HCP Deep Schedule Analysis Report


This analysis and report submitted for

John Smith

Sample Project

by Tal Levanon, MSc, PMI-SP
HCP - Project Management Consulting
tal@hcp-consulting.com
www.hcp-consulting.com

December 14, 2016

 

Table of Contents


1. Executive Summary

1.1. Key Schedule and Analysis Statistics
1.2. Project Success Expectation
1.3. Schedule Integrity Analysis Highlights
1.4. HCP Critical Path Analysis Highlights

2. Schedule Integrity Analysis Report

2.1. Schedule Integrity Overview
2.2. Tasks Unlinked to Successors
2.3. Start-to-Finish (SF) Links
2.4. Tasks with Predated Successors
2.5. Tasks with Calendar Inconsistencies
2.6. Overdue Tasks
2.7. Summary Tasks with Link Issues

3. HCP Critical Path Analysis Report

3.1. HCP Critical Path Analysis Overview
3.2. Tasks in the HCP Critical Paths
3.3. Opportunities for Bringing Forward the Schedule's End Date
3.4. Risk issues (1): Overlapping Tasks in the HCP Critical Paths
3.5. Risk issues (2): Tasks in the HCP Near-critical Paths
3.6. Risk issues (3): Difficult-to-Track Tasks
3.7. Unstarted (Overdue) Paths
3.8. Identified HCP Paths
3.9. Redundant HCP Paths
3.10. Enhanced Schedule File

1. Executive Summary

1.1. Key Schedule and Analysis Statistics
1.2. Project Success Expectation
1.3. Schedule Integrity Analysis Highlights
1.4. HCP Critical Path Analysis Highlights

1.1. Key Schedule and Analysis Statistics

Key Schedule and Analysis Dates

Earliest start date in schedule: August 18, 2009
Scheduled project end date: May 25, 2010
Date range analyzed: August 18, 2009 - May 25, 2010
Effective date of analysis: September 12, 2009

Task and Link Counts within Date Range

Number of tasks in schedule: 166
Number of links in schedule: 188

1.2. Project Success Expectation

The HCP analysis of this schedule yielded insights into the expected success levels of various aspects of the project. Note that all of these estimations are based solely on our conclusions regarding the robustness and integrity of the schedule, without actually analyzing any actual cost or scope data.

Analysis warning:In order to receive reliable estimations to the project's success probability levels, all issues specified in sections 1.3 and 2 need to be resolved first.


    1 2 3 4 5 6 7
     Very 
Low
 Low              Med              High   Very 
High
Overall Overall expectation of project     
success
           
On Time Expectation that the project
will be completed on time
           
On Scope Expectation that the project
will be completed per scope
           
On Budget    Expectation that the project
will be completed on budget
           

 


1.3. Schedule Integrity Analysis Highlights

  1. We identified 6 tasks not connected to any successor, representing 3.60% of all project tasks (6 of these tasks are not yet completed, representing 3.60% of all project tasks). Tasks without successors are interpreted by the HCP analysis as end points in the schedule. To ensure an effective HCP analysis, we recommend that all such tasks be reviewed and corrected, if necessary, before resubmitting the schedule for a full HCP analysis. Refer to section 2.2 in Schedule Integrity Analysis tab for details.
  2. We identified 2 start-to-finish (SF) links in the schedule (this represents 1.10% of all links in the schedule). SF links specify that a successor task ends when the predecessor task begins. In general, it is not recommended to utilize this type of link because it can cause difficulties in executing the project. To ensure an effective HCP analysis, we recommend that all such links be reviewed and corrected, if necessary, before resubmitting the schedule for a full HCP analysis. Refer to section 2.3 in Schedule Integrity Analysis tab for details.
  3. We identified 3 instances in which a successor task is scheduled to begin before the tasks which precede them (this represents 1.80% of all tasks in the schedule). This obviously impossible situation, without management attention, has the potential to cause serious project delays. To ensure an effective HCP analysis, we recommend that all such tasks be reviewed and corrected, if necessary, before resubmitting the schedule for a full HCP analysis. Refer to section 2.4 in Schedule Integrity Analysis tab for details.
  4. We identified 1 task dated by a different calendar or with specified duration inconsistent with its defined start date, end date and/or the schedule's calendar (this represents less than 1% of all tasks in the schedule). These tasks should be reviewed to ensure that the required amount of time is available to complete each task. To ensure an effective HCP analysis, we recommend that these tasks be reviewed and corrected, if necessary, before resubmitting the schedule for a full HCP analysis. Refer to section 2.5 in Schedule Integrity Analysis tab for details.
  5. We identified 3 overdue tasks (representing 1.80% of all tasks in the schedule), which should have already been started as of the effective date of this analysis September 12, 2009. Refer to section 2.6 in Schedule Integrity Analysis tab for details.
  6. We identified 4 summary tasks which, with management attention, may provide opportunities to reduce the overall schedule duration and/or improve the schedule's robustness. Refer to section 2.7 in Schedule Integrity Analysis tab for details.

