HCP Deep Schedule Analysis Report


This analysis and report submitted for

John Smith
Big Firm
4019 FTWT Building Plan

by Tal Levanon, MSc, PMI-SP
TAL LEVANON - HCP Ltd
tal@hcp-consulting.com
http://www.hcp-consulting.com

October 17, 2020

 

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 Hidden 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

Disclaimer

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 06, 2020
Scheduled project end date: May 03, 2021
Date range analyzed: August 06, 2020 - May 03, 2021
Effective date of analysis: August 31, 2020

Task and Link Counts within Date Range

Number of tasks in schedule: 165
Number of links in schedule: 205

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 2 tasks which are not connected to a successor (this represents 1.20% of all tasks in the schedule). Since they are without successors, these tasks were interpreted by the HCP analysis as end points in the schedule. This might indicate that this schedule actually contains up to 2 separate schedules. To ensure an effective HCP analysis, we recommend that these tasks be reviewed and corrected, if necessary, before performing a new HCP analysis. If these are, in fact, separate schedules, you can analyze them independently. Refer to section 2.2 in Schedule Integrity Analysis tab for details.
  2. We identified no start-to-finish (SF) links in the schedule. This is a good indicator of high schedule integrity.
  3. We identified no instances in which successor tasks are scheduled to begin before the tasks which precede them. This is a good indicator of high schedule integrity.
  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 performing a new HCP analysis.
    Refer to section 2.5 in Schedule Integrity Analysis tab for details.
  5. We identified 46 overdue tasks (representing 27.90% of all tasks in the schedule), which should have already been started as of the effective date of this analysis August 31, 2020. Refer to section 2.6 in Schedule Integrity Analysis tab for details.
  6. We identified no summary tasks which are linked to tasks. This is a good indicator of high schedule integrity.

1.4. HCP Critical Path Analysis Highlights

  1. The 2 paths found in the schedule with the longest duration (172.90 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 51 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 19.50 days, by addressing lags and/or constraints among tasks within the HCP critical path.
    We identified 4 summary tasks which, with management attention and 'out-of-the-box thinking', may provide opportunities to reduce the overall schedule duration and/or improve the schedule's robustness.
    Refer to section 3.3 in Schedule Integrity 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 165 tasks, we identified 63 tasks within the 2 HCP critical paths and within another 42 HCP Hidden critical paths. This indicates a fairly risky project. These tasks require management attention. Refer to section 3.5 in HCP Critical Path Analysis tab for details.
  5. We identified 18 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 06, 2020
Scheduled project end date: May 03, 2021
Date range analyzed: August 06, 2020 - May 03, 2021
Effective date of analysis: August 31, 2020

Task and Link Counts within Date Range

Number of tasks in schedule: 165
Number of links in schedule: 205

Summary Count of Schedule Integrity Issues

Tasks unlinked to successors 2
Start-to-finish links 0
Tasks with predated successors 0
Tasks with calendar inconsistencies 1
Overdue tasks 46
Summary tasks with link issues 0

2.2. Tasks Unlinked to Successors

We identified 2 tasks not connected to any successor, representing 1.20% of all project tasks (2 of these tasks are not yet completed, representing 1.20% of all project tasks). Tasks without successors are interpreted by the HCP analysis as end points in the schedule.

This might indicate that this schedule actually contains up to 2 separate schedules!

Analysis Warning: To maximize the effectiveness of the HCP analysis, we recommend that these tasks be reviewed and corrected, if necessary, before performing a new HCP analysis. If these are, in fact, separate schedules, you can analyze them independently by defining each project by it's last task.

# Task ID WBS Summary Task % Completed
1914019_M.5Matrix tool at 6" implant 0.0%
Reverse the swing direction of the door located at the cleanerís room in 4in Implant to allow a vacuum pump installation
21964019_W4019 FTWT Building Plan.xml 0.0%
Finish MS

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2.3. Start-to-Finish (SF) Links

We identified no start-to-finish (SF) links in the schedule. This is a good indicator of high schedule integrity.

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2.4. Tasks with Predated Successors

We found no tasks with predated successors in the schedule. This is a good indicator of high schedule integrity.

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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
1704019_H.10.30.0%26/08/2020 13:00 14/09/2020 12:00 10.30 days13.00 days2.70 days1.26
Plastic 4" photo all Walls Pre CM

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2.6. Overdue Tasks

We identified the following 46 overdue tasks (representing 27.90% of all tasks in the schedule), which should have already been started as of the effective date of this analysis (August 31, 2020).

