Schedule Quality Metric Deep Dives
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      Activity Total Float

      Unique Configurations

      Set what qualifies as a “Low or High Float” activity.

      • Allowed Float Type: This will inform what type of threshold you would like to set. 
        • Fixed Value - A straight day for day comparison
        • Percentage of Project Remaining
          • For Low Float - If there are 100 calendar days left in your schedule, and you set the Allowed Float to 15, then any activity with a Total Float below 15 will be flagged here.
          • For High Float - If there are 200 calendar days left in your schedule, and you set the Allowed Float to 44, then any activity with a Total Float above 88 will be flagged here.

      Use native float values instead of SmartPM Float

      • Force SmartPM to consider total float utilizing the total float calculations as they are presented in the native schedule file, as opposed to SmartPM’s own calculation. This may help alleviate any confusion if there are negative float values present in the native schedule file.

      Low Activity Total Float

      Excessively low average activity float in a CPM schedule can make the project schedule overly rigid and inflexible, increasing the risk of delays, cost overruns, resource constraints, and stakeholder dissatisfaction. A well-balanced schedule should provide some level of float to accommodate uncertainties and variations while maintaining the project's efficiency and overall success. The appropriate level of float depends on the specific project requirements and the associated risks.

      • Reduced Flexibility: Low average activity float means that activities must be completed very close to their planned durations, leaving little room for delays or unexpected issues. This lack of flexibility can make the project more vulnerable to disruptions, increasing the risk of schedule overruns.
      • Increased Risk: Any minor delay can have a cascading effect on the entire project schedule. This elevated risk can result in missed deadlines, project delays, and cost overruns.
      • Limited Contingency: Low float doesn't provide sufficient contingency to accommodate variations in activity duration. Contingency is essential for managing uncertainties and mitigating risks. Without it, the project is less resilient to unforeseen events.
      • Resource Constraints: train resource availability, as they may need to be executed concurrently or in close succession. This can lead to resource bottlenecks, causing delays and negatively impacting project quality.
      • Reduced Time for Problem-Solving: There is less time available for problem-solving when issues or challenges arise. Project teams may not have adequate time to address problems, leading to hurried decisions, increased stress, and reduced quality of work.
      • Decreased Stakeholder Satisfaction: Project stakeholders, including clients and team members, may become frustrated or dissatisfied when activities consistently operate with very low float. Missed deadlines and delays can erode trust and confidence in the project's management.
      • Inaccurate Critical Path Determination: The critical path is a sequence of activities that determines the overall project duration. Low float can distort the identification of the true critical path, making it challenging to focus on the most critical activities for timely project completion.
      • Difficulty in Change Management: Low float can make it difficult to accommodate changes in project scope, schedule, or resources. It limits the ability to adapt to unforeseen circumstances, which can be particularly problematic in dynamic project environments.

      High Activity Total Float

      While some degree of float is necessary for flexibility and risk management, excessively high average activity float can lead to inefficiency, resource underutilization, a lack of focus, scope creep, diminished accountability, unrealistic expectations, and difficulties in project prioritization. It is important to strike a balance in CPM scheduling by providing enough float to manage risks but not so much that it hampers project efficiency and effectiveness. The optimal level of float may vary based on the nature of the project and its specific requirements.

      • Inefficiency: High average activity float may indicate that the schedule has been overly padded with extra time, potentially leading to project inefficiency. It can result in unnecessary delays and resource idle time, which may increase project costs without adding value.
      • Lack of Focus: High float can lead to a lack of urgency among project team members. When there is too much time allocated to activities, team members may not feel the pressure to complete their tasks promptly, which can lead to procrastination and decreased productivity.
      • Risk of Scope Creep: Project stakeholders may assume there is ample time to introduce additional tasks or requirements. This can lead to changes in project scope that were not adequately planned or budgeted.
      • Unrealistic Expectations: Excessively high float can create unrealistic expectations among project stakeholders regarding project timelines. When actual progress does not align with these expectations, it can lead to dissatisfaction and a loss of trust in the project management team.
      • Difficulty in Identifying True Critical Activities: It can be challenging to identify which activities are genuinely critical to the project's success. This can complicate prioritization and resource allocation, making it harder to focus on the most critical tasks.
      • Potential for Schedule Bloat: A schedule with high float may include many non-critical activities that do not significantly impact project outcomes. This can lead to a bloated schedule, making it harder to manage and track essential project activities.