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    Exercise On CPM and PERT

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    Ali Kanso - Nagad
    The project involves 11 activities with precedence relationships. Using CPM, the critical path is found to be activities A-B-J-L with a total duration of 22 weeks. The Gantt chart shows the earliest start times with floats. The S-curve shows that the cumulative cost reaches the target of $200,000 between weeks 16-20. PERT analysis finds the total expected duration to be 23 weeks. There is a 90% probability the project will complete between 2 weeks earlier and 4 weeks later than expected.

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    Exercise On CPM and PERT

    Uploaded by

    Ali Kanso - Nagad
    64 views4 pages
    The project involves 11 activities with precedence relationships. Using CPM, the critical path is found to be activities A-B-J-L with a total duration of 22 weeks. The Gantt chart shows the earliest start times with floats. The S-curve shows that the cumulative cost reaches the target of $200,000 between weeks 16-20. PERT analysis finds the total expected duration to be 23 weeks. There is a 90% probability the project will complete between 2 weeks earlier and 4 weeks later than expected.

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    Exercise on CPM and PERT

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    The project involves 11 activities with precedence relationships. Using CPM, the critical path is found to be activities A-B-J-L with a total duration of 22 weeks. The Gantt chart shows the earliest start times with floats. The S-curve shows that the cumulative cost reaches the target of $200,000 between weeks 16-20. PERT analysis finds the total expected duration to be 23 weeks. There is a 90% probability the project will complete between 2 weeks earlier and 4 weeks later than expected.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    64 views4 pages

    Exercise On CPM and PERT

    Uploaded by

    Ali Kanso - Nagad
    The project involves 11 activities with precedence relationships. Using CPM, the critical path is found to be activities A-B-J-L with a total duration of 22 weeks. The Gantt chart shows the earliest start times with floats. The S-curve shows that the cumulative cost reaches the target of $200,000 between weeks 16-20. PERT analysis finds the total expected duration to be 23 weeks. There is a 90% probability the project will complete between 2 weeks earlier and 4 weeks later than expected.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 4

    BBSE3007 Project & Contract Management

    Exercise on CPM and PERT

    Consider a project involving the following activities and precedence relationship. The cost of each
    activity is listed.

    Duration (week)
    Precedence Cost per week
    Activity Optimistic Most likely Pessimistic
    Activity ($/week)
    (a) (m) (b)
    A - 5,000 2 3 5
    B A 3,000 3 5 8
    C A 6,000 4 6 9
    D B 2,000 1 2 4
    E C 4,000 3 4 7
    F D 7,000 1 2 4
    G D 4,000 2 3 5
    H G 8,000 1 2 3
    J B,E 6,000 4 6 8
    K E,F,H 5,000 2 4 7
    L J 3,000 2 3 6

    a) Sketch the network using Activity-On-Arrow (AOA) and Activity-On-Node (AON)


    b) Using CPM, by performing forward-pass and backward-pass computations, conduct a critical
    path analysis of the network. Find the critical path of the project and determine the overall
    duration.
    c) Plot the Gantt Chart using Earliest Start Time (ES) with Float.
    d) Determine the cost distribution using Earliest Start Time (ES) and Latest Start Time (LS), then
    sketch the cumulative cost against time (S-curve).
    e) Perform a Program Evaluation and Review Technique (PERT) to determine the expected
    total duration of the project.
    f) By using uncertainty analysis, determine the probability that the project will complete
    between 2 weeks earlier and 4 weeks later than the expected duration.
    Solution
    a) The AOA is sketched as follows:

    The AON is sketched as follows:

    b) Use the CPM Forward and Backward Pass Computation as follows. The Critical Path is shown
    (thick line path).

    The total duration = 22 weeks.

    BBSE3007 Project and Contract Management


    CPM / PERT Exercise Page 2
    c) The Gantt Chart with Earliest Start Time with Float is shown.

    d) The cost distribution is conducted by assigning the cost of the activities per week (See
    attached). The S-curve is plotted accordingly.

    200,000

    180,000

    160,000

    140,000

    120,000
    Early Start
    100,000
    Late Start
    80,000 Target

    60,000

    40,000

    20,000

    0
    0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

    BBSE3007 Project and Contract Management


    CPM / PERT Exercise Page 3
    e) The Expected Duration (te) and the variance (v) is computed in the PERT.

    Duration (week) Expected


    Precedence Variance
    Activity Optimistic Most likely Pessimistic Duration
    Activity (!" = # $ )
    (a) (m) (b) (te)
    A - 2 3 5 3.17 0.25
    B A 3 5 8 5.17 0.69
    C A 4 6 9 6.17 0.69
    D B 1 2 4 2.17 0.25
    E C 3 4 7 4.33 0.44
    F D 1 2 4 2.17 0.25
    G D 2 3 5 3.17 0.25
    H G 1 2 3 2.00 0.11
    J B,E 4 6 8 6.00 0.44
    K E,F,H 2 4 7 4.17 0.69
    L J 2 3 6 3.33 0.44
    Total in
    critical path
    (% = & # $ ) 2.26
    Deviation
    ' = (% 1.50

    The total expected duration = 23.00 weeks.

    f) The standard deviation S = 1.50 weeks


    Therefore,
    2 weeks earlier than the expected duration = (2/1.50) = 1.33S from the normal; &
    4 weeks later than the expected duration = (4/1.50) = 2.67S from the normal.

    Total area = 0.4082 + 0.4962 = 0.9044


    Thus, the chance of having the project completed between 2 weeks earlier and 4 weeks later
    than the expected duration is around 90%.

    BBSE3007 Project and Contract Management


    CPM / PERT Exercise Page 4

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