# Task ID WBS Start Date End Date
134019_A.206/08/2020 08:00 06/08/2020 08:00
Dock Date
2324019_H.4.106/08/2020 08:00 06/08/2020 08:00
PO Submitted
3334019_H.4.206/08/2020 08:00 06/08/2020 08:00
Dock Date
4344019_H.4.306/08/2020 08:00 13/08/2020 12:00
Construction of New Wall at 6in Etch/Strip, West end of room (the electric slider door is relocated from the ramp area at column B3 and the wall construction must meet Class 100 Clean Room Specís)
5364019_H.5.111/08/2020 09:36 12/08/2020 09:36
Relocate Spec Book and Table to an area by pass-through on the South Wall in 4in Photo
6374019_H.5.211/08/2020 09:36 14/08/2020 09:36
WS #8 reverse direction
7384019_H.5.314/08/2020 09:36 17/08/2020 09:36
Remove WS # 7 to 6in Implant Grey Area to be used in 4in Photo Area after 4in Etch/Strip extension is Built Out
8394019_H.5.414/08/2020 09:36 17/08/2020 09:36
Relocate WS #12 to WS#7 location
9404019_H.5.517/08/2020 09:36 17/08/2020 14:36
Remove WS # 11 to 6in Implant Grey Area to be used in 4in Photo Area at the Tegal 903E2 after 4in Etch/Strip extension is Built
10414019_H.5.617/08/2020 14:36 17/08/2020 16:12
Relocate 36x18 inch WIP Rack to the North Clean Room Air Return Wall by Column C2 in the 4in Photo
11424019_H.5.717/08/2020 16:12 18/08/2020 08:48
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 4in Etch/Strip extension wall as shown on the drawing after completion
12434019_H.5.818/08/2020 08:48 18/08/2020 10:24
Relocate Engineering WIP Rack to a Temporary Location on the North Clean Room Wall next to the 48x18 WIP Rack until 4in Etch /Strip Extension is complete then it will be relocated at the Clean Room wall by Develop Tracks #11 and #12
13444019_H.5.918/08/2020 10:24 18/08/2020 12:00
Remove House Vacuum Cabinet to 4in Photo Area between column line B1 and A1 on the West Outside Wall
14454019_H.5.1018/08/2020 12:00 18/08/2020 12:00
Stainless Steel Exhaust Order for Storage Cabinets
15464019_H.5.1118/08/2020 12:00 18/08/2020 12:00
Dock Date
16474019_H.5.1218/08/2020 13:00 19/08/2020 12:00
Disconnect and Temporally remove Acid Storage Cabinets from 4in Etch/Strip area, these Cabinets will be relocated in the 4in Etch/Strip Extension Area after the room is built out on the West Wall
17484019_H.5.1319/08/2020 12:00 19/08/2020 12:00
Relocate Waste and Flammable Containers to a location next to Spec Book Table in 4in Etch/Strip
18494019_H.5.1419/08/2020 13:00 26/08/2020 12:00
Relocate Supplies Containers and Corrosive Container by the entrance door to a location next to the Waste and Flammable
19514019_H.6.106/08/2020 08:00 06/08/2020 08:00
PO Submitted
20524019_H.6.206/08/2020 08:00 07/08/2020 17:00
Rotate Bake/Bake Track Systems #1 & #3 90 degrees and slide left to allow a 48in distance from the Metal Etch SRD to the front of the Track Systems
21534019_H.6.310/08/2020 08:00 10/08/2020 09:36
Eng Qual Bake tracks
22544019_H.6.410/08/2020 09:36 10/08/2020 09:36
RTP
23554019_H.710/08/2020 09:36 18/08/2020 17:00
The Technician WS Table will be swapped with WS #19 Table and slide left Aprox. 65in. to allow the 944 Strip Station to move
24564019_H.810/08/2020 09:36 10/08/2020 11:12
Slide Bake/Bake Track Systems #2 & #4
25584019_H.9.106/08/2020 08:00 06/08/2020 08:00
PO Submitted
26594019_H.9.206/08/2020 08:00 06/08/2020 17:00
Waste Collection Drain Replacement
27604019_H.9.306/08/2020 08:00 06/08/2020 08:00
PO Submitted for tool
28614019_H.9.406/08/2020 08:00 18/08/2020 17:00
Exhaust purchase and delivery
29624019_H.9.519/08/2020 08:00 19/08/2020 17:00
Relocate and Install (slide left) 944 Strip Station to the left Aprox. 9.0 Ft next to the Technician WS Computer Table
30634019_H.9.619/08/2020 08:00 19/08/2020 17:00
Install (1) SRDís (Spin Rinser Dryer) at the 944 Strip Station location as shown on the drawing
31644019_H.9.719/08/2020 08:00 19/08/2020 09:36
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
32654019_H.9.819/08/2020 08:00 19/08/2020 17:00
Eng Qual 944 bench
33664019_H.9.919/08/2020 17:00 19/08/2020 17:00
RTP
34684019_H.10.106/08/2020 08:00 06/08/2020 08:00
PO Submitted
35704019_H.10.326/08/2020 13:00 14/09/2020 12:00
Plastic 4" photo all Walls Pre CM
36874019_M.106/08/2020 08:00 06/08/2020 08:00
POs Submitted
37884019_M.206/08/2020 08:00 06/08/2020 17:00
Relocate and Qual Tencor Surfscan-01 to new location in the 6in Etch/Strip area
38894019_M.307/08/2020 08:00 07/08/2020 09:36
Slide to the Right the WS #38 Computer and Table and the WIP Rack allowing room to install a Matrix Tool from 6in Implant in the 6in Metal Etch Area
39904019_M.406/08/2020 08:00 06/08/2020 08:00
PO Submitted
40914019_M.507/08/2020 09:36 07/08/2020 14:36
Reverse the swing direction of the door located at the cleanerís room in 4in Implant to allow a vacuum pump installation
41924019_M.607/08/2020 09:36 07/08/2020 11:12
Relocate the (2) WIP Racks located in 4in Implant (Slide the WIP Racks to the Right)
42934019_M.707/08/2020 11:12 20/08/2020 11:12
Matrix tool pre-install
43944019_M.820/08/2020 11:12 25/08/2020 11:12
Remove Matrix Tool in 6in Implant and Install it in the 6in Dry Metal Etch Area
44954019_M.925/08/2020 11:12 26/08/2020 11:12
Eng Qual Matrix tool
45964019_M.1026/08/2020 11:12 26/08/2020 11:12
RTP
46984019_N.125/08/2020 11:12 31/08/2020 11:12
Relocate Gasonics A1000 Strip Tool #5 in the 6in Implant area where the Matrix tool was removed

