Critical path method

2 Basic technique
The essential technique for using CPM [7][8] is to construct a model of the project that includes the following:
1. A list of all activities required to complete the
project (typically categorized within a work breakdown structure),
2. The time (duration) that each activity will take to
complete,
PERT chart for a project with ve milestones (10 through 50) and
six activities (A through F). The project has two critical paths:
activities B and C, or A, D, and F giving a minimum project
time of 7 months with fast tracking. Activity E is sub-critical,
and has a oat of 1 month.

3. The dependencies between the activities and,

4. Logical end points such as milestones or deliverable
items.

Using these values, CPM calculates the longest path of

The critical path method (CPM) is an algorithm for planned activities to logical end points or to the end of the
scheduling a set of project activities.[1]
project, and the earliest and latest that each activity can
start and nish without making the project longer. This
process determines which activities are critical (i.e., on
the longest path) and which have total oat (i.e., can be
delayed without making the project longer). In project
1 History
management, a critical path is the sequence of project
network activities which add up to the longest overall duThe critical path method (CPM) is a project modeling ration, regardless if that longest duration has oat or not.
technique developed in the late 1950s by Morgan R. This determines the shortest time possible to complete the
Walker of DuPont and James E. Kelley Jr. of Remington project. There can be 'total oat' (unused time) within
Rand.[2] Kelley and Walker related their memories of the critical path. For example, if a project is testing a
the development of CPM in 1989.[3] Kelley attributed solar panel and task 'B' requires 'sunrise', there could be
the term critical path to the developers of the Program a scheduling constraint on the testing activity so that it
Evaluation and Review Technique which was developed would not start until the scheduled time for sunrise. This
at about the same time by Booz Allen Hamilton and the might insert dead time (total oat) into the schedule on
U.S. Navy.[4] The precursors of what came to be known the activities on that path prior to the sunrise due to needas Critical Path were developed and put into practice by ing to wait for this event. This path, with the constraintDuPont between 1940 and 1943 and contributed to the generated total oat would actually make the path longer,
with total oat being part of the shortest possible duration
success of the Manhattan Project.[5]
CPM is commonly used with all forms of projects, in- for the overall project. In other words, individual tasks
cluding construction, aerospace and defense, software de- on the critical path prior to the constraint might be able
velopment, research projects, product development, en- to be delayed without elongating the critical path; this is
gineering, and plant maintenance, among others. Any the 'total oat' of that task. However, the time added to
project with interdependent activities can apply this the project duration by the constraint is actually critical
method of mathematical analysis. The rst time CPM path drag, the amount by which the projects duration is
was used for major skyscraper development was in 1966 extended by each critical path activity and constraint.
A project can have several, parallel, near critical paths;
and some or all of the tasks could have 'free oat' and/or
'total oat'. An additional parallel path through the network with the total durations shorter than the critical path
is called a sub-critical or non-critical path. Activities on

while constructing the former World Trade Center Twin

Towers in NYC. Although the original CPM program and
approach is no longer used,[6] the term is generally applied to any approach used to analyze a project network
logic diagram.
1

2 BASIC TECHNIQUE

sub-critical paths have no drag, as they are not extending These results, including the drag computations, allow
the projects duration.
managers to prioritize activities for the eective manageCPM analysis tools allow a user to select a logical end ment of project completion, and to shorten the planned
point in a project and quickly identify its longest series critical path of a project by pruning critical path activof dependent activities (its longest path). These tools can ities, by "fast tracking" (i.e., performing more actividisplay the critical path (and near critical path activities ties in parallel), and/or by "crashing the critical path"
if desired) as a cascading waterfall that ows from the (i.e., shortening the durations of critical path activities by
projects start (or current status date) to the selected log- adding resources).
ical end point.
Although the activity-on-arrow diagram (PERT Chart) is
still used in a few places, it has generally been superseded
by the activity-on-node diagram, where each activity is
shown as a box or node and the arrows represent the logical relationships going from predecessor to successor as
shown here in the Activity-on-node diagram.

