23
Chapter 3
Critical Path Method
In this chapter: A critical path method (CPM) algorithm is used to create
the schedule, performed when the schedule has progressed:
Schedule Development • Forward (forward pass) to the end of the project
tabulating the early dates and the project completion
Calculating the Schedule
date.
Forward Pass
• Backward (backward pass) to the beginning of the
Backward Pass
Float project tabulating the late dates and the float.
Critical Path •
This section of the manual will build a CPM network using
the forward and backward pass techniques.
24 Part 1: Basics of CPM Scheduling
Schedule Development
Developing a schedule by hand is possible but can be cumbersome
for large or detailed projects. Using a software program is
advantageous for performing the intricate calculations of a detailed
network and will perform those calculations in a fraction of the
time.
The CPM algorithm—the forward and backward pass—is very
important to both owners and contractors. A manager may wish
to know which activities are critical and which will be impacted
if other dates are delayed. A contractor may wish to know the
absolute latest date they can perform a task before it affects other
activities on the project. The “… slippage of one activity may
have an impact on the scheduling of other work …” (O’Brien &
Plotnick, 2010) and the work of subcontractors, utilities, suppliers,
public agencies, and so forth.
This chapter will show what is taking place behind the scenes
of the Oracle’s Primavera P6 Management Portfolio software.
Knowing how a schedule operates will help troubleshoot problems,
find delays, and create meaningful communication with accurate
project information.
Starting at the beginning of a project and traveling through each
activity in the CPM network, each task is analyzed by what
precedes and succeeds it. The forward pass calculates the earliest
date a project or task will start or finish, while the backward pass
calculates the latest date a project or task will start or complete.
The goal of the passes is to determine the network’s effects on the
project completion date.
Calculating the Schedule
Forward Pass
The forward pass is used to calculate the early dates (day) of each
activity in the schedule.
Begin moving along the network, from left to right, assuming that
the Start milestone has an early start day (ES) set at zero.
The early finish day (EF) of every activity is the ES plus the
activity duration (D) minus one.
Chapter 3: Critical Path Method 25
Finish-to-Start
Calculating the successor early start day is dependent on its
Finish-to-Start
relationship with its predecessor(s). In finish-to-start relationships,
the ES of a successor activity (S) will depend on the EF of its
predecessor (P). When there are multiple predecessors, the largest
value of all of predecessor activities plus any lag determines the
start day of the successor.
Start-to-Start
Start-to-Start
Calculating the ES day when the relationships are start-to-start
is slightly different. In start-to-start relationships, the ES of a
successor activity (S) will depend on the ES of its predecessor (P).
When there are multiple predecessors, the largest value of all the
start-to-finish or start-to-start relationships determines the early
start day of the successor.
Similar calculations can be performed for the forward pass with the
finish-to-finish and the start-to-finish relationships. The goal of
the forward pass is to arrive at the final activity’s EF.
Figure 3-1 is the start of a schedule to paint a room. The schedule
begins with a Start milestone at day 1. Using the formulas, the
early days have been calculated.
Finish-to-Start
ES3 = EF1 + Lag = 3 + 0 + 1 = Day 4
EF3 = ES3 + D3 = 4 + 1 - 1 = Day 4
Late Start Late Finish Late Start Late Finish Late Start Late Finish
1-Remove Furniture 3-Protect Floor 4-Prep Ceiling
D=3 days D=1 day D=3 days
ES=1 EF=3 ES=4 EF=4 ES=5 EF=7
Start
1 day
Day 0
Late Start Late Finish ES5 = ES4 + Lag = 5 + 1 = Day 6 Late Start Late Finish
2-Remove Wall Start-to-Start
5-Prep Walls
Furnishings
D=1 day D=5 days
ES=1 EF=1 Day 6 > Day 2 ES=6 EF=10
ES5 = EF2 + Lag = 1 + 0 + 1 = Day 2
Forward Pass
Figure 3-1 Paint a Room–Forward Pass
26 Part 1: Basics of CPM Scheduling
Backward Pass
The backward pass is used to calculate the late dates (day) of each
activity in the schedule.
Begin moving along the network, from right to left, the final
activity’s (F) late finish day (LF) is the same as the EF of the same
activity.
The late start day (LS) of every activity is the late finish day (LF)
minus the activity duration (D) plus one day.
Finish-to-Start Finish-to-Start
Calculating the predecessor LF is dependent on its successor(s).
In finish-to-start relationships, the LF of a predecessor activity (P)
will depend on the LS of its successor (S). When there are multiple
successors, the lowest value of all of successor activities minus any
lag determines the late finish day of the predecessor.
