Beruflich Dokumente
Kultur Dokumente
Project Mangement
( Notes )
Syllabus
1. Total Project Management – Concept, relationship with other function and other
organizations, organizing for project management – matrix organization – the
project manager as an entrepreneur.
9. Case Study
Professor :
Prof. A A Attarwala
Reference Books :
Book – 1
Material Required –
Scientific Calculator
Pencil & Sharpnor
Lecture – I.
Examples :
In form of Model
Network diagram
Arrow Diagram
PERT Network
Network
What is Activity ?
Activity=Task=Job.
1. First Method
A
1 2
5
2. Second Method
5
1 2
3. Third Method
5
1 2
1. A
1 1
5
2. A
1 2
5
3.
A
4.
A
1
5
No tail is defined.
5.
A
2
5
No Head is Defined.
6.
A
5
1 2
7.
A
1 2
Arrow is shown in the Centre.
5
2
A
1
B
3
Or
2
B
1
A
3
A
1 2
B
1 3
2. Common Start.
2
A
B
1 3
C
3. Interdependent
A B C D E Seceding
- - A B B Presiding
C
2 4
A
5
1 D
B
3
E
Very Important :
Question :
4
P
R
6 7
Q
A B C D E F
- - A B B E
C
2
A C
F
4 6
1 E
B
3
D
Problem – 1.
Solution :
A B C D E
- A B A C,D
First way -
E
3 5
D
C
A B
1 2 4
Second Way –
A B C E
1 2 3 4 5
Third Way –
3
B C
A D E
1 2 4 5
Problem – 2.
The owner of a chain of fast-food restaurants is considering a new computer system for
accounting and inventory control. A computer company send the following information
about the system installation.
Solution :
A B C D E F G H I
- A A B B C E D,F G,H
5
E
3
G
B \
D
A \
1 2
C
F H I
4 \ 6 7 8
Problem – 3.
Problem – 3.1.
Activity P Q,R S T U V
Preceding activity - P Q R S,T U
Solution :
3
S
Q
P U V
1 2 5 6 7
R
T
4
Problem – 3.2.
Activity A,B,C D E F G H I K
Preceding activity - A B C D E F G,H,I
Solution :
D
2 5
A G
B E H K
1 3 6 8 9
C
I
F
4 7
Problem – 3.3.
Activity A B C D E,F G H I J K L
Preceding Activity - A A A B E F G,H C D I,J,K
Solution :
6
H
F
3 8
E G
7 I
B
A C J L
1 2 4 9 10
D
K
5
Problem – 3.4.
Activity A B C D E F G
Linking Events 1-2 1-3 2-4 3-4 3-5 4-5 5-6
Solution :
2
A C
1 4
B D
3 F
E
G
5 6
Problem – 3.5.
Activity A B C D E F G H I J K L
Linking 1-2 1-3 2-4 3-4 3-5 4-9 5-6 5-7 6-8 7-8 8-10 9-10
Events
Solution :
2
A C
F
1 4 9
L
B D
3 10
6
E
G I K
5 8
H J
Dummy Activity
It is an activity which neither consumes any time nor resources. It is denoted by “Dotted
Line”. It is used for logical purpose.
e.g
Dummy
1 2
0
FIRST. Suppose A & B start together C starts after both A & B are over.
i.e.
A B C
- - A,B
Observe that A & B have Same Tail Events & Head Events.
A
C
1 B 2 3
A
C
1 2 3
B
A
C
1 2 3
B
Correct Representations
2
A
D1
1
B
C
3 4
3
A
D2
1
B
C
2 4
A B C D E F
- - A B C,D D
C E
D F
Correct is
C E
2 5 6
A
D1
1
B
D F
3 5 6
Problem – 3.6.
Job A B C D E F G H I J K
Immediate - A B C D E D,F E H G,I J
Predecessors
Solution :
H I
A B C D E F G
1 2 3 4 5 6 7 9
D1
10
11
OR
H I
A B C D E J
1 2 3 4 5 6 9 10
K
F G
8
11
Problem – 3.7.
Job A B C D E F G H J K L M N O
Preceding Activity - - A B C C D D E E,F G,H H J,K L,M,N
Solution :
J
6 10
E
C
D1 K
2 4
N
A F
7
1 L O
9 11 12
G
B
D
3 5 D2 M
H
8
Lecture – II.
Problem – 3.8.
Task A B C D E F G
Immediate Activity - - B B B E A,D,C
Solution :
Note that, Two activity starts together & ends together C,D. Hence this requires a
dummy.
A 4
1
C G
B D1
D 6
2 3
F
E
It is not allowed by default, F & G should meet at one place as they are the final
activities
Problem – 3.9.
Solution :
Job A B C D E F K G H J M L
Preceding Activity - - A A A B B C D E,F E,F,L K
Observer that,
4
G
C
D H
2 5 9
A
E J
1
B M
6
F
3 D1
8
K
L
Problem – 3.10.
Problem – 3.11.
Solution :
Job A B C D E F H G I J K L
Preceding Activity - - A A B,C E E D,F G H H J,I
D G
2 5 6
A J
1 C F 8
B I L
E H
K
3 4 7 9
Problem – 3.12.
Activity A B C D E F G H
Predecessor - - A A B B C,E D,F
Solution :
Crossing is allowed.
4
C G
2 6
A H
1 D 5
B F
3
B E
7 11
A D 2 G
1 2 5 6
6 C F 5
4 1
4
Now to find out the Critical Path, first define the various Paths & Durations
Or
Or
Now out of the three available paths Path II is most critical as it has longest duration,
that is 29.
3
B E
7 11
A D 2 G
1 2 5 6
6 C F 5
4 1
4
Remember –
Duration of Critical path is the duration of project, therefore above project will be
completed in 29 days.
Problem – 4.
Activity 1-2 1-3 1-4 2-5 3-6 3-7 4-7 5-8 6-8 7-9 8-9
Duration
2 2 1 4 5 8 3 1 4 4 3
(in Months)
Solution :
4
2 5
1
2
8
3
4
2 5
1 3 6 9
1 8 5
3
4 7
The critical path is 1-3, 3-7, 7-9 () as it has 15 months duration, which is highest.
Problem – 5.
Draw the network for the following dependencies and identify critical path. Also find the
project duration.
Activity 1-2 1-3 1-4 2-3 2-6 3-5 3-6 4-5 5-6 5-7 6-7
Duration
8 7 3 6 8 6 4 12 0 6 8
(in Months)
( 28 Months )
Solution :
2
8
8
6 6 8
4
7
1 3 0 7
6 6
3 5
12
Problem – 6.
(i) Draw the Network for the following data and determine the critical path and
project duration .
(Ii) If activity F has to precede activity G, will the critical path Changes ? If it does
change then draw your new network and calculate the length of new critical path.
Time Estimates
Associated with each activity, there are 4 time estimates, They are :
( EST ) Represented as ( )
( LST )
( EFT )
( LFT ) Represented as ( )
Out of the above Four EST & LFT are shown in the Network Diagram.
Question :
Answer :
Suppose process G starts after E & G are completed, E gets over on 13th, F gets over
on 15th. What is the EST of G.
5 E
13
G
7 8
F
6 15
Explain : Forward pass don’t explain theory, Explain with the help of an example as
follows:
Compute EST
10
3
E
0 6 B 21 25
4 11
A G
1 2 D 2 5 6
6 4
C
F
3
5
4
12
Activities B and C start after activity A is completed. There for EST of B and C is :
0 + 6 = 6
Similarly,
EST of D & E is
6 + 3 = 9
EST of F
via C
EST of F will be 6 + 3 = 9
Via D
EST of F will be 10 + 2 = 12
4 12
Which will be 12, This we write near the tail event of D Like
Now suppose there is another project which starts immediately after G is completed,
Then what is EST of that Project ?
Its EST is 21 + 4 = 25
To compute EST, we move from the first event to the last event. This is called “Forward
Pass”.
Question – 1.
C E
3
9
3 6
D
F H
B 2
5 4 1
4
A G
1 2 I
7 8
3 6 7
Solution :
16
C E
7 3 19
9
3 6
D 9
F H
0 3 B 2
5 4 1 20 27
4
A G
1 2 I
7 8
3 6 7
Question – 2.
6
4
1 2 2 5
3
7
5 4
4 7 8
9
3 6
Solution :
7
0 6 13
3 4
1 2 2 5
3
7 20 29
5 4
4 7 8
9
9
3 6
6
12
iii) to Compute LFT we move from the Last Event to the First Event, therefore it is
called the Backward Pass.
3
B E
7 11
A D 2 G
1 2 5 6
6 C F 5
4 1
4
10
3
E
0 6 B 21 25
4 11
A G
1 2 D 2 5 6
6 4
C
F
3
5
4
12
EST = 25.
Suppose we want to complete the project by 25th Day then, all activities which get over
at the last event must get over latest by 25th Day. Therefore G must get over latest by
25th day.
5
At E & F get over when G starts, therefore LFT of both E & F is
25 - 4 = 21
LFT of G Duration of G
21 5
This we write in like near the head event of E & F
3 10
At D & F start after B is over. Therefore LFT of B is
16
LFT of D - 2 = 14
16
Via E - 11 = 10
So that 10.
3 10
This we write near the head event of B in a like
10
10
0 6 21 25
3
E
0 6 B 21 25
4 11
A G
1 2 D 2 5 6
6 4
C
F
3
5
4
12
16
Question – 3.
C E
3
9
3 6
D
F H
B 2
5 4 1
4
A G
1 2 I
7 8
3 6 7
Solution :
First find the EST of all the activities. ( Refer above answer of question No 1 ).
16
C E
7 3 19
9
3 6
D 9
F H
0 3 B 2
5 4 1 20 27
4
A G
1 2 I
7 8
3 6 7
So EST is 27.
0 27
LFT of at begin & end will be same i.e. &
5 Is 9 15
15
LFT of D - 2 = 13
20
LFT of G - 6 = 14
19
LFT of E - 3 = 16
EST of G 3 + 6 = 9
EST of D 7 +2 = 9
EST of F 3 + 4 = 13
16
16
4
7 19
C E
7 3 19
9
15
3 6
0 3 D 9 20 27
F H
0 3 B 2
5 4 1 20 27
4
A G
1 2 I
7 8
3 6 7
Problem – 7.
Activity A B C D E F G H I J K L
Duration 3 2 4 6 3 2 6 4 4 2 2 4
Immediate
None A A A B E C D G D D F,H,I
Predecessor
Solution :
Lecture – III.
D F
5
11
3 7
E
G
B 2
6 3
7 I 4
A
1 2
6
C
3
H J
4 8 9
9 6
Find &
Start Finish
Activity Duration Earliest Latest Earliest Latest
( EST ) ( LST ) ( EFT ) (LFT)
A 1-2 6 0 6 6 6
B 2-3 7 6 7 13 13
C 2-4 3 6 7 9 13
D 3-5 11 13 11 24 24
E 3-6 2 13 2 15 15
F 5-7 5 24 5 29 29
G 6-7 3 15 14 18 29
H 4-8 9 9 24 18 33
I 7-8 4 29 4 33 33
J 8-9 6 33 6 39 39
First –
Find out the EST & LFT, draw them on the Path as shown below and then put the
values in the table.
24
24
5
13 29
D F
13 5 29
11 26
3 7
0 6 E 15
G
0 6 B 2
6 3
7 I 4
A
1 2 33
6 24 39
C 33
9 39
3
H J
4 8 9
9 6
Second –
Important Points :
Difference between two start times is equal to two finish times, that is
Another Concept.
Slack of an Event.
For e.g.
4
Slack of event
4 24 - 9 = 15
Slack of event 6
6 26 - 15 = 11
Slack of event 2
2
6 - 6 = 0
Slack of
6 9
6 24
C
2 4
3
C = Slack of event
6 6
2 = - = 0
4 = 24 - 9 = 15
Problem No – 8
Task 1-2 2-3 2-4 3-5 4-5 4-6 4-7 5-7 6-7 7-8
Immediate
1 5 3 4 2 5 9 4 2 2
Activity
Solution :
0 3 10
1
0 1 4 10
5
1 2 5
5 14 16
1
4 4 14 16
3 2
4 7 8
9 2
5
2
6
12 9
Steps followed.
Start Finish
Slack of Slack of
Total Free Independ Interfeari
Activity Duration Tail Head
Earliest Latest Earliest Latest Float Float ent Float ng Float
Event Event
( EST ) ( LST ) ( EFT ) (LFT)
(1) (2) (3) (4) (5) (6) (7) (8) (9) ( 10 ) (11) (12)
1-2 1 0 0 1 1 0 0 0 0 0 0
2-3 5 1 1 6 6 0 0 0 0 0 0
2-4 3 1 2 4 5 0 1 1 0 0 1
3-5 4 6 6 10 10 0 0 0 0 0 0
4-5 2 4 8 6 10 1 0 4 4 3 0
4-6 5 4 7 9 12 1 3 3 0 1~ 0 3
4-7 9 4 5 13 14 1 0 1 1 0 0
5-7 4 10 10 14 14 0 0 0 0 0 0
6-7 2 9 12 11 14 3 0 3 3 0 0
7-8 2 14 14 16 16 0 0 0 0 0 0
Problem No – 9
Listed below is a set of activities, sequences of activities and activity duration times.
Construct a network and determine the minimum project time. Also computer EST, EFT,
LST, LFT for each of the activities and calculate the various floats values of the
activities. Tabulate your results.
Activity A B C D E F G H I J
Immediate
- - B A,C B D A.C D E,H F,G,I
Predecessor
Duration ( Days ) 15 15 3 8 5 14 12 1 3 14
Solution :
Problem No – 10
For the following network, find the earliest Start Time, Latest Start Time, Earliest Finish
Time. Latest Finish Time, Total Float, Independent Float, Interfering Float Critical Path &
Project duration.
Activity A B C F D G K E H J I
Linking Event 1-2 1-3 1-4 2-6 3-4 3-5 3-6 4-6 5-6 5-7 6-7
Duration 7 8 6 5 0 4 6 3 5 16 10
Solution :
13
F
A
7 5
0 15 18 28
0 8 17 28
B E I
1 4 6 7
6 3 10
C J
D 0 K H 5 16
8 6
G
8 8 3 5
4 12 12
Start Finish
Slack of Slack of
Total Free Independ Interfeari
Activity Duration Tail Head
Earliest Latest Earliest Latest Float Float ent Float ng Float
Event Event
( EST ) ( LST ) ( EFT ) (LFT)
(1) (2) (3) (4) (5) (6) (7) (8) (9) ( 10 ) (11) (12)
A 1-2 7 0 6 7 13 0 6 6 0 0 6
C 1-3 8 0 0 8 8 0 0 0 0 0 0
B 1-4 6 0 9 6 15 0 7 9 2 2 7
F 2-6 5 7 13 12 18 6 1 6 5 -1 ~ 0 1
D 3-4 0 8 15 8 15 0 7 7 0 0 7
G 3-5 4 8 8 12 12 0 0 0 0 0 0
K 3-6 6 8 12 14 18 0 1 4 3 3 1
E 4-6 3 8 15 11 18 7 1 7 6 -1 ~ 0 1
H 5-6 5 12 13 17 18 0 1 1 0 0 1
J 5-7 16 12 12 28 28 0 0 0 0 0 0
I 6-7 10 17 18 27 28 1 0 1 1 0 0
Interpretation of Floats.
Question :
What are the Floats available in Numerical Analogy & what are their uses ?
Basically there no difference between slack and float, slack refer to an event. Float
refers to an activity.
A critical activity will have Zero Slack and Zero – Float. A non – Critical activity will have
at least one float positive. All slack may be zero.
Float is a spare time available in a non critical activity which can be utilized either by
delaying the activity or by extending its duration.
Float is utilized for smoothening of resources. The resources are equipments and
manpower.
Total Float.
Consider an activity F
12 18
7 17
F
2 6
5
here now :
its LFT = 18
7
its EFT =
18 7
So maximum time available is - = 11
This spare time of 6 days is F, if absorbed, then neither it changes the critical path nor
the project duration. This is known a total float of F.
Remarks :
Free Float :
13 18 28
7 17 28
F I
2 6 7
5 10
Total Float of F = 6
Total Float of I = 1
17 7
Free float of F = EST of I - EST of F – 5 ( Duration of F ) = 17 – 7 – 5 = 5.
“Free Float” is the spare time available in a preceding activity, if absorbed then it will not
delay the start of the succeeding activity.
Interfering Float :
e.g. TF of F = 6, FF of F = 5.
Independent Float :
0 18 28
0 17 28
F
1 6 7
5
F
F
5
5
3 8 8
It has a succeeding activity I, it has a preceding activity C, if K has not to disturb I, then
17
K should allow I to start at the EST . If K has not to disturb its preceding activity C
then K should all C to get over at its LFT 8 . If K does so, then its independent float is
17 - 8 - 6 = 3.
Thus independent float of an activity = EST of the succeeding activity – LFT of the
preceding activity – its duration.
Lecture – IV.
Crashing.
A
1 2
7
Its normal duration is 7 days and its normal cost is Rs 500/-, its crash duration is 4 days
and crash cost is Rs. 620/-
620 - 500
= --------------------- = 40
7– 4
i.e. to reduce the duration of activity A by 1 day, we have to increase the cost by Rs. 40.
Y - axis
620 ( 4, 620 )
Cost
500 ( 7, 500 )
X - axis
4 7
Duration
Solution :
900 - 600
= --------------------- = 100
5– 2
3
E
B
9 11
A G
1 2 D 3 5 6
7 5
C
F
6
5
4
i) 1–2–3–4–5–6 25
ii) 1–2–3–5–6 32
iii) 1–2–4–5–6 22
i) Duration of : 32
ii) Duration of : 28
iii) Duration of : 19
2) Suppose critical activity ‘E’ has the least cost slope. Further it is told that it can
be crashed by 6 days. If we do so then.
i) Duration of : 26
ii) Duration of : 28
iii) Duration of : 22
As the original project duration was 32 days, the new project duration after
crashing a critical activity by 6 days is 28 days.
Even though we crash a critical activity by 6 days, the overall project duration
reduces by only 4 days. Therefore there is no point of crashing activity ‘E’ by 6
days. Crash it by only 4 days.
TIP :
‘Crash a critical activity in such a way that the original path remains critical. In
the process, if some another path becomes critical, then it OK’.
3) Crash Critical Activity ‘E’ only by 4 days. Now path also becomes critical.
Therefore whenever there are two critical paths, then either crash A Common
Activity OR Two Un-common activities by the same duration.
Problem – 1
The following table gives normal & crash times as well as normal and crash costs for the
activities of a project. Draw the network diagram and find the critical path. In case the
project duration is required to be crashed by 2 days, which activity will get the priority in
crashing ?
Solution :
10
2 4 7
6
9
5
7
1 7
6
4
3 5 9
12 12
Paths Duration
1–2–4–6–7–9 = 39
1–2–4–7–9 = 26
1–3–4–6–7–9 = 34
1–3–4–7–9 = 26
1–3–5–9 = 28
1–2–4–6–7–9
1–3–4–6–7–9
On both the critical paths there are 3 activities which are common activities namely,
Cost Slope
4–6 = 75
6–7 = 30
7–9 = 60
Among the three common activities, activity 6 – 7 has a least cost slope with just 3 days.
Therefore if you want to reduce the project duration by 2 days, then we crash activity 6 –
7 by 2 days.
Problem - 2
Following table gives the data on normal time and cost and crash time and cost for a
project.
(i) Draw the network and find out the critical path and the normal project duration
(ii) Find out the optimum duration by crashing and the corresponding project cost.
Solution :
Maximum Crashing
Activity Cost Slope
Possible
1-2 6-5=1 (4500 - 3000 ) / ( 6 - 5 ) = 1500
2-3 6-6=0 0
2-4 10 - 8 = 2 500
2-5 - 0
3-4 7-4=3 300
4-6 6-5=1 400
5-6 6-4=2 250
7
6
1 2 4 6
6 6
10
7
6
Paths Duration
1–2–3–4–6 = 25
1–2–4–6 = 22
1–2–5–6 = 14
1–2–3–4-6 25 / 22 / 21 / 20
1–2–4–6 22 / 22 / 21 / 20
1–2–5–6 19 / 19 / 19 / 18
Step – i
On CP ()
Activity 3 – 4 has the least slope & it is available for crashing for 3 days.
= 22
= 22
= 19
Step – ii
On both the Critical paths crash the common activity 4 - 6 by one day.
= 21
= 21
= 19
Step – iii
= 20
= 20
= 18
Now since all activities on Critical Path () are already crashed therefore crashing is
over.
Conclusion :
9,450 /-
+ 900 /-
+ 400 /-
+ 1,500 /-
------------
12,250/-
Problem - 3
The following table gives time ( in days ) and cost of activities ( in Rs ) of a project.
Normal Crash
Activity
Time ( Days ) Cost ( Rs ) Time ( Days ) Cost ( Rs )
1-2 12 1,250 9 1,490
1-3 11 1,125 8 1,335
1-4 14 1,200 10 1,500
2-4 7 1,050 5 1,170
3-4 12 800 8 920
4-5 3 1,100 1 1,200
Solution :
Maximum Crashing
Activity Cost Slope
Possible
1-2 12 - 9 = 3 (1490 - 1250 ) / ( 12 - 9 ) = 80
1-3 11 - 8 = 3 70
1-4 14 - 10 = 4 75
2-4 7-5=2 60
3-4 12 - 8 = 4 30
4-5 3-1=2 50
11 12
1 4 5
3
14
12
7
Paths Duration
1–3–4–5 = 26
1–4–5 = 17
1–2–4–5 = 22
1–3–4-5 26 / 22 / 20 / 17
1–3 3 70 ( iii )
3–4 4 30 (i)
4–5 2 50 ( ii )
1–2–4–5 22 / 22 / 20 / 17
1–4 3 80
2–4 2 60 ( iii )
4–5 2 50 ( ii )
1–4–5 17 / 17 / 17 / 17
1–4 4 75 ( iii )
4–5 2 50
Step – i
On CP ()
Activity 3 – 4 has the least slope & it is available for crashing for 4 days.
= 22
= 22
= 17
Step – ii
= 20
= 20
= 17
Step – iii
= 17
= 17
= 17
Now since all activities on Critical Path () are already crashed ∴ crashing is over.
Conclusion :
6,525 /-
+ 120 /-
+ 100 /-
+ 310 /-
------------
6,935/-
Lecture – V.
Problem - 4
The following table gives the activities in a construction project and other relevant
information.
Preceding
Activity Normal Time Crash Time Normal Crash
Activity
( Days ) ( Days ) Cost ( Rs ) Cost ( Rs )
1 - 2 - 20 17 600 720
1 - 3 - 25 25 200 200
1 - 4 1-2 10 8 300 440
2 - 4 1-2 12 6 400 700
3 - 4 1-3 2-3 5 2 300 420
4 - 5 2-4 3-4 10 5 300 600
Solution :
20 12
1 4 5
10
10
25
5
Paths Duration
1–2–3–4 -5 = 45
1–2–4-5 = 42
1–3–4–5 = 40
Maximum Crashing
Activity Cost Slope
Possible
1-2 20 - 17 = 3 (720 - 600 ) / ( 20 - 17 ) = 40
1-3 25 - 25 = Nil 0
2-3 10 - 8 = 2 70
2-4 12 - 6 = 6 50
3-4 5-2=3 40
4-5 10 - 5 = 5 60
1–2–3–4-5 45 / 42 / 39 / 34 / 32
1–2 3 40 (i)
2–3 2 70 ( iv )
3–4 3 40 ( ii )
4–5 5 60
( iii )
1–2–4–5 42 / 39 / 39 / 34 / 32
1–2 3 40 (i)
2–4 62 50 ( iv )
4–5 5 60 ( iii )
1–3-4–5 40 / 40 / 37 / 32 / 32
1–3 -- 0
3–4 3 40 ( ii )
4–5 5 60 ( iii )
Step – i
= 42
= 39
= 40
Step – ii
= 39
= 39
= 37
Step – iii
= 34
= 34
= 32
Step – iv
= 32
= 32
= 32
Conclusion :
2,100 /-
+ 120 /-
+ 120 /-
+ 300 /-
+ 240 /-
------------
2,880/-
Problem - 5
The table below provides cost and time estimates of seven activities of a project.
