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Project Management Critical Path Analysis

This document contains information about two project management examples: 1) An 8-activity project network with activities A through J and a required completion time of 25 weeks. The critical path is calculated as well as slack for non-critical activities and earliest/latest start and finish times. 2) An expanded 13-activity project for planning a sales training program. The project network is constructed and all paths and lengths are found, identifying the critical path. Earliest/latest times and slack are also calculated. It is noted that being ahead of schedule on one activity will not shorten the overall project length.

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Angie Carolina Rojas
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81 views2 pages

Project Management Critical Path Analysis

This document contains information about two project management examples: 1) An 8-activity project network with activities A through J and a required completion time of 25 weeks. The critical path is calculated as well as slack for non-critical activities and earliest/latest start and finish times. 2) An expanded 13-activity project for planning a sales training program. The project network is constructed and all paths and lengths are found, identifying the critical path. Earliest/latest times and slack are also calculated. It is noted that being ahead of schedule on one activity will not shorten the overall project length.

Uploaded by

Angie Carolina Rojas
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd

José Filipe Rafael Project Management 2008/09

1 - Consider the project network (A-o-A)

2 6

1 7

3 5

Suppose that the time allowed to complete the project is 25 weeks and that you have the following
estimations for each activity duration:

Activity Duration (weeks)


A(1-2) 7
B(1-3) 5
C(2-6) 6
D(3-4) 4
E(3-5) 7
F(3-6) 10
G(4-5) 3
H(5-6) 4
I(5-7) 7
J(6-7) 3

a) Calculate the minimal duration for this project and the critical path.

b) Calculate the slack for every non-critical activity.

c) Calculate the earliest and latest start (and finish) for each activity. Make a suggestion for a
feasible schedule and draw the corresponding Gantt chart.

1
José Filipe Rafael Project Management 2008/09

2 – Christine Phillips is in charge of planning and coordinating next spring’s sales management training program for
her company. Christine has listed the following activity information for this project:

Immediate Estimated
Activity Activity Description
Predecessors Duration
A Select location -- 2 weeks
B Obtain speakers -- 3 weeks
C Make speaker travel plans A,B 2 weeks
D Prepare and mail brochure A,B 2 weeks
E Take reservations D 3 weeks

a) Construct the project network for this project. Calculate the minimal duration for this project and the critical
path.

b) Christine has done more detailed planning for this project and so now has the following expanded activity
list:
Immediate Estimated
Activity Activity Description
Predecessors Duration
A Select location -- 2 weeks
B Obtain keynote speaker -- 1 weeks
C Obtain other speakers B 2 weeks
Make travel plans for
D A,B 2 weeks
keynote speaker
Make travel plans for other
E A,C 3 weeks
speakers
F Make food arrangements A 2 weeks
G Negotiate hotel rates A 1 weeks
H Prepare brochure C,G 1 weeks
I Mail brochure H 1 weeks
J Take reservations I 3 weeks
K Prepare handouts C,F 4 weeks

Construct the project network for this project.

c) Find all the paths and path lengths through this project network. Which of these paths is a critical path?

d) Find the earliest times, latest times, and slack for each activity. Use this information to determine which of
the paths is a critical path.

e) It is now one week later, and Christine is ahead of schedule. She has already selected a location for the
sales meeting, and all the other activities are right on schedule. Will this shorten the length of the project?
Why or why not?

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