Explain the steps involved in Critical Path Method (CPM)? How does CPM help in effective planning and management of an extension programme? Cuve suitable examples.
Steps in CPM Project Planning:
- Specify the individual activities.
- Determine the sequence of those activities.
- Draw a network diagram.
- Estimate the completion time for each activity.
- Identify the critical path (the longest path through the network)
- Update the CPM diagram as the project progresses.
1. Specify the individual activities.
From the Work Breakdown Structure, a listing can be made of all the activities in the project. This listing can be used as the basis for adding sequence and duration information in later steps.
2. Determine the sequence of those activities.
Some activities are dependent upon the completion of others. A listing of the immediate predecessors of each activity is useful for constructing the CPM network diagram.
3. Draw a network diagram.
Once the activities and their sequencing have been defined, the CPM diagram can be drawn. CPM originally was developed as an activity on node (AON) network, but some project planners prefer to specify the activities on the arcs.
4. Estimate the completion time for each activity.
The time required to complete each activity can be estimated using past experience or the estimates of knowledgeable persons. CPM is a deterministic model that does not take into account variation in the completion time, so only one number can be used for an activity’s time estimate.
5. Identify the critical path
The critical path is the longest-duration path through the network. The significance of the critical path is that the activities that lie on it cannot be delayed without delaying the project. Because of its impact on the entire project, critical path analysis is an important aspect of project planning.
The critical path can be identified by determining the following four parameters for each activity:
- ES – earliest start time: the earliest time at which an activity can begin given that its predecessor activities must be completed first.
- EF – earliest finish time, equal to the earliest start time for the activity plus the time required to complete the activity.
- LF – latest finish time: the latest time at which an activity can be completed without delaying the project.
- LS – latest start time, equal to the latest finish time minus the time required to complete the activity.
The slack or float time for an activity is the time between the earliest and latest start time, or between the earliest and latest finish time. Slack is the amount of time that an activity can be delayed past its earliest start or earliest finish without delaying the project.
The critical path is the path through the project network in which none of the activities have slack, that is, the path for which LS=ES and LF=EF for all activities in
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