Unit 4

Critical path method,

Project Evaluation and Review Technique
What is Project?
• A Project is an interrelated set of activities that has definite starting and ending
points and that result in a unique product or service .
• Management of any project involves planning, coordination and control of
number of interrelated activities with limited resources.
• It becomes necessary to incorporate any change from the initial plan as they
occur, and immediately know the effect of the change.
 Developing a mobile app for task management.
Examples of project
Developing a renewable energy system like solar panels or
wind turbines.

Conducting a clinical trial to test the effectiveness of a new

drug.

Creating an online learning platform for a specific subject area.

Launching a social media marketing campaign for a new

product.

Creating a budgeting and financial planning tool for

individuals or businesses.
Steps in CPM & PERT Techniques
Application of PERT/CPM technique for any project involves the following basic steps:
1. Project Planning: This involves identification of various activities to be performed,
stating their interrelationships, determining the resources required such as time,
money etc.
2. Construction of Project Network Diagram using standard conventions so as to
depict the activities and the events involved in the project.
3. Network Analysis: This involves scheduling the activities and deciding the critical
path of activities for the project. This also contains identification of the slacks or floats
and probability calculations related with project completion etc.
4. Project Control: It involves aspects such as resource analysis and allocation
and readjustment of the project flow.
Network Analysis
• Network analysis is a common name for a number of associated project which need planning
and control procedures which based on the concept of network.
• It provide a framework which:
*Defines the job to be done,
*Integrates them in a logical time sequence and finally,
*Provide a system of dynamic control over the progress of the plan
Objective of Networking
• Helpful in Planning
• Inter-Relationship of Various activities.
• Cost Control
• Reduction in time
• Control on Idle resources
• Avoiding delays, interruptions
What is NETWORK?
A Network is a graphical diagram consisting of certain configuration of Arrows and Nodes
for showing the logical sequence of various tasks to be performed to achieve the project
objective.
 Activity
1 2
DS Unit DS Unit

Start Event Completion Event

Merge Event Burst Event

PRECEEDING ACTIVIT SUCCESSOR

Y
DS Unit EVENT DS Unit DS Unit
Commonly used
Symbols
Rules of Network Diagram Construction
• Following are the rules which have to be followed while constructing a network diagram
1. Every network diagram must starts with single circle (event) and ends with single circle
(event).
2. In network diagram, each activity is represented by one and only one arrow and event
represented by the circle.
3. Each activity must have a tail and a head event. Two or more activities cannot have the
same tail and head events. The tail of an activity represents the start and head represent
the completion of work.
4. In a network diagram there should be only one initial event and one end event.
5. The event number 1 denotes start of the project and is called initial event.
6. Event carrying the highest number denotes the completion event.
7. The general rule for numbering the event is that the head event should always be
numbered larger than that at its tail.
Example 1 Draw the network diagram for the
data given below
Activity Immediate predecessor activity
A -
B A
C A
D B
E C
F D
G E
H F,G
1)Activity A has no immediate predecessor activity can commence immediately
2)Activity B can start once A has finished, while D and E can start once B and C
has finished respectively
3)Activity F follows D and activity G follows E. since, H is preceded by F and G,
the two have the same head event , which becomes the tail event for H.

D
B 3 5 F
A H
1 2 7 8

C 4 6 G

E
Example 2 Draw the network diagram for the
data given below
Activity Immediate predecessor activity
I -
J I
K J
L K
M J
N L
O M
P O,N
NETWORK TECHNIQUES

PERT CPM
-Program Evaluation and Review Critical Path Method
Technique
Developed by Dupond for
-Developed by the US Navy with Chemical Plant Shutdown
Booz Hamilton Lockheed Project- about same time as
-On the Polaris PERT
Missile/Submarine program 1958
 Difference between CPM & PERT
CPM PERT

1 It is a deterministic Model It is Probabilistic model

2 In CPM estimates of activity duration are based In PERT estimates are uncertain and we talk of range of duration and
on historical data. the probability that an activity duration will fall into that range

3 It is used for repetitive jobs It is known for non-repetative jobs like research and
like residential construction. development programmes.

