CRITICAL PATH METHOD

Definition
It is a project scheduling method where activities are arranged based on the interrelationships of the
activities and the longest time path through the network is determined.
It is a procedure for managing complex process project. A mathematically based algorithm for scheduling
a set of project activities.
Background and History
The method was developed in the 1950s by the US navy however, the precursors of what came to be
known as critical path method were developed and put into practice by DuPont between 1940 and 1943.
Originally it considered only logical dependencies between terminal elements. It has been expanded to
allow for inclusion of resources related to each activity through a process called activity based resource
assignments and resource leveling. The method was first used for missile defense construction projects.
Introduction
It is an activity relationship representation of the project. It calls attention to which activities must be
completed before other activities can begin:
The essential technique for using CPM is to construct a model of the project that includes;
i.
ii.
iii.
iv.

A list of all activities required to complete the project. This is called the work breakdown
structure.
Time that each activity will take to complete
The dependencies between the activities
Logical and points e.g. milestones or deliverable items

Using these values CPM calculates the longest path of planned activities to logical end point so end of the
project and the earliest and latest that each activity can start and finish without making the project longer.
The process determines the critical activities (activities on the longest path) and which activities have
total float.
A network diagram is drawn with the activity-on-node where each activity is shown as a node and arrows
represent the logical relationship between the predecessors to the successor.
Activities are prioritized for the effective management and to shorten the planned critical path by:
i.
Pruning critical path activities
ii.
Fast tracking it involves performing more activities in parallel
iii.
Crashing the critical path shortening the duration of critical path activities by adding
resources.

Steps in CPM project model

1. Specify individual activities i.e. operations necessary for completion of the project.
2. Determine sequential relationship of operation- List immediate predecessor of each activity to
make its commencement. Also determine whether activities can overlap.

3. Draw the network diagram i.e. Draw all the paths possible to complete the project.
4. Estimate the completion time for each activity. These involve determining the earliest possible
start and finish and latest start and finish of the operation. These estimates can be done by past
experience or use of knowledgeable people.
5. Check for missed operation and relationship.
6. Establish the time cost relationship. Obtain the most favorable balance between cost and time.
7. Identify the critical path which is the longest path through the network. Activities that lie on it
cannot delay without delaying the project.
8. Update the CPM diagram as project progresses. This aims at including information of time taken
and cost. Structural changes may also be made in the network as project requirement changes.
Example of a CPM diagram
3
A

3
1

1
B

Start

Finish
2

E
C

Activities - Nodes
Lines/arc - events

Benefits
i. Provides a graphical view of the project.
ii. Predicts the time required to complete the project
iii. Shows which activities are critical to maintaining the schedule
iv. It models the activities and events of the project as a network
Limitations
i. It is a less routine project hence more uncertainty in the completion times limiting the usefulness of
the CPM model.

References
1. Taha, Handy A. Operations research. An introduction. New York: Macmillan Co.; 1971
2. Davis, James B. Why not PERT your next resource management problem? J. For: 1968 May.