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Topics: Scheduling
Critical path
Is there any possibility of having negative float in critical path.please give example ,if so
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Negative float happens whenever you have some external time constraint that can't be satisfied by the plan. The simplest case is that you have an activity that's forecast to go on longer than the project's mandated end date.
Hi Hendry,

Yes, it is possible to have negative float in the critical path. Keeping the "Golden Triangle" of Time, Scope, and Resources in mind, assume you have a project for a new widget to be added to an assembly that is due in 9 months. This due date is set in stone, if you deliver late there are catastrophic consequences.

At high level, here is your critical path

-Define the requirements of the widget (1 week)
-Design the widget and get approvals (2 weeks)
-3D print a prototype (1 week)
-Test the prototype, review, revise the design, retest (8 weeks)
-Procurement: Contract with a manufacturer that can produce the widget 2 weeks)
- Order Small Batch of Manufactured Prototype (2 weeks manufacturing, 1 week shipping)
-Test the manufactured Prototype (2 weeks)
- Secure certifications on the manufactured prototype (6 weeks)
-Order Large Batch of final widget (8 weeks)
-Manufacture final assembly with new widgets for customer order (2 weeks)
-Shipping lead time to customer (2 weeks)

Assuming each step cannot start before the previous step and no steps can overlap, this project will be one week late; you have one week of negative float. In order to bring the project in on time you'll need to review the steps to bring them in earlier, either by reducing the scope (fewer widgets? a design that is easier to manufacture?), adding resources (spend more money for expedited shipping or to get priority from the manufacturer?), or reducing the time for each step (fewer test cycles?, shorter design cycle? )

This is a very common problem for projects that involve the manufacture of custom equipment from third party vendors; the lead times are often extensive and depend on the availability of materials, so it is wise to work through the critical path regularly to check for negative float.
If it is a schedule you wish to baseline and commit to, this is a bad situation as a schedule that doesn't work on paper will not work in the real world.

If it is a revised forecast, then it means that you have a variance which you'd want to address assuming schedule performance is important.

Kiron
Charles,
This is a mildly provocative question; the answer depends on the answers to two others:
1. Are late (i.e. “finish no later than…”) constraints allowed to override the CPM late-date calculations? If so, then negative float can exist. (The dominant scheduling tools – like Primavera P6 and Microsoft Project – follow this rule. Some others do not.) Negative float indicates that at least one late constraint – on an activity or on the project as a whole – cannot be achieved as currently scheduled.
2. How is the “critical path” defined when negative float exists? Ignoring the effects of multiple constraints, multiple calendars, and other common complications, there are two primary alternatives that most professionals would recognize:
a. The critical path is the logic path – i.e. a particular sequence of activities and relationships – that determines the earliest completion date of the project. As long as the late constraint is applied to the end of the project, then this path would share the lowest total float value (i.e. the most-negative float.)
b. The “critical path” is not a logic path at all, but a collection of “critical” activities. These are typically defined – particularly in MS Project – as all the activities with TF less than or equal to 0.
Thus, if negative float is allowed to exist, then in the simplest case the critical path for the project is likely to include it.

For a more provocative question, substitute the word “positive” for “negative” in your original question, then be prepared for fireworks….
Yes. David and Scot made good points.
Great question. And I found it interesting that there are different thoughts on the definition of the Critical Path in the answers. Here is my take on it...

The Critical Path is the longest duration path through the project schedule with the least amount of total float. I have seen some define the Critical Path as the path with 0 days total float or less. In real-world schedules, you can easily have a Critical Path that has greater than 0 days total float on it due to the presence of a Start No Earlier Than constraint impacting one or more tasks on the Critical Path.

To answer your question, based on the definition of the Critical Path, yes, it is very possible to have negative total float on the Critical Path. The presence of negative total float on the Critical Path doesn't cancel the path out or void it.

A great example of a situation when the Critical Path will have negative total float on it is when a customer schedule has a contractually required completion date that is represented in the schedule by a deadline and the schedule is forecasted to finish later than this deadline. The presence of the deadline affects total float values. And if the forecasted completion date is later than the deadline, we will have negative total float. A very realistic scenario...
Great education on Critical Path and negative float, thank you for the question and answers.
The critical path schedule is a plan. When you show negative float it means that there is a risk of failure to meet the project time objective. There are two options: 1) accept the risk and continue with the plan as developed, or 2)mitigate the risk by developing a new plan. It is not much different than dealing with a cost overrun: 1) you get more money, or 2) you find savings.
With schedule risk possible mitigation would be to re-visit the logic finding specific ways to reduce task duration's or adjust/rethink the dependencies for tasks on the critical path. This could result in a different critical path. Make sure that the proposed changes or adjustments are specific and documented with a commitment to implement - not just a paper exercise. If the cause of the delay is not within your control then efforts are to be made to get action from someone with influence. The risk and proposed mitigation measures are to be recorded and tracked in the risk management plan.

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