4 It deals with concept of crashing It does not deal with concept of crashing

5 Example: Contruction projects,building one off Example: Involving new activities or product, research and
machines, ships etc. development
Network Technique
• A network technique (also called network or network diagram) is a symbolic representation of the
essential characteristics of a project. PERT and CPM are two of the well known techniques belonging
to this family.
• Determination of the duration of the project is given in following steps :
1. Start from node 1 with 0.
2. Go forward as per circle number by addition, if at any node, more than one arrow "enters" take
maximum of all such entries.
3. Reach last node in the network diagram.
4. Start back from the last node with the same figure . exists, take minimum of all such exist.
5. Come backward as per circle number by subtraction, if at any node, more than 1 arrow exists,take
minimum of such exist.
6. Reach node 1 with 0.
7. The figure at the last node gives the duration of the project.
Note: In forward pass do addition & select maximum entry and in backward pass do subtraction &
select minimum exit.
CPM
• An activity in which any delay in its duration causes a proportionate delay in overall project duration is called
critical activity, such sequence of critical activity generate critical path. It means that critical path is the longest time
taken activities in network diagram of any project.
• Identifying a Critical Path

1. For a simple network, we can write down all possible paths (i.e. the sequences starting from the initial to the
terminal node). Then we find the durations of all these paths by summing-up the durations of all activities along
them. The path having the longest duration, is the critical path.
2. However, for a bigger and complex network, this procedure becomes more tedious and time consuming. Here we
make use of the Earliest and Latest Time Calculations. We identify those nodes for which the Earliest Occurrence
Time (E) = Latest Occurrence Time (L). These are the critical events/nodes. The activities connecting these critical
nodes are the critical activities. Their sequence gives the critical path.
[Alternately, we can directly find out the critical activities from the time calculations. We identify the activities for
which Earliest Finishing Times (EFT) = Latest Finishing Times (LFT). These are the critical activities which constitute the
critical path. In fact, for the critical activities we also have Earliest Starting Times (EST) = Latest Starting Times (LST)].
Note: 1. Every network has a critical path and it may have less number of activities
than the non-critical path (though it has the longest duration).
2. A critical path can involve a dummy activity also.
3. Critical path helps in identifying critical activities of the project which call for
better managerial control on them in the form of monitoring, resource allocation
etc.
4. As for critical activities, EFT = LFT. Hence, there is no scope (called float) for
delaying them. If a critical activity is delayed by a day, the entire project also gets
delayed by a day (unless the further critical activity times are shortened
accordingly). Mere allocation of additional resources to the project, does not
ensure the reduction. Thus to shorten the project duration, some of its critical
activities must be shortened.
5. Any variation in actual execution time of the activities (critical or non-critical can
affect the critical path determination and related calculations. Hence, these
Example 1 Draw the network diagram for the
data given below(Dummy Problem)
Activity Immediate predecessor activity
A -
B A
C A
D B,C
E C
F D
G E
H F,G
EST,LST,EFT,LFT,Slack
• Earliest Start time (EST): The earliest that an activity can start, from the beginning of the project.
• Earliest finish time (EFT): The earliest that an activity can finish, from the beginning of the project.
• Latest start time (LST): The latest that an activity can start, from the beginning of the project,
without causing a delay in the completion of the project.
• Latest finish time (LFT): The latest that an activity can finish, from the beginning of the project,
without causing a delay in the completion of the project.
• Slack: The amount of time that an activity or group of activities can slip without causing a delay in
the completion of the project. It is also known as "float".
• Critical activity: An activity that has no room for schedule slippage, if it slips the entire project
completion will slip. An activity with zero slack.
• Path: An unbroken chain of activity arrows connecting the initial event to some other event is called
a path.
• Critical path: The chain of critical activities for the project. The longest path through the network.
 Forward and Backward Pass Calculations

• Following are the notations for Starting and finishing the activities.
• (I, j) : Activity (I, j) where is the tail node/event number and j is the head node/event number.
• Ei : Earliest occurrence time of event i.
• Li : Latest occurrence time of event i.
• tij :Time duration estimate of activity (i, j)
• ESij : Earliest Starting time for activity
• EFij : Earliest Finishing time for activity (i, j)
• LSij : Latest Starting time for activity (i, j)
• LFij : Latest Finishing time for activity (I, j)

