Network Planning and Critical Path Method

Revision as of 11:26, 19 February 2023

Abstract

Scheduling a project is one of the main challenges in project management. According to ISO21502 the purpose of schedule management is to enable work to be undertaken in a timely manner and to reduce slippage to an acceptable level. The schedule should be an integrated part of the project’s plan and developed under the direction of the project manager^[1] .

There are several scheduling techniques that can be used to plan and estimate the duration of a project according to its complexity and uncertainty. One of the most common is the critical path method or CPM. This scheduling tool calculates the theoretical early and late start and finish dates for all activities, with no resource constraints, performing a bottom-up analysis forward and backward the entire network ^[2]. The “critical path” is the longest sequence of activities that must finish in time to fully complete the project. However, it also determines the shortest period in which the project can be finished.

One of the benefits of using this tool is that allows to identify the most critical activities of the project. Moreover, if one of these is delayed, the project itself is compromised. Thus, it helps project managers to have a good overview in which task they must put more focus on. Nonetheless, CPM also has its limitations. In this article these disadvantages will be described and how to deal with them will be explained.

The Critical Path Method

History

During the early 1950s the traditional project management approach started to fail due to the complexity of coordinate multiples activities in the direction of the same project objective. Hence, the development of a tool that was able to organize the sequence of activities and schedule them was needed. The critical path method or CPM was developed in the 1950s by two engineers, Morgan R. Walker, working for the DuPont Corporation, and James E. Kelly working for Remington Rand. The development of this tool has its foundations on the work of DuPont Corporation from the earlier 1940s in the so recognized Manhattan Project.^[3]

Large building projects like the development of chemical and nuclear power facilities were the first ones to apply the critical route technique. Although it swiftly found uses in a variety of sectors, including as software development, manufacturing, and services. The 1960s and 1970s saw a significant increase in the use of CPM as a tool for managing big and complex projects. It was especially helpful for projects that called for the coordination of several interdependent activities as well as resources and timelines.

CPM is still often employed in project management today and is included in several project management software programs. The tool has also been modified to consider modifications in project management procedures, such as the expanding usage of Agile approaches and virtual teams.

Implementation

Step 1: List the activities and identify their dependencies.

The first step is to use a breakdown structure (WBS) to list the activities of the project, set their duration and dependency as it is show in figure x.

This will help set the base to create the network diagram explain in the next step.

Step 2: Creates the network diagram.

When the list of activities is created and all critical tasks are identified, the next step is to creates the network diagram. The precedence diagram method or PDM is commonly used for this purpose. PMBOK describes it as a tool that uses rectangles, referred to as nodes, to represent activities, and connect them with arrows that show the logical relationships that exist between them. ^[4] . There are four types of relationships between activities:

• Finish-to-Start (FS): A task cannot start before its predecessor finishes.

• Start-to-Start (SS): A task cannot start before its predecessor start.

• Finish-to-Finish (FF): When both activities must finish at the same time.

• Start-to-Finish (SF): A task cannot start until another task finishes.

Step 3: Estimates the activities duration and calculate the critical path.

To start this stage certain definitions must be made:

• Early Start (ES): It’s determined by the early finish (EF) of its predecessor.

• Early Finish (EF): It’s the early start (ES) plus the duration of the task.

• Latest Finish (LF): It’s the latest time that the activity can be completed or the lowest late start of its successor.

• Latest Start (LS): The latest time that its predecessor needs to finish or the latest finish (LF) minus the duration.

• Float or slack: The amount of time that each activity can be delayed with out delaying the final delivery date of the project.

As it was mentioned in Abstract, the way of estimates the task durations is by applying the forward and backward pass techniques. The forward technique is used to calculate the early start and early finish of each task. The first thing to do is to set the early start of task number one to 0 and the go on with the schedule until the last task is set. On the other hand, the backward technique works in the opposite direction. It starts with the latest finish of the last activity being as its early finish. Furthermore, the latest finish of every other task will be the lowest latest start of its successors. Finally, the latest start of each task will be calculated by subtracting the duration to its latest finish.

The final date of the project will be the early finish of the last task.

Limitations

Other scheduling tools

Conclusion

See also

Bibliography

A Guide to the Project Management Body of Knowledge, fourth edition, 2008, Project Management Institute.

The origins of CPM: a personal history. PM Network, 3(2), 7–22. Kelley, J. E., Walker, M. R., & Sayer, J. S. (1989)

Critical-Path Planning and Scheduling, 1959, James E. Kelly & Morgan R. Walker

References

1. ↑ Project, programme and portfolio management — Guidance on project management, 2020, International Standar, pp.32
2. ↑ A Guide to the Project Management Body of Knowledge, fourth edition, 2008, Project Management Institute, pp.154
3. ↑ Critical-Path Planning and Scheduling, 1959, James E. Kelly & Morgan R. Walker, pp.160-161
4. ↑ A Guide to the Project Management Body of Knowledge, fourth edition, 2008, Project Management Institute, pp.154