Critical

DR. KHALID
AHMAD KHAN Path
DRKHALIDKH
AN.ORG
Method
Module 7
Steps in developing the
Schedule

List Sequence Duration Schedule

Determine what activities Determine the sequence Determine what resources Calculating the critical
must be accomplished of activities are available, when and path and the float of a
the duration of the activity network diagram
Know how to compress a
project schedule
Know the different types
of networks
Sequence Activities

This involves the order in which the activities will

be performed and how many activities can be done
at the same time (also known as parallel paths).

Sequencing is important because we want to

complete the project ASAP and yet develop a
realistic schedule.
Estimate Activity Durations
Primarily concerned with identifying how
many work periods the activity will take.
Work periods are expressed as elapsed time.
Important: Know the difference between the
amount of effort an activity takes to
complete, and the duration (elapsed time) for
completing an activity.
 Precedence Diagramming
Method (PDM)
A B C

Start Finish

D E F

The name of the activity is

put in the box
Group Exercise
Draw a Network Diagram Using the Precedence
Diagramming Method (PDM)
Activity Predecessor

Start -
A Start
B Start
C A, B
D C
E C
F D
End F, E

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 Solution

A D F

Start C End

B E
 Milestone Chart
Milestones are zero duration activities that mark the start of finish of important
Phases or steps in a project.
Example:
• Project Start
• Groundbreaking
• Design Approval
• Project Finish
W1 W2 W3 W4 W5
Designer Selected

Plans Created

Contractor Selected
Project should only Use milestones to Use as few Avoid the use of Avoid using lags unless
have two open ends make the start or relationships as negative lags – connect necessary – use
completion of possible by selecting the constraints where
important project appropriate possible i.e. Start no
events or contract relationship type earlier than, Finish no
requirements later than, etc

Use Imposed Finish Any change to activity

constraint for time duration should be
critical schedules to inline with resource
identify and remove change
negative floats

Scheduling Best Practices

Schedule (CPM)
Critical Path Method uses activity sequence to
identify the longest path (critical path) through
the schedule – this path determines the
project duration.
Schedule determines the start and finish dates
for the project.
Generally this process will need to be iterated
by adjusting activity relationships and/or
durations to meet target completion date.
CPM Calculation Method
Forward pass through network determines
Early Finish of Activity = Early Start of
Early Start and Early Finish for each activity Predecessor + Duration - 1
and the Project Duration.

Backward pass through network

Late Start of Activity = Late Finish of Activity
determines Late Start and Late Finish for – Duration + 1
each activity.

If Float is 0 or Negation the activity is

Float = Late Start of Activity – Early Start of
considered Critical i.e. any delay in this
Activity activity will lead to a delay in the project
CPM Calculations
Predecessor (i) Successor (j)
ES EF ES EF

Start Task Name Task Name

Duration Duration
LS LF LS LF
F F
Variables: Formula:
ES= Earliest Start ES + Duration - 1 = EF
EF= Earliest Finish LF – Duration + 1 = LS
LS= Latest Start LS – ES = Float or LF – EF = Float
LF= Latest Finish
F= Float

Forward Pass (L to R) to Calculate Project Duration

Backwards Pass (R to L) to Calculate Float & Critical Path
Forward Pass
Forward Pass Through Network (left to right)
Given: Project Start Date
This is the Early Start (ES) date for first network activity
(ES + Duration - 1)Activity A = (EF date) Activity A
and the EF date + 1 for activity A becomes the ES date for the next
activity B

ES EF ES
Activity A Activity B
Duration x Duration y
 Forward pass calculation
(find the early start and finish dates)

A B C D
Start 3 5 2 6 Finish

E F G
4 8 2

ES EF
Task ID
Duration Early Start (ES) + Duration - 1 = Early Finish (EF)
Backward Pass
Backward Pass Through Network (right to left)
Given: late finish (LF) date of last activity in network (from forward pass
through network)
(LF – Duration + 1)Activity B = (Late Start (LS)) Activity B
and the LS date for Activity B becomes the LF date for the
predecessor Activity A.