1.4. HCP Critical Path Analysis Highlights

  1. The 2 paths found in the schedule with the longest duration (180.10 days), referred to herein as the "HCP critical paths," are not both identical to the conventional (CPM) critical path(s). This means that there are 2 previously-hidden critical paths in the schedule (consisting of a total of 52 tasks) requiring urgent management attention. Without this attention, the on-schedule completion of the project is in jeopardy. Refer to section 3.2 in HCP Critical Path Analysis tab for details.
  2. The schedule's end date could possibly be brought forward by up to 20.80 days, by addressing lags and/or constraints among tasks within the HCP critical path. Refer to section 3.3 in HCP Critical Path Analysis tab for details.
  3. We identified no instances of overlapping tasks in the HCP critical paths. This indicates a plan with relatively low risk of falling behind schedule at any particular point in the project. However, we recommend seeking out opportunities where tasks found in the HCP critical paths may be performed in parallel. While doing so will add a degree of risk at these particular points in time, it will add a buffer at the end of the project, thus increasing the probability of completing the entire project on schedule. Refer to section 3.2 in HCP Critical Path Analysis tab for the tasks contained within the HCP critical paths.
  4. Of the schedule's 166 tasks, we identified 63 tasks within the 2 HCP critical paths and within another 11 HCP near-critical paths. This indicates a minimally risky project. These tasks require management attention. Refer to section 3.5 in HCP Critical Path Analysis tab for details.
  5. We identified 19 tasks as difficult-to-track. Refer to section 3.6 in HCP Critical Path Analysis tab for details.
  6. We did not identify any unstarted (overdue) paths in the schedule which are a cause for concern. This is a good indication that the schedule is up to date.

2. Schedule Integrity Analysis Report

2.1. Schedule Integrity Overview
2.2. Tasks Unlinked to Successors
2.3. Start-to-Finish (SF) Links
2.4. Tasks with Predated Successors
2.5. Tasks with Calendar Inconsistencies
2.6. Overdue Tasks
2.7. Summary Tasks with Link Issues

2.1. Schedule Integrity Overview

Key Schedule and Analysis Dates

Earliest start date in schedule: August 18, 2009
Scheduled project end date: May 25, 2010
Date range analyzed: August 18, 2009 - May 25, 2010
Effective date of analysis: September 12, 2009

Task and Link Counts within Date Range

Number of tasks in schedule: 166
Number of links in schedule: 188

Summary Count of Schedule Integrity Issues

Tasks unlinked to successors 6
Start-to-finish links 2
Tasks with predated successors 3
Tasks with calendar inconsistencies 1
Overdue tasks 3
Summary tasks with link issues 4

2.2. Tasks Unlinked to Successors

We identified 6 tasks not connected to any successor, representing 3.60% of all project tasks (6 of these tasks are not yet completed, representing 3.60% of all project tasks). Tasks without successors are interpreted by the HCP analysis as end points in the schedule.

Analysis Warning: To maximize the effectiveness of the HCP analysis, we recommend that these tasks be reviewed and corrected, if necessary, before resubmitting the schedule for a full HCP analysis.

# Task ID WBS Summary Task % Completed
1912019_M.5Matrix tool at 9" implant 0.0%
Reverse the swing direction of the door located at the cleanerís room in 7in Implant to allow a vacuum pump installation
21132019_P.6Sol. #3 0.0%
RTP
31212019_Q.7Inst. BeT5231 #9 0.0%
RTP
41822019_R.8.15.5T&L Coat Tracks 0.0%
Dock Date for pumps
51952019_USample Project - Primavera.xml 0.0%
Convert Channel B - 2 from WM Nit to LT Ox in Diffusion
61972019_WSample Project - Primavera.xml 0.0%
Finish MS

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2.3. Start-to-Finish (SF) Links

We identified 2 start-to-finish (SF) links in the schedule (representing 1.10% of all links in the schedule). SF links specify that a successor task ends when the predecessor task begins. In general, it is not recommended to utilize this type of link because it can cause difficulties in executing the project.

Analysis Warning: Unless the schedule was logically designed starting at the end of the project and working backwards, we recommend that all SF links are replaced with finish-to-start, finish-to-finish or start-to-start links. if these links must remain in the schedule, please let us know so that we can fine-tune our HCP analysis to take this into account.

Note: Each pair of tasks is listed with the predecessor first, followed by its successor.

# Task ID WBS % Completed Start Date End Date
11842019_R.8.15.7 0%04/29/2010 04:12pm 05/13/2010 04:12pm
Install New T&L Coat Track System #9 & #10 at the location shown on the drawing
1822019_R.8.15.5 0%12/16/2009 04:12pm 12/21/2009 04:12pm
Dock Date for pumps
21962019_V 0%12/28/2009 08:00am 01/15/2010 05:00pm
Convert NGR Channel to Norob Dr. in Diffusion (optional)
1952019_U 0%12/07/2009 08:00am 12/25/2009 05:00pm
Convert Channel B - 2 from WM Nit to LT Ox in Diffusion

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2.4. Tasks with Predated Successors

We identified the following 3 instances of successor tasks scheduled to begin before the tasks which precede them (representing 1.80% of all tasks in the schedule). Without management attention, this obviously impossible situation has the potential to cause serious project delays. To improve the integrity and robustness of the schedule, we recommend correcting these errors.

Analysis Warning: To maximize the effectiveness of the HCP analysis, we recommend that these instances be reviewed and corrected, if necessary, before resubmitting the schedule for a full HCP analysis.

