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Open Standard · M2 Planning & Scheduling

M2.2 Logic, Critical Path & Float

The learner should be able to construct and analyse a logically linked schedule, choose relationships, recognise missing or inappropriate logic, distinguish logic from constraints, identify critical and near-critical paths, understand total and free float, recognise negative or unusually high float, understand how progress changes the path, and use the analysis to support decisions. The goal is to understand the schedule as a model, not simply as software output.
7 knowledge pages4,159 discussions1 blogsRead M2.2 in the Open Standard text

Knowledge

Articles and chapters

  • M6.5 — Claims & Forensic Analysis

    1. Practical outcome The learner should be able to preserve relevant records, define a forensic question, establish a reliable chronology, test cause and effect across schedule and cost, distinguish facts from assumptions and produce reproducible findings. They should understand how project-controls…

    20 Oct 2026
  • M6.4 — Assurance & Control Reviews

    1. Practical outcomeThe learner should be able to plan and conduct a proportionate review of project-controls data, processes and outputs; test evidence against stated criteria; identify material weaknesses; communicate their consequences; and verify corrective action. They should distinguish…

    17 Oct 2026
  • M6.3 — Baseline Change & Configuration Control

    1. Practical outcomeThe learner should be able to turn a bounded approval into a verified revision of the affected scope, schedule, budget, progress, risk and configuration records. They should preserve previous baselines, maintain relationships between approved, forecast and as-built information,…

    17 Oct 2026
  • M5.1 — Performance Measures & Indicators

    1. Practical outcomeThe learner should be able to turn a project objective and a management decision into a small, coherent set of performance measures. They should define what each measure means, calculate it from controlled evidence, establish an appropriate reference and response threshold,…

    17 Oct 2026
  • M4.4 — Risk Response & Control

    1. Practical outcomeBy the end of this section, the learner should be able to turn an analysed threat or opportunity into a controlled management response that is proportionate, owned, time-bound and integrated with the way the project is actually delivered. They should be able to distinguish a…

    17 Oct 2026
  • M4.3 — Quantitative Risk Analysis

    1. Practical outcomeBy the end of this section, the learner should be able to take a defined project objective, a credible current schedule or cost model, and a selected set of material uncertainties and turn them into a transparent quantitative view of possible outcomes. They should be able to…

    17 Oct 2026
  • M4.2 — Qualitative Risk Analysis

    1. Practical outcomeThe learner should be able to take identified risks and assess them systematically so that management attention focuses on what matters. They should be able to assess probability and impact, apply a scoring framework, use a matrix appropriately, consider other relevant factors,…

    17 Oct 2026
  • M4.1 — Risk Identification & Assessment

    1. Practical outcomeBy the end of this section, the learner should be able to establish a disciplined risk-identification process that finds, frames and records uncertainty before it is scored or modelled. They should be able to distinguish risks from issues, assumptions, dependencies, decisions…

    17 Oct 2026
  • M2.5 — Schedule Forecasting & Analysis

    1. Practical outcomeBy the end of this section, the learner should be able to take a credible current schedule and use it to forecast likely future outcomes, explain what is driving those outcomes, test alternative scenarios, assess the effect of uncertainty and management interventions, and…

    17 Oct 2026
  • M2.4 — Progress Updating & Schedule Control

    1. Practical outcomeBy the end of this section, the learner should be able to take an approved schedule and turn it into a trustworthy current control model at each reporting cycle. They should be able to establish a clear data date, collect and validate actual progress, record actual starts and…

    17 Oct 2026

Discussions

4,155 discussions

  1. 9replies
    Resource leveling: A practical approach
    Planning, Scheduling & Programming Discussionby Carlos Arana· 16 years ago
  2. 9replies
    Clause 14 Program
    Planning, Scheduling & Programming Discussionby Rabbani M· 16 years ago
  3. 9replies
    How does P3 caculate project progress?
    Planning, Scheduling & Programming Discussionby Eddy Kwon· 16 years ago
  4. 9replies
    Non workable days - Europe bad weather
    Planning, Scheduling & Programming Discussionby Carmen Arape· 16 years ago
  5. 9replies
    Construction reports
    Planning, Scheduling & Programming Discussionby Carmen Arape· 17 years ago
  6. 9replies
    Finish-to-Finish driving relationship.
    Planning, Scheduling & Programming Discussionby Mina Arsal· 17 years ago
  7. 9replies
    What makes a good planner?
    Planning, Scheduling & Programming Discussionby Carlos Arana· 17 years ago
  8. 9replies
    Any Design / Procurement Programme Examples ?
    Planning, Scheduling & Programming Discussionby Tom Howard· 17 years ago
  9. 9replies
    Any standards for WBS structure?
    Planning, Scheduling & Programming Discussionby Shah. HB· 17 years ago
  10. 9replies
    Cash flow
    Planning, Scheduling & Programming Discussionby Shahzad Munawar· 17 years ago

521–530 of 4,155

Blogs

Thought leadership

  • How Project Planners Should Deal with a Difficult Client PMO

    Ten ways to keep your client happy, protect your construction programme and build stronger working relationships.Every construction planner knows that keeping the client happy matters. But what…

    Sunchana Johnston

    17 Oct 2026
  • Sunchana’s P6 Lancelot Meets OPC Star Wars

    Several months ago, I was engaged as the planning lead with one of the most significant infrastructure organisations.My assignments appeared straightforward: to provide independent planning expertise and advise senior stakeholders on the most appropriate software solution to support the extensive…

    Sunchana Johnston

    10 Aug 2026
  • PROCEDURES No 15 – Planning Standards

    Fed up with adverts from software companies and consultancies that are going to change the world of Planning and solve all your project problems? This series of occasional articles promises nothing but thought provoking questions on how well we understand the basics of our profession from the…

    PP Admin

    10 Aug 2026
  • Programme Planning Standards: The Rules of the Game

    Programme Planning Standards: The Rules of the GameStudies consistently show that organisations with mature project management practices achieve better delivery outcomes than those with ad hoc approaches. Yet one of the simplest disciplines is often overlooked—agreeing a common Programme Planning…

    Sunchana Johnston

    5 Jul 2026
  • Managing Project Assumptions & Risks

    We make hundreds of assumptions and take small risks daily. Without them, we would spend innumerable hours worrying about everything. We assume our car will start. Our air conditioner will work. The weather forecast is accurate. These daily assumptions are banal. Recovering from these risks may be i

    Alan Zucker

    4 Sept 2023
  • Forming a Team? Plan for Success

    Remember the last time you joined a new team or organization. What was it like? Was it awkward? Did you make decisions easily? Were expectations clear? Did the team gel immediately?You probably answered “No” to these questions. High-performing teams do not form quickly or naturally.

    Alan Zucker

    5 Nov 2018

Jobs

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  1. ManchesterPermanent EmploymentCivil / Building / E&M
    £100-130,000
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    £95,000
  3. LondonPermanent Employment
    TBC

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