All these are calculated such that they do not delay the project completion time.
Forward Pass Calculations
• Here we begin with the fixed occurrence time of the initial event '1. Then we
proceed in forward direction to calculate the Earliest Starting and Finishing Time of
all the activities one-by-one. This also yields the earliest expected occurrence time
for each event in the network.
1. We assume the Earliest Occurrence Time for the initial node or event as zero.
Thus, E1 = 0.
2. For any activity (i, J):
(i) Earliest Starting Time (ES) is the Earliest Occurrence Time (E) of its tail event i,
i.e. ESij = Ei
(ii) Earliest Finishing Time (EF) is then obtained by adding its duration (ti) to its
Earliest Starting Time (ES)
i.e. EFj = ESj + tij
Thus, EFj=Ei+tij ...: ESij = Ei
 Forward Pass Calculations
3. For the head event j of the activities, the Earliest Occurrence Time (E) is given by the maximum among the
Earliest Finishing Times (EFij) of all the activities ending into it.
i.e. Ej = Maximum of EFij
Thus, Ej = Max of (Ei + tij )
Note:
i) Relations in steps above are used first for calculating the Earliest Occurrence Times (E) of the successive
events/nodes, starting from the initial node 1 to the terminal node (say) N.
ii) These values can then be written in the lower left part of the nodes/circles representing the events in the
network diagram.
iii) The EST and EFT values for all the activities can be readily calculated from the values of (E) obtained
above and using the above relations appropriately.
Backward Pass Calculations (Determining LST and LFT)
Here we begin with the occurrence time of the terminal event (say N). We then proceed in the backward direction
to calculate the Latest Finishing and Starting Time of all the activities one by one. This also yields the Latest
Expected Occurrence Time for each event in the network.
1. We assume the Latest occurrence time for the terminal event/node (LN) as equal to its Earliest Occurrence Time
(EN) as found at the end of the Forward Pass calculations done before.Thus, LN = EN
2.For any activity (i, j):
(i) Latest Finishing Time (LFij) is the Latest occurrence time (L) of its head event j.
i.e. LFij = Lj
(ii) Latest Starting Time (LSij) is obtained by subtracting its duration (tij) from its Latest Finishing Time (LFij).
i.e. LSij=LFij-tj
Also, LSij = LFj - tij Hence, LF, = Lj
3. For the tail event i of the activities, the Latest Occurrence Time (Li) is given by the minimum among the Latest
Starting Times (LSij) of all activities starting from it.
i.e. Li = Minimum of LSij
• Note:

(i) The relations in the steps above are used first for calculating the Latest occurrence times (L) of the
preceding events/nodes (i.e. in reverse order) starting from the terminal node (say) N to the initial node 1.
(ii) These values can then be written in the lower right part of the nodes/circles representing the events in the
network diagram.
(iii) The LST and LFT values for all the activities can be readily calculated from the values of (L) obtained
above and using the above relations appropriately. its activity durations in days.
Example 1 Draw the network diagram for the data given below and
Find the critical path and expected project duration of the project

Activity Immediate predecessor Duration Days

activity
A - 4
B A 6
C A 5
D B 3
E C 7
F D 2
G E 6
H F,G 2
 EFT= 10 EFT= 13
LFT = 17 LFT = 20
3 D
EFT= 4 3 5 F2
6 B
EST= 0
LFT = 0 LFT = 4
A 4 H2
1 2 7 8
EFT= 22 EFT= 24
6
C 5 4 6 G LFT = 22 LFT = 24

EFT= 9 E 7 EFT= 16
LFT = 9 LFT = 16

Critical Path : A-C-E-G-H and project duration is 24 Days

Example 2 Draw the network diagram for the data given below and
Find the critical path and expected project duration of the project

Activity Immediate predecessor Duration Days

activity
A - 4
B A 3
C A 5
D B,C 6
E C 2
F D 3
G E 4
H F,G 8
 EFT= 9 EFT= 15
LFT = 9 LFT = 15
6 D
EFT= 4 3 5 F3
3 B
EST= 0
LFT = 0 LFT = 4
A 4 H8
1 2 C' 0 7 8
EFT= 18 EFT= 26
4
C 5 4 6 G LFT = 18 LFT = 26

