4/29/2023 0 Comments Formation ganttproject![]() Options that may be proper in only rare circumstances were added – and not reported as used by the printouts.Īnd only now did owners (to their contractors – or contractors to their subcontractors) begin to require a CPM of their subordinate, and with the purpose to “game the claim” rather than “provide additional assurance that the subordinate can complete on time.” As owners demand the CPM and specify software to be used, so the developer of the software has a new voice dictating new features. But in the courtroom, the printouts and exhibits prepared by “experts” provided only “the computer says so and thus it must be.” Software that permitted a party to bend the calculation to a desired result was desired, and provided by willing vendors. The mathematics of 1956 and software developed to support CPM had always been understood to have tolerances and be approximate. 3430, 72-2 BOA.) With CPM now available to be used as a weapon, rather than as a tool, the first effort to alter its primary purpose began. ![]() Separation of Competing Claimsīy 1972, courts were demanding a CPM schedule be used as the basis for allegations of delays to allow separation of competing claims, as in (Appeal of Minmar Builders, Inc., GSBCA No. As early as 1963–1964, consultants to the litigants on both sides of a case involving the Atomic Energy Commission used CPM to prepare their positions. And by 1967 other courts were citing CPM as the basis for decisions. In the absence of clear evidence separating the two claims, the court rejected both claims, stating, “As the evidence does not provide any reasonable basis for allocating the additional costs among those contributing factors, we conclude that the entire claim should have been rejected.” But that changed with the advent of CPM. 2d 473 (1966), both subcontractor and contractor were able to show delay damages caused by factors for which they were not responsible. Citizens and Southern National Bank, 367 F. ![]() What happened to reduce enthusiasm for use of CPM? In United States v. Initially called the “Kelly-Walker Method,” this procedure was rebranded as the “Critical Path Method” or CPM and sold to the world by Jim O’Brien’s book, CPM in Construction Management (1964: McGraw-Hill.) Notice well the primary goal of the contractor and its superintendent: to complete on-time or even earlier if possible. Thus, performance of some activities must start and finish as soon as possible and are deemed “critical” to timely project completion, while others may “float” to achieve the best deployment of resources subject to the primary goal of timely completion. Review of both early and late dates now assist the superintendent to deploy resources and to determine which activities to perform as soon as possible and which to allow to “float” toward the “drop dead” deadlines set by the calculated late dates. As an added benefit, the computer also calculated late dates, representing the latest start and finish necessary to complete the project by a specified date or as early as possible. These dates represent the earliest that an activity may be anticipated to start and finish (based on logic and durations) and leaves it to the superintendent to prosecute some and defer others based upon available resources. Jim Kelly and Morgan Walker developed the mathematics in 1956, and with John Mauchly (who designed the first general purpose electronic digital computer) created a means to record the logic discussed by the team and automate the calculation of early dates. If even minor changes were made to the scope, or actual durations and progress did not match those initially anticipated, the team was required to meet again to re-create (or using today’s jargon, “rebaseline”) the bar-chart schedule, often requiring more than 40% of the initial effort.
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