Network analysis cpm module3

DEPARTMENT OF CIVIL ENGINEERING
B TECH 8th
SEMESTER
01 1827 CONSTRUCTION PLANNING AND MANAGEMENT
L-T-P: 3-0-0 Credit: 3
Network analysis, PERT: Leveling of Resources
Total number of Lecture: 8
Introduction
CPM/PERT or Network Analysis as the technique is sometimes called,
developed along two parallel streams, one industrial and the other military.
CPM (Critical Path Method) was the discovery of M.R.Walker of E.I.Du
Pont de Nemours & Co. and J.E.Kelly of Remington Rand, circa 1957. The
computation was designed for the UNIVAC-I computer. The first test was
made in 1958, when CPM was applied to the construction of a new chemical
plant. In March 1959, the method was applied to maintenance shut-down at the
Du Pont works in Louisville, Kentucky. Unproductive time was reduced from
125 to 93 hours.
PERT (Project Evaluation and Review Technique) was devised in 1958 for
the POLARIS missile program by the Program Evaluation Branch of the
Special Projects office of the U.S.Navy, helped by the Lockheed Missile
Systems division and the Consultant firm of Booz-Allen & Hamilton. The
calculations were so arranged so that they could be carried out on the IBM
Naval Ordinance Research Computer (NORC) at Dahlgren, Virginia.
The methods are essentially network-oriented techniques using the same
principle. PERT and CPM are basically time-oriented methods in the sense that
they both lead to determination of a time schedule for the project. The
significant difference between two approaches is that the time estimates for the
different activities in CPM were assumed to be deterministic while in PERT
these are described probabilistically. These techniques are referred as project
scheduling techniques.
In CPM activities are shown as a network of precedence relationships using
activity-on- node network construction
– Single estimate of activity time
– Deterministic activity times

USED IN: Production management - for the jobs of repetitive in nature
where the activity time estimates can be predicted with considerable certainty
due to the existence of past experience.
In PERT activities are shown as a network of precedence relationships using
activity-on- arrow network construction
– Multiple time estimates
– Probabilistic activity times
USED IN: Project management - for non-repetitive jobs (research and
development work), where the time and cost estimates tend to be quite
uncertain. This technique uses probabilistic time estimates.
Benefits of PERT/CPM
 Useful at many stages of project management
 Mathematically simple
 Give critical path and slack time
 Provide project documentation
 Useful in monitoring costs
Limitations of PERT/CPM
 Clearly defined, independent and stable activities
 Specified precedence relationships
 Over emphasis on critical paths
Applications of CPM / PERT
These methods have been applied to a wide variety of problems in industries
and have found acceptance even in government organizations. These include
 Construction of a dam or a canal system in a region
 Construction of a building or highway
 Maintenance or overhaul of airplanes or oil refinery
 Space flight
 Cost control of a project using PERT / COST
 Designing a prototype of a machine

 Development of supersonic planes
Basic Steps in PERT / CPM
Project scheduling by PERT / CPM consists of four main steps
1. Planning
 The planning phase is started by splitting the total project in to small
projects. These smaller projects in turn are divided into activities and are
analyzed by the department or section.
 The relationship of each activity with respect to other activities are defined
and established and the corresponding responsibilities and the authority are
also stated.
 Thus the possibility of overlooking any task necessary for the completion of
the project is reduced substantially.
2. Scheduling
 The ultimate objective of the scheduling phase is to prepare a time chart
showing the start and finish times for each activity as well as its relationship
to other activities of the project.
 Moreover the schedule must pinpoint the critical path activities which
require special attention if the project is to be completed in time.
 For non-critical activities, the schedule must show the amount of slack or
float times which can be used advantageously when such activities are
delayed or when limited resources are to be utilized effectively.
3. Allocation of resources
 Allocation of resources is performed to achieve the desired objective. A
resource is a physical variable such as labour, finance, equipment and space
which will impose a limitation on time for the project.
 When resources are limited and conflicting, demands are made for the same
type of resources a systematic method for allocation of resources become
essential.
 Resource allocation usually incurs a compromise and the choice of this
compromise depends on the judgment of managers.
4. Controlling

