Critical Path Method (CPM) in Project Management
The Critical Path Method referred to as CPM, is a tool that helps the project manager organize and schedule all the varied activities involved in a project.
In finding out the longest stretch of dependent tasks, the CPM will give a view of the shortest possible time within which to complete the whole project; it comes in handy by highlighting those most vital tasks requiring attention to keep the project on schedule.
Application of CPM in project management helps underline the relative importance of tasks and how each of them links with others assisting the manager in deciding which area requires more resources and effort so that a smooth running of the project is ensured right from the start through its finishing stage.
The critical path method (CPM) is a vital technique in project management that enables managers to map out the sequence of activities necessary for project completion.
It has a rich history rooted in the need for better project management tools, from its origins in the late 1950s to its current status as a standard technique in the field, CPM has proven to be a vital method for ensuring project success.
What is CPM?
CPM is the Critical Path Method. It's the way of running a project by determining the most vital tasks involved and the most extended length of functions that have to be done one after another.
It helps a person to realize which tasks he has to do on time to complete the entire project by the target date.
Think similar to drawing a map for your project that you need to work through, in which you can very quickly see which roads or tasks are the most important to take to ensure you reach your destination of project completion on time.
Historical Overview of the Critical Path Method (CPM)
Origin and Development:
The Critical Path Method (CPM) was developed in the late 1950s by Morgan R. Walker of DuPont and James E. Kelley Jr. of Remington Rand, emerging from the need for more efficient scheduling and planning methods in project management.
The CPM was developed as a joint project between DuPont and Remington Rand. DuPont needed a more efficient way to manage its plant maintenance projects, which were becoming increasingly complex and costly. Walker and Kelley published their first paper on CPM in 1959, which laid out the theoretical foundations and practical applications of the method, the publication led to widespread interest and adoption of CPM across various industries, including construction, aerospace, and defence.
In the 1960s and 1970s, CPM began to be integrated with computer systems, allowing for more sophisticated and large-scale applications.
This period saw the development of software tools that automated critical path analysis, making CPM more accessible and practical for large projects.
Over the decades, CPM has evolved to incorporate new project management methodologies and technologies;
modern CPM tools now include features for resource management, risk analysis, and real-time project tracking, today, CPM is a standard technique in project management, taught in business and engineering schools and used by project managers worldwide.
Since its development, CPM has grown to become one of the most favoured tools for project managers across the world.
It helps them plan complex projects in industries such as construction, engineering, and software development;
The methodology has changed the face of project management for many by providing clear views of what tasks are critical and how long a project will take to complete.
How is CPM Conducted?
When all tasks are listed in such a manner, project managers carrying out CPM work out which order the tasks should be performed in and which tasks depend on other tasks, for beginning or finishing.
After all listed tasks and their relationships are mapped in a diagram, managers can come up with a series of interconnected activities so that the longest time will be spent on fulfilling these activities indicating the date on which the project will end.
Managers peer diligently through the chain of this path since any delay in these tasks will delay the whole project.
I used to enlist all the actions within those 3 tasks:
Listing Tasks: Identify all the tasks required to complete the project.
Identifying Dependencies: Determine which tasks depend on the completion of others.
Creating a Network Diagram: Visualize the tasks and dependencies to outline the project workflow.
List all project tasks
The first step in critical path project management is to compile a comprehensive list of all tasks, activities, milestones, and deliverables associated with the project.
Project managers begin right at the beginning with a comprehensive understanding of all that needs to be done broken down into their components in order to make them a lot more manageable.
It is often done by creating a work breakdown structure (WBS) that clearly outlines every single task that needs to be completed for a project to be considered a success.
From the initial research and gathering of necessary materials through the final steps of implementation and review, all such tasks need identification and enumeration.
After defining the tasks, managers sequence them in an order, considering which tasks can happen only after some other tasks have taken place.
P.M. also decide which tasks can go on simultaneously; this detailed list will not only help in creating a clear roadmap for the project but also help in the allocation and scheduling of the resources.
Knowing all tasks ahead, managers can be able to apply the right human resources to the proper usage of needed resources. It further results in the smooth running of each of the project stages without any delays.
Those steps set the foundation for the entire planning process.
For smaller or short-term projects, these activities can be effectively organized using a simple multi-column chart. Each column can represent different categories or phases of the project, ensuring clarity and structure, by categorizing activities into specific groups, you can ensure that every aspect of the project is accounted for and organized, laying a strong foundation for subsequent planning steps.
Identify dependencies and estimates
The next step in managing a project is figuring out which tasks depend on others to start. This is known as identifying the dependencies. Once the dependencies are figured out, a manager will estimate how long each task will take.
Forward Pass techniques will be used to determine the earliest date each task can start and finish establishing the overall project time to the earliest completion. On the other side, the Backward Pass yields the latest times tasks can start and finish without delaying the project giving flexibility with respect to scheduling and resource allocation.
Once dependencies are identified and listed, estimate the duration of each task. Precise estimates aren't necessary; rough estimates will suffice.
Some suggestions:
Before you can send out invitations to your guests, you must first create the invitations and gather the necessary contact details. While creating invitations and collecting contact information are independent tasks, sending invitations depends on both being completed.
Some activities, like collecting contact details, may not depend on other tasks. Others may have multiple dependencies; it’s important to identify these dependencies for each activity on your list to ensure accurate planning and scheduling.
Creating a Network Diagram
A network diagram is like a roadmap to the project, with all the tasks represented as boxes or circles that are then connected with arrows to show what order they need to take place.
It starts with the very first task and ends with the last, showing that path from start to finish.
The diagrammatic tool allows one an overview of how tasks interlink and which ones are most important to get right first in order to complete a project on time.
It's a good way of keeping track of everything involved and making sure all involved parties understand a plan.
Creating a network diagram is a useful way to visualize the different project activities and their dependencies.
Typically, you can use individual boxes to represent each task or activity.
Arrows are then used to indicate the dependencies, showing which tasks can begin once a preceding task is completed.
For complex or long-term projects, consider using different colours for each set of dependencies. The color-coding technique helps you easily track specific tasks and their critical activities throughout the project lifecycle.
Benefits of Using the Critical Path Method (CPM) in Project Management
Several benefits are derived from the application of the Critical Path analysis (CPA) in project management for practical project completion by teams.
It explicitly displays the project schedule.