Critical path drag analysis has also been used to optimize

schedules in processes outside of strict project-oriented
contexts, such as to increase manufacturing throughput by
using the technique and metrics to identify and alleviate
delaying factors and thus reduce assembly lead time.[9]

2.1 Crash duration

Crash duration is a term referring to the shortest possible time for which an activity can be scheduled.[10] It is
achieved by shifting more resources towards the completion of that activity, resulting in decreased time spent and
often a reduced quality of work, as the premium is set on
speed.[11] Crash duration is typically modeled as a linear
relationship between cost and activity duration; however,
in many cases a convex function or a step function is more
applicable.[12]

2.2 Expansion
Activity-on-node diagram showing critical path schedule, along
with total oat and critical path drag computations

In this diagram, Activities A, B, C, D, and E comprise the

critical or longest path, while Activities F, G, and H are
o the critical path with oats of 15 days, 5 days, and 20
days respectively. Whereas activities that are o the critical path have oat and are therefore not delaying completion of the project, those on the critical path will usually
have critical path drag, i.e., they delay project completion. The drag of a critical path activity can be computed
using the following formula:
1. If a critical path activity has nothing in parallel, its
drag is equal to its duration. Thus A and E have
drags of 10 days and 20 days respectively.
2. If a critical path activity has another activity in parallel, its drag is equal to whichever is less: its duration
or the total oat of the parallel activity with the least
total oat. Thus since B and C are both parallel to
F (oat of 15) and H (oat of 20), B has a duration
of 20 and drag of 15 (equal to Fs oat), while C has
a duration of only 5 days and thus drag of only 5.
Activity D, with a duration of 10 days, is parallel to
G (oat of 5) and H (oat of 20) and therefore its
drag is equal to 5, the oat of G.

Originally, the critical path method considered only logical dependencies between terminal elements. Since then,
it has been expanded to allow for the inclusion of resources related to each activity, through processes called
activity-based resource assignments and resource leveling. A resource-leveled schedule may include delays due
to resource bottlenecks (i.e., unavailability of a resource
at the required time), and may cause a previously shorter
path to become the longest or most resource critical
path. A related concept is called the critical chain, which
attempts to protect activity and project durations from unforeseen delays due to resource constraints.
Since project schedules change on a regular basis, CPM
allows continuous monitoring of the schedule, which allows the project manager to track the critical activities,
and alerts the project manager to the possibility that noncritical activities may be delayed beyond their total oat,
thus creating a new critical path and delaying project
completion. In addition, the method can easily incorporate the concepts of stochastic predictions, using the
program evaluation and review technique (PERT) and
event chain methodology.
Currently, there are several software solutions available in
industry that use the CPM method of scheduling; see list
of project management software. The method currently
used by most project management software is based on
a manual calculation approach developed by Fondahl of

3
Stanford University.

2.3

Flexibility

A schedule generated using critical path techniques often is not realized precisely, as estimations are used to
calculate times: if one mistake is made, the results of the
analysis may change. This could cause an upset in the implementation of a project if the estimates are blindly believed, and if changes are not addressed promptly. However, the structure of critical path analysis is such that the
variance from the original schedule caused by any change
can be measured, and its impact either ameliorated or
adjusted for. Indeed, an important element of project
postmortem analysis is the as built critical path (ABCP),
which analyzes the specic causes and impacts of changes
between the planned schedule and eventual schedule as
actually implemented.

In popular culture
The Nome Trilogy (part 2 "Diggers") by Terry
Pratchett mentions the doctrine of the Critical
Path and says that it means that Theres always
something that you should have done rst.