Solution :
2
4
2
4
1
5
8 1
6
3
2 6
5
Paths Duration
1 – 2 – 4- 6 = 11
1–3–4-6 = 14
1–3–5–6 = 16
Maximum Crashing
Activity Cost Slope
Possible
1-2 2-1=1 (15 - 10 ) / ( 2 - 1 ) = 5
1-3 8-5=3 2
2-4 4-3=1 4
3-4 1-1=0 0
3-5 2-1=1 7
4-6 5-3=2 3
5-6 6-2=4 6
1–3–5-6 16 / 13 / 11 / 9
1–3–4–6 14 / 13 / 11 / 9
1–2-4–6 11 / 11 / 11 / 9
1–2 1 5000
2–4 1 4000
4–6 2 3000 ( iii )
Step – i
= 13
= 11
= 11
Step – ii
= 11
= 11
= 11
Step – iii
= 9
= 9
= 9
Conclusion :
82,000 /-
+ 6,000 /-
+ 12,000 /-
+ 18,000 /-
--------------
1,18,000/-
Problem - 6
The Basic Time Data for the Jobs in a project are as follows :
Normal Crash
Activity
Time ( Days ) Cost ( Rs ) Time ( Days ) Cost ( Rs )
A 3 140 2 210
B 6 215 5 275
C 2 160 1 240
D 4 130 3 180
E 2 170 1 250
F 7 165 4 285
G 4 210 3 290
H 3 110 2 160
Solution :
A B C D E F G H
- - - A A A B,D C,E
G
B
D 4 4
6
A F
1 2 5
3 7
C E H
2
2
6
Paths Duration
1–3–5 = 10
1–2–5 = 10
1–4–5 = 5
1–2–4–5 = 8
1–2–3–5 = 11
Maximum Crashing
Activity Cost Slope
Possible
1-2 3-2=1 70
1-3 6-5=1 60
1-4 2-1=1 80
2-3 4-3=1 50
2-4 2-1=1 80
2-5 7-4=3 120
3-5 4-3=1 80
4-5 3-2=1 50
1–2–3-5 11 / 10 / 9 / 8
1–2 1 70 ( iii )
2–3 1 50 (i)
3–5 1 80 ( ii )
1–2–5 10 / 10 / 9 / 8
1–2 1 70 ( iii )
2–5 /3 2 120 ( ii )
1–3-5 10 / 10 / 9 / 8
1–3 1 60 ( iii )
3–5 1 80 ( ii )
1–2–4-5 8/8/8/8
1–2 1 70
2–4 1 80
4–5 1 50
1–4-5 5/5/5/5
1–4 1 80
4–5 1 50
Step – i
= 10
= 10
= 10
Now there are 2 critical activities which are common on 2 paths, that is :
So,
Option – 1.
Option – 2.
Step – ii
Note : Double crashing is not permitted and once a path is made critical it
should remain critical throughout.
Step – iii
Now since all activities on CP () are crashed, therefore Crashing is over.
Conclusion :
1,300 /-
+ 50 /-
+ 120 /-
+ 130 /-
--------------
1,600 /-
Problem - 7
Normal Crash time and Cost are given below for a plant expansion project.
Preceding Normal
Activity Normal Time Crash Time Cost Crash Cost
Activity
( Months ) ( Months ) ( Rs 000 ) ( Rs 000 )
A - 3 2 40 50
B A 6 4 200 300
C - 3 2 20 35
D C 2 1 20 32
E A 1 1 20 20
F D 5 3 150 190
G D,E 7 6 120 150
H B,F,G 4 3 160 195
If the company has Rs. 7,76,000/- available for this project, how should the funds be
allocated to minimize overall completion time, to the nearest 0.1 month ? What is the
minimum completion time ?
Solution :
A B C D E F G H
- A - C A D D,E B,F,G
B
A E
3 1 6
G H
1 5 6 7
4
7
C
F
3 D0 0
5
D
3 4
2
Paths Duration
1–2–5–6-7 = 15
1–2–6-7 = 13
1 – 3 – 4- 5 – 6 - 7 = 16 Critical Path
1–3–4–6–7 = 14
1–3–4–5–6-7 16 / 15 / 14 / 13.7
1–3 1 15 ( ii )
3–4 1 12 (i)
4–5 - -
5–6 /
1 0.7 30 ( iii )
6–7 1 35
1–2–5–6-7 15 / 15 / 14 / 13.7
1–2 1 10 ( ii )
2–5 - -
5–6 /
1 0.7 30 ( iii )
6–7 1 35
1–3-4–6-7 14 / 14 / 12 / 12
1–3 1 60 ( ii )
3–4 1 80
4–6 2 60
6–7 1 60
1–2–6-7 13 / 13 / 13 / 13
1–2 1 10
2–6 2 50
6–7 1 35
Step – i
Option – 1.
Option – 2.
So option 1 is preferred.
Step – ii
Step – iii
Now activity G ( 5 – 6 ) has the least cost slope and which is common to both
critical paths.
9,000
So 1 month x ---------- = 0.3 months
30,000
Conclusion :
Problem – 8
The time-cost estimates for the various activities of a project are given below :
The project manger wishes to complete the project in the minimum possible time.
However he is not authorised to spend more than Rs. 5,000/- on crashing.
Suggest the least – Cost schedule for achieving the objective of the project manager.
Assume that there is no indirect or utility cost.
Solution :
A B C D E F G
- - A B A D,E C
4
G
C
4
5 6
2
E F
A
3 5
8
5
1
B D
7 4
3
Paths Duration
1–2–4–6 17 / 16 / 15 / 14
1–2–5–6 16 / 16 / 15 / 14
A 1–2 /
2 1 1,000 ( ii ) ( iii )
E 2–5 1 600
F 5–6 1 300
1–3-5–6 16 / 16 / 15 / 14
We can crash either A or C as cost slope are disadvantage of A. Only part crashing can
crash only by 1 day. & become critical advantage of G all 3 becomes critical and
more combination allowed full crashing possible.
Step – i
Now path & also becomes critical. Leftover fund will be Rs, 4000/-
Option - 1.
So choose option 1.
Step – ii
Option - 1.
So option 1 is suitable.
Step – iii
Conclusion :
Lecture – VI.
Problem - 9
(a) Draw a network for the project and determine the critical path
(b) What are the normal project duration and the associated cost ?
(c) Crash the activities of the project to find the minimum cost and the
corresponding duration given that indirect cost per day is Rs. 40/-.
Solution :
4
2
4
1
5
4 1
6
3
2 6
5
Paths Duration
1–2–4–6 = 11
1–3–4-6 = 14
1–3–5-6 = 16 Critical Path
1–3–5–6 16 / 13 / 15 / 14
1–3 3 20 (i)
3–5 1 70
5–6 4 60
1–3–4–6 14 / 13 / 15 / 14
1–3 3 20 ( ii ) ( iii )
3–4 - -
4–6 2 25
1–2-4–6 11 /
1–2 ( iii )
2–4 ( ii )
4–6
Duration
Direct Cost Indirect Cost Total Cost
Days
16 820 16 x 40 = 640 1460
15 820 + 20 ( 1 – 3) = 840 15 x 40 = 600 1440
14 840 + 20 ( 1 – 3) = 860 14 x 40 = 560 1420
13 860 + 20 ( 1 – 3) = 880 13 x 40 = 520 1400
12
In complete problem.
Problem - 10
Problem - 11
A Small marketing project consists of the jobs in the table given below. With each job is
listed its normal time and minimum or crash time (in days). The cost (in Rupees per day)
of crashing each job is also given.
Minimum
Normal Cost of
( Crash )
Job Duration Crashing
Duration (
( Days ) ( Rs. Per Day )
Days )
1 - 2 9 6 20
1 - 3 8 5 25
1 - 4 15 10 30
2 - 4 5 3 10
3 - 4 10 6 15
4 - 5 2 1 40
(a) What is the normal project length and the minimum project length ?
(b) Overhead costs total Rs. 35/- per day, what is the optimal length schedule ?
Solution :
5
9
1 4 5
15 2
10
8
Paths Duration
1–2–4–5 = 16
1–4-5 = 17
1–3–4-5 = 20 Critical Path
1–3–4–5 20 / 17 / 16 / 15 / 12
1–3 3 25 ( iv )
3–4 /
4 1 15 ( i ) ( iii )
4–5 1 40 ( ii )
1–4–5 17 / 17 / 16 / 15 / 12
1–4 / /
5 4 1 30 ( iii ) ( iv )
4–5 1 40 ( ii )
1–2-4–5 16 / 16 / 15 / 15 / 12
1–2 /32 2 20 ( iv )
2–4 10 ( iv )
4–5 1 40 ( ii )
Step – i
Step – ii
Step – iii
Step – iv
Conclusion :
15 to 14 Days
Duration
Steps Direct Cost Indirect Cost Total Cost
Days
20 5000 ( around ) 35 x 20 = 700 5700
19 5000 + 15 ( 3 – 4 ) = 5015 35 x 19 = 665 5680
i 18 5015 + 15 ( 3 – 4 ) = 5030 35 x 18 = 630 5660
17 5030 + 40 ( 4 – 5 ) = 5045 35 x 17 = 595 5640
ii 16 5000 + 45 ( 4 – 5 ) = 5085 35 x 16 = 560 5645
15 5085 + 45 ( 3 – 4 ) 15
iii ( 1 – 4 ) 30 = 35 x 15 = 525 5655
5030
14 5130 + 65 ( 1 – 3 ) 25
( 1 – 4 ) 30
35 x 14 = 490 5685
( 2 – 4 ) 10 =
5195
13 5195 + 65 ( 1 – 3 ) 25
( 1 – 4 ) 30
iv 35 x 13 = 455 5715
( 2 – 4 ) 10 =
5260
12 5260 + 75 ( 1 – 3 ) 25
( 1 – 4 ) 30
35 x 12 = 420 5755
( 1 – 2 ) 20 =
5335
Problem - 12
List of activities for constructing canteen in a factory is given below with other relevant
details. Job A must precede all other jobs while Job E must follow all other jobs apart
from the jobs can run concurrently.
Normal Crash
Code Job Description
Duration Cost Duration Cost
( Days ) ( Rs. ) ( Days ) ( Rs. )
A Lay foundation & build Walls 5 3000 4 4000
B Tile roofing 6 1200 2 2000
C Install Electricity 4 1000 3 1800
D Installl Plumbing 5 1200 3 2000
E Connect sevices to Finish 3 1000 3 1600
iii) If indirect costs are Rs 300/- per day. Determine time – Cost trade off for the
project.
Solution :
A B C D E
- - A A B,C,D
3
D1
B
0
6
A E
C
1 2 5 6
5 3
4
D
D2
5
0
Paths Duration
1–2–5–6 = 12
1–2-3 –5–6 = 14 Critical Path
1–2-4–5–6 = 13
1–2-3–5–6 14 / 13 / 12 / 11 / 10
1–2-4–5–6 13 / 13 / 12 / 11 / 10
1–2-5–6 12 / 12 / 12 / 11 / 10
Step – i
Step – ii
Step – iii
Step – iv
Conclusion :
Duration
Direct Cost Indirect Cost Total Cost
Days
14 8000 14 x 300 = 4,200/- 12,200
13 12,200 +
13 x 300 = 3,900/-
( 2 – 3 ) 200 = 14,400/-
12
11
10
Problem - 13
The following tables gives the activities in a construction project and other relevant
information.
Days 15 14 13 12 11 10 9 8 7 6
Cost ( Rs. ) 600 500 400 250 175 100 75 50 35 25
Solution :
A B C D E F G
- - - A C A D,B,E
F
2 5
7
D
A G
5
4 4
B
1 4
6
C
E
2
2
3
Paths Duration
1–2-4–5 13 / 12 / 10 / 10
1–2 1 30 (i)
2–4 2 50 ( ii )
4–5 2 70 ( iii )
1–2–5 11 / 10 / 10 / 10
1–2 1 30 (i)
2–5 2 30 ( iii )
1–4–5 10 / 10 / 10 / 10
1–4 2 50
4–5 2 70 ( iii )
Step – i
Step – ii
Step – iii
Conclusion :
Duration
Direct Cost Indirect Cost Total Cost
Days
13 705 400 1105
12 705 + ( 1 – 2 ) 30 = 735 250 985
11 735 +
Lecture – VII.
Problem - 14
Consider the following activities, associated normal time and cost together with extra
cost of saving a day on selected activities.
A to B 10000 4 3000
A to C 12000 6 2000
A to D 5000 2 800
B to C 6000 5 600
B to E 9000 2 2000
B to F 5000 7 900
C to D 4000 4 700
C to F 3000 3 200
D to F 5000 7 2200
E to F 6000 12 500
(a) The Critical path using normal times, the time taken and the total cost of
completing the project.
(b) The shortest time in which the project can be completed the associated cost and
the critical path.
(c) The lowest cost for which the project can be completed and associated time.
Solution :
B E
8
10 6 12
5
A C F
7 3
4
9
7
Paths Duration
A–B–C–D–F = 26
A–B–C–F = 18 Critical Path
A–B-E–F = 25
A–B–F = 11
A–C-D–F = 18
A–C–F = 10
A–D–F =
A–B-C–D–F 26 / 25 / 24 / 23 / 22
A–B–E–F 25 / 25 / 24 / 23 / 22
Step – i
Step – ii
Step – iii
Step – iv
Conclusion :
Duration
Direct Cost Indirect Cost Total Cost
Days
26 65,000/- 26 x 3,500/- = 91,000/- 1,56,000/-
25 65000 +
25 x 3,500/- = 87,500/- 1,53,100/-
( B – C ) 600 = 65,600/-
24 65600 + ( C – D ) 700
+ ( E – F ) 500 24 x 3,500/- = 84,500/- 1,50,800/-
= 66,800/-
23
22
Problem - 15
The time cost estimates of different activities of a project and their precedence
relationship are given below.
It is stipulated that the contractor will have to pay a penalty of Rs 2,000/- per week for
completing the project beyond 12 weeks.
Solution :
2
C
A
4
6
1 4
F
B
D 6
2
8
3 E
5
14
Paths Duration
1–2–4–5 = 16
1–3–4–5 = 16
1–3–5 = 16
1–2-4–5 16 / 12 / 11 / 9
1–3–4–5 16 / 12 / 11 / 9
1–3 1 3000
3–4 / /
5 4 2 1000 ( ii ) ( iii )
4–5 4 250 (i)
1–3–5 16 / 12 / 11 / 9
1–3 1 3000
3–5 / / 3/
8 4 1 500 ( i ) ( ii ) ( iii )
Step – i
Step – ii
Step – iii
Now since all the Activities on CP () are crashed crashing is over.
Conclusion :
Penalty @ Rs
2,000/- per
Duration Total
Direct Cost Indirect Cost week after
weeks Cost
delay of 12
Weeks
16 36,000/- ( 16 -12 ) = 4 Rs.
16 x 1,000/- =
weeks i.e. 60,000/-
16,000/-
Rs 8,000/-
15 36,000 + ( 15 -12 ) = 3 Rs.
15 x 1,000/- =
( 4 – 5 ) 250 + weeks i.e. 57,750/-
15,000/-
( 3 – 5 ) 500 = 36,750/- Rs 6,000/-
14 36,750 + ( 14 -12 ) = 2 Rs.
14 x 1,000/- =
( 4 – 5 ) 250 + weeks i.e. 55,500/-
14,000/-
( 3 – 5 ) 500 = 37,500/- Rs 4,000/-
13 37,500 + ( 13 -12 ) = 1 Rs.
13 x 1,000/- =
( 4 – 5 ) 250 + weeks i.e. 53,250/-
13,000/-
( 3 – 5 ) 500 = 38,250/- Rs 2,000/-
12 38,250 + Rs.
12 x 1,000/- =
( 4 – 5 ) 250 + 51,000/-
12,000/-
( 3 – 5 ) 500 = 39,000/-
11 39,000 + Rs.
( 2 – 4 ) 1000 + 11 x 1,000/- = 52,500/-
( 3 – 4 ) 1000 + 11,000/-
( 3 – 5 ) 500 = 41,500/-
10 41,500 + Rs.
( 1 – 2 ) 2000 + 10 x 1,000/- = 55,000/-
( 3 – 4 ) 1000 + 10,000/-
( 3 – 5 ) 500 = 45,000/-
9 45,000 + Rs.
( 1 – 2 ) 2000 + 9 x 1,000/- = 57,500/-
( 3 – 4 ) 1000 + 9,000/-
( 3 – 5 ) 500 = 48,500/-
Network
A Network is a graphic representation of all the tasks that must be completed to achieve
the end object of a project, showing their interdependence and interrelation. The
components, which make up a network are events and activities.
PERT
In 1958, the United States Navy needed a way to monitor and control the Prolaris
Missile Programme. It especially needed a method for minimizing the conflicts, delays
and interruptions that so frequently plague accomplish that, the Navy developed the
Program Evaluation and Review Technique (PERT).
ACTIVITY
An Activity is performance of work between any two events. It is a time consuming and
resource consuming element in a Network Plan. An Activity is represented by means of
an arrow.
DUMMY ACTIVITY
CPM
EVENT
1. An event can not occur until all the activities leading to it are completed.
2. An activity can not start unless and until its preceding event has occurred.
3. An event once having occurred can not occur again.
4. Time flows from left to right.
5. Arrow flows from left to right.
6. Every activity will have to be completed to reach end event of the Network.
7. Length of arrows has no significance and they do not represent the duration.
CPM PERT
PERT
This is the shortest time an activity can take to complete. For this estimate, no
provision for daily or setbacks are made. It represents an ideal estimates.
This refers to the time that would be expected to occur most often if the activity
where frequently repeated under exactly the same conditions. It assumes that
things go in a normal way with few setbacks. It is the modal time.
This is the longest time the activity could take to finish. If everything went wrong
and abnormal situations prevailed, this would be the time estimate.
Using the values of a, b and m the expected time of various activities and their
standard deviations are calculated as follows. The times estimates are reduced
into a single expected time ( te ) with the weighted average formula.
a + 4m + b
t e
=
6
b−a
σ i
=
6
Step -
1–2 1–2
2–4 2–3
5–6 2–4
2 – 3 ….. 5–6
Or
B 2
A
1 3
C
B1–2
A1–3
C1–4
Step -
Step -
Compute
a + 4m + b 2
and σ =
b−a
t
6
e
=
6 i
Step -
Draw Network considering the te value of each activity find ONLY critical path.
Compute expected project completion time ( t ) & Standard deviation ( s )
Problem – 1
The following table gives the relevant data of the activities in a PERT project.
Duration ( Days )
Activity Optimistic Most Likely Pressimistic
1 - 2 3 6 15
7 - 8 4 19 28
2 - 3 6 12 30
4 - 5 3 6 15
3 - 5 5 11 17
5 - 8 1 4 7
1 - 6 2 5 14
2 - 4 2 5 8
6 - 7 3 9 27
Solution :
2
a + 4m + b 2
b− a
σi 6
=
Duration ( Days ) t e
=
6
Activity a m b
1 - 2 3 6 15 7 4
1 - 6 2 5 14 6 4
2 - 3 6 12 30 14 16
2 - 4 2 5 8 5 1
3 - 5 5 11 17 11 4
4 - 5 3 6 15 7 4
5 - 8 1 4 7 4 1
6 - 7 3 9 27 11 16
7 - 8 4 19 28 8 16
11
14
2 5
7 5
7
4 4
1
6 7 8
11 18
Paths Duration
2
Critical Activity te σi
1–2 7 4
2–3 14 16
3–5 11 4
5–8 4 1
---------- ------------
2
t = 36 σ = 25
i
2
Variance of the Critical path = σ = 25
i
t = 36
s= 5
P (x > 41 )
x−µ x − 36
Z= =
σ 5
So when x = 41
41 − 36
z= =1
5
∴ P ( x > 41 ) = P ( z > 1 )
Now 1 will lye on the right side of the bell curve.
P1
P2
Now P1 + P2 = 0.5
P2 = 0.5 – 0.3413
= 0.1587
∴ P ( x > 41 ) = 0.1587
= 15.87 %
Same way what is the probability that the project will be completed by 31 days.
∴ P ( x ≤ 31 )
x−µ x − 36
Z= =
σ 5
So when x = 31
31 − 36
z= = -1
5
∴ P ( x ≤ 41 ) = P ( z ≤ -1 )
P1
P2
Now P1 + P2 = 0.5
P2 = 0.5 – 0.3413
= 0.1587
∴ P ( x > 41 ) = 0.1587
= 15.87 %
Lecture – VIII.
Problem - 2
The data for PERT network is displayed in the table. Determine the critical path and the
expected duration of completion of the entire project.
(i) What is the probability that the project will exceed 60 days ?
(ii) What is the chance of completing the project between 45 days and 54 days ?
(iii) If it becomes known later that the duration of the three time estimates for
activity 4 – 6 has to be revised to 14-20-32. What impact does this have on
project completion time? What is the probability that the project can now be
completed on or before 46 days ?
Solution :
a + 4m + b σ 2
b− a
6
=
Duration ( Days ) t e
=
6
i
Activity a m b
1-2 2 4 6 4 4/9
1-3 6 6 6 6 0
1-4 6 12 24 17 9
2-3 2 5 8 5 1
2-5 11 14 23 15 4
3-4 15 24 45 26 25
3-6 3 6 9 6 1
4-6 9 15 27 16 9
5-6 4 10 16 10 4
2 5
15
5 10
4
1 3 6
6 6
26
13 16
Paths Duration
2
Critical Activity te σ i
1–2 4 4/9
2–3 5 1
3–4 26 25
4–6 16 9
---------- ------------
2
t = 51 σ = 35.44
i
t = 51
s= 35,44 = 5.95
P (x > 60 )
x−µ x − 51
Z= =
σ 5.95
So when x = 60
60 − 51
z= = 1.51
5.95
P1 = 0.4345
∴ P ( x > 60 ) = P ( z > 1.51 )
P2 = 1.51
P2 = 0.5 – 0.4345
= 0.0655
So probability
P ( x > 60 ) = 0.0655
= 6.55 %
(ii) Find probability that Project gets completed between 45 and 54 Days.
Let P ( 45 ≤ x ≤ 54 )
x−µ x − 51
Z= =
σ 5.95
So when x = 45
45 − 51
z= = -1.01
5.95
So when x = 54
54 − 51
z= = 0.50
5.95
∴ P ( 45 ≤ x ≤ 54 ) = p ( -1.01 ≤ z ≤ 0.50 )
P1 = 0.1915
P2 = 0.3438
0 Z = 0.5
Z = -1.01
= 0.3438 + 0.1915
= 0.5353
= 53.53 %
a + 4 m + b σ2 b− a
6
=
Duration ( Days ) t e
=
6
i
Activity a m b
4-6 9 15 27 16 9 old
14 20 32 21 9 New
Now
2
Critical Activity te σ i
1–2 4 4/9
2–3 5 1
3–4 26 25
4–6 21 9
---------- ------------
2
t’ = 56 σ = 35 + 4/9
i
t’ = 56
s’ = 35.44 = 5.95
Now what is the probability that project can now be completed on or before 46 days ?
Let P ( x ≤ 46 )
x−µ x − 56
Z= =
σ 5.95
46 − 56
Z= = - 1.68
5.95
So p ( x ≤ 46 ) = p ( x ≤ -1.68 )
P1
P2
Z = -1.68 0
P2 = 0.5 – 0.4535
= 0.465
p ( x ≤ 46 ) = 0.465
= 4.65 %
Problem - 3
1 - 2 1 5 3
1 - 3 3 7 5
2 - 4 4 8 10
3 - 4 9 11 3
3 - 5 1 5 12
4 - 5 10 20 5
4 - 6 5 13 6
5 - 6 5 9 5.5
a) Find the critical path and the project completion time (34 days)
b) Find the standard deviation of the expected project length (1.94)
c) What is the probability that the project will be completed in 35 days. (69.85 %)
d) What is the expected project completion time if you are allowed to qualify the
same with a chance of 95%. (37.18 Days)
Solution :
a + 4 m + b σ2 b− a
6
=
Duration ( Days ) t e = i
Activity a m b
6
1 - 2 1 3 5 3 0.44
1 - 3 3 5 7 5 0.44
2 - 4 4 6 8 6 0.44
3 - 4 9 10 11 10 0.11
3 - 5 1 3 5 3 0.44
4 - 5 10 12 20 13 2.78
4 - 6 5 6 13 7 1.78
5 - 6 5 5.5 9 6 0.44
2
6
3
4
1 7
10
5
13 6
3
3 6
5
Paths Duration
1–2–4–6 = 16
1–2–4–5–6 = 28
1–3–4–6 = 22
1–3–4–5–6 = 34 Critical Path
1–3–5–6 = 14
2
Critical Activity te σ i
1–3 5 0.44
3–4 10 0.11
4–5 13 2.78
5–6 6 0.44
---------- ------------
2
t = 34 σ = 1.94 days
i
P (x ≤ 35 )
x−µ x − 34
Z= =
σ 1.96
So when x = 35
35 − 34
z= = 0.52
1.96
∴ P ( x ≤ 35 ) = P ( z ≤ 0.52 )
P1
P1 = 0.1985
P2 = 0.5
0 Z = 0.52
∴ Required probability
= 0.5 + 0.1985
= 0.6985
= 69.85 %
Note : If the problem says that what is the probability that project gets completed
on 35th Day then the answer is Zero.
(ii) What is the expected project completion time if you are allowed to qualify the
same with a chance of 95%
P (x ≤ K ) = 0.95
0.95
- 0.50 Standard Deduction
----------
0.45
Z = 1.64
x − 34
Z=
1.94
x − 34
∴ 1.64 =
1.94
x – 34 = 1.94 x 1.64
x = 37.18
Problem - 4
A small project is composed of eight activities whose time estimate are given below :
Duration ( Days )
Activity
Pressimistic Most Likely Optimistic
1 - 2 21 7.5 3
1 - 3 27 8 3
2 - 4 8 8 8
2 - 5 3.5 2 0.5
3 - 5 10 10 10
4 - 5 1.7 1 0.3
4 - 8 9 7.5 3
5 - 6 5 3 1
i) Draw the project network and identify all paths through it.
ii) What is the expected project completion time? (24 weeks)
iii) What is the expected project completion time with a confidence of 90 %.