EFT= 9 E 2 EFT= 11
LFT = 9 LFT = 14

Critical Path : A-C-C'-D-F-H and project duration is 26 Days

Example 3 Draw the network diagram for the data given below and
Find the critical path and expected project duration of the project
Activity Immediate predecessor Duration Days
activity
A - 1
B A 3
C A 4
D A 3
E D 2
F B,C,E 4
G D 9
H D 5
I H 2
J F,G,I 2
Floats/Slacks
• Total Float- It is the difference between maximum time available to perform the activity is the difference
between latest finish and earliest start. Total float gives the maximum allowable time for delay without affecting
the project duration.

• Total Float for activity = Latest start time - Earliest start time

= LST – EST
• Head Slack(Total Float of Head Event) = Latest Finish time(Head Event) - Earliest Finish time(Head Event)

= LFTj - EFTj
• Free Float- It is the time duration by which the completion of an activity can be delayed
beyond its earliest expected finishing time without delaying the
earliest expected starting time of its any immediate succeeding activities.
• Free Float for activity = Total Float – Head Slack

= TF – HS
• Independent float- It is the time duration by which the start of an activity can be delayed without delaying
the earliest expected starting time of its any immediate succeeding activities , assuming that the preceding
activities have finished at their latest finish time.
• Tail Slack (Total Float of Tail Event) = Latest Finish time(Tail Event) - Earliest Finish time(Tail Event)

= LFTi - EFTi
• Independent Float for activity = Free Float - Tail Slack

= FT – TS
Example 4 Draw the network diagram for the data given below and Find the critical
path and expected project duration of the project & Identify Float/Slack
Activity Immediate predecessor Duration Days
activity
A - 2
B A 3
C A 4
D B 1
E B 5
F C,D 3
G C,D 2
H G 0
I E,F,H 2
 3 E
B 3
D
1 I 2
A2
1 2 4 6 7
C 4 F 3
G 0
2 H
5
 Activity Start & Finish Calculation's
(1) (2) (3) (4) (5) (6)

Activity Duration EST EFT LST LFT

(I-j) tij ESij = Ei EFij = ESij + tij LSij = LFij - tij LFij = Lj

A: 1 - 2 2 0 0+2=2 2–2=0 0–2=2

B: 2 - 3 3 2 2+3=5 5–3=2 5–2=3

C: 2 - 4 4 2 2+4=6 7–4=3 10- 3 = 7

D: 3 - 4 1 5 5+1=6 7–1=6 10 – 3 = 7

E: 3 - 6 5 5 5 + 5 = 10 10 – 5 = 5 12 – 2 = 10

F: 4 - 6 3 6 6+3=9 10 – 3 = 7 12 – 2 = 10

G: 4 - 5 2 6 6+2=8 10 – 2 = 8 10 – 0 = 10

H: 5 - 6 0 8 8+0=8 10 – 0 = 10 12 – 2 = 10

I: 6 - 7 2 10 10 + 2 = 12 12 – 2 = 10 12
 3

5 5 E 5
3
B D
1

A 2 2 4 7
1 6 I 2

0 0 2 2 C 4 6 7 F 3 10 10 12 12

G
2 0
H
5

8 10
 Activity Start & Finish Calculation's
(1) (2) (7) (8) (9) (10) (11)

Activity Duration Total Float Head Slack Free Float = Tail Slack Indedpendent F
(I-j) tij TFij =LST - EST Sj = Lj – Ej Total Float – Si = Li - Ei loat = Free
= LFT - EFT Head Slack float – Tail
Slack
A: 1 - 2 2 0–0=0 2-2=0 0–0=0 0–0=0 0–0=0