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2.7. Summary Tasks with Link Issues

We found no summary tasks requiring management attention. This is a good indicator of high schedule integrity.

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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 Hidden 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 06, 2020
Scheduled project end date: May 03, 2021
Date range analyzed: August 06, 2020 - May 03, 2021
Effective date of analysis: August 31, 2020

Note: For the purposes of reporting on progress-related issues, the effective date of analysis applied was August 31, 2020 and not today's date.

Task and Link Counts within Date Range

Number of tasks in schedule: 165
Number of links in schedule: 205

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

Total HCP paths identified: 48
Redundant paths ignored: 4
Unique paths analyzed: 44

Critical and Hidden 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 a project's life, but if it happens while the project starts - it's a problem!
  • Number of Paths

    5
    3
    2
    1
    0.0 3.5 13.5 15.3

    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 (172.90 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 51 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
    1144019_D.1100.0%06/08/2020 08:00 06/08/2020 08:00 OSI Metra 11Yes
    PO Submitted
    2154019_D.2100.0%06/08/2020 08:00 07/08/2020 17:00 OSI Metra 11Yes
    Relocate the OSI Metra #1 with its adjacent table to an empty location in the 4in Photo area
    3164019_D.3100.0%07/08/2020 17:00 07/08/2020 17:00 OSI Metra 11Yes
    OSI Metra #1 RTP
    4194019_E.2100.0%10/08/2020 08:00 10/08/2020 17:00 OSI Metra 31Yes
    Relocate the OSI Metra #3 with its adjacent table to an empty location in the 4in Photo area
    5214019_E.4100.0%11/08/2020 08:00 11/08/2020 09:36 OSI Metra 31Yes
    Relocate OSI Metra WIP Rack to an area designated on the drawing next to OSI Metra #3
    6374019_H.5.2 0.0%11/08/2020 09:36 14/08/2020 09:36 4" Photo Room Prep1No
    WS #8 reverse direction
    7384019_H.5.3 0.0%14/08/2020 09:36 17/08/2020 09:36 4" Photo Room Prep1No
    Remove WS # 7 to 6in Implant Grey Area to be used in 4in Photo Area after 4in Etch/Strip extension is Built Out
    8394019_H.5.4 0.0%14/08/2020 09:36 17/08/2020 09:36 4" Photo Room Prep2No
    Relocate WS #12 to WS#7 location
    9404019_H.5.5 0.0%17/08/2020 09:36 17/08/2020 14:36 4" Photo Room Prep1No
    Remove WS # 11 to 6in Implant Grey Area to be used in 4in Photo Area at the Tegal 903E2 after 4in Etch/Strip extension is Built
    10414019_H.5.6 0.0%17/08/2020 14:36 17/08/2020 16:12 4" Photo Room Prep1No
    Relocate 36x18 inch WIP Rack to the North Clean Room Air Return Wall by Column C2 in the 4in Photo
    11424019_H.5.7 0.0%17/08/2020 16:12 18/08/2020 08:48 4" 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 4in Etch/Strip extension wall as shown on the drawing after completion
    12434019_H.5.8 0.0%18/08/2020 08:48 18/08/2020 10:24 4" Photo Room Prep1No
