PERT/CPM Quick and Simple Critical Path Solution Heuristic
PERT/CPM
Quick and Simple Critical Path Solution Heuristic
Military Operations Research Society Symposium June 2009 Fort Leavenworth, Kansas
by Michael S. David Associate Professor of Operations Research U.S. Army Logistics Management College School of Systems and Acquisition Management Management Science Committee Fort Lee, Virginia
PERT/CPM Quick and Simple Critical Path Solution Heuristic
TABLE OF CONTENTS
Page
Introduction
Abstract Tutorial Topics Managerial Relevance
1 1 1 1 2 2 2 3 3 5 5 7 8 8 8 12 13 14 15 15 15 15 15 15 15 16
Rudiments of Forward Pass/Backward Pass
Network Symbols and Protocol Activity Duration Forward Pass/Backward Pass Algorithm Forward Pass Network Critical Path Duration Backward Pass Network Critical Path Determination
The Logic Method
Technique Algorithm Longest Path Logic Application Determining Alternate Paths Slack Forward Pass/Backward Pass Method Logic Method
Advantages and Disadvantages of Both Techniques
Forward Pass/Backward Pass Method Advantages Disadvantages Logic Method Advantages Disadvantages
Index
Michael Steven David 2009
PERT/CPM Quick and Simple Critical Path Solution Heuristic
PERT/CPM
Quick and Simple Critical Path Solution Heuristic
Introduction
Abstract
The Program Evaluation and Review Technique (PERT) and Critical Path Method (CPM) have been useful project management tools since their development in the 1950s. The ease of use and utility of these tools have made them mainstays in project modeling and management over the years. They can be found readily on the job and in the college classroom when project planning is addressed.
Tutorial Topics
Rudiments of Forward Pass/Backward Pass Logic Method Heuristic Solving for the Critical Path with the Logic Method Validating the Logic Method Logic Method Application to Activity on Arc and Activity on Node Networks
Managerial Relevance
Although the PERT Network technique can be a valuable and simple tool in managing a project, it is frequently shunned for more sophisticated computer driven techniques that appear to be easy and simple to use. This disuse may be grounded in PERTs lack of sophistication, but the difficulty and cumbersome method used to solve and manage a PERT Network is a major reason. This paper covers a new technique, the Logic Method, that is easy to learn and use. This will enable the user to more quickly apply the PERT Network technique to their project and reap its rewards of more prudent and effective project management with minimal effort.
PERT/CPM Quick and Simple Critical Path Solution Heuristic
Rudiments of Forward Pass/Backward Pass
Network Symbols Ne and Protocol
To simplify this presentation, unless otherwise specified all networks discussed will be the Activity on Arc [Link] 1-1
A PERT/CPM Network has the following three components:
Nodes circles that represent activity completion mile7 stone events and are uniquely identified with a number Activity solid lines with arrows, which show direction, that represent activities and are identified by their nomenclature or abbreviated names Dummy Activity dotted lines with arrows, which show direction, that create unique paths or carry messages of activity completion to selected parts of the network Each Activity consumes a resource (time and/or money); where each Dummy Activity consumes no resources since they provide flow logic and messaging within the project network model. Note: An Activity is synonymous to an Arc which is the popular description used on most texts.
Activity Duration
Each Activity or Arc (task) is represented by a line which is known as an Activity. The time it takes to complete each activity is known as its duration. Each Activity starts at a node which represents when it begins and ends at a node which represents it completion. Since multiple Activities (i.e. activities) can begin and end anywhere in a project, it is necessary to account for each Activitys duration in order to determine when everything begins and ends. All activities that begin at the network initial, or start, node start at time zero. The duration of each of these Activities is than added to zero to determine when the activity is completed. Start and finish times for Subsequent Activities are then based on downstream completion times determined with the Forward Pass/Backward Pass Algorithm.
