The Critical Path Method in project planning - Revision history

Tkokotas at 12:44, 18 December 2018

2018-12-18T12:44:23Z

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			''Developed by Chalida Jaidee''


	Projects normally include many activities involving lots of different people. Due to this it can be difficult for project managers to have an overview of and keep track of things. In such situation '''The Critical Path Method (CPM)''' can be a useful tool. CPM is a step by step technique that is used to schedule a set of project activities. It analysis what activities are least flexible and the project duration is predicted based on the activities that fall along the critical path. The critical path is the longest sequence of activities in a project plan which must be completed on time in order for the project to complete on the predetermined scheduled date.<ref name=Crit>BusinessDictionary. (2016). ''Critical Path''. Retrieved September 8, 2016, from http://www.businessdictionary.com/definition/critical-path.html.</ref> Delaying an activity on the critical path leads to a delay on the completion time of the entire project as these activities have no slack. Activities along the path cannot start until the predecessor activity is completed. When using CPM to plan a project a graphical diagram is often represented showing how each activity is related to the others.<ref name=Crit2>Webodia. (2016). ''Critical Path Method''. Retrieved September 8, 2016, from http://www.webopedia.com/TERM/C/Critical_Path_Method.html.</ref> This method is one of several tools that is important to keep projects on track and is convenient for all forms of projects, including research projects, product development, construction industry, maintenance and many more.		Projects normally include many activities involving lots of different people. Due to this it can be difficult for project managers to have an overview of and keep track of things. In such situation '''The Critical Path Method (CPM)''' can be a useful tool. CPM is a step by step technique that is used to schedule a set of project activities. It analysis what activities are least flexible and the project duration is predicted based on the activities that fall along the critical path. The critical path is the longest sequence of activities in a project plan which must be completed on time in order for the project to complete on the predetermined scheduled date.<ref name=Crit>BusinessDictionary. (2016). ''Critical Path''. Retrieved September 8, 2016, from http://www.businessdictionary.com/definition/critical-path.html.</ref> Delaying an activity on the critical path leads to a delay on the completion time of the entire project as these activities have no slack. Activities along the path cannot start until the predecessor activity is completed. When using CPM to plan a project a graphical diagram is often represented showing how each activity is related to the others.<ref name=Crit2>Webodia. (2016). ''Critical Path Method''. Retrieved September 8, 2016, from http://www.webopedia.com/TERM/C/Critical_Path_Method.html.</ref> This method is one of several tools that is important to keep projects on track and is convenient for all forms of projects, including research projects, product development, construction industry, maintenance and many more.

Chalidaj: /* CPM network creation */

2016-09-26T18:20:04Z

CPM network creation

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	Basic rules that apply in general when developing a project network are as follow:<ref name=PMbook />		Basic rules that apply in general when developing a project network are as follow:<ref name=PMbook />

	*Networks flow from left to right		*Networks flow from left to right.
	*All preceding connected activities must be completed before the following activity can begin		*All preceding connected activities must be completed before the following activity can begin.
	*Arrows can cross over each other		*Arrows can cross over each other.
	*Each activity should have a unique ID code		*Each activity should have a unique ID code.
	*An activity identification number must be larger than any activities that precede it		*An activity identification number must be larger than any activities that precede it.
	*Recycling through a set of activities cannot occur		*Recycling through a set of activities cannot occur.
	*Conditional statements are not allowed		*Conditional statements are not allowed.

	A CPM network diagram can be constructed given the following informations: A list of all activities involved in a project and their descriptions, a list of its precedences for each activity and lastly a list of the duration of each activity. ''Table 1'' is an example of the list of activities that will be used to construct a CPM network diagram in this article.<ref name=PMbook />		A CPM network diagram can be constructed given the following informations: A list of all activities involved in a project and their descriptions, a list of its precedences for each activity and lastly a list of the duration of each activity. ''Table 1'' is an example of the list of activities that will be used to construct a CPM network diagram in this article.<ref name=PMbook />

Chalidaj: /* CPM node layout */

2016-09-26T18:19:41Z

CPM node layout

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	[[File:Graphbox.png\|500px\|thumb\|right\|Figure 3: Node layout for a project network.]]		[[File:Graphbox.png\|500px\|thumb\|right\|Figure 3: Node layout for a project network.]]