    Relocate Engineering WIP Rack to a Temporary Location on the North Clean Room Wall next to the 48x18 WIP Rack until 4in Etch /Strip Extension is complete then it will be relocated at the Clean Room wall by Develop Tracks #11 and #12
    13444019_H.5.9 0.0%18/08/2020 10:24 18/08/2020 12:00 4" Photo Room Prep1No
    Remove House Vacuum Cabinet to 4in Photo Area between column line B1 and A1 on the West Outside Wall
    14454019_H.5.10 0.0%18/08/2020 12:00 18/08/2020 12:00 4" Photo Room Prep1No
    Stainless Steel Exhaust Order for Storage Cabinets
    15464019_H.5.11 0.0%18/08/2020 12:00 18/08/2020 12:00 4" Photo Room Prep1No
    Dock Date
    16474019_H.5.12 0.0%18/08/2020 13:00 19/08/2020 12:00 4" Photo Room Prep1No
    Disconnect and Temporally remove Acid Storage Cabinets from 4in Etch/Strip area, these Cabinets will be relocated in the 4in Etch/Strip Extension Area after the room is built out on the West Wall
    17484019_H.5.13 0.0%19/08/2020 12:00 19/08/2020 12:00 4" Photo Room Prep1No
    Relocate Waste and Flammable Containers to a location next to Spec Book Table in 4in Etch/Strip
    18494019_H.5.14 0.0%19/08/2020 13:00 26/08/2020 12:00 4" Photo Room Prep1No
    Relocate Supplies Containers and Corrosive Container by the entrance door to a location next to the Waste and Flammable
    19714019_I100.0%26/08/2020 13:00 07/10/2020 12:00 4019 FTWT Building Plan.xml1Yes
    CONSTRUCTION OF 4in ETCH/STRIP EXTENSION (w/ ramp #4)
    20764019_K.3 0.0%04/11/2020 08:00 06/11/2020 17:00 Semitool Sirius Installation in the 4" Etch Extension1Yes
    Tool hookup in 4" Photo
    21774019_K.4 0.0%09/11/2020 08:00 27/11/2020 17:00 Semitool Sirius Installation in the 4" Etch Extension1Yes
    Equipment/Process Qual
    22784019_K.5 0.0%27/11/2020 17:00 27/11/2020 17:00 Semitool Sirius Installation in the 4" Etch Extension1Yes
    RTP
    231254019_R.1.1.1 0.0%30/11/2020 08:00 30/11/2020 17:00 Sulfuric Bench #1 - #41Yes
    Shutdown Sulfuric 1,2,3,4 and decon, remove and dispose
    241264019_R.1.2 0.0%01/12/2020 08:00 01/12/2020 09:36 4" Etch & 6" Photo Prep1Yes
    Remove WS #18 Computer and Table to 6in Implant Grey Area temporarily to make room for wall construction in the 6in Photo Area then relocate WS #18 Computer and Table next to BOE Etch #5, #6, & #7 SRD
    251274019_R.1.3 0.0%01/12/2020 09:36 01/12/2020 14:36 4" Etch & 6" Photo Prep1Yes
    Move Nano with work table WS #21 and table and WIP Rack off the 6in Clean Room Wall
    261284019_R.1.4 0.0%01/12/2020 14:36 01/12/2020 16:12 4" Etch & 6" Photo Prep1Yes
    Relocate WIP Rack next to WS #22 Table and Work Table
    271294019_R.2 0.0%01/12/2020 16:12 02/12/2020 16:12 6" Photo Extension1Yes
    Plastic the 4in Etch/Strip area
    281304019_R.3 0.0%02/12/2020 16:12 16/12/2020 16:12 6" Photo Extension1Yes
    Demo of the 4in Etch/ Strip area
    291324019_R.5 0.0%16/12/2020 16:12 30/12/2020 16:12 6" Photo Extension1Yes
    Asbestos Abatement
    301334019_R.6 0.0%30/12/2020 16:12 24/02/2021 16:12 6" Photo Extension1Yes
    Construction of the 6in Photo Extension.
    311344019_R.7 0.0%24/02/2021 16:12 24/02/2021 16:12 6" Photo Extension1Yes
    6" Photo Room Qual