See also
Critical path drag

[4] Newell, Michael; Grashina, Marina (2003). The Project

Management Question and Answer Book. American Management Association. p. 98.
[5] Thayer, Harry (1996). Management of the Hanford Engineer Works in World War II, How the Corps, DuPont and
the Metallurgical Laboratory fast tracked the original plutonium works. ASCE Press, pp. 66-67.
[6] A Brief History of Scheduling:
http://www.
mosaicprojects.com.au/PDF_Papers/P042_History%
20of%20Scheduing.pdf
[7] Samuel L. Baker, Ph.D. Critical Path Method (CPM)"
University of South Carolina, Health Services Policy and
Management Courses
[8] Armstrong-Wright, MICE, A. T. Critical Path Method: Introduction and Practice. Longman Group LTD, London,
1969, pp5.
[9] Blake William Clark Sedore, M.Sc.M.E. Assembly lead
time reduction in a semiconductor capital equipment plant
through constraint based scheduling, M. Eng. in Manufacturing thesis, Massachusetts Institute of Technology,
Department of Mechanical Engineering, 2014.
[10] Hendrickson, Chris; Tung, Au (2008). 11. Advanced
Scheduling Techniques. Project Management for Construction. cmu.edu (2.2 ed.). Prentice Hall. ISBN 0-13731266-0. Retrieved October 27, 2011.
[11] Brooks, F.P. (1975). The Mythical Man-Month. Reading,
MA: Addison Wesley.
[12] Hendrickson, C.; B.N. Janson (1984). A Common Network Flow Formulation for Several Civil Engineering
Problems. Civil Engineering Systems. 4. 1: 195203.

Float
Gantt chart

6 Further reading

List of project management software

List of project management topics
Project
Project management
Project planning
Work breakdown structure

References

[1] Kelley, James. Critical Path Planning.

[2] Kelley, James; Walker, Morgan. Critical-Path Planning
and Scheduling. 1959 Proceedings of the Eastern Joint
Computer Conference.
[3] Kelley, James; Walker, Morgan. The Origins of CPM: A
Personal History. PMNETwork 3(2):7-22.

Project Management Institute (2013). A Guide To

The Project Management Body Of Knowledge (5th
ed.). Project Management Institute. ISBN 978-1935589-67-9.
Devaux, Stephen A. (2014). Managing Projects as
Investments: Earned Value to Business Value. CRC
Press. ISBN 978-1-4822-1270-9.
Devaux, Stephen A. (2015). Total Project Control
(2nd Edition): A Practitioners Guide to Managing
Projects as Investments. CRC Press. ISBN 978-14987-0677-3.
Heerkens, Gary (2001). Project Management (The
Briefcase Book Series). McGrawHill. ISBN 0-07137952-5.
Kerzner, Harold (2003). Project Management: A
Systems Approach to Planning, Scheduling, and Controlling (8th ed.). ISBN 0-471-22577-0.

6 FURTHER READING
Klastorin, Ted (2003). Project Management: Tools
and Trade-os (3rd ed.). Wiley. ISBN 978-0-47141384-4.
Lewis, James (2002). Fundamentals of Project
Management (2nd ed.). American Management Association. ISBN 0-8144-7132-3.
Malakooti, B (2013). Operations and Production
Systems with Multiple Objectives. John Wiley &
Sons. ISBN 978-1-118-58537-5.
Milosevic, Dragan Z. (2003). Project Management
ToolBox: Tools and Techniques for the Practicing
Project Manager. Wiley. ISBN 978-0-471-208228.
O'Brien, James J.; Plotnick, Fredric L. (2010). CPM
in Construction Management, Seventh Edition. McGraw Hill. ISBN 978-0-07-163664-3.
Trauner; Manginelli; Lowe; Nagata; Furniss (2009).
Construction Delays, 2nd Ed.: Understanding Them
Clearly, Analyzing Them Correctly. Burlington, MA:
Elsevier. p. 266. ISBN 978-1-85617-677-4.
Woolf, Murray B. (2012). CPM Mechanics: The
Critical Path Method of Modeling Project Execution
Strategy. ICS-Publications. ISBN 978-0-98540910-4.
Woolf, Murray B. (2007). Faster Construction
Projects with CPM Scheduling. McGraw Hill. ISBN
978-0-07-148660-6.

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