<Li> The time (duration) that each activity will take to complete, </Li> <Li> The dependencies between the activities and, </Li> <Li> Logical end points such as milestones or deliverable items . </Li> <P> Using these values, CPM calculates the longest path of planned activities to logical end points or to the end of the project, and the earliest and latest that each activity can start and finish without making the project longer . This process determines which activities are "critical" (i.e., on the longest path) and which have "total float" (i.e., can be delayed without making the project longer). In project management, a critical path is the sequence of project network activities which add up to the longest overall duration, regardless if that longest duration has float or not . This determines the shortest time possible to complete the project . There can be' total float' (unused time) within the critical path . For example, if a project is testing a solar panel and task' B' requires' sunrise', there could be a scheduling constraint on the testing activity so that it would not start until the scheduled time for sunrise . This might insert dead time (total float) into the schedule on the activities on that path prior to the sunrise due to needing to wait for this event . This path, with the constraint - generated total float would actually make the path longer, with total float being part of the shortest possible duration for the overall project . In other words, individual tasks on the critical path prior to the constraint might be able to be delayed without elongating the critical path; this is the' total float' of that task . However, the time added to the project duration by the constraint is actually critical path drag, the amount by which the project's duration is extended by each critical path activity and constraint . </P>

The longest time path through a pert/cpm network is called the critical path