    321364019_R.8.1 0.0%24/02/2021 16:12 01/03/2021 16:12 6" Photo Room Setup1Yes
    Install New Stainless Steel Shower
    331374019_R.8.2 0.0%01/03/2021 16:12 02/03/2021 11:12 6" Photo Room Setup1Yes
    Relocate Nano Inspection Machine and Table next to the shower in 6in Photo
    341404019_R.8.5 0.0%02/03/2021 11:12 03/03/2021 11:12 6" Photo Room Setup1Yes
    Install New TMC Isolation Table at West End of 6in Photo next to Optistation Inspection #3 for inspection station 1
    351434019_R.8.6.2 0.0%03/03/2021 11:12 04/03/2021 11:12 Opti V #11Yes
    Remove Optistation Inspection #1 and relocate to the new Isolation Platform just installed next to Optistation Inspection #3
    361474019_R.8.7 0.0%04/03/2021 11:12 05/03/2021 11:12 6" Photo Room Setup1Yes
    Remove Optistation Inspection #1 TMC Isolation Table and Install it next to the new location of Optistation Inspection #1
    371534019_R.8.8.5 0.0%05/03/2021 11:12 09/03/2021 11:12 Opti V #41Yes
    Install New Optistation V Inspection Station #4 onto the TMC Isolation Table relocated
    381544019_R.8.8.6 0.0%09/03/2021 11:12 10/03/2021 11:12 Opti V #41Yes
    Eng Qual Opti V #4
    391584019_R.8.9.2 0.0%10/03/2021 11:12 11/03/2021 11:12 Ultratech 1500 #51Yes
    Install New TMC Isolation Table for Ultratech Stepper in the location where Optistation Inspection #1 was removed
    401604019_R.8.9.4 0.0%11/03/2021 11:12 16/03/2021 11:12 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
    411614019_R.8.9.5 0.0%16/03/2021 11:12 23/03/2021 11:12 Ultratech 1500 #51Yes
    Eng Qual Ultratech #5
    421624019_R.8.9.6 0.0%23/03/2021 11:12 23/03/2021 11:12 Ultratech 1500 #51Yes
    RTP
    431644019_R.8.10 0.0%23/03/2021 11:12 24/03/2021 11:12 6" Photo Room Setup1Yes
    Remove Shower Assembly that is located across from column A4 in the 6in Photo Area and install it in the 6in Etch/Strip Area in the place of the Shower assembly that was removed
    441664019_R.8.12 0.0%24/03/2021 11:12 25/03/2021 11:12 6" Photo Room Setup1Yes
    Remove Clean Room Wall that was next to the Shower in the 6in Photo Area and repair any imperfections to the Wall and Ceiling and floor that may have occurred during removal of the Clean Room wall
    451694019_R.8.13.2 0.0%25/03/2021 11:12 26/03/2021 11:12 Blue M Oven1Yes
    Remove Blue 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
    461744019_R.8.14.2 0.0%26/03/2021 11:12 09/04/2021 11:12 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
    471844019_R.8.15.7 0.0%09/04/2021 11:12 23/04/2021 11:12 C&D Coat Tracks1Yes
    Install New C&D Coat Track System #9 & #10 at the location shown on the drawing
    481854019_R.8.15.8 0.0%23/04/2021 11:12 28/04/2021 11:12 C&D Coat Tracks1Yes
    Eng Qual C&D Coat Track
    491864019_R.8.15.9 0.0%28/04/2021 11:12 28/04/2021 11:12 C&D Coat Tracks1Yes
    RTP
    501934019_T 0.0%28/04/2021 11:12 03/05/2021 11:12 4019 FTWT Building Plan.xml1Yes
    Remove Shower Assembly located in the 6in Etch/Strip and install the shower from 6" Photo
    511964019_W 0.0%03/05/2021 11:12 03/05/2021 11:12 4019 FTWT Building Plan.xml1Yes
    Finish MS