	*'''Activity ID''': Each activity has a unique identification number		*'''Activity ID''': Each activity has a unique identification number.
	*'''Activity description''': Description of the activity		*'''Activity description''': Description of the activity.
	*'''Duration''': The time it takes to complete each activity		*'''Duration''': The time it takes to complete each activity.
	*'''ES''': Stands for early start. This is the earliest starting time of an activity		*'''ES''': Stands for early start. This is the earliest starting time of an activity.
	*'''EF''': Stands for early finish. This is the earliest finish time of an activity		*'''EF''': Stands for early finish. This is the earliest finish time of an activity.
	*'''LS''': Stands for late start. This is the latest starting time of an activity		*'''LS''': Stands for late start. This is the latest starting time of an activity.
	*'''LF''': Stands for late finish. This is the latest finish time of an activity		*'''LF''': Stands for late finish. This is the latest finish time of an activity.
	*'''SL''': Stands for slack. It represents how long and activity can be delayed without affecting the duration of the project		*'''SL''': Stands for slack. It represents how long and activity can be delayed without affecting the duration of the project.

	===CPM network creation===		===CPM network creation===

Chalidaj: /* General methodology */

2016-09-26T18:19:16Z

General methodology

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	The essential technique for using CPM is to construct a model of the project that includes:		The essential technique for using CPM is to construct a model of the project that includes:
	*A list of all activities required to complete the project (typically categorised within a work breakdown structure)		*A list of all activities required to complete the project (typically categorised within a work breakdown structure).
	*The time (duration) that each activity will take to complete		*The time (duration) that each activity will take to complete.
	*The dependencies between the activities		*The dependencies between the activities.
	*Creation of the network diagram based on the activities, dependencies and durations		*Creation of the network diagram based on the activities, dependencies and durations.
	*Logical end points such as milestones or deliverable items		*Logical end points such as milestones or deliverable items.
	*Identification of the critical path with three steps:		*Identification of the critical path with three steps:
	#Forward pass procedure		#Forward pass procedure
	#Backward pass procedure		#Backward pass procedure
	#Slack computation		#Slack computation
	*Follow up and regular update of the network diagram when there is a change in the project		*Follow up and regular update of the network diagram when there is a change in the project.

	=Application=		=Application=

Chalidaj: /* Annotated Bibliography */

2016-09-26T18:15:16Z

Annotated Bibliography

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	'''Elbeltagi, E. (n.d.). Construction Management. Pp. 164-174 about project time-cost trade-off'''.<ref name=TradeOff/>		'''Elbeltagi, E. (n.d.). Construction Management. Pp. 164-174 about project time-cost trade-off'''.<ref name=TradeOff/>

	This chapter explains the impact of time and cost trade-off in activities. It shows how this analysis is related to the critical path method and guides the reader towards the goal of reducing the original project duration, determined from the critical path analysis ~~to meet a specific deadline~~, with the least cost by determining the cost slope. Additionally, the study discusses the relationship between the time and cost.		This chapter explains the impact of time and cost trade-off in activities. It shows how this analysis is related to the critical path method and guides the reader towards the goal of reducing the original project duration, determined from the critical path analysis, with the least cost by determining the cost slope. Additionally, the study discusses the relationship between the time and cost.

	=References=		=References=
	<references />		<references />

Chalidaj: /* Annotated Bibliography */

2016-09-26T18:13:24Z

Annotated Bibliography

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	'''Anderson, E. B. & Hales, S. T. (1986). Critical Path Method Applied to Research Project Planning: Fire Economics Evaluation System (FEES).'''<ref name=adv1 />		'''Anderson, E. B. & Hales, S. T. (1986). Critical Path Method Applied to Research Project Planning: Fire Economics Evaluation System (FEES).'''<ref name=adv1 />

	This report explains the Critical Path Method and describes the mathematical concepts behind it. The steps of how to construct a project network are explained as well as the resource analysis and cost analysis. Furthermore, it illustrates how a computerized CPM approach can be applied to a resource management or other research ~~project~~.		This report explains the Critical Path Method and describes the mathematical concepts behind it. The steps of how to construct a project network are explained as well as the resource analysis and cost analysis. Furthermore, it illustrates how a computerized CPM approach can be applied to a resource management or other research projects.

Chalidaj: /* Annotated Bibliography */

2016-09-26T18:12:53Z

Annotated Bibliography

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	'''Anderson, E. B. & Hales, S. T. (1986). Critical Path Method Applied to Research Project Planning: Fire Economics Evaluation System (FEES).'''<ref name=adv1 />		'''Anderson, E. B. & Hales, S. T. (1986). Critical Path Method Applied to Research Project Planning: Fire Economics Evaluation System (FEES).'''<ref name=adv1 />

	This ~~is a~~ report ~~that~~ explains the Critical Path Method and describes the mathematical concepts behind it. The steps of how to construct a project network are explained as well as the resource analysis and cost analysis. Furthermore, it illustrates how a computerized CPM approach can be applied to a resource management or other research project.		This report explains the Critical Path Method and describes the mathematical concepts behind it. The steps of how to construct a project network are explained as well as the resource analysis and cost analysis. Furthermore, it illustrates how a computerized CPM approach can be applied to a resource management or other research project.

