Question

You have just performed a CPM analysis and have found that more than one path through the project network has zero slack values. What can you conclude?

Only one path is optimal

You have incorrectly performed the analysis

The project will not be completed by the desired time

More than one path is optimal

You have multiple critical paths

Answer 1

You have multiple critical paths

While you perform a  CPM analysis and have found that more than one path through the project network has zero slack values this concludes that you have multiple critical paths as :

As projects can be large and critical paths unwieldy, an inquiry that is regularly posed of the technique is can a venture have two critical paths? Truth be told, it can have much more than two if essential. This is on the grounds that one single critical path, sketching out assignments which are critical for the project to succeed probably won't incorporate the entirety of the critical errands, or it may just apply to one strand of a venture's general target.

Project can have two critical paths

The critical path strategy really started by booking a large number of between related errands, which frequently ran equal yet in the end took care of into one another (known as the PERT technique on the Navy's Polaris program during the 1950s)

One critical path may not contain all the assignments vital for venture achievement

More than one critical path might be required to represent different groups and their tasks

To decide how the length of one anticipate's critical path thinks about to other connected assignments, various critical paths should be made

In spite of the fact that the critical path technique may appear to be generally simple to work out, there are in reality a ton of contemplations and research that go into making it work adequately. Just by questioning the ideas and seeing completely how to actualize it will the estimation of the CPM for evaluating your venture's length, task request and asset circulation be full figured it out.

Contingent upon the subtleties of the calendar model, it isn't phenomenal to have at any rate a couple of exercises that are both simultaneous and basic. That is, they involve equal parts of a typical rationale way that drives the finish of the task. For instance, the development plan for a private structure may incorporate one movement for "plumbing unpleasant ins" and another action for "electrical harsh ins" (where "harsh in" is another term for "first fix" work.) The two exercises have a similar driving antecedents (for example auxiliary confining) and driven replacements (for example divider completions), and they set aside a similar measure of effort to finish. In the event that the divider completes are on the driving way to extend finish, at that point the two harsh in exercises structure equal parts of the "Critical Path" for the task. Such equal branches may be rehashed for each floor of a multi-story building. By and by, examples of parallelism/simultaneousness that involve just a couple of exercises like those portrayed here appear to be once in a while, if at any time, to be distinguished as "numerous critical paths." This is on the grounds that a) the equal exercises are viewed as firmly related; and b)traditional techniques for recognizing and delineating critical exercises don't separate between the related rationale ways, regularly arranging by dates and sifting fundamentally on the product's "basic" banner as well as Total Slack/Float.

Various critical paths are additionally made by endeavors to quicken the task fruition, for example, slamming or optimizing works out, after the underlying advancement of the calendar. For instance, a huge scope development venture must be quickened by 40 days to meet agreement responsibilities. The critical path of the underlying venture plan goes through structure development, while underground utility improvement exercises have 30 days of Total Float.

Extra assets (and expenses) might be applied to pack the structure development exercises by 30 days and yield a relating speeding up of the undertaking consummation. By then, the structure development and utility improvement exercises must both be packed by an extra 10 days (and at extra expense) to acquire the important 40-day increasing speed of the venture. After the activity, the structure development and utility improvement exercises are similarly driving the task finishing, and the timetable has two critical paths.

Further smashing or optimizing activities may include progressively critical paths. The related exercises all have a similar complete buoy/slack, and all are set apart as "basic." Differentiating between the different ways requires a technique for independently following and coding driving rationale, either scientifically or by visual examination. Such strategies are investigated later in this article.

By and by, numerous critical paths are additionally made during venture execution, as buoy is totally devoured by impromptu postponements in exercises that were beforehand non-basic. Investigation of such postpones should hang tight for another article. (Thoughts of the "Critical Path" are now and then suspended in the late phases of major/uber ventures, as for all intents and purposes eachfragmented movement may postpone a definitive fulfillment of the task and is along these lines "Basic".)