B: 2 - 3 3 2–2=0 5+5=0 0–0=0 2– 2 = 0 0–0=0

C: 2 - 4 4 3–2=1 7-6=1 1–1=0 2-2=0 0–0=0

D: 3 - 4 1 6–5=1 7-6=1 1–1=0 5–5=0 0–0=0

E: 3 - 6 5 5–5=0 10 - 10 = 0 0–0=0 5–5=0 0–0=0

F: 4 - 6 3 7–6=1 10 - 10 = 0 1–0=1 7–6=1 1–1=0

G: 4 - 5 2 8–6=2 10 - 8 = 2 2 –2=0 7–6=1 0 – 1 = -1 i.e 0

H: 5 - 6 0 10 – 8 = 2 10 - 10 = 0 2–0=2 10 – 8 = 2 2–2=0

I: 6 - 7 2 10 – 10 = 0 12 - 12 = 0 0–0=0 10 – 10 = 0 0–0=0
Example 4
1. Draw the network diagram for the Project
2. Find the critical path
3. Expected project duration of the project
4.Prepare activity schedule (EST,EFT,LST,LFT and Float for every activity)

Activity Duration Days

1-2 20

1-3 25

2-3 10

2-4 12

3–4 6

4-5 10
Programme Evaluation and Review Technique(PERT)
i) Optimistic time(a) : IT is the activity time estimate if everything
assumed goes as per the plans. It represents the practically shortest
possible time.
ii) Most Likely Time (m) : It is the time which an activity will take most
frequently if executed a number of times i.e. it is the 'Modal' value of
activity time.
iii) Pessimistic Time (b) : It is the activity time estimate under very
unfavourable conditions. It represents the conceivably longest possible
activity time.
To identify Expected time use following formula
Tei = a + 4m +b
6
Example 5
1. Calculate the expected time of each activity
2. Draw the network and indicate the expected time on each activity
3. Compute the earliest completion time of the project
4.Identify the critical path in the diagram
Activity Immediate Predecessor Activity Times in Weeks
Activity

Most Optimistic Most Likely Most Pessimistic

A None 4 7 13

B A 6 9 11

C A 5 7 9

D B 3 5 7

E C 7 8 10

F D 2 3 5

G E 6 7 8

H F&G 2 3 4
Activity Immediate Activity Times in Weeks Expected Time:
Predecessor
Activity Tei = a + 4m +b
6

Most Optimistic Most Likely Most Pessimistic

A None 4 7 13 4 + 4(7)+13)/6=45/6

B A 6 9 11 6 + 4(9) + 11 / 6 = 53/6

C A 5 7 9 5 + 4(7) + 9 / 6 = 42/6

D B 3 5 7 3 + 4(5) + 7 / 6 = 30/6

E C 7 8 10 7 + 4(8) + 10 / 6 = 49/6

F D 2 3 5 2 + 4(3) + 5 / 6 = 19/6

G E 6 7 8 6 + 4(7) + 8 / 6 = 42/6

H F&G 2 3 4 2 + 4(3) + 4 / 6 = 18/6

 D 30/6
53/6 3 5
B F 19/6
A 45/6 H 18/6
1 2 7 8
42/6
C 42/6 4 6 G

E 49/6
• The network has two Paths:
•A-B-D-F-H 45/6+53/6+30/6+19/6+ 18/6=165/6=27.5 Weeks
A-C-E-G-H 45/6+42/6+ 49/6+42/6+ 18/6=196/6=32.67
Weeks
Thus, Critical Path is A-C-E-G-H and the Duration of Project is
32.67 weeks.The Earliest copletion time of the project is same as
32.67 weeks.
Example 6
1. Calculate the expected time of each activity
2. Draw the network diagram
3. Find the expected duration along with EST & LFT
4.Identify the critical path in the diagram
Activity Immediate Predecessor Activity Times in Weeks
Activity

