1. Project Management: The Critical Path Method
Developed by: Dr. Jeff Landry and Ms. Rosalind McCullough
Edited/Updated by: Mr. David Ratisher
School of Computing
Welcome! We’re pleased to welcome you all from <school name> to this Hands-On Learning Lab Activity, or “HOLLA” <gesture with air quotes> here at the School of Computing of the University of South Alabama.
My name is <your name> and I’m a graduate student in the area of Information Systems here at USA.
Today we’re going to give you a taste of some college-level learning on a topic that’s important whether you’re considering Computing as a future field of study and career, or any other subject area, and that’s Project Management.
We’re going to have you work together in teams, and maybe have a little competition, while you work to solve some typical project management problems.
Hopefully you’ll find it interesting and useful, and maybe a bit of fun as well.
<if Dr. Landry is in the room…> Before we begin, I’d like to introduce you to our Department Chairman, Dr. Jeff Landry.
<click once – advance to next slide>
Presented by: XXXXXXXXXXXXXXX
December 24, 2018

2. <leave this Shelby Hall pic up until Dr
<leave this Shelby Hall pic up until Dr. Landry takes the floor (or until ready for next slide if he’s not there)…>
<click once – then wait…will transition to next slide in a few seconds…>

3. A few words about the USA School of Computing
The University of South Alabama - School of Computing (SoC): A college within the University specifically dedicated to the field of Computing
2 departments:
Department of Information Systems and Technology (IST)
Department of Computer Science (CS)
Degree programs offered at multiple levels:
BS (Bachelor of Science)
MS (Master of Science)
Ph.D. (Doctorate)
<no need to click…slide content will fade in>
<Dr. Landry speaks (if he’s there)>
<This slide can be adapted to any speaker…just change “my” to “our”>
Here at South, the field of Computing has its own college, called the School of Computing. This is uncommon at most universities, and we offer more choices of computing majors than you will find most anywhere.
My (our) department is the Department of Information Systems and Technology, or “IST”. We also have a Computer Science department.
Here in IST, you can major in Information Systems, Information Technology or Health Informatics. You’ll gain exposure to areas such as Cybersecurity, Digital Forensics, Cloud Computing, Networking, Web Publishing and Integration, and more.
Think about coming to South to major in one of these areas, and perhaps even continue on to graduate school afterwards for even more advanced preparation for a career in the Computing field.
<click once – advance to next slide>
Come join us here at South and prepare for a career in Computing!
December 24, 2018 Project Management: The Critical Path Method

4. Agenda Discussion: The nature of Projects
Hands-on Activity: Formation of Project Teams
Hands-on Activity: Planning a project by developing the Critical Path
<DON’T click yet>
Here’s what we’re going to be covering during our session today.
<click once – will reveal first bullet>
We’ll start with a discussion about the nature of Projects.
<click once – will reveal second bullet>
Then, we’ll have a hands-on exercise where we form project teams.
<click once – will reveal third bullet>
Then finally, your teams will work together on another hands-on activity to solve some project planning problems.
<click once – advance to next slide>
December 24, 2018 Project Management: The Critical Path Method

5. What is a Project?
We see, or participate in, projects all the time. What are some examples?
<DON’T click yet>
OK folks, what are some examples of Projects that you either see, or are a part of yourselves, on a regular basis?
<elicit responses>
<if responses come freely, continue to actively engage the discussion for a minute or two>
<then, in any case, click once – will reveal Science Fair picture>
Anybody here ever work on a Science Fair project?
Can you think of any others?
<click once – will reveal student working on Term Paper>
Have you had to complete a Term Paper at the end of the semester?
<click once – will reveal the Party Planning graphic>
Anyone here ever plan a party? Or work with your folks to plan one? A birthday party? Graduation party? Engagement party?
What other projects can you think of?
<click once – will reveal the Road Construction image>
What about Road Construction? Bet you drive by road work all the time. Would you consider that to be a project?
<click once – will reveal House Construction image>
How about a House Construction project?
<click once – will reveal Olympics image>
What about the Olympics? Do you think it takes a special effort and a dedicated team of people to coordinate the venues, set up the Olympic Village, plan the events, manage how to handle all the visitors, travel logistics, communications, and on and on?
<click once – advance to next slide>
December 24, 2018 Project Management: The Critical Path Method