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

    Lags and/or constraints in the HCP critical paths

    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 06, 2020, 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 19.50 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 #
    1Link714019_I100.0% 07/10/2020 12:00 19.501
    CONSTRUCTION OF 4in ETCH/STRIP EXTENSION (w/ ramp #4)
    764019_K.3 0.0%04/11/2020 08:00  
    Tool hookup in 4" Photo

    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
    1504019_H.60.0%No
    Bake Tracks #1 & #3
    2974019_N0.0%No
    Gasonics Aura 1000 #5
    31074019_P0.0%No
    Axcelis #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
    1134019_D100.0%Yes
    OSI Metra 1

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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 Hidden critical Paths

    Of the schedule's 165 tasks, we identified 51 tasks which are within the 2 HCP critical paths (detailed above in section 3.2 in HCP Critical Path Analysis tab) and another 12 tasks within 42 HCP Hidden critical paths (detailed in this section). This indicates a fairly 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 (the HCP critical path) and the particular HCP hidden critical path in which the task appears. In other words, the most critical tasks to manage are those which appear within the HCP hidden 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
    11384019_R.8.3 0.0%6" Photo Room Setup3 0.30
    Relocate WS #21 Computer and Table Next to Nano
    2184019_E.1100.0%OSI Metra 35 2.00
    PO Submitted
    384019_C.1100.0%All New Network drops for all WS9 3.20
    PO Submitted
    4614019_H.9.4 0.0%944 EKC Bench13 4.50
    Exhaust purchase and delivery
    5624019_H.9.5 0.0%944 EKC Bench13 4.50
    Relocate and Install (slide left) 944 Strip Station to the left Aprox. 9.0 Ft next to the Technician WS Computer Table
    6634019_H.9.6 0.0%944 EKC Bench14 4.50
    Install (1) SRDís (Spin Rinser Dryer) at the 944 Strip Station location as shown on the drawing
    7644019_H.9.7 0.0%944 EKC Bench17 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
    8584019_H.9.1 0.0%944 EKC Bench2013.50
    PO Submitted
    9594019_H.9.2 0.0%944 EKC Bench2113.50
    Waste Collection Drain Replacement
    10604019_H.9.3 0.0%944 EKC Bench1913.50
    PO Submitted for tool
    111754019_R.8.14.3 0.0%Verteq Batch Develop3315.00
    Eng Qual Batch Develop Bench
    121764019_R.8.14.4 0.0%Verteq Batch Develop3315.00
    RTP