Example PERT/CPM Network
The model shown in Figure 1 on the next page demonstrates the logic of a PERT/CPM Network. The logic flow begins at Node 1 and terminates at Node 14 with 17 Activities represented by arrowed lines and 8 Dummy Activities represented by arrowed dotted lines. Each Activity is identified by a letter name displayed above its Arc. Activity Time is represented by a numerical value shown below the Arc. The names can be referenced to a table that defines the description of each activity.
PERT/CPM Quick and Simple Critical Path Solution Heuristic
Since all activities that begin at the Initial Node (Node 1) start at time zero they end after their duration. Therefore Activity A is completed in 0 + 15 or 15 days; Activity B is completed in 0 + 10 or 10 days; and Activity C is completed in 0 + 50 or 50 days. The start and finish times for all activities that do not originate from the initial node depend on when the nodes that launch them have all their logic requirements satisfied. For example, Node 4 is waiting for the Dummy Activity that represents the completion of Node 8 which is waiting for the Dummy Activity that represents the completion of Node 2. Activity D cannot begin until the milestone event Node 4 happens. Monitoring this process is tedious and cumbersome but not complicated. The traditional technique used to determine the start and finish times of all activities and the project is known as the Forward Pass/Backward Pass Algorithm which is covered below.
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Figure 1 PERT/CPM Example Network
Forward Pass/Backward Pass Algorithm
This concept is based on the following four events for each activity: Early Start the soonest an activity can start Early Finish the soonest an activity can be completed Latest Start the deadline of when an activity must start without affecting the project schedule Latest Finish - the deadline of when an activity must be completed without affecting the project schedule
Forward Pass
This part of the algorithm deals with the Early Start (ES) and Early Finish (EF) times. These values are determined for each activity as follows:
PERT/CPM Quick and Simple Critical Path Solution Heuristic
Early Start = Largest Early Finish of All Activities that end at an Activitys Launch Node Early Finish = Early Start + Activity Duration The Forward Pass starts at the Network Initial Node (beginning of the project) where the Early Start for all activities launched from there is always zero. For the purposes of brevity, the following, which will be used in this presentation, are abbreviated versions of the above formulas: ES = Largest Input EF EF = ES + Duration For tracking purposes, these values are placed above each Activity with ES next to the launch node and EF next to the completion node. An example of the ES and EF for each activity in a typical network is shown in Figure 2 below. Note that Activities A, B and C start at the beginning of the project and therefore each has en ES of zero. Since As duration is 15, its EF = ES + 15 or 15. Similarly Bs EF is 10 and Cs EF is 50. Each of these EF values is placed on top of its Activity next to its completion node.
PERT/CPM Network
Forward Pass ES and EF
Example Model
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Figure 2 Forward Pass Example Model
Since only Activity A is completed at Node 2, its EF of 15 becomes the ES for the Dummy Activity launched at Node 2. This Dummy Activity has no duration therefore its EF = 15 + 0 or 15. The ES for all the Activities launched at Node 3 is 15 which is the Largest EF (15 and 10) of the two Activities that finish there (Dummy Activity and Activity B). This process continues until all Activities have the ES and EF shown in Table 1 below.
PERT/CPM Quick and Simple Critical Path Solution Heuristic
Activity A DummyN2-N3 B DummyN3-N4 C D DummyN5-N6 E DummyN6-N7 F
ES 0 15 0 15 0 50 75 15 75 15
EF 15 15 10 15 50 75 75 55 75 45
Table 1 Example Model Activities ES and EF
Network Critical Path Duration
Since the Largest Early Finish of any activity that ends at the Network Terminal Node represents the soonest the project can be completed, its value is the duration of the Critical Path. This is expressed in the following formula: Critical Path Duration = Project Earliest Finish Project Earliest Finish = Largest EF of any Activity ending at the Network Terminal Node In the Forward Pass example above, shown in Figure 2 and Table 1, the duration of the Network Critical path is 75 since it is the largest EF (45 and 75) that finishes at Node 7 which is the Terminal Node for the project.
