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The critical path method (CPM), or critical path analysis (CPA), is an algorithm for scheduling a set of project activities. [1] A critical path is determined by identifying the longest stretch of dependent activities and measuring the time [ 2 ] required to complete them from start to finish.
The program evaluation and review technique (PERT) is a statistical tool used in project management, which was designed to analyze and represent the tasks involved in completing a given project. PERT was originally developed by Charles E. Clark for the United States Navy in 1958; it is commonly used in conjunction with the Critical Path Method ...
To maximize the project portfolio value of a company, extended DIPP can be used as criteria for prioritisation." [8] Additionally, critical path drag calculation has been coded into project scheduling software, both in Spider Project and as an add-on product to Microsoft Project from Boyle Project Consulting, PLLC. [9]
Critical path drag is a project management metric [1] developed by Stephen Devaux as part of the Total Project Control (TPC) approach to schedule analysis and compression [2] in the critical path method of scheduling. Critical path drag is the amount of time that an activity or constraint on the critical path is adding to the project duration ...
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The actual critical path is ultimately the determining factor of every project's duration. Because earned value schedule metrics take no account of critical path data, big budget activities that are not on the critical path have the potential to dwarf the impact of performing small budget critical path activities.
A Guide to the Project Management Body of Knowledge — Sixth Edition provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management life cycle and its related processes, as well as the project life cycle. [9] and for the first time it includes an "Agile Practice ...
Critical chain project management uses buffer management instead of earned value management to assess the performance of a project. Some project managers feel that the earned value management technique is misleading, because it does not distinguish progress on the project constraint (i.e., on the critical chain) from progress on non-constraints ...
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