Software Engineering

Project Scheduling and Tracking

 Why project scheduling
 Interdependency
• Relation among tasks
• Output of a task may be input of another task
 Assessing progress
 Root causes of late delivery of a software
 Unrealistic deadline
• Established by someone outside the software development group
• Forced to the group
 Changing customer requirements
• Schedule not changed
 Underestimating the effort, resources required
 Unconsidered risks
 Technical difficulties
• Could not be foreseen in advance
 Human difficulties
• Could not be foreseen in advance
 Miscommunication among project staff
• Results in delay
Project Scheduling and Tracking
 Root causes of late delivery of a software
 Failure by project management
• Project is falling behind schedule
• Lack of action to correct the problem
 Basic principles of project scheduling
 Compartmentalization
• Project is compartmentalized into a number of manageable activities and tasks
• Product and process are decomposed
 Interdependency
• Interdependency among each task must be determined
• Sequential
• Parallel
 Time allocation
• Allocating some number of work units
• Assigning start date and completion date
 Effort validation
 Defined responsibilities
• Assigning tasks to specific team members
Project Scheduling and Tracking
 Basic principles of project scheduling
 Defined outcomes
• Work products
 Defined milestones
 Degree of rigor
 Casual
• Process framework activities
• Minimum task set
• Minimized umbrella activities
• Reduced documentation requirements
 Structured
• Process framework activities
• Umbrella activities necessary to ensure high quality
• Streamlined documentation
 Strict
• Full process
• All umbrella activities
 Quick reaction
• Emergency situation
• Only tasks essential to maintain good quality
Project Scheduling and Tracking
 Defining a task network/activity network
 Graphic representation of the task flow for a project
 Depicts major software engineering tasks

Figure 1: A task network for concept development

Project Scheduling and Tracking
 Timeline chart/Gantt chart

Figure 2: An example timeline chart

Project Scheduling and Tracking
 CPM (Critical Path Method) Activity Immediate Duration
 Unique Start (tail) Predecessor(s) (Months)
 Unique End (head) A --- 2
B --- 5
C --- 4
D B 5
E A 7
F A 3
G B 3
H C,D 6
I C,D 2
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8
https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
Activity Immediate Duration
Predecessor(s) (Months)
A --- 2
B --- 5
A(2)
C --- 4 2

D B 5
E A 7 1 B(5)
3
F A 3
G B 3 C(4) 4
H C,D 6
I C,D 2
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8 https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
Activity Immediate Duration
Predecessor(s) (Months)
A --- 2
B --- 5
A(2)
C --- 4 2

D B 5
E A 7 1 B(5)
3
D(5)
F A 3
G B 3 C(4) 4
H C,D 6
I C,D 2
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8 https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
Activity Immediate Duration
Predecessor(s) (Months)
E(7) 5
A --- 2
B --- 5 F(3)
A(2)
2 6
C --- 4
D B 5
E A 7 1 B(5)
3
D(5)
F A 3
G B 3 C(4) 4
H C,D 6
I C,D 2
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8 https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
Activity Immediate Duration
Predecessor(s) (Months)
E(7) 5
A --- 2
B --- 5 F(3)
A(2)
2 6
C --- 4
D B 5 G(3)

E A 7 1 B(5)
3
D(5)
F A 3
G B 3 C(4) 4
H C,D 6
I C,D 2
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8 https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
Activity Immediate Duration
Predecessor(s) (Months)
E(7) 5
A --- 2
B --- 5 F(3)
A(2)
2 6
C --- 4
D B 5 G(3)

E A 7 1 B(5)
3
D(5) H(6)
F A 3
G B 3 C(4) 4
H C,D 6
I C,D 2
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8 https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
Activity Immediate Duration
Predecessor(s) (Months)
E(7) 5
A --- 2
B --- 5 F(3)
A(2)
2 6
C --- 4
D B 5 G(3)

E A 7 1 3 7
B(5)
D(5) H(6)
F A 3
G B 3 C(4) 4
H C,D 6
I(2)
I C,D 2
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8 https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
Activity Immediate Duration
Predecessor(s) (Months) J(5)
E(7) 5
A --- 2
8
B --- 5 F(3)
A(2)
2 6
C --- 4
D B 5 G(3)