Note: Each pair of tasks is listed with the predecessor first, followed by its successor.

# Task ID WBS % Completed Start Date End Date
11842019_R.8.15.70.0%04/29/2010 04:12pm 05/13/2010 04:12pm
Install New T&L Coat Track System #9 & #10 at the location shown on the drawing
1822019_R.8.15.50.0%12/16/2009 04:12pm 12/21/2009 04:12pm
Dock Date for pumps
21922019_S.40.0%10/22/2009 08:00am 10/22/2009 05:00pm
Eng Qual
1912019_S.10.0%10/15/2009 08:00am 10/21/2009 05:00pm
Order YNH
31962019_V0.0%12/28/2009 08:00am 01/15/2010 05:00pm
Convert NGR Channel to Norob Dr. in Diffusion (optional)
1952019_U0.0%12/07/2009 08:00am 12/25/2009 05:00pm
Convert Channel B - 2 from WM Nit to LT Ox in Diffusion

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2.5. Tasks with Calendar Inconsistencies

We identified 1 task with a different calendar or with specified durations inconsistent with its defined start date, end date and/or the schedule's calendar (representing less than 1% of all tasks in the schedule). These tasks should be reviewed to ensure that the required amount of time is available to complete each task.

A positive difference indicates that the calculated duration is longer than the actual designated days. This might be due to non-working days or splitted task.

A negative difference should be checked carefully, since it indicates that the calculated duration is shorter than the actual designated days. This might be due to (A) Different calendars, (B) Use of "calendar-durations" as emons (C) Changing definition of a non-work day - as weekend - to a work day (D) A problem with the internal definitions in the PM Software.

In cases where the ratio is identical in all the tasks, this indicates that there is a problem with the internal definitions in the PM Software, i.e. how many work hours define a day and how many hours are available for work in each day.

If there is a problem with the internal definitions in the PM Software, you can either change the definitions in the file or you can change one or all of the following parameters according to their values in the file's calendar. The parameters are in Step 3 in the HCP analysis, under "Project Calendar Settings": Non Work Days Per Week, Work Days Per Month, Begin Work Hour, Begin Lunch Hour, End Lunch Hour, End Work Hour.

Analysis Warning: To maximize the effectiveness of the HCP analysis, we recommend that these instances be reviewed and corrected, if necessary, before executing HCP analysis.

# Task ID WBS % Completed Start Date End Date Scheduled Duration Calculated Duration Discrepancy Ratio
1432019_H.5.80.0%09/25/2009 04:12pm 09/29/2009 08:48am 0.20 days1.20 days1.00 days6.00
Relocate Engineering WIP Rack to a Temporary Location on the North Clean Room Wall next to the 48x18 WIP Rack until 7in Etch /Strip Extension is complete then it will be relocated at the Clean Room wall by Develop Tracks #11 and #12

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2.6. Overdue Tasks

We identified the following 3 overdue tasks (representing 1.80% of all tasks in the schedule), which should have already been started as of the effective date of this analysis (September 12, 2009).

# Task ID WBS Start Date End Date
1192019_E.209/10/2009 08:00am 09/10/2009 05:00pm
Relocate the LXK Ultra #3 with its adjacent table to an empty location in the 7in Photo area
2202019_E.309/10/2009 05:00pm 09/10/2009 05:00pm
LXK Ultra #3 RTP
31812019_R.8.15.409/10/2009 08:00am 09/10/2009 08:00am
Dock date for Nowpak

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2.7. Summary Tasks with Link Issues

Summary Tasks Directly Linked from Predecessors

We did not identify any summary tasks which are linked from their predecessors.

Summary Tasks Directly Linked to Successors

We did not identify any summary tasks which are linked to their successors.

Only Earliest/Latest Tasks within Summary Tasks Linked to Other Tasks

We have highlighted the following 4 summary tasks because only the earliest and latest tasks within them are linked to "external" tasks (i.e., tasks not included within the summary task). An evaluation of these instances may reveal opportunities to reduce the overall schedule duration and/or improve the schedule's robustness, particularly for those summary tasks which contain tasks included in an HCP critical path (as indicated in the table). This can be accomplished by removing these links and, instead, linking other tasks within the summary task to the "external" tasks.

# Summary Task ID WBS % Completed HCP Critical Path
1502019_H.60.0%No
Cook Tracks #1 & #3
2972019_N0.0%No
Inst. BeT 5231 #5
31072019_P0.0%No
Sol. #3

The following table contains additional summary tasks, within which only the earliest and latest tasks are linked to "external" tasks, which have already been completed:

# Summary Task ID WBS % Completed HCP Critical Path
1132019_D100.0%Yes
LXK Ultra 1

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3. HCP Critical Path Analysis Report

3.1. HCP Critical Path Analysis Overview
3.2. Tasks in the HCP Critical Paths
3.3. Opportunities for Bringing Forward the Schedule's End Date
3.4. Risk issues (1): Overlapping Tasks in the HCP Critical Paths
3.5. Risk issues (2): Tasks in the HCP Near-critical Paths
3.6. Risk issues (3): Difficult-to-Track Tasks
3.7. Unstarted (Overdue) Paths
3.8. Identified HCP Paths
3.9. Redundant HCP Paths
3.10. Enhanced Schedule File

3.1. HCP Critical Path Analysis Overview

Key Schedule and Analysis Dates

Earliest start date in schedule: August 18, 2009
Scheduled project end date: May 25, 2010
Date range analyzed: August 18, 2009 - May 25, 2010
Effective date of analysis: September 12, 2009

Note: For the purposes of reporting on progress-related issues, the effective date of analysis applied was September 12, 2009 and not today's date.