 The final phase in project management is controlling. Critical path methods
facilitate the application of the principle of management by expectation to
identify areas that are critical to the completion of the project.
 By having progress reports from time to time and updating the network
continuously, a better financial as well as technical control over the project
is exercised.
 Arrow diagrams and time charts are used for making periodic progress
reports. If required, a new course of action is determined for the remaining
portion of the project.
The Framework for PERT and CPM
Essentially, there are six steps which are common to both the techniques. The
procedure is listed below:
I. Define the Project and all of its significant activities or tasks. The Project (made
up of several tasks) should have only a single start activity and a single finish
activity.
II. Develop the relationships among the activities. Decide which
activities must precede and which must follow others.
III. Draw the "Network" connecting all the activities. Each Activity should
have unique event numbers. Dummy arrows are used where required to
avoid giving the same numbering to two activities.
IV. Assign time and/or cost estimates to each activity
V. Compute the longest time path through the network. This is called the
critical path.
VI. Use the Network to help plan, schedule, and monitor and control the project.
The Key Concept used by CPM/PERT is that a small set of activities, which
make up the longest path through the activity network control the entire
project. If these "critical" activities could be identified and assigned to
responsible persons, management resources could be optimally used by
concentrating on the few activities which determine the fate of the entire
project.
Non-critical activities can be replanned, rescheduled and resources for them
can be reallocated flexibly, without affecting the whole project. Five useful
questions to ask when preparing an activity network are:
 Is this a Start Activity?

 Is this a Finish Activity?
 What Activity Precedes this?
 What Activity Follows this?
 What Activity is Concurrent with this?
Network Diagram Representation
In a network representation of a project certain definitions are used
1. Activity
Any individual operation which utilizes resources and has an end and a
beginning is called activity. An arrow is commonly used to represent an
activity with its head indicating the direction of progress in the project. These
are classified into four categories
1. Predecessor activity – Activities that must be completed immediately prior
to the start of another activity are called predecessor activities.
2. Successor activity – Activities that cannot be started until one or more of
other activities are completed but immediately succeed them are called
successor activities.
3. Concurrent activity – Activities which can be accomplished concurrently
are known as concurrent activities. It may be noted that an activity can be a
predecessor or a successor to an event or it may be concurrent with one or
more of other activities.
4. Dummy activity – An activity which does not consume any kind of
resource but merely depicts the technological dependence is called a
dummy activity.
The dummy activity is inserted in the network to clarify the activity pattern
in the following two situations
 To make activities with common starting and finishing points distinguishable
 To identify and maintain the proper precedence relationship between
activities that is not connected by events.
For example, consider a situation where A and B are concurrent activities. C
is dependent on A and D is dependent on A and B both. Such a situation can
be handled by using a dummy activity as shown in the figure.

2. Event
An event represents a point in time signifying the completion of some activities
and the beginning of new ones. This is usually represented by a circle in a
network which is also called a node or connector.
The events are classified in to three categories
1. Merge event – When more than one activity comes and joins an event such
an event is known as merge event.
2. Burst event – When more than one activity leaves an event such an event is
known as burst event.
3. Merge and Burst event – An activity may be merge and burst event at the
same time as with respect to some activities it can be a merge event and
with respect to some other activities it may be a burst event.
3. Sequencing
The first prerequisite in the development of network is to maintain the
precedence relationships. In order to make a network, the following points
should be taken into considerations
 What job or jobs precede it?
 What job or jobs could run concurrently?
 What job or jobs follow it?
 What controls the start and finish of a job?
Since all further calculations are based on the network, it is necessary that a
network be drawn with full care.
Rules for Drawing Network Diagram
Rule 1
Each activity is represented by one and only one arrow in the network

Rule 2
No two activities can be identified by the same end events
Rule 3
In order to ensure the correct precedence relationship in the arrow diagram,
following questions must be checked whenever any activity is added to the
network
 What activity must be completed immediately before this activity can start?
 What activities must follow this activity?
 What activities must occur simultaneously with this activity?
In case of large network, it is essential that certain good habits be practiced to draw an
easy to follow network
 Try to avoid arrows which cross each other
 Use straight arrows
 Do not attempt to represent duration of activity by its arrow length
 Use arrows from left to right. Avoid mixing two directions, vertical
and standing arrows may be used if necessary.
 Use dummies freely in rough draft but final network should not have
any redundant dummies.
 The network has only one entry point called start event and one point
of emergence called the end event.
Common Errors in Drawing Networks
The three types of errors are most commonly observed in drawing network diagrams
1. Dangling
To disconnect an activity before the completion of all activities in a network
diagram is known as dangling. As shown in the figure activities (5 – 10) and (6
– 7) are not the last activities in the network. So the diagram is wrong and

indicates the error of dangling
2. Looping or Cycling
Looping error is also known as cycling error in a network diagram. Drawing an
endless loop in a network is known as error of looping as shown in the
following figure.
3. Redundancy
Unnecessarily inserting the dummy activity in network logic is known as the
error of redundancy as shown in the following diagram
Advantages and Disadvantages
PERT/CPM has the following advantages
 A PERT/CPM chart explicitly defines and makes visible dependencies