E A 7 1 3 7
B(5)
D(5) H(6)
F A 3
G B 3 C(4) 4
H C,D 6
I(2)
I C,D 2
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8 https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
Activity Immediate Duration
Predecessor(s) (Months) J(5)
E(7) 5
A --- 2
8
B --- 5 F(3) K(4)
A(2)
2 6
C --- 4
D B 5 G(3)

E A 7 1 3 7
B(5)
D(5) H(6)
F A 3
G B 3 C(4) 4
H C,D 6
I(2)
I C,D 2
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8 https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
Activity Immediate Duration
Predecessor(s) (Months) J(5)
E(7) 5
A --- 2
N(8)
8
B --- 5 F(3) K(4)
A(2)
2 6
C --- 4 L(3)
9
D B 5 G(3)

E A 7 1 3 7
B(5)
D(5) H(6)
F A 3 M(12)
G B 3 C(4) 4
H C,D 6
I(2)
I C,D 2
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8 https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
Activity Immediate Duration
Predecessor(s) (Months) J(5)
E(7) 5
A --- 2
N(8)
8
B --- 5 F(3) K(4)
A(2)
2 6
C --- 4 L(3)
9
D B 5 G(3)

E A 7 1 3 7
B(5)
D(5) H(6)
F A 3 M(12)
G B 3 C(4) 4
H C,D 6
I(2)
I C,D 2 Figure 3: CPM Network
J E 5
K F,G,H 4
L F,G,H 3
M I 12
N J,K 8 https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
 Critical Path
› Longest distance between start and end J(5)
› Earliest Start time (ES) [forward pass] E(7) 5
 𝐸𝑆𝑗 = 𝑀𝑎𝑥𝑖 (𝐸𝑆𝑖 + 𝐷𝑖𝑗 ) 8
N(8)

› Latest Completion time (LC) [backward pass] A(2) F(3)

6
K(4)
2
 𝐿𝐶𝑖 = 𝑀𝑖𝑛𝑗 (𝐿𝐶𝑗 − 𝐷𝑖𝑗 ) L(3)
9
G(3)
LC 1 3 7
B(5)
ES D(5) H(6)
M(12)

C(4) 4

I(2)
Figure 3: CPM Network

https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
 Critical Path L
› Longest distance between start and end E
J(5) L
› Earliest Start time (ES) [forward pass] E(7) 5
E
L
 𝐸𝑆𝑗 = 𝑀𝑎𝑥𝑖 (𝐸𝑆𝑖 + 𝐷𝑖𝑗 ) E 8
N(8)

› Latest Completion time (LC) [backward pass] A(2) F(3)

6
K(4)
2
 𝐿𝐶𝑖 = 𝑀𝑖𝑛𝑗 (𝐿𝐶𝑗 − 𝐷𝑖𝑗 ) L(3)
9
L
L L E
G(3)
LC E E
L 7
1 B(5)
3
ES E
D(5) H(6) L M(12)
E
C(4) 4
L
I(2)
E
Figure 3: CPM Network

https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
 Critical Path L
› ES for Node 1: 0 E
J(5) L
› ES for Node 2 E(7) 5
E
L
𝐸𝑆 = 𝑀𝑎𝑥 0 + 2 = 2 E 8
N(8)
› ES for Node 3 A(2) F(3) K(4)
2 6
𝐸𝑆 = 𝑀𝑎𝑥 0 + 5 = 5 L(3)
9
L
L L
› ES for Node 4 E
G(3)
E
E