6. What defines a Project?
Temporary: A project has a beginning and an end
Unique: A project is outside of routine work, and has a specific purpose
Sponsored: A project has a sponsor who provides resources for the work
<DON’T click yet>
Here’s a picture of a project team working together.
Now think about all the examples of projects that we talked about in the previous slide. What do they have in common?
<elicit responses>
<if responses come freely, continue to actively engage the discussion for a minute or two>
<then, in any case, click once – will reveal first definition bullet>
Projects are temporary – they have a specific beginning and end. It doesn’t just go on indefinitely.
Think about those projects.
Your Term Paper project ends when you submit it at the end of the semester.
Road Construction starts up, and then ends…eventually. <make a joke here if you can>
The Olympics get planned in advance, take place, and then end after the closing ceremonies.
<click once – will reveal second definition bullet>
Projects are unique – they’re different from your day-to-day activities like just going to class everyday – and they all have a specific purpose.
Your graduation party doesn’t happen every day…right? It’s a special occasion.
Your Science Fair project…that’s “one and done”, wouldn’t you agree?
<click once – will reveal third definition bullet>
Projects have a sponsor – someone who backs the project and provides resources for it.
Who do you think is the sponsor for the construction of a new house?
<affirm (or explain)> It’s the buyer of the house.
<then flow right into…>
Anyone know what we mean by resources? What resources is the buyer of the house providing?
<in any case, click once – will reveal Money graphic>
Funding for the project. Money.
<click once – will reveal People graphic>
HUMAN resources. People for the project team.
<click once – will reveal Materials graphic>
Materials for the project. Equipment. Facilities…a place for the team to work. “Stuff” that the project needs.
Of course all of those things, and people, go back to Money. The sponsor is who has to decide that a project is worth paying for.
<click once – advance to next slide>
December 24, 2018 Project Management: The Critical Path Method

7. Why is Project Management important?
On Time (Time)
On Budget (Cost)
TRIPLE
CONSTRAINT
<DON’T click yet>
Now think about what we just talked about on those last 2 slides.
Why do you think it is important to manage projects well?
<elicit responses>
<if responses come freely, continue to actively engage the discussion for about a minute>
<then, in any case, click once – will reveal first leg of the triangle>
Think about those 3 definitions we just talked about for a project.
A project, and the tasks that comprise it, need to be completed within a well-defined time frame.
<click once – will reveal second leg of the triangle>
Think about the sponsor.
He or she isn’t going to justify the cost of the project unless those costs are managed…that the money and resources are allocated correctly.
<click once – will reveal the third leg of the triangle>
What a project is going to accomplish has to be well defined…and not only what it WILL accomplish, but also what it WON’T. We call this definition of the wills and won’ts of a project its Scope.
<pause>
Now, does anyone know what the word “Constraint” means?
<affirm (or explain)> A constraint is a limitation. It’s a restriction. It means there’s a boundary that can’t be breached.
<click once – will reveal the Triple Constraint term>
We call those three characteristics of a project – time, cost, and scope – the Triple Constraint.
It’s a limitation or a restriction because a change to one will affect the other two.
If we exceed the time or the scope of a project, it will end up raising the cost.
If there’s a change in the cost of resources, it might affect the project’s ability to finish on time, or on what it might accomplish.
When we have good project management, we will succeed in all 3 areas, not just one or two. When we don’t manage the project well we will fail.
<click once – advance to next slide>
Delivering what was promised (Scope)
December 24, 2018 Project Management: The Critical Path Method