(precedence relationships) between the elements,
 PERT/CPM facilitates identification of the critical path and makes this visible,
 PERT/CPM facilitates identification of early start, late start, and slack for
each activity,
 PERT/CPM provides for potentially reduced project duration due to better
understanding of dependencies leading to improved overlapping of
activities and tasks where feasible.
PERT/CPM has the following disadvantages:
 There can be potentially hundreds or thousands of activities and individual
dependency relationships,
 The network charts tend to be large and unwieldy requiring several pages to
print and requiring special size paper,
 The lack of a timeframe on most PERT/CPM charts makes it harder to show
status although colours can help (e.g., specific colour for completed nodes),
 When the PERT/CPM charts become unwieldy, they are no longer used to
manage the project.
Critical Path in Network Analysis
Basic Scheduling Computations
The notations used are
(i, j) = Activity with tail event i and head event j
Ei = Earliest occurrence time of event i
Lj = Latest allowable occurrence time of event j
Dij = Estimated completion time of activity (i, j)
(Es)ij = Earliest starting time of activity (i, j)
(Ef)ij = Earliest finishing time of activity (i, j)
(Ls)ij = Latest starting time of activity (i, j)
(Lf)ij = Latest finishing time of activity (i, j)
The procedure is as follows
1. Determination of Earliest time (Ej): Forward Pass computation
 Step 1
The computation begins from the start node and move towards the end node.
For easiness, the forward pass computation starts by assuming the earliest
occurrence time of zero for the initial project event.

 Step 2
i. Earliest starting time of activity (i, j) is the earliest event time of the tail
end event i.e. (Es)ij = Ei
ii. Earliest finish time of activity (i, j) is the earliest starting time + the
activity time i.e (Ef)ij = (Es)ij + Dij or (Ef)ij = Ei +Dij
iii. Earliest event time for event j is the maximum of the earliest finish times
of all activities ending in to that event i.e. Ej = max [(Ef)ij for all immediate
predecessor of (i, j)] or Ej =max [Ei + Dij]
2. Backward Pass computation (for latest allowable time)
 Step 1
For ending event assume E = L. Remember that all E’s have been computed by
forward pass computations.
 Step 2
Latest finish time for activity (i, j) is equal to the latest event time of event j i.e.
(Lf)ij = Lj
 Step 3
Latest starting time of activity (i, j) = the latest completion time of (i, j) – the
activity time or (Ls)ij =(Lf)ij - Dij or (Ls)ij = Lj - Dij
 Step 4
Latest event time for event ‘i’ is the minimum of the latest start time of all
activities originating from that event i.e. Li = min [(Ls)ij for all immediate
successor of (i, j)] = min [(Lf)ij - Dij] = min [Lj - Dij]
3. Determination of floats and slack times
There are three kinds of floats
 Total float – The amount of time by which the completion of an activity
could be delayed beyond the earliest expected completion time without
affecting the overall project duration time.
Mathematically
(Tf)ij = (Latest start – Earliest start) for activity ( i – j)
(Tf)ij = (Ls)ij - (Es)ij or (Tf)ij = (Lj - Dij) - Ei
 Free float – The time by which the completion of an activity can be delayed

beyond the earliest finish time without affecting the earliest start of a
subsequent activity.
Mathematically
(Ff)ij = (Earliest time for event j – Earliest time for event i) – Activity time for ( i,j)
(Ff)ij = (Ej - Ei) - Dij
 Independent float – The amount of time by which the start of an activity
can be delayed without effecting the earliest start time of any immediately
following activities, assuming that the preceding activity has finished at its
latest finish time.
Mathematically
(If)ij = (Ej - Li) - Dij
The negative independent float is always taken as zero.
 Event slack - It is defined as the difference between the latest event and
earliest event times.
Mathematically
Head event slack = Lj – Ej, Tail event slack = Li - Ei
4. Determination of critical path
 Critical event – The events with zero slack times are called critical events.
In other words the event i is said to be critical if Ei = Li
 Critical activity – The activities with zero total float are known as critical
activities. In other words an activity is said to be critical if a delay in its start
will cause a further delay in the completion date of the entire project.
 Critical path – The sequence of critical activities in a network is called
critical path. The critical path is the longest path in the network from the
starting event to ending event and defines the minimum time required to
complete the project.
Worked Examples on CPM
Example 1
Determine the early start and late start in respect of all node points and
identify critical path for the following network.