Most Optimistic Most Likely Most Pessimistic

A None 4 7 13

B A 6 9 11

C A 5 7 9

D B 3 5 7

E C 7 8 10

F D 2 3 5

G E 6 7 8

H F&G 2 3 4
 Sequencing
• •E.g. There are n jobs (J1,J2,J2…..Jn) each of which is required to be processed
one at each of machines M (M1,M2,M3…..Mm)
• •The order of processing each job through machines and their processing time
required on each machine is given. The problem to select from the (n!)m
number of theoretically possible sequences. The sequence(or order) for
processing the jobs which optimizes (minimizes) the total elapsed time (or cost)
 Terminology
•No. of machines- service facilities through which job must pass
before it is completed.
•Processing order- the order in which the various machines are
required for completing the job.
•Processing time-the time that each job requires at each machine
•Total elapsed time- difference between starting time of first job and
completion time of last job.
•Idle time-the time for which machine remains idle during the total
elapsed time.
•No passing rule-passing is NOT allowed- the same order of jobs is
maintained for each machine.
 Assumption of sequencing problems
•The processing time on various machines are independent of the other job
in which they are processed on them.
•The processing time are known and they do not change.
•The time involved in moving jobs from one machine to the other is
negligible.
•Only one job can be processed on a given machine at a time.
•A job once started on a machine would be processed to the point of
completion on the machine uninterrupted.
•A job is processed as soon as the concerned machine is free , but only in the
specified sequence.
Case I-Processing of n-jobs through 2
machines.

Jobs J1 J2 J3 …. Jn
Machines

A A1 A2 A3 …. An

B B1 B2 B3 …. Bn
 Johnson’s Rule for
sequencing of jobs
Step 1:
•Select smallest processing times among A1,A2,A3,…An and B1, B2,B3,
…Bn together.
Step 2:
•(i) If Ar (the processing times of rth job on machine A) is the smallest, then
do the rth job first in the sequence.
•(ii) If Bs (the processing times of sth job on machine B) is the smallest,
then do the sth job last in the sequence.
Note-
a)If Ar=Bs, then do rth job first and sth job last.
b)If there is a tie among (Ar), then do any of them first.
c)If there is a tie among (Bs), then do any of them last.
Step 3:
•Remove the assigned job from the processing time table.
Step 4:
•Repeat the step 1 to 3 for the table until all jobs are assigned to the given “
Optimum sequence”
Q. Determine the sequence of these jobs that will minimize the
total elapsed time.
Jobs J1 J2 J3 J4 J5 J6 J7
Machines

Machine A 3 12 15 6 10 11 9

Machine B 8 10 10 6 12 1 3
Jobs J1 J2 J3 J4 J5 J6 J7
Machines

Machine A 3 12 15 6 10 11 9

Machine B 8 10 10 6 12 1 3

J1 J4 J5 J3 J2 J7 J6
Jobs J1 J2 J3 J4 J5 J6 J7
Machines
Machine A 3 12 15 6 10 11 9
Machine B 8 10 10 6 12 1 3

J1 J4 J5 J2 J3 J7 J6

Jobs Machine A Machine B Idle time for

Machine B
Time In Time Out Time In Time Out
J1
J4
J5
J2
J3
J7
J6
Jobs J1 J2 J3 J4 J5 J6 J7
Machines
Machine A 3 12 15 6 10 11 9
Machine B 8 10 10 6 12 1 3

J1 J4 J5 J2 J3 J7 J6

Jobs Machine A Machine B Idle time for

Machine B
Time In Time Out Time In Time Out
J1 0 0+3=3 3 11 3
J4 3 3+6=9 11 11+6=17 11-11=0
J5 9 9+10=19 19 19+12=31 19-17=2
J2 19 19+12=31 31 31+10=41 31-31=0
J3 31 31+15=46 46 4++10=56 46-41=5
J7 46 46+9=55 56 56+3=59 56-56=0
J6 55 55+11=66 66 66+1=67 66-59=7
17 Hrs
•Total Elapsed time=Last time of Machine B- starting time of
Machine A
= 67-0= 67 Hrs
• Idle time of Machine B= 3+0+2+0+5+0+7= 17 hrs
• Idle time of Machine A= 67-66= 1 hr
•Q. Determine the sequence of these jobs that will minimize the total elapsed
time. If cost of unused machine is Rs. 50 and Rs. 40 for machine A and
Machine B respectively, how much is the total machine idle time cost?