Task and Link Counts within Date Range

Number of tasks in schedule: 166
Number of links in schedule: 188

Critical and Near-critical HCP Paths with 20% DS Found in the Schedule

Total HCP paths identified: 30
Redundant paths ignored: 17
Unique paths analyzed: 13

Critical and Near-critical HCP Paths Histogram


The histogram of a good schedule, looks like a Gaussian distribution (also called Normal distribution or Bell distribution), or as the beginning of this distribution. In any other case - it is indicating a problem. For example:

  • A histogram that looks like a "sawtooth" is probably due to a schedule that lacks many links.
  • If the histogram looks like a combination of a few bell curves - this can indicate a number of sub-projects in the same schedule.
  • A histogram with lots of critical paths and fewer hidden critical paths (the end of a bell curve) will indicate a large quantity of critical tasks. This situation is possible towards the end of the project life, but if it happens while project starts - it's a problem!
  • Number of Paths

    2
    1
    0.0 3.2 15.3 17.0

    Path Duration Slack (Days)

     

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    3.2. Tasks in the HCP Critical Paths

    The 2 paths found in the schedule with the longest duration (180.10 days), referred to herein as the "HCP critical paths," are not both identical to the conventional (CPM) critical path(s). This means that there are 2 paths in the schedule (consisting of a total of 52 tasks) requiring urgent management attention. Without this attention, the on-schedule completion of the project is in jeopardy. The following list is sorted by Start Date.