𝐸𝑆 = 𝑀𝑎𝑥 0 + 4,5 + 5 = 10 L 7
1 B(5)
3
E
› ES for Node 5 D(5) H(6) L M(12)
𝐸𝑆 = 9 E
› ES for Node 6 C(4) 4
𝐸𝑆 = 𝑀𝑎𝑥 3 + 2,3 + 5,6 + 10 = 16 L
I(2)
› ES for Node 7 E
Figure 3: CPM Network
𝐸𝑆 = 12
› ES for Node 8
𝐸𝑆 = 𝑀𝑎𝑥 5 + 9,4 + 16 = 20
› ES for Node 9
𝐸𝑆 = 𝑀𝑎𝑥 8 + 20,3 + 16,12 + 12 = 28
https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
 Critical Path L
› ES for Node 1: 0 9
J(5) L
› ES for Node 2 E(7) 5
20
L
𝐸𝑆 = 𝑀𝑎𝑥 0 + 2 = 2 2 8
N(8)
› ES for Node 3 A(2) F(3) K(4)
2 6
𝐸𝑆 = 𝑀𝑎𝑥 0 + 5 = 5 L(3)
9
L
L L
› ES for Node 4 5
G(3)
16
28

𝐸𝑆 = 𝑀𝑎𝑥 0 + 4,5 + 5 = 10 L 7
1 B(5)
3
0
› ES for Node 5 D(5) H(6) L M(12)
𝐸𝑆 = 9 12
› ES for Node 6 C(4) 4
𝐸𝑆 = 𝑀𝑎𝑥 3 + 2,3 + 5,6 + 10 = 16 L
I(2)
› ES for Node 7 10
Figure 3: CPM Network
𝐸𝑆 = 12
› ES for Node 8
𝐸𝑆 = 𝑀𝑎𝑥 5 + 9,4 + 16 = 20
› ES for Node 9
𝐸𝑆 = 𝑀𝑎𝑥 8 + 20,3 + 16,12 + 12 = 28
https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
 Critical Path L
› LC for Node 9: 28 9
J(5) L
› LC for Node 8 E(7) 5
20
L
LC = 𝑀𝑖𝑛 28 − 8 = 20 2 8
N(8)
› LC for Node 7 A(2) F(3) K(4)
2 6
LC = 16 L(3)
9
L
L L
› LC for Node 6 5
G(3)
16
28

LC = 𝑀𝑖𝑛 20 − 4,28 − 3 = 16 L 7
1 B(5)
3
0
› LC for Node 5 D(5) H(6) L M(12)
LC = 15 12
› LC for Node 4 C(4) 4
LC = 𝑀𝑖𝑛 16 − 6,16 − 2 = 10 L
I(2)
› LC for Node 3 10
Figure 3: CPM Network
LC = 𝑀𝑖𝑛 16 − 3,10 − 5 = 5
› LC for Node 2
LC = 𝑀𝑖𝑛 15 − 7,16 − 3 = 8
› LC for Node 1
LC = 𝑀𝑖𝑛 8 − 2,5 − 5,10 − 4 = 0
https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
 Critical Path 15
› LC for Node 9: 28 9
J(5) 20
› LC for Node 8 E(7) 5
20
8
LC = 𝑀𝑖𝑛 28 − 8 = 20 2 8
N(8)
› LC for Node 7 A(2) F(3) K(4)
2 6
LC = 16 L(3)
9
28
5 16
› LC for Node 6 5
G(3)
16
28

LC = 𝑀𝑖𝑛 20 − 4,28 − 3 = 16 0 7
1 B(5)
3
0
› LC for Node 5 D(5) H(6) 16 M(12)
LC = 15 12
› LC for Node 4 C(4) 4
LC = 𝑀𝑖𝑛 16 − 6,16 − 2 = 10 10
I(2)
› LC for Node 3 10
Figure 3: CPM Network
LC = 𝑀𝑖𝑛 16 − 3,10 − 5 = 5
› LC for Node 2
LC = 𝑀𝑖𝑛 15 − 7,16 − 3 = 8
› LC for Node 1
LC = 𝑀𝑖𝑛 8 − 2,5 − 5,10 − 4 = 0
https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
 Critical Path 15
› 𝐸𝑆𝑖 = 𝐿𝐶𝑖 9
J(5) 20
› 𝐸𝑆𝑗 = 𝐿𝐶𝑗 E(7) 5
20
8
› 𝐸𝑆𝑗 − 𝐸𝑆𝑖 = 𝐿𝐶𝑗 − 𝐿𝐶𝑖 = 𝐷𝑖𝑗 2 8
N(8)

