , - 3 txr )

aoth;2r

ojtct

d @zaiorL

dat*!

--+

d41u =

: 9lo X2
. loo

Dirtct @t Jor t2 dor

Pro)ctt

1+3

dudax'on

l2
=

dcud
t SooO

= !9890

+ Soo

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STzP 4,

zllte , havi,y,

lutg

2-3, let
aerfr/ity
a

qo*ne

du,na'tloo S du/
, horma,ll
,.'
/ ddls,
.u

a*ivigr t-2 lro- ia

,talh -dua+t'on q

At . 1-l

tr.
lo

Ja

3 daa

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= I fOO

- 6ta

Psrojtc* duna*ion

1 ilaut
duoion - l35oo+ tsoo
e ISAOO

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all

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an thoun in dl?'
Te'o
Te=i

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\4^^-/\i
I
,

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36oo

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jI

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c*tc

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Total

tlloo
caAL

27do

I?+oo

the

aca'rin

et o$lld

i t4ayltutte
(b)

Tite

tY'/

NOv

lDEC uooT:- (prrec a.ao,ttg))

dccaih q o nett or4 Ato Siurn hloco wlere

Acrivitl,

tm

1o

4At.

dutailon

fiz

l-z

l-s
L-g

t-4
2-L

3-q
3-.t

4-{
q-L

,-L
'crritfco-t

Fint

Pdlh f Pr4tct

e*mple.lio* time.

l- c*-b.
t^L-+ - b

NETUlRk
Tn

.th e

eVnt

6tt

l, cLt

y'r0r,

.t

eurn,

tlttudrf)

,tfio

DtA6tpDH.

-ltan t

endiryt

eYent

tae ls,kn *u

)J

Tru<t

t-3-+-6
t- t -'+ -q.-'6
l- 3 - +.-'5-6
l-D-'*'4'-5-L
l-2-3-t+- b
)tdt a'tJ, evenl aAile
otlt flout, /oilottti'Yr
+o 'he enatry_

' 7n lhe PERT Anatf ;,t

tqtte n dt
0te baiit '{-or

fulu,na time,

ZLe
. 12, 5-

1q.33

lt.sz

CRtfluL PATH

: F

uHPLETtoN VHE : 20-89

5.ro

'

..

Q0 coruider eYtot 3.

turlut

Ctlo

azhot,'! I

in;t ou.t g ;t. fh'o urtl J.urtlg t: a. h rr

5 b lt'
euln,t dt hodtt 7 i a*t;8n number
a'rtotlt
lPve
/sd,tt
*rt'tt
Note 'Ihat sutnt'^ P'
crtte.rinq +" b '

ernerg

(-v)

evrtr f f heat lee* afi"ott't 4rqH @min2

o.,tb q ft. fnb utill oulu!-t ln tuto lnittal euntJ
Cotuider

q nau \r' q k,.

cutm to node
hde b' a,t 4.

!S',

Slnct nde
nuhtbor it

tP'
oa

U Prcdect$or
6. Nttmba,-

C.vfl na.lly , ewnt a* nod. 'l' hrt ho Q)tt'out ehagtk*

otrt q tt. l-tenu number d'rit FtnnL eutnl oA 9.
The rut*vtaettct

tu*trora. JiaXrcr,ra b

$te abve "rib,*

Shou:n

IYL

lEB

Advanccd Managcmcnt Accoun[n!

t*)

g0cloooog0ctoo

sEE;
oo

NO

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a'| 0'l

90

FEBE

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e

oNc{edcroclocloo

BX'
{,igrot1

9 a.lcc

oo

(1 c000<>

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s x't

ooo(>oc'roerooco

:.,'..j.

r g g tl st si N S'',$ s
=

I
ts

u
6
I

h$

H$
6o
E

hr

B-s

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I
t

r$

qa

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00u

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+g
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rr>

oooroIIgSlNR$

i,;

='6
69
ET

gl

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96.
u'A

e6
+S

iilxn::ii3r3

Eu
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oaa

I.r

@Ttr.IDr uttiof CbrtstdAccounaanaloflndla

r
)

i ffi

ffi,;;;ii.

rL

rr.:-ffi.=.-*

__r___

E-

-::!t__.ri --11.

