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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. 7replies
    Actuals
    Planning, Scheduling & Programming Discussionby Rola Sabbah· 12 years ago
  2. 7replies
    Logical relationships
    Planning, Scheduling & Programming Discussionby Vic Noztua· 13 years ago
  3. 7replies
    Can assign same resource to different activities/projects at same time in p6 v8.2 ???
    Planning, Scheduling & Programming Discussionby G Abbasi· 13 years ago
  4. 7replies
    link between eng. and procurement
    Planning, Scheduling & Programming Discussionby Moutaz Aldeib· 13 years ago
  5. 7replies
    Scheduling Funded and Unfunded Work on a Large Infrastructure Project
    Planning, Scheduling & Programming Discussionby Thomas Myers· 13 years ago
  6. 7replies
    Creating A log entry explaning the reason of deleted activties in updated schedule
    Planning, Scheduling & Programming Discussionby Yousuf Khan· 13 years ago
  7. 7replies
    From IT projects to Oil/Gas construction projects
    Planning, Scheduling & Programming Discussionby George Bolton· 13 years ago
  8. 7replies
    Add progress of Internal Activities To Engineerin Progress (based on deliverables)
    Planning, Scheduling & Programming Discussionby Umer Malik· 13 years ago
  9. 7replies
    Critical Activities
    Planning, Scheduling & Programming Discussionby Dura Cell· 13 years ago
  10. 7replies
    Project Progress Percentage in P6
    Planning, Scheduling & Programming Discussionby Qasim Alvi· 13 years ago

711–720 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
  • Work = Life Priorities

    Balancing our work and home lives is a challenge that nearly everyone faces. I was a single parent for many years and managed large teams and projects in Fortune 100 companies. It was not always easy. Recently, I was talking to an old friend and former colleague. When we worked together, she did not

    Alan Zucker

    4 Dec 2020

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