Finish-to-Finish
Finish-to-Finish
For finish-to-finish relationships, calculating the LF of predecessor
activity (P) depends on the LF of its successor (S). When there are
multiple successors, the smallest value of all the finish-to-start or
finish-to-finish relationships determines the late finish day of the
predecessor.
Similar calculations can be performed for the backward pass with
the start-to-start and the start-to-finish relationships. The goal of
the backward pass is to determine float, which will be discussed
next.
Figure 3-2 is the end of a schedule to paint a room. The schedule
ends with a Finish milestone at day 16. Using the formulas, the late
days have been calculated.
Chapter 3: Critical Path Method 27
Finish-to-Start Finish-to-Start
LS8 - Lag - 1 = 12 - 0 - 1 = Day 11 LS10 - Lag - 1 = 15 - 0 - 1= Day 14
LF7 = = Day 11 LF8 = LF - Lag = 14 - 1 = Day 13 = Day 13
LS9 - Lag - 1 = 14 - 0 - 1 = Day 13 9
Day 11 < Day 13 Finish-to-Finish
LS7 = LF7 - D7 + 1 LS=12 LF=13
= 11 - 1 + 1
= Day 11 8-Paint Ceiling
D=2 days
LS=11 LF=11 LS=15 LF=15
Early Start Early Finish
7-Dry Time 10-Dry Time
1 day
Finish
D=1 day D=1 day Day 16
LS=14 LF=14
Early Start Early Finish Early Start Early Finish
9-Paint Walls
D=1 day LF9 = LS10 - Lag - 1 = 15 - 0 - 1= Day 14
Early Start Early Finish Finish-to-Start
Backward Pass
Figure 3-2 Paint a Room–Backward Pass
Total Float
Float
Total float is the measure of time (work days) the project can be
delayed without delaying the project completion date. Also known
as slack time, total float can be tabulated only after a completed
LS=5 LF=5
forward and backward pass through the schedule network.
2-Remove Wall
Furnishings
Free float is the measure of time (work days) a predecessor activity
D=1 day (P) can be delayed without delaying its successor activity (S). Free
ES=1 EF=1 float is calculated using only early dates on the forward pass.
LS2 - ES2 = 5 - 1 = 4
LF2 - EF2 = 5 - 1 = 4 Free float time is important because it will show near-critical paths.
If the free float is very small, a delay on one of these activities can
cause the previously near-critical path to become critical.
Free Float According to the Standard Specifications (Glossary), a near-critical
path is a chain of activities with total float exceeding that of the
critical path but having no more than 10 working days of total
float.
28 Part 1: Basics of CPM Scheduling
Critical Path
The critical path is the longest continuous chain of activities for
the project that has the least amount of total float of all chains. It
is the longest duration path in the network. Any change in duration
or delay to activities on the critical path will impact the project
completion date.
Project Duration
After performing both the forward and backward passes, the most
critical path can be deciphered. To determine the total project
duration (DT), sum all the durations (D) and all the lags (L) on a
Project Float specific path. To determine the total project float (FT), sum all the
float (F) along the path. After all durations and floats are tabulated,
which paths are critical, near-critical, and so on can be determined.
DADEF = 5 + 5 + 2 +1 + 3 = 16
FADEF = 0 + 0 + 6 = 6 near-critical
DAEF = 5 + 3 +1 + 3 = 12
FAEF = 0 + 3 + 6 = 9 near-critical
DABCF = 5 + 10 +3 + 1 + 3 = 22
FABCF = 0 + 0 + 0 = 0 critical
Chapter 3: Critical Path Method 29
Figure 3-3 is a sample CPM schedule, starting with Activity A and
ending with Activity F. Path ABCF is the most critical path with a
total duration of 21 days and a total float of 0 days. These results
state that if there is a delay on any activity on this path, project
duration will be longer than 21 days, thereby delaying project
completion.
LS=16 LF=18
Float = 0 Activity C
Float = 0
LS=6 LF=15 D=3 days
Float = 0 LS=20 LF=22
ES=16 EF=18 1
Activity B da
y Activity F (final)
LS=1 LF=5
D=10 days
Activity A (start) D=3 days
ES=6 EF=15
ES=20 EF=22
D=5 days Free
3 da
ys Free Float LS=19 LF=19 Float
5 da
ES=1 EF=5 =3
=6
ys
Activity E
Free LS=17 LF=18
Float D=1 day
=0 Activity D
Free ES=13 EF=13
D=2 days Float
=0
ES=11 EF=12
Figure 3-3 CPM Schedule
Complete the on-line
review questions.
For assistance or additional information, contact
the Construction District Training Coordinator.