Solution :
a + 4m + b σ2 b− a
6
=
Duration ( Days ) t e = i
Activity a m b 6
1-2 3 7.5 21 9 9
1-3 3 8 27 10 16
2-4 8 8 8 8 0
2-5 0.5 2 3.5 2 0.25
3-5 10 10 10 10 0
4-5 0.3 1 1.7 1 0.05
4-6 3 7.5 9 7 1
5-6 1 3 5 3 0.44
4
7
8
1 6
2
2 3
9
5
1
10 10
3
Paths Duration
2
Critical Activity te σ i
1–2 9 9
2–4 8 0
4–6 7 1
---------- ------------
2
t = 24 σ = 10 days
i
P (x ≤ K ) = 0.90
0.90
- 0.50 Standard Deduction
----------
0.40
Z = 1.28
x − 24
Z=
3.16
x − 24
∴ 1.28 =
3.16
x – 24 = 3.16 x 1.28
x = 28.04
i) Draw the PERT network and find expected project completion time.
ii) What duration will have 97.7% chance of completion ?
Solution :
a + 4m + b σ 2 b− a
6
=
Duration ( Days ) t e
=
6
i
Activity a m b
A 2 3 4 3 0
B 8 8 8 8 0
C 7 9 11 9 0
D 6 6 6 6 0.00
E 10 14 18 14 2
F 4 5 6 5 0.11
G 1 1 1 1 0
H 3 4 5 4 0.11
A B C D E F G H
- - - A B C D,E F,G
3
E
B
14
8
A G
D H
1 2 5 6 7
3 6 1 4
C F
9
5
Paths Duration
2
Critical Activity te σ i
1–3 8 0
3–5 14 2
5–6 1 0
6–7 4 0.11
---------- ------------
2
t = 27 σ = 2.11 days
i
P (x ≤ K ) = 0.9770
0.9770
- 0.5000 Standard Deduction
-------------
0.4770
Z = 2
x − 27
Z=
1.45
x − 27
∴ 2 =
1.45
x – 27 = 2 x 1.45
x = 29.9
Solution :
a + 4m + b σ2 b− a
6
=
Duration ( Days ) t e = i
Activity a m b
6
A 2 2 14 4 4
B 2 8 14 8 4
C 4 4 16 6 4
D 2 2 2 2 0
E 4 10 28 12 16
F 4 10 16 10 4
G 6 12 30 14 16
H 2 8 26 10 16
A B C D E F G H
- - - A B C D,E F,G
3
E
B
12
8
A G
D H
1 2 5 6 7
4 2 14 10
C F
6
10
Paths Duration
1–3 8 4
3–5 12 16
5–6 14 16
6–7 10 16
---------- ------------
2
t = 44 σ = 52 days
i
P (x > 36 )
x−µ x − 44
Z= =
σ 7.21
So when x = 60
36 − 44
z= = -1.11
7.21
P1 = 0.4345
P2 = 0.5
P1 = 0.3685
0
Z = -1.11
∴ Required probability
Now we have P1 & P2
P2 = 0.5 + 0.3685
= 0.8665
So probability
P ( x > 36 ) = 0.8665
= 86.65 %
(iv) P (x ≤ K ) = 0.90
0.90
- 0.50 Standard Deduction
-------------
0.40
Z = 1.28
x − 44
Z=
7.21
x − 44
∴ 1.28 =
7.21
x – 44 = 1.28 x 7.21
x = 53.23
Problem – 5
A project is composed of eight activities whose time estimates are given below :
i) Draw the project and identify all the paths through it.
ii) What is expected project completion time ? ( 20 days )
iii) Find the probability of completing the project no more than 4 weeks later than
expected. ( There are two critical path : A-C-E-H and A-D-F-H with respective
variance 5 and 10 / 9 so we choose 5. The required probability = .9633 )
Solution :
2
a + 4m + b σ 2
b− a
6
=
Duration ( Days ) t e
=
6
i
Activity a m b
A 1 3 5 3 4/9
B 2 4 6 4 4/9
C 3 6 15 7 4
D 5 6 7 6 1/9
E 5 7 9 7 4/9
F 6 8 10 8 4/9
G 7 9 11 9 4/9
H 2 3 4 3 1/9
A B C D E F G H
- - A A C D B E,F,G
4
C
7 E
7
2
D
A
6 F H
3 5 6 7
8 3
1
B G
4 9
3
Paths Duration
2
Critical Activity te σ CP ( 1 – 2 – 4 – 6 – 7 )
i
A-G-E-H
1–2 3 4/9
2–4 7 4
4–6 7 4/9
6–7 2 4/9
---------- ------------
2
t = 20 σ = 5 days
i
2
Critical Activity te σ CP ( 1 – 2 – 5 – 6 – 7 )
i
A-D-F-H
1–2 3 4/9
2–5 6 1/9
5–6 8 4/9
6–7 3 1/9
---------- ------------
2
t = 20 σ = 10/9 days
i
P (x ≤ 24 )
x−µ x − 20
Z= =
σ 2.24
So when z = 24
x − 20
24 =
2.24
x = 1.79
∴ P ( x ≤ 24 ) = P ( z ≤ 1.79 )
P1
P1 = 0.4633
P2 = 0.5
0 Z = 1.79
∴ Required probability
= 0.5 + 0.4633
= 0.9623
= 96.23 %
Lecture – IX.
Problem - 6
(i) A PERT activity has optimistic, most likely and pessimistic duration of 6 weeks,
15 weeks and 30 weeks respectively. Find the expected duration of this
activity and its variance.
(ii) One of the activities in a PERT project has an estimated average duration of
16 weeks, with a standard deviation of 4 weeks. The most likely time estimates
of this activity is 15 weeks. What will be the optimistic & pessimistic time
estimates of this activity.
(iii) One of the activities in a PERT project has an expected duration of 12 weeks
with a standard deviation of 2 weeks. The most likely time estimates of this
activity is 12 weeks calculate the optimistic and pessimistic time estimates for
this activity.
(iv) If in a PERT network the expected duration of the critical path is 36 months
and sum of the variances of the activities on the critical path is 25 ( months )2
than what is the probability that the project will be completed not earlier than
30 months and not later than 42 months.
(v) PERT calculation yields the critical path length of a project to be 24 months
with a variance of 9. What is the probability of its completion of 20 months ?
with in how many months would you expect the project to be completed with
probability of 0.99 ?
Solution :
(i) a = 6
m = 15
b = 30
2
te = ? & σ = ?
i
a + 4m + b 6 + 4(15) + 30
t e
= = = 16
6 6
2 2
2 b−a =
30 − 6 = 16
σ =
6
i
6
(ii) Homework
(iii) te = 0
σi = 2
m = 12
a = ?
b = ?
a + 4m + b
t e
=
6
a + 4(12) + b
12 =
6
12 x 6 = a + b + 48
a + b = 24 ()
b−a
σ i
=
6
b−a
2=
6
2x6=b-a
b – a = 12 ()
Now,
a+b = 12
b–a = 12
----------------------------
2b = 36
b = 18
a+b = 24
a + 18 = 24
a = 6
So,
a = 6
b = 18
(iv)
t = 36
s2 = 25
∴ s = 5
P ( 30 ≤ x ≤ 42 )
x−µ x − 36
Z= =
σ 5
So when x = 30
30 − 36
Z= = -1.12
5
So when x = 42
42 − 36
Z= = 1.2
5
∴ P ( 30 ≤ x ≤ 42 ) = P ( -1.2 ≤ z ≤ 1.2 )
P1
P1 = 0.3849
P2 = 0.3849
Z = -1.12
0 Z = 1.2
∴ P ( 30 ≤ x ≤ 42 ) = 0.3849 + 0.3849
= 0.7698
= 76.98 %
(v)
t = 24
s2 = 9
s = 3
P ( x ≤ 20 )
x−µ x − 24
Z= =
σ 3
So when x = 20
20 − 24
Z= = -1.33
3
∴ P ( x ≤ 20 ) = P ( z ≤ -1.33 )
P1 = 0.4082
P2
Z = -1.33
0
Now P1 + P2 = 0.5
P2 = 0.5 – 0.4082
= 0.0918
∴ P ( x ≤ 20 ) = 0.0918
= 9.81 %
Now with in how many months would you expect the project to be completed with
probability of 0.99 ?
0.99
- 0.50
------
0.49
P1 = 0.49
0 z=?
z = 2.33 ()
x − 24
∴ = 2.33
3
∴ x - 24 = 2.33 x 3
x = 30.99
so with probability of 0.99 the project would get completed on or before 31 months.
Problem – 7.
The Arcot Machinery Company has been offered a contract to build and deliver nine
extruding process to the Home Bottling Company. The Contract price negotiated is
contingent upon meeting a specified delivery time with a bonus offered for early
delivery. The marketing department has established the following cost and time
information.
On the basis of the calculated profitability for each delivery time specified in the
following table, what delivery schedule do you recommend that the company
implement ?
Solution :
For Homework.
Activity A B C D E F G H
Preceding Activity - A A,B - A,D B E,F D
The Project information for the customer order project of the Air Control Compnay is
presented here. Draw a project network for the Project.
Draw the network and find the Critical path and project duration, also compute various
floats of the activities. Tabulate your results.
Activities of a project are described in the table below. Calculate the following .
Referring to the list of activities below, draw a network in Arrow Diagram (AOA)
convention. Find out the Total Time for project completion. Critical Path and Total Float
available on non critical path.
The following tables gives normal & crash times as well as Normal & Crash Costs for
the activities of the Project. Draw the Network Diagram and find the critical path. In
case, the project duration is required to be crashed by 2 days, which activities will get
the priority in crashing ?
Draw the network diagram for the project and find the normal duration and normal cost
of the project. Also find the critical path. Find the corresponding cost of the project on
crashing the project by 3 days.
Draw the project network using “Activity on Arrow” convention and find out.
The project attracts a penalty of Rs. 10,000/- per day for project completion beyond 18
days. Draw the project network by precedence diagramming method ( i.e Activity Node
Method ) and find out the number of days delay intended beyond the schedule date to
minimize total project cost.
The table below gives activities, their normal estimated duration and their relationships
for a small project. It also indicates the minimum possible durations if crashed and extra
costs incurred for such crashing. The management desires the project to be completed
in a shorter duration than the normally expected. But the extra funds available for this
purpose are limited to Rs. 5,00.000/-. Only what would be shortest of the project after
the crashing under the budget limitations ?
The following table provides normal and crash times as well as normal and crash costs
for the activities of a project.
The following table gives data on Normal time, Crash Time, Normal Cost and Crash
Cost for a project.
i) Draw the network and find out the critical path and the Normal project duration.
ii) What is the minimum length of the project and the corresponding cost when all the
critical activities are crashed to the maximum extent ?
iii) If the indirect costs are Rs. 6,000/- per day then what is the project – Cost Trade –
Off Point of the Project ?
Following table gives the list of project activities, estimated duration of individual
activities and relationships by defining their successor activities.
Duration in Weeks
Activity Predecessors
Optimistic = to Most Likely = tm Pessimistic = tp
A - 1 1 7
B - 1 4 7
C - 2 2 8
D A 1 1 1
E B 2 5 14
F C 2 5 8
G D,E 3 6 15
i) Draw the project network using ‘Activity convention and Identity” and Identify all
paths though it.
ii) Find expected ( average ) duration and variance for each activity.
iv) What should be your level of confidence to accept the project deadline of 20
weeks ?
( Note : A normal distribution curve covers 50.0%, 84.1% and 97.7% area to its left for 0
+ 1 and +2 standard deviations from the mean respectively )
Referring to the activity table given below. Find the expected time for completion of the
project with 84.1% probability.
Note : A standard deviation of +1.0 to mean value under “Normal Distribution Curve”
Covers 84.1% of area to its left.
A new pharmaceutical product is to be released on a deadline for which 44 days are left.
Activities involved in Product launch with their interdependence and probabilistic time for
completion are given in the table. Draw a project network and find the probability of
completing the project in time.
Resource Allocation.
Introduction
To be able to schedule the resource requirements for a project the following details are
required.
Resource Allocation
Resource Smoothing :
In resource smoothing, the time scale diagram of various activities and their floats (if
any), along with resource requirements are used. The periods of maximum demand for
resources are identified and non-critical activities during these periods are staggered by
rescheduling them according to their floats for balancing the resource requirements.
Resource Leveling :
It is also a network technique which is used for reducing the requirement of a particular
resource due to its paucity. The process of resource leveling utilizes the large floats
available on non-critical activities of the project and thus cuts down the demand on the
resource . In resource leveling the maximum demand of a resource should not exceed
the available limit at any point of time. In order to achieve this, non critical activities are
re-scheduled by utilizing their floats. Sometimes, the use of resource leveling may lead
to enlarging the completion time of the project. (Delay)
(a) Assign the resource to the activity that has the least float
(b) If activities have equal float, give the resources to the longest activity.
(c) Where there is conflict between activities, give the resources to the activity that
uses the largest amount of the resource.
(d) Sequence code.
3
E
B
7 11
A G
1 2 D 5 5 6
6 5
C
F
2
3
4
13 13
0 6 3 24 29
B E
0 6 24 29
7 11
A G
1 2 D 5 5 6
6 5
C
F
2
3
4
18 21
Question – 1.
E G
11
5
3 8
F
H K
B 6
7 5 4
7
A C I
1 2 L
4 9 10
6 3 7 8
D
J
2 2
18
18
6
29
13
E G
29
13 11
5 26
0 6 3 8
F 19 33 41
H K
0 6 B 6 33 41
7 5 4
7
A C I L
1 2 4 9 10
6 3 7 8
9
26
D
J
2 2
21 18
At C total Float = 26 - 6 - 3 = 17
6
TC of D = 31 - - 2 = 23
TC of F = 24 - 13 - 6 = 5
Problem – 1.
(b) Find also the critical path if the duration of activities is as follows :
Activity A B C D E F G H
Duration
6 8 3 12 9 7 15 8
( Weeks )
(C) At the end of 12 th week, project progress and review have taken place.
Following are the observations.
On the basis of these information, update the network & indicate change in
critical path if there by any.
Solution : 6 6
2
0 21 28
A //
0 6 21 18 28 25
C 3
F
1 4 6
B
// 7 H
0
D
8 // 12 6 8 36 35
// 7
3
3 7
21
3 // E
G
12 9 18 20
9
15
8
5
How it is Solved ?
Hence New Project duration will be 35 Days. New Critical path will be 1 - 3 – 5 – 7.
A
0 6 18 25
C 3
F
1 4 6
B 7 H
D
8 9 7 35
3 7
E
9 G
20
11
15
5
How it is Solved ?
Problem – 2.
Activity 1-2 1-3 1-4 2-5 3-6 3-7 4-7 5-8 6-8 7-9 8-9
Duration
2 2 1 4 5 8 3 1 4 5 3
( Month )
Solution :
7 11
2 7 6 11
5
2 5
4
1
0 5 2 8 1 12
0
2
2 7 11 12
1 1
1 3 6 8
2 5 4
1
7 10 15
8 3
1
1 10 15
4 7 9
3 5
Now as given in the problem, special piece of equipment on activities 1-3, 3-6, 2-5,
5-8 and 8-9 one at a time. Hence,
At t = 2 there is a tie, both the activities 2 – 5 and 3 – 6 requires the special equipment &
2
they have same EST i.e.
5 1
Now total Float of 2 – 5 is and that of 3 – 6 is therefore we delay 2 – 5 by
5 days & start 3 – 6 at t = 2 with special equipment and compute it at t = 7.
The other activities will start at their EST and finish at there EFT.
There by utilizing total float at 2 – 5 we can manage with the special equipment. There
is NO DELAY in Project.
Problem – 3.
Also find the minimum number of cranes the project must have for its activities
2-5, 3-7 and 8-9 without delaying the project.
Does any change require in PERT network ? If so, indicate the name.
Solution :
7 11
2 6
5
2 5
4
5
0 5 2 8 1 12
0
2
2 7 11
1 1
1 3 7 8
2 5 4
1
6 10 15
7
8 3
1
1 10 15
6
4 6 9
3 5
Lecture – X.
Problem – 4.
For a project consisting of several activities, the duration and required resources
to carry out each of the activities and their availabilities are given below :-
(a) Draw the network, identify the critical path and compute the total float for
each of the activities.
Resources Require
Activity Duration in Days
( Crew Size )
1-2 6 30
1-6 7 20
2-3 12 30
2-4 5 20
3-5 4 30
4-5 6 20
5-7 3 30
6-7 9 20
7-8 5 20
Solution :
18 18
6 22
3
6 22
12 4
0 2 5
16 25 30
0
6 11 3 25 30
5 6
1
4 7 8
5
16
7 7 9
1 – 2 0 6 0
1 – 6 0 7 16 –0–7=9
2 – 3 6 18 0
2 – 4 6 11 16 –6–5=5
3 – 5 18 22 0
4 – 5 11 17 22 – 11 – 6 = 5
5 – 7 22 25 0
6 – 7 7 16 25 –7–9=9
7 – 8 25 30 0
20 20
4
5 6
30 30 30 30 20
1 2 3 5 6 8
6 12 4 3 5
20 20
6
7 9
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
50 50 50 50 50 50 70 70 70 70 70 70 70 70 70 70 50 30 30 30 30 30 30 30 30 20 20 20 20 20
0 – 6 50
6 – 17 70
16 – 17 50
17 – 25 30
25 – 30 20
Gantt Chart
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
1-2
6
1-6
7
2-3
6 18
2-4
6 11
3-5
18 22
4-5
11 17
5-7
22 25
6-7
8 16
7-8
25 30
50 50 50 50 50 50 70 70 70 70 70 70 70 70 70 70 50 30 30 30 30 30 30 30 30 20 20 20 20 20
Histrogram
75
70
65
60
55
50
45
40
35
30
25
20
15
10
0
2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34
Resource Graph.
75
70
65
60
55
Maximaum Available 50
50
45
40
35
30
25
20
15
10
5
0
2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34
Problem – 5.
The following table gives for each activity of a project. its duration and
corresponding resources requirement as well as total availability of each
resources :
Resources Required
Activity Duration
Machines Men
1-2 7 2 20
1-3 7 2 20
2-3 8 3 30
2-4 6 4 30
3-6 9 2 20
4-5 3 2 20
5-6 5 2 20
Maximum Resource Available 4 40
(a) Draw the network, compute earliest start time, latest finish time for each
activity, total float for each activity and identify the critical path assuming
that there are no resource constraints.
(b) Draw the Time Scale Diagram along with resource accumulation table.
Comment on demand for the machines and men for the entire project
duration.
Solution :
7 16
7 13
3
0 2 4 19
6 3
0 // 16
7 3
1
// 8 5
3 24
15
5 24
7
15
3 // 6
9
1 – 2 0 7 0
1 – 3 0 7 15 –0–7=8
2 – 3 7 15 0
2 – 4 7 13 16 –7–6=3
3 – 6 15 24 0
4 – 5 13 16 19 – 13 – 3 = 3
5 – 6 16 21 24 – 16 – 5 = 3
4 - 30 2 - 20
4 5
2 - 20 3 - 30
1 2 3 6
7
2 - 20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Machines 4 4 4 4 4 4 4 7 7 7 7 7 7 5 5 4 4 4 4 4 4 2 2 2
Men 40 40 40 40 40 40 40 60 60 60 60 60 60 50 50 40 40 40 40 40 40 20 20 20
Demand Exceeds Supply
Gantt Chart
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
2 - 20
1-2
7
2 - 20
1-3
7
3 - 30
2-3
7 15
4 - 30
2-4
7 13
2 - 20
3-6
15 22
2 - 20
4-5
13 16
2 - 20
5-6
16 21
Machines 4 4 4 4 4 4 4 7 7 7 7 7 7 5 5 4 4 4 4 4 4 2 2 2
Men 40 40 40 40 40 40 40 60 60 60 60 60 60 50 50 40 40 40 40 40 40 20 20 20
Problem – 6.
A small project consists of seven activities for which the relevant data are given
below :
(i) Draw the network and find the project completion time
(ii) Calculate total float for each of the activities.
(iii) Draw Time Scaled Diagram
Solution :
7 14 20
4 12 20
2 4 6
7
0
A D
4 D1 0 7
0 5
D2 0 F D3 0
B 14
1 3 6
7
E 14
C 7 20
7
5 G 7
20
5
1 – 2 0 4 3
1 – 3 0 7 0
1 – 5 0 7 7
2 – 3 4 4 -
3 – 4 7 12 2
3 – 5 7 14 0
4 – 5 12 12 -
5 – 6 14 20 0
5 – 7 14 19 1
6 – 7 20 20 -
A
2 D
4 4
5
D1 D2
B E F
1 3 5 6
7 7 6
D3
C G
7
7 5
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Gantt Chart
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
A
4
B
7
C
7
D
7 12
E
7 14
F
15 20
G
16 19
Problem – 7.
Draw a 'Gantt Chad' and 'Resource Graph' for the project schedule based on the
table below and find out the following :
IMMEDIATE ALLOCATED
ACTIVITY PREDECESSORS DURATION WORKERS
A - 8 4
B - 7 8
C A 6 5
D B 8 4
E B 4 8
F B 8 6
G C,D 5 5
H E 6 4
I F 6 5
J G,H,I 10 6
Solution :
10
2 16
C
0 15
A 6
8
0
4
1
G
7 D 16
B 21 31
8 5
7 7 11 21 31
E H J
3 5 7 8
4 10
5
F 15
I
8 15 6
A 1 – 2 0 8 2
B 1 – 3 0 7 0
C 2 – 4 8 14 2
D 3 – 4 7 15 1
E 3 – 5 7 11 4
F 3 – 6 7 15 0
G 4 – 7 15 20 1
H 5 – 7 11 17 4
I 6 – 7 15 21 0
J 7 – 8 21 31 0
Problem – 8.
The following table gives the activity schedule and resource requirement for a
project. Draw a Gantt Chart representing the schedule and resource loading
chart. What is the peak requirement of the resource and on which day it occurs?
Note : Assume Start at the beginning and Finish at the end of the day numbers
mentioned in the table.
Solution :
A 0 3 3
B 1 3 2
C 3 7 4
D 3 8 4
E 6 9 3
F 7 9 2
G 9 11 2
H 9 12 3
I 11 13 2
J 11 14 3
K 11 15 1
Problem – 9.
The table below gives the project time table that is to commence in May 2001.
The budgeted costs for various activities as indicated are to be spent uniformly
over their duration.
Note : Assume the activity starting at the beginning and finishing at the end
of the month.
(a) Draw a "Gantt Chart' for project schedule and work out the monthly aid
cumulative cash flows for the project.
(b) Draw the 'S' curve for cash flows. What does this curve indicate ?
Solution :
Gantt Chart
05-01
06-01
07-01
08-01
09-01
10-01
11-01
12-01
01-02
02-02
03-02
04-02
05-02
06-02
07-02
08-02
09-02
10-02
11-02
12-02
A 20
B 30
C 15
D 5
E 25
F 20
G 25
H 10
I 15
J 40
Problem – 10.
The direct Cost estimates for various activities of a project network are as given
below :
(i) Draw the network, find critical path and project duration.
(ii) Compile monthly and cumulative monthly cash flow requirements for the
early start schedule.
(iii) Determine a near uniform cash flow schedule.
Solution :
11 14
4 14
C
2 6
3
0 A
D 9
0 4
3
9
1 H 3
4
B 7 G
E
7 2 2
7
11
3 F 5 11
1–2–4–5–6 = 12
1–2–6 = 7
1–3–4–5-6 = 14 Critical path
1–3–5–6 = 12
A 0 4 2
B 0 7 0
C 4 7 2
D 4 7 7
E 7 9 0
F 7 9 2
G 9 11 0
H 11 14 0
Gantt Chart
1 2 3 4 5 6 7 8 9 10 11 12 13 14
A 80
4
B 40
7
C 40
4 7
D 80
4 7
E 120
7 9
F 60
7 9
G 60
9 11
H 80
11 14
Monthly Cash flow 120 120 120 120 160 160 160 180 180 60 60 80 80 80
Cummulative Cash Flow 120 240 360 480 600 720 840 960 1080 1200 1320 1440 1560 1680
S Curve
170
Cummulative Cash Flow
160
150
140
130
120
110
100
90
80
70
60
50
40
30
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
( Duration )
Problem – 11.
The direct estimates for various activities of a pipeline project are as given
below:
1–2 13 26,00,000
1–3 12 60,00,000
2–4 2 20,00,000
3–4 8 20,00,000
2–5 15 15,00,000
4–5 2 15,00,000
(i) Draw network. find critical path, project duration and total float of each
activity.
(ii) On graph paper compile monthly, cumulative monthly, cash flow requirement
for early start and late start schedule.
(iii) Draw cumulative cash flow requirements on graph for early and late start
schedule.
