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ALISON: Diploma in Project Management

Questions & Answers about Project management toolset - Critical Path Method

The Question must be about:
- Module: Project management toolset
- Topic: Critical Path Method

Latest Questions

  • Lukong Terence Cameroon how does a manager determine a task as being critical in a given project????
    2014-08-21 11:08:06

    • Yai Deng Yai South Sudan When it cannot be finished its given time.
      2014-08-24 13:08:19
  • ARIHO SIMPLISIO Uganda should all project managers use it
    2014-08-20 09:08:16

    • Yai Deng Yai South Sudan Yes.
      2014-08-24 13:08:43
    • Wilson B Kagabo Rwanda Not as a commandment but as a good professional practice.
      2014-08-23 11:08:54
  • Janine Phillips Australia Critical path method is based on mathematical calculations and it is used for scheduling project activities - this method can be used for any project where there are interdependent activities. It was first introduced in 1950s as a joint venture between Remington Rand Corporation and DuPont Corporation. Heaps of information about it online but my preference is GANTT.
    2014-08-08 23:08:33

    • Yai Deng Yai South Sudan You are right man.
      2014-08-24 13:08:31
    • Saw Minyau Germany Janine Phillips, Could you explain more detail in mathematical calculation?
      2014-08-14 10:08:57
  • Je Rouse United Kingdom this is bit brief, is there more information available?
    2014-08-07 15:08:48

    • Yai Deng Yai South Sudan Yes you free to look for more informationas much as you want.
      2014-08-24 13:08:33
  • WAYNE MUNSON United Kingdom Very limited information on CPM can more information be made available
    2014-08-03 09:08:50

    • Yai Deng Yai South Sudan This question is directed to who my friend Wayne Munson? you conern is valid but I comment you ask Alison team of tutors and experts to given more ideas on this tool.
      2014-08-24 13:08:08
  • Samuel Kofi Odoi Ghana If a delay in one event this project could delay it completely, then I suggest it must be wisely noted to avoid breaches and or contract termination.
    2014-07-26 06:07:09

    • Yai Deng Yai South Sudan I wonder what you are trying to say here Samuael Kofi Odoi!
      2014-08-24 13:08:37
  • Abraham Wanyonyi Uganda Do we have study (notes) materials available for this very caurse
    2014-07-25 13:07:18

    • Yai Deng Yai South Sudan I don't know?
      2014-08-24 13:08:05
    • Wilson B Kagabo Rwanda I think whatever you are able to see - on these slides, is what is available.
      2014-08-23 11:08:24
  • Vikram Vasant Rotkar United Kingdom What is the recommended as a possible risk in terms of time?
    2014-07-21 15:07:54

    • Yai Deng Yai South Sudan Expedite.
      2014-08-24 13:08:01
  • Jones Hanungu Munang'andu Zambia Management Both during and after World War II the United States operated the largest and most advanced logistic system in the world. Its wartime operations stressed speed, volume, and risk-taking more than efficiency and economy. The postwar years, with accelerated technological change, skyrocketing costs, and diminished public interest in defense, brought a revulsion against military prodigality, manifested by calls for reduced defense budgets and a growing demand for more efficient management of the military establishment. This demand culminated in a thorough overhaul of the whole system in the 1960s. One result was the reorganization of logistic activities in the three military services, generally along functional lines, with large logistic commands operating under functional staff supervision. In each service, however, each major weapon system was centrally managed by a separate project officer, and central inventory control was maintained for large commodity groups. In 1961 a new defense supply agency was established to manage on a wholesale basis the procurement, storage, and distribution of common military supplies and the administration of certain common services. The most far-reaching managerial reforms of the period were instituted by the U.S. defense secretary, Robert S. McNamara (1961–68), in the resource allocation process. A unified defense planning–programming–budgeting system provided for five-year projections of force, manpower, and dollar requirements for all defense activities, classified into eight or nine major programs (such as strategic forces) that cut across the lines of traditional service responsibilities. The system was introduced in other federal departments after 1965, and elements of it were adopted by the British and other governments. In 1966 a program was inaugurated to integrate management accounting at the operating level with the programming–budgeting system. At the end of the 1960s a new administration restored some of the initiative in the planning–budgeting–programming cycle to the Joint Chiefs of Staff and the military services. The reforms of the 1960s exploited the whole range of current managerial methodology. The basic techniques, such as systems and operations analysis, all stressed precise, scientific, usually quantitative formulations of problems and mathematical approaches to rational decision making. Systems analysis, the technique associated with defense planning and programming, was a method of economic and mathematical analysis useful in dealing with complex problems of choice under conditions of uncertainty. The technological foundation of this improved logistic management was the high-speed electronic computer, which was being used chiefly in inventory control; in automated operations at depots, bases, and stations; in transmitting and processing supply data; in personnel administration; and in command-and-control networks.
    2014-07-17 20:07:02