tu

: .r, .-

F
I

. Rourru
nc$vitu
l-2 4
,-,

't{

2-4

Duxa+ion

.l durt

darJA
drys

2.-5

dayn

3-6

days

4-6
0-7

14.25

,o&ys
8

*t

Cdflrd Pdh Andyrts

,0 drys
t0 days

0 d.F

0-8
7-8

dtyr

,0 &yr

&.0 .
6 daF
Wih the-hllp of h!..ctMtca glmt d$r! _dnf, a nctmd(. D.trrmlno its cr[kal patt,
eadiest *art timr,_.lrtrst fnistr thrc;:tdsd q6tmg tat.st fnish
time, dH to.t fre ioat
and indrpmdcr* nod.
,
...,
,,i:
' :.,::*:;.

soldlon

Thc nefuofi bascd on.0re actvites liirr"n

E-0
L-o

.: '.

i. ;.

in,ttin"rrn

l0 ^.arzl0
E=38

L=38

Flgnm - 25

@Ttc hdtutc of C1rrlcrcdAccou

{aroflndti

'{

CPs
Critical Path Analysis

2,

3:

2.

.r.

4.
'5_

9*

11.

(il
(ii)
nehiork using dlmmies, if necessary'

./Question

lO

Explain the following

ft'l
(iil

inthe conlext ol a network

Critical Path
DunnY activltY

3$w9r

(i)

Critical Path:

liith the starting event and ends with

critlcal Path is a chain of activities.hat begin
network wih

a
ri i1 0'tt mtt'
ending event or u prrri.,rt,'prolt't'
"oiii
required for
time
possible
indicates the maximum
the maximum tengtn ot time
will be
that
the minimum time
complelion of a proiect ctlu*i putft indicates
events'
after identifying clitical

f"!l1t-llt,"*h

required to complete a pt"itti"fiit o**mined

Critical path goes through criticalvents'

(ii)

Oummy Activities:
Dummy Activity

is that ac$vity which does 1:!.

used shen tuYo or more

utti'ttlt',

,i

or resources'

lt

is

As a result
same initial and terminal evenB'
identified by unique end events'
tun

itt"' "*JitlJt t"

lines'
usuillv snown by anows with dashed

of using dummy

it it. it"

tJ;il'J;t

t:"t:T-uiT"

l$

.,/Question e
The followlng

(t
(ii)

netwuk gives

You are rcquircd

to tist

the dwation

in

days for each aetjviry:

the critica! paths.

Giuen that each activtty c.an be aashed

by a
any four activities so that the prcject

naxinun of one day.

turition ii-riiiiri oy z auy,

An swer

Critical Pafts:

All are critical patrs:

(') 1-2-s-6
(ii) ,t -3-5-6
(iii) I -4-s_6

2+

I +5

= 15

3+/+$ :15
4+$+$ .: lg

(iv) , -3-4-5-6
' 3+1+$+$=lg
0 Choose i - 6, common pah;
Crash by 1 day

Choose:

(iiD

Choose:

iiv)
(v) .

I -2, 1-3, 1-4

Or

1-2, 3-

5,

4_s

3-5,4_5
Choose; 1 -3, 1 - 4,2 -s
Choose:

2- 5,

0r
0r

choose to

uash

ao) r/Question 3 (uov tDeC

&ood)

r"r,12-,i,f '

A company is launching a new producl and has made estimates of lhe time
activities associated with the launch as follows:

fu

the various

Tines (Days)
Predecessot

--- Optimistic

' 'Most likety

None

B.

None

A,B

./

e
E,F
D,F
G,H

,/jr

-:>
'l

Bessimistic

11

I
3

14
3

10

10

10

'2

Required:

0 Draw the nelwotk diagram.

(ii) Catculale the expected me and variance of each aclivily'
(ti| Find out he expected length of critical path and its standard deviaton'
(iv) Find the prcbabitity that the launching will be completed in 27 days'
(v) Find the du ation, which has 95% pro;bability of comPletion'
Answer

(i)

Network Diagram
Gritical Path A

)B

) C) F)

>

(ii)

calculation of Expected rime, standard oeviation and variance

Activity

Tine

Expecled

+t,
_ to+41,m-P^.p.0
66

A ( 1-2)

1+12+5

--6-- ='^

B ( 1-3)

3+16+ 5

-- 6-=

c (3-4)

1+12+11
--l-l=4

D (3-5)

3+ 12+

--6

(+7)

2+20+14 ^
=o

--;--

G(&8)

2+12+4

l-=J
H(

($e)

2+8+2

Deviation

.. tr-to

-a_{' = 0.67.