(iv) The government will release the amount in the following manner.
Unspent amount if any will lapse and hence cannot be carried forward Schedule
the activities on graph to match release of funds
Solution :
13 28
13 28
2 5
15
0
26
0 13
2 2
20
1
4
18
12
12 8
1–2–4–5 = 17
1–2–5 = 28 Critical path
1–3–5-6 = 22
1 – 2 0 13 0
1 – 3 0 12 6
2 – 4 13 15 11
3 – 4 12 20 6
2 – 5 13 28 0
4 – 5 20 22 6
2L 1L
1 2 5
13 15
5L 2.5 L 7.5 L
3 4
12 8 8
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
7 7 7 7 7 7 7 7 7 7 7 7 4.5 13.5 13.5 3.5 3.5 3.5 3.5 3.5 8.5 8.5 1 1 1 1 1 1 Add Rs 3 L Every Month
7 14 21 28 35 42 49 56 63 70 77 84 88.5 102 115.5 119 122.5 126 129.5 133 141.5 150 151 152 153 154 155 156 Add Rs 3 L Every Month
Gantt Chart
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
1-2 2L
13
1-3 5L
12
2-4 10 L
13 15
2-5 1L
13 28
3-4 2.5 L
12 20
4-5 7.5 L
20 22
Problem – 12.
The following table gives the activity schedule and manpower requirement for a
project. Draw the Gnat Chart representing the schedule and resource loading
chart. What is the peak requirement of the resource and on which day (s) it
occurs ?
Solution :
For Homework.
Lecture – XI.
Project Control
Variance Analysis Approach
The traditional approach to project control involves a comparison of the actual cost with
the budgeted cost to determine the variance. An example of variance analysis is as
follows :
Activity A Activity B
Budgeted Cost in the period 50,000 30,000
Cumulative budget to date 200,000 75,000
Actual Cost in the Period 55,000 28,000
Cumulative actual Cost to Date 240,000 80,000
Variance for the period (5,000) 2,000
Cumulative variance to date (40,000) (5,000)
The variance analysis approach is inadequate for project control for the following
reasons :
1. It is backward looking rather than forward looking. It tells only what happened in
the past but does not answer the following questions: What will happen in future?
Is the rate of work accelerating or decelerating ?
2. It does not use the data effectively to provide integrated control. The traditional
variance analysis shows whether in the time period under analysis more or less
resources were expended than budgeted. However, it does not indicate the value
of work done. This information is vital for purposes of control.
Effective control over a project requires systematic 'performance analysis' This calls for
answering the following questions :
• Is the project as a whole (and its individual parts) on schedule, ahead of schedule,
or behind schedule? If there is' a variation, where did it occur, why did it occur, who
is responsible for it, and what would be its implications ?
• Has the cost of the project as a whole (and its individual parts) been as per budget
estimates, less than the budget estimates, or more than the budget estimates? If
there is a variation, where did it occur, why did it occur, who is responsible for it,
and what would be its implications ?
• What is the trend of performance? What would be the likely final cost and
completion date for the project and its individual parts ?
For small and simple projects, the project managers would do performance analysis for
the project as a whole, or for its major components. As the project becomes larger and
more complex, performance analysis needs to be done for individual segments of the
projects which are referred to as 'cost accounts'.
Method of Analysis
For analyzing the performance at cost account and higher levels of the work breakdown
structure, we employ a method of analysis which takes into account the value of work
that has been done. In the traditional method of analysis, the project manager measured
the actual progress against the predetermined schedule and the actual cost against the
budget estimate. This did not enable him to know systematically whether the
expenditure incurred was commensurate with progress. He perhaps relied on subjective
estimates.
A method for measuring project performance. It compares the amount of work that was
planned with what was actually accomplished to determine if cost and schedule
performance is as planned.
It helps us to determine how much volume and how much value of work has been done
on a particular day of an activity / project.
It is a cost performance measure which helps the project manager to understand the
total cost performance. It is achieved by integrating the scope, cost and the schedule
measures of work. In EVA, we calculate :
Earned value is the percentage of the total cost budgeted against the total cost incurred.
The Budgeted Cost of each activity is considered as its value for the project. hence
completion of an activity is considered to contribute equivalent to its value to the total
value of the project. In other words, an activity earns value, equivalent to its budgeted
cost on its completion. An activity that is partially completed on a particular date is also
considered to have earned value equivalent to its percentage completion on the given
date multiplied by its total budgeted cost.
In case Actual Expenditure incurred for completion of an activity exceeds its budgeted
cost, the project does 'not earn any additional benefit since activity parameters are well
specified. The variance therefore indicates cost over-run.
The total value earned for the project on any given date is the total of earned values of
all the completed activities till date as well as the total of earned values to date for
partially completed activities.
It is the budgeted cost of work to be completed till given date if the project runs
on schedule.
It is the budgeted cost for the completed work. When any of the activity is
completed, it is considered to have "earned value" equivalent to its budgeted
cost. Therefore the total of budgeted cost for the work performed to date is the
total "earned value" of the project.
It is the actual cost incurred in completing the work. It covers total cost of work
done, goods received and services used, whether: or not these have been
paid for.
This is simply the total budgeted cost for the entire project work.
This represents the estimate for the additional cost required for completing the
project. Given the above terms, the project may be monitored along the following
lines :
OR
Cost variance = Difference between the estimated cost of the activity and the
actual cost of the activity.
Any difference between the schedule completion of an activity and the actual
completion of that activity.
BCWP
Cost Performance index (CPI) = ---------
ACWP
BCWP
Schedule Performance Index (SPI) = ---------
BCWS
Theory
Earned Value Management (EVM) is a method for integrating scope, schedule, and
resources for measuring project performance. It compares the amount of work or effort
that was planned with what was actually earned and spent to determine if cost and
schedule performance are as planned.
By comparing planned value (the ideal progress of the project) to the earned value (the
value of the project to date based on work or effort expanded), a project manager can
detect early if the project is going awry. If the schedule performance index is less than
1.0, then the project is in danger of going over schedule. If the cost performance index
is less than 1.0, then the project is in danger of going over budget. By monitoring and
reviewing these metrics, a project manager can report these statistics to management
so that they can determine whether to continue with the project: The process may be
revised for similar projects by learning from the statistics and modifying expectations.
Problem – 1.
A company has obtained a fixed cost contract for the supply, installation, testing and
commissioning of 200 computers of the same specification at a cost of RS.600 Lakhs.
The company had estimated that it could supply, install, test and commission 10
computers per day so that the entire work can be completed in 20 days. The project
status was reviewed after the completion of 16 days. It was noted at the time of review
that 120 computers have been installed and the cost incurred was RS.380 Lakhs. It was
estimated at the time of the review that a sum of RS.260 Lakhs would be required for
completion of the pending work i.e. installation of the remaining 80 computers. Find :- .
Activity A Activity B
Budgeted cost in the period 50,000 30,000
Cumulative budget to date 200,000 75,000
Actual cost in the period 55,000 1,28,000
Cumulative actual cost to date 240,000 80,000
Variance for the period (5,000) 2,000
Cumulative variance to date (40,000) (5,000)
Solution :
1. Project :
3. Review Period :
After 16 days
It is the budgeted cost for the completed work. When any of the activity is
completed it is . considered to have "earned value" equivalent to its budgeted
cost. Therefore the total of budgeted cost of the work performed to date is the
total "earned value" of the project.
= Rs.380 Lakhs
It is the actual cost in completing the work. It covers total cost of work done,
goods received and serviced used, whether or not these have been paid for.
This is simply the total budgeted cost for the entire project work: RS.600 Lakhs.
(200 - 120) x RS.3 Lakhs per computer Computers yet to be installed = RS.240
Lakhs This represents the estimate for the additional cost required for completing
the project.
= BCWP - ACWP
= Rs.360 Lakhs - Rs.380 Lakhs
= (- Rs.29 ) Lakhs
= BCWP - BCWS
= Rs. 360 Lakhs - Rs. 480 Lakhs
= ( - RS.120 Lakhs )
i.e. if SV is negative then it indicates that the project is behind the schedule, if it is
positive then the project is ahead of the schedule.
BCWP 360
= --------- = ------ = 0.9474 = 0.95
ACWP 380
For everyone rupee spent, we have done 95 paise worth of the work done or
achieved or for every one rupee spent, we received Re.0.95 worth of cost
performance.
A value > 1 indicates that the work is being completed better than planned,
whereas value < 1 indicates means that work is costing more than and / ore
proceeding more slowly than planned.
BCWP 360
= --------- = ------ = 0.75
BCWS 480
Or
600 600
= ------ = ------------ = Rs. 633.33 Lakhs
0.95 360 / 380
Problem – 2.
A project was begun on 1st January 2005 and was expected to be completed by 30th
September 2005. The project is being reviewed on 30th June 2005 when the following
information has been developed.
( Rs )
Budgeted cost for work scheduled (BCWS) 15,00,000
Budgeted cost for work performed (BCWP) 14,00,000
Actual cost of work performed (ACWP) 16,00,000
Budgeted cost for total work (BCTW) 25,00,000
Additional cost for completion (ACC) 12,00,000
Solution :
Cost variance :
= BCWP - ACWP
= (1,400,000 - 1,600,000)
= - 200,000
= BCWP - BCWS
= (1,400,000 - 1,500,000)
= - 100,000
= BCWP / ACWP
= 1,400,000 / 1,600,000
= 08075
= BCWP / BCWS
= 1,400,000 / 1,500,000
= 0.933
Problem – 3.
A project has begun on 1st April 2006 and was expected to be completed by 31st
December 2006. The project is being reviewed on 30th September 2006 when the
following information has been developed :
i) Cost variance
ii) Schedule variance in cost term
iii) Cost performance index
iv) Schedule performance index
Solution :
Problem – 4.
A project with a total budget cost of Rs. 250 crores is scheduled to be completed in 80
weeks. A periodic review taken at the end of 50 weeks after commencement indicate
the following :
What do you interpret about the project progress till date with regard to time and cost on
the basis of following calculations.
Solution :
Problem – 5.
If the cost are incurred linearly in proportion to activity completion, find out the :
Solution :
BCWS BCWP
Schedule Actual Actual Budget Schedule Budget Schedule
Budget
Activity Completion Completion Cost Till Cost * Schedule Cost * Actual
Cost
% % date Competion % Competion %
1 100 100 10 12 10 x 100 % = 10 10 x 100 % = 10
2 100 100 12 12.5 12 x 100 % = 12 12 x 100 % = 12
3 70 60 18 12 18 x 70 % = 12.6 18 x 60 % = 10.8
4 55 50 25 13 25 x 55 % = 13.75 25 x 50 % = 12.5
5 30 25 20 6 20 x 30 % = 6 20 x 25 % = 5
6 10 0 15 0 15 x 10 % = 1.5 0
7 0 0 10 0 0 0
8 0 0 8.5 0 0 0
9 0 0 6.5 0 0 0
10 0 0 5.0 0 0 0
55.85 ( BCWS ) 50.3 ( BCWP )
BCWP BCTW
= BCWP - ACWP CPI = ---------- = ----------
ACWP CPI
50.3 130
There is a Cost
= 50.3 - 55.5 = ------- = ---------- = 142.86 - 130
Overrun
55.5 0.91
BCWP PD
= BCWP - BCWS SPI = ---------- = ----------
BCWS SPI
50.3 35
There is a DELAY
= 50.3 - 55.85 = ---------- = ---------- = 38.89 - 35
in the Project
55.85 0.9
Problem – 6.
The progress observed at the end of the Seventeenth day from the beginning of a 12
day duration project is as given in the following table. The actual cost incurred till date is
reported to be Rs.3,100.
Draw a Gantt chart for the project and find the project performance on the basis of Cost
and Schedule performance Indices.
( Assume the activity costs are incurred uniformly over its duration ).
Solution :
A B C D E F G H I J
- - A B B D E C F G
3 4 C 7 8
2 4
4
0 A H 12
8 10
0 3 4
12
5 7
1 F I
5 7 9
2
2
B 1
D
1 4
1
J
3 6 9 3
E
6 9
5
G
6 8
3
Prepared by – Vinayanand Rele
Page 205 of 380 24/11/2008
Project Management
BCWS BCWP
Schedule Actual Actual Budget Schedule Budget Schedule
Budget
Activity Completion Completion Cost Till Cost * Schedule Cost * Actual
Cost
% % date Competion % Competion %
A 100 100 600 600 x 100 % = 600 600 x 100 % = 600
B 100 100 200 200 x 100 % = 200 200 x 100 % = 200
C 100 75 800 800 x 100 % = 800 800 x 75 % = 600
D 100 100 700 700 x 100 % = 700 700 x 100 % = 700
E 100 95 500 500 x 100 % = 500 500 x 95 % = 475
F 100 80 200 200 x 100 % = 200 200 x 80 % = 160
G 33.33 50 500 500 x 33.33 % = 166.65 500 x 50 % = 250
H 0 0 400 0 0
I 0 0 600 0 0
J 0 0 300 0 0
3166.65 ( BCWS ) 2985 ( BCWP )
BCWP BCTW
= BCWP - ACWP CPI = ---------- = ----------
ACWP CPI
2985 4700
There is a Cost
= 2985 - 3100 = ------- = ---------- = 4895 - 4700
Overrun
3100 0.96
BCWP PD
= BCWP - BCWS SPI = ---------- = ----------
BCWS SPI
2985 12
There is a DELAY
= 2985 - 3166.85 = ---------- = ---------- = 12.76 - 12
in the Project
3166.85 0.94
Problem – 7.
The following information is available at the end of 40th Day of a New Plant eraction
project. Determine, if the project is under control base on the named value evaluation
system. If not what is the likely extent of cost and time over runs at completion.
Solution :
Problem – 8.
Solution :
Problem – 9.
Solution :
Problem – 10.
A project consisting of eight activities was revised on completion of 12 days after its
start.
Find the project performance on the basis of cost and schedule performance indices.
What is the estimated duration of the project ?
Actual %
Budgeted Cost Actual Cost of
Duration completion at
Activity of Activity Activity
( In days ) the end of day
( Rs. ‘000 ) ( till date )
12
A 1–2 5 60 62 100 %
B 2–3 7 70 70 100 %
C 2–4 5 73 73 100 %
D 2–5 7 82 70 90 %
E 3–6 6 69 0 0%
F 4–6 8 54 10 20 %
G 5–7 6 50 0 0%
H 6–7 5 40 0 0%
Solution :
PROJECT APPRAISAL
(Theory Notes)
It is a second look at the project feasibility report by a person other than one who is
associated with its concepts and preparations.
Market Appraisal
(1) Scope of Market Is the demand - supply gap substantial in growing market?
(2) Completion Will there be new entrants, expansion of existing ones, which will
enlarge the competition ?
(3) Prices Have the prices trends been favourable? Going up ?
(4) Exports Does the product have prospects of entering in to export market?
(5) Customers List of principal customers, their requirements. nature and selling
arrangement made with them.
(6) Selling Distribution Arrangement The arrangement made / proposal to be
made by the company is to be reviewed for its adequacy and efficiency.
(7) Government's Role Is there any government control on pllce / distribution /
allocation / imports or exports ?
Technical Appraisal
Technical evaluation has direct bearing on the financial viability of the project: Field /
Areas covered by technical appraisal are :
(1) Location :
- Is technology suitable from the point of view of size of plant and economic
operation of the plant ?
- In case of new process, has the project sponsor arranged the participation of
process supplier as a party in the project.
- Design and layout aspects of the projects are also examined. Will it suit to
product for maximum changes ?
- Technical appraisal also focuses on suitability and adequacy of the plant and
machinery, basis of selection, reasonabliness of cost, reputation and ability of
supplier, performance guarantee and operational efficiency of the
equipments.
Finance Appraisal
(2) Whether the structuring of the capital of the project is done in such a way that
acceptable debt: equity norm is used.
The project should have capacity to generate revenues and not cash flow such
that debt is serviced.
(3) Whether cash flows are estimated with reasonable underlying a assumptions.
Economic Appraisal
\/Vhether project outlay will improve the socio - economic status of people, by
providing jobs.
Environmental Analysis
The growing concern of environment, resource depletion and pollution have forced the
planners, policy makers and prc~ect implements to take care of impacts of the project
on environment :
(1) Air
(2) Water
(3) Monumental resources
(4) Land
(5) Sound
(6) Human inhabitation nearby
(7) Animals and Birds
The appraisal often relies upon environmental impact assessment (EIA) conducted by
independent body Such studies are conducted to reveal whether there is any impact of
project in a long run on environment If it is revealed that there will be no harmful change
in various social economic and physical attributes of environment of the project then the
project will be considered favourably.
Forecasting Techniques
A time series is the data on any variable recorded over a constant time interval. The
time-frame of data recording may be an hour, a day, a week, a month, or a year,
depending on the type of event the data refer to. Hourly temperature in a particular city,
weekly earnings of workers in an industrial town, monthly prices of wheat, and annual
production of rice may be cited as examples.
All time series are subject to variations whose pattern and amplitude differ from one
period to another. Given this, the object of dealing with a time series is to study and
anlayse these variations with a view to knowing its past behaviour. A knowledge about
the past behaviour is useful for drawing inferences about its future course.
The analysis of time series is useful not only for individual business concerns, it is
equally important for the Central and State Government for devising appropriate future
growth strategies. A close understanding of time series data on major national
aggregates such as population, national income, capital formation, etc. not only
provides crucial information about the strength or weakness of strategies adopted in the
past, but also help in setting future growth targets.
• Trend (T) represents the long term behavior of a time series. This would tell
whether the time series data reveal a steady upward or downward movement.
• Cyclical Variation (C) represents the typical business cycles that occur
periodically in several years. For example, in stock market , you will witness cycle
of boom and cycle of recession that occur once in a while between many years.
• Random Variation (R) represents irregular variations that occur by chance having
no assignable cause. Random variation cannot be predicted.
METHODS OF FORECASTING
The moving averages method uses the average of the most recent n data values
in the time series as the forecast for the next period. Mathematically.
The term moving indicates that, as a new observation becomes available for the time
series, it replaces the oldest observation in equation (1), and a new average is
computed. As a result, the average will change, or move, as new observations become
available.
To illustrate the moving averages method, consider the 12 weeks of data presented in
Table-1 These data show the number of gallons of gasoline sold by a gasoline
distributor over the past 12 weeks.
To use moving averages to forecast gasoline sales, we must first select the number of
data values to be included in the moving average. For example, let us compute
forecasts Using a 3 week moving average. The moving average calculation for the first
3 weeks of the gasoline sales time series is :
17 + 21 +19 57
Moving average (weeks 1 - 3) = ------------------ = ------ = 19
3 3
We then use this moving average value as the forecast for week 4. The actual value
observed in week 4 is 23, so the forecast error in week 4 is 23 - 19. In general, the error
associated with a forecast is the difference between the observed value of the time
series and the forecast.
Table 1
Week 1 2 3 4 5 5 7 8 9 10 11 12
Sales
17 21 19 23 18 16 20 18 22 20 15 22
(1000's of Gallons)
Hence, the forecast for week 5 is 21, and the error associated with this forecast is 18 -
21 -3. Thus, the forecast error may be positive or negative, depending on whether the
forecast is too low or too high. A complete summary of the 3 weeks moving average
calculations for the gasoline sales time series is shown in Table 2.
To forecast gasoline sales for week.13 using a 3 week moving average, we need to
compute the average of sales for weeks 10, 11 and 12. The calculation for this moving
average is :
20 + 15 + 22
Moving average (weeks 10 - 12) = ------------------- = 19
3
TABLE2
Problem – 1.
Month 1 2 3 4 5 6 7 8 9 10 11
Demand 220 228 217 219 258 241 239 244 256 260 265
Calculate forecasted values using (i) three - monthly moving averages, (ii) five -
monthly moving averages.
Solution :
The required values are given in third and fourth columns of Table 1. The three
monthly values are obtained as (220 + 228 + 217) / 3 221.67, (228 + 217 +
219)/3 = 221.33 and so on. Similarly, five-monthly values are obtained by
considering five monthly data.
5 - Monthly
3 - Monthly
Month Demand Y Moving
Average
Average
1 220 - -
2 228 - -
3 217 - -
4 219 221.67 -
5 258 221.33 -
6 241 231.33 228.40
7 239 239.33 232.60
8 244 246.00 234.80
9 256 241.33 240.20
10 260 246.33 247.60
11 265 253.33 248.00
12 - 260.33 252.80
Problem – 2.
Obtain the profit forecasts using (i) four – yearly moving averages and (ii) five yearly
moving averages, from the following data relating to profits (in '000 Rs.)
Solution :
The given data and the required moving averages are shown in Table 2.
Table 2
4 - Yearly 5 - Yearly
Year Profit Moving Moving
Average Average
1986 48 - -
1987 53 - -
1988 55 - -
1989 56 - -
1990 58 53.00 -
1991 63 55.50 54.00
1992 68 58.00 57.00
1993 60 61.25 60.00
1994 61 62.25 61.00
1995 68 63.00 62.00
1996 58 64.25 64.00
1997 63 61.75 63.00
1998 70 62.50 62.00
1999 76 64.75 64.00
2000 83 66.75 67.00
2001 88 73.00 70.00
2002 - 79.25 76.00
Of these two methods the MSE is often used measure of the accuracy of a forecasting
method.
As we indicated previously, to use the moving averages method, we must first select the
number of data values to be included in the moving average. Not surprisingly, for a
particular time series, different lengths of moving averages will affect the accuracy
of the forecast. One possible approach to choosing the number of values to be
included is to use trial and error to identify the length that minimizes the MSE, Then,
if we assume that the length that is best for the past will also be best for the future,
we would forecast the next value in the time series using the number of data values
that minimized the MSE for the historical time series.
Continuing with the Gasoline example, let us find the 3-weekly moving averages and 5-
seekly moving averages and compute both MAD and MSE for these averages.
Moving
Forecast Absolute Squared
Week Profit Forecast
Error Forecast Forecast Error
Average
1 17 - - - -
2 21 - - - -
3 19 - - - -
4 23 19 4 4 16
5 18 21 -3 3 9
6 16 20 -4 4 16
7 20 19 1 1 1
8 18 18 0 0 0
9 22 18 4 4 16
10 20 20 0 0 0
11 15 20 -5 5 25
12 22 19 3 3 9
13 - 19 - - -
Total 24 92
24
Mean Absolute Deviation (MAD) = --------- = 2.67
9
Prepared by – Vinayanand Rele
Page 223 of 380 24/11/2008
Project Management
Where 9 is Observations.
92
Mean Absolute Deviation (MSE) = --------- = 10.22
9
Moving
Forecast Absolute Squared
Week Profit Forecast
Error Forecast Forecast Error
Average
1 17 - - - -
2 21 - - - -
3 19 - - - -
4 23 - - - -
5 18 - - - -
6 16 19.60 -4 3.6 12.96
7 20 19.40 1 0.6 0.36
8 18 19.20 -1 1.2 1.44
9 22 19.00 3 3 9
10 20 18.80 1 1.2 1.44
11 15 19.20 -4 4.2 17.64
12 22 19.00 3 3 9
13 - 19.40 - - -
Total 16.8 51.84
16.8
Mean Absolute Deviation (MAD) = ----------- = 2.4
7
51.84
Mean Absolute Deviation (MSE) = ------------ = 7.41
7
Based on MAD and MSE, 5-weekly moving averages are better. Therefore, forecast
for the 13th week is 19,400 gallons.
Sometimes MAD and MSE may give contradicting results. in that case we take decision
based on MSE.
Problem – 3.
Following data is available about, actual sales quantities for the past 14 years :
Find the "forecast' for year 15 using Two Years' as well as Three Years' Moving
Average. Which of the two forecasts is more `reliable' on the basis of 'Mean Squared
Error' (MSE) criterion ?
Error
2 Years Error 3 Years
Actual ( Actual
Year Moving ( Actual Error Square Moving Error Square
Sales Forecasted
Average Forecasted ) Average
)
1 2,300 - - - - - -
2 2,200 - - - - - -
3 2,000 2250 -250 62,500 - - -
4 2,250 2100 150 22,500 2,167 83 6,889
5 2,600 2125 475 225,625 2,150 450 202,500
6 3,300 2425 875 765,625 2,283 1,017 1,034,289
7 3,500 2950 550 302,500 2,717 783 613,089
8 4,100 3400 700 490,000 3,133 967 935,089
9 3,800 3800 0 - 3,633 167 27,889
10 4,000 3950 50 2,500 3,800 200 40,000
11 4,300 3900 400 160,000 3,967 333 110,889
12 4,200 4150 50 2,500 4,033 167 27,889
13 4,800 4250 550 302,500 4,167 633 400,689
14 5,200 4500 700 490,000 4,433 767 588,289
15 5000 - 4,733 - -
Sum Square of Errors 2,826,250 3,987,501
Mean Square of Errors MSE 235,520.83 362,500.1
Answers:
( Note: 3-4 marks could be allotted if only the moving average forecasts are correctly
calculated without MSE )
Problem – 4.