8. Project success and failure
The Standish Group
Failed
19%
On Time (Time)
On Budget (Cost)
Successful
29%
TRIPLE
CONSTRAINT
Delivering what was promised (Scope)
<DON’T click yet>
Let’s talk about project success and failure. Not all projects are successful. Why? Because they may be innovative, risky. The novelty of projects makes them worthwhile but presents us with a challenge. Haven’t done it before.
And remember projects are temporary. They have a clear cut beginning and ending, and so at the end we can look back and see if we were a success or not.
How are projects successful? …or not? The triple constraint tells us how. According to the project’s performance on the schedule, budget, and scope.
<click once – will reveal the CHAOS study graphic but without the results>
In the college environment we often reference studies by reputable research organizations.
One of those companies is called The Standish Group, and they survey software project managers all over the country about whether their projects succeed or not.
If this pie chart represents 100% of the survey results, which slice of the pie, or percentage of projects, do you think their study said were successful, and what percentage failed?
<elicit responses>
<click once – will reveal the CHAOS Study results>
The failed projects either got cancelled before completion, or else the result was never used.
The successful projects were completed, and they were completed on-time and on-budget, delivering what was promised, the customer was happy and the result useful. A total success.
The other projects, the challenged ones, roughly half of the ones studied. Had a mixture of success and failure. They failed on at least one of the triple constraint goals, but they got finished and were useful to some extent with at least a partially satisfied sponsor.
[recommend end here]
In their 2015 study, only 29% of the projects were successful. That means the project managers said that their projects met all the characteristics of the Triple Constraint, and their businesses felt that the projects justified the cost and effort, only 29% of the time.
That also means that all the other projects in the survey were not considered to be successful. <point out the other 2 pie slices on the screen>
<discussion of next group of bullets is optional>
A failed project means it was either cancelled, or the result of the project never got used.
A challenged project means that it completed, but didn’t meet one or more of the characteristics of Time, Cost, or Scope, or the result didn’t meet the intended business needs.
As you can tell by the graph, a majority of projects were considered Challenged, and then when you add in the Failed ones, you can see that almost three-quarters of projects are not considered Successful. <point out on screen>
That’s pretty significant. It’s a pretty good indicator of how important it is to manage projects well, and how often that doesn’t always happen.
<end of optional bullets>
Now, does anyone want to take a guess why The Standish Group calls their project study CHAOS?
<affirm (or explain)> It’s because that’s what happens when projects don’t succeed…they cause Chaos! Disarray. Disorganization.
<click once – advance to next slide>
Challenged
52%
December 24, 2018 Project Management: The Critical Path Method

9. Team Formation Test
A test designed to discover how a person sees things and makes decisions
We will use this test to form teams whose members have a mix of personality profiles
There are no “right” or “wrong” answers
We are all different…this is a GOOD thing, and it’s an IMPORTANT thing
<DON’T click yet>
OK, it’s time to put you all to work.
We’re going to organize you all into teams…
<click once – will reveal first bullet>
…based on a test that assesses how each of us sees things and makes decisions.
Has anyone ever heard of the test with the ENTJs and INFPs?
<click once – will reveal second bullet>
We’ll use this test to set up teams that have a balance of different profile types.
There are no “right” or “wrong” answers.
We’re all different…this is GOOD thing. Everyone has something to offer a project team.
<click once – will reveal third bullet>
There’s a link called TFT on each of your Desktops.
Click it, enter your name, and complete the survey.
Don’t dwell on each question too much…we’re only going to take 5 minutes for this exercise.
<click once – advance to next slide>
Click on the TFT link on your desktop
December 24, 2018 Project Management: The Critical Path Method

10. Team Formation Test - Results
Find your psychological profile
<WAIT 5 minutes to confirm class is done with the test…THEN click once to reveal the slide content>
Take a look at the profile types on the grid. Does your result match the type of person you think you are?
As you would imagine, there’s a fair bit of complexity to a full psychological profile.
For our team formation, we’re going to keep it simple and just focus on the first type…I for Introverts, and E for Extroverts.
We’re going to work to balance our teams so that each team has a mix of Introverts and Extroverts.
People with Introverted tendencies tend to recharge by spending time alone, and they lose energy from being around people for long periods of time, particularly large crowds.
People with Extroverted tendencies, by contrast, gain energy from other people.
Being an Introvert or an Extrovert is not a matter of good or bad…it’s a part of who you are…but having a balance between the two types on a team is good.
I’s and E’s tend to self-select into roles that fit their psychological preference, and may perform well in that role, as a result.
In many cases, balanced teams are good because we have a mix of the specialized skills we need to perform project tasks, and the mix of different personality types can be beneficial.
<RUN the team formation tool and assign teams, having them move around the room to a table>
<click once – advance to next slide>
Teams that have a variety of personality types tend to perform better, because:
Different personality types tend to see problems differently
One personality type may be better at a task than another
December 24, 2018 Project Management: The Critical Path Method

