Publisher’s version / Version de l'éditeur:
Vous avez des questions? Nous pouvons vous aider. Pour communiquer directement avec un auteur, consultez la première page de la revue dans laquelle son article a été publié afin de trouver ses coordonnées. Si vous n’arrivez pas à les repérer, communiquez avec nous à PublicationsArchive-ArchivesPublications@nrc-cnrc.gc.ca.
Questions? Contact the NRC Publications Archive team at
PublicationsArchive-ArchivesPublications@nrc-cnrc.gc.ca. If you wish to email the authors directly, please see the first page of the publication for their contact information.
https://publications-cnrc.canada.ca/fra/droits
L’accès à ce site Web et l’utilisation de son contenu sont assujettis aux conditions présentées dans le site LISEZ CES CONDITIONS ATTENTIVEMENT AVANT D’UTILISER CE SITE WEB.
Bibliography (National Research Council of Canada. Division Of Building
Research); no. BIBL-27, 1964-12-01
READ THESE TERMS AND CONDITIONS CAREFULLY BEFORE USING THIS WEBSITE. https://nrc-publications.canada.ca/eng/copyright
NRC Publications Archive Record / Notice des Archives des publications du CNRC : https://nrc-publications.canada.ca/eng/view/object/?id=2e8a6440-902a-43f5-8d6c-0587e8dfb590 https://publications-cnrc.canada.ca/fra/voir/objet/?id=2e8a6440-902a-43f5-8d6c-0587e8dfb590
NRC Publications Archive
Archives des publications du CNRC
For the publisher’s version, please access the DOI link below./ Pour consulter la version de l’éditeur, utilisez le lien DOI ci-dessous.
https://doi.org/10.4224/40001586
Access and use of this website and the material on it are subject to the Terms and Conditions set forth at
Annotated bibliography on critical path programming
abutment alcove alignment apartment arch area ashlar attic batten bay bearing bevel board bond brace clay concrete eave efflorescence knot laminated , ANNOTATED BIBLIOGRAPHY ON
CRITICAL PATH PROGRAMMING
by
J. K.
LattaIn
recent years new techniques for programming and scheduling interrelated activities have been developed that use a network to depict these interrelations. These techniques have consider able application in construction work where they a r e usually r e f e r r e d t o a s the Critical Path Method (CPM), andmany articles ,have been written on their use and the benefits t o 4 be derived frdm them. The following account of the techniques
and the attached bibliography have been prepared with a view t o summarizing very briefly the present state of the a r t and t o a s s i s t those who wish t o locate further information on the sub- ject. It i s not suggested that it i s by any means complete, and in fact has deliberately been confined, in the main, t o those published articles that a r e reasonably available t o the general
t
I
REVISED t o December
1964
a3837
Coupons ore Issued by the Coundl valued at 5, 25, ond 50 cents. These con be used In payment for this service or well as cash (stamps ore not a-ptable), money order or cheque (payable at par in Ottawa credit Natlonal Research Council). Coupons can be used for the purchaae of all National Reseorch Cwncll publlcotiona.
When any work i s t o be done it i s necessary that some forethought be given t o the method of carrying it out. The degree of planning will vary with the complexity of the job and the r e s t r i c - tions that may control the method of tackling it. If the job is small and the restrictions few, the plan can be carried in the head of the planner and modified from time to time without trouble. With more
complex jobs, such a s practically all construction jobs, the plan must be set down in some visible form that will enable the relation- ship between the various components of the job t o be seen more clearly. For many years it has been standard practice t o use a bar chart for this purpose, but more recently network diagram tech- niques have been developed under various names and letter com- binations. Of these the two principal ones a r e the Critical Path Method (CPM) and the Program Evaluation and Review Technique (PERT).
These two methods of programming were developed in- dependently, but at approximately the same time and for somewhat different purposes. The Critical Path Method was developed in 1956-57 by a joint effort of a team under Morgan R. Walker of
E.I.
duPont de Nemours and Go., and JamesE.
Kelley, Jr. of the Remington Rand Division of Sperry Rand Corp. ; the technique was used in the control of the construction of a ten million dollar chemical plant. The Program Evaluation and Review Technique was developed for the purpose of controlling the P o l a r i s development program of the U. S. Navy by the U. S. Navy Special Projects Office in collabo- ration with the management consultants, Booz -Allan and Hamilton h c .Essentially, in both systems the project i s brpken up into a number of individual activities and the relationship between these activities i s shown on
a
network diagram. This i s constructed so that when any activity is considered a l l those activities which must be completed before it can s t a r t a r e drawn ahead of it; those that can s t a r t only when it i s completed a r e drawn following it, and those that can be performed concurrently a r e drawn in parallel with it.Following this, the time required t o c a r r y out each activity i s estimated, and by adding cumulatively these estimated times along
all
possible paths through the network from s t a r t t o finish, following the sequence of activities, the path requiring the longest time can be found. This i s the Critical Path; i t s length governs the time required t o c a r r y out the entire project, and i f this time must be reduced, some of the activities forming this path must be carried out in l e s s than the estimated time. All other activities have some leeway or float in their timing within which they can be adjusted without affecting the over -all completion of the project. The amount of float i s calculated from the difference between the earliest timeat which the activity can be started (given by the sum of the
estimated times of the preceding activities along the longest path) and the latest time by which it must be completed so a s not to delay the entire project (given by the sum of the estimated times of all succeeding activities along the longest path, working back from the project completion date), l e s s the activity duration. This gives the "total float" of the activity, and other types of float such a s "free float" and "interfering float$' can also be calculated by considering the effect of delaying the completion of a preceding activity on the float of zi succeeding activity.
The principal difference between CPM and PERT stems from the two different functions for which they were developed and, consequently, the degree of accuracy with which the activity
durations can be estimated. CPM was developed for construction and maintenance work in which it i s possible to make reasonably accurate estimates for the duration of each activity, and thus only one time estimate i s used. In the research and development type of work that PERT was created to control, it i s not possible t o make accurate estimates of how long any activity will take. Thus three estimates a r e made
-
the optimistic, the most likely, and the pessimistic from which the expected time i s calculated from the formulawhere t
=
expectedtime ea
=
optimistic time b=
pessimistic timem
=
most likely time.This expected time i s then used throughout the network calculation in exactly the same manner a s the single-time estimate of CPM. ~ h u s there i s no reason why a PERT program for a
computer cannot be used for construction scheduling merely by entering the same time for a l l three time estimates.
The three time estimates of PERT make it possible to calculate the probability of meeting a given completion date. On the other hand they make it difficult to c a r r y out
a
cost analysis of the project. The single-time estimate of CPM permits this cost analysis t o be made more readily and in addition techniques a r eMany advantages a r e claimed for network programming over the older methods, and their success in a wide variety of circumstances has substantiated many of these claims. The principal advantage i s that a much clearer picture i s given of the whole project and of the interdependence of many operations. This allows for greater coordination of these operations and improved communication between the various groups involved in the entire construction project so that greater cooperation i s possible. On large projects, however, the sheer size and apparent complexity of the network can make it unsuitable for many purposes; and it may be necessary to supplement it with simplified diagrams and bar charts, for day-to-day contr 01 and monitoring.
Most network diagrams a r e drawn up by depicting each activity by a.line. The length and direction of this line
is
not material, and i t i s only the interconnection of the lines t o denote the dependence of one activity upon another that i s important. Insome' circumstances it has been suggested that it would be p r e f e r - able to depict the activity by a circle or some other symbol, and then to show interdependancy by lines connecting the circles. This technique eliminates the need for the "dummy activities, which a r e
sometimes required when activities a r e depicted by lines, but it may r e s t r i c t the computations t o manual ones because of difficulties in identifying the sequence of activities for existing computer p r o - grams.
