Schedule Critical Path

The book Risk-based Management in the World of Threats and Opportunities: A Project Controls Perspective described critical path as a network of linked schedule activities that determine and control the entire project’s completion time.

Delay to any of the activities sitting on the primary critical path will delay the finish date of the whole project. Any activity sitting on the path is critical even if its duration is only one day or one second. Note however that for many years now, the introduction of the terms, secondary critical path, tertiary critical path, up to the nth path forces one to be clear when using the term. Suffice it to say, in this write up, we refer to the primary path when talking about critical path unless specifically described as another.

Identifying activities belonging to the primary critical path using the Primavera tool has three general settings; i.e. 1) Longest path, 2) Total float equal or less than zero, 3) Path with the lowest Total Float (maybe positive, zero or negative), or 4) whatever the contract defines it to be.

The fourth one depends on how the governing contract defines critical. If the agreement says that all activities with Total Float less than 10 days are critical, then it is. All parties must respect that. The definition of Near Critical activities follows the same gist.

What about the third item regarding the path with lowest TF and the fourth one described as “it depends critical path?”

We automatically tackle the former each time we talk about item 1 and 2. The latter one considers activities as critical depending on how the client perceives the activity to be; i.e. regardless of floats or paths. If the client feels that an activity is important to him, then there is fundamentally no question ask. The activity becomes part of the critical priority list. It becomes as important as the others on the primary path. It becomes part of the contract. This is criticality based on client’s perspective.

Critical Path is a measure of schedule flexibility, discernable through each activity total float. On any network path, flexibility is the positive difference between early and late dates (PMI, Project Risk Management, 2013). It is the shortest time possible for a project to finish.

“Be careful of relative critical path. This is the critical path relative to some select points of constraint only.”

“The path it generates does not represent the overall project’s critical path. The real overall critical path of the schedule is one generated by the calculation of a schedule that has no constraint, a schedule that flows freely.

Anything that prevents the forward and backward pass calculations makes the resulting critical path dubious and questionable.

Unless the exercise is to study a what-if scenario identifying the schedule drivers that pushes certain dates, a relative critical path can end up misleading the whole team.

A constrained activity limits the full appreciation of the overall critical path. It creates a barrier that prevents the normal logical schedule flow.

It can mislead planners and schedulers to the wrong overall critical path. It causes missed opportunities and poor risk management decisions if not handled properly (Frago, R., 2015).

Difference between Longest Path and Total Float is equal or Less than Zero

One has to know that the longest path and the total float equal or less than zero both represent the critical path. This knowledge is important for one to appreciate the difference between them. We have to understand sameness to comprehend differences.

I have come across many self-proclaimed planning/scheduling experts in the construction industry. The concerning part is, when the discussion starts to revolve around the critical path fundamentals, more than half cannot even explain its essence. They fail to have that picture-perfect impression of what it really is.

Does this mean that the term critical path is but a salesperson’s word?

How can we trust a project manager, a project specialist, a scheduling expert who does not really know one of the most important aspects of scheduling and good project management?

Concluding Statement

As the scheduling tool is the vehicle to get the project where it wants to be while following the processes required managing time effectively, it is very important that the responsible planning and scheduling person use the tool right.

Knowledge of the tool leverages the effective implementation of the processes involved and vice versa. We should not discount any of them. Implementing management processes using tools like Primavera, SAP, PRISM, and the like, only means that the tool is as important as the knowledge of a project person about his processes.

Pencil pushers and computer jockeys are people who do not know what is going on around them, but moved only by the task to transfer listed data into the system.

They are not tool experts. If you have them in your organization, then they are bound to do the company more harm than good.

What the project needs are personnel who understand why they are doing what they do.

The Project Control Manager and the Project Manager therefore, have a big responsibility in selecting the more knowledgeable person from the ordinaries. They have to choose an excellent one from the mediocre. They themselves should know exactly the questions they asked, not relying on seemingly clever answers that are actually empty discourse.

They also have an additional responsibility of educating the rest with the knowledge of the few. Collaboration and knowledge sharing is key to keeping the project safely afloat using the much neglected planning and scheduling processes.