  • Jones Hanungu Munang'andu Zambia Management Both during and after World War II the United States operated the largest and most advanced logistic system in the world. Its wartime operations stressed speed, volume, and risk-taking more than efficiency and economy. The postwar years, with accelerated technological change, skyrocketing costs, and diminished public interest in defense, brought a revulsion against military prodigality, manifested by calls for reduced defense budgets and a growing demand for more efficient management of the military establishment. This demand culminated in a thorough overhaul of the whole system in the 1960s. One result was the reorganization of logistic activities in the three military services, generally along functional lines, with large logistic commands operating under functional staff supervision. In each service, however, each major weapon system was centrally managed by a separate project officer, and central inventory control was maintained for large commodity groups. In 1961 a new defense supply agency was established to manage on a wholesale basis the procurement, storage, and distribution of common military supplies and the administration of certain common services. The most far-reaching managerial reforms of the period were instituted by the U.S. defense secretary, Robert S. McNamara (1961–68), in the resource allocation process. A unified defense planning–programming–budgeting system provided for five-year projections of force, manpower, and dollar requirements for all defense activities, classified into eight or nine major programs (such as strategic forces) that cut across the lines of traditional service responsibilities. The system was introduced in other federal departments after 1965, and elements of it were adopted by the British and other governments. In 1966 a program was inaugurated to integrate management accounting at the operating level with the programming–budgeting system. At the end of the 1960s a new administration restored some of the initiative in the planning–budgeting–programming cycle to the Joint Chiefs of Staff and the military services. The reforms of the 1960s exploited the whole range of current managerial methodology. The basic techniques, such as systems and operations analysis, all stressed precise, scientific, usually quantitative formulations of problems and mathematical approaches to rational decision making. Systems analysis, the technique associated with defense planning and programming, was a method of economic and mathematical analysis useful in dealing with complex problems of choice under conditions of uncertainty. The technological foundation of this improved logistic management was the high-speed electronic computer, which was being used chiefly in inventory control; in automated operations at depots, bases, and stations; in transmitting and processing supply data; in personnel administration; and in command-and-control networks.
    2014-07-17 20:07:17

  • Jones Hanungu Munang'andu Zambia Management Both during and after World War II the United States operated the largest and most advanced logistic system in the world. Its wartime operations stressed speed, volume, and risk-taking more than efficiency and economy. The postwar years, with accelerated technological change, skyrocketing costs, and diminished public interest in defense, brought a revulsion against military prodigality, manifested by calls for reduced defense budgets and a growing demand for more efficient management of the military establishment. This demand culminated in a thorough overhaul of the whole system in the 1960s. One result was the reorganization of logistic activities in the three military services, generally along functional lines, with large logistic commands operating under functional staff supervision. In each service, however, each major weapon system was centrally managed by a separate project officer, and central inventory control was maintained for large commodity groups. In 1961 a new defense supply agency was established to manage on a wholesale basis the procurement, storage, and distribution of common military supplies and the administration of certain common services. The most far-reaching managerial reforms of the period were instituted by the U.S. defense secretary, Robert S. McNamara (1961–68), in the resource allocation process. A unified defense planning–programming–budgeting system provided for five-year projections of force, manpower, and dollar requirements for all defense activities, classified into eight or nine major programs (such as strategic forces) that cut across the lines of traditional service responsibilities. The system was introduced in other federal departments after 1965, and elements of it were adopted by the British and other governments. In 1966 a program was inaugurated to integrate management accounting at the operating level with the programming–budgeting system. At the end of the 1960s a new administration restored some of the initiative in the planning–budgeting–programming cycle to the Joint Chiefs of Staff and the military services. The reforms of the 1960s exploited the whole range of current managerial methodology. The basic techniques, such as systems and operations analysis, all stressed precise, scientific, usually quantitative formulations of problems and mathematical approaches to rational decision making. Systems analysis, the technique associated with defense planning and programming, was a method of economic and mathematical analysis useful in dealing with complex problems of choice under conditions of uncertainty. The technological foundation of this improved logistic management was the high-speed electronic computer, which was being used chiefly in inventory control; in automated operations at depots, bases, and stations; in transmitting and processing supply data; in personnel administration; and in command-and-control networks.
    2014-07-17 20:07:57