Solution
Calculation of E and L for each node is shown in the network
Activity
(i, j)
Normal
Time
(Dij)
Earliest Time Latest Time Float Time
(Li - Dij ) - Ei
Start
(Ei)
Finish
(Ei + Dij )
Start
(Li - Dij )
Finish
(Li)
(1, 2) 10 0 10 0 10 0
(1, 3) 8 0 8 1 9 1
(1, 4) 9 0 9 1 10 1
(2, 5) 8 10 18 10 18 0
(4, 6) 7 9 16 10 17 1
(3, 7) 16 8 24 9 25 1
(5, 7) 7 18 25 18 25 0
(6, 7) 7 16 23 18 25 2

(5, 8) 6 18 24 18 24 0
(6, 9) 5 16 21 17 22 1
(7, 10) 12 25 37 25 37 0
(8, 10) 13 24 37 24 37 0
(9, 10) 15 21 36 22 37 1
Network Analysis Table
From the table, the critical nodes are (1, 2), (2, 5), (5, 7), (5, 8), (7, 10) and (8, 10)
From the table, there are two possible critical
paths
i. 1 → 2 → 5 → 8 → 10
ii. 1 → 2 → 5 → 7 → 10
Example 2
Find the critical path and calculate the slack time for the following network
Solution
The earliest time and the latest time are obtained below
Activity
(i, j)
Normal
Time
(Dij)
Earliest Time Latest Time
Float Time
(Li - Dij ) - Ei
Start
(Ei)
Finish
(Ei + Dij )
Start
(Li - Dij )
Finish
(Li)
(1, 2) 2 0 2 5 7 5
(1, 3) 2 0 2 0 2 0
(1, 4) 1 0 1 6 7 6

(2, 6) 4 2 6 7 11 5
(3, 7) 5 2 7 3 8 1
(3, 5) 8 2 10 2 10 0
(4, 5) 3 1 4 7 10 6
(5, 9) 5 10 15 10 15 0
(6, 8) 1 6 7 11 12 5
(7, 8) 4 7 11 8 12 1
(8, 9) 3 11 14 12 15 1
From the above table, the critical nodes are the activities (1, 3), (3, 5) and (5, 9)
The critical path is 1 → 3 → 5 → 9
Example 3
A project has the following times schedule
Activity Time (weeks) Activity Time (weeks) Activity Time (weeks)
(1 – 2) 4
(4 – 9) 5 (8 – 9)
1
(1 – 3)
1
(5 – 6)
4
(8 – 10)
8
(2 – 4)
1
(5 – 7) 8
(9 – 10) 7
(3 – 4)
1
(6 – 8) 1
Construct the network and compute
1. TE and TL for each event

2. Float for each activity
3. Critical path and its duration
Solution
The network is
Event
No.:
1 2 3 4 5 6 7 8 9 10
TE: 0 4 1 5 7 11 15 17 18 25
TL: 0 12 1 13 7 16 15 17 18 25
Float = TL (Head event) – TE (Tail event) – Duration
Activity Duration TE (Tail event) TL (Head event) Float
(1 – 2) 4 0 12 8
(1 – 3) 1 0 1 0
(2 – 4) 1 4 13 8
(3 – 4) 1 1 13 11
(3 – 5) 6 1 7 0
(4 – 9) 5 5 18 8
(5 – 6) 4 7 16 5
(5 – 7) 8 7 15 0
(6 – 8) 1 11 17 5
(7 – 8) 2 15 17 0

(8 – 9) 1 17
18 0
(8 – 10) 8 17
25 0
(9 – 10)
7 18 25 0
The resultant network shows the critical path
The two critical paths are
i. 1 → 3 → 5 →7 → 8 → 9 →10
ii. 1 → 3 → 5 → 7 → 8 →10
Project Evaluation and Review Technique (PERT)
The main objective in the analysis through PERT is to find out the completion
for a particular event within specified date. The PERT approach takes into
account the uncertainties. The three time values are associated with each
activity
Optimistic time – It is the shortest possible time in which the activity can be
finished. It assumes that every thing goes very well. This is denoted by t0.
Most likely time – It is the estimate of the normal time the activity would take.
This assumes normal delays. If a graph is plotted in the time of completion and
the frequency of completion in that time period, then most likely time will
represent the highest frequency of occurrence. This is denoted by tm.
Pessimistic time – It represents the longest time the activity could take if
everything goes wrong. As in optimistic estimate, this value may be such
that only one in hundred or one in twenty will take time longer than this value.