11. Critical Path Activity
Your project objective:
<no need to click…the slide graphic will appear on its own after a 2 second delay>
OK, now that we’ve formed project teams, we’re ready to work on a project.
We’re going to plan the process for building a Bacon Lettuce and Tomato sandwich with Cheese.
Is everyone familiar with a BLT?
<click once – advance to next slide>
December 24, 2018 Project Management: The Critical Path Method

12. Critical Path Activity: Part 1
Lay the cards out end-to-end, in a single line from left-to-right, in the correct order to make your sandwich
Card 1
Card 2
Card 3
Card 4
Card 5
Card 6
Card7
Card 8
<DON’T click yet>
<HAND OUT the folders containing ONLY the cards and arrows>
<then click once…the slide graphic will appear>
What I’d like you to do is work with your teammates and lay your cards and arrows out end-to-end, in a single line from left to right, in the correct order to make a BLT sandwich with cheese.
Close the lid of the computers and push back to give yourselves some more room.
The activities must be put in a logical order.
For example, assume that you must toast the bread before you can butter it.
We’re also going to add a little competition to the equation.
Remember the Triple Constraint? Time, Budget, and Scope? Well, we’re going to put a time limit on this exercise.
You have 2 minutes.
The first team to finish correctly will get 2 points, the other teams to finish on time will get 1 point. No points for a late finish.
<WAIT 2 minutes, then walk around and assess solutions>
<keep score on the whiteboard – Team Red, Team Blue, etc.>
<click once – advance to next slide>
December 24, 2018 Project Management: The Critical Path Method

13. How long does it take to make the sandwich?
21 minutes
How can you shorten the time?
Remove/change the requirements
Add resources
<DON’T click yet>
<HAND OUT the sheets with the task timings>
How long will it take to make the sandwich?
<elicit responses>
<click once – will reveal first bullet indicating 21 minutes>
<affirm> Correct…for a project plan like this where each task starts after the previous one completes, we simply add up each task duration to calculate the total time.
<click once – will reveal the next bullet>
How can we shorten the time?
<if responses come freely, continue to actively engage the discussion for about a minute>
We can remove or change a part of the process
For example, we can leave off the cheese. Does cheese belong on a BLT? Not really.
The principle on that is that we can evaluate a project and remove unnecessary tasks from the project plan.
<pause>
We could remove the bacon. That would save 8 minutes.
However, the issue there is that bacon is the main ingredient, a feature a customer would want more than any other component.
So, you’d better ask the customer. Wait, YOU’RE the customer. Would you like an LT sandwich?
How about making just the bacon only? Makes the time 8 minutes and saves 13 minutes. Cook the bacon and you’re done. A tasty barebones lunch.
Sometimes, a barebones project is all the customer can afford or really risk his money on.
What aspect of the Triple Constraint would we be affecting if we do any of these things?
<affirm (or explain)> That would be the Project Scope (the bottom leg of that triangle)
Do you think we need to get approval for that change to the process?
<affirm (or explain)> That’s considered a Change of Scope.
A well-managed project includes a formal process for scope changes, and getting approval for them from the Sponsor or some other person with authority on the project.
We could get help from another person.
More things may be able to get done if two people are working together to make the sandwich instead of just one.
OR, we could pre-wash the lettuce, or buy pre-sliced cheese.
We call this outsourcing. Someone else did some of the work.
We can shorten to time it takes to do something.
Any suggestions?
We could lightly toast the bread, which only takes 2 minutes instead of the original estimate of 4 minutes.
We could microwave the bacon. Will the bacon taste the same? This might be a tradeoff between quality and time…another triple constraint consideration.
We can do more than one thing at a time.
For example, we can slice the tomato while the toast is cooking.
Any other ideas?
<click once – advance to next slide>
Shorten the duration to complete a task
Do things in parallel (at the same time)
December 24, 2018 Project Management: The Critical Path Method