It- should be emphasized that network programming does not relieve the planner of the necessity of making decisions. It is only one more tool to a s s i s t him in the process.
Books
-
11.
Modern management methods PERT and CPM: program eva1uatio.n re'view techniqueand c r i t i c a l p a t h method. David M. S t i r e s and Maurice B. Murphy Boston, M a t e r i a l s Planagement I n s t i t u t e , 1962, 286p. i l l u s .
I t This t e x t h r s been prepared by C-E-I-R f o r t h e s i n g l e purpose o f e l a b o r a t i n g upon m a t e r i a l preseneed i n a t h r e e day formal PERT/CPM course. Although t h e t e x t i s complete i n many d e t a i l s , i t i s not
intended t o s e r v e a s a primary source o f i n s t r u c t f o n . It is i n s t e a d a work book, and a s such, an a d j u n c t t o t h e l e c t u r e s and p r a c t i c a l problems p r e s e n t e d d u r i n g t h e course." It g i v e s a complete d e s c r i p t i o n of t h e method of c a r r y i n g o u t PERT program- ming followed by a , s i m i l a r account of CPM. S e v e r a l appendices and a b i b l i o g r a p h y , 163 pages of t e x t , 105 pages o f appendices, 22 pages of' b i b l i o g r a p h y and r e f e r e n c e s .
2. PERT
-
A
new management p l a n n i n g and c o n t r o l technique. G a b r i e l N. S t i l l a n and o t h e r s . American Nanagement A s s o c i a t i o n , New York, 1962, 192p.A book w r i t t e n by e x e c u t i v e s and s p e c i a l i s t s i n i n d u s t r y f o r t h e non s p e c i a l i s t manager. Covers PERT and t h e manager, PERT t h e o r y , p r a c t i c a l experience w i t h PERT, a l l i e d t e c h n i q u e s . Has a
b i b l i o g r a p h y o f
41
a r t i c l e s ,34
pamphlets, 25 s t u d i e s . One c h a p t e r i s devoted t o CPM and w r i t t e n by a member of a c o n s t r u c - t i o n company.3.
The u s e of CPM and PERT i n c o n s t r u c t i o n management. A r t i c l e s r e p r i n t e d from The C o n s t r u c t o r i n b o o k l e t form, 1963.A r e p r i n t o f a r t i c l e s
9 ,
10, 11, 21, 24, 37,38,
39,51,
5 6 ,
Books
-
2
4.
Project management and control, Vol. 1: Finding the critical path.
R.L. Martino.
l
!
$
+
pp. American Management Association,
235 W. 50th
st., New York, N.Y.
Project management and control, Vol. 11: Applied operational planning.
R.L. Martino.
184
pp. American Management Association,
135
W. 50th
st., New York, N.Y.
An elementary treatment of the scheduling methods, commonly known
as CPM and PERT. These methods require drawing of an arrow diagram
to represent all the steps in a project, their sequence and inter-
dependence.
Methods for correctly drawing this arrow diagram are
explained in detail.
The critical path is the longest path from
the beginning to the end of the arrow diagram for a project. The
book develops, explains and applies rules for finding this path,
then tells how to compute latest and earliest start times. It
also explains total and free float, both of which are concerned
with the excess of available time over required time.
Provides the project manager with tools to find the best method
of' carrying out a project; to estimate its cost and duration; to
solve complications; and to decide the most efficient allocation
of men and materials. Chapters cover management and project
planning, scheduling, and control; putting the critical path to
work; estimating activity duration and cost; project duration and
cost; meeting scheduled completion dates; probability in planning
and scheduling; time-scale displays; resource allocation and
scheduling
-
an introduction to MAP; using PERT/CPM and MAP; and
project management and control.
5 .
Fundamentals of project planning and control." A.
JamesWaldron.
225pp.
A. James Waldron,
371
Kings Highway, West Haddonfield, New Jersey.
A comprehensive text on the fundamentals of practical usage of
critical path and PERT.
It gives the student a thorough
grounding by a manual approach so that projects of any nature
and size may be handled.
Included are chapters on computer
usage and selection; costs; available programs.
Also covered
are setting up systems, reporting, monitoring, updating projects,
etc.
Probability aspect of PERT is developed.
6.
A programmed introduction to PERT.
Federal Electric Corp.
l4.5
pp.
John Wiley
&Sons, Inc.,
605Third Avenue, New York,
M.Y.
"PERT" stands for Program Evaluation and Review Technique. This
book was designed to give the basic information needed to use the
technique.
The authors say that "you will not become
astatis-
tician, but you will become familiar with the statistical
technique that underlies the PERT system".
7.
Newtork analysis.
A. Battersby.
Macmillan and Co. Ltd., London, England.
.
1964,
218
PP
Gives a comprehensive coverage of the subject from the drawing of
the original network to the allocation of resources.
The uses
Reports
-
1REPORTS
1. A non-computer approach t o t h e c r i t i c a l p a t h method f o r t h e c o n s t r u c t i o n
industry. John W. Fondahl. S t a n f o r d U n i v e r s i t y Technical Report
No.
9 ,
November 1961, r e v i s e d 1962.A d e t a i l e d account of t h e method of applying CPM u s i n g an a c t i v i t y - on-node network diagram r a t h e r than an activity-on-arrow diagram. I t i s intended t o a s s i s t i n t h e transformation from conventional b a r c h a r t s t o computer processed systems and a l s o t o g i v e a method
of computation s u i t a b l e f o r t h e l e s s complicated jobs.
78
pages of t e x t , 6 pages of b,ibliography, 37 pages o f appendices anddiagrams
.
2. Application of c r i t i c a l p a t h telchnique. Milton L. Freeman. Regional Conference on Improved Highway Engineering P r o d u c t i v i t y , San Francisco,
March 1962, Proceedings, P a r t V I , pp. 3-12.
Describes the use of CPM on
a
major c i v i l engineering p r o j e c t p o i n t i n g out some of t h e d i f f i c u l t i e s encountered a s w e l l a s t h e advantages. The d i f f i c u l t i e s of gaining acceptance o f t h e technique on t h e job and with management a r e o u t l i n e d .3.
The o r i t l c a l p a t h method of planning and scheduling a p p l i e d t o highway work.L.R. Schureman. Regional Conference on Improved Highway Engineering
P r o d u c t i v i t y , San Francisco March 1962, Proceedings, P a r t V I I , pp.
4-14
Descrtbes t h e technique of u s i n g CPM w i t h r e f e r e n c e t o manyp r a c t i c a l a s p e c t s of job c o n t r o l .
4.
Experience i n t h e use of t h e c r i t i c a l p a t h method. Thomas Boucher.Regional Conference on Improved Highway Engineering P r o d u c t i v i t y , San Francisco, March 1962, Proceedings, P a r t V I I , pp. 16-21.
A c o n t r a c t o r ' s account of t h e a p p l i c a t i o n of CPM t o t h e construc- t i o n of a 22 s t o r e y r e i n f o r c e d concrete frame o f f i c e bui-lding. The p r e p a r a t i o n of t h e schedule and t h e r e s t r a i n t s a c t i n g on i t
are described, followed by an account of t h e means used t o achieve
an a c c e l e r a t e d program and f i n a l l y some of t h e b e n e f i t s derived
from it.
5.
PERT c o s t systems design. D.O.D. and N.A.S.A. Guide, June 1962,14.5~.