This is denoted by tp.
In PERT calculation, all values are used to obtain the percent expected value.
1. Expected time – It is the average time an activity will take if it were to be
repeated on large number of times and is based on the assumption that the
activity time follows Beta distribution, this is given by
te = ( t0 + 4 tm + tp ) / 6
2. The variance for the activity is given by
σ2
= [(tp – to) / 6] 2
Worked Examples
Example 1
For the project
Task: A B C D E F G H I J K
Least time: 4 5 8 2 4 6 8 5 3 5 6
Greatest time: 8 10 12 7 10 15 16 9 7 11 13
Most likely time: 5 7 11 3 7 9 12 6 5 8 9
Find the earliest and latest expected time to each event and also
critical path in the network.
Solution

Task Least time (t0)
Greatest
time (tp)
Most likely
time (tm)
Expected time
(to + tp + 4tm)/6
A 4 8 5 5.33
B 5 10 7 7.17
C 8 12 11 10.67
D 2 7 3 3.5
E 4 10 7 7
F 6 15 9 9.5
G 8 16 12 12
H 5 9 6 6.33
I 3 7 5 5
J 5 11 8 8
K 6 13 9 9.17
`
Task
Expected
time (te)
Start Finish
Total float
Earliest Latest Earliest Latest
A 5.33 0 0 5.33 5.33 0
B 7.17 0 8.83 7.17 16 8.83
C 10.67 5.33 5.33 16 16 0
D 3.5 0 10 3.5 13.5 10
E 7 16 16 23 23 0
F 9.5 3.5 13.5 13 23 10
G 12 3.5 18.5 15.5 30.5 15
H 6.33 23 23 29.33 29.33 0
I 5 23 25.5 28 30.5 2.5
J 8 28 30.5 36 38.5 2.5
K 9.17 29.33 29.33 31.5 38.5 0
The network is
The critical path is A →C →E → H → K

Example 2
A project has the following characteristics
Activity
Most optimistic time (a) Most pessimistic time (b) Most likely time (m)
(1 – 2)
(2 – 3)
(2 – 4)
(3 – 5)
(4 – 5)
(4 – 6)
(5 – 7)
(6 – 7)
(7 – 8)
(7 – 9)
(8 – 10)
(9 – 10)
1
1
1
3
2
3
4
6
2
5
1
3
5
3
5
5
4
7
6
8
6
8
3
7
1.5
2
3
4
3
5
5
7
4
6
2
5

Construct a PERT network. Find the critical path and variance for each event.
Solution
Activity (a) (b) (m) (4m)
te
(a + b + 4m)/6
V
[(b – a) / 6]2
(1 – 2)
(2 – 3)
(2 – 4)
(3 – 5)
(4 – 5)
(4 – 6)
(5 – 7)
(6 – 7)
(7 – 8)
(7 – 9)
(8 – 10)
(9 – 10)
1
1
1
3
2
3
4
6
2
5
1
3
5
3
5
5
4
7
6
8
6
8
3
7
1.5
2
3
4
3
5
5
7
4
6
2
5
6
8
12
16
12
20
20
28
16
24
8
20
2
2
3
4
3
5
5
7
4
6.17
2
5
4/9
1/9
4/9
1/9
1/9
4/9
1/9
1/9
4/9
1/4
1/9
4/9
The network is constructed as shown below
The critical path = 1 → 2 → 4 → 6 → 7 →9 →10
Example 3
Calculate the variance and the expected time for each activity
Solution

Activity (to
)
(tm) (tp)
te
(to + tp +
4tm)/6
v
[(tp – to) /
6]2
(1 – 2)
(1 – 3)
(1 – 4)
(2 – 3)
(2 – 5)
(3 – 6)
(4 – 7)
(5 – 8)
(6 – 7)
(6 – 9)
(8 – 9)
(7 – 10)
(9 – 11)
(10 – 11)
3
6
7
0
8
10
8
12
8
13
4
10
6
10
6
7
9
0
12
12
13
14
9
16
7
13
8
12
10
12
12
0
17
15
19
15
10
19
10
17
12
14
6.2
7.7
9.2
0.0
12.2
12.2
13.2
13.9
9.0
16.0
7.0
13.2
8.4
12.0
1.36
1.00
0.69
0.00
2.25
0.69
3.36
0.25
0.11
1.00
1.00
1.36
1.00
0.66
Example 4
A project is represented by the network as shown below and has the following data