Backward Pass
This part of the algorithm deals with the Late Finish (LF) and Late Start (LS) times of each Activity. These values are determined for each activity as follows: Late Finish = Smallest Late Start of All Activities that are launched at the Activitys Completion Node Late Start = Late Finish Activity Duration The Backward Pass is initiated at the Network Terminal Node (end of the project) where the Late Finish for all activities ending there is always the Duration of the Critical Path which is the final deadline for the project. For the purposes of brevity, the following, which will be used in this presentation, are abbreviated versions of the above formulas: LF = Smallest Completion Node Output LS LS = LF - Duration For tracking purposes, these values are placed below each Activity with LS next to the launch node and LF next to the completion node.
PERT/CPM Quick and Simple Critical Path Solution Heuristic
The Late Finish for all activities that end at the Network Terminal Node (end) is always the Smallest Early Finish of the activities that end there. Using the same Forward Pass example above and shown again in Figure 3 below, the LS and LF for each activity are determined in the Backward Pass as shown below. The value in boxes, , are the LS and LF times. Note that Activity F and a Dummy Activity end Node 7 which is the Terminal Node of the project. Based on the rule dealing with the Largest Early Finish of any activity that ends at the Network Terminal Node under Network Critical Path Duration on page 5, the duration of the example Network Critical Path is 75. This makes the LF for Activity F and the Dummy Activity equal 75. Each of these LF values is placed below its Activity next to Node 7. .
PERT/CPM Network
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Backward Pass LS and LF
Example Model
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Figure 3 Backward Pass Example Model
Since the duration of Activity F is 30, its LS = 75 30 or 45. This value is placed below Activity F next to Node 3 which is where it begins. The Dummy Activity has no duration therefore its LS = 75 0 or 75 which is placed below the Dummy Activity next to Node 6 where it begins. This process continues until all Activities have the LS and LF shown in Table 2 on the next page. Note that the LF for all the Activities that end at Node 3 is 35 is the Smallest LS of the three Activities (45, 35 and 50) that begin there (Dummy Activity, Activity E and Activity F).
PERT/CPM Quick and Simple Critical Path Solution Heuristic
Activity A DummyN2-N3 B DummyN3-N4 C D DummyN5-N6 E DummyN6-N7 F
LS 20 35 25 50 0 50 75 35 75 45
LF 35 35 35 50 50 75 75 75 75 75
Table 2 Example Model Activities LS and LF
Network Critical Path Determination
Once Early Start (ES), Late Start (LS), Early Finish (EF) and Late Finish (LF) have been determined, the Critical Path can be ascertained. This is done by comparing the ES and LS as well as the EF and LF for each Activity. Each Activity with Start values equal and the Finish Values equal is on the Critical Path. These Activities will form a continuous path between the network Initial and Terminal Nodes. If there is a gap in the path, a mistake was made when determining the Start and Finish values. In the above example the Critical Path, shown in bold in Figure 4 below, is the following: Activity C Activity D DummyN5-N6 DummyN6-N7
PERT/CPM Network
Critical Path
Example Model
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Figure 4 Example Model Critical Path
PERT/CPM Quick and Simple Critical Path Solution Heuristic
The Logic Method
Technique Algorithm
This approach relies on the same mathematical logic used in the Forward Pass/Backward Pass method. It is seeking the path that takes the least amount of time to reach the end of the network. This idea seems contrary to conventional thinking since least implies the most efficient. Here least means the soonest any path or the network can be completed or logically, its how long it will take to complete a path or the project . Applying this idea to each part and the entire network produces the following general rule that enables determination of the Critical Path:
Activities that are on the longest path between any two nodes from the Initial to the Terminal Nodes are on the Critical Path.
This means that the rule must be applied to all paths between the Initial and Terminal Nodes to determine the Critical Path.