Office of t h e S e c r e t a r y of Defense and National Aeronautics and Space Administration, Washington, D,C.
A review of t h e procedures used i n t h e U.S. Department of Defense
and t h e U.S. National Aeronautics and Space Administration t o
implement coordinated PERT programming. It i s intended t o
ensure compatability of t h e system w i t h e x i s t i n g c o n t r a c t o r c o s t planning and c o n t r o l techniques.
6. Graphic P E R T / C O S ~ milestone r e p o r t i n g . R.K. Swim.. S.A.E. paper 576D f o r meeting October 8-12, 1962.
Describes a method of r e p o r t i n g c o s t s on a PERT program by
e s t a b l i s h i n g zones on t h e network l i n k e d t o t h e milestone events. The a l l o c a t e d c o s t s and a c t u a l incurred c o s t s f o r t h e a c t i v i t i e s w i t h i n those zones a r e t h e n r e p o r t e d py s u i t a b l e codes and c o s t /
R e p o r t s
-
2C
7.
N.A.S.A. PERT and companion c o s t system handbook. U . 9 . N a t i o n a l Aeronauticsand Space A d m i n i s t r a t i o n , Washington,
D.C.
30 October 1162, 8 0 ~ .A handbook on N.A.S.A.
PERT
procedures which i s intended t o e n s u r ea u n i f o r m i t y of procedure amongst a l l u s e r s .
8.
The c r i t i c a l p a t h method extended t o i n c l u d e c o n s i d e r a t i o n s of r e s o u r c escheduling. J . D . Kidd. Thesis f o r M.Sc. a t M.I.T., January 1963.
A review Is given o f t h e h i s t o r y and development O f CPM l e a d i n g t o a d i s c u s s i o n of t h e s e r i e s , p a r s ] - l e l , and diagram r e v i s i o n methods o f r e s o u r c e scheduling. The a u t h o r c s CRS
333
method of r e s o u r c e s c h e d u l i n g i s b a s i c a l l y a diagram r e v i s i o n method which endeavours t o r e - e v a l u a t e t h e p r o j e c t cost/time curve i n t h e l i g h t of t h e r e s o u r c e l i m i t a t i o n s . P o s s i b l e f u t u r ea d d i t i o n s t o and development of t h e method a r e o u t l i n e d .
9.
Advanced t e c h n i q u e s i n c o n s t r u c t i o n scheduling. T.C. J e l l i n g e r . Iowa S t a t e UniversLty E n g i n e e r i n g Report No.38,
February 1963, 14p.D i s c u s s e s t h e r e a s o n s f o r u s i n g advanced s c h e d u l i n g methods, t h e method of d o i n g s o and of c a l c u l a t i n g t h e c r i t l c a l a c t i v i t i e s
and t h e ' f l o a t of o t h e r s . D e s c r i b e s t h e time/cost r e l a t i o n s h i p , t h e r e l a t i v e advantages of computer v e r s u s manual computations and a l s o of c i r c l e and c o n n e c t i n g l i n e networks r e l a t i v e t o a r r o w - l i n e diagrams.
10. PERT
"B"
-
Computer systems manual. N a t i o n a l A e r o n a u t i c s and Space A d m i n i s t r a t i o n , Washington, D.C., June 1963.A f t e r a s h o r t account of PERT t h e b u l k of t h e r e p o r t is devoted t o d e s c r i b i n g t h e method of running t h e program through on
IBM
Reports
-
3
1 Critical path analysis
-
eighteen case histories. British Prodvctivity Council, London, England, 52 pp.Gives brief accounts of how CPM helped to improve job efficiency in many different industries including bridge widening, chemical plant erection, factory building, malting plant construction, office building and school building.
12. Critical path scheduling in the construction industry. J. Robert Harris, Jr. The Institute of Transportation and Traffic Engineering, University of California, Berkeley, California.
Gives the reasons for using CPM together with some history of its development. Then describes how the network diagram is drawn, the critical path and floats are,determined and how the gloats can be used to smooth out the utilization of available resources.
13. The critical path method as asplied to co~struction. Associated General Contractors of America.
55
pp. New York, March 1963. Presented at the 44th Annual Convention, New York, March4-7,
1963.Demonstrates the planning, scheduling and controlling of an actual building project utilizing CPM in conjunction with the General Electric 225/CPM computer program. Gives information about the
computer print out and the costs invol~ed.
.
PEZT fundamentals. Vol. I-
Networking. Vol. I1-
Scheduling and Planning. PERT Orientation and Training Centre, Washington25,
D.C.A self-introductional qourse in the fundamentals of PERT presented in a programmed Instruction format to enable the stuqent to proceed at his own pace without the aid of an instructor.
15. PERT guide for management use. PERT Coordinating Group.
44
pp. Washington, 1963Describes the basic management process of establishing objectives, developing plans, determining schedules, evaluating programs and c~ntrollfng~together with the necessary feed-back to incorporate new decisions and actions. Shows how PERT can be used to assist
in this process.
16. Planning projects
-
A CPM PERT manual. V.K. Handa. Department of Civil! Engineering, University. of Waterloo, Ontario.78
pp. 1963.A
comprghensive account of network planning which explains theI development of the method and gives step by step instructions
for planning, scheduling and controlling the project. Also covers the use of charts, costs and computations.
17. Critical path method of programming engineering'projects. Papers of the Road Builders hnd Heavy. Construction Section. Panel Presentation at CCA Annual General Meeting, Toronto, Feb. 1964.
Introducto~y Remarks
-
R.C. Smithodera rat or)
Use of CPM at Tracy Generating Station
-
K.C. Carrier Application of CPM to Highway Design and Construction-
K. Katarynczuk
Specifying CPM
-
C.Y. JarrettCPM and the Computer
-
C.I. McKenzieReports
-
4
h
18.
Project cost minimization. V.K. Henda. Department of Civil Engineering, University of Waterloo, Ontario.86
pp. Oct. 1964.Discusses the problem of determining the projeot schedule which will give the minimum cost and outlines the methods of ~ o l u t i o n currently in use. A new solution is developed which,
it'
is claimed, cen be handled manually and solutions to hypothetical problems are presented,19. CPM explained. Dept. of Scientific and Industrial Research, Building Research Station, Garston, England. Digest
53
(second series) Dec. 1964.A
brief and concise step by step description of CPM. Gives its advantages, how to draw the diagram and the benefits to be obtained in job control.A r t i a l e s
-
11. How " c r i t i c a l path" scheduling works. D r . Hocco L. Martino. Canadian
Chemical Processing, Vol.
44,
310. 2, February 1960, p.38-40.Descr,ibes t h e need f o r R means of determining t h a " c r i t i c a l jobs"
and shows how norrnal b a r c h a r t type scheduling f a i l s t o do t h i s . An h i s t o r i c a l o u t l i n e i s given of t h e development of t h e CPN
s t a r t i n g w i t h DuPont i n l a t e 1956 and showing how it, was progres- s i v e l y ~ p p 1 i e . d throukliout tho o r g a n i z a t i o n . F i n ~ . l l y t h e method of c a s r y i n g out C r i t i c a l P a t h programming i s o u t l i n e d b r i e f l y . 2. C r i t i c a l p a t h scheduling. J.S. Sayer, J.E. K e l l e y Jr., Morgan R. Walker.
Fac.tory, Vol. 118, No,
7 ,
J u l y 1960, p. 74-77.A f t e r an o u t l i n e of t h e advantages of CPM a d e s c r i p t i o n is given of the method of drawing up t h e network, c a l c u l a t i n g t h e c r i t i c a l p a t h , and Bstimating t h e c o s t of e x p e d i t i n g the job.
