# PMBOK 5th Edition – Critical Path Scheduling Techniques

Project schedules can be created in a variety of ways using the Precedence Diagramming Method (PDM) for Critical Path (CPM).  My preferred method is found in the PMBOK 5th edition.  I like this method because I find it more relevant to real life activity.  I’ll also explain a second method at the end, but I do not find that method nearly as user friendly.  However, after seeing both methods you can decide which will work best for you.

Below, is an example of a PDM.  Each node is labeled as a task and we will assign all of these tasks for this example a “finish-to-start” relationship.  That means the successor task cannot start until its predecessor task has been completed.

Our goal in this PDM is to find the critical path, which is the longest path through the project. In turn, this would establish the shortest duration.  To do this, we will analyze how many days a task takes and then add its cumulative duration to the next task that is done next.  Tasks A, B, and C are on one path and Task D is on another path with Tasks E, F, and G.  Both paths merge at Task H.

ES and EF stand for “Early Start” and “Early Finish”.  LS and LF stand for “Late Start” and “Late Finish”.

The first step is to do a “forward pass” and find out when the Tasks can start and finish at their earliest.  On day 1, we start the project so tasks A and D have an ES of 1.  Task A takes 8 days to finish so the earliest it can finish is on day 8.  Since 8 days have finished, the next bit of time rolls into the 9th day, so then, Task B starts on Day 9.  Task B takes 7 days to complete, so it finishes on day 15.  The pattern is ES + Duration -1 = EF.  You can also check this on your fingers by counting the duration from what day you are on.  When you get to a Task, like H, that merges two nodes, take the next day from the path that takes the longest.  The project will take 22 days to complete.