    # Task ID WBS % Completed Start Date End Date Summary Task HCP Path # CPM Critical
    1142019_D.1100.0%09/03/2009 08:00am 09/03/2009 08:00am LXK Ultra 11Yes
    PO Submitted
    2152019_D.2100.0%09/08/2009 08:00am 09/09/2009 05:00pm LXK Ultra 11Yes
    Relocate the LXK Ultra #1 with its adjacent table to an empty location in the 7in Photo area
    3162019_D.3100.0%09/09/2009 05:00pm 09/09/2009 05:00pm LXK Ultra 11Yes
    LXK Ultra #1 RTP
    4192019_E.2 0.0%09/10/2009 08:00am 09/10/2009 05:00pm LXK Ultra 31No
    Relocate the LXK Ultra #3 with its adjacent table to an empty location in the 7in Photo area
    5212019_E.4100.0%09/11/2009 08:00am 09/11/2009 09:36am LXK Ultra 31Yes
    Relocate LXK Ultra WIP Rack to an area designated on the drawing next to LXK Ultra #3
    6372019_H.5.2 0.0%09/21/2009 08:00am 09/23/2009 05:00pm 7" Photo Room Prep1No
    WS #8 reverse direction
    7382019_H.5.3 0.0%09/24/2009 08:00am 09/24/2009 05:00pm 7" Photo Room Prep2No
    Remove WS # 7 to 9in Implant Grey Area to be used in 7in Photo Area after 7in Etch/Strip extension is Built Out
    8392019_H.5.4 0.0%09/24/2009 08:00am 09/24/2009 05:00pm 7" Photo Room Prep1No
    Relocate WS #12 to WS#7 location
    9402019_H.5.5 0.0%09/25/2009 08:00am 09/25/2009 12:00pm 7" Photo Room Prep1No
    Remove WS # 11 to 9in Implant Grey Area to be used in 7in Photo Area at the Tegal 903E2 after 7in Etch/Strip extension is Built
    10412019_H.5.6 0.0%09/25/2009 01:00pm 09/25/2009 02:36pm 7" Photo Room Prep1No
    Relocate 36x18 inch WIP Rack to the North Clean Room Air Return Wall by Column C2 in the 7in Photo
    11422019_H.5.7 0.0%09/25/2009 02:36pm 09/25/2009 04:12pm 7" Photo Room Prep1No
    Relocate 48x18 inch WIP Rack to temporary location at the North Clean Room Wall next to the 36x18 WIP Rack then will be relocated to 7in Etch/Strip extension wall as shown on the drawing after completion
    12432019_H.5.8 0.0%09/25/2009 04:12pm 09/29/2009 08:48am 7" Photo Room Prep1No
    Relocate Engineering WIP Rack to a Temporary Location on the North Clean Room Wall next to the 48x18 WIP Rack until 7in Etch /Strip Extension is complete then it will be relocated at the Clean Room wall by Develop Tracks #11 and #12
    13442019_H.5.9 0.0%09/29/2009 08:48am 09/29/2009 10:24am 7" Photo Room Prep1No
    Remove House Vacuum Cabinet to 7in Photo Area between column line B1 and A1 on the West Outside Wall
    14452019_H.5.10 0.0%09/29/2009 10:24am 09/29/2009 10:24am 7" Photo Room Prep1No
    Stainless Steel Exhaust Order for Storage Cabinets
    15462019_H.5.11 0.0%09/29/2009 10:24am 09/29/2009 10:24am 7" Photo Room Prep1No
    Dock Date
    16472019_H.5.12 0.0%09/29/2009 10:24am 09/30/2009 10:24am 7" Photo Room Prep1No
    Disconnect and Temporally remove Acid Storage Cabinets from 7in Etch/Strip area, these Cabinets will be relocated in the 7in Etch/Strip Extension Area after the room is built out on the West Wall
    17482019_H.5.13 0.0%09/30/2009 10:24am 09/30/2009 10:24am 7" Photo Room Prep1No
    Relocate Waste and Flammable Containers to a location next to Spec Book Table in 7in Etch/Strip
    18492019_H.5.14 0.0%09/30/2009 10:24am 10/08/2009 10:24am 7" Photo Room Prep1No
    Relocate Supplies Containers and CorrLXKve Container by the entrance door to a location next to the Waste and Flammable
    19712019_I25.0%10/08/2009 10:24am 11/19/2009 10:24am Sample Project - Primavera.xml1Yes
    construction of 7in ETCH/Strip Extension (w/ ramp #4)
    20762019_K.3 0.0%11/19/2009 10:24am 11/24/2009 10:24am Semitool Jupiter Installation in the 7" Etch Extension1Yes
    Tool hookup in 7" Photo
    21772019_K.4 0.0%11/24/2009 10:24am 12/15/2009 10:24am Semitool Jupiter Installation in the 7" Etch Extension1Yes
    Equipment/Process Qual
    22782019_K.5 0.0%12/15/2009 10:24am 12/15/2009 10:24am Semitool Jupiter Installation in the 7" Etch Extension1Yes
    RTP
    231252019_R.1.1.1 0.0%12/15/2009 10:24am 12/16/2009 10:24am Nitro Bench #1 - #41Yes
    Shutdown Nitro 1,2,3,4 and decon, remove and dispose
    241262019_R.1.2 0.0%12/16/2009 10:24am 12/16/2009 12:00pm 7" Etch & 9" Photo Prep1Yes
    Remove WS #18 Computer and Table to 9in Implant Grey Area temporarily to make room for wall construction in the 9in Photo Area then relocate WS #18 Computer and Table next to BOE Etch #5, #6, & #7 SRD
    251272019_R.1.3 0.0%12/16/2009 01:00pm 12/16/2009 05:00pm 7" Etch & 9" Photo Prep1Yes
    Move Nano with work table WS #21 and table and WIP Rack off the 9in Clean Room Wall
    261282019_R.1.4 0.0%12/17/2009 08:00am 12/17/2009 09:36am 7" Etch & 9" Photo Prep1Yes
    Relocate WIP Rack next to WS #22 Table and Work Table
    271292019_R.2 0.0%12/17/2009 09:36am 12/18/2009 09:36am 9" Photo Extension1Yes
    Plastic the 7in Etch/Strip area
    281302019_R.3 0.0%12/18/2009 09:36am 01/01/2010 09:36am 9" Photo Extension1Yes
    Demo of the 7in Etch/ Strip area
    291322019_R.5 0.0%01/01/2010 09:36am 01/15/2010 09:36am 9" Photo Extension1Yes
    Asbestos Abatement
    301332019_R.6 0.0%01/15/2010 09:36am 03/12/2010 09:36am 9" Photo Extension1Yes
    Construction of the 9in Photo Extension.
    311342019_R.7 0.0%03/12/2010 09:36am 03/12/2010 09:36am 9" Photo Extension1Yes
    9" Photo Room Qual
    321362019_R.8.1 0.0%03/12/2010 09:36am 03/17/2010 09:36am 9" Photo Room Setup1Yes
    Install New Stainless Steel Shower
    331372019_R.8.2 0.0%03/17/2010 09:36am 03/17/2010 02:36pm 9" Photo Room Setup1Yes
    Relocate Nano Inspection Machine and Table next to the shower in 9in Photo
    341382019_R.8.3 0.0%03/17/2010 02:36pm 03/17/2010 04:12pm 9" Photo Room Setup1Yes
    Relocate WS #21 Computer and Table Next to Nano
    351402019_R.8.5 0.0%03/17/2010 04:12pm 03/18/2010 04:12pm 9" Photo Room Setup1Yes
    Install New TMC Isolation Table at West End of 9in Photo next to Optistation Inspection #3 for inspection station 1
    361432019_R.8.6.2 0.0%03/18/2010 04:12pm 03/19/2010 04:12pm Opti V #11Yes
    Remove Optistation Inspection #1 and relocate to the new Isolation Platform just installed next to Optistation Inspection #3
    371472019_R.8.7 0.0%03/19/2010 04:12pm 03/22/2010 04:12pm 9" Photo Room Setup1Yes
    Remove Optistation Inspection #1 TMC Isolation Table and Install it next to the new location of Optistation Inspection #1
    381532019_R.8.8.5 0.0%03/22/2010 04:12pm 03/24/2010 04:12pm Opti V #41Yes
    Install New Optistation V Inspection Station #4 onto the TMC Isolation Table relocated
    391542019_R.8.8.6 0.0%03/24/2010 04:12pm 03/25/2010 04:12pm Opti V #41Yes
    Eng Qual Opti V #4
    401582019_R.8.9.2 0.0%03/25/2010 04:12pm 03/26/2010 04:12pm Ultratech 1500 #51Yes
    Install New TMC Isolation Table for Ultratech Stepper in the location where Optistation Inspection #1 was removed
    411602019_R.8.9.4 0.0%03/26/2010 04:12pm 04/02/2010 04:12pm Ultratech 1500 #51Yes
    Install Ultratech Stepper #5 on the Isolation Platform installed next to Ultratech Stepper #7 at the designated location shown on the drawing
    421612019_R.8.9.5 0.0%04/02/2010 04:12pm 04/12/2010 04:12pm Ultratech 1500 #51Yes
    Eng Qual Ultratech #5
    431622019_R.8.9.6 0.0%04/12/2010 04:12pm 04/12/2010 04:12pm Ultratech 1500 #51Yes
    RTP
    441642019_R.8.10 0.0%04/12/2010 04:12pm 04/13/2010 04:12pm 9" Photo Room Setup1Yes
    Remove Shower Assembly that is located across from column A4 in the 9in Photo Area and install it in the 9in Etch/Strip Area in the place of the Shower assembly that was removed
    451662019_R.8.12 0.0%04/13/2010 04:12pm 04/14/2010 04:12pm 9" Photo Room Setup1Yes
    Remove Clean Room Wall that was next to the Shower in the 9in Photo Area and repair any imperfections to the Wall and Ceiling and floor that may have occurred during removal of the Clean Room wall
    461692019_R.8.13.2 0.0%04/14/2010 04:12pm 04/15/2010 04:12pm Yellow M Oven1Yes
    Remove Yellow M Oven and Slide it to the Right along with the WS #24 Computer and Table and the Work Table and reconnect it to the same services
    471742019_R.8.14.2 0.0%04/15/2010 04:12pm 04/29/2010 04:12pm Verteq Batch Develop1Yes
    Remove Batch Develop #1 & #2, SRDís, services and associated equipment, Slide it to the Right along with WS #25 Computer and Table and reconnect it to the same services
    481842019_R.8.15.7 0.0%04/29/2010 04:12pm 05/13/2010 04:12pm T&L Coat Tracks1Yes
    Install New T&L Coat Track System #9 & #10 at the location shown on the drawing
    491852019_R.8.15.8 0.0%05/13/2010 04:12pm 05/20/2010 04:12pm T&L Coat Tracks1Yes
    Eng Qual T&L Coat Track
    501862019_R.8.15.9 0.0%05/20/2010 04:12pm 05/20/2010 04:12pm T&L Coat Tracks1Yes
    RTP
    511942019_T 0.0%05/20/2010 04:12pm 05/25/2010 04:12pm Sample Project - Primavera.xml1Yes
    Remove Shower Assembly located in the 9in Etch/Strip and install the shower from 9" Photo
    521972019_W 0.0%05/25/2010 04:12pm 05/25/2010 04:12pm Sample Project - Primavera.xml1Yes
    Finish MS