Following data is available about "actual sales quantities" for the 10 years
Year 1 2 3 4 5 6 7 8 9 10
Sales 230 220 200 240 230 260 300 240 280 320
Find the "forecast" for year 11 using "Two years" as well as "Three years "Moving
Averages. Which of the two forecasts is more reliable on the basis of "Mean Squared
Error" (MSE) criterion ?
Solution :
For Homework
Problem – 5.
Compute the three year and five year moving average for the following set of data.
Compare the results. Comment.
Solution :
For Homework
Moving average forecast is quick, easy and fairly inexpensive to implement. It provides
a reasonably good forecast for the immediate future (very short term). However,
practicing managers must remember the drawbacks given in the following paragraph.
Where p is a weight (or smoothing constant) that has a value between 0 and 1, inclusive.
F t = F t -1 + p (A t -1 – F t - 1 )
Where
The concept here is not complex. The latest estimate of demand is equal to our old
estimate adjusted by a fraction of the error (last period's actual demand minus the old
estimate).
The smoothing constant, a, can be changed to give more weight to recent data when
the value is high, or more weight to past data when it is low. For example, when a =
0.5, it can be shown mathematically that the new forecast is based almost entirely
on demand in the past three periods. When a = 0.1, the forecast places little weight on
recent demand and takes many periods (about 19) of historic values into account.
Example
In January, a demand for 142 of a certain car model for February was predicted by a
dealer. Actual February demand was 153 cars. Using a smoothing constant of a = 0.20,
we can forecast of March demand using the exponential smoothing model.
New forecast (for March demand) = 142 + 0.2 (153 — 142) = 144.2
Suppose that actual demand for the cars in March was 136. A forecast for the demand
in April, using the exponential smoothing model with a constant of a = 0.20, can be
made.
New forecast (for April demand) = 144.2 + 0.2 (136 — 144.2) = 142,6, or 143 cars.
Selecting the Smoothing Constant The exponential smoothing approach is easy to use
and has been applied successfully by banks, manufacturing companies, wholesalers,
and other organizations. The appropriate value of the smoothing constant, a, however,
can make the difference between an accurate forecast and an inaccurate forecast. In
picking a value for the smoothing constant, the objective is to obtain the most accurate
forecast.
Several values of the smoothing constant may be tried, and the one with the lowest
MAD (Mean Absolute Deviation) could be selected
Example :
Let us apply this concept with a trial and error testing of two values of a in the following
example. The port of Baltimore has unloaded large quantities of grain from ships
during the past eight quarters. The port's operations manager wants to test the use of
exponential smoothing to see how well the technique works in predicting tonnage
unloaded. He assumes that the forecast of grain unloaded in the first quarter was
175 tons. Two values of a are examined : a = 0.10 and a = 0.50. Table shows the
detailed calculations for a = 0.10 only.
Table - 1
To evaluate the accuracy of each smoothing constant, we can compute the absolute
deviations and MADs (see table). Based on this analysis, a smoothing constant of a =
0.10 is preferred to a = 0.50 because it’s MAD is smaller.
Table - 2
Quarter
Absolute
Actual Rounded Absolute Rounded
Deviations
Tonnage Forecast Deviations Forecast with
With p = 0.10 for p =
Unloaded for p = 0.10 p = 0.50
0.50
1 180 175 5 175 5
2 168 176 8 178 10
3 159 175 16 173 14
4 175 173 2 166 9
5 190 173 17 170 20
6 205 175 30 180 25
7 180 178 2 193 13
8 182 178 4 186 4
Sum of absolute deviations 84 100
∑ | deviations |
MAD = ---------------------- = 10.50 ( for p = 0.1 )
n
MAD = = 12.50 ( for p = 0.5 )
Problem - 1
A company manufacturing Xerox machines experienced the following sales for theft Xerox
machines during their busiest time of the year.
Forecasted demand for May was 80 units. Using exponential something with a =
0.20, forecast the demand for August.
Solution :
For Homework
Lecture – XII.
DECISION TREE
Introduction
Third, the actions of more than one decision maker can be considered.
Every decision tree starts from a decision point with the decision options that are
currently being considered.
It is conventional to draw decision trees from left to right, and so a decision tree will
start as follows.
D1
C
The square is the decision point, and A, B, C and D represent four alternatives from
which choice must be made.
If the outcome from any choice is certain, the branch of the decision tree for that
alternative is complete.
If on the other hand, the outcome of a particular choice is uncertain, the various possible
outcomes must be shown. We show this on a decision tree by inserting an outcome
point on the branch of the tree. Each possible outcome is then shown as a
subsidiary branch, coming out from the outcome point. The probability of each
outcome occurring should be written on to the branch of the tree which represents
that outcome.
To distinguish decision points from outcome points, a circle will be used as the
symbol for an outcome point.
D1
High Sales
0.6
B
1
Low Sales
0.4
In the example above, there are two choices facing the decision maker, A and B. The
outcome if A is chosen is known with certainty, but if 8 is chosen, there are two
possible outcomes, high sales (0.6 probability) or low sales ( 0.4 probability ). When
several outcomes are possible it is usually simpler to show two or more stages of
outcome points on the decision tree.
Example:
A company can choose to launch a new product XYZ or not. If the product is
launched, expected sales and expected unit costs might be as follows :
Sales
Units Probability Unit cost Probability
10,000 0.8 Rs. 6 0.7
15,000 0.2 Rs. 8 0.3
Cost Rs. 6
0.7
Sales 10,000
1
0.8
Cost Rs. 8
Launch
3 0.3
Cost Rs. 6
0.7
Sales 15,000
2
0.2
Cost Rs. 8
D1
0.3
Do Not Lauch
b) The layout shown above will usually be easier to use than the alternative way
of drawing the tree which is shown below :
Do Not Lauch
Sometimes, a decision taken now will lead to other decisions to be taken in the future.
When this situation arises, the decision tree can be drawn as a two-stage tree, as
follows :
Decision A
D2
0.7
Decision B
Decision X
1
Decision C
D3
0.3
Decision D
D1
Decision Y
In this tree, either a choice between A and B or else a choice between C and D will be
made depending on the outcome which occurs after choosing X.
The decision tree should be in chronological order from left to right. When there are two-
stage, decision trees, the first decision in time should be drawn on the left.
Advantages
Decision trees are a useful management tool. They allow manages to consider the
options they are facing and the possible consequence of those options. Moreover,
provided that the parameters included in the decision tree have been estimated correctly,
managers, choose the best course of action and hopefully save money. Bear in mind,
however, that the calculation of probabilities is highly subjective and on occasions, only a
small error in the calculation of probabilities or expected values could lead to an incorrect
decision being taken.
Decision trees are useful in giving a simple diagrammatic representation of the various
options open to management, and the possible outcomes of each options. They also
draw attention to the immediate decisions to be made, and may help management to
avoid wasting unnecessary time deliberating later decisions.
A decision tree might also help management to eliminate decision options which are not
worth considering further, and to focus attention on the more viable options.
If management choose to base their decisions on the expected value criterion, choosing
the option with the highest expected value of profit, then decision trees (along with other
methods of calculating and presenting expected value figures) are a useful guide to
decision making.
Expected values reflect the weighted average of probable outcomes. For one-off
decisions, a weighted average value may be an inappropriate basis for comparing
options. For example, if there is a 0.8 probability of earning Rs.100,000 and a 0.2
probability of losing Rs.50,000,000, the expected value of profit would be -Rs.99,20,000.
If the decision is non recurring, management may need to consider all possible outcomes,
and especially the worst possible outcomes. If the company cannot afford to lose
Rs.50,000,000, a 0.2 probability of such a loss might be unacceptable.
Decision trees, or expected value calculations, are most useful where decisions are of a
recurring nature, where the long-run average profit should be approximately the expected
value of the profit for a single decision. Examples of such situations would be :
i) Decisions on test drilling for oil, where a company carries out many tests each year,
ii) Decisions on whether or not to launch a new product on the market, where a large
number of new products are considered each year,
iii) Decisions on whether or not to obtain market research information for particular
project, where market research is in common use through out the organization.
Example.
A company has an investable surplus of Rs.100 Crores. Investing this amount in this
existing business can give a certain return of 8.0%. Alternatively, there is an opportunity
for diversification which, if successful, is estimated to bring a return of 17.0%. However if
diversification is not successful, expected return will be only 2.0%. What must be the
probabilities for two outcomes of diversification in order to make the diversification
worthwhile?
D1 Success X % 17.0 Cr
Failure ( 1 – X ) % 2.0 Cr
Hence,
8 = 17 X + 2 ( 1 – X )
8 = 17 X + 2 – 2X
8 - 2 = 15X
6 = 15X
6
X = ------ = 0.4
15
Problem – 1.
A manufacturing company has to select one of the two products A or B for manufacturing.
Product A required investment of Rs.20,000 and product B, Rs.40,000. Market research
survey shows high medium and low demands with corresponding probabilities and return
from sales, in Rs. thousand, for the two products, in the following table.
Construct an appropriate Decision Tree. What decision the company should take?
Solution :
High
Sale Rs 50,000/-
0.4
* Rs 32,000/- Medium
Product - A 1 Sale Rs 30,000/-
0.3
Investment Low
Rs 20,000 Sale Rs 10,000/-
D1 0.3
High
Product - B Sale Rs 80,000/-
0.3
Investment ** Rs 64,000/- Medium
2 Sale Rs 60,000/-
Rs 40,000 0.5
We need to calculate the EMV ( Earnest Monitory Value ) for each alternate.
EMV at 1
= 50,000 x 0.4 +
30,000 x 0.3 +
10,000 x 0.3
= 32,000 *
EMV at 2
= 80,000 x 0.3 +
60,000 x 0.5 +
50,000 x 0.2
= 64,000 **
Product – A Product – B
32,000 64,000
- 20,000 - 40,000
------------- --------------
12,000 24,000
Problem – 2.
Alfa Industries has to decide whether to set up a large plant or a small plant for its new
range of refrigerators. A large plant will cost the company Rs.25 lakhs while a small plant
will cost Rs.12 lakhs. An extensive market survey and a cost profit volume analysis
carried out by the company reveal the following.
(a) A large plant with high demand will yield an annual profit of Rs.100 lakhs.
(b) A large plant with moderate demand will yield an annual profit of Rs.60 lakhs.
(c) A large plant with low demand will lose Rs.20 lakhs annually because of production
inefficiencies.
(d) A small plant with high demand would yield Rs.25 lakhs annually, taking into account
the cost of lost sales due to inability to meet demand.
(e) A small plant with moderate demand will yield Rs.35 lakhs, as the losses due to lost
sales will be lower.
(f) A small plant with low demand will yield Rs.45 lakhs annually, as the plant capacity
and demand will match.
Solution :
Investment Rs 12 ** Rs 32 Medium
2 Sale Rs 35
0.3
Low Sale Rs 45
0.2
EMV at 1
= 100 x 0.5 +
60 x 0.3 +
20 x 0.2
= 72 *
EMV at 2
= 25 x 0.5 +
35 x 0.3 +
45 x 0.2
= 32 *
72 32
- 25 - 12
--------- ---------
47 20
Problem – 3.
A financial advisor has recommended two possible mutual funds for investment: Fund A
and Fund B. The return that will be achieved by each of these depends on whether
the economy is good, fair, or poor. A payoff table has been constructed to illustrate this
situation.
State of Nature
Investment
Good Economy Fair Economy Poor Economy
Fund A $10,000 $ 2,000 - $ 5,000
Fund B $ 6,000 $ 4,000 0
Probability 0.2 0.3 0.5
Solution :
( All figures in $ )
Good
10,000
0.2
* 100 Fair
Fund A 1 2,000
0.3
Poor
( 5,000 )
D1 0.5
Good
Fund B 6,000
0.2
** 2400 Fair
2 4,000
0.3
Poor 0
0.5
EMV at 1
= 10,000 x 0.2 +
2,000 x 0.3 +
- 5,000 x 0.5
= 100 *
EMV at 2
= 6,000 x 0.2 +
4,000 x 0.3
= 2400 **
Problem – 4.
The returns for each investment opportunity and each state of the economy are as
follows :
Using the decision tree approach, determine the expected return for each alternative.
Which alternative investment proposal would you recommend if the expected monetary
value criterion is to be employed ?
Solution :
Fair
1,000
0.2
* 3,500 Good
1 3,000
0.5
Grate
6,000
Alternate W 0.3
Fair
500
0.2
** 4,390 Good
2 4,500
Alternate X 0.5
Grate 6,800
0.3
D1
Fair
Alternate Y 2,000
0.2
*** 5,300 Good
3 5,000
0.5
Grate
Alternate Z 8,000
0.3
Fair
4,000
0.2
**** 6,350 Good
4 6,000
0.5
Grate 8,500
0.3
1
EMV at
= 1,000 x 0.2 +
3,000 x 0.5 +
6,000 x 0.3
= 3,500 *
2
EMV at
= 500 x 0.2 +
4,500 x 0.5 +
6,800 x 0.3
= 4,390 **
3
EMV at
= 2,000 x 0.2 +
5,000 x 0.5 +
8,000 x 0.3
= 5,300 ***
4
EMV at
= 4,000 x 0.2 +
6,000 x 0.5 +
8,500 x 0.3
= 6,350 ****
Problem – 5.
i) A 40 percent chance or probability 0.4 that sales will be excellent and profit
realized will be Rs. One lakh.
ii) A 50 percent chance (or 0.5 probability ) of sales being merely fair, realizing a
profit of Rs.60,000 and,
iii) A 10 percent chance (or 0.1 probability ) of poor sales and loss of Rs.20,000.
Solution :
Poor
( 20,000 )
D1 0.1
Excellent
Product B 1.50,000
0.7
** 2400
2
Poor ( 30.000 )
0.3
EMV at 1
= 1,00,000 x 0.4 +
60,000 x 0.5 +
- 20,000 x 0.2
= 30,000 *
EMV at 2
= 1,50,000 x 0.7 +
- 30,000 x 0.3
= 96,000 *
∴ Product B is Referred.
Problem – 6.
The investment staff of TNC Bank is considering four investment proposals for a client
Shares, Bonds, Real Estate and Savings Certificates. These investments will be held for
one year. The past data regarding the four proposals are given below :
Bonds : These bonds stand a 40 percent chance of increase in value by 5 percent and
60 percent chance of remaining stable and they yield 12 percent.
Real Estate : This proposal has a 20 percent chance of increasing 30 percent in value,
a 25 percent chance of increasing in 20 percent value, a 40 percent chance of
increasing in 10 percent value, a 10 percent chance of remaining stable and a 5 percent
chance of losing 5 percent of its value.
Use a decision tree to structure the alternatives to the investment staff and using the
expected value criterion, choose the alternative with the highest expected value.
Solution :
Decline
100 – 10 % = 90
0.25
* 51.75 Stable
1 100
0.30
Increase
100 + 15 % = 115
0.45
Shares
Increase 100 + 5 % = 105
0.40 + 12 = 117
** 114
2
Bonds
Stable
100 + 12 = 112
0.60
Stable
Saving Certificate 100
0.10
5 % Decrease
0.05 100 + 5 % = 90
1
EMV at
= 90 x 0.25 +
100 x 0.30 +
115 x 0.45
= 51.75 *
2
EMV at
= 117 x 0.40 +
112 x 0.60
= 114 **
3
EMV at
= 120 x 0.20 +
125 x 0.25 +
110 x 0.40 +
100 x 0.10 +
90 x 0.05
= 113.75 ***
4
EMV at
= 108 x 1.00
= 108 ****
Problem – 7.
Suppose you have Rs.5,00,000 (Rs. Five Lakh) to invest in share market. Your broker
has suggested to invest in either Company A or Company B.
Shares in Company A are risky but could yield a 40% return on investment during next
year if stock market conditions are favourable ("Bull" market). If stock market conditions
are not favourable ("Bear" market), the stock many loose 20% of its value.
Company B provides safe investment with 15% return in a "bull" market and only 5% in
a "bear" market. The chance of the market being "bull" is 55%.
Solution :
Here important statement is “The chance of the market being "bull" is 55%.”
( All figures in Lakhs )
Bull Market
5 + 40 % = 7
0.55
* Rs 5.65
Company A 1
Bear Market
5 + 5 % = 5.25
1 0.45
EMV at
= 7,00,000 x 0.55 +
4,00,000 x 0.45
= 5,65,000 *
EMV at 2
= 5,65,000 x 0.55 +
5,25,000 x 0.45
= 5,52,500 **
Problem – 8.
A road transport company renews its fleet of luxury buses every 4 years. By replacing
the entire fleet at one time favourable purchase prices are obtained. The size of the
present fleet is 10 buses. The proprietor of the company could vary the size of the fleet
depending on the economic climate. He estimates that if he buys 8 buses, he could earn
a profit of Rs.10,000/- per bus over the next 4 years if the economic climate is upbeat,
Rs.8000/- per bus if the climate is moderate and Rs.5000/- per bus if the economic
climate is depressing. If he buys 12 buses , he could earn a profit of respectively
Rs.13000/-, Rs.8000/- or Rs.1000/- per bus depending on the three types of economic
climates. If he keeps the fleet at its present strength , the profits per bus are respectively
Rs.12000/-, Rs.8000/- and Rs.3500/- over the next four years. He estimates that, the
chance that the economic climate will be upbeat is 0.4 and that it will be moderate is
0.3. Use decision tree to get proprietor's optimal decision.
Solution :
Upbeat
Rs 10,000
0.4
* Rs 63,200 Moderate
1 Rs 8,000
0.3
8 Buses Depressing
Rs 5,000
0.2
Upbeat
Rs 12,000
0.4
10 Buses ** Rs 82,500 Moderate
D1 2 Rs 8,000
0.3
Depressing
Rs 3,500
0.2
12 Buses
Upbeat
Rs 13,000
0.4
*** Rs 94,800 Moderate
3 Rs 8,000
0.3
Depressing
Rs 10,000
0.2
EMV at 1
= 10,000 x 0.40 +
8,000 x 0.30 +
5,000 x 0.30
= 7,900
EMV at 2
= 12,000 x 0.40 +
8,000 x 0.30 +
3,500 x 0.30
= 8,250
EMV at 3
= 13,000 x 0.40 +
8,000 x 0.30 +
1,000 x 0.30
= 7,900
Problem – 9.
Suppose that you want to invest Rs.10,000 in the stock market by buying shares in one
of two companies A and B. Share in company A are risky but could yield a 50% return
on investment during the next year. If the stock market conditions are not favorable (i.e.
"bear" market), the stock may loose 20% of its value. Company B provides safe
investment with 15% return in a "bull" market and only 5% in a "bear" market. All the
publications you have consulted are predicting a 60% chance for a 'bull" market and
40% for "bear" market.
Problem – 10.
'Thanda Cool' Company has developed a new cold drink. A total of Rs.25 lakh is spent
on the new product. One plan is to market it in small cans with other products of the
company . The plan will cost Rs.8 lakhs and it might result in high, moderate or low
market response with probabilities 0.3, 0.5 and 0.2 respectively, with revenues of Rs.55
lakhs, Rs.35 lakhs and Rs.15 lakhs for the corresponding market responses. The
second marketing plan is to fully concentrate on T. V. advertisements with a cost of
Rs.20 lakhs. The resulting market response can be either excellent or very good, with
probabilities 0.4 and 0.6 respectively. The revenues in these cases will be Rs.50 lakhs
and Rs.35 lakhs respectively. Draw a decision tree to determine the plan the company
should follow, to maximize the profit.
Problem – 11.
A company has the opportunity of marketing a new package of computer games. It has
two possible courses of action : to test market on a limited scale or to give up the project
completely. A test market would cost Rs.1,60,000 and current evidence suggests that
consumer reaction is equally likely to be "Positive" or 'Negative". If the reaction to the
test marketing were to be "Positive", the company could either market the computer
games nationally or still give up the project completely.
Research suggests that a national launch might result in the following sales :
Contribution
Sales Probability
Rs. Million
High 1.2 0.25
Average 0.3 0.50
Low -0.24 0.25
If the test marketing were to yield "Negative" results, the company would give up the
project. Giving up the project at any point would result in a contribution of Rs,60,000
from the sale of copyright etc. to another manufacturer.
(a) Draw a decision tree to represent this situation including all relevant probabilities
and financial values.
(b) Recommend a course of action for the company on the basis of expected values.
Solution :
D2 High
Rs 12,00,000
0.25
Positive
Market Average
0.5 1 Rs 3,00,000
3 0.50
Low
Limited Negative Rs (-2,40,000)
Scale Cost Rs. 60,000/- 0.25
0.5
Cost Rs. 1,60,000/-
D1
Give-up
4
Cost Rs. 60,000/-
EMV at 1
= 12,00,000 x 0.25 +
3,00,000 x 0.50 +
- 2,40,000 x 0.25
= 3,90,000 *
EMV at 2
= 3,90,000 x 0.5 +
60,000 x 0.5
= 2,45,000 **
( In – Complete Problem )
Prepared by – Vinayanand Rele
Page 261 of 380 24/11/2008
Project Management
Problem – 12.
Raman Industries Ltd. has a new product which they expect has a great potential. At
present they have two courses of action open to them. To test market (S1) and to drop
product (S2).
Test market will cost Rs.50,000 and the response could be positive or negative with
probabilities 0.70 and 0.30 respectively. If the result of the test marketing is positive they
could either market it with full scale or drop the product. If they market with full scale
then the result might be low, medium or high demand and the respective net pay offs
would be Rs.1,00,000, Rs.2,00,000 or Rs.5,00,000. The outcomes have probabilities of
0.25, 0.55 and 0.20 respectively. If the result of the test marketing is negative they have
decided to drop the product.
If at any point they drop the product there is a net gain of Rs.25,000/- from the sale of
the scrap. All financial values have been discounted to the present. Draw a decision tree
for the problem and indicate the most preferred decision.
Problem – 13.
A businessman has two independent investments A and B available to him but he lacks
of capital to undertake both simultaneously. He can choose to take A first and then stop
or if A s successful then take B or vice versa. The probability of success of A is 0.7 while
for B it is 0.4. Both investments require an initial capital outlay of Rs.2,00,000 and both
return nothing if unsuccessful. Successful completion of A will return Rs.30,000 over
cost and the successful of B will return Rs.15,000 over cost. Draw the decision tree and
determine the best strategy.
Problem – 14.
The returns for each investment opportunity and each state of the economy are as
follows :
State of Economy
Investment
Fair Good Very Good
Shares 1000 3000 6000
Bonds 500 4500 6800
Real Estate 0 5000 8000
Savings Certificates - 4000 6000 8500
Using decision tree approach determine the expected return for each alternative. Which
investment proposal would you recommend ?
Problem – 15.
A company is currently working with a process which after paying for materials, labour
etc., brings a profit of Rs.10 crores. The following alternatives are made available to the
company.
(i) The company can conduct research (R1) which is expected to cost Rs.10 crores
having 90% chances of success. If it proves a success, the company gets a gross
income of Rs.25 crores.
(ii) The company can conduct research (R2) which is expected to cost Rs.5 crores
having a probability of 60% success. If successful, the gross income will be Rs.25
crores.
(iii) The company can pay Rs.6 crores as royalty of a new process which will bring a
gross income of Rs.20 crores.
(iv) The company can continue the current process.
Because of limited resources, it is assumed that only one of the two types of research
can be carried cut at a time.
Problem – 16.
Monsoon
Excess ( Rs. ) Normal ( Rs. ) Deficient ( Rs. )
Profit Per Ton
Rice + 10,000 - 4,000 +15,000
Wheat + 4,000 - 3,000 + 8,000
Rice + 4,000 + 1,000 + 1,000
Problem – 17.
“New – India Telecom” company has invented a new device which can be used for
internet telephoning. The following options are available :
The probabilities associated with the level of sales in the market are 0.15 for 'High sales ;
0.25 for `Medium Sales' and 0.6 for 'Low Sales'. The profit (in lakhs of Rs.) which can be
expected in each case is given in the following table. Draw the associated decision
tree and specify course of action. (Profit in laksh of Rs.)
Market Condition
Action
High Sales Medium Sales Low Sales
Manufacture 85 25 - 20
Sell the rights 20 20 - 20
Get royalty 40 20 -10
Problem – 18.
A manufacturer of ultimate coffee products has come to realize that its top brand coffee
powder sale has started falling down. The board meets to discuss the alternative courses
of action drafted out by the research cell of the company. They recommended :-
Course (I) to step up the promotional efforts incurring an additional cost of Rs.3.5
lakhs.
Course (ii) to modify the container slightly and introduce it as new ultimate coffee.
Expenses for this change and promotion would be Rs.5 Lakhs.
Problem – 19.
A manufacturer of a popular brand of refrigerator intends to market its new fuel' economy
model. It has 3 options namely
If the product is launched the demand may be poor, good or excellent. Market research
conducted by a consulting firm indicates the probabilities of poor, good and excellent
demand as 20%, 40%, 40% respectively.
If a test market is used at a cost of Rs .2 Lakhs, it will give the indication of market being
either favourable or unfavourable, there being 50 : 50 chance for the same.