3. C r i t i c a l p a t h saves time and money. R.C. S t e i n f e l d . Chemical Engineering,
Vol. 67, No. 24, 28 November 1960, p.
4 8 ,
150-152.Describes the technique of b u i l d i n g up t h e network and of working o u t t h e e a r l i e s t and l a t e s t a c t i v i t y s t a r t and f i n i s h times u s i n g a m a t r i x diagram. A g e n e r a l o u t l i n e i s given of t h e procedure f o r Pinding t h e optimum time t o give l a s t c o s t .
4.
Engineering program p l a n n i n g and c o n t r o l through t h e use of PERT. Jerome Pearlman. I n s t i t u t e of Radio Engineers, T r a n s a c t i o n s on EngineeringManagement, Vol. EN-7, No.
4,
Decernber 1960, p. 125-134.An account is given of t h e techniques of s e t t i n g t e c h n i c a l o b j e c t i v e g 'in d e s i g n and of t h e n e c e s s a r y follow up and review of' t h e success i n a c h i e v i n g them. Cost planning and measurement a r e a l s o discussed.
5.
New t o o l f o r job managemen%. P e r i n i Corp. Pioneers. Engineering News-Record, Vol. 166, No.
4,
26 January 1961, p.25-27.
An o u t l i n e of t h e e a r l y h i s t o r y of CPM w i t h a s k e t c h account of
how t h e network diagram i s drawn. Some comments about t h e
b e n e f i t s t o be d e r i v e d a r e included.
6. C r i t i c a l path planning and scheduling: nathematical b a s i s . James E. Kelley
Jr. Operations Research, Vol. 9 , No. 3, May-June 1961, p. 296-320.
Largely a higher mathematical account of CPM b u t a l s o c o n t a i n s
many comments o f a p r a c t i c a l nature. I t i s
stated. t h a t l e s s t h a n 101; of a c t i v i t i e s a r e c r i t i c a l even i n t h e s h o r t e s t d u r a t i o n schedules.
14
r e f e r e n c e s .7. A c t i v i t y s u b d i v i s i o n and PERTdprobability s t a t e m e n t s . Thomas L. Ilealy.
Operations Research, Vol. 9 , No. 3 , Kay-June 1961, p. 341-348,
comments p. 348-350.
A mathematical account of t h e effect. on t h e computed ~ r o b a b i l i t ~ of meeting a given t a r g e t d a t e of subdividing t h e a c t i v i t i e s s t i l l f u r t h e r t h u s "compounding t h e confusion". This s u b d i v i s i o n does not a f f e c t the c a l c u l a t i o n of c r i t - i c o l p a t h s and t h e d e t e r m i n a t i o n of s l a c k . ' 3 r e f e r e n c e s .
Articles
-
28. The critical path method
-
a new approach to planning. T.J.O. Sirnms. Engineering and Contract-Record, 'Vol.74,
No.6,
June 1961, p.64-67.
The differences betw'een the bar chart programming and critical path programming are discussed followed by an outline of the methoeof carrying out the latter and how to obtain the least project cost. Examples of some applications are given.
9 . The critical path method for pkoject planning and control. Herbert Berman. The Constructor, Vol. XLIII, No. 9, September
1961,
p.24,
25,
27,
29.The
various advantages to be gained in construction management fromthe use of CPM are outlined and a brief description is given as to how the CPM programming is carried out. The advantages gained by using CPM 'on a bridge job are described. The history of CPM development is given and the latest improvements enumerated.I I
0 Can contractors1 own personnel apply CPM without computers? John
Fondahl. The Constructor, Vol. XLIII No. 11, November 1961, p.
56-60,
and No. 12, December 1961, p.
30-34.
A
two part article which kescribes a manual method of performing CPM. A circle and connecting line notation is used which is claimed to be easier to use than the conventional arrow diagram but which cannot be used with a computer. The need for good knowledge of construction procedure is stressed if faulty pro- gramming is to be avoided. The first article describes the preparation of the netwo~k and the determination of the critical path and job floats. The second article is devoted to Phase I11 of CPM dealing with costrs.11. The use of PERT in construction management. Bob
J.
Hansen. The Construc- tor, Vol. XLIV, No. 1, January 1962, p. 28-30.A
general description of PERT giving its various advantages.A
comparison is made with CPM.12. Crlt ical path planning. William
F.
Edmonds. Consulting Engineer, February1962,
p.04-89.
The deficiencies of the normal bar chart and the requirements of programming methods to give good control are listed. It is claimedethat CPM fulfills these requirements and the method of carrying it out is described with reference to the construc- tion of a small wooden porch. The method of calculating costs is outlined together with a brief account of a more elaborate case history.
U,
Making PERT work. BruceN.
Baker. ~pace/~eronautics, Vol.37,
No.3,
March 1962, p.
58-60.
A
plea for simplification of PERT programming. It is maintained that more use should be made of graphical representation todelineate different responsibilities, qonstraints, etc. Computer printouts are criticized for being boo full and difficult to interpret. They may also be misleading since they usually show absolute relationships not probabilities.
24,: New Idea s f m p l i f i e s b u i l d i n g schedule, B a s i l Caplan, Engineering and Contract R e c o ~ d , Vol. 75, Ro.
4 ,
A p r i l 1962, p.60-61,
A b r i e f account
is
given of bow Foundation Cornparq used conren--- , t i o n a l b a r chapts, a ~ b o p f n g bar c h a r t and CPM t o schedule t h e
Place V i l l e Hapie job, The s l o p i n g b a r c h a r t p l o t s tZne h o r i z o n t a l l y and f l o o ~ member v e p t i c a l l y . The progress of each r e p e t a t i v e a e t i v b t y upward from f l o o r t o flaojt. is t h e n shown a s a sPopine; l i n e ,
15.
The
critloa'l. p a t h method, how ko use it. John 0, lulonahan. ConstmotionMethods and Equipment, Vol,
44,
No.5,
May 1962, p, 130-135,The advantages of CPH a r e discussed and t h e method of c a r r y i n g
it
out a r e o u t l i n e d 'including t h e means of o b t a i n i n g t h e l e a s t o v e r a l l c o s t . It i d s t r e s s e d t h a t good c o n s t r u c t i o n knowledge is e s s e n t i a l t o o b t a i n t h e most from CPM.16. The c r i t i c a l pathmethod. M i l t o n L . Freeman. W e s t e r n C o n s t r u c t i o n ,
Vol, 37, No.
5,
May 1962, p. 56-58.A descr3ption of t h e use of CPM on road c o n s t r u c t i o n work. The need f o r c o l l e c t i n g c o s t d a t a i n a manner which w i l l be most u s e f u l t o CPM i s s t r e s s e d . Some information i s included about t h e c o s t of applying CPM and about where courses i n t h e technique a r e offered.
17. Network models f o r p r o j e c t scheduling. Borge M. Christensen. Machine
Design, Vol.
34,
No. 11, 10 May E962, P a r t 1, Planning Phase; No. 12,24 May 1962, P a r t 2, Preliminary Scheduling Phase; No.
13,
7 June 1962,P a r t
3,
Advanced Scheduling Phase; No.15,
2 1 June 1962, P a r t4,
P r e p a r a t i o n of Network Model; No. 16,5
J u l y 1962, P a r t5 ,
Preparing Computer Data; No. 17, 19 J u l y 1962, P a r t 6, Implementation of Phases.A comprehensive account is given of t h e method of c a r r y i n g out t h e CPM programming. The r e l a t i o n s h i p between time, c o s t and a v a i l a b l e resources i s discussed and t h e method of handzing t h e problem t o o b t a i n t h e most s a t i s f a c t o r y s o l u t i o n i s given. The
a p p l i c a t i o n of t h e b a s i c theory which i s given i n P a r t s 1, 2 and
3
2s
i l l u s t r a t e d by means of a sample case i n P a r t s4,
5
and 6.18-
The c r i t i c a l p a t h teohnique f o r planning and scheduling. Walter Cons inuke.