14. The Critical Path Method
We use the Critical Path to ensure that all the activities (tasks) in a project are completed by the due date/time
Here’s an example of a project Network Diagram, with task durations measured in weeks:
Task B
4 weeks
Task E
3 weeks
Start
End
Task A
1 week
Task C
2 weeks
Task F
1 week
Task H
1 week
<click once – will reveal the first bullet>
We use the Critical Path to ensure that all the activities (tasks) in a project are completed by the date or time that we promised
So how do we determine that path?
<click once – will reveal the next bullet and the example network diagram>
Here’s an example of a project Network Diagram, with task durations measured in weeks
So, for our sandwich project we were measuring task durations in minutes.
For other projects, we might use longer units of measure, like hours, days, weeks, and months.
The planning process is the same regardless of the unit of measure
The project in the example on this slide might be for a Road Construction project, with tasks that each take weeks.
Think about what some of those tasks might be: Hire the road crew, take delivery on the road cones, requisition the trucks and equipment, start consultation with the engineers, develop coordination plan with local law enforcement, plan the destruction activities that need to happen before we start installing the replacement pavement, and so on and so on….
Do you think some of those tasks can be done in parallel?
This is represented on the Network Diagram…for example, tasks B, C, and D <point out on screen>
<pause>
What do the arrows represent, and the tasks on each side of an arrow?
<elicit responses>
<affirm (or explain)> The arrows connect tasks where the later task depends on the completion of the prior task.
The task on the left side of an arrow is called a Predecessor, the task on the right is called a Successor.
For example, we can’t begin destruction of the existing road surface until we’ve worked with law enforcement on the lane closures, and we’ve laid out the orange road cones to redirect the traffic
<click once – advance to next slide>
Task D
2 weeks
Task G
2 weeks
December 24, 2018 Project Management: The Critical Path Method

15. What’s the Critical Path?
The Critical Path is the longest-duration path through the diagram
It’s the shortest possible time in which a project can complete
9 Weeks
Task B
4 weeks
Task E
3 weeks
Start
End
Task A
1 week
Task C
2 weeks
Task F
1 week
Task H
1 week
<DON’T click yet>
The Critical Path is the longest sequence of activities in a project to be completed on time for the project to be completed by the due date
That is, it’s the longest-duration path through the diagram
How many paths are there from the Start to the End of the project?
<elicit responses>
<affirm (or explain)> There are 4 paths <point out on screen>
Which path has the longest duration?
<affirm (or explain)> The top path will take the longest: 9 weeks
<show the other 3 paths on the diagram taking 5, 6, and 6 weeks, respectively>
<click once – will draw the Critical Path>
There’s our Critical Path of 9 weeks.
<click once – will reveal the remaining bullet>
The Critical Path is the shortest possible time in which the project can complete.
Let me repeat that: The Critical Path is the longest-duration path through the diagram…which makes it the shortest possible time in which a project can complete.
Why does this make sense?
<affirm (or explain)> A project requires completion of ALL the tasks that have been identified for the project.
The tasks that are NOT on the Critical Path still need to get done, but they require less time, and will be occurring in parallel to the tasks on the Critical Path. <point out on screen>
Since the Critical Path is the LONGEST path, the project can’t possibly take LESS time than that to be completed.
<confirm comprehension, and/or take questions>
<click once – advance to next slide>
Task D
2 weeks
Task G
2 weeks
December 24, 2018 Project Management: The Critical Path Method