If the market response is favourable, the probabilities of poor, good and excellent
market are 10%, 20% and 70 % respectively and if the response is unfavourable and
the product is launched the corresponding probabilities are 80%, 10%, 10%. The pay–
offs are Rs.4,00,000, Rs.8,00,000 and Rs.14,00,000.
Problem – 20.
Doily Toys Private Limited is considering the addition of a new toy to its existing product
line. Three alternatives are available to the company.
(i) Work overtime to meet the demand of the new toy. Overtime expenses are
estimated at Rs.20,000 per month.
(ii) Install a new equipment for which fixed expenses per month are expected at
Rs.80,000.
(iii) Lease (rent) a machine at the rate of Rs.35,000 per month.
Monthly contribution from the sales of different units under different alternatives are
calculated as under :
Draw the Decision Tree and recommend the optimum course of action to the company.
Lecture – XIII.
CAPITAL BUDGETING
Introduction
The techniques available for appraisal of investment proposals are classified as follows :
Traditional Techniques
The payback period is usually expressed in years, which it takes the cash inflows from a
capital investment project to equal the cash outflows. The method recognizes the
recovery of original capital invested in a project. At payback period the cash inflows from
a project will be equal to the project's cash outflows. This method specifies the recovery
time, by accumulation of the cash inflows (inclusive of depreciation) year by year until
the cash inflows equal to the amount of the original investment. When deciding between
two or more competing projects the usual decision is to accept the one which has the
shortest payback. In simple terms it can be defined as the number of years required to
recover the cost of the investment.
Merits
Demerits
Examples :
Here the initial cost of investment is divided by the constant annual cash inflow as
defined above to get the payback period.
40,000
Payback period = ---------------- = 5 years
8,000
2. When the projected cash inflows are NOT EQUAL every year.
The initial cost of Rs.50,000 will be recovered between years 3 and 4. Therefore,
payback period will be 3 years plus a fraction of the 4th year. By the 3rd year, Rs.45,000
is recovered. The remaining Rs.5,000 would be recovered in the 4th year whose annual
inflow in Rs.25,000.
Therefore the fraction of the 4th Year needed to reach the cost would be :
5,000 1
=
25,000 5
1
∴ Payback Period = 3 -------- Years
5
An alternative way of expressing the payback period is the payback period Reciprocal
which is expressed as :
1
----------------------- x 100
Payback period
Merits
Demerits
• This method fails to distinguish the size of investment required for individual
projects. Competing investment proposals with the same accounting rate of
return may require different amounts of investment.
• It is biased against short term projects in the same way that payback is biased
against long term ones.
• Several concepts of investment are used for working out accounting rates of
return. Thus there is no full agreement on the proper measure of the term
investment. Thus different managers have different meanings when they refer to
accounting rate of return.
• The accounting rates of return does not indicate whether an investment should
be accepted or rejected, unless the rates of return is compared with the arbitrary
management target. It measures the return in relation to the outlay and does not
evaluate the absolute worth of the returns. Problems can arise in defining yearly
profits, which will depend. to a certain extent , on the accounting policies adopted
by the term which respect to such items as stock valuation, treatment of
depreciation, research and development etc.
Example
60,000
Average Annual Profit = ------------- = 12,000
5
12,000
∴ ARR = ----------- x 100 = 26.76 %
45,000
The objective of the firm is to create wealth by using existing and future resources to
produce goods and services. To create wealth, inflows must exceed the present value
of all anticipated cash outflows. Net present value is obtained by discounting all cash
outflows and inflows attributable to a capital investment project by a chosen percentage.
The method discounts the net cash flows from the investment by the minimum required
rate of return, and deducts the initial investment to give the yield from the funds
invested. If yield is positive the project is acceptable. If it is negative the project in
unable to pay for itself and is thus unacceptable. The exercise involved in calculating
the present value is known as 'Discounting' and the factors by which we have multiplied
the cash flows are known as the 'Discount Factors'. The discount factor is given by the
following expression:
1
(1 + r) n
Where
Merits
• It is based on the assumption that cash flows, and hence dividends, determine
share holders wealth.
• Cash flows are subjective than profits.
• It considers the time – value of money.
• It considers the total benefits arising out of proposals over its life-time.
• The future discount rate normally varies due to longer time span. This rate can be
applied in calculating the NPV by altering the denominator.
• This method is particularly useful for the selection of mutually exclusive projects.
( In mutually exclusive projects acceptance of one project tantamount to rejection
of the other project. )
• This method of project selection is instrumental in achieving the financial
objective. i.e., the maximization of the shareholders wealth.
Demerits
• This method is an absolute measure. When two projects are being considered,
this method will favour the project which has higher NPV.
• This method may not give satisfactory results when two projects having different
effective lives are being compared. Normally, the project with shorter economic
life is preferred, if other things are equal.
• This method emphasizes the comparison of net present value and disregards the
initial investment involved. Thus, this method may not give dependable results.
Example - 1 :
A firm can invest Rs.10,000/- in a project with a life of Three years. The projected cash
inflow are : Year-1 Rs. 4,000/-, Year-2 Rs.5,000/- and Year-3 Rs. 4,000/-.
Firstly the discount factors can be calculated based on Re.1 received in with `r' rate of
interest in 3 years.
1
(1 + r) n
1 1
Year – 1 = --------------------- = ---------- = 0.909
( 1 + 10 / 100 ) ( 1.10 )
1 1
Year – 2 = --------------------- = ---------- = 0.826
( 1 + 10 / 100 )2 ( 1.10 )2
1 1
Year – 3 = --------------------- = ---------- = 0.751
( 1 + 10 / 100 )3 ( 1.10 )3
Analysis : Since the net present value is positive, investment in the project can be
made.
Example - 2 :
The projects are mutually exclusive and the company is considering the question of
selecting one of the two projects. Cash flows have been worked out for both the projects
and the details are given below.
Project X has a life of 8 years and Project Y has a life of 6 years. Both will have zero
salvage value at the end of their operational lives. The company is already making
profits and its tax rate is 50%. The cost of Capital of the Company is 15%.
The company follows straight line method of depreciating assets. Advise the company
regarding the selection of the project.
Project – X
Net C. F. =
End of Cash Depreciation PBT Tax PAT PAT + Discount P. V.
year flow Depreciation Factor
1 25 15 10 5 5 20 0.870 17.40
2 35 15 20 10 10 25 0.756 18.90
3 45 15 30 15 15 30 0.658 19.74
4 65 15 50 25 25 40 0.572 22.88
5 65 15 50 25 25 40 0.497 19.88
6 55 15 40 20 20 35 0.432 15.12
7 35 15 20 10 10 25 0.375 9.40
8 15 15 - - - 15 0.327 4.91
P V of cash inflows 128.23
Less: Initial Investment 120.00
Net Present Value 8.23
Project – Y
Net C. F. =
End of Cash Depreciation PBT Tax PAT PAT + Discount P. V.
year flow Depreciation Factor
1 40 20 20 10 10 30 0.870 26.10
2 60 20 40 20 20 40 0.756 30.24
3 80 20 60 30 30 50 0.658 32.90
4 50 20 30 15 15 35 0.572 20.02
5 30 20 10 5 5 25 0.497 12.43
6 20 20 - - - 20 0.432 8.64
P V of cash inflows 130.33
Less: Initial Investment 120.00
Net Present Value 10.33
Internal rate of return (IRR) is a percentage discount rate used in capital investment
appraisals which brings the cost of a project and its future cash inflows into equality. It is
the rate of return which equates the present value of anticipated net cash flows with the
initial outlay. The IRR is also defined as the rate at which the net present value is zero.
The rate for computing IRR depends as bank lending rate or opportunity cost of funds to
invest which is often called as personal discounting rate or accounting rate. The test of
profitability of a project is the relationship between the IRR (%) of the project and the
minimum acceptable rate of return (%). The IRR can be stated in form of a ratio as
shown below :
Cash Inflows
-------------------- = 1
Cash Outflows
The IRR is to be obtained by trial and error method to ascertain the discount rate at
which the present values of total cash inflows will be equal to the present values of total
cash out flows. If the cash inflow is not uniform, then IRR will have to be calculated by
trial and error method. In order to have an approximate idea about such discounting
rate, it will be better to find out the 'factor'. The factor reflects the same relationship of
investment and cash inflows as in case of payback calculations.
F = I/C
F = Factor to be located.
Where, I = Original Investment
C = Average Cash Inflow per year.
In appraising the investment proposals, IRR is compared with the desired rate of return
or weighted average cost of capital, to ascertain whether the project can be accepted or
not. IRR is also called as 'cut off rate' for accepting the investment proposals.
The trial and error method for computing IRR when cash inflows are not even is
summarized, step by step, as follows:
Then,
( X2 – X1 ) ( Y1 – Y0 )
X0 = X1 + ---------------------------
( Y1 – Y2 )
Merits :
Demerits
• It does not use the concept of desired rate of return whereas it provides the
rate of return which is indicative of the profitability of investment proposal.
• It involves tedious calculations, based on trial and error method.
• It produces multiple rates which can be confusing.
• Projects selected based on higher IRR may not be profitable.
• Unless the life of the project can be accurately estimated, assessment of
cash flows cannot be correctly made.
• Single discount rate ignores the varying future interest rates.
Example:
Using the Internal rate of return method suggest which project is preferable.
The factor thus calculated will be located in table given at the end of the handout on the
line representing number of years corresponding to estimated useful life of the asset.
This would give the expected rate of return to be applied for discounting the cash
inflows the internal rate of return.
In case of Project A, the rate comes to 10% while in case of Project B it comes to 15%.
Project – A
The present value at 10% comes to Rs.11,272. The initial investment is Rs.11,000.
Internal rate of return may be taken approximately at 10%.
In case more exactness is required another trial rate which is slightly higher than 10%
(since at this rate the present value is more than initial investment ) may be taken.
Taking a rate of 12%, the following results would emerge:
The internal rate of return is thus more than 10% but less than 12%. The exact rate
may be calculated as follows :
P. V. Required 11,000
P. V. at 10 % 11,272 (+) 272
P. V. at 12 % 10,844 (-) 156
272
Actual IRR = 10 + ---------------------- x 2 = 11.27%
272 – (-156)
Project – B
Since present value at 15% comes only to Rs.8,662, a lower rate of discount should
be taken. Taking a rate of 10% the following will be the result.
The present value at 10% comes to Rs.10,067 which is more or less equal to the
initial investment Hence the internal rate of return may be taken as 10%.
P. V. Required 10,000
P. V. at 10% 10,067 (+) 67
P. V. at 15% 8,662 (-) 1,338
67
Actual IRR = 10 + ---------------------- x 5 = 10.24%
67 – (-1,338)
The relative ranking of projects, using the different DCF methods will be considered
initially in simple accept / reject situations. This will be extended later to a detailed
assessment of situations where a choice has to be made between two or more
alternatives. In simple accept / reject situations a firm is able to implement all projects
showing a return at or above the firms cost of capital. Both NPV and IRR would appear
to be equally valid in the sense that they will both lead to accept or reject the same
projects. Using NPV, all projects with a positive net present value, when discounted at
the firm's cost of capital, will be accepted. Using IRR all projects which yield an internal
rate of return in excess of the firms cost of capital will be chosen. Although IRR and
NPV lead to the same conclusion regarding project acceptability, the ranking of a set of
projects, obtained from IRR does not necessarily agree with that produced using NPV.
Since, in the latter case, the ranking may vary according to particular discount rate
used. The IRR measures only the quality of the investment while NPV takes into
account both the quality and the scale. This is because the IRR provides a relative
measure of value (% IRR) while the NPV provides an absolute measure (Rs. surplus).
The IRR would rank, for example, a 100% return on an investment of Re.l.considerably
higher than a 20% return on an investment of Rs.10 Lakhs, whereas the reverse would
be true using NPV (as long as the cost of capital is below 20%).
While one project may have a higher rate of profit per unit of capital invested than
another, if it has fewer units of capital invested in it, it may make a smaller contribution
to the wealth of the firm. Thus, if the objective is to maximize the firms wealth, then the
ranking of project NPVs provides the correct measure. If the objective is to maximize,
the rate of profitability per unit of capital invested, then RR would provide the correct
ranking of projects, but this objective could be achieved by rejecting all but the most
highly profitable projects. This is clearly unrealistic and therefore, one would conclude
that NPV ranking is correct and !RR unsatisfactory as a measure of relative project
value. When two investment proposals are mutually exclusive, both methods will give
contradictory results. When two mutually exclusive projects are not expected to have
the same life, NPV and IRR methods will give conflicting ranking.
Example
Year 0 1 2 3 4 5
Cash Flows
Project X ( 200 ) 35 80 90 75 20
Project Y ( 200 ) 218 10 10 4 3
Required :
Year 0 1 2 3 4 5
( 10 % ) 1 0.91 0.83 0.75 0.68 0.62
Discount Factors
( 20 % ) 1 0.83 0.69 0.58 0.48 0.41
NPV of Project X
Discount Discount
Discounted Discounted
Year Cash Flow Factors Factors @
Values Values
@ 10 % 20 %
0 (200) 1.00 (200) 1.00 (200)
1 35 0.91 31.85 0.83 29.05
2 80 0.83 66.40 0.69 55.20
3 90 0.75 67.50 0.58 52.20
4 75 0.68 51.00 0.48 36.00
5 20 0.62 12.40 0.41 8.20
NPV +29.15 -19.35
IRR of Project X
29.15
IRR = 10 + -------------------- x 10 = 16.01 %
29.15 + 19.35
NPV of Project Y
Discount Discount
Discounted Discounted
Year Cash Flow Factors Factors @
Values Values
@ 10 % 20 %
0 (200) 1.00 (200) 1.00 (200)
1 218 0.91 198.38 0.83 180.94
2 10 0.83 8.30 0.69 6.90
3 10 0.75 7.50 0.58 5.80
4 4 0.68 2.72 0.48 1.92
5 3 0.62 1.86 0.41 1.23
NPV +18.76 -3.21
IRR of Project Y
18.76
IRR = 10 +
-------------------- x 10 = 18.54 %
18.76 + 3.21
(b) Both the projects are acceptable because they generate the positive NPV at
the company's cost of capital at 10%. However , the company will have to
select Project X because it has a higher NPV. If the company follows IRR
method, then Project Y should be selected because of higher internal rate of
return (IRR). But when NPV and IRR give contradictory results , a project with
higher NPV is generally preferred because of higher return in absolute terms.
Hence, Project X should be selected.
(c) The inconsistency in the ranking of the projects arises because of the
difference in the pattern of cash flows. Project X's major cash flows occur
mainly in the middle three years, whereas Y generates the major cash flows
in the first year itself.
The profitability index (PI) is the present value of an anticipated future cash inflows
divided by the initial outlay. The only difference between the net present value method
and profitability index method is that when using the NPV technique the initial outlay is
deducted from the present value of anticipated cash inflows , whereas with the
profitability index approach the initial outlay is used as a divisor. in general terms, a
project is acceptable if its profitability index value is greater than 1. Clearly, a project
offering a profitability index greater than 1 must also offer a net present value which is
positive. When more than one project proposals are evaluated, for selection of one
among them, the project with higher profitability index will be selected. Mathematically.
PI (profitability index) can be expressed as follows : -
This method is also called 'cost – benefit ratio' or 'desirability ratio' method.
Example
Limitations
• Profitability Index can not be used in capital rationing problems where projects
are indivisible. Once a single large project with high NPV is selected, the
possibility of accepting several small projects which together may have higher
NPV than the single project , is excluded.
• Some times the project with lower profitability index may have to be selected if it
generates cashflows in the earlier years, which can be used for setting up of
another project to increase the overall NPV.
• All cash flows can be predicted with certainty so that a risk premium need not
be added to the discount rate in order to compensate for risk.
• The discount figures used can be calculated with great accuracy but when
they are applied to these future estimated cash flows, the resultant
calculation is only as accurate as the cash flows estimates.
Capital Rationing
• How to assign the available funds to the acceptable proposals which require
more funds than are available?
The answer to the first and second questions are given with reference to the capital
investment appraisal decisions made by the top management. The third question is
answered with specific reference to the appraisal of investment decisions from the
angle of capital rationing.
The following are the steps to be adopted for solving the problem under this
situation:
(b) Rank the projects on the basis of the profitability index calculated in (a)
above.
Example
NPV
Required Initial
Project The appropriate
Capital
Cost of Capital
A 1,00,000 20,000
B 3,00,000 35,000
C 50,000 16,000
D 2,00,000 25,000
E 1,00,000 30,000
* (Rs.2,00,000 x 1 / 4)
The following steps to be followed for solving the problem under this situation.
(a) Construct a table showing the feasible combinations of the project (whose
aggregate of initial outlay does not exceed the fund available for investment).
(b) Choose the combination whose aggregate NPV is maximum and consider it
as the optimal project mix.
Example
Using the same data as used in the previous illustration, determine the optimal
project mix on the basis of the assumption that the projects are indivisible.
Problem – 1.
The initial investment for a project is Rs.15,000/- The annual cash flow due to the
project are as given below :
Year 1 2 3 4 5 6 7
Cash flow (in Rs.) 4000 2000 4000 3000 2000 1000 2000
If the cost of capital is 10% p.a., what is the net present value of the project ?
Solution :
Problem – 2.
The management of the Play Toy Factory, a manufacturer of toys in New Delhi, is
considering the introduction of a new type of a toy-remote control motorbike. In the
past, the management has been quite conservative in making investments in new
product and consider this project quite a risky one. The management feels that the
normally used required rate of return of 10% is not proper in this case and instead,
a return of 16% is expected on this project.
The project, requiring an outlay of Rs.1,50,000 has the following expected returns
over its estimated life of 6 years.
Year 1 2 3 4 5 6
Cash Flow (‘000 Rs.) 30 30 50 60 40 25
Solution :
Problem – 3.
The initial outlay of the project is Rs.45,000/- with a salvage value of Rs.10,000/-. If
the cost of capital is 10%, find the Net Present Value (NPV) of the project and
hence determine whether it is worth taking up the project or not.
Solution :
Now since in the 8th year i.e. last year of the project, there will be sale of capital
asset which will generate Rs. 10,000/- at extra flow of cash.
So net cash flow for 8th year will be 4,000 + 10,000/- = 14,000/-
Problem – 4.
Consider two projects A and B with the following cash flow streams.
Year 0 1 2 3 4
Project A 1,00,000 28,000 35,000 41,000 45,000
Project B 1,80,000 65,000 65,000 65,000 65,000
Assuming discount rate as 10% per annum, and both projects are equally risky, which
projects would you accept if you have to choose only one project between the two ?
Justify your answer.
Solution :
Project - A Project - B
PV Factor
Year Cash Flow PV of Cash Cash Flow PV of Cash
@ 10 %
( Rs ) Flow ( Rs ) Flow
0 1.000 -100,000 -100,000 -180,000 -180,000
1 0.909 28,000 25,452 65,000 59,085
2 0.826 35,000 28,910 65,000 53,690
3 0.751 41,000 30,791 65,000 48,815
4 0.683 45,000 30,735 65,000 44,395
NPV 15,888 NPV 25,985
Justification
Project A Project B
PV 1,15,888 2,06,050
Investment 1,00,000 1,80,000
PV 1,15,888 2,06,050
Profitability = ---- = ------------ ------------
Index ( PI ) I 1,00,000 1,80,000
PI = 1.16 1.14
Problem – 5.
Solution :
Project - A Project - B
PV Factor
Year Cash Flow PV of Cash Cash Flow PV of Cash
@ 10 %
( Rs ) Flow ( Rs ) Flow
0 1.000 -300,000 -300,000 -340,000 -340,000
1 0.909 150,000 136,350 100,000 90,900
2 0.826 150,000 123,900 100,000 82,600
3 0.751 150,000 112,650 100,000 75,100
4 0.683 100,000 68,300
5 0.621 100,000 62,100
6 0.564 100,000 56,400
NPV 72,900 NPV 95,400
Problem – 6.
Rank these projects on the basis of NPV, if the cost of capital s 15% per annum.
Solution :
PV of
Initial Annual PV Factor
RANK
RANK
Life in Cash NPV = PI =
Projects Investme Cash 15 %
Years Flow ( PV - I ) ( PV / I )
nt ( I ) Flow ( Cumulative )
( PV )
W 8 16,000 4,000 4.487 17,948 1,948 3 1.12 3
X 3 6,000 3,500 2.283 7,991 1,991 2 1.33 2
Y 5 12,000 4,000 3.352 13,408 1,408 4 1.12 4
Z 6 8,000 3,000 3.784 11,352 3,352 1 1.42 1
Problem – 7.
One of the two machines A and B is to be purchase. From the following information,
find out which of the two will be more profitable ?
Machine A Machine B
( Rs. ) ( Rs. )
Cost of Machine Life Rs. 50,000 Rs. 80,000
Earning before Tax 4 Years 6 Years
1 10,000 8,000
2 15,000 14,000
3 20,000 25,000
4 15,000 30,000
5 - 18,000
6 - 13,000
Answer
ARR
A 1.875 %
B 2.33 % ( Machine B is Profitable )
Payback
Solution :
Project - A Project - B
PV
PV of
Year Factor @ Cash Flow Cash Flow PV of
Cash
8% ( Rs ) ( Rs ) Cash Flow
Flow
0 1.000 -50,000 -50,000 -80,000 -80,000
1 0.926 10,000 9,260 8,000 7,408
2 0.857 15,000 12,855 14,000 11,998
3 0.794 20,000 15,880 25,000 19,850
4 0.735 15,000 11,025 30,000 22,050
5 0.681 18,000 12,258
6 0.630 13,000 8,190
NPV -980 NPV 1,754
Project A Project B
PV 49,020 81,754
Investment 50,000 80,000
PV 49,020 81,754
Profitability = ---- = ------------ ------------
Index ( PI ) I 50,000 80,000
PI = 0.98 1.02
Problem – 8.
A company whose cost of capital is 12% is considering two projects A and B. The
following data are available.
Project Project
A B
Rs. Rs.
Investments 1,40,000 1,40,000
Cash Flows :
Year 1 20,000 1,00,000
2 40,000 80,000
3 60,000 40,000
4 1,00,000 20,000
5 1,10,000 20,000
Year 1 2 3 4 5
P. V. .9 .8 .7 .6 .55
Answer
a) Payback :
1
A 3 ------ years
5
1
B 1 ------ years
2
Project B is Profitable.
Solution :
For Project :.
20,000 1 1
A ------------- = ------ that is 3 ------
1,00,000 5 5
40,000 1 1
B ------------- = ------ that is 1 ------
80,000 2 2
b) By NPV Method
Project - A Project - B
PV
PV of
Year Factor @ Cash Flow Cash Flow PV of
Cash
12 % ( Rs ) ( Rs ) Cash Flow
Flow
0 1.000 -140,000 -140,000 -140,000 -140,000
1 0.900 20,000 18,000 100,000 90,000
2 0.800 40,000 32,000 80,000 64,000
3 0.700 60,000 42,000 40,000 28,000
4 0.600 100,000 60,000 20,000 12,000
5 0.550 110,000 60,500 20,000 11,000
NPV 72,500 NPV 65,000
c) By PI Method
Project A Project B
PV 2,12,500 2,05,000
Investment 1,40,000 1,40,000
PV 2,12,500 2,05,000
Profitability = ---- = --------------- ---------------
Index ( PI ) I 1,40,000 1,40,000
PI = 1.517 1.464
Problem – 9.
A Company has an investment opportunity costing Rs. 40,000 with the following
expected net cash flow after tax but before depreciation.
Answers :
Solution :
5,000
------------- = 0.625
8,000 So multiply this by 12,
b) NPV Method.
Cash Flow PV @ 10 % PV @ 15 %
PV Factor of Cash PV Factor of Cash
Year ( Rs ) @ 10 % Flow @ 15 % Flow
0 -40,000 1.000 -40,000 1.000 -40,000
1 7,000 0.909 6,363 0.870 6,090
2 7,000 0.826 5,782 0.756 5,292
3 7,000 0.751 5,257 0.658 4,606
4 7,000 0.683 4,781 0.572 4,004
5 7,000 0.621 4,347 0.497 3,479
6 8,000 0.564 4,512 0.432 3,456
7 10,000 0.513 5,130 0.376 3,760
8 15,000 0.467 7,005 0.324 4,860
9 10,000 0.424 4,240 0.284 2,840
10 4,000 0.386 1,544 0.247 988
NPV 8,961 NPV -625
c) By PI Method
@ 10 % @ 15 %
PV 48,961 39,375
Investment 40,000 40,000
PV 48,961 39,375
Profitability = ---- = --------------- ---------
Index ( PI ) I 40,000 40,000
PI = 1.224 0.984
d) IRR Method
8961
IRR = 10 + ------------------ x 5 = 14.67 %
8961 + 625
Problem – 10.
Year 0 1 2 3 4 5
Cash Flows $ ( 31,000 ) 10,000 20,000 10,000 10,000 5,000
Problem – 11.
A company is considering two mutually exclusive projects. Both require an initial cash
out-lay of Rs.10,000 each, and have a life of five years. The company's required rate of
return is 10 percent and pays tax at a 50 percent rate. The projects will be depreciated
on a straight line basis. The before taxes cash flows expected to be generated by the
projects are as follows :
Problem – 12.