Chemical Engineering, Vol. 69, No. 13, 25 June 1962, p.
113-118.
S t a r t i n g w i t h a b r i e f account o f t h e p r e p a r a t i o n of t h e arrow diagram and t h e p r o j e c t schedule, a d i s c u s s i o n follows of t h e process of optimizing t h e c o s t of t h e p r o j e c t . Since 60% of t h e o p e r a t i o n s need not be changed before t h e mlnimurn c o s t schedule i s obtained, a s t e p by s t e p method i s given t o
reduce t h e labour of t h e computations. Problems i n implemen-
t a t i o n and advantages t o be gained a r e described.
l 9 * Builders bone up on c r i t i c a l path. Engineering News Record, Vol. 168,
No. 26, 28 June 1962, p. 19-20.
The advantages claimed f o r CPM by various c o n t r a c t o r s
r e p r e s e n t a t i v e s a r e given i n t h i s account of a one weak cram course a t M.I.T.
A r t i c l e s
-
4
20. C r i t i c a l p a t h method expedites I.B.M. p r o j e c t s . N.M. Martin. Engineering News Record, Vol. 169, No. 1,
5
J u l y 1962, p. 34-36.An explanation of. how I.B.M. introduced CPM i n t o i t s own c o n s t r u c t i o n program and a d i s c u s s i o n of t h e b e n e f i t s which have r e s u l t e d . Also has a very b r i e f account of t h e method. 21. Modern management systems
-
t h e i r impact on c o n s t r u c t i o n c o n t r o c t o r s .G.A. Doyle. The Constructor, Vol. XLIV, No.
7,
July 1962, p. 28-31,48.
Discusses t h e use of network systems (CPM e t c . ) without d e s c r i b i n g them. Emphasizes t h e growing use of CPM and t h e need f o r a c c u r a t e estimating.
22. Developing a c r i t i c a l p a t h network. L.R. Schureman. Western ~ o n s t r u c t i o n , Vol. 37, No. 7, July 1962, P O 73-78.
Describes t h e technique of u s i n g CPM w i t h r e f e r e n c e t o many p r a c t i c a l a s p e c t s of job c o n t r o l .
23* CPH
e n t h u s i a s t s claim bonus b e n e f i t s . Engineering News Record, Vol. 169, No. 6, 9 August 1962, p. 42-44.Explains the use of CPM by Haas and Haynie Corporation ( C a l i f . ) .
A computer s e r v i c e u s i n g an I.B.M. 1620 machine i s used f o r p r o j e c t s involving more than 200 events; manual methods f o r l e s s t h a n 200.
24. Construction management
-
new systems (CPM-
PERT) f o r scheduling highwaywork. Walter F. Maxwell. The Constructor, Vol. XLIV, No. 9,
September 1962, p. 34-35.
A d i s c u s s i o n of c o n s t r u c t i o n management problems showlng some of t h e d i f f i c u l t i e s i n implementing a complete program of programming and c o n t r o l . B e t t e r c o s t c o n t r o l methods a r e needed t o g e t h e r w i t h b e t t e r t r a i n i n g i n management s k i l l s .
2.5. P r o j e c t management and c o n t r o l , s p e c i a l i s s u e on: Transactions on Engineering. Management, I n s t i t u t e of Radio Engineers, Vol. EM 9,
No.
3,
September 1962.Optimum A l l o c a t i o n of ~ e s e a r c h h n g i n e e r i n g Manpower w i t h i n a Multi-Pro'ject Organizational S t r u c t u r e .
The Role of P r o j e c t Management i n S c i e n t i f i c Manufacturing.
A Look a t Network Planning
PERT
-
Tool f o r R & D P r o j e c t Decision Making.SCANS
-
System D e s c r i p t i o n and Comparison w i t h PERT. The A p p l i c a b i l i t y of PERT a s a Management Fool.A c t i v i t y Costing
-
Key t o Progress i n C r i t t c a l P a t h Analysis. P r o b a b i l i s t i c Forecasting of Manpower Requirements.26* PERT f o r small p r o j e c t s . Norman C . Loeber. Machine Design, Vol. 34, No. 25, 25 October 1962, p. 134-139.
A s i m p l i f i e d PERT ( o r CPM) method i s o u t l i n e d i n which a l l p e r t i n e n t information i s w r i t t e n on t h e network diagram. C i r c l e s a r e used f o r t h e events which a r e named ( r a t h e r than naming t h e a c t i v i t i e s ) . Numbers above and below t h e event
connecting l i n e s i n d i c a t e elapsed time and manhours of d i f f e r e n t s o r t s of e f f o r t r e q u i r e d t o progress from event t o event. Num-
b e r s i n t h e event c i r l e s i n d i c a t e event numbers and elapsed time from s t a r t of p r o j e c t . Dates a r e then added below t h e c i r c l e s , t h e c r i t i c a l p a t h d e l i n e a t e d and a s work progresses a p a r a l l e l l i n e
27, Following-the c r i t i c a l p a t h t o b e t t e r scheduling. T.F.K. Boucher.
Oanadian Consulting Engineer, Vol.
4,
No. 10, October 1962, p. 46-48.A general hccount. of CPM showing how t o determine ' t h e c r i t i c a l p a t h o r t h e a c t i v i t y f l o a t s . Also how t o expedite t h e job a t minimum c o s t .
28- How a general c o n t r a c t o r put CPM t o work. Canadian Consulting Engineer,
Vol.
4,
NO. 10, October 1962, p. 49-51.The advantages t o be gained from t h e use of CPM a r e discussed and some examples of them given.
29. The c r i t i c a l p a t h techniques
-
communications shorthand f o r management.S t e e l
-
The Metalworking W.eekly, Vol.151,
No. 21, 19 November 1962,P O 74-70.
A review of t h e c u r r e n t s t a t e of t h e a r t showing t h e s i m i l a r i t y
l and d i f f e r e n c e s between CPM and PERT. Also b r i e f comments on
f u t u r e developments mainly o n , t h e l i n e s of resource a l l o c a t i o n .
30. Managing a PERT program. David G. Boulanger. Machine Design, Vol.
34,
No. 27, 22 November 1962, p. 130-132.
The problems of introducing PERT i n t o an o r g a n i z a t i o n a r e discussed under such headings a s :
'@ere t o u s e PERT
-
Any p r o j e c t where a program and e f f e c t i v e aopnunications a r e desired.Introducing t h e System and S e l l i n g t h e Concept
-
ManagementshoAld encourage i t s e x t e n s i v e use. The technique explained
on a c a s e - h i s t o r y method.
S e l e c t i n g a T r i a l P r o j e c t
-
One job a t a time. C e n t r a l i z e d PERT?-
Depends upon t h e organization.P i t f a l l s t o avoid
-
Slow feed back t o t h e engineer, infrequent review,.poor computing equipment (hand computation), exces- s i v e l y d e t a i l e d d r a f t i n g .A look a t t h e Future
-
Cost and resource c o n t r o l .31. Using c r i t i c a l p a t h programming. James E. Kelleg', Jr., Louis D. Wftlson,
and Herbert.Berman. Automation, Vol. 9, No. 11, Nov'ember 1962,
p. 90-95.