Actiuities

Variance a2
I

0.44

1,

T=oo

0.

1i-1

2.78

=t.n

f=r.oo
3-1=

1.00

o.ae

0.1.1

=zoo

4.00

1l-2
6

T=o*
2-2
6

=o

10-10_o

0. 11

0'
0

=m

S.D. of Crificat path

= {O.11+278+ 4+
=

(iv)

61er#+=10

r ( 8-10)

(iir)

=4

1+8+3 ^
-l--='

E ( (2-6)
F

Standard

of

Ji

0.11+ 0

= 2.645

Probabilities of completion ofjob in 27 days.

= 27 Days

z=27-27 -

Forz=

prcbability is 0.5 from the table of area under

normal curve or

2645
0

fie

50026

(v)

For

95016

of area the corresponding Z value is 1.64 (ftom the table),

Therefore,
1.64

x'27
2646

[ = lJ + r[.t! = 31.33 Days

,r/'Question

4 toff copYl"oL

consido the
construction of

schedure
a Plant:

of

acriviries and retared infwmation

as

given below, for the

Activity

Expecled Tine

Varlance

Expected Cost
(Millions of Rs)

1-2

2.3

3.6

2-4

1.5

s-o

12

'1

4-6

20

5-7

7-8

10

16

14

6-8

Assuming lhat the cost and time required for one activity is tndependent of the tine and
cost of any othq activrty and variations are expected to foltow normal distribution.
Draw

0
(ti)
(iil
(iv)

netwwk based on the above data and calculate:

*rtical path
Expected cost of construction

ol the plant

Expected time rcquted to buitd the ptant

The standard deviation of

he

4o

expected time.

Answer
The required network is dranrn below:

ifr?o
r('
(iD

.3

t'

L.

'r!

From $e'above network, itcan be noted thatthe critical

ea

pathisl-2-4-6-8.

Expected cost of construction of the plant (S + 3 + 4 + 9 + Z + 12 + 20 +

=

+ 14 +

4) millions of Rs. = Rs.80 million

(iiD

Expected timo required to build the plant 4

=

(iv)

It is given that ihe time required for one activity is independent of the time and cost
of any other activity and variations are expected to follow normal distribution, the

6 + g + 1 = 20 months.

s.D.
Hence, he variance offlre expected time is determined by summing the vafiance of
critical activities and is = I +2+E +1=9.
Standard Deviation

o./

ofthe expected time = {9

= 3 months.

Cotf @L)ftoL.

Question 5

A product comprised of 10 acriviiles whose norma! time and cost are given

as fo!!ows:

Activity

Nornal Tine (days)

Nomal cost

1-2

5A

2-3

2-4

7A

2-5

120

3-5

42

4-5

5-6

54

6'7

67

6-B

13

130

7_B

10

166

lndirecl cost Rs. 9 pu day.

0
(ll)
(ii'r)

Draw the netwotk and identlfy he aitical path.

Whal arc lhe

$qiect dwailon and associated cost ?

Find out the total float assehted with each acttvity.

Answer
..-

pathA D GHJ
*-- -2- -- --6-----7------8

Critical
1

(ii)

5-

A D G H J is the critical pah having normal project duration

3+9+6+4+'10=32days
Normal project

lndirect cost

= Rs. 704

cost' Direct cost

(32x9)

= 2b8

.992
(iiD

Calculation of total float

Activity
1-2
2-3
2-4

N(days)

Er

Lr

Float (LrEr)

10

12

,4

?-s

12

't2

3-5

11

12

1'

+5
$6

t0

12

18

t8

6-7

22

22

&8

13

.31

32

,|

7-8

10

32

32

Question

6 (Nov

I DEc

ooof)

Ij:t.J". !.

A network is given below:

(i)
(ii)

Name the paths and give theh

btat

duration.

Give th{ee diftercnt ways ot reducing rhe yoject

above duralion by four days.

An swer

(i)

Assuming th;t the duration of activity 3 _ 5 is

4 weeks.
The various critical paths are:
1-2-5-8-9

'l-34-7-8-9
1-3-+6-7-&9
'l-35-S-9

(ii)

15 weeks
15 w-eeks
15 weeks

15 vueeks

Note: since the duration for activity 3-5 is not specified

it is open for you to assume
the duration. Depending upon the duration assume
three possibilities
emerge.