Activity A Activity B
Duration x Duration y
LF LS LF
 Backward pass calculation
(find the late start and late finish dates)

A B C D
Start 3 5 2 6 Finish

E F G
4 8 2
ES EF

Task ID
Duration
Late Finish (LF) – Duration + 1 = Late Start (LS)
LS LF
 CPM Calculations (solved)
(find the late start and late finish dates)

1 3 4 8 9 10 13 18
1 18
A B C D
Start 3 5 2 6 Finish
1 3 5 6 10 11 12 13 18
18
1 4 5 12 13 14
E F G
4 8 2

ES EF 1 4 5 12 17 18

Task ID
Duration
Late Finish (LF) – Duration + 1 = Late Start (LS)
LS LF
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Role of Float in Project
Calculation
◦ Float = Late Finish - Early Finish

When:
◦ Float equals zero, the activity is on the Critical Path
◦ A delay in a critical activity will delay the project.
◦ Float goes negative during project execution this means the project is
delayed

Float greater than zero provides buffer for delays

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 Float Calculation and Critical Path
Float = LS – ES or LF - EF

1 3 4 8 9 10 13 18
0 18
A B C D
Start 3 5 2 6 Finish
3 5 6 10 11 12 13 18 18
2 2 2 0
1 4 5 12 13 14
E F G
4 8 2
ES EF
1 4 5 12 17 18
Task ID 0 0 4
Duration
Early Start (ES) + Duration - 1 = Early Finish (EF)
LS LF
Late Finish (LF) - Duration + 1= Late Start (LS)
F
Remember: There are 3 Equivalent
Definitions of the Critical Path
➢The longest path through the network in
terms of time
➢The shortest time that the project can be
completed
➢The path with zero float (slack)
Group Exercise

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For Each Activity, Use CPM and do a forward pass and
a backwards pass to find the Critical Path and Float
Activity Predecessor Duration
(Elapsed Time)

Start - 0
A Start 4
B Start 6
C A, B 7
D C 5
E C 5
F D 7
End F, E 0
Network
4 5 7
A D F
1
7
Start C END
1

6 5
B E
Network (Solved)
F=2 F=0 F=0
1 4 14 18 19 25
4 5 7
A D F
1 3 6 F=0
7 13 14 18 19 25 25
7
Start C END
1 F=0 7 13 F=7 25
1 6 14 18
6 5
B E
1 6 21 25
 Schedule Compression
(Shortening the Project Schedule)
Shortening the schedule without changing the
scope

Crashing: Adding resources to the critical path.

This will shorten the schedule and typically

Fast Tracking: Aligning tasks concurrently (in

parallel). This could increase the
 GERT (Graphical Evaluation and
Review Technique)

Critical Chain (Uses buffers

instead of float). Developed by
Other Dr. Ellie Goldratt
Techniques to
Know PERT (Program Evaluation and
Review Technique)

Monte Carlo Simulation

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Other Techniques to Know…contd.
PERT (Program Evaluation and Review
Technique)

Activity A Activity B
P, ML, O P, ML, O

PERT Estimate = (P + 4(ML) + O)

6
PERT Standard Deviation = (P – O)
6
P= Pessimistic, ML=Most Likely, O=Optimistic
Two Types of Schedule Models
Deterministic:

• CPM : Based on a single point duration estimate

Probabilistic:

• PERT: Based on a distribution of possible

durations; Three Point Estimates and Monte
Carlo Simulation
Reserve Analysis (contingency
or “buffers”)

Management Reserve ( Upper Contingency Reserve (Project Manager)

Management)
Allows for future situations that are impossible to Allows for future situations that may be partially
predict (unknown unknowns) planned for (known unknowns)

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Q&A
DR. KHALID AHMAD KHAN
DRKHALIDKHAN.ORG

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