A company with a 10% cost of funds & limited investment of Rs.160 lakhs is evaluating
the desirability of several investment proposals.
Problem – 13.
A company with 12% cost of funds and limited investment fund of Rs.4,00,000 is
evaluating the desirability of several investment proposals.
(i) Rank the projects according to the profitability index and NPV method.
(ii) Determine optimal investment package.
(iii) Which projects should be chosen if investment limit is raised to Rs.5,00,000?
Note : - The following is an extract from table for the 'Present Value Factor' for an
annuity.
Years 1 2 3 4 5 6 7 8 9 10
12% 0.893 1.690 2.402 3.037 3.605 4.111 4.564 4.968 5.328 5.650
Solution :
PV of
Initial Annual PV Factor
RANK
RANK
Life in Cash NPV = PI =
Projects Investment ( Cash 12 %
Years Flow ( PV - I ) ( PV / I )
I) Flow ( Cumulative )
( PV )
A 2 300,000 187,600 1.690 317,044 17,044 4 1.06 5
B 5 200,000 66,000 3.605 237,930 37,930 3 1.19 3
C 3 200,000 100,000 2.402 240,200 40,200 2 1.20 2
D 9 100,000 20,000 5.328 106,560 6,560 5 1.07 4
E 10 300,000 66,000 5.650 372,900 72,900 1 1.24 1
If 4,00,000 would have been available then, we would have taken E & D projects
Lecture – XIV.
Remember :
a. Fixed Assets.
b. Net working Capital
c. Costs
d. Depreciation
e. Tax
g. Initial Outlay
h. Net Cash flow ( For First Year )
Problem – 14.
“Futura Limited” is considering a capital project about which the following information is
available,
(i) The investment outlay on the project will be Rs.200 million. This consists of
Rs.150 million on the plant and machinery and Rs.50 million on net working
capital. The entire outlay will be incurred in the beginning.
(ii) The life of the project is expected to be 5 years. At the end of 5 years, fixed
assets will fetch a net salvage of Rs.48 million whereas the net working capital
will be liquidated at its book value.
(iii) The project is expected to generate the revenue of the firm by Rs.250 million per
year. The increase in costs on account of the project is expected to be Rs.100
million per year. (This includes all items on cost other than depreciation, interest
and tax). The tax rate is 30%.
(iv) Plant and machinery will be depreciated at the rate of 25% per year as per the
written down method.
Estimate the post-tax cash flows of the project, assuming cost of capital 12%.
Solution :
Problem – 15.
(a) The investment outlay on the project will be Rs.400 lakhs. This consists of
Rs.300 lakhs on the plant and machinery and Rs.100 lakhs on net working
capital. The entire outlay will be incurred at the beginning of the project.
(b) The life of the project is expected to be 5 years, fixed assets will fetch a net
salvage value of Rs.96 lakhs where as net working capital will be liquidated at its
book value.
(c) The project is expected to increase the revenue of the firm by Rs.440 lakhs per
year. The increase in costs on account of the project is expected to be Rs.250
lakhs per year (This includes all items of cost other than depreciation , interest
and tax). The tax rate is 30%.
(d) Plant and machinery will be depreciated at the rate of 20% per year as per the
written down value method
(e) Cost of capital 10%
Using Net Present Value (NPV) method, determine whether the company should
undertake the above proposal or not:
Year 1 2 3 4 5 6 7
Present value at 10% 0.909 0.826 0.751 0.683 0.621 0.564 0.513
Solution :
Problem – 16.
(i) The initial outlay of the project would be Rs.50 Lakhs with a salvage value of
Rs.5 Lakhs.
(ii) The cost of capital is 12%.
(iii) The working capital required would be Rs.4 Lakhs which will be liquidated at the
book value when the project is terminated.
(iv) The life of the project is 6 years
(v) The yearly cost is Rs.12 Lakhs which exclude depreciation and tax.
(vi) The revenue generated in the first year is Rs.24 Lakhs which will increase by
Rs.4 Lakhs every year.
(vii) The depreciation will be charged as per the written down value method and the
rate is 25%.
(viii) The income tax rate is 40%.
Solution :
Note :
Problem – 17.
XYZ ENTER PRISE is contemplating a new investment project for which they are
considering the following information.
(a) Total cash outflow of the project will be Rs.10 crores, which consists of Rs.6
crores on plant and machinery and Rs.4 crores on gross working capital. The
entire outflow will be incurred at the beginning of the project.
(b) Project has a life of 5 years at the end of 5 years, plant and equipment would
fetch a salvage value of Rs.2 crores. Working capital will be liquidated at end of 5
years which will be equal to its book value (Rs.4 crores)
(c) The project will entail incremental revenues for the firm to the tune of Rs.8 crores
per annum, the incremental expenses on account of the project will be Rs.4
crores per annum, which includes all items of expenses excluding depreciation
and taxes.
(f) Depreciation is charged at 33.33% on the basis of Written Down Value Method.
(g) Help the enterprise, whether it should undertake the project or not on the basis of
NPV criterion.
Solution :
Solution :
Problem – 18.
(i) The investment outlay of the project will be Rs.100 million. This consists of Rs.80
million on plant and machinery and Rs.20 million on net working capital. The
entire outlay will be incurred at the beginning of the project
(ii) The project will be financed with Rs.45 million of equity capital, Rs.5 million of
preference capital and Rs.50 million of debt capital. Preference capital will carry a
dividend rate of 15%, debt capital will carry an interest 15%.
(iii) The life of the project is expected to be 5 years. At the end of 5 years, fixed
assets will fetch a net salvage value of Rs.30 million whereas net working capital
will be liquidated at its book value.
(iv) The project is expected to increase the revenue of the firm by Rs.120 million per
year. The increase in cost on account of the project is expected to be Rs.80
million per year (This includes all items of cost other than depreciation, interest
and tax). The effective tax rate will be 30%.
(v) Plant and machinery will be depreciated at the rate of 25% per year as per the
written down value method. Hence the depreciation charges will be:
Problem – 19.
(i) Initial project outlay is Rs.200 lakhs. The finance structure is Working Capital
Loan Rs.20 lakhs, Term Loan Rs.100 lakhs and equity Rs.8 lakhs. The assets
structure is land Rs.5 lakhs, building Rs.55 lakhs and machinery Rs.120 lakhs
and current liabilities Rs.20 lakhs.
(ii) Term loan is repaid in 20 equal quarterly instalments as principal repayment.
Interest will be 20% p.a. The first instalment is due after 2 years.
(iii) The three products P,S and K manufactured have a capacity of 30,000 units
each per year. The selling prices are Rs.250, Rs.190 and Rs.130 respectively.
(iv) Working Capital remains unchanged for all 3 years and carries rate of interest of
12% p.a.
(v) Operating cost is 55% of sales revenue. The capacity utilization is 80% first year,
90% second year and 100% third year.
(vi) Depreciation is charged on fixed assets 20% p.a. on Written Down Value
method.
Solution :
Notes :
Calculation of Revenues
Year – 1
Year – 2
Year – 3
Sr No Particulars 0 1 2 3
1 Fixed Assets -180.00
2 Net working Captial -20.00
3 Revenues 136.80 153.90 171.00
Cost
4 ( Other than Deprication & Tax ) -75.24 -84.65 -94.05
5 Depriciation -36.00 -28.80 -23.04
6 PBT (3) - (4) - (5) 25.56 40.45 53.91
7 Tax -7.67 -12.14 -16.17
8 PAT (6) - (7) 17.89 28.32 37.74
Net Salvage
9 Value of FA 0.00
10 Recovery of Net working Capital 0.00
11 Initial Outlay -200.00
Operating (8) + (5)
12 Cash Flows 53.89 57.12 60.78
Terminal
13 Cash Flows (9) + (10) 0.00
Net Cash Flows
14 (11) + (12) + (13) -200.00 53.89 57.12 60.78
15 PV Factor 1.000 0.909 0.826 0.621
PV of Cash Flow
16 (15) * (16) -200.00 48.99 47.18 37.74
NPV
17 (14) - (17) 4.90 9.94 23.03
Problem – 20.
Discount Years
Factor 0 1 2 3 4 5 6 7
12% 1.000 0.8929 0.7972 0.7118 0.6355 0.5674 0.5066 0.4523
25% 1.000 0.8000 0.6400 0.5120 0.4096 0.3277 0.2621 0.2097
40% 1.000 0.7143 0.5102 0.3644 0.2603 0.1859 0.1328 0.0949
Solution :
Notes :
1 25 % of 100 = 25 100 – 25 = 75
2 25 % of 75 = 18.75 75 – 18.75 = 56.25
3 25 % of 56.25 = 14.06 56.25 – 14.06 = 42.18
4 25 % of 42.18 = 10.55 42.18 – 10.55 = 31.63
5 25 % of 31.63 = 7.91
Sr
Particulars 0 1 2 3 4 5
No
1 Fixed Assets -100.00
2 Net working Captial -40.00
3 Revenues 120.00 120.00 120.00 120.00 120.00
Cost
4 ( Other than Deprication & Tax ) -60.00 -75.00 -75.00 -75.00 -75.00 -75.00
5 Depriciation -25.00 -18.75 -14.06 -10.55 -7.91
6 PBT (3) - (4) - (5) 20.00 26.25 30.94 34.45 37.09
7 Tax -8.00 -10.50 -12.38 -13.78 -14.84
8 PAT (6) - (7) 12.00 15.75 18.56 20.67 22.25
Net Salvage
9 Value of FA
10 Recovery of Net working Capital
11 Initial Outlay -140.00
Operating (8) + (5)
12 Cash Flows 37.00 34.50 32.62 31.22 30.16
Terminal
13 Cash Flows (9) + (10) 0.00 0.00
Net Cash Flows
14 (11) + (12) + (13) -140.00 37.00 34.50 32.62 31.22 30.16
15 PV Factor 1.0000 0.8929 0.7972 0.7118 0.6355 0.5674
PV of Cash Flow
16 (15) * (16) -140.00 33.04 27.50 23.22 19.84 17.12
NPV
17 (14) - (17) 3.96 7.00 9.40 11.38 13.05
Network Technique
There are two techniques AOA ( Activity on Arrow ) by which activity can be shown
as below :
A
1 2
5
There is another Method AON ( Activity on Node ) where the activity can be shown
as below :
A/5
Where A is the Activity and 5 is the duration. This method is also known as
“Precedence Diagram”.
A B
1 2 3
5 6
A/5 B/6
Example -1 :
A B C D E F G H
- A A A B C D E,F,G
3
B E
A C F H
1 2 4 7
6
D
G
B E
A C F H
D G
Example - 2
A B C D E F G H
- - A A B D.E C F,G
4
C
G
2
A D
F H
5 6 7
1 E
B
C G
A D F H End
Start
B E
Example - 3
A B C D E F
- A A B C D
( Dangler )
D
3 5
B
A F
1 2
C
E
4 6
B D C
Start A End
E
C
Example - 4
A B C D E F
- A B B C D,E
3 5 4 8 7 6 12
12
0 8 8
4
0 3 8 C
A 4 19 25
B E 7
1 2 3
3 5 19
D 25
4 E
5 6
6
EST EFT
Activity
Duration
0
LST
LFT
8 12 12 19
C/4 E/7
8 0 12 12 0 19
3 8
0 3
A/3 B/5 19 25
0 0 3 0 8
F/6
3
19 25
5 13
D/8
11 3 19
Example – 5.
A B C D E F G
- - B B B E A,D,C
4 5 6 3 8 11 4
( Dummy )
11
0
20
0
A 4
1
4
24
C G
B D1
5 6 4 24
D 6
5 2 3
3
5
E 8 20 F
8
11
5 13 13
0 4
A/4
16 20
5 11
0 0
C/6 11 15
Start
14 20 G/4
0 0
0 5 5 8 20 24
D/3 26 24
B/5
END
0 17 20
5
5 13 24 24
13 24
F/11
E/8
5 13 13 24
Prepared by – Vinayanand Rele
Page 329 of 380 24/11/2008
Project Management
The two approaches used to develop project networks are known as activity on node
(AON) and activity on arrow (AOA). Both methods use two building blocks the arrow and
the node. Their names derive from the fact that the former uses a node to depict an
activity, while the second uses an arrow to depict an activity.
The following eight rules apply in general when developing a project network:
The wide availability of personal computes and graphics programs has served as an
impetus for use of the activity on node (AON) method (sometimes called the
precedence diagram method). Figure 1 shows a few typical uses of building blocks for
the AON network construction. An activity is represented by a node (box). The node can
take many forms, but in recent years the node represented as a rectangle (box) has
dominated. The dependencies among activities are depicted by arrows between the
rectangles (boxes) on the AON network. The arrows indicate how the activities are
related and the sequence in which things must be accomplished. The length and slope
of the arrow are arbitrary and set for convenience of drawing the network. The letters in
the boxes server here to identify the activities while you learn the fundamentals of
network construction and analysis. In practice, activities have identification numbers and
descriptions.
There are three basic relationships that must be established for activities included in a
project network. The relationships can be found by answering the following three
questions for each activity.
(i)
A is preceded by nothing
B is preceded by A
C is preceded by B
(ii)
(iii)
but
(iv)
Z is preceded by X and Y
AA is preceded by X ad Y
Above (i) is analogous to a list of things to do where you complete the task at the top of
the list first and then move to the second task, etc. This figure tells the projects manager
that activity A must be completed before activity B can begin, and activity B must be
completed before activity C can begin.
Above (ii) tells us that activities Y and Z cannot begin until activity X is completed. This
figure also indicates that activities Y and Z can occur concurrently or simultaneously if
the project manager wishes: however, it is not a necessary condition. For example,
pouring concrete driveway (activity Y) can take place while landscape planting
(activityZ) is being accomplished, but land clearing (activity X) must be completed
before activities Y and Z can start. Activities Y and Z are considered parallel activities.
Parallel paths allow concurrent effort, which may shorten time to do a series of activities.
Activity X is sometimes referred to as a burst activity because more than one arrow
bursts from the node. The number of arrows indicates how many activities immediately
follow activity X.
Above (iii) shows us activities, J, K and L can occur simultaneously if desired and
activity M cannot begin until activities J, K and L are completed. Activities J, K and L are
parallel activities. Activity M is called a merge activity because more than one activity
must be completed before M can begin. Activity M could also be called a milestone.
And in (iv), activities X and Yare parallel activities that can take place at the same time,
activities Z and AA are also parallel activities. But activities Z and AA can not begin until
activities X and Yare both completed.
Remember, the arrows can cross over each other (e.g. (iv above)), be bent, or be of any
length or slope. Neatness is not a criterion for a valid, useful network - only accurate
inclusion of all projects activities, their dependencies, and time estimates. Information
for a simplified project network is given in Table 1. This project represents a new
business center that is to be developed and the work and services the county
engineering design department must provide as it coordinates with other groups '- such
as the business center owners and contractors.
AON Method
Advantages :
Disadvantages :
AOA Method
Advantages :
Disadvantages :
In AOA networks, dummy activities meet two needs. First, when two parallel activities
have the same start and end nodes, a dummy must be inserted to give each activity a
unique identification number. Next, dummy activities can be used to clarify dependency
relationships. Dummy activities are very useful when activity dependencies are far apart
on the network. The major advantage of the AOA method is the avoidance of having to
list all the predecessor and successor activities for each activity in the network so
activity sequence and dependency can be traced when a network is not available or
shows incomplete information. Computer output is reduced many fold.
The method of showing relationships among activities discussed earlier is called the
Finish -to Start relationship because it assumes all immediate preceding connected
activities must be completed before the next activity can begin. In an effort to come
closer to the realities of projects, some useful extensions have been added. Te use of
laddering was the first obvious extension practitioners found very useful.
Laddering
The assumption that all immediate preceding activities must be 100 percent complete is
too restrictive for some situations found in practice. This restriction occurs most
frequently when one activity overlaps the start of another and has a long duration.
Under the standard Finish - to- Start relationship, when an activity has a long duration
and will delay the start of an activity immediately following it, the activity can be broken
into segments and the network drawn using a Laddering approach so that the following
activity can begin sooner and not delay the work.
The trench must be dug, pipe laid and the trench refilled. If the pipeline is one mile long,
it is not necessary to dig one mile of trench before the laying of pipe can begin or to lay
one mile of pipe before refill can begin.
Figure below shows how these overlapping might appear in an AON network using the
standard Finish - to - Start approach
Use of Lags :
The use of lags has been developed to offer greater flexibility in network construction. A
lag is the minimum amount of time a dependent activity must be delayed to begin or to
end. The use of lags in project networks occurs for two primary reasons.
(1) When activities of long duration delay the start or finish of successor activities,
the network designer normally breaks the activity into smaller activities to avoid
the long delay of the successor activity. Use of lags can avoid such delays and
reduce network detail.
(2) Lags can be used to constrain the start and finish of an activity.
Examples:
A lag is positive and indicates the number of time periods that must pass before the
succeeding activity can start. E.g. a lag of +5 placed on a finish - to - start link means
that activity B can start five time units after activity A has ended.
A lag is positive and indicates the number of time periods that must pass before the
succeeding activity can start. E.g. a lag of +5 placed on a finish - to - start link means
that activity B can start five time units after activity A has ended.
The most commonly used relationship extensions are Start - to - Start, Finish - to -
Finish and the combination of these two.
The arrowhead on the line indicates the direction of flow and thus the precedence.
Activity B is A's successor. The logical link shown here is called a "Finish - to - Start link,
as it connects the finish of activity A to the start of activity B. This means that activity B
can not start unless activity A has ended.
There are situations in which the next activity in a sequence must be delayed even
when the preceding activity is complete.
Lag - 2
Finish - to - start lags are frequently used when ordering materials. For example, it may
take 1 day to place orders but take 19 days to receive the goods. The use of finish - to -
start allows the activity duration to be 1 day and the lag 19 days. This approach ensures
the activity cost is tied to placing the order only rather than charging the activity for 20
days of work.
Typical Start - to - Start relationships are shows in figure below. Figure - A shows the
start - to start relation with zero lag, while figure - B shows the same relationship with a
lag of 4 time units.
It is important to note that the relationship may be used with or without lag. If time is
assigned, it is usually shown on the dependency arrow of an AON network.
Figure A below shows that activities M and N can start at the same time.
In figure B, activity Q cannot begin until five units after activity P begins. This type of
relationship typically depicts a situation in which you can perform a portion of one
activity and begin a following activity before completing the first. This relationship can be
used on the pipe-laying project. Figure C shows the project using an AON network. The
Start - to - Start relationship reduces network detail and project delays by using lag
relationship.
e.g. in place of a finish - to start activity "design house, then build foundation", a start -
to - start relationship could be used in which the foundation can be started, say, five
days (lag) after design has started - the design of the foundation is the first part of the
total design activity.
EXAMPLE
The network described in the activity sequencing table above and shown as the network
diagram will be used to illustrate the network calculations. The network calculations will
result in a number of values being determined for each activity. All the values need to be
recorded on the diagram or in a table. If recorded in the network diagram, the values are
attached to the activity as follows :
EST EFT
Activity
Duration
0
Float
LST
LFT
Where,
The early start time ( EST ) for an activity is the earliest time that an activity can start
given that all its predecessor activities have been completed. The EST for an activity
having no predecessor is always set to 0. The early finish time ( EFT ) of an activity is
the earliest time that an activity can be completed. It is equal to the EST Plus its
estimated duration.
The EST time of an activity that have one predecessor is the EFT of the predecessor.
The EST of an activity that has two or more predecessor is the greatest of the EFT of all
its predecessors. To calculate these ties, work forward through the network –
performing a forward pass.
The late start (LST) time and late Finish time ( LFT ) of an activity are the latest times at
which an activity can start (LST) or be completed (LFT) without affecting the project
duration. The LST of an activity is equal to its LFT minus its estimated duration. The
LFT of an activity that has only one successor is the LST of the successor. The LFT of
an activity having two or more successor is the least of the LS of all successor. To
calculate these times, work backwards through the network performing a backward
pass.
1. Set the EST of the first activity in the network to 0 and its EFT equal to the
activity duration.
2. Then for each other activity in the network calculate its EST as the greatest of
the EFT of all its predecessor activities. Calculate each activity’s EFT as its EST
plus duration.
After performing the forward pass, the network now looks as shown below :
1. First set the LFT of the last activity in the network to EFT of that activity.
Calculate its LST as its LFT minus the activity duration.
2. Then for each other activity in the network calculate its LFT as the least of the
LST of all the activities for which it is the predecessor. Calculate each activity’s
LST as its LFT minus duration.
After performing the Backword pass, the network now looks as shown below :
The resulting network diagram indicates the various paths through the project network
logic, the relationship between the various activities and paths through the network and
provides information on time duration – all of which are necessary to determine the
critical path.
Exercise – 1.
Activity Predecessor
A None
B None
C A,B
D A,B
E A,B
F C,D
G E
H F
I F,G
Exercise – 2.
Activity Predecessor
A None
B None
C None
D A,B
E B,C
F D,E
G F
H F
I G
J H,I
Exercise – 3.
Activity Predecessor
A None
B A
C A
D A
E B
F B
G C
H D
I F,G
J E,I,H
Prepared by – Vinayanand Rele
Page 345 of 380 24/11/2008
Project Management
Project Characteristics
Stakeholders
4. Implementation Phase.
Project Management
“The application of knowledge, skills, tools and techniques to project activities in order to
meet or exceed stakeholders needs and expectations from a Project”. Meeting or
exceeding stakeholders needs and expectations involves balancing competing
demands among :
2. Project Scope Management : means ensuring that the project includes all the
work required and only the work required, to complete the project successfully. It
covers scope initiation, planning, definition, verification and change control.
3. Project Time Management : includes the decision and required to ensure timely
completion of the project, such as activity definition, sequencing, duration
estimating, schedule development and control.
4. Project Cost management : refers to the process required to ensure that the
project is completed within the approved budget – resource planning, cost
estimating, cost budgeting and control
5. Project Quality requirement : means the processes required to ensure that the
project that the project will satisfy the needs for which it was undertaken. It
covers quality planning, assurance and control.
6. Project Human Resource management : is making the most effective use of the
people involved with the project. It includes organizational planning, staff
acquisition and team development.
(i) Idea generation, analysis & finalization of one or more ideas for implementation,
(ii) Preparation of feasibility reports for various projects ( ideas), working out facilities
& finance requirements, benefits & long-term viability as well as profitability.
(iii) Identification of partners needed.
(iv) Technology requirements.
(v) Organisational requirements.
(vi) Probable sites & building requirements.
(vii) Commercial aspects.
(viii) Environmental effects & action required.
(ix) Govt. concessions available etc.
After finally getting the Feasibility report approved by the concerned authorities- as the
case may be, further actions required will be: -
This will deal with all the aspects of the project in details namely.
APPROVAL OF DPR.
A Thorough study & scrutiny will be made of the DPR by the TOP management &
finance experts. If it requires clearance by specific Govt. Agencies, then a copy will be
sent to them for obtaining c1earance- Such as, from factory inspector, environment
dept., fire fighting dept., industries dept., municipality etc.
3. Justification for the Project : The justification for the Project is based on
technical organizational, marketing, financial, economic and environmental
appraisal of the project.
5. Salient Features of the Project : The salient features descried included, foreign
exchange requirement and contribution, estimated sales revenue, estimated
production cost, expected return on investment, social cost and benefits, extent
of public participation, role of government, participation of non-governmental
organizations, etc.
6. Project Organization : Regarding the project organization and its personnel, the
details regarding organization chart, line of control, authority-responsibility
structure, extent of delegation, mechanism for monitoring and follow up, project
control mechanism, etc. are given.
Project Results :
Introduction
Most of the project owners use the services of a consultant - An individual consultant or
a consulting firm or a captive consulting organization throughout the project duration.
Even when the owner has a competent project team, a consultant may be appointed for
the following reasons.
a) The functional experts of various departments who are also the members of the
project team will have many other parallel responsibilities which are bound to
divert their attention from the project.
b) A multi-disciplinary consultant's deep knowledge, rich experience and
concentrated attention to all important aspects of a project will, no doubt, boost
its efficiency, justifying the consultancy cost.
c) An independent consultant will view all matters in an unbiased manner.
Consultant's Role
• Pre-Investment investigation
• Preparation of feasibility report
• Preparation of detailed project report
• Preparation of project specifications & tender documents
• Giving advice on problems.
He shall play the roles of a planner, an organizer, and effective co-ordinator, an advisor
in decision making, a counselor in overcoming the usual resistance to change and a
multidisciplinary management guide, committed to the client's success and profitability.
His role can further be increased to macro and micro- level planning of various activities
such as defining project scope, organizing project team, assisting in procurement of
critical equipments, scheduling & process chasing. Supply of technology or design is
optional.
Types of Consultants
Domestic Consultant :
i) Cost
ii) Short - Listing
iii) Final selection
iv) Negotiations on terms & conditions
v) Appointment ( Decide type)
Introduction
In case of commercial projects, the real justification for the project comes from the
economic viability. Accordingly, a project should be capable of producing an adequate
return on the investment and the rate of return should be higher than the cost of funds
or the required rate of return. A project is doomed to fail without economic viability.