Longest Path Logic Application
The network shown in Figure 5 below will be used to demonstrate the application of this algorithm. This network appears busy, but using the Logic Method requires examining the Network Internal Paths which will help simplify its complexity.
PERT/CPM Network
Logic Method Activity on Arc
Example Model
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Figure 5 Example Model Critical Path
Since the Initial Node is Node 1 and the Terminal Node is Node 14, the Longest Path between them will be the Critical Path. The Critical Path duration and specific activities are determined by comparing the Longest Path between any two nodes within the network.
PERT/CPM Quick and Simple Critical Path Solution Heuristic
This process can start anywhere in the network, but this example will begin at the Initial Node (Node 1). The first path duration comparison will between Nodes 1 and 3 as shown in Figure 6 below.
PERT/CPM Network
Logic Method Interior Paths
Example Model
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Longest Path Time Between Nodes 1 & 3 = 15 Path = A DummyN2-N3
Longest Path Time Between Nodes 1 & 4 = 50 Path = C
Figure 6 Example Model Interior Paths Node 1 to Nodes 3 and 4
The two candidate paths are A DummyN2-N3, which is 15, and B, which is 10. Since 15 is the longest duration, the Critical Path from Node 1 to Node 3 is A DummyN2-N3. Looking again at Figure 6, the second path duration comparison is between Nodes 1 and 4. There are now three candidate paths: A DummyN2-N3 DummyN3-N4, which is 15, B DummyN3-N4, which is 10, and C which is 50. Since 50 is the longest duration, the Critical Path to Node 4 is C.
PERT/CPM Network
Logic Method Interior Paths
Example Model
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Longest Path Time Between Nodes 1 & 8 = 115 Path = C D DummyN9-N8
Longest Path Time Between Nodes 1 & 7 = 115 Path = C D DummyN9-N8 DummyN8-N7
Figure 7 Example Model Interior Paths Node 1 to Nodes 8 and 7
PERT/CPM Quick and Simple Critical Path Solution Heuristic
Continuing the above process, the longest path across the entire network, as shown in Figures 6, 7, 8, 9, 10 and 11, with the candidate paths between nodes are summarized in Table 3 on page 11.
PERT/CPM Network
Logic Method Interior Paths
Example Model
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Longest Path Time Between Nodes 1 & 6 = 115 Path = C D DummyN9-N8 DummyN8-N6
Figure 8 Example Model Interior Paths Node 1 to Node 6
PERT/CPM Network
Logic Method Interior Paths
Example Model
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Longest Path Time Between Nodes 1 & 12 = 160 Path = C D DummyN9-N8 DummyN8-N7 J
Figure 9 Example Model Interior Paths Node 1 to Node 12
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PERT/CPM Network
Logic Method Interior Paths
Example Model
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Longest Path Time Between Nodes 1 & 11 = 160 Path = C D DummyN9-N8 DummyN8-N7 J DummyN12-N11
Figure 10 Example Model Interior Paths Node 1 to Node 11
PERT/CPM Network
Logic Method Critical Path
Example Model
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Longest Path Time Between Nodes 1 & 14 = 175 Path = C D DummyN9-N8 DummyN8-N7 J K
Figure 11 Example Model Critical Path Node 1 to Node 14
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PERT/CPM Quick and Simple Critical Path Solution Heuristic
Path Outer Nodes Start Finish
1 1 1 1 3 4 8 7
Candidate Paths
