IME-671

SOFTWARE PROJECT MANAGEMENT

Assignment-1
PERT/CPM

Submitted to Submitted by
Dr. Subhas C Misra Banoth Veeranna (16114009)
Ankur Kumar (16114005)
 Case 6.1
Network Diagram for Large Construction Project
 Case 6.1: Network Diagram for Large Construction Project

21,21 24,24
18,18 19,19
34,35
G=1 H=2 11 J=3
5 8 12
17
P=2
D=4 T=1
0,0 2,2 8,8 14,14 17,20 29,29 32,32

A=2 B=6 C=6 E=3 F=4 K=2 Q=3 S=1

1 2 3 4 6 9 13 14 R=3 15 16 33,33

21,24 26,26 U=2

L=2 N=1

M=2
7 10
39,40 35,35 18

16,23 18,25
22
AA=0 V=2
Z=1 38,38

40,40 24 20
W=1 19

AA=0 X=1 37,37

Critical Path: A-B-C-D-G-H-J-P-Q-R-S-U-V-W-X-Y-AA
23 Y=1 21

40,40 39,39

Duration in Months
 EST,LST EFT,LFT
Tij
i j
Tail Event Head Event

Total Slack:
The amount of time by which an activity can be delayed without delaying the project schedule.

Total Slack = LFT – (EST + Tij)

Free Slack:
It is that part of Total Slack which can be used without effecting the Slack of succeeding
activity.

Free Slack = EFT – (EST + Tij)

Activity Duration (Months) EST EFT LST LFT Total Slack Free Slack
E 3 14 17 14 20 3 0
F 4 17 21 20 24 3 0
K 2 21 26 24 26 3 3
L 2 14 16 14 23 7 0
M 2 16 18 23 24 7 0
N 1 18 26 25 26 7 7
T 1 33 34 33 35 1 0
Z 1 38 39 38 40 1 0

The activities A,B,C,D,G,H,J,P,Q,R,S,U,V,W,X,Y,AA are CRITICAL ACTIVITIES. So they have

Zero Total Slack and Zero Free Slack.
 Case 7.1
Bridgecon Contractors
 Case 7.1: Network Diagram (Bridgecon Contractors)

21,21 24,24
18,18 19,19
34,35
G=1 H=2 11 J=3
5 8 12
17

D=4 P=2
T=1
0,0 2,2 8,8 14,14 17,20 29,29 32,32

A=2 B=6 C=6 E=3 F=4 K=2 Q=3 S=1

1 2 3 4 6 9 13 14 R=3 15 16 33,33

21,24 26,26 U=2

L=2 N=1

M=2
7 10
39,40 35,35 18

16,23 18,25
22
AA=0 V=2
Z=1 38,38

40,40 24 20
W=1 19

AA=0 X=1 37,37

Critical Path: A-B-C-D-G-H-J-P-Q-R-S-U-V-W-X-Y-AA
23 Y=1 21

40,40 39,39
 Duration** Cost* Duration** Cost * Cost Slope
Activity
(Original) (Original) (After Crashing) (After Crashing) ( ∆C/∆T )
N 1 433 1/2 466 66
H 2 820 1 960 140
D 4 47 3 147 100
D 4 47 1 297 83.33
F 4 650 3 730 80
Q 3 2,800 2 2,929 129

** Duration is in Weeks
* Costs are in $1000s

Crashing Duration:
It is the minimum activity duration to which an activity can be compressed by increasing the resources
and hence by increasing the cost

Cost Slope:
It is the additional cost incurred for crashing an activity by 1 unit

Cost Slope = Increase in Cost / Decrease in activity duration

 Case 7.1: Network Diagram (After Crashing)

18,18 21,21
15,15 16,16
31,32
G=1 H=2 11 J=3
5 8 12
17

D=1 P=2
T=1
0,0 2,2 8,8 14,14 17,17 26,26 29,29

A=2 B=6 C=6 E=3 F=4 K=2 Q=3 S=1

1 2 3 4 6 9 13 14 R=3 15 16 30,30

21,21 23,23 U=2

L=2 N=1

M=2
7 10
36,37 32,32 18

16,21 18,22
22
AA=0 V=2
Z=1 35,35

37,37 24 20
W=1 19

AA=0 X=1 34,34

Critical Path: A-B-C-D-G-H-J-P-Q-R-S-U-V-W-X-Y-AA
And 23 Y=1 21

A-B-C-E-F-K-Q-R-S-U-V-W-X-Y-AA 37,37 36,36

• Starting from activity D until the completion of activity S, operation of one of the
railway lines under the bridge will be impaired and the impairment will last 17
weeks

• The cost slope of activity D is minimum among critical activities.

• After crashing activity D by 3 weeks. The duration between activities D and S will
be 16 weeks.

• Project duration reduced to 37 weeks with an additional cost of $250,000.

Thank You