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Construction Engineering & Management

The document discusses the Critical Path Method (CPM) for project scheduling. CPM was developed in the 1950s to assist with building and maintaining chemical plants. It involves identifying all project activities, their durations, and dependencies to create a network diagram. The critical path is the longest sequence of activities from start to finish, determining the earliest a project can end. CPM helps plan schedules, identify bottlenecks, and determine which activities must be coordinated to avoid delays. While useful for planning, CPM relies on accurate estimates and assumptions, and projects may require flexibility to deal with unexpected issues.

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Ritwik Paul
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20 views10 pages

Construction Engineering & Management

The document discusses the Critical Path Method (CPM) for project scheduling. CPM was developed in the 1950s to assist with building and maintaining chemical plants. It involves identifying all project activities, their durations, and dependencies to create a network diagram. The critical path is the longest sequence of activities from start to finish, determining the earliest a project can end. CPM helps plan schedules, identify bottlenecks, and determine which activities must be coordinated to avoid delays. While useful for planning, CPM relies on accurate estimates and assumptions, and projects may require flexibility to deal with unexpected issues.

Uploaded by

Ritwik Paul
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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CRITICAL PATH METHOD

CIVIL ENGINEERING, B-TECH, YEAR-3RD, 6TH SEM

PRESENTED BY:
RITWIK PAUL ROLL NO- 27901322001
Definition: Critical Path Method (CPM) is a activity between a
project’s start and finish that takes the longest time to complete.

▪ Critical path method is based on mathematical calculations and


it is used for scheduling project activities.
▪ In 1950, Critical path method(CPM) was developed by Kelly and
Walker to assist in building and maintains of chemical plants.
▪ Critical path is the sequential activities from start to the end of a
project. Although many projects have only one critical path,
some projects may have more than one critical paths depending
on the flow logic used in the project.
▪ The essential technique for using CPM is to construct a model of
the project that includes the following:
• A list of all activities required to complete the project
(typically categorized within breakdown structure a work.
• The time (duration) that each activity will take to
completion,
• The dependencies between the activities
In order to explain the purpose, structure and operation of CPM, it is helpful to defined the
following terms:
Activity: An activity carries the arrow symbol. This
represents a task or Subproject that uses time or
resources.
Event: A node (an event), denoted by a circle,
marks the start and completion of an activity,
which contains a number that helps to identify its
location. For example activity A can be drawn as:
Dummy Activity: An activity, which is used to
maintain the pre-defined precedence relationship
only during the construction of the project
network, is called dummy activity. Dummy activity
is represented by a dotted arrow and dose not
consume any time and resource.
Parallel Activity: There are two activity which
being at same event and end at same event this
activities are called parallel activity.
There are six key steps in the critical path method. They are:

Step 1: Specify Each Activity

Step 2: Establish Dependencies (Activity Sequence)

Step 3: Draw the Network Diagram

Step 4: Estimate Activity Completion Time

Step 5: Identify the Critical Path

Step 6: Update the Critical Path Diagram to Show Progress


Need to find the following for each activity:

❑ Earliest Start Time (EST)


❑ Earliest Finish Time (EFT)
❑ Latest start time (LST)
❑ Latest Finish Time (LFT)
❑ The longest path of planned activities to the end of the project.
❑ The earliest and latest that each activity can start and finish without
making the project longer.
❑ We have to determine "critical" activities.
❑ Crashing the critical path.
A C G

START H

B D E

Activity ID Duration Dependency


A 7
B 3
C 6 A
D 3 B
E 3 D,F
F 2 B
G 3 C
H 2 E,G
❖ Orange Square:
Calculated Value

❖ White Circle: Duration

❖ Black hexagon:
Crashing Value

❖ Critical Path: A-C-G-H


❖ Consistent framework for planning, scheduling, monitoring, and controlling
project.
❖ Helps proper communications between departments and functions.
❖ Determines expected project completion date.
❖ Determines the dates on which tasks may be started or must be started if
the project is to stay in schedule.
❖ Shows which tasks must be coordinated to avoid resource or timing
conflicts.
❖ Shows which tasks may run in parallel to meet project completion date.
❖Reliability of CPM largely based on accurate estimates and
assumptions made.
❖CPM does not guarantee the success of project.
❖Resources may not actually be as flexible as management
hope when they come to address network float.
❖Too many activities may the network diagram too complicated.
❖Activities might themselves have to be broken down into mini
projects.
THANK YOU

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