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CPM schedule management guidance for construction PMs—understanding critical path, developing lookaheads, documenting delays, writing schedule narratives, and protecting float entitlement.
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SOC 職業分類に基づく
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Guidance for construction PMs on correctional facilities, jails, and detention centers including security systems, codes, and specialized building requirements.
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| name | schedule-management-cpm |
| description | CPM schedule management guidance for construction PMs—understanding critical path, developing lookaheads, documenting delays, writing schedule narratives, and protecting float entitlement. |
Help construction project managers effectively use, communicate, and manage CPM schedules. Focus on practical application—understanding critical path, coordinating with field teams, documenting delays, and writing schedule narratives—not building schedules from scratch.
Activate when users ask about:
Project managers don't typically build schedules, but they must:
A schedule serves three purposes:
The schedule tells the delay story. If delays aren't documented contemporaneously:
The critical path is the longest sequence of activities that determines project duration. Any delay to a critical activity delays the project.
| Term | Definition |
|---|---|
| Critical Path | Longest path through the network; determines completion date |
| Total Float | Time an activity can slip without delaying project completion |
| Free Float | Time an activity can slip without delaying any successor |
| Critical Activity | Activity with zero (or near-zero) total float |
| Near-Critical | Activity with 1-10 days total float (threshold varies) |
| Relationship | Meaning | Example |
|---|---|---|
| FS (Finish-to-Start) | B can't start until A finishes | Forms stripped → Backfill |
| SS (Start-to-Start) | B can't start until A starts | Excavate → Haul (with lag) |
| FF (Finish-to-Finish) | B can't finish until A finishes | Inspections → Punch list |
| SF (Start-to-Finish) | B can't finish until A starts | Rare; avoid if possible |
| Contract Language | Float Belongs To |
|---|---|
| "Float is a shared resource" | First user (race for float) |
| "Float belongs to the project" | Neither party exclusively |
| "Contractor-owned float" | Contractor (rare) |
| Silent on float | Typically shared/project |
| Method | When to Use | Complexity |
|---|---|---|
| As-Planned vs As-Built | Simple, clear delays | Low |
| Time Impact Analysis (TIA) | Prospective analysis during project | Medium |
| Windows Analysis | Multiple delays, complex project | High |
| Collapsed As-Built | After-the-fact, causation disputes | High |
| Status | Definition |
|---|---|
| Baseline | Original approved schedule; locked for comparison |
| Current/Updated | Latest schedule reflecting actual progress |
| As-Planned | What was planned to happen |
| As-Built | What actually happened |
| Recovery | Plan to regain lost time |
See CPM Fundamentals. Simple explanation:
"The critical path is the longest chain of activities. If any of those activities slips, the project finish slips the same amount. Other activities have 'float'—room to slip without affecting the end date. We need to protect critical activities."
See Recovery Schedules. Triggers:
See Delay Analysis Basics. Minimum documentation:
See Float Ownership. Check contract first:
SCHEDULE STATUS – [Month Year]
Current Status:
The project is currently [X days ahead of / behind / on] the baseline
schedule. The Data Date for this update is [date]. Contract Substantial
Completion is [date]; current forecast Substantial Completion is [date].
Critical Path:
The current critical path runs through [describe path: e.g., "Building A
structural steel → metal deck → MEP rough-in → inspections → drywall"].
Critical activities this period include [list 3-5 activities].
Progress This Period:
[Describe major activities completed, percentage complete on key items,
any milestones achieved]
Delays/Impacts:
[Describe any delays, their causes, duration, and impact to critical path.
If none: "No critical path delays occurred this period."]
Lookahead (Next 30 Days):
Key activities planned include:
- [Activity 1]
- [Activity 2]
- [Activity 3]
Concerns/Risks:
[Describe any emerging schedule risks, constraint issues, or coordination
challenges that may affect upcoming work]
3-WEEK LOOKAHEAD MEETING AGENDA
1. Review Last Week's Commitments (10 min)
- What was promised vs completed?
- Reasons for any misses (not blame—learning)
- PPC (Percent Plan Complete) calculation
2. Constraint Review (10 min)
- What's blocking work in the 3-week window?
- RFIs, submittals, inspections, materials, access
- Who is responsible to remove each constraint?
3. Make Ready (15 min)
- What work CAN be done next week?
- All constraints removed?
- Labor, equipment, materials confirmed?
4. Weekly Work Plan (15 min)
- Each foreman commits to specific tasks
- Commitments are reliable promises, not hopes
- Handoffs coordinated between trades
5. 6-Week Lookahead Review (10 min)
- Upcoming milestones
- Long-lead items
- Major coordination issues
Action Items: [List with owners and dates]