A - DummyN2-N3 B A - DummyN2-N3- DummyN3-N4 C A - DummyN2-N3- E C D - DummyN9-N8 A - DummyN2-N3 - I B E - DummyN8-N7 C D - DummyN9-N8 - DummyN8-N7 A - DummyN2-N3- H B E - DummyN8-N6 C D - DummyN9-N8 - DummyN8-N6 A - DummyN2-N3 I - J B E F - DummyN12-N13 C D Q - DummyN9-N8 C D - DummyN9-N8 F - DummyN13-N12 C D - DummyN9-N8 - DummyN8-N7 - J A - DummyN2-N3 H - M A - DummyN2-N3 I J - DummyN12-N13 A - DummyN2-N3 E F - DummyN12-N13 DummyN12-N11 C D Q - DummyN13-N12 - DummyN12-N11 C D - DummyN9-N8 - DummyN8-N7 J DummyN12-N13 A - DummyN2-N3 L O - P A - DummyN2-N3 H M - N A - DummyN2-N3 I J - DummyN12-N13 - N A - DummyN2-N3 I J - K A - DummyN2-N3 E F DummyN12-N13 - DummyN12-N11 A - DummyN2-N3 E F - G A - DummyN2-N3 I J - K A - DummyN2-N3 E F DummyN12-N13 - K C D Q - DummyN13-N12 - K CDQ-G C D - DummyN9-N5 O - P C D - DummyN9-N8 - DummyN8-N7 J - K C D - DummyN9-N8 - DummyN8-N7 J DummyN11-N12 - N
Candidate Path Duration
15 10 15 50 55 115 45 50 115 50 50 115 85 70 150 135 160 65 90 75 150 160 120 75 100 105 85 85 105 90 165 160 145 175 170
Longest Path
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Table 3 Logic Method Internal and Critical Paths
The Logic Method as presented here may appear as cumbersome as Forward Pass/Backward Pass, but it is not. When applying this method, it is not necessary to write down the nodes and candidate paths shown in Table 3 because the comparative process can be done by inspection. The determination of the Critical Path shown in Table 3 should only take a few minutes by inspection where Forward Pass/Backward Pass would take up to an hour to complete.
Determining Alternate Paths Slack
Slack is the amount of time Non-critical Path Activities have to wait until Critical Path Activities are completed. This is where both methods came out about the same. A case can be made here that Forward Pass/Backward Pass is easier although its difficulty occurs when determining the ES, EF, LF and LS for each activity and the Critical Path.
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Forward Pass/Backward Pass Method
The slack for any activity is determined with its Start and Finish values as follows:
Slack = LS-ES or LF-EF
This is demonstrated in the example problem shown in Figure 4 on page 7 and shown again in Figure 12 below.
PERT/CPM Network
Path Slack
Example Model
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Figure 12 Example Model Forward Pass/Backward Pass Path Slack
Based on the above rule, the slack for all activities are shown in Table 4 below.
Activity A B C D E F ES 0 0 0 50 15 15 LS 20 25 0 50 35 45 EF 15 10 50 75 55 45 LF 35 35 50 75 75 75 Slack 20 25 0 0 20 30
Table 4 Example Model Forward Pass/Backward Pass Activity Slack
Dummy activities do not have any slack since they have a zero duration.
Activities on the Critical Path also do not have any slack their ES=LS and EF=LF. This confirms the Network Critical Path Determination algorithm (Each Activity with Start values equal and the Finish Values equal is on the Critical Path.) stated on page 6. To determine the slack for any path, just add the slack for all activities on that path. This demonstrated in Table 5 below for selected paths in Figure 12.
Path A DummyN2-N3 - F B-F B E DummyN6-N7 Activity Slack 20 + 30 25 + 30 25 + 20 Path Slack 50 55 45
Table 5 Example Model Forward Pass/Backward Pass Path Selected Path Slack
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PERT/CPM Quick and Simple Critical Path Solution Heuristic
Logic Method
This approach will not enable the determination of slack for individual activities. Only path slack can be ascertained. This is done by subtracting the duration of any path between any two nodes from the longest path between the same two nodes. This is shown in Table 6 below for selected paths in the Example Model shown in Figure 11 on page 11 and Figure 13 below.