Jobs J1 J2 J3 J4 J5
Machines

Machine A 10 2 18 6 20
Machine B 4 12 14 16 6
Exercise
Jobs J1 J2 J3 J4 J5
Machines
Machine A 10 2 18 6 20
Machine B 4 12 14 16 6

J2 J4 J3 J5 J1
Jobs J1 J2 J3 J4 J5
Machines
Machine A 10 2 18 6 20
Machine B 4 12 14 16 6

J2 J4 J3 J2 J5 J1

Jobs Machine A Machine B Idle time for

Machine B

Time In Time Out Time In Time Out

J2
J4
J3
J5
J1
Jobs J1 J2 J3 J4 J5
Machines
Machine A 10 2 18 6 20
Machine B 4 12 14 16 6

J2 J4 J3 J2 J5 J1

Jobs Machine A Machine B Idle time for

Machine B
Time In Time Out Time In Time Out
J2 0 0+2=2 2 2+12=14 2
J4 2 2+6=8 14 14+16=30 14-14=0
J3 8 8+18=26 30 30+14=44 30-30=0
J5 26 26+20=46 46 46+6=52 46-44=2
J1 46 46+10=56 56 56+4=60 56-52=4
8

Total Elapsed Time= 60-0=60 Hrs

Idle time of Machine A= (60-56)=4 Hrs
Idle time of Machine B= 8 Hrs
 Case II-Processing of n-jobs through 3 machines.
• Step I- Identify the smallest processing time on machine A and C
and also find the largest processing time on machine B
• Step II: Check the condition
a) (smallest processing time on machine A )≥(Largest processing time on
machine B)
AND/OR
b) (smallest processing time on machine C )≥(Largest processing time on
machine B)
Case II-Processing of n-jobs through 3 machines.
•Only Two machines (A and B ) is involved.
•Each job is to be processed in the order AàBàC
•The expected processing times for all jobs (J,J2,J3,…Jn) on
Machine A , B ,C are given as follows.
Jobs J1 J2 J3 …. Jn
Machines

A A1 A2 A3 …. An

B B1 B2 B3 …. Bn

C C1 C2 C3 …. Cn
• Step III: if either of the condition satisfies ,Create fictitious
machine as G= A+B ; H=B+C
• Step IV: Use the Johnson’s rule for the optimal sequence.
Q. Determine the sequence of these jobs that will minimize the
total elapsed time.
Jobs J1 J2 J3 J4 J5 J6 J7
Machines

Machine A 3 8 7 4 9 8 7

Machine B 4 3 2 5 1 4 3

Machine C 6 7 5 11 5 6 12

Smallest processing time on machine A (i.e. A1=3)

Smallest processing time on machine C (i.e. C3=C5=5)
Largest processing time on machine B (B4=5)
(C3=C5)=5=(B4) i.e. Its satisfies the condition
Jobs J1 J2 J3 J4 J5 J6 J7
Machines

G=A+B 3+4=7 8+3=11 7+2=9 4+5=9 9+1=10 8+4=12 7+3=10

H=B+C 4+6=10 3+7=10 2+5=7 5+11=16 1+5=6 4+6=10 3+12=15

Jobs J1 J2 J3 J4 J5 J6 J7
Machines

G=A+B 7 11 9 9 10 12 10

H=B+C 10 10 7 16 6 10 15
 Jobs J1 J2 J3 J4 J5 J6 J7
Machines

G=A+B 7 11 9 9 10 12 10

H=B+C 10 10 7 16 6 10 15

J5

J1 J4 J7 J2 J6 J3 J5

OR
J1 J4 J7 J6 J2 J3 J5
Jobs J1 J2 J3 J4 J5 J6 J7
Machines

Machine A 3 8 7 4 9 8 7
Machine B 4 3 2 5 1 4 3
Machine C 6 7 5 11 5 6 12

J1 J4 J7 J2 J6 J3 J5

Jobs Machine Machine Machine C Idle time for Machine C

A B
Time Time Time Time Time Time Out
In Out In Out In
J1 0 3 3 7 7 13 7
J4 3 7 7 12 13 24 (13-13)=0
J7 7 14 14 17 24 36 (24-24)=0
J2 14 22 22 25 36 43 (36-36)=0
J6 22 30 30 34 43 49 (43-43)=0
J3 30 37 37 39 49 54 (49-49)=0
J5 37 46 46 47 54 59 (54-54)=0
Interpretation:
•Total Elapsed time= 56-0=56 hours
•Idle Time of Machine A= (54-34)=20 Hours
•
•Idle time of Machine B=3+(7-7)+(12-12)+(19-15)+(27-22)+(34-
31)+(54-36)= 33 hours
•
•Idle time of Machine C= 7+0=7 Hours