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Pert Chart Tutorial

PERT

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Isza Marie N. Socorin
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106 views

Pert Chart Tutorial

PERT

Uploaded by

Isza Marie N. Socorin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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ITEC 3010 Systems Analysis and Design, I

Tutorial: PERT/CPM Chart


TE = 11 2 TE = 20 5 TE = 14 4 TE = 23 8

6
TE = 5 1 5

TE = 12
3

TE = 19
6 5

TE = 22 7 3
1

[Prof. Peter Khaiter]

PERT/CPM Chart
Task. A project has been defined to contain the following list of activities along
with their required times for completion:
Activity No
1.

Activity
Requirements collection

Expected completion time


5

Dependency
-

2.
3. 4. 5. 6. 7. 8.

Screen design
Report design Database design User documentation Programming Testing Installation

6
7 2 6 5 3 1

1
1 2,3 4 4 6 5,7

a. Draw a PERT chart for the activities. b. Calculate the earliest expected completion time. c. Show the critical path.

PERT/CPM Chart (contd)


a. Draw a PERT chart for the activities. Using information from the table, show the sequence of activities.

PERT/CPM Chart (contd)


b. Calculate the earliest expected completion time. 1. Using information from the table, indicate expected completion time for each activity. TE = 11 TE = 20 TE = 23 2 6 TE = 5 TE = 14 5 6 8 1

1
5 TE = 12 3

4
2 TE = 19 6 TE = 22 7

5 3 7 2. Calculate earliest expected completion time for each activity (TE) and the entire project. Hint: the earliest expected completion time for a given activity is determined by summing the expected completion time of this activity and the earliest expected completion time of the immediate predecessor. Rule: if two or more activities precede an activity, the one with the largest TE is used in 4 calculation (e.g., for activity 4, we will use TE of activity 3 but not 2 since 12 > 11).

PERT/CPM Chart (the end)


c. Show the critical path.

TE = 11 2 6 TE = 5 1 5 TE = 12 3 TE = 14 4 2

TE = 20 5 6

TE = 23 8 1

TE = 19 6

TE = 22 7

The critical path represents the shortest time, in which a project can be completed. Any activity on the critical path that is delayed in completion, delays the entire project. Activities not on the critical path contain slack time and allow the project manager some flexibility in scheduling. 5

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