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    3.3. Opportunities for Bringing Forward the Schedule's End Date

    Our HCP critical path analysis revealed lags and/or constraints in the HCP critical paths which may provide opportunities for bringing forward the project's end date.

    The following four types of opportunities may appear below:

    Type of Opportunity Description & Recommendation
    Link There is a gap of time between the end of this task and the start of its successor. Recommendation: Look for opportunities to eliminate the lag between these tasks and/or to eliminate the constraint on the successor's start date.
    End There is a gap of time between the end of this task, which is the last task in the longest HCP path, and the end of the project schedule. Recommendation: Look for opportunities to eliminate constraints on the CPM critical path and thus bring forward the schedule's end date.
    Start There is a gap of time between the start of the schedule and the start of this task, which is the first task in the longest HCP path. Recommendation: Look for opportunities to eliminate the constraint on starting this task.
    Today There is a gap of time between today (or August 18, 2009, the earliest date in the range of this analysis) and the start of this task, which is the first task in the longest HCP path. Recommendation: Look for opportunities to eliminate the constraint on starting this task.

     

    The schedule's end date could possibly be brought forward by up to 20.80 days, by addressing lags and/or constraints related to the following tasks which are within the HCP critical path:

    # Type Task ID WBS % Completed Start Date End Date Differential HCP Path #
    1Link212019_E.4100.0% 09/11/2009 09:36am 5.801
    Relocate LXK Ultra WIP Rack to an area designated on the drawing next to LXK Ultra #3
    372019_H.5.2 0.0%09/21/2009 08:00am  
    WS #8 reverse direction

    The following schedule shortening opportunities are no longer relevant as they are prior to the effective date of analysis (September 12, 2009):

    # Type Task ID WBS % Completed Start Date End Date Differential HCP Path #
    1Start    08/18/2009 08:00am 12.001
    Start of Schedule
    142019_D.1100.009/03/2009 08:00am  
    PO Submitted
    2Link142019_D.1100.0% 09/03/2009 08:00am 3.001
    PO Submitted
    152019_D.2100.0%09/08/2009 08:00am  
    Relocate the LXK Ultra #1 with its adjacent table to an empty location in the 7in Photo area

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    3.4. Risk issues (1): Overlapping Tasks in the HCP Critical Paths

    We found no instances of parallel tasks in the HCP critical paths. This indicates a plan with relatively low risk of falling behind schedule at any particular point in the project. However, we recommend seeking out opportunities where tasks found in the HCP critical paths may be performed in parallel. While doing so will add a degree of risk at these particular points in time, it will add a buffer at the end of the project, thus increasing the probability of completing the entire project on schedule.