16. Critical Path Activity: Part 2
Plan your sandwich project again, but this time arrange the cards in an order that will shorten the time it will take to make your sandwich
Keep in mind: It’s still only one person preparing the sandwich
Example:
Card 2
Card 6
<DON’T click yet>
Let’s use our cards again. This time, arrange your cards in such a way that the sandwich is made in the shortest time possible.
Take a look at the example diagram on this slide. Move activities that can be done in parallel (at the same time) on top of each other…like it’s shown for Cards 2 and 3. <point out Card 2 and Card 3 on screen>
<click once – will reveal remaining bullet>
Remember a few slides ago how we talked about the various ways we could shorten the time?
Well, for this exercise, we’re going to maintain our existing scope…we’re going to say that we didn’t get approval for a Scope Change and so we need to stick with the tasks as they were originally defined
We’re also going to maintain our existing level of personnel…we’re sticking with one person preparing the sandwich
That means if you identify tasks that CANNOT be done together, you’ll need to keep those activities in sequence on their own path <point out Cards 3, 4, and 5 on screen>
I’m going to give you 5 minutes to complete this exercise.
<WAIT 3 minutes, then…>
<click once – advance to next slide>
Card 1
Card7
Card 8
Card 3
Card 4
Card 5
December 24, 2018 Project Management: The Critical Path Method

17. Hints
The activities Cut Tomato, Slice Cheese, Wash Lettuce, and Butter Bread cannot be done at the same time
Butter Bread must wait for Toast Bread to complete
Cook Bacon and Toast Bread can occur at the same time
<no need to click>
Take a look at your screens…here are some hints. You have 2 more minutes.
The first team to create a correct Network Diagram will earn 2 points; other correct finishers will receive 1 point.
<WAIT 2 more minutes, then…>
<walk around and evaluate solutions, then …>
<click once – advance to next slide>
Other things can happen while Cook Bacon and Toast Bread are taking place
December 24, 2018 Project Management: The Critical Path Method

18. Solution: Sandwich Network Diagram
Cook
Bacon
Start
End
Gather
Ingredients
Toast
Bread
Butter
Bread
Assemble
Sandwich
<no need to click>
Here’s the correct solution.
Do any teams have it?
<update team scores on whiteboard>
As you can see, 3 things can go on in parallel: Cook Bacon, Toast Bread, and the three sequential tasks <point out on screen>
Look at the Gather Ingredients task <point out on screen>
<reinforce point from earlier slide> It has 3 Successor tasks; it is a Predecessor to 3 tasks
We call that situation a Burst – one task “bursts” into multiple task paths <point out on screen>
Now look at the 3 paths: This bottom path is a “hands” path…we only have one pair of hands, so these tasks have to occur in sequence…one after the other
The other two tasks are hands-free, so we can get them started in parallel - at the same time - and then focus our attention on the manual activities
Software projects quite often have tasks like this in their project plans…one step in the development gets completed, and then based on those results, three different team members may then have the go-ahead to work on their next steps simultaneously.
<pause>
Now, why are there 2 arrows pointing to Butter Bread? <point out on screen>
<elicit responses>
<affirm (or explain)> Butter Bread has to wait for Toast Bread to finish, and it also has to wait for the other activities on the bottom path to also finish.
We call that situation a Merge…multiple tasks or task paths feed into – or “merge” into - a single task, and that single task can’t start until ALL of the feeding tasks – its Predecessors – have completed.
Same story as the Burst…we see this situation on software project plans all the time.
In fact, a Merge is a good place to mark a Project Milestone. Anyone know what a Milestone is?
<affirm (or explain)> A Project Milestone is a significant project event or achievement. It’s a point in a project where project members can pause and assess their progress so far.
Now let’s do a quick review on the rest of this diagram.
<review the rest of the solution with the class and discuss>
Now, before we start our next activity, correct your Network Diagram so that it matches the correct solution.
<click once – advance to next slide>
Wash
Lettuce
Cut
Tomato
Slice
Cheese
December 24, 2018 Project Management: The Critical Path Method

