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How to find critical path using pert and cpm

The document outlines the steps to find the critical path in project management using the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It details the process of listing activities, determining dependencies, estimating durations, creating a network diagram, and calculating earliest and latest start and finish times to identify the critical path. The critical path is defined as the longest sequence of activities that determines the minimum project completion time, with activities having zero float being critical.

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prateek.00619
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3 views

How to find critical path using pert and cpm

The document outlines the steps to find the critical path in project management using the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It details the process of listing activities, determining dependencies, estimating durations, creating a network diagram, and calculating earliest and latest start and finish times to identify the critical path. The critical path is defined as the longest sequence of activities that determines the minimum project completion time, with activities having zero float being critical.

Uploaded by

prateek.00619
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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How to find critical path using pert and cpm

The Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are
project management tools used to determine the critical path of a project. The critical path
represents the longest sequence of activities from start to finish, which determines the
shortest time in which a project can be completed. Here's a step-by-step guide to finding the
critical path using PERT and CPM:

1. List All Activities

 Identify all the tasks (activities) required to complete the project.


 Assign each activity a unique identifier (e.g., A, B, C).

2. Determine Dependencies

 Define the sequence of activities by identifying which activities depend on the


completion of others.
 Create a precedence table or dependency list that shows relationships (e.g.,
"Activity B cannot start until Activity A is complete").

3. Estimate Time Durations (PERT-specific)

For PERT, estimate three times for each activity:

 Optimistic time (O): The shortest possible time to complete the activity.
 Most likely time (M): The most probable duration for the activity.
 Pessimistic time (P): The longest possible time to complete the activity.

Use the formula to calculate the expected time (TE) for each activity:

TE=O+4M+P6TE = \frac{O + 4M + P}{6}TE=6O+4M+P

For CPM, use a single estimated duration for each activity.

4. Draw the Project Network Diagram

 Create a network diagram using nodes and arrows.


o Nodes: Represent activities.
o Arrows: Show dependencies.
 Ensure the diagram flows from a single starting point to a single ending point.
5. Calculate Earliest Start (ES) and Earliest Finish (EF) Times

 Earliest Start (ES): The earliest time an activity can begin (based on its
predecessors).

ES=Maximum EF of predecessor activitiesES = \text{Maximum EF of predecessor


activities}ES=Maximum EF of predecessor activities

 Earliest Finish (EF): The earliest time an activity can be completed.

EF=ES+Activity DurationEF = ES + \text{Activity Duration}EF=ES+Activity Duration

6. Calculate Latest Start (LS) and Latest Finish (LF) Times

 Latest Finish (LF): The latest time an activity can finish without delaying the
project.

LF=Minimum LS of successor activitiesLF = \text{Minimum LS of successor


activities}LF=Minimum LS of successor activities

 Latest Start (LS): The latest time an activity can start without delaying the project.

LS=LF−Activity DurationLS = LF - \text{Activity Duration}LS=LF−Activity Duration

7. Calculate Float/Slack

 Float (Slack): The amount of time an activity can be delayed without affecting the
project's completion date.

Float=LS−ES=LF−EF\text{Float} = LS - ES = LF - EFFloat=LS−ES=LF−EF

Activities with zero float are on the critical path.

8. Identify the Critical Path

 Trace the path of activities with zero float through the network diagram.
 The critical path determines the project's minimum duration.

Example

Activity Predecessor Duration (Days) ES EF LS LF Float


A None 3 0 3 0 3 0
B A 5 3 8 3 8 0
C A 2 3 5 6 8 3
D B, C 4 8 12 8 12 0

The critical path here is A → B → D with a total duration of 12 days.

By following these steps, you can efficiently find the critical path using PERT or CPM.

How is critical path calculated in project scheduling


using pert and cpm
The Critical Path in project scheduling using PERT and CPM is calculated as the sequence
of project activities that determines the minimum time required to complete the project.
Here's a detailed breakdown of the calculation process:

1. Define Project Activities

 List all the activities involved in the project along with their dependencies and
estimated durations.