A(2) F(3) K(4)

2 6
› 1-3 5 16
L(3)
9
28
28
› 3-4 5
G(3)
16
0
› 4-6 1 B(5)
3 7
0
› 6-8 D(5) H(6) 16 M(12)
› 8-9 12
C(4) 4
› Path 10
I(2)
10
› 1-3-4-6-8-9 Figure 3: CPM Network
› B-D-H-K-N

› Distance (time)
› 5+5+6+4+8=28 months [expected project completion time]

https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
 Total floats 15
› 𝑇𝐹𝑖𝑗 = 𝐿𝐶𝑗 − 𝐸𝑆𝑖 − 𝐷𝑖𝑗 9
J(5) 20
 Free floats 8
E(7) 5
20
› 𝐹𝐹𝑖𝑗 = 𝐸𝑆𝑗 − 𝐸𝑆𝑖 − 𝐷𝑖𝑗 2 8
N(8)

A(2) F(3) K(4)

2 6 L(3) 28
Activity Duration Total Free Floats 5 16 9
G(3) 28
(Months) Floats 5 16
0 7
A 2 6 (8-0-2) 0 (2-0-2) 1 B(5)
3
0
D(5) H(6)
B 5 0 (5-0-5) 0 (5-0-5) 16 M(12)
12
C 4 6 (10-0-4) 6 (10-0-4) C(4) 4
D 5 0 (16-10-6) 0 (16-10-6) 10
I(2)
10
E 7 6 (15-2-7) 0 (9-2-7) Figure 3: CPM Network
F 3 11 (16-2-3) 11 (16-2-3)
G 3 8 (16-5-3) 8 (16-5-3)

https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
 Total floats 15
› 𝑇𝐹𝑖𝑗 = 𝐿𝐶𝑗 − 𝐸𝑆𝑖 − 𝐷𝑖𝑗 9
J(5) 20
 Free floats 8
E(7) 5
20
› 𝐹𝐹𝑖𝑗 = 𝐸𝑆𝑗 − 𝐸𝑆𝑖 − 𝐷𝑖𝑗 2 8
N(8)

A(2) F(3) K(4)

2 6 L(3) 28
Activity Duration Total Free Floats 5 16 9
G(3) 28
(Months) Floats 5 16
0 7
H 6 0 (16-10-6) 0 (16-10-6) 1 B(5)
3
0
D(5) H(6)
I 2 4 (16-10-2) 0 (12-10-2) 16 M(12)
12
J 5 6 (20-9-5) 6 (20-9-5) C(4) 4
K 4 0 (20-16-4) 0 (20-16-4) 10
I(2)
10
L 3 9 (28-16-3) 9 (28-16-3) Figure 3: CPM Network
M 12 4 (28-12-12) 4 (28-12-12)
N 8 0 (28-20-8) 0 (28-20-8)

https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 CPM (Critical Path Method)
15
Activity Duration Total F. Free F.
9
J(5) 20
A 2 6 (8-0-2) 0 (2-0-2) E(7) 5
8 20
B 5 0 (5-0-5) 0 (5-0-5) N(8)
2 8
C 4 6 (10-0-4) 6 (10-0-4) A(2) F(3) K(4)
2 6 L(3) 28
D 5 0 (16-10-6) 0 (16-10-6) 5 16 9
G(3) 28
E 7 6 (15-2-7) 0 (9-2-7) 5 16
0 7
1 B(5)
3
F 3 11 (16-2-3) 11 (16-2-3) 0
D(5) H(6) 16 M(12)
G 3 8 (16-5-3) 8 (16-5-3) 12
C(4) 4
H 6 0 (16-10-6) 0 (16-10-6)
10
I 2 4 (16-10-2) 0 (12-10-2) 10
I(2)

J 5 6 (20-9-5) 6 (20-9-5) Figure 3: CPM Network

K 4 0 (20-16-4) 0 (20-16-4)
L 3 9 (28-16-3) 9 (28-16-3)
M 12 4 (28-12-12) 4 (28-12-12)
N 8 0 (28-20-8) 0 (28-20-8)
https://www.youtube.com/watch?v=vUMGvpsb8dc&ab_channel=KauserWise
Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 CPM: Each activity---One estimate
 PERT: Each activity---Three estimates (optimistic, most likely, pessimistic)