PERT/CPM Network
Logic Method Path Slack
Example Model
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Figure 13 Example Model Logic Method Path Slack
Path Outer Nodes Start Finish Candidate Paths L OP HMN IJK EFG DummyN3-N4 D - DummyN9-N8 F - G DummyN3-N4 D - - DummyN9-N8 DummyN8-N6 M-N E DummyN8-N7 - J DummyN12-N11 - N E DummyN8-N7 - J K E DummyN8-N6 - M N DummyN3-N4 D - Q - G DummyN3-N4 D - DummyN9-N8 DummyN8-N7 - J - K Path Duration 105 60 90 70 105 90 95 100 65 110 125 Path Slack 20 65 35 55 20 35 80 25 110 15 0
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Table 6 Example Model Logic Method Selected Path Slack
Path Slack between nodes is functionally all that is needed since it will most likely be distributed among all Activities on the specific path anyway.
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PERT/CPM Quick and Simple Critical Path Solution Heuristic
Advantages and Disadvantages of Both Techniques
Although each technique determines Critical Path when done properly and provides slack for all paths, they differ when applied as shown below.
Forward Pass/Backward Pass
Advantages
Provides slack for individual activities Works with Microsoft Project Manager
Disadvantages
Takes a while (1-2 hours or more) to learn Prone to errors due to the tedium of the calculations Takes a while to apply to a large network (half hour or more) Cumbersome due to mathematical details Causes confusion when internal errors are made
Logic Method
Advantages
Easy to learn (5 to 10 minutes) Quickly and easily determines Critical Path for any size network Clearly defines Critical Path Quickly determines Overall and Internal Paths Slack
Disadvantages
Does not provide slack for individual activities Does not work with Microsoft Project Manager
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PERT/CPM Quick and Simple Critical Path Solution Heuristic
Index
A Activity .......................... 1, 2, 3, 4, 5, 6, 7, 13 Activity Duration...........................................2 Advantages................................................15 Advantages and Disadvantages of Both Techniques............................................15 Arc ...........................................................1, 2 B Backward Pass ......................1, 2, 3, 5, 6, 12 C completion node ......................................4, 5 Critical Path .... 1, 5, 6, 7, 8, 9, 11, 12, 13, 15 Critical Path Method ....................................1 D deadline ...................................................3, 5 Disadvantages ...........................................15 Dummy Activities .........................................2 Dummy Activity ................................2, 3, 4, 6 duration......................... 2, 3, 4, 5, 6, 8, 9, 14 E Early Finish ..................................3, 4, 5, 6, 7 Early Start ............................................3, 4, 7 F Forward Pass........ 1, 2, 3, 4, 5, 6, 12, 13, 15 Forward Pass/Backward Pass....2, 8, 12, 13, 15 Forward Pass/Backward Pass Algorithm 2, 3
I Initial Node .......................................... 3, 8, 9 L Late Finish .......................................... 5, 6, 7 Late Start ................................................ 5, 7 Latest Finish................................................ 3 Latest Start.................................................. 3 Logic Method ........................ 1, 8, 12, 14, 15 Longest Path......................................... 8, 12 Longest Path Logic Application .................. 8 M Managerial Relevance ................................ 2 Microsoft Project Manager ..................... 15 most efficient............................................... 8 N Network Critical Path Determination..... 7, 13 Network Initial Node.................................... 4 Network Internal Paths ............................... 8 Network Symbols and Protocol................... 2 Network Terminal Node .......................... 5, 6 Nodes...................................... 2, 7, 9, 12, 14 P Path Slack between nodes ....................... 14 PERT Network ............................................ 1 PERT/CPM Network ................................... 2 Program Evaluation and Review Technique1 Project Earliest Finish ................................. 5 project management tools .......................... 1 project network model................................. 2 S slack.............................................. 13, 14, 15 soonest ............................................... 3, 5, 8 Subsequent Activities ................................. 2
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Technique Algorithm................................... 8 Terminal Node .................................... 5, 6, 8 The Logic Method ................................. 8, 12
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