't.

2.

lf the duration assumed is more than 4 weeks then 0rat path (13,
35, 58, g9) alone.
will be critical. ln that case you can choose any ofthe
u.iiulty in the critical pa*r.
lf the duration assumed is exacfly 4 weeks then it will
be one of the 4 critical paths
and the various possibilities are given below.

lf tre duration assumed is less than 4 weeks then the solution should be based on 3 of
the critical paths namely 12,589, 1346789 ild'134789. This has 16 combinations.
Reduce in the following ways, the project duration is. Since all the

paflr

are criticd,

reduction is possible by combining actfuities. The activities can be independent, common

to few paths and common to dlthe paths. The vaious categories are as follotiYs:

1. Common to all the paths. 8-9

2. lndependent: Combination

3.

4.

1.

'l-2,3-5,4-6 and 4-7.

Combination

2.

2-5,&5,4-6 and 4-7.

Combination

3.

1-2,t5,4-7,

6-7

Combination

4.

2-5,3-5,+7,6-7

Combination

1.

1-2,1-3.

Combination

2.

1-3,2-5.

Combination

3.

3-4 5-8.

Combination

4.

5-8,7-8.

Activities common to tito of the paths.

Activities common to two of the paths and two independent activities.

Combination
Combination
Combination
Combination
Combinafon
Combination

1.

1-2,3-4,3-5.

?.

1-2,3-5,7-8.

3.

2,5,$43-5.

4.

2-5,3-5,7-8.

5.

4-6,+7,5-8.

6,

4-7,5.8,6-7.

(Any three of the above combination')

r.,,/ euestion 1 fA pR / NAl toos) y,gnd.

A company had planned ils operalions as follows:
Activity

Dutation (daYs)

1-2

2-4

t-J

3-4

4q

146
2-:
4_7
3-6
5-7

16
19

24
g

6-a.7
7-8

(i)

Draw the network and find lhe attica! paths.

Attter 15 days of working, the

(a)
(b)
(c)
(d)
(e)
(0

fo

oWing progress ls noied:

1-2, 1-3 and I 4 compteted as pu original schedule.

2-4 is in ptogess and will be completed in 4 more days.

Activities
Activity

Activity 3-6 is in prcgress and

wi

need.lT

mue

days @ complete

34

The.stalt at activity
are specialised. They are directed to comptere 3-6
and undertake an activity 6-7. which will.(equire Trtays. This ,rurrungr^ent
arose due to a modilica\on in a specialisation.
Activity 6-B will be conpteted in

4 days instend of

the orlginaily

planned

days.

There is no change in the other actjvities.

update the._nerwotk diagran after 1s days or start of wotk based

on the assunption given
above. lndicate the.revised critical patis aloagwifh their dwarion.

Duration

Paths

1-2-5-7.-8
1-2- 4-1 -8

7+16+9+8=40
7+8+19+8=42

1-4-7-8
1-3-4-7-8
1-3-6-8
Critical path 1-2-4-7-8

6alg+t=33
8+6+19+8=41
=42days.

?- 4 and3 - 6 after 15 days forupdation.

Preceding Activity Dale of completion Revised Dunion

Revised Duration of activities

Acilvity

+4 = 19 drys l9-7 = 12 days

15 +17 =32days 32-8=24dals

l-2

?-4
3-6

15

, 1-3
3-6

6-7(nanactivity)

3-6

6-8

7 days

\'
l

4 days

(ii)

Paths

I = ilO
7+12+19+8=tl6
6+19+8:33
8+6+19+8=4'l
8+24+1+8=4:l

1-2-5-7 -g
1-2- 4-7 -8
1-4-7-8

7 + 16 + 9 +

1-s-4-7-8
1-3-6-7-8
1-3-6-8
Critical pa0r =

Duration

8+24+4=36

I - 3 - 6-7 - I

4o

= 47 days-

y'l

B CNov/DEc ,ol7) 2(nl.v/ruua ,zocll) t tr:,

!
Thelorrowing

Question

rable gives the acriviries in

each activity:
Acilvrty

a conslruction.project

heceding actjvity

and the rime diration

ol

Nwmal Time (Day)

16

20

A"

10

B,,C

D,E

12

Required:

0
(ii)
(ii|

fuaw the activity netwuk of the projecl

Find critica! path.

Find the total float and freefloat for each

activity.