CPM i s described a s a new way of t h i n k i n g about manufacturing operations.' The methods of a p p l i c a t i o n and t h e b e n e f i t s t o be gained from t h e system a r e i l l u s t r a t e d by r e f e r e n c e t o a bridge b u i l d i n g problem and a f a c t o r y conversion program.
D e t a i l s of how CPM programming i s c a r r i e d out a r e not included. Extens7ions t o CPM c a l l e d Minimum Cost Expediting and Resource Planning and Scheduling Method a r e a l s o described b r i e f l y .
18
references.32.
Construction scheduling. w i t h CPM. Richard S. Kern. The M i l i t a r y Engineer,Vol.
54,
NO. 362, NOV-DBc. 1962, p. 423-426..The t h r e e phases of CPM; Planning, Scheduling and Costing, a r e o u t l i n e d followed by a more d e t a i l e d account of t h e f i r s t two. Some a p p l i c a t i o n s i n combat engineering a r e given t o g e t h e r w i t h
A r t i c l e s
-
t j33.
Expected c r i t i c a l p a t h l e n g t h s i n PERT networks. D.R. Fulkerson.Operations Researoh, Vol. 10, No.
6,
Nov-Dec. 1962, p. 808-817.I
A mathematical a c c w n t of
a
method of o b t a i n i n g a good approxima- t i o n t o t h e probable cr1t;ieal p a t h l e n g t h which w i l l be more a c c u r a t e than t h a t obtained by s u b s t i t u t i ~ & t h e expected time f o r each a c t i v i ' t y and t h e n working out t h e c r i b i c a l path.34.
PERT
a s an a n a l y t i c a l a i d f o r program planning-
i t s payoff and problems.i J.W. Pocock. Operations Research, Vol. 10, No.
6,
Nov-Dec. 1962,P. 893-9039
The a p p l i c a t i o n s of PERT (and s i m i l a r systems) t o management problems i s discussed from t h e p r a c t i c i n g managers p o i n t
of
view. It is pointed o u t t h a t it is a new technique which b r i n g s w i t h it a l l t h e optimism and .the f e a r s occasiorpd by a major upheaval. The main advantages and disadvantages a r e discussed and predic- t i o n s given about t h e f u t u r e p a t t e r n of development.35.
CPM moves i n t o t h e s p e c i f i c a t i o n s . Engineering News Record, V O ~ . 169,No.
23,
6 December 1962, p. 19-21.A progress r e p o r t showing how more and more agencies a r e r e q u i r i n g GPM scheduling by c o n t r a c t o r s bidding on t h e i r jobs.
36. Cobputera i n Building
-
PERT and CPM. The A r c h i t e c t s Journal, Vol. 136,No. 24, 12 December 1962, p. 1329-1332.
A s h o r t account of t h e b e n e f i t s t o be obtained from network programming u s i n g a compute+ f o r t h e computations.
37. Survey shows: Corps of Engineers has deep and growing i n t e r e s t i n c r i t i c a l
p a t h scheduling. The Constructor, Vol. XLIV, No. 12, December 1962
F i r s t p a r t of a s p e c i a l s e c t i o n on CPM g i v i n g r e s u l t s of a survey of CPM use i n t h e Corps of Engineers and c o m e n t s on t h e use of CPK by two c o n t r a c t o r s .
38.
Ioncomputer CPM: i t t s f e a s i b l e even on some l a r g e p r o j e c t s . Joseph B.Hoffmier. The Constructor, Vol. XLIV, No. 12, December 1962, p. 28-31.
Second p a r t of a s p e c i a l s e c t i o n on CPM g i v i n g r e s u l t s of a survey of CPM use ' i n t h e Corps of Engineers and comments on t h e use. of
CPM by two c o n t r a c t o r s .
39- CPM h e l p s general, subs and s u p p l f e r s t a l k s s m p scheduling language. Damon G. Douglas Jr. The C o n s t r u c ~ o r , Vol. XLIV, No. 12, December
1962, P. 31-33.
Third p a r t of a s p e c i a l s e c t i o n on CPM g i v i n g r e s u l t s of a survey of CPM use i n t h e Corps of Engineers and comments on t h e use of
CPM by two c o n t r a c t o r s .
40- A c o s t c o n t r o l extension of t h e PERT system. R.E. Beckwith. I n s t i t u t e
of Radio Engineers, Transactions on Engineerin)g Management, Vol. EM 9 ,
No.
4,
December 1962, p. 147-149.Largely a mathematical system designed t o work w i t h a n o r d i n a r y PERT program t o give warning of a p o t e n t i a l budget overrun.
A r t i c l e s
-
71
41-
PERT can s o l v e your problems of s u p e r v i s i o n and c o n t r o l-
I r o n i n g out PERTt o make it work. John A. McKillop. Canadian Consulting Engineer,
Vol.
4,
No. 12, December 1962, p. 55-59, Vol.5,
No. 1, January 1963,p. 46-50.
A two p a r t a r t i c l e s e t t i n g out t h e d i f f e r e n c e s between PERT and CPM and showing how t o c a r r y out t h e method of programming. The psychological advantage i n design work of t h e t h r e e time e s t i m a t e s
i n PERT a r e shown. The second a r t i c l e g i v e s many p r a c t i c a l p o i n t s i n implementing t h e method of programming.
42. CPM c u t s c o n s t r u c t i o n time on f l o o r s l a b s . Engineering News Record, Vol. 170, No. 2, 10 January 1962, p. 38-40.
An account of t h e use of CPM t o expedite t h e c o n ~ t r u c t i o ~ o f a concrete framed budlding g i v i n g d e t a i l s of t h e changes i n t h e methods used on s i t e .
43.
How and where t o l e a r n t o use CPM. Engineering News Record, Vol. 170, No.4,
24 January 1963, p. 37.
Outlines t h e scope and c o s t of various courses i n CPM which a r e a v a i l a b l e i n t h e U.S.A.
440,
C r i t i c a l p a t h method of scheduling. E.R. McCamman. A r c h i t e c t u r a l Record,January 1963, p.
155-158.
The process of c a r r y i n g out c r i t i c a l p a t h programming is described s t a r t i n g w i t h t h e network diagram and proceeding through t h e c a l - c u l a t i o n of t h e c r i t i c a l path, a c t i v i t y f l o a t s t o t h e determination of t h e minimum c o s t .
45-
New approach t o p r o j e c t scheduling: t h e control-operation technique.Mario Mattozzi and Frank L i p i n s k i . Chemical Engineering, Vol. 70,
No.
4,
18
February 1963, p. 1 3 5 - 4 2 .A method of p r o j e c t scheduling is proposed which' is claimed t o g i v e a l l the b e n e f i t s of CPM without t h e need f o r drawing a
network diagram. It i s claimed t h a t t h e CPM network diagram
does not give b e n e f i t s which a r e worth t h e labour of drawing it. The computations can be performed e i t h e r manually o r by computer and r e q u i r e a system of work d e s c r i p t i o n and code numbering.
46. Computer e s t i m a t e s c o s t s , saves time ,money. Morris L. Beutel. Engineering
News Record, Vol. 170, No.
9,
26 February 1963, p. 26-30.Gives t h e reasons f o r i n s t a l l i n g a computer i n a g e n e r a l c o n t r a c t o r s o f f i c e and t h e b e n e f i t s derived from it w i t h examples of computer p o i n t out sheets. The r e a c t i o n s of f i e l d crews t o t h e introdu,ction of CPM a r e a l s o discussed.
