Manage Paths, Not Tasks

The Critical Path Method is all about managing paths. Yet, it is a common practice for organizations with critical path schedules to collect and report task-oriented metrics. This is okay if done properly, but it is not a substitute for managing paths. Critical tasks must be considered as part of the critical path, not independently. Non-critical tasks should be considered as part of a meaningful aggregate that can help spot emerging problems.

Total Float is a path-oriented metric. It is also a forward-looking metric. It provides the information needed to affect outcomes where they matter the most. By aggressively attacking a succession of critical paths, project managers are focusing their attention where it is needed most. Critical path is a force-multiplier. Another path-oriented metric is Total Float Trend. This is a derivative of Total Float and not particularly actionable. If you wait for a trend to emerge before you take action, you already missed the boat. On the other hand, you could use Total Float Trend to show the positive effects of your aggressive path management to your boss or the owner. That would be useful!

Task-oriented metrics are usually backward-looking. An example is Baseline Execution Index. It provides a measure how many tasks completed when they were planned to complete, irrespective of Total Float. It can actually encourage counterproductive behaviors, like cherry-picking. A task-oriented metric that is forward-looking is helpful. By comparing Early Finish dates with Baseline Finish dates in the future, the alert manager spots emerging problems before they become critical. The key is to keep your metrics looking forward. You are not going to change the past.

One of the interesting things about subduing the most critical path is that multiple subsidiary paths may be eliminated in the process. Critical Path works. It worked at Hanford Engineer Works. Make it work for you.

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