3Iry
(D

E
(iD
(iii)

A-+D-+F=16+i0+,1!=36
B-+E-+F=20+6*12=3g
A- C- E -F = 16 +8 +6 +12=

42

Critical patr

Total float and free float for each actMty

Activity

tjne Earliest Tine linish

(Days) staft

Nomat

Ato
Bzo
cb

Latest Tine finish

starl

Float
total

Free

16

't6

20

24

't6

24

t6

24

"Z

10

16

26

20

30

24

30

24

30

12

30

42

30

42

Question

4 '4
00
00

What do

mean by a dumny activtty? Why is

it

used

in netwo*ing?

An swer

Dummty acbvity is a hypothetical activity

which consumes no resource or time. lt is
represented by dotted rines and is inserted
in the network to crariff an activity pattern
under the following situations.

(D
(iD
(iit)

To make activities with common starting and finishing

events distinguishabre.
To identifo and maintain the proper precedence rerationship
between activities
are not connected by events.

hat

To bring all 'roose ends" to a singre initiar and singre

terminar event.
e. g.

Dummy (2)

- (3) is used to convey that can start only afrer events numbered (2)

and (3) are over

u/,fuesrion

10

List the 5 steps involved

in the methodolo

Working Mehodology of PERT:

The rrvo*ing mehodology
steps:

't.
2.

pERT vutrich includes bofir

cpM and pERr, consists of follorrutrg five

Analyze and break down the project in terms ofspecific activities andor events.

Determine the interdependence and sequence of specific activities and prepare a networ*.

3.
4.
5.

Assign estimdes of time, cost or both

to dl the activities of the network.
ldentify 0re longest or critical pa$ through
the netuork.

Monitor, evaluate and control the progress

of Bre project by

and reassignment of resources.

reflanring,

resched.rling

s,,lQuestion 1l

A snall ptoject is

composed of swen activities, whose

time estimales
Activities arc identifies by theh besinning
Ai
riii"nu^tr,r,

;;;;di;;-il

arc listed below.

(a)
(b)
i
t
:

l#!rr!; "tor"o

duralion and variance for each activity. ttvhat

Given: Z
P

0.50 0.61
03085 0 2514

1.00

0.1587

Answer
Adivity Eslimated Dumtions

Adivity estinded durations (days)

L=

-G

iriD

pumt on

is

the expx.ted proiect

1.33
0.0918

2.00
0.0228

8t8

l;T;I

I
0

I
4

34

6
Cdtical pattr is

1-3$6.

ly

6
A
'

The otpected project duration

= 8+l!+lrt=

ltt

l0
67y5

EXERCISE

Question
The

ilne schedule fu difierent activiales of a Noject is given below:

1-2

1-3

10

1-4

2-3

10

2-6
3-5
4-5
4-6

16
17
18
14

5"6'

Construct the PERI network and compute.

0
(ii)

Critical path and its dwation.

lotal and ftee tloat fot each activity.

Answer
The critical pah is given by 1
time to complete the project.
The ptoject duration = 8 +

l0

-i

- 3- 5-

6. The path represents

+ 17 + 9 = 44 days.

5o

he

minimum possible

Question 2
A project'has the followittg Ame schedule:

1-2

5-7

1-3
2-4

6-8

7.8

3-4

8-9

3-5

B-10

4-9

9-10

5-6

compute:

Congruct a PtRf nework and

(,)
(ii)
(t0

Te

.,

and Tt for each event;

Floa.t for each activity; and

Critical path and its

duation.

':i

Answer
Critical path is given by all those activities whicli have zero floats. Along the zero float
actMties, trere are tvrir such critical paths: .*'

(D 1-*3-5-.7-8-'9---10
(ii) I ..- 3 ..- 5 -r 7 -, 8 -" 10
The project duration is 25 weeks.

question

Girnn the following inlomration:

Aclivity: 0-1
Ouatim: 2

(i)
(ii)
(iil

1-2

t-3

2-4

10

2-5

3-4

33

3-6

4-7

75

Draw ihe anow diagram.

ldentify ait:tcal path and tlnd the totat project duration.
Deternine tota!, free and independent floats.

Answer
The critical path is -

0---+1-3.-,8-7

Total project duration'F 27 days.

,l

5-7
28

6-7
(in days)

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t- Uhar

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7.

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lafiocu meilto& ol fzrtunt?y

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