Chalidaj: /* Annotated Bibliography */

2016-09-26T18:12:06Z

Annotated Bibliography

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	'''Stealth, P. & Roy, G. L. (2009). Project’s Analysis through CPM (Critical Path Method).'''<ref name=disadv1 />		'''Stealth, P. & Roy, G. L. (2009). Project’s Analysis through CPM (Critical Path Method).'''<ref name=disadv1 />

	The focus of this study is to help the reader understand and evaluate the critical paths and critical chains in projects. It provides the reader with the policies and procedures to measure and monitor the critical paths ~~are described~~. Furthermore, this study evaluates the similarities and differences in the concepts of the critical path and the critical chain. It investigates CPM and CCM methodologies in a generic format.		The focus of this study is to help the reader understand and evaluate the critical paths and critical chains in projects. It provides the reader with the policies and procedures to measure and monitor the critical paths. Furthermore, this study evaluates the similarities and differences in the concepts of the critical path and the critical chain. It investigates CPM and CCM methodologies in a generic format.

Chalidaj: /* Annotated Bibliography */

2016-09-26T18:10:51Z

Annotated Bibliography

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	'''Larson, E. W & Gray, C. F. (2011). Project Management, the managerial process. 5th edition.'''<ref name=PMbook />		'''Larson, E. W & Gray, C. F. (2011). Project Management, the managerial process. 5th edition.'''<ref name=PMbook />

	This book provides a holistic, integrative view of project management. It focuses on concept and skills that are used by managers to propose, plan, secure resources, and lead project teams to successful completions of their projects and helps understanding why organizations have developed a formal project management process to gain a competitive advantage. The concepts and techniques for managing projects in a successful way are discussed. The book can be used as a guide when dealing with typical problems that arise in project management. Pages 3-10 describe the definition of a ~~Project~~ and the importance of Project Management. Pages 157-172 describe the development of a project plan and the construction of a project network.		This book provides a holistic, integrative view of project management. It focuses on concept and skills that are used by managers to propose, plan, secure resources, and lead project teams to successful completions of their projects and helps understanding why organizations have developed a formal project management process to gain a competitive advantage. The concepts and techniques for managing projects in a successful way are discussed. The book can be used as a guide when dealing with typical problems that arise in project management. Pages 3-10 describe the definition of a project and the importance of Project Management. Pages 157-172 describe the development of a project plan and the construction of a project network.


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	This chapter explains the impact of time and cost trade-off in activities. It shows how this analysis is related to the critical path method and guides the reader towards the goal of reducing the original project duration, determined from the critical path analysis to meet a specific deadline, with the least cost by determining the cost slope. Additionally, the study discusses the relationship between the time and cost.		This chapter explains the impact of time and cost trade-off in activities. It shows how this analysis is related to the critical path method and guides the reader towards the goal of reducing the original project duration, determined from the critical path analysis to meet a specific deadline, with the least cost by determining the cost slope. Additionally, the study discusses the relationship between the time and cost.


	=References=		=References=
	<references />		<references />

Chalidaj: /* Advantages and disadvantages/limitations of CPM */

2016-09-26T18:09:33Z

Advantages and disadvantages/limitations of CPM

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	*Critical path of a big project has to be calculated carefully since it is not always clear. In big projects CPM takes longer to identify and monitor the critical path. In many cases the critical paths might change and past critical paths may no longer be valid. This requires that the managers have to constantly review the network diagram and identify the changes occurred over the time.		*Critical path of a big project has to be calculated carefully since it is not always clear. In big projects CPM takes longer to identify and monitor the critical path. In many cases the critical paths might change and past critical paths may no longer be valid. This requires that the managers have to constantly review the network diagram and identify the changes occurred over the time.
	*CPM operates on the assumption that there is a precise known time that each activity in the project will take, but that is not always the case in real practice.		*CPM operates on the assumption that there is a precise known time that each activity in the project will take, but that is not always the case in real practice.
	*The time estimates of CPM are not based on statistical analysis.
	*It gets more complicated to understand the needs of the critical paths when there is more than one critical path in the project. In many cases, these paths are parallel and feed into a common node in the network diagram. In these situations it becomes difficult to identify the best utilization of technology and resources for the critical paths.		*It gets more complicated to understand the needs of the critical paths when there is more than one critical path in the project. In many cases, these paths are parallel and feed into a common node in the network diagram. In these situations it becomes difficult to identify the best utilization of technology and resources for the critical paths.
	*The scheduling of workers changes as the critical paths and the slack change. It is often tricky to reallocate workers as the individual might be working on more than one project at a time and if the services of the individual are required on more than one critical path the identification and distribution of the labor time can cause overloading of the worker.		*The scheduling of workers changes as the critical paths and the slack change. It is often tricky to reallocate workers as the individual might be working on more than one project at a time and if the services of the individual are required on more than one critical path the identification and distribution of the labor time can cause overloading of the worker.