Rufran C. Frago – Author (Rev. 1 15-Apr-16)

Rufran is the author of the book Risk-based Management in the World of Threats and Opportunities: A Project Controls Perspective.

For those who are interested, please join Rufran at (click hyperlink) the following sites.

Related articles authored by Rufran Frago.

  1. Primer to Good Schedule Integration
  2. Schedule Baseline Dilemma Part 1
  3. Schedule Baseline Dilemma Part 2
  4. 4D Scheduling Part 1: What is it about?
  5. 4D Scheduling Part 2
  6. 4D Scheduling Part 3
  7. Risks as a Function of Time
  8. Project Schedule: P50, Anyone?
  9. Mega-Projects Schedule Management and Integration
  10. Scaffolding Hours: What are they? Part 1
  11. Scaffolding Hours: What are they? Part 2
  12. Oil Price, Recession: Causes, Issues and Risks
  13. Your World, Our Risk Universe
  14. Rufran Frago in the Global Risk Community Site
  15. Earthquakes, Super Typhoons and Fundamentals of RBM
  16. and more…

About rcfrago

Rufran C. Frago is a practicing Professional Engineer (APEGA), a PMP (PMI), a CCP (AACE) and a RMP (PMI). He has published more than 100 articles. He is the author of the book Risk-based Management in the World of Threats and Opportunities: A Project Controls Perspective He studied at Batangas State University and University of Batangas graduating with a Diploma in Petroleum Refinery Maintenance Technician (1979), Bachelor of Science in Mechanical Engineering (1984), and Bachelor of Science in Management Engineering in 1987 respectively. He was in his senior year taking up Bachelor of Science in Electrical Engineering, needing only one semester to complete, when he took a break to concentrate on married life. Rufran has never stopped academic learning after getting his degrees in the University. He continues his education by taking up some MBA courses under the University of the Philippines-PBMIT Consortium (1987-1988). He completed Computer Technician Program at International Correspondence School, Pennsylvania, USA in 1994, Applied Project Management Certificate program at Southern Alberta Institute of Technology in 2009, and Professional Management Certificate program specializing in Construction Management in 2014. He is now completing the Professional Management Certificate program specializing in Risk Management. He was a recipient of the Gerry Roxas Leadership Award (1976) and the American Field Service (AFS) Scholarship in 1976-77, studying in America for a year. Upon his return in 1977, California-Texas Philippines (Caltex Philippines Inc.), one of Asia’s biggest oil and gas refineries at the time, awards him with a two-year national college scholarship, specializing in Petroleum Refinery Maintenance. He went on extensive training in various maintenance disciplines for the next two years. Caltex hired him upon his graduation in 1979. He has spent more than 38 years of his life working in the Oil & Gas, Petrochemicals, Oleo-chemicals, Sugar Refining/Manufacturing, Consultancy, High School and University Education industries in Asia, Middle East, Canada, and North Africa). Rufran has worked with Caltex, Uniman, Unichem (now Cocochem), ARAMCO-KSA, Central Azucarera de Tarlac, Arabian Gulf Oil Company-Libya, Batangas State University, St. Bridget’s College, JG Summit Petrochemicals, Halliburton-Kellogg, Brown and Root, and OPTI Canada. He works with Suncor Energy Inc at present. He has wide range of expertise that includes problem solving, project management, training and mentoring, programs and projects planning and scheduling, cost management, risk-based management, construction management, project review and auditing, estimating, engineering and design, fabrication and module management, maintenance, operation, material selection, warehousing, EH&S and reliability engineering (predictive and preventive maintenance). He wants to share his knowledge and leave behind some form of legacy to all specially his wife, children and grandchildren, Eva and Mia.
This entry was posted in Analysis, Business, Causes and effects, Critical Path, Critical Path Management, Data Assessment, Execution Strategy, Integrated Schedule, Integration, Issues and Problems, Longest Path, P6 Issues, Planning and Scheduling, Primavera Administration, Program Schedule, Risk-based Management, rufran frago, Rufran's Blogs, Threats, Type of Analysis, Uncategorized and tagged , , , , , , , , , , , , . Bookmark the permalink.

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