Recently added to the growing assortment of quantitative tools for business decision making is the Critical Path Method—a powerful but basically simple technique for analyzing, planning, and scheduling large, complex projects. In essence, the tool provides a means of determining (2) which jobs or activities, of the many that comprise a project, are “critical” in […]
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Recently added to the growing assortment of quantitative tools for business decision making is the Critical Path Method—a powerful but basically simple technique for analyzing, planning, and scheduling large, complex projects. In essence, the tool provides a means of determining (2) which jobs or activities, of the many that comprise a project, are “critical” in their effect on total project time, and (2) how best to schedule all jobs in the project in order to meet a target date at minimum cost. Widely diverse kinds of projects lend themselves to analysis by CPM, as is suggested in the following list of applications:
A version of this article appeared in the September 1963 issue of Harvard Business Review.
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