The object of economic appraisal of a project is to analyse the aspects of cost of funds
and ROI over the life of the project and to determine whether the project shall be able to
give adequate ROI or not.
Scope
This specifies the requirement of funds for the project to begin with. It includes
the expenditure on design, survey, consultancy, land, plant & machinery, building
etc. & Minimum working capital, contingency etc.
Some times the project is taken in phases. In such cases, subsequent investment
has to be provided for
This is determined by the stage upto which the project is expected to produce
positive cash flows and income flows. In other words, the project should produce
adequate ROI to justify its continuance on economic consideration.
At the end of economic life, different assets, belonging to the project, when
scrapped & disposed off, are expected to realize some value for the project.
These are generated from the sales revenue after deducting production cost and
overheads.
(f) Depreciation :
Depreciation is charged with the object of distributing the cost of fixed assets
over their entire useful life. However, since it does not involve cash out flow, it is
added to the earning after interest and tax to determine the net cash inflow/ out
flow.
g) Rate of Tax :
Tax is charged by the state on profit and also on other earnings of the business
enterprise. This affects the surplus available for payment as dividend and also
results in outflow of cash.
h) Cost of Funds :
Funds required for a project are generally loans from bank or other sources,
which have got a cost. Cost of funds forms the basis for determining the present
value of inflows and the net present value of the project.
i) Opportunity cost :
The Opportunity cost of funds invested in a project is the expected return from
the alternative investment or the opportunity of investment foregone by the
investors while making investment in the project. The expected ROI, should be
higher than opportunity cost.
PROJECT RISK
What is Risk ?
A risk is any uncertain event, if it occurs, could prevent the project realizing the
expectations of the stakeholders as stated in the agreed business case, project brief or
agreed definition. A risk that becomes reality is trended as an "Issue".
A Risk always has a cause and, if it occurs, a consequence, Risk can have negative or
positive consequences, success is dependent on maintaining a high commitment to risk
management procedures throughout the project. Two fundamental type of risks are
always present. :-
a) Project Risk –
Associated with the technical aspects of the work to achieve the required
outcomes and
b) Process Risk: -
Associated with the project process, procedures, tools & technique employed,
controls, communication, stakeholders and team performance,
"Risk" can be defined as the variability of return from an investment & the possibilities of
the effect are known., but in uncertainty, the outcome cannot be predicated.
Kinds of Risks
Completing a project in time and within the estimated cost itself is a major
achievement. A project that is delayed will result in time over run which will
consequently result in cost overrun. If the promoters are not able to fund the cost-
over-run, project gets delayed. There can be technology failures or consultants
non availability may cause delay.
2. Resource Risk :
Manpower, raw materials, power, fuel, P & M etc. form resources. Delay in
receipt of raw materials or P & M etc. will cause delay in project completion.
3. Price Risk :
Price fluctuations of both inputs and outputs will affect the project.
4. Competitor’s Risk :
The competitors may try to disturb the project by increasing or decreasing prices
which will force us to review the project for calculation of ROI.
5. Technology Risk :
The collaborator may supply us old technology or during the project time, new
technology may have been developed, which may effect the profitability. We
have to have a good consultant to guard against old technology supply.
6. Political Risk :
Suddenly the govt. may impose some new tax or withdraw some facility earlier
extended , such as lesser excise or octroi or no sales tax for 2 yrs or cheaper
power etc. Also import duly changes may affect project.
Fluctuations in interest rate year after year may bring in adverse effect. Say
project is funded by way of long -term borrowings at a particular rate of interest
and if the interest rate falis down subsequently, there will be bad effect on
project. If the interest rate increases in future, the working capital will be available
at higher cost & will lower the profit.
There are currency fluctuations & international currency rate may vary, resulting
into more project cost.
The new risk emerged with the 'open door' policy of GOI, has thrown out number
of industries as they cannot sustain the price-war. The project envisaged today
may face such risks in coming days and the project will suffer
Due to fast changing technology & varying customer demand, some of the
products ( now envisaged for project) may not be required., resulting into
termination of the project. (example- TV screen for computer monitor, or plasma
monitor in place of tube - technology)
Though there are many mathematical techniques available for risk analysis, the
following are the simple tools that come handy for analyzing small & medium sized
projects:
The costs are divided into fixed & variable costs as below :
Fixed Cost
BEP ( Qty ) = ----------------------------------------------------
Selling Price Unit – Variable Cost / Unit
Example
Hind bulbs proposes to start a new venture for the manufacture of fluorescent bulbs.
The estimates of the new venture are as under :-
i) If the selling price comes down to Rs 40 per unit, find out its effect on BEP.
ii) If the fixed costs increase to Rs 40 L find out its effect on BEP.
iii) If the variable costs increase by 1 %, find out its effect on BEP.
Solution
Fixed Cost
BEP = ----------------------------------------------
Selling Price / Unit – V.C Per Unit
35,00,000 35,00,000
= -------------- = ------------- = 1.25,000 Units.
50 – 22 28
35,00,000 35,00,000
BEP = -------------- = ------------- = 1.94,999 Units.
40 – 22 18
40,00,000 40,00,000
BEP = -------------- = ------------- = 1.42,875 Units.
50 – 22 28
35,00,000 40,00,000
BEP = -------------- = ------------- = 1.35,569 Units.
50 – 24.20 25.80
Results
Correct estimation of the capital cost of a project is the foundation over which the edifice
of financial appraisal stands. Resources for the project are tied up after the project cost
is estimated. Any under-estimation will put the project in problem.
Following are the components that constitute the capital cost of any project :
Before deciding upon the extent of land required for the project, re-assure that
investment on land is absolutely essential, after considering the aspect of lease
or hire etc. The proposed land has to be leveled in order to construct. The land
may uneven - high low or bushy or hilly etc. Approach roads are also to be made
simultaneously. Detailed estimates of cost for these work is required.
(ii) Buildings
Provision for different type of buildings such as : main office (admn.), factory
sheds, stores, canteen, creche, dispensary, security, rest room, time office,
toilets, facilities like dg set / ac. / compressor rooms etc. A detailed estimate of
cost of each building with its drawings is required to take decision at appropriate
time, for differing, if required.
At DPR stage, cost of each of the items of plant & machinery is required. Also
inclusion of materials handling equipments, inspection & testing equipments etc.
should be there. While, arriving at the cost estimates customs only, octroi,
insurance charges in addition to Sales Tax etc. to be considered.
(iv) Electricals
These must include fees to electricity board, transformer, panel, cabling, voltage
stabilizers, uninterrupted power supply etc.
Transport charges fill the P & M reach the factory site, including loading & un-
loading charges are to be accounted for.
Know how fees to technical consultant or the consulting firm and the fees for
transported technology to the firm inclusive of training is to be provided. While
working out fees, the extent of participation of consultant is also to be specified.
These include provision for office equipments, furniture, fire- fighting equipments,
water coolers, air conditioners etc. Also included in this are deposits with
electricity board, advance for lease etc.
While actually implementing the project, there may be some deviations like
changes in the price for plant & machinery, changes in interest rate or parity rate
of currency etc. Some un-planned equipments & items may be required. A
provision of about 5 to 15% is therefore provided in the project cost estimates.
Definition
Monitoring is collecting, recording, and reporting information concerning any and all
aspects of project performance that, the project manager or others in the organisation
wish to know. It is important to remember that monitoring, as an activity, is distinct from
"Controlling as well as from evaluation.
Control is the act of reducing the difference between 'plan' & 'reality'. It involves the
regular comparison of performance against targets, a search for the causes of deviation
and a commitment to check adverse variances .. Project control
Project Control
No sooner is the project launched, control becomes the dominant concern of the project
manager, indeed, once the launch phase is over, planning & control become closely
intertwined in an integrated managerial process.
A few things that can cause a project to require the control of performance cost or time
are as follows: -
A) Performance
B) Cost
C) Time:
PROJECT FINANCING
Introduction
A) In conventional financing, cash flow from different assets and business are co-
mingled. A creditor makes an assessment of repayment of his loan by looking at
all the cash flows and resources of the borrower. In project financing, cash flows
from the project related assets alone are considered for assessing the re-paying
capacity.
b) In conventional financing, end use of the borrowed funds is not strictly monitored
by the lenders. In project financing, the creditors ensure proper utilization of
funds & creation of assets. As envisaged in the project proposal. Funds are also
released in stages as & when assets are created.
C) In conventional financing, the creditors are not interested in monitoring the
performance of the enterprise and they are interested only in their money getting
repaid in one way or the other. Project financiers are keen to watch the
performance of the enterprise and suggest / take remedial measures as & when
required to ensure that the project repays the debt out of its cash generations.
They, at times, appoint their nominee in the board of directors, of their clients, in
order to monitor the performance.
Sources of Finance
After the project cost is ascertained, the sources of finances available for meeting the
project cost are to be analysed and a proper combination of different sources shall be
chosen that is most suitable for the project. The various sources of finance can be
broadly divided into 2 categories viz.
The combination of the above two should be judiciously chosen. Debt capital enforces
upon the organisation an obligation for repayment of principal & payment of interest.
Equity capital does not impose any such obligation. Equity capital serves as cushion at
times when the business conditions are unfavourable leading to operational difficulties.
Interest paid on the debt (term loan, debenture etc.) is a deductible item of expenditure
from the profit earned by the organisation for the purpose of arriving at the tax payable
by the organisation on its earnings).
dividend rate is fixed in the case of preference shares and the dividends pain on
preference shares are not tax deductible.
Preferences shares are of two types, viz, redeemable preference shares and
irredeemable preference shares. While redeemable preference shares are
redeemed after the stipulated period., Irredeemable preference shares do not
have any maturity date.
(iii) Debentures
Debentures are instruments for raising long term debt capital. The debenture
holders are the creditors of the company.
The company that has borrowed money by way of debentures has the obligation
to repay interest and debt on specified dates.
(iv) Bonds
A bond is more or less similar to a debenture and these tow terms of frequently
used interchangeably. In India, there is a tendency to reserve the term 'bond' to
public debt securities issued by the Government and public sector undertakings.
The term 'term loan' denotes long term loans offered for project financing. The
period of principal repayment of such long term loans vary from 5 to 10 years
depending upon the nature of the project (It will be more for infrastructure
projects, say in order of 20 to 25 years) Initial moratorium (Holiday period) for the
repayment of principal of one of two years is normally provided. The length of the
repayment period depends upon the period of implementation of the project.
Some machinery suppliers provide the facility of deferred credit, provided the
credit-taker offers a Bank guarantee. A project promoter when wants to avail the
deferred credit facilities offered by a machinery supplier should approach a bank
for offering guarantee for the repayment of deferred installments to the machinery
supplier. Banks examine the viability of the project proposal before giving their
guarantee. Normally, banks obtain mortgage of additional securities from the
credit-takers to ensure that the bank does not stand to loose in the event of the
guarantee being invoked by the machinery supplier due to non repayment of
deferred installments.
Government provides subsidy for the setting up of industries. The subsidy offered
is two types. Viz.
a) Area subsidy
b) Product subsidy
a) Area subsidy :
Area subsidy is available for projects (both new and expansion projects)
set up in notified backward areas. Government notifies backward areas
from time to time based on the industrial activity prevailing in different
parts of the country. The objective of notifying certain areas as
backward/most backward is to promote industrial development in those
area.
b) Product subsidy :
lease is a contract whereby the lessor (owner of an asset) give to the lessee ( the
user of the asset) the right to use the asset, usually for an agreed period of time,
in return for the consideration of periodical payments by the lessee to the lessor
called, lease rentals.
If there is some shortfall in the means of finance, the promoters/ directors can
mobilize funds form their friends, relatives and well wishers in the form of loan to
make good the shortfall. Such loans are always unsecured i.e. the lenders can
not have any charge over the assets of the company. Unsecured loans can
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Project Management
mobilized only based on the rapport that the project promoters have with their
friends and relatives.
Banks and financial institutions view unsecured loans with an eye of caution.
They normally stipulate the following conditions if unsecured loan is to form part
of the means - of finance.
- The promoters shall not repay the unsecured loan till the term loan
persists.
- Interest, if any payable on unsecured loan shall be paid only after meeting
the term loan repayment commitments (both repayment of principal and
interest)
- The rate of interest payable on unsecured loan shall not be higher that the
rate of interest applicable for term loan.
Banks/ Financial institutions also stipulate the maximum limit for unsecured loan.
Normally unsecured loan component is expected not to exceed 50 % of the
equity capital.
This is a temporary loan meant for tieing up the capital cost of a project. Bridge
loans are sanctioned by banks and financial institutions in order to help speedy
implementation of the project. In the absence of bridge loan, the project
implementation may get delayed for want of sufficient funds. The necessity for
bridge finance arises in situations where finance from a particular source is
getting delayed. However, the availability of finance from that source is certain.
In such situations, if the project is funded with bridge-loan to the extent needed,
the implementation of the project will go on stream without getting held up for
want of funds. The following example will explain the concept well.
The project cost of a new project is estimated at Rs. 100.00 lakhs. The promoters
are able to bring in a capital of Rs. 30.0 Lakhs. The project is eligible for an
investment subsidy of Rs. 10.00 lakhs. The Financial institution that has
appraised the project is ready to sanction a term loan of Rs. 60.00 lakhs. Thus,
the means of finance for the project cost gets tied up as under:
Public deposits are mobilized from the public in general and also from the share
holders. Public deposits can be taken for a minimum period of six months and a
maximum period of 36 months. Section 58 A of the Companies act regulates
public deposits. The interest rate on Public deposits depends on the period of
deposit. Government issues directions on the interest rate payable on public
deposits from time to time. Raising of public deposit is a more simple and
convenient form of mobilizing money as compared to raising loans from
organized financial institutions.
Question :
Although the use of proper planning and budgetary control techniques help in
successful project management, their use and effectiveness depends on the people
who are involved and are responsible for various project activities at various levels. It is
therefore very important to understand human nature and to achieve satisfactory human
relations in project setting. Project manager has to handle problems and challenges
relating to following issues.
1. Authority :
Project manager very often does not have a direct authority over the project team. He
has to co-ordinates efforts of various functional groups, experts, consultants external
agencies etc. Team leadership and influencing professionals assumes importance than
exercising authority. Project manager's authority therefore emanates from his ability to
develop rapport with the team members, skillful resolution of conflicts, skill of
communication and persuasion and ability to act as a buffer between technical
engineering, financial and commercial personnel.
2. Personnel Orientation :
Overemphasis on planning and control techniques that are mathematics and accounts
oriented tends to adopt a structured and mechanical approach to project management.
However, project being subject to many uncertainties, a more creative and adaptive
approach is necessary to solve un-programmed and un-structured problems as the
project progresses. Such orientation is required for all the project team.
3. Motivation :
Project being a short team endeavour carried out by lossely bound professional team, it
is very difficult to keep it motivated throughout the project term. The team members
sometimes tend to get confused due to split authority and dual subordination structure
of the organization. To keep a high level of motivation , the project manager has to
ensure that the project goals are clearly defined and are visible to all involved. He has to
encourage participative management with proper delegation of authority and
responsibility that creates a sense of belonging to the project and to make individuals
job sufficiently challenging to have greater personal commitment.
4. Team Building :
Most of the project activities are inter-related and interdependent and most 'of the
problems need inter-disciplinary solutions.
Question
When do you judge a project to be a failure? What are the possible causes of
project failures?
Common causes that result in time / cost overruns or failure to meet specifications are:
Failure to take advance action : As project is subjected to a lot of risks during its
course of implementation, it is necessary to be proactive at the signs of impending
problems rather than react only when the problems are fully blown up.
Non-ability of funds in time : Proper cash flow management is the key to success of
the project. Non-availability of funds in time delays the project implementation as well as
increases the project costs.
Question
One of the oldest methods of presenting time schedule information is the Gantt chart,
developed around 1917 by Henery Gantt. A Gantt chart is one of the most convenient,
most commonly used, easy-to-grasp presentations of project activities.
An added value of the Gantt chart is that the activities are time-scaled, which provides a
perspective not possible with other project charts such as network diagrams. A time
scaled network diagram can be developed which allows progress to be indicated similar
to a Gantt chart. Networks are described in the next section. 'Critical path analysis'.
The Gantt chart is a particularly effective and easy-to-read method of indicating the
actual current status of activities compared to the planned progress. As a result, the
Gantt chart can be helpful in expediting, sequencing and reallocating resources to
activities, as well as keeping track of progress. In addition, the charts can contain a
number of specialized symbols to designate or highlight items of special concern to the
situation being charted.
The Gantt has the following general advantages over other planning tools such as
network diagrams:
• Although they contain a great deal of information, they are easily understood.
• While they require frequent updating (as does any scheduling / control tool), they
• are easy to maintain.
• They provide a clear, simple picture of the state of the project.
• They are easy to construct and are not based on any mathematical model.
• The Gantt maybe constructed without a critical path analysis (CPA) being
needed.
• They can, however, also graphically represent the output of a CPA.
A close relationship exists between Gantt charts and CPA networks (PERT or CPM).
Generally Gantt charts are derived from CPA networks by plotting the activity from its
calculated earliest time for the length of its duration. If an activity has float, then this can
be shown as differently patterned bar at the back of the plotted activity bar.
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The major disadvantage of the Gantt chart is that the relationships or dependencies
between activities are not a explicit as in CPA networks. Unless connecting lines are
drawn on the Gantt chart, it is not possible to determine the links between activities.
Modern computer packages, however, can now show these connecting lines if required.
The Gantt chart has survived for more than 80 years. Considering that in 1917 Henry
Gantt could not have visualized the proliferation of sophisticated project management
tools and techniques, the Gantt chart continues to prove its usefulness beyond any
doubt.
.0 0.0000 0.0040 0.0080 0.1200 0.0160 0.0199 0.0239 0.0279 0.3190 0.0359
.1 0.0398 0.0438 0.0478 0.0517 0.0557 0.0596 0.0636 0.0675 0.0714 0.0753
.2 0.0793 0.0832 0.0871 0.0910 0.0948 0.0987 0.1026 0.1064 0.1103 0.1141
.3 0.1179 0.1217 0.1255 0.1293 0.1331 0.1368 0.1406 0.1443 0.1480 0.1517
.4 0.1554 0.1591 0.1628 0.1664 0.1700 0.7360 0.1772 0.1808 0.1844 0.1879
.5 0.1915 0.1950 0.1985 0.2019 0.2054 0.2088 0.2123 0.2157 0.2190 0.2224
.6 0.2257 0.2291 0.2324 0.2357 0.2389 0.2422 0.2454 0.2486 0.2518 0.2549
.7 0.2580 0.2612 0.2642 0.2673 0.2705 0.2734 0.2764 0.2794 0.2823 0.2852
.8 0.2881 0.2910 0.2939 0.2967 0.2995 0.3023 0.3051 0.3078 0.3106 0.3133
.9 0.3159 0.3186 0.3212 0.3238 0.3264 0.3289 0.3315 0.3340 0.3365 0.3389
1.0 0.3413 0.3438 0.3461 0.3485 0.3508 0.3531 0.3554 0.3577 0.3599 0.3621
1.1 0.3643 0.3665 0.3686 0.3708 0.3729 0.3749 0.3770 0.3790 0.3810 0.3830
1.2 0.3849 0.3869 0.3888 0.3907 0.3925 0.3944 0.3962 0.3980 0.3997 0.4015
1.3 0.4032 0.4049 0.4066 0.4082 0.4099 0.4115 0.4131 0.4147 0.4162 0.4177
1.4 0.4192 0.4207 0.4222 0.4236 0.4251 0.4265 0.4279 0.4292 0.4306 0.4319
1.5 0.4332 0.4345 0.4357 0.4370 0.4382 0.4394 0.4406 0.4418 0.4429 0.4441
1.6 0.4452 0.4463 0.4474 0.4484 0.4495 0.4505 0.4515 0.4525 0.4535 0.4545
1.7 0.4554 0.4564 0.4573 0.4582 0.4591 0.4599 0.4608 0.4616 0.4625 0.4633
1.8 0.4641 0.4649 0.4656 0.4664 0.4671 0.4678 0.4686 0.4693 0.4699 0.4706
1.9 0.4713 0.4719 0.4726 0.4732 0.4738 0.4744 0.4750 0.4756 0.4761 0.4767
2.0 0.4772 0.4778 0.4783 0.4788 0.4793 0.4798 0.4803 0.4808 0.4812 0.4817
2.1 0.4821 0.4826 0.4830 0.4838 0.4838 0.4842 0.4846 0.4850 0.4854 0.4857
2.2 0.4861 0.4864 0.4868 0.4871 0.4875 0.4878 0.4881 0.4884 0.4887 0.4890
2.3 0.4893 0.4896 0.4898 0.4901 0.4904 0.4906 0.4909 0.4911 0.4913 0.4916
2.4 0.4918 0.4920 0.4922 0.4925 0.4927 0.4931 0.4931 0.4932 0.4934 0.4936
2.5 0.4938 0.4940 0.4941 0.4943 0.4945 0.4946 0.4948 0.4949 0.4951 0.4952
2.6 0.4953 0.4955 0.5956 0.4958 0.4959 0.4960 0.4961 0.4962 0.4963 0.4964
2.7 0.4965 0.4966 0.4967 0.4968 0.4969 0.4970 0.4971 0.4972 0.4973 0.4974
2.8 0.4974 0.4975 0.4976 0.4977 0.4977 0.4978 0.4979 0.4979 0.4980 0.4981
2.9 0.4981 0.4982 0.4982 0.4983 0.4984 0.4984 0.4985 0.4985 0.4986 0.4986
3.0 0.49865 0.4987 0.4987 0.4988 0.4988 0.4989 0.4989 0.4989 0.4990 0.4990
4.0 0.4999684
Tables
Tables
Tables
Present Value Factor for an Annuity Factor for Annuity ( PVFA ) Table
( Cumulative )
Rate of Interest r %
Periods
1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% 13%
(n)
0 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000
1 0.990 0.980 0.971 0.962 0.952 0.943 0.935 0.926 0,917 0.909 0.901 0.893 0.885
2 1.970 1.942 1.913 1.886 1.859 1.833 1.181 1.783 1.759 1.735 1.713 1.690 1.668
3 2.941 2.884 2.829 2.775 2.723 2.673 2.624 2.577 2.531 2.487 2.444 2.402 2.361
4 3.902 3.808 3.717 3.630 3.546 3.465 3.387 3.312 3.240 3.170 3.102 3.037 2.974
5 4.853 4.713 4.580 4.452 4.329 4.212 4.100 3.993 3.890 3.791 3.696 3.605 3.517
6 5.795 5.601 5.417 5.242 5.076 4.917 4.767 4.623 4.486 4.355 4.231 4.111 3.998
7 6.728 6.472 6.230 6.002 5.786 5.582 5.389 5.206 5.033 4.868 4.712 4.564 4.423
8 7.652 7.325 7.020 6.733 6.463 6.210 5.971 5.747 5.535 5.335 5.146 4.968 4.799
9 8.566 8.162 7.786 7.435 7.108 6.802 6.515 6.247 5.995 5.759 5.537 5.328 5.132
10 9.471 8.983 9.530 8.111 7.722 7.360 7.024 6.710 5.418 6.145 5.889 5.650 5.426
11 10.368 9.787 9.253 8.760 8.306 7.887 7.499 7.139 5.805 6.495 6.207 5.938 5.687
12 11.255 10.575 9.954 9.385 8.863 8.384 7.943 7.536 7.161 6.814 6.492 6.194 5.918
13 12.134 11.348 10.635 9.986 9.394 8.853 8.358 7.904 7.487 7.103 6.750 6.424 6.122
14 13.004 12.106 11.296 10.563 9.899 9.295 8.745 8.244 7.786 7.367 6.982 6.628 6.302
15 13.865 12.849 11.938 11.118 10.380 9.712 9.108 8.559 8.061 7.606 7.191 6.811 6.462
16 14.718 13.578 12.561 11.652 10.838 10.106 9.447 8.851 8.313 7.824 7.379 6.974 6.604
17 15.562 14.292 13.166 12.166 11.274 10.477 9.763 9.122 8.544 8.022 7.549 7.120 6.729
18 16.398 14.992 13.754 12.659 11.690 10.828 10.059 9.372 8.756 8.201 7.702 7.250 6.840
19 17.226 15.678 14.324 13.134 12.085 11.158 10.336 9.604 8.950 8.365 7.839 7.366 6.938
20 18.046 16.351 14.877 13.590 12.462 11.470 10.594 9.818 8.129 8.514 7.963 7.469 7.025
25 22.023 19.523 17.413 15.622 14.094 12.783 11.654 10.675 8.823 9.077 8.422 7.843 7.330
30 25.808 22.396 19.600 17.292 15.372 13.765 12.409 11.258 10.274 9.427 8.694 8.055 7.496
Tables
Present Value Factor for an Annuity Factor for Annuity ( PVFA ) Table
( Cumulative )
Rate of Interest r %
Paper Pattern
Tips :
First attempt problem about Capital Budgeting, Decision Tree, Gannt Chart etc.
Attempt Crashing at Last.