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    3.5. Risk issues (2): Tasks in the HCP Near-critical Paths

    Of the schedule's 166 tasks, we identified 52 tasks which are within the 2 HCP critical paths (detailed above in section 3.2 in HCP Critical Path Analysis tab) and another 11 tasks within 11 HCP near-critical paths (detailed in this section). This indicates a minimally risky project, and these tasks require management attention.

    The tasks in the following table are listed in decreasing order of importance, i.e., those listed first in the table require the most management attention in order to ensure successful project completion. This order is determined by the "HCP duration slack" of the HCP path in which the task appears. The HCP duration slack is the difference in duration between the longest HCP path (i.e., the HCP critical path) and the particular HCP near-critical path in which the task appears. In other words, the most critical tasks to manage are those which appear within the HCP near-critical paths with the smallest duration slack.

    We strongly recommend that the "hidden critical tasks" listed in the following table (and those listed in section 3.2 in HCP Critical Path Analysis tab, above) be used as the basis for focusing management attention in the following ways:

    • Make sure to accurately assess resource requirements and timing in order to ensure that these tasks not be delayed due to lack of critical resources.
    • Make sure to include these tasks in any risk management assessment of this project.
    # Task ID WBS % Completed Summary Task HCP Path # HCP Path Duration Slack
    1182019_E.1100.0%LXK Ultra 33 2.00
    PO Submitted
    282019_C.1100.0%All New Network drops for all WS5 3.20
    PO Submitted
    3612019_H.9.4 0.0%944 DPQ Bench7 5.30
    Exhaust purchase and delivery
    4622019_H.9.5 0.0%944 DPQ Bench7 5.30
    Relocate and Install (slide left) 944 Strip Station to the left Aprox. 9.0 Ft next to the Technician WS Computer Table
    5632019_H.9.6 0.0%944 DPQ Bench7 5.30
    Install (1) SRDís (Spin Rinser Dryer) at the 944 Strip Station location as shown on the drawing
    6642019_H.9.7 0.0%944 DPQ Bench7 5.30
    Temporarily relocate the WIP Rack next to the 944 Strip Station (to be determined by area supervisor) and then after the wall construction is complete place it next to the 944 SRD on the right side of the station
    7582019_H.9.1 0.0%944 DPQ Bench815.30
    PO Submitted
    8592019_H.9.2 0.0%944 DPQ Bench815.30
    Waste Collection Drain Replacement
    9602019_H.9.3100.0%944 DPQ Bench916.30
    PO Submitted for tool
    101752019_R.8.14.3 0.0%Verteq Batch Develop1017.00
    Eng Qual Batch Develop Bench
    111762019_R.8.14.4 0.0%Verteq Batch Develop1017.00
    RTP

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    3.6. Risk issues (3): Difficult-to-Track Tasks

    We identified 19 tasks as "difficult-to-track." These are tasks which have a duration longer than 8.60 days (we determined this threshold based on our overall analysis of this schedule). We recommend subdividing these tasks into a number of tasks of shorter duration in order to improve management monitoring and control of these tasks.

    # Task ID WBS Calendar Task Duration (Days) Summary Task % Completed
    1222019_F 45.0Sample Project - Primavera.xml50.0%
    9" Photo Engineering Design (QAC)
    21332019_R.6 40.09" Photo Extension 0.0%
    Construction of the 9in Photo Extension.
    3712019_I 30.0Sample Project - Primavera.xml25.0%
    construction of 7in ETCH/Strip Extension (w/ ramp #4)
    4752019_K.2 15.0Semitool Jupiter Installation in the 7" Etch Extension 0.0%
    Run Services to 7" Etch Extension
    5772019_K.4 15.0Semitool Jupiter Installation in the 7" Etch Extension 0.0%
    Equipment/Process Qual
    61952019_U 15.0Sample Project - Primavera.xml 0.0%
    Convert Channel B - 2 from WM Nit to LT Ox in Diffusion
    71962019_V 15.0Sample Project - Primavera.xml 0.0%
    Convert NGR Channel to Norob Dr. in Diffusion (optional)
    8612019_H.9.4 11.0944 DPQ Bench 0.0%
    Exhaust purchase and delivery
    9812019_L.2 10.0Nitro Bench #5 & #6 0.0%
    Run Services to the 7" Etch Extension
    101112019_P.4 10.0Sol. #3 0.0%
    Install the new Sol. Fusion Cook Tool in the 9in Implant Area
    111172019_Q.3 10.0Inst. BeT5231 #9 0.0%
    Inst. #9 pre-IQ
    121192019_Q.5 10.0Inst. BeT5231 #9 0.0%
    Install Inst. Strip #9, 7" photo to location next to WS #14
    131302019_R.3 10.09" Photo Extension 0.0%
    Demo of the 7in Etch/ Strip area
    141322019_R.5 10.09" Photo Extension 0.0%
    Asbestos Abatement
    151742019_R.8.14.2 10.0Verteq Batch Develop 0.0%
    Remove Batch Develop #1 & #2, SRDís, services and associated equipment, Slide it to the Right along with WS #25 Computer and Table and reconnect it to the same services
    161842019_R.8.15.7 10.0T&L Coat Tracks 0.0%
    Install New T&L Coat Track System #9 & #10 at the location shown on the drawing
    17702019_H.10.3 9.97" Etch/Strip Clean Room Panel Order/Dock Date78.0%
    Plastic 7" photo all Walls Pre CM
    18932019_M.7 9.0Matrix tool at 9" implant 0.0%
    Matrix tool pre-install
    19552019_H.7 8.87" Etch/Strip Extension 0.0%
    The Technician WS Table will be swapped with WS #19 Table and slide left Aprox. 65in. to allow the 944 Strip Station to move

