Page 293 - The Handbook for Quality Management a Complete Guide to Operational Excellence

280 C o n t i n u o u s I m p r o v e m e n t D e f i n e S t a g e 281

1 Start

Excavate (2 days)

2

Foundation (4 days)

3
Rough wall (10 days)

4 Roof (6 days)
Rough exterior
plumbing (4 days) 6
Rough
electrical
work 5 Dummy (0 days) Exterior siding (7 days)
(7 days)
Rough interior
plumbing (5 days)
8
7
Exterior painting (9 days)
Wall board (8 days)
10
Flooring Interior painting
(4 days) 9 (5 days)
Exterior fixtures (2 days)
11 12
Dummy
(0 days) Interior 13
fixtures
(6 days)
Figure 13.8 Critical path for house construction example.

the project. However, the manager should also consider assembling a
team to review the network with an eye toward modifying the project
plan to reduce the total time needed to complete the project. The manager
should also be aware that the network times are based on estimates. In
fact, it is likely that the completion times will vary. When this occurs it
often happens that a new critical path appears. Thus, the network should
be viewed as a dynamic entity that should be revised as conditions change.
Primary causes of slippage include poor planning and poor manage­
ment of the project. Outside forces beyond the control of the project man­
ager will often play a role. However, it isn’t enough to be able to simply

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