Task: A B C D E F G H I
Least time: 5 18 26 16 15 6 7 7 3
Greatest time: 10 22 40 20 25 12 12 9 5
Most likely time: 15 20 33 18 20 9 10 8 4
Determine the following
a. Expected task time and their variance
b. Earliest and latest time
Solution
a.
Activity
Least time
(t0)
Greatest
time (tp)
Most likely
time (tm)
Expected time
(to + tp + 4tm)/6
Variance
(σ2
)
(1-2)
(1-3)
(1-4)
(2-5)
(2-6)
(3-6)
(4-7)
(5-7)
(6-7)
5
18
26
16
15
6
7
7
3
10
22
40
20
25
12
12
9
5
8
20
33
18
20
9
10
8
4
7.8
20.0
33.0
18.0
20.0
9.0
9.8
8.0
4.0
0.69
0.44
5.43
0.44
2.78
1.00
0.69
0.11
0.11
b.
Earliest time
E1 = 0
E2 = 0 +7.8 = 7.8
E3 = 0 +20 = 20
E4 = 0 +33 = 33
E5 = 7.8 + 18 = 25.8

E6 = max [7.8 + 20, 20 + 9] = 29
E7 = max [33 + 9.8, 25.8 + 8, 29 + 4] = 42.8
Latest time
L7 = 42.8
L6 = 42.8 – 4 = 38.8
L5 = 42.8 – 8 = 34.3
L4 = 42.8 – 9.8 = 33
L3 = 38.8 – 9 = 29.8
L2 = min [34.8 – 18, 38.8 – 20] = 16.8
L1 = min [16.8 – 7.8, 29.8 – 20, 33 - 33] = 0
Exercise
1. What is PERT?
2. For the following data, draw network. Find the critical path, slack time
after calculating the earliest expected time and the latest allowable
time
Activity Duration Activity Duration
(1 – 2)
(1 – 3)
(2 – 4)
(2 – 5)
(2 – 6)
(3– 7)
(3 – 8)
(4 – 9)
5
8
6
4
4
5
3
1
(5 – 9)
(6 – 10)
(7 – 10)
(8 – 11)
(9 – 12)
(10 – 12)
(11 – 13)
(12 – 13)
3
5
4
9
2
4
1
7
[Ans. Critical path: 1 → 3 → 7 → 10 → 12 →13]

3. A project schedule has the following characteristics
Activity Most optimistic time Most likely time Most pessimistic
time
(1 – 2)
(2 – 3)
(2 – 4)
(3 – 5)
(4 – 5)
(4 – 6)
(5 – 7)
(6 – 7)
(7 – 8)
(7 – 9)
(8 – 10)
(9 – 10)
1
1
1
3
2
3
4
6
2
4
1
3
2
2
3
4
5
5
5
7
4
6
2
5
3
3
5
5
4
7
6
8
6
8
3
7
Construct a PERT network and find
out
a. The earliest possible time
b. Latest allowable time
c. Slack values
d. Critical path
4. Explain the following terms
a. optimistic time
b. Most likely time

c. Pessimistic time
d. Expected time
e. Variance
5. Calculate the variance and the expected time for each activity
Exercise
1. What is PERT and CPM?
2. What are the advantages of using PERT/CPM?
3. Mention the applications of PERT/CPM
4. Explain the following terms
a. Earliest time
b. Latest time
c. Total activity slack
d. Event slack
e. Critical path
5. Explain the CPM in network analysis.
6. What are the rules for drawing network diagram? Also mention the
common errors that occur in drawing networks.
7. What is the difference between PERT and CPM/
8. What are the uses of PERT and CPM?
9. Explain the basic steps in PERT/CPM techniques.
10. Write the framework of PERT/CPM.

Network analysis cpm module3

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Network analysis cpm module3

Similar to Network analysis cpm module3 (20)

More from ahsanrabbani

More from ahsanrabbani (20)

Recently uploaded

Recently uploaded (20)

Network analysis cpm module3