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

    We identified 18 tasks as "difficult-to-track." These are tasks which have a duration longer than 8.40 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
    1224019_F 42.04019 FTWT Building Plan.xml100.0%
    6" Photo Engineering Design (QAC)
    21334019_R.6 40.06" Photo Extension 0.0%
    Construction of the 6in Photo Extension.
    3714019_I 30.04019 FTWT Building Plan.xml100.0%
    CONSTRUCTION OF 4in ETCH/STRIP EXTENSION (w/ ramp #4)
    4754019_K.2 15.0Semitool Sirius Installation in the 4" Etch Extension 0.0%
    Run Services to 4" Etch Extension
    5774019_K.4 15.0Semitool Sirius Installation in the 4" Etch Extension 0.0%
    Equipment/Process Qual
    61944019_U 15.04019 FTWT Building Plan.xml 0.0%
    Convert Tube B - 2 from LP Nit to LT Ox in Diffusion
    71954019_V 15.04019 FTWT Building Plan.xml 0.0%
    Convert MRL Tube to Boron Dr. in Diffusion (optional)
    8704019_H.10.3 13.04" Etch/Strip Clean Room Panel Order/Dock Date 0.0%
    Plastic 4" photo all Walls Pre CM
    9814019_L.2 10.0Sulfuric Bench #5 & #6 0.0%
    Run Services to the 4" Etch Extension
    101114019_P.4 10.0Axcelis #3 0.0%
    Install the new Axcelis Fusion Bake Tool in the 6in Implant Area
    111174019_Q.3 10.0Gasonics Aura1000 #9 0.0%
    Gasonics #9 pre-IQ
    121194019_Q.5 10.0Gasonics Aura1000 #9 0.0%
    Install Gasonics Strip #9, 4" photo to location next to WS #14
    131304019_R.3 10.06" Photo Extension 0.0%
    Demo of the 4in Etch/ Strip area
    141324019_R.5 10.06" Photo Extension 0.0%
    Asbestos Abatement
    151744019_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
    161844019_R.8.15.7 10.0C&D Coat Tracks 0.0%
    Install New C&D Coat Track System #9 & #10 at the location shown on the drawing
    17614019_H.9.4 9.0944 EKC Bench 0.0%
    Exhaust purchase and delivery
    18934019_M.7 9.0Matrix tool at 6" implant 0.0%
    Matrix tool pre-install

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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:

    • This table contains only the first 30 identified HCP paths. The complete list of all 44 HCP paths is available upon request as an appendix to this report at no charge.
    • 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 (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, 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, 193, 196172.90 0.00
    2 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, 193, 196172.90 0.00
    3 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, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196172.60 0.30
    4 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, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196172.60 0.30
    5 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, 193, 196170.90 2.00
    6 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, 193, 196170.90 2.00
    7 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, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196170.60 2.30
    8 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, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196170.60 2.30
    9 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, 193, 196169.70 3.20
    10 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, 193, 196169.70 3.20
    11 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, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196169.40 3.50
    12 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, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196169.40 3.50
    13 61, 62, 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, 193, 196168.40 4.50
    14 61, 63, 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, 193, 196168.40 4.50
    15 61, 62, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196168.10 4.80
    16 61, 63, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196168.10 4.80
    17 61, 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, 193, 196167.60 5.30
    18 61, 64, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196167.30 5.60
    19 60, 62, 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, 193, 196159.4013.50
    20 58, 63, 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, 193, 196159.4013.50
    21 58, 59, 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, 193, 196159.4013.50
    22 58, 62, 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, 193, 196159.4013.50
    23 60, 63, 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, 193, 196159.4013.50
    24 60, 62, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196159.1013.80
    25 58, 62, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196159.1013.80
    26 58, 59, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196159.1013.80
    27 60, 63, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196159.1013.80
    28 58, 63, 71, 76, 77, 78, 125, 126, 127, 128, 129, 130, 132, 133, 134, 136, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196159.1013.80
    29 58, 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, 193, 196158.6014.30
    30 60, 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, 193, 196158.6014.30

    Note: This table contains only the first 30 identified HCP paths. The complete list of all 44 HCP paths is available upon request as an appendix to this report at no charge.

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    3.9. Redundant HCP Paths

    We identified 4 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 2 redundant links. Deleting them will reduce the complexity of the network. Before deleting them, make sure that nothing changes in the dates of the tasks involved.

    • 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 8 , 4037, 38
    2 8 , 3937

    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 (the HCP critical path) and the particular HCP path.
    HCP Path # Included Tasks Path Duration
    (Days)
    Path Duration
    Slack (Days)
    1 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, 193, 196166.70 6.20
    2 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, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196166.40 6.50
    3 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, 193, 196165.70 7.20
    4 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, 138, 140, 143, 147, 153, 154, 158, 160, 161, 162, 164, 166, 169, 174, 184, 185, 186, 193, 196165.40 7.50

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    3.10. Enhanced Schedule File

    Accompanying this report, please find an HCP file, which embeds the following additions to your schedule (see instructions: www.hcp-consulting.com/AddOnPresent.asp ):

    • 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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    Disclaimer

    This report is subject to End User License Agreement, www.hcp.co.il/hcp-go-eula/

    Tal Levanon - HCP Ltd. ; Tel.: +972-8-9265475 ; Email: info@hcp-consulting.com ; Web: www.hcp-consulting.com