Activity Immediate Duration (Months)

Predecessor(s) O M P
A --- 5 6 7 A
2
B --- 1 3 5
C --- 1 4 7
D A 1 2 3 1 B
3

E B 1 2 9
F C 1 5 9 C 4
G C 2 2 8
H E,F 4 4 10
I D 2 5 8
J H,G 2 2 8

https://www.youtube.com/watch?v=WrAf6zdteXI&ab_channel=KauserWise
Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 CPM: Each activity---One estimate
 PERT: Each activity---Three estimates (optimistic, most likely, pessimistic)

Activity Immediate Duration (Months)

Predecessor(s) O M P
A --- 5 6 7 A D
2 5
B --- 1 3 5
C --- 1 4 7
D A 1 2 3 1 B
3

E B 1 2 9
F C 1 5 9 C 4
G C 2 2 8
H E,F 4 4 10
I D 2 5 8
J H,G 2 2 8

https://www.youtube.com/watch?v=WrAf6zdteXI&ab_channel=KauserWise
Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 CPM: Each activity---One estimate
 PERT: Each activity---Three estimates (optimistic, most likely, pessimistic)

Activity Immediate Duration (Months)

Predecessor(s) O M P
A --- 5 6 7 A D
2 5
B --- 1 3 5
C --- 1 4 7
E
1 3 6
D A 1 2 3 B
E B 1 2 9
F C 1 5 9 C 4
G C 2 2 8
H E,F 4 4 10
I D 2 5 8
J H,G 2 2 8

https://www.youtube.com/watch?v=WrAf6zdteXI&ab_channel=KauserWise
Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 CPM: Each activity---One estimate
 PERT: Each activity---Three estimates (optimistic, most likely, pessimistic)

Activity Immediate Duration (Months)

Predecessor(s) O M P
A --- 5 6 7 A D
2 5
B --- 1 3 5
C --- 1 4 7
E
1 3 6
D A 1 2 3 B
E B 1 2 9
F C 1 5 9 C 4
F
G C 2 2 8
H E,F 4 4 10
I D 2 5 8
J H,G 2 2 8

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 CPM: Each activity---One estimate
 PERT: Each activity---Three estimates (optimistic, most likely, pessimistic)

Activity Immediate Duration (Months)

Predecessor(s) O M P
A --- 5 6 7 A D
2 5
B --- 1 3 5
C --- 1 4 7
E
1 3 6
D A 1 2 3 B
E B 1 2 9
F C 1 5 9 C 4
F
G C 2 2 8
7
H E,F 4 4 10 G
I D 2 5 8
J H,G 2 2 8

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 CPM: Each activity---One estimate
 PERT: Each activity---Three estimates (optimistic, most likely, pessimistic)

Activity Immediate Duration (Months)

Predecessor(s) O M P
A --- 5 6 7 A D
2 5
B --- 1 3 5
C --- 1 4 7
E
1 3 6
D A 1 2 3 B
E B 1 2 9
H
F C 1 5 9 C 4
F
G C 2 2 8
7
H E,F 4 4 10 G
I D 2 5 8
J H,G 2 2 8

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 CPM: Each activity---One estimate
 PERT: Each activity---Three estimates (optimistic, most likely, pessimistic)

Activity Immediate Duration (Months)

Predecessor(s) O M P
A --- 5 6 7 A D
2 5 I
B --- 1 3 5
C --- 1 4 7
E
1 3 6
D A 1 2 3 B
8
E B 1 2 9
H
F C 1 5 9 C 4
F
G C 2 2 8 J
7
H E,F 4 4 10 G
I D 2 5 8
Figure 4: Project Network
J H,G 2 2 8

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
𝑡0 +4𝑡𝑚 +𝑡𝑝
 Mean (expected duration): 𝑡𝑒 =
6
𝑡𝑝 −𝑡0 2
 Variance: 𝜎 2 = ( )
6