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    3.7. Unstarted (Overdue) Paths

    We did not identify any unstarted (overdue) paths in the schedule which are a cause for concern. This is a good indication that the schedule is up to date.

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    3.8. Identified HCP Paths

    The following table lists the unique HCP paths identified in our analysis, and the tasks included within each one.

    Notes:

    • In the Included Tasks column, a comma (,) between task numbers represents a Finish-to-Start connection, while a parallel symbol (||) represents a Finish-to-Finish or Start-to-Start connection.
    • The Path Duration Slack is the difference in duration between the longest HCP path (i.e., the HCP critical path) and the particular HCP path.
    HCP Path # Included Tasks Path Duration
    (Days)
    Path Duration
    Slack (Days)
    1 14, 15, 16, 19, 21, 37, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197180.10 0.00
    2 14, 15, 16, 19, 21, 37, 38, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197180.10 0.00
    3 18, 19, 21, 37, 38, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197178.10 2.00
    4 18, 19, 21, 37, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197178.10 2.00
    5 8, 37, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197176.90 3.20
    6 8, 37, 38, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197176.90 3.20
    7 61, 62|| 63|| 64, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197174.80 5.30
    8 58, 59|| 62|| 63|| 64, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197164.8015.30
    9 60, 62|| 63|| 64, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197163.8016.30
    10 14, 15, 16, 19, 21, 37, 38, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 175, 176, 197163.1017.00
    11 14, 15, 16, 19, 21, 37, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 175, 176, 197163.1017.00
    12 18, 19, 21, 37, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 175, 176, 197161.1019.00
    13 18, 19, 21, 37, 38, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 175, 176, 197161.1019.00

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    3.9. Redundant HCP Paths

    We identified 17 redundant HCP paths in this schedule.

    A redundant HCP path is a path (e.g., Path X) whose entire set of included tasks appears within a different path containing a greater number of tasks (e.g., Path Y), as in the following example:



    Path X: A → B → E → F
    Path Y: A → B → C → D → E → F
    Path X is redundant.

    We located 3 redundant links. Deleting them will reduce the complexity of the network, without affecting the project network structure or dates.

    • The numbers in the following table are tasks ID numbers
    # The redundant link between the tasks
    (Tasks "B" and "E" in the sketch above)
    Other tasks between them
    (Tasks "C" and "D" in the sketch above)
    1 137 , 140138
    2 8 , 3937
    3 8 , 4037, 39

    The following table lists the redundant HCP paths identified in our analysis, and the tasks included within them.

    Notes:

    • In the Included Tasks column, a comma (,) between task numbers represents a Finish-to-Start connection, while a parallel symbol (||) represents a Finish-to-Finish or Start-to-Start connection.
    • The Path Duration Slack is the difference in duration between the longest HCP path (i.e., the HCP critical path) and the particular HCP path.
    HCP Path # Included Tasks Path Duration
    (Days)
    Path Duration
    Slack (Days)
    1 14, 15, 16, 19, 21, 37, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197179.90 0.20
    2 14, 15, 16, 19, 21, 37, 38, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197179.90 0.20
    3 18, 19, 21, 37, 38, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197177.90 2.20
    4 18, 19, 21, 37, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197177.90 2.20
    5 8, 37, 38, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197176.70 3.40
    6 8, 37, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197176.70 3.40
    7 61, 62|| 63|| 64, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197174.60 5.50
    8 8, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197173.90 6.20
    9 8, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197173.70 6.40
    10 8, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197172.90 7.20
    11 8, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197172.70 7.40
    12 58, 59|| 62|| 63|| 64, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197164.6015.50
    13 60, 62|| 63|| 64, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 194, 197163.6016.50
    14 14, 15, 16, 19, 21, 37, 38, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 175, 176, 197162.9017.20
    15 14, 15, 16, 19, 21, 37, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 175, 176, 197162.9017.20
    16 18, 19, 21, 37, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 175, 176, 197160.9019.20
    17 18, 19, 21, 37, 38, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 137, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 175, 176, 197160.9019.20

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    3.10. Enhanced Schedule File

    Accompanying this report, please find a modified MS Project schedule file, containing the original schedule modified with the following additions:

    • HCP Tasks column indicating whether the task is included in any HCP path
    • HCP DS column indicating the duration slack of the HCP path in which the task appears
    • Graphical indication of all tasks which appear within HCP paths

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