Critical Path Method 편집하기

The Critical Path Method (CPM) is a project management technique used to determine the '''minimum project duration''' and identify the '''critical path''', which is the longest sequence of dependent tasks that must be completed on time for the project to meet its deadline.
==Key Concepts==
*'''Activity Duration (t)''': The estimated time required to complete a task.
*'''Earliest Start (ES)''': The earliest possible time an activity can begin, calculated as:
  ES = max(EF of all predecessors) or 0
*'''Earliest Finish (EF)''': The earliest possible time an activity can be completed, calculated as:
  EF = ES + t
*'''Latest Finish (LF)''': The latest possible time an activity can be completed without delaying the project, calculated as:
  LF = min(LS of all successors) or T
*'''Latest Start (LS)''': The latest possible time an activity can begin without delaying the project, calculated as:
  LS = LF - t
*'''Slack (Float, S)''': The amount of time an activity can be delayed without affecting the overall project schedule. Activities on the critical path have zero slack.
  S = LS - ES = LF - EF
*'''Total Project Duration (T)''': The minimum time required to complete the project, determined by:
  T = max(EF of all activities pointing to the final node)
*'''Variance (V)''': Used to measure the uncertainty in task durations.
==Steps in CPM Analysis==
#'''Define Activities and Dependencies''': Identify all project activities and their dependencies.
#'''Estimate Activity Durations''': Assign expected time durations (t) to each activity.
#'''Construct a Network Diagram''': Represent the activities and dependencies graphically.
#'''Forward Pass Calculation''': Compute ES and EF for each activity to determine the earliest possible completion times.
#'''Backward Pass Calculation''': Compute LS and LF to determine the latest possible completion times without delaying the project.
#'''Identify the Critical Path''': The longest path with zero slack is the critical path, determining the project's minimum duration (T).
#'''Monitor and Adjust''': Update the schedule as necessary when changes occur.
==Advantages and Disadvantages==
===Advantages===
*Provides a clear understanding of the project's timeline and critical tasks.
*Helps identify potential delays and allows for schedule optimization.
*Improves resource allocation by identifying tasks with slack.
===Disadvantages===
*Requires accurate activity duration estimates, which may be difficult to obtain.
*Large and complex projects may result in an overwhelming number of dependencies.
*Does not account for resource constraints, requiring integration with methods like '''Critical Chain Project Management (CCPM)'''.
==Applications==
*'''Construction Projects''': Used to schedule construction phases and manage project deadlines.
*'''Software Development''': Helps plan software release cycles and feature implementation schedules.
*'''Manufacturing and Production''': Optimizes workflow and identifies potential bottlenecks.
*'''Research and Development (R&D)''': Assists in scheduling experiments and product development stages.
==Related Concepts==
*[[Project Management]]
*[[Program Evaluation and Review Technique (PERT)]]
*[[Gantt Chart]]
*[[Critical Chain Project Management (CCPM)]]
==References==
*Harold Kerzner, "Project Management: A Systems Approach to Planning, Scheduling, and Controlling"
*PMI, "A Guide to the Project Management Body of Knowledge (PMBOK Guide)"
*James P. Lewis, "Fundamentals of Project Management"
[[Category:Project Management]]