Activity Immediate Duration (Months)

Predecessor(s) O M P Mean Variance A D
2 5 I
A --- 5 6 7 6 0.11
B --- 1 3 5 3 0.44 E
1 3 6
C --- 1 4 7 4 1.00 B
8
D A 1 2 3 2 0.11 H
C 4
E B 1 2 9 3 1.78 F
F C 1 5 9 5 1.78 J
7
G C 2 2 8 3 1.00 G

H E,F 4 4 10 5 1.00 Figure 4: Project Network

I D 2 5 8 5 1.00
J H,G 2 2 8 3 1.00
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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
𝑡0 +4𝑡𝑚 +𝑡𝑝
 Mean (expected duration): 𝑡𝑒 =
6
𝑡𝑝 −𝑡0 2
 Variance: 𝜎 2 = ( )
6

Activity Immediate Duration (Months)

Predecessor(s) O M P Mean Variance A(6) D(2)
2 5 I(5)
A --- 5 6 7 6 0.11
B --- 1 3 5 3 0.44 E(3)
1 3 6
C --- 1 4 7 4 1.00 B(3)
8
D A 1 2 3 2 0.11 H(5)
C(4) 4
E B 1 2 9 3 1.78 F(5)
F C 1 5 9 5 1.78 J(3)
7
G C 2 2 8 3 1.00 G(3)

H E,F 4 4 10 5 1.00 Figure 4: Project Network

I D 2 5 8 5 1.00
J H,G 2 2 8 3 1.00
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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
𝑡0 +4𝑡𝑚 +𝑡𝑝
 Mean (expected duration): 𝑡𝑒 =
6
𝑡𝑝 −𝑡0 2
 Variance: 𝜎 2 = ( )
6

Activity Immediate Duration (Months)

Predecessor(s) O M P Mean Variance A(6) D(2)
2 5 I(5)
A --- 5 6 7 6 0.11
B --- 1 3 5 3 0.44 E(3)
1 3 6
C --- 1 4 7 4 1.00 B(3)
8
D A 1 2 3 2 0.11 H(5)
C(4) 4
E B 1 2 9 3 1.78 F(5)
F C 1 5 9 5 1.78 J(3)
7
G C 2 2 8 3 1.00 G(3)

H E,F 4 4 10 5 1.00 Figure 4: Project Network

I D 2 5 8 5 1.00
J H,G 2 2 8 3 1.00
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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 Critical Path
› Longest distance between start and end
› Earliest Start time (ES) [forward pass]
 𝐸𝑆𝑗 = 𝑀𝑎𝑥𝑖 (𝐸𝑆𝑖 + 𝐷𝑖𝑗 )
› Latest Completion time (LC) [backward pass]
D(2)
 𝐿𝐶𝑖 = 𝑀𝑖𝑛𝑗 (𝐿𝐶𝑗 − 𝐷𝑖𝑗 ) A(6)
2 5 I(5)
LC
E(3)
ES 1 3 6
B(3)
8
H(5)
C(4) 4
F(5)
J(3)
7
G(3)

Figure 4: Project Network

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 Critical Path
› Longest distance between start and end
› Earliest Start time (ES) [forward pass]
 𝐸𝑆𝑗 = 𝑀𝑎𝑥𝑖 (𝐸𝑆𝑖 + 𝐷𝑖𝑗 ) L L
E E
› Latest Completion time (LC) [backward pass]
D(2)
 𝐿𝐶𝑖 = 𝑀𝑖𝑛𝑗 (𝐿𝐶𝑗 − 𝐷𝑖𝑗 ) A(6)
2 5 I(5)
LC L
L E(3)
ES 1 3 6 E
E B(3)
L L
8
E E
H(5)
C(4) 4
F(5)
L L J(3)
E E 7
G(3)

Figure 4: Project Network

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 Critical Path
› ES for Node 1: 0
› ES for Node 2: 6
› ES for Node 3: 3 L L
E E
› ES for Node 4: 4
D(2)
› ES for Node 5: 8 A(6)
2 5 I(5)
› ES for Node 6: 9
› ES for Node 7: 14 L
L E(3)
6 E
› ES for Node 8: 17 E 1 B(3)
3
L L
8
E E
H(5)
C(4) 4
F(5)
L L J(3)
E E 7
G(3)