2. Create a Network Diagram

 Draw a Project Network Diagram, where:


o Nodes represent activities.
o Arrows represent dependencies.

3. Estimate Activity Durations

For CPM:

 Use a single estimated duration for each activity.

For PERT:

 Use three time estimates for each activity:


o Optimistic time (O): Shortest duration.
o Most likely time (M): Most probable duration.
o Pessimistic time (P): Longest duration.
Calculate the Expected Time (TE) using the formula:

TE=O+4M+P6TE = \frac{O + 4M + P}{6}TE=6O+4M+P

4. Perform Forward Pass

 Objective: Calculate the Earliest Start (ES) and Earliest Finish (EF) times for all
activities.

Calculations:

1. Earliest Start (ES):


o For the first activity, ES=0ES = 0ES=0.
o For subsequent activities, ES=max⁡(EF)ES = \max(EF)ES=max(EF) of all
predecessor activities.
2. Earliest Finish (EF): EF=ES+Activity Duration (TE for PERT)EF = ES +
\text{Activity Duration (TE for PERT)}EF=ES+Activity Duration (TE for PERT)

5. Perform Backward Pass

 Objective: Calculate the Latest Finish (LF) and Latest Start (LS) times for all
activities.

Calculations:

1. Latest Finish (LF):


o For the last activity, LF=Project DurationLF = \text{Project
Duration}LF=Project Duration.
o For preceding activities, LF=min⁡(LS)LF = \min(LS)LF=min(LS) of all
successor activities.
2. Latest Start (LS): LS=LF−Activity Duration (TE for PERT)LS = LF - \text{Activity
Duration (TE for PERT)}LS=LF−Activity Duration (TE for PERT)

6. Calculate Float/Slack

 Float (Slack): Measures the flexibility of starting an activity without delaying the
project.

Float=LS−ES=LF−EF\text{Float} = LS - ES = LF - EFFloat=LS−ES=LF−EF

 Activities with zero float are on the Critical Path.


7. Identify the Critical Path

 The critical path is the longest path through the network diagram (in terms of time),
consisting of activities with zero float.
 This path determines the shortest time needed to complete the project.

Example

Given Activities:

Activity Predecessor Duration (Days)


A None 3
B A 6
C A 2
D B, C 4

Steps:

1. Forward Pass:
o ESA=0,EFA=3ES_A = 0, EF_A = 3ESA=0,EFA=3
o ESB=3,EFB=9ES_B = 3, EF_B = 9ESB=3,EFB=9
o ESC=3,EFC=5ES_C = 3, EF_C = 5ESC=3,EFC=5
o ESD=max⁡(EFB,EFC)=9,EFD=13ES_D = \max(EF_B, EF_C) = 9, EF_D =
13ESD=max(EFB,EFC)=9,EFD=13
2. Backward Pass:
o LFD=13,LSD=9LF_D = 13, LS_D = 9LFD=13,LSD=9
o LFB=9,LSB=3LF_B = 9, LS_B = 3LFB=9,LSB=3
o LFC=9,LSC=7LF_C = 9, LS_C = 7LFC=9,LSC=7
o LFA=3,LSA=0LF_A = 3, LS_A = 0LFA=3,LSA=0
3. Float Calculation:
o FloatA=0,FloatB=0,FloatC=4,FloatD=0\text{Float}_A = 0, \text{Float}_B =
0, \text{Float}_C = 4, \text{Float}_D = 0FloatA=0,FloatB=0,FloatC=4,FloatD
=0
4. Critical Path:
o Activities A→B→DA → B → DA→B→D form the critical path with a
duration of 13 days.

Summary

The critical path is determined by:

1. Zero float activities.


2. The longest path through the network diagram.
3. Performing forward and backward passes to calculate the schedule.
Using PERT's probabilistic time estimates or CPM's deterministic time estimates, the critical
path ensures efficient project scheduling and identifies tasks that cannot be delayed.

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