19. Critical Path Activity: Part 3
How many paths are there?
Cook
Bacon
Cook
Bacon
8 min
How long will each path take?
Which is the longest path?
Start
End
Gather
Ingredients
Gather
Ingredients
2 min
Toast
Bread
Toast
Bread
4 min
Butter
Bread
1 min
Butter
Bread
Assemble
Sandwich
2 min
Assemble
Sandwich
<DON’T click yet>
Now we’re going to figure out the Critical Path of our sandwich project.
<click once – will reveal first bullet>
How many paths are there?
<elicit responses>
<affirm> There are 3 paths.
<click once – will reveal the next bullet and the duration added to each task>
How long will each path take?
<affirm (or explain)> 12, 9, and 9 minutes.
<click once – will reveal the next bullet>
Which is the longest path?
<affirm> Correct, the 12 minute path of Gather Ingredients, Cook Bacon, and Assemble Sandwich is the longest path.
<click once – will reveal the last bullet>
So…how long will it take to make the sandwich?
<affirm> Yes, it will take 12 minutes to make the sandwich. The longest path is the shortest possible completion time.
That’s a pretty significant improvement over the 21 minutes we calculated when the tasks were to be performed on a single sequence path
<click once – advance to next slide>
How long will it take to make the sandwich?
Wash
Lettuce
Wash
Lettuce
2 min
Cut
Tomato
Cut
Tomato
1 min
Slice
Cheese
Slice
Cheese
1 min
December 24, 2018 Project Management: The Critical Path Method

20. Solution: Sandwich Critical Path
Cook
Bacon
8 min
12 Minutes
Start
End
Gather
Ingredients
2 min
Toast
Bread
4 min
Butter
Bread
1 min
Assemble
Sandwich
2 min
<no need to click – will automatically draw the Critical Path>
So, as a final review, our Critical Path is 12 minutes
That’s the longest path, and thus the shortest possible time to complete preparation of the sandwich
What’s going to happen with the tasks that are NOT on the Critical Path? <point out on screen>
<elicit responses>
<affirm (or explain)> They’re going to be completed in parallel with the tasks on the Critical Path
<click once – advance to next slide>
The shortest possible time to complete preparation of the sandwich
Wash
Lettuce
2 min
Cut
Tomato
1 min
Slice
Cheese
1 min
December 24, 2018 Project Management: The Critical Path Method

21. Final Activity: Team Quiz!
Our quiz is called a RAT: Readiness Assurance Test
We use them here at South in our Team-Based Learning courses
Work together on these items; use the scratch-off card and quiz
Use a coin to scratch your team’s first choice for each question
A under the scratch-off means correct
Try again if you miss
<DON’T click yet>
<HAND OUT quizzes and scratch-off cards>
<Review the bullet points, then…>
Please only scratch off your answer attempts and not any of the other spaces; we actually use the results for our own research on how effective this process is
I’m going to give you 5 minutes to compete this quiz
<WAIT 5 minutes…review results with class>
<update team scores on whiteboard>
<click once – advance to next slide>
1 try = 4 pts ~ 2 tries = 2 pts ~ 3 tries = 1 pt
Finish and then tally up your points, and write it on the card
December 24, 2018 Project Management: The Critical Path Method

22. Conclusion TRIPLE CONSTRAINT On Time (Time) On Budget (Cost)
Delivering what was promised (Scope)
TRIPLE
CONSTRAINT
<DON’T click yet>
So what have we learned during this session?
<click once – will reveal example project pics>
We talked about how we encounter projects everyday, and we talked about the nature of projects.
Who remembers what are the 3 defining factors of a project?
<elicit responses>
<affirm> They’re temporary, they’re unique, and they’re sponsored
<pause>
<click once – will reveal Triple Constraint graphic>
We talked about why it’s important for projects to be managed
This is so that we can deliver what we promised, on time, and for the amount of money we said it would cost
As a group, those characteristics are called The Triple Constraint
<click once – will reveal pic of project team>
We talked about why it’s good for projects to include team members with different personality types
<click once – will reveal Critical Path graphic>
And finally, we demonstrated how developing a project’s Critical Path is a useful and important tool in planning the execution of a project, in order to meet the aspects of the project’s Triple Constraint…On Time, On Budget, and What We Promised
Now let’s take a look at our leaderboard…
<review scores on whiteboard…recognize the winning team(s), give praise to all teams for their effort and participation>
<click once – advance to next slide>
December 24, 2018 Project Management: The Critical Path Method

23. Thank You! <DON’T click>
Thanks everybody for participating in this session with us!
<STAY on this slide while the class finishes/dismisses>
December 24, 2018 Project Management: The Critical Path Method