Figure 4: Project Network

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 Critical Path
› ES for Node 1: 0
› ES for Node 2: 6
› ES for Node 3: 3 L L
6 8
› ES for Node 4: 4
D(2)
› ES for Node 5: 8 A(6)
2 5 I(5)
› ES for Node 6: 9
› ES for Node 7: 14 L
L E(3)
6 9
› ES for Node 8: 17 0 1 B(3)
3
L L
8
3 17
H(5)
C(4) 4
F(5)
L L J(3)
4 14 7
G(3)

Figure 4: Project Network

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 Critical Path
› LC for Node 8: 17
› LC for Node 7: 14
› LC for Node 6: 9 L L
6 8
› LC for Node 5: 12
D(2)
› LC for Node 4: 4 A(6)
2 5 I(5)
› LC for Node 3: 6
› LC for Node 2: 10 L
L E(3)
6 9
› LC for Node 1: 0 0 1 B(3)
3
L L 8
3 17
H(5)
C(4) 4
F(5)
L L J(3)
4 14 7
G(3)

Figure 4: Project Network

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 Critical Path
› LC for Node 8: 17
› LC for Node 7: 14
› LC for Node 6: 9 10 12
6 8
› LC for Node 5: 12
D(2)
› LC for Node 4: 4 A(6)
2 5 I(5)
› LC for Node 3: 6
› LC for Node 2: 10 0 E(3)
9
6 9
› LC for Node 1: 0 0 1 B(3)
3
6 17
8
3 17
H(5)
C(4) 4
F(5)
4 14 J(3)
4 14 7
G(3)

Figure 4: Project Network

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 Critical Path
› 𝐸𝑆𝑖 = 𝐿𝐶𝑖
› 𝐸𝑆𝑗 = 𝐿𝐶𝑗
› 𝐸𝑆𝑗 − 𝐸𝑆𝑖 = 𝐿𝐶𝑗 − 𝐿𝐶𝑖 = 𝐷𝑖𝑗 10 12
6 8
A(6) D(2)
› 1-4 2 5 I(5)
› 4-6
9
› 6-7 0 E(3)
1 3 6 9
› 7-8 0 B(3)
6 17
8
3 17
› Path 4
H(5)
C(4)
› 1-4-6-7-8 F(5)
4 14
› C-F-H-J 4 7
J(3)
14
G(3)
› Distance (time)
Figure 4: Project Network
› 4+5+5+3=17 months [expected project completion time]

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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 Critical Path →Probability of completing the work on or before 19 months
› C-F-H-J
Activity Immediate Duration (Months)
10 12
Predecessor(s) O M P Mean Variance 6 8
A --- 5 6 7 6 0.11 A(6) D(2)
2 5 I(5)
B --- 1 3 5 3 0.44
9
C --- 1 4 7 4 1.00 0 E(3)
1 3 6 9
D A 1 2 3 2 0.11 0 B(3)
6 17
8
E B 1 2 9 3 1.78 3
H(5)
17

F C 1 5 9 5 1.78 C(4) 4
F(5)
G C 2 2 8 3 1.00 4 14 J(3)
4 14 7
H E,F 4 4 10 5 1.00 G(3)

I D 2 5 8 5 1.00 Figure 4: Project Network

J H,G 2 2 8 3 1.00
∑ 17 4.78
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Project Scheduling and Tracking
 PERT (Project Evaluation and Review Technique)
 Probability of completing the work on or before 19 months
𝑥−𝜇 19−17
 𝑃 𝑥 ≤ 19 = 𝑃 ≤ = 𝑃 𝑧 ≤ 0.91 = 0.3186 [Normal distribution]
𝜎 4.78
 Probability of completing the work on or before 19 months is 31.86%

Activity Duration
(Months)
Mean Variance
C 4 1.00
F 5 1.78
H 5 1.00
J 3 1.00
∑ 17 4.78

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