  • Jones Hanungu Munang'andu Zambia Management Both during and after World War II the United States operated the largest and most advanced logistic system in the world. Its wartime operations stressed speed, volume, and risk-taking more than efficiency and economy. The postwar years, with accelerated technological change, skyrocketing costs, and diminished public interest in defense, brought a revulsion against military prodigality, manifested by calls for reduced defense budgets and a growing demand for more efficient management of the military establishment. This demand culminated in a thorough overhaul of the whole system in the 1960s. One result was the reorganization of logistic activities in the three military services, generally along functional lines, with large logistic commands operating under functional staff supervision. In each service, however, each major weapon system was centrally managed by a separate project officer, and central inventory control was maintained for large commodity groups. In 1961 a new defense supply agency was established to manage on a wholesale basis the procurement, storage, and distribution of common military supplies and the administration of certain common services. The most far-reaching managerial reforms of the period were instituted by the U.S. defense secretary, Robert S. McNamara (1961–68), in the resource allocation process. A unified defense planning–programming–budgeting system provided for five-year projections of force, manpower, and dollar requirements for all defense activities, classified into eight or nine major programs (such as strategic forces) that cut across the lines of traditional service responsibilities. The system was introduced in other federal departments after 1965, and elements of it were adopted by the British and other governments. In 1966 a program was inaugurated to integrate management accounting at the operating level with the programming–budgeting system. At the end of the 1960s a new administration restored some of the initiative in the planning–budgeting–programming cycle to the Joint Chiefs of Staff and the military services. The reforms of the 1960s exploited the whole range of current managerial methodology. The basic techniques, such as systems and operations analysis, all stressed precise, scientific, usually quantitative formulations of problems and mathematical approaches to rational decision making. Systems analysis, the technique associated with defense planning and programming, was a method of economic and mathematical analysis useful in dealing with complex problems of choice under conditions of uncertainty. The technological foundation of this improved logistic management was the high-speed electronic computer, which was being used chiefly in inventory control; in automated operations at depots, bases, and stations; in transmitting and processing supply data; in personnel administration; and in command-and-control networks.
    2014-07-17 20:07:19

  • Divine Bruce Kumi Ghana A delay in one aspect of an event leads to delay in total completion, will that demand special skilled or not to be determined by the project manager?
    2014-06-27 16:06:25

    • Yai Deng Yai South Sudan It can be corrected by PM.
      2014-08-24 13:08:47
  • salwa kamara Ghana What are the benefits of a Critical Path Method (CPM)?
    2014-06-25 14:06:02

    • Yai Deng Yai South Sudan It shows interdependent in activities and that delay in one activity might lead to delay in another activity.
      2014-08-24 13:08:55
  • ODAFE PATRICK OHWOJERO Nigeria at what point in the project do the project manage needs critical path method?
    2014-06-23 10:06:19

    • Yai Deng Yai South Sudan At the planning phase and at production phase.
      2014-08-24 13:08:48
  • Reza Abbasi Iran When we use the Critical Path Method?
    2014-06-22 15:06:15

    • Yai Deng Yai South Sudan Throughout project life.
      2014-08-24 13:08:14
  • Reza Abbasi Iran When we use the Critical Path Method?
    2014-06-19 20:06:56

  • Reza Abbasi Iran Please provide a definition of the Critical Path Method?
    2014-06-19 20:06:32

    • Yai Deng Yai South Sudan Is the list of activities that are to be finished on time as delay in activity may affect other activity.
      2014-08-24 13:08:29
    • Abdinoor Bishar Somalia The critical path is a series of activities which are vital to the event being completed on time. For example, a delay in one event will delay the completion of the project.
      2014-06-21 12:06:10
  • Satu Korhonen Finland How important is it to ascertain a critical path in a project?
    2014-06-16 11:06:33

    • Yai Deng Yai South Sudan It is very much important since it grantes success.
      2014-08-24 13:08:22
    • ojo taiwo Nigeria critical paths are the determinant of the success of a success, it is very important to ascertain how well each activity is doing against time schduled
      2014-06-19 13:06:22
  • Annette Weizbauer Germany What is the critical path?
    2014-06-14 10:06:06

    • Yai Deng Yai South Sudan Is the seiries of activities that show interrelationship among them and that if vital activity is not given priority to be finished then it may lead to the failure of another activity.
      2014-08-24 14:08:08
    • Reza Abbasi Iran The critical path is a series of activities which are vital to the event being completed on time. For example, a delay in one event will delay the completion of the project.
      2014-06-19 20:06:06
    • ojo taiwo Nigeria critical paths are those series of activities that determine the success of a project
      2014-06-19 13:06:02
    • Parhalad Saini India series of different work in a project called critical path.
      2014-06-17 09:06:12
    • Poliect Chuwa Tanzania Critical path is a series of interdependent activities that if any one activity is delayed then thecproject is delayed
      2014-06-16 03:06:35
    • Okwuchukwu Akabogu Nigeria The critical path is a series of activities that are important for the project to be delivered on time.
      2014-06-14 10:06:13
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