PLANNING AND

SCHEDULING
PERT/CPM

Alagbate, Marian Ivy V.

Asis, Jahnine Ivan Kaye G.
Ibasco, Cherrie May M.
BSCE 5B
Villaluz, John Russel
 THREE PHASES
–PLANNING
–SCHEDULING
–CONTROLLING
PLANNING
SCHEDULING
CONTROLLING
 PROJECT
EVALUATION &
REVIEW TECHNIQUE
 PROJECT EVALUATION &
REVIEW TECHNIQUE

HISTORY
–DEVELOPED BY U.S. NAVY IN THE
1950s
–USED IN THE POLARIS MISSILE
PROJECT
POLARIS
MISSILE
PROJECT
NETWORK DIAGRAM
COMPONENTS: Activity & Event
A
i j
NETWORK DIAGRAM
COMPONENTS: Merge & Burst Events
 NETWORK DIAGRAM
COMPONENTS: Preceding & Succeeding Activities
i A j C l
B D
k
NETWORK DIAGRAM
COMPONENTS: Dummy Activity

B
l
i A j C
j
 NETWORK DIAGRAM
COMPONENTS: Correct and Incorrect Activities
NETWORK DIAGRAM
LOOPING ERROR
 NETWORK DIAGRAM
RULES
1.No single activity can be represented by more
than once in a network. The length of arrow
has no significance.
2. In assigning numbers to events, there should
not be any duplication of event numbers in a
network.
 NETWORK DIAGRAM
RULES
3. The event numbered 1 is the start event and
an event with highest number is the end
event. Before an activity can be undertaken,
all activities preceding it must be completed.
That is, the activities must follow a logical
sequence(or interrelationship) b/w activities.
 NETWORK DIAGRAM
RULES
4. Dummy activities must be used only if it is
necessary to reduce the complexity of a
network.
5. A network should have only one start event
and one end event.
NETWORK DIAGRAM
CONVENTIONS
A B C B
A
C
A
C A
D C
B B
 NETWORK DIAGRAM
FULKERSON’S RULE
1. Number the start or initial event as 1.
2. From the event 1, strike off all outgoing
activities. This would have made one or more
events as initial events. Number that event as 2.
3. Repeat step 2 for event 2,event 3, and till the
end event.
NETWORK DIAGRAM
EXAMPLE 1
NETWORK DIAGRAM
EXAMPLE: Solution
NETWORK DIAGRAM
EXAMPLE 2
NETWORK DIAGRAM
EXAMPLE 2: Solution
NETWORK DIAGRAM
EXAMPLE 3
NETWORK DIAGRAM
EXAMPLE 3: Solution
NETWORK DIAGRAM
EXAMPLE 4
NETWORK DIAGRAM
EXAMPLE 4: Solution
 NETWORK DIAGRAM
Activity-on-Arc(AOA) vs Activity-on-Nodes(AON)
1. AON project networks are considerably easier to
construct than AOA project networks.
2. AON project networks are easier to understand than
AOA project networks for inexperienced users, including
many managers.
3. AON project networks are easier to revise than AOA
project networks when there are changes in the project.
 NETWORK DIAGRAM
Activity-on-Arc(AOA) vs Activity-on-Nodes(AON)
 NETWORK DIAGRAM
Activity-on-Arc(AOA) vs Activity-on-Nodes(AON)
 NETWORK DIAGRAM
Activity-on-Arc(AOA) vs Activity-on-Nodes(AON)
NETWORK DIAGRAM
Activity-on-Nodes(AON)
NETWORK DIAGRAM
Activity-on-Nodes(AON)
INSTANT TIME vs TIME INTERVAL
THE PERT MATHEMATICS:
“The Probabilistic PERT”
THREE TIME ESTIMATES
1. Optimistic Time (To)
2. Most Likely Time (Tm)
3. Pessimistic Time (Tp)
THE PERT MATHEMATICS:
Simplifying Approximation
1. Assume the main critical path
will turn out to be the longest
path through the network.
THE PERT MATHEMATICS:
Simplifying Approximation
2. Assume that the durations of
the activities on the mean
critical path are statistically
independent.
THE PERT MATHEMATICS
Activity Times are Inspired by BETA Probability Distribution

Average/Mean Value
of Estimated Time:
Ta = To + 4Tm + Tp
6
THE PERT MATHEMATICS
Inspired by BETA Probability Distribution

Variance of the
Activity Time:
σa 2=
( )Tp – To
6
2
THE PERT MATHEMATICS:
Simplifying Approximation
3. Assume that the form of the
probability distribution of
project duration is a normal
distribution.
THE PERT MATHEMATICS
The probability of completing the project
within the scheduled time(Ts) or contracted time
may be obtained by using the standard normal
deviate where Te is the expected time of project
completion.
Z0 = Ts – Te P(T≤Ts) = P(Z≤Z0)
2
[Σ (σcp )] -2
 THE PERT MATHEMATICS
An R&D project has a list of tasks to be performed whose time estimates are
given in the table, as follows:
EXAMPLE 1
THE PERT MATHEMATICS
Req’d: (a)Project Network
EXAMPLE 1
THE PERT MATHEMATICS
Req’d: (b)Critical Path
EXAMPLE 1
 THE PERT MATHEMATICS
Req’d:(c)The probability that the project is completed in 19 days. If the
probability is less than 20%, find the probability of completing it in 24
days.
EXAMPLE 1
THE PERT MATHEMATICS
EXAMPLE 1

Ta σ2
THE PERT MATHEMATICS
EXAMPLE 1
THE PERT MATHEMATICS
EXAMPLE 1
THE PERT MATHEMATICS
EXAMPLE 2
CRITICAL PATH
METHOD
CRITICAL PATH METHOD
Common and a powerful tool used
across the construction industry.
Used to plan and control a project.
Combines all relevant
information into a single plan.
CRITICAL PATH
Represents the set or
sequence of activities which
will take the longest time to
complete.
DURATION OF THE
CRITICAL PATH
Represents the minimum
length of time required to
complete a project.
CRITICAL PATH-
SPECIFIC SOFTWARE
Key to effectively using the
critical path method.
GUIDE/STEPS
1. Identify the Activities
2. Determine the
Activities’ Sequence
3. Use construction
Management Software
4. Estimate Activity
Completion Time
5. Identify the Critical Path
6. Update the CPM
Diagram as Needed
Then Build!
PERT/CPM
PROGRAM EVALUATION
REVIEW TECHNIQUE
CRITICAL PATH
METHOD
EXAMPLES
PERT
VS

CPM
 PERT vs. CPM
BASIS FOR
COMPARISON PERT CPM
MEANING A project management A statistical technique
technique, used to of project management
manage uncertain that manages well
activities of a project. defined activities of a
project.
What is it? A technique of planning A method to control
and control of time. cost and time.
Orientation Event-oriented Activity-oriented
 PERT vs. CPM
BASIS FOR
COMPARISON PERT CPM
Evolution Evolved in Research Evolved in
& Development Construction
Projects Projects
Model Probabilistic Model Deterministic Model

Focuses on Time Time-cost trade-off

Estimates Three-time Estimates One-time Estimate
 PERT vs. CPM
BASIS FOR
COMPARISON PERT CPM
Appropriate High-precision Time Reasonable Time
for Estimate Estimates
Management Unpredictable Predictable activities
of activities
Nature of jobs Non-Repetitive Repetitive
Non- & Critical No Differentation Differentiated
Activities