47. CPM i s here t o s t a y
-
Experiences i n t h e use of CPM on c o n s t r u c t i o n p r o j e c t s . Donald Goodkind. ~ a c i f i c ~ u i l d e r and Engineer, Vol. 69, No. 2,February 1963,
6.
54
and 56.Examples a r e given of t h e b e n e f i t s obtained from CPM schedu%ing both on c o n s t r u c t i o n p r o j e c t s and i n design work w i t h p a r t i c u l a r reference t o e l i m i n a t i n g delays caused by having t o o b t a i n t h e approval s f various a u t h o r i t i e s . It i s suggested t h a t t h e time keeping methods i n use a t p r e s e n t do not enable f u l l use t o be
A r t i c l e s
-
8
484
CPM s $ a r s a t t h e AGC Convention. Engineering News Record: Vol. 170, No. 11,14 MaFch 1963, p. 19-21
A r e p o r t on c o n t r a c t o r s r e a c t i o n s t o CPM.
4%
How
t o dd CPM schedu1,ing without a computer. Joseph J. Moder. EngineeringNews Record, Vol. 170, No. 11,
14
March 1963, p. 30-36.Describes a technique f o r w r i t i n g a c t i v i t y d u r a t i o n terms, f l o a t s ,
event occurrence times, e t c . , on the network diagram. Symbols
a r e gfqven f o r diagrams drawn w i t h t h e a c t i v i t i e s - o n - a r r o w s and w i t h a c t ivities-on-nodes.
50. C r i t i c a l p a t h techniques
-
an a p p r a i s a l . S.L. Kochanski. The {Engineer,London, England, Vol. 215, No. 5592, 29 March 1963, p. 559-562.
~ o l l o i i n ~ a s h o r t account of t h e method of c a r r y i n g out c r i t i c a l p a t h programming, t h e r e l a t i v e merits of event-oriented and a c t i v i t y - o r i e n t e d r e p o r t s a r e discussed. The second half of t h e paper t h e n d i s c u s s e s c o s t r e d u c t i o n and resource l e v e l l i n g .
51.
Arizona c o n t r a c t o r a p p l i e s computer CPM t o a l l jobs, l a r g e and small f o r time arid"cost c o n t r o l . The Constructor, Vol. XLV, No.3,
March 1963, p. 29-31." ~ a r d i a n had found i n t h e p a s t that as with,most c o n t r a c t o r s , no m a t t e r how hard h i s f i r m t r i e d , t h e job c o n t r o l l e d t h e supernin- tendent, r a t h e r t h a n t h e superintendent c o n t r o l l i n g t h e job. 52. P u t t i n g PERT t o work f o r t h e small company. P l a n t Management, March 1963,
p. 16-17.
A b r i e f summary of t h e p r i n c i p a l advantages and disadvantages of us i n g PERT.
53.
Helping t h e executive t o make up h i s mina. George A.W. Boehm. Fortune,A p r i l , 1963.
A g e n e r a l review of modern methods o f d e c i s i o n making including
CPM, PmT, l i n e a r programming, dynamic programming, e t c .
54.
C r i t i c a l p a t h method.-
t h e new way t o take guesswork out of scheduling.House and Home, Vol. 23, No.
4,
A p r i l 1963? p. 106-109.The b a s i c technique of CPM i s described w i t h r e f e r e n c e t o house building. The method of e x p e d i t i n g t h e job a t l e a s t c o s t is a l s o included b r i e f l y
.
55.
How t o do CPM scheduling without an arrow diagram. M. Mattozzi.Engineering News Record, Vol. 170, Wo. 19, 9 May 1963, p. 30-31.
A c o n t r o l o p e r a t i o n technique i s described which uses cwork l i s t s and s u i t a b l e code numbers. I t i s claimed t h a t t h e technique is simpler than CPM u s i n g a network diagram and t h a t it i s j u s t a s e f f e c t i v e .
A r t i c l e s
-
9
56.
More
on CPM-
Don't s p e c i f y machine methodology. Paul F. Keim. TheConstructor, Vol. XLV, No.
5,
May 1963,. p. 16.A p l e a f o r b e t t e r o p e r a t i o n s r e s e a r c h t o inprove the c o s t i n g of c o n s t r u c t i o n work. The c o n t r a c t o r should a l s o be allowed t o c a r r y o u t t h e p r o j e c t i n h i s own way without h a v i n s s p e c i f i c types of prbgramming forced upon him.
57- CPM o r PERT
-
What's t h e d i f f e r e n c e ? George J. Anzelon. The Constructor,Vol. XLV, No.
5,
May 1963, p. 23, 24 and45.
A review of t h e d i f f e r e n c e s between t h e two systems showing t h e i r d i f f e r e n t o r i g i n s , o r i e n t a t i o n s and l i m i t a t i o n s .
58.
CPM ranks htgh i n Haas and HaynJel s a r s e n a l of management weapons.The Constructor, Vol. XLV, No.
5 ,
May 1963, p. 25-26.An account of how a l a r g e c o n t r a c t o r u s e s CPM.
59. The c m i t i c a l p a t h method
-
I t s value i n b u i l d i n g design and c o n s t r u c t i o n . J.F. N u t t a l l and R.E. Jeanes. The Builder, London, England, Vol. C C I V ,No- 6265, June 1963, p. 1203-1207. F i r s t of two p a r t s e r i e s . P a r t 1 d i s c u s s e s CPM i n g e n e r a l t e r n s showing what it i s , and what it can do. It is s t r e s s e d t h a t good information must be f e d i n t o t h e method t o g e t good r e s u l t s out.
60. The c r i t i c a l p a t h method
-
D e t a i l e d methods of use. J.F. N u t t a l l and R.E. Jeanes. The B u i l d e r , London, England, Vol. C C I V , No. 6266, 2 1 June 1963, p. 1269-1274, Second of two p a r t s e r i e s .P a r t two explains i n d e t a i l how t o c a r r y o u t t h e programming process from drawing t h e i n i t i a l network, through t h e use of conrputers, t o recourse a l l o c a t i o n and t h e determination of t h e mininun c o s t . C i r c l e and l i n k diagrams a r e compared w i t h arrow diagrams.
61. CPM helps an AYE consultant schedule engineering manpower. R. J. Peterson.
Engineering.News-Record, Vol. 170, No. 26, 27 June 1963, p. 22-25. The design work f o r a l a r g e sewer job was scheduled u s i n g CPM and a computer t o o b t a i n t h e most uniform manpower requirements and t o minimize t h e c o s t . The o t h e r b e n e f i t s t o be obtained from CPM a r e a l s o discussed.
62. C r i t i c a l p a t h scheduling. A u s t r a l i a n C i v i l Engineering, Vol.
4,
No. 10,5
J u l y 1963, p. 26.A b r i e f (two colunn) account of t h e b a s i s of CPM and what it can do.
63. Computer a i d s CPM i n r e f i n e r y turnaround. Chemical and Engineering News,
Vol.
41,
No.33,
19 August 1963, p. 51-52.A b r i e f account of t h e a p p l i c a t i o n of computer programming t o maintenance work. It
i s
found t h a t e r r o r s i n time e s t i m a t e s a r e l e s s s e r i o u s than f a u l t s i n t h e arrow diagram.A r t i c l e s - : 1 0
64.
CPM paces complex water p r o j e c t f o r C a l i f o r n i a . Engineering News-Record,Vol. 171, No. 8, 22 August 1963, p. 30-32.
Describes how t h e C a l i f o r n i a Water Resources Department introduced CPM i n t o i t s planning and c o n s t r u c t i o n program. Some of t h e advantages gained and d i f f i c u l t i e s encountered a r e o u t l i n e d . 65. You can l o s e your head over t h a t l i t t l e r e d l i n e . John 0. Monaghan.
Construction Methods and Equipment, Vol.
45,
No.8,
August 1963,p. 110
-113.
A c o n t r a c t o p t s view of t h e dangers of t r y i n g t o adhere t o o c l o s e l y t o t h e t h e o r e t i c a l CPM program i s given w i t h i l l u s t r a t i o n s of t r o u b l e s on a p a r t i c u l a r job. It i s emphasized t h a t CW i s a g r e a t h e l p i n s e e i n g "the problems before t h e y become d i s a s t e r s H but t h a t it i s not a panacea f o r a l l i l l s .
66. Rocket t e s t - s t a n d job demands CP# scheduling. Ralph Monson. Contractors
and Engineers, Vol. 60, No.
8,
August 1963, p. 12-19.Largely a d e s c r i p t i o n of t h e job b u t w i t h a b r i e f account of t h e need f o r and t h e a p p l i c a t i o n of CPM.
67. Use of c r i t i c a l p a t h techniques. Charles W. Zahler. Proceedings of t h e
American S o c i e t of C i v i l Engineers, J o u r n a l of t h e S t r u c t u r a l Division, Vol. f 9 , No. ST
4,
August 1963, P a r t 1, p. 151-160.Reviews the two b a s i c types of network programs (EERT and CPM)
and concludes t h a t f o r most engineering work t h e a c t i v i t y - .
o r i e n t e d CPM i s p r e f e r a b l e .using d e t e r m i n i s t i c a c t i v i t y times r a t h e r than c o n j e c t u r a l ones as i n PERT. It i s maintained t h a t human i n t e r v e n t i o n i s o f t e n b e t t e r t h a n r e l y i n g e n t i r e l y on computer programs when adjustments have t o be made t o t h e network t o cope w i t h a c t u a l conditions. A b a s i s of o p e r a t i o n
i s given t o o b t a i n worthwhile r e s u l t s without excessive expenditure of e f f o r t .
68. Unusual jobs, unusually managed. Engineering News-Record, Vol. 169, No.
11,
13
Beptember 1963, p. 58-61.An ac'count of how a small firm grew by t a c k l i n g unusual jobs and of i t s management methods w i t h some comment on t h e u s e of CFM
.
69.
How
c r i t i c a l p a t h method c o n t r o l s p i p i n g i n s t a l l a t i o n p r o E. JohnMark. Heating, P i p i n g and A i r Conditioning, 1Tol.
3Ee;::
9,September 1963, p. 121-126.
Describes t h e a p p l i c a t i o n of CPM t o a s p e c i f i c p r o j e c t , showing how it can be a p p l i e d a s a c o n t r o l device a s w e l l a s a source
of information and coordination. Does not d e s c r i b e how t o
perform t h e c a l c u l a t i o n s and draw up the network.
70. A g r a p h i c a l PERT analog. David F. Sampsell. The ~ i l i t a r y ~ n g i n e e r ,
Vol.
55,
No. 367, Sept-Oct. 1963, P O 321-3248PERT a c t i v i t y d u r a t i o n s a r e depicted by h o r i z o n t a l l i n e s drawn t o s c a l e and interdependency between a c t i v i t i e s i s shown by v e r t i c a l connections. I n t h e f i r s t i n s t a n c e t h e a c t i v i t i e s a r e c u t o u t of s e p a r a t e cards and s o can be moved around on t h e c h a r t while t h e program i s being worked out. They can then be f i x e d o r l i n e s drawn in.
A r t i c l e s
-
1171. CPM: heavy c o n s t m c t i o n t o o l . Alan Mott. Heavy Construction News, Vol.
7,
No.4,
4
October 1963, p. 33, 35, 37, 39.A complete but concise d e s c r i p t i o n of CPM s t a r t i n g w i t h an h i s t o r i c a l account, g i v i n g b r i e f l y t h e method of a p p l i c a t i o n and o u t l i n i n g i t s v a r i o u s advantages. The advantages of u s i n g manual methods of r e f i n i n g t h e i n i t i a l program a t minimum c o s t a r e discussed r e l a t i v e t o computer methods and t h e need f o r s i m p l i c i t y i n t h e diagram used on s i t e i s s t r e s s e d .
72 The c r i t i c a l p a t h method. J.H.R. Hampson. The Heating and V e n t i l a t i n g Engineer, London, England, Vol. 37, No.
435,
October 1963, p . 198-203.An account of CPM showing how t h e method works and e x p l a i n i n g t h e advantages over.the o l d b a r c h a r t s ,
73. The c r i t i c a l p a t h method
-
Application t o t h e whole b u i l d i n g process.R.E. Jeanes. The B u i l d e r , Vol. CCV, No. 6286, 8 November 1963, p. 957-963. Also Building Research S t a t i o n (England) Design
. S e r i e s Paper No. 11.
An extensive d i s c u s s i o n of t h e a p p l i c a t i o n of CPM t o t h e planning .and c o n t r o l of t h e design process u s i n g a school p r o j e c t a s an
i l l u s t r a t i o n . The method of d e p i c t i n g t h e e f f e c t s of such a c t i v i t i e s a s o b t a i n i n g approval of a committee o r t h e c l i e n t , n e g o t i a t i n g c o n t r a c t s , e t e . a r e shown.
74.
Device e x p e d i t e s CPM scheduling. Engineering Mews-Record, Vole 171, 'No. 20,4
November 1963, p. 105..
A b r i e f account of a board t o be used on s i t e t o d e p i c t t h e c u r r e n t p o s i t i o n of a job being programmed by CPM. A c t i v i t i e s a r e represented by cardboard arrows whose l e n g t h i s a measure of t h e job duration. A time s c a l e i s drawn along t h e t o p of t h e board and t h e arrows moved i n h o r i z o n t a l l i n e s as necessary t o show t h e day by day s i t u a t i o n .
75.
Computer s e r v i c e f o r c o n t r a c t o r s ? Iowa S t a t e provides it. The Constructor, Vol. XLV, No:-11, November 1963, p. 28.Describes f h e s e r v i c e being provided by Iowa S t a t e U n i v e r s i t y t o a s s i s t c o n t r a c t o r s w i t h CPM programming. Revised computer programmes have been developed f o r an
1BM
7074 computer b o t h f o r arrow and c i r c l e - l i n e diagrams. Costs run a t 10$ p e r a c t i v i t y on i n i t i a l runs and 234 on l a t e r runs.76.
CPM vs. c o s t c o n t r o l . King Royer. Building Construction, Vol.4,
No. 11, November 1963, p. 62-65.A f t e r showing how improper planning f o r t h e u t i l i z a t i o n of man- power can lead t o a l l jobs becoming c r i t i c a l , a method of
a l l o c a t i n g men t o concurrent jobs on t h e b a s i s of t h e man-hours r e q u i r e d f o r each i s put forward. It i s claimed t o give a more s t a b l e work f o r c e w i t h consequent advantages t o t h e c o n t r a c t o r .
A r t i c l e s
-
12$
77.
CPM and PERT. James J. OIBrien. Actual Specifying Engineer, Vol. 10,No.
5 ,
November 1963, p . 104-110.After a b r i e f o u t l i n e of the method of performing network planning and a d e s c r i p t i o n of t h e d i f f e r e n c e s between CPM and BERT, a discussion is given of the wider a s p e c t s of t h e tech- niques under the headings of the advantages t o be obtained before and a f t e r the award of a contract, t h e use of computers and where they can be obtained, t h e cost of aomputers and who pay8 f o r the program, hbw t o s p e a i f y network programming.
