Schedule analysis

The Longest Path table identifies the critical sequence of activities that directly determines your project's overall duration. This table lists each activity's Start Date and Finish Date along with its Total Float - the available slack before a delay affects the project end date.

Highlighted in red are activities with negative total float.

This table lists activities with zero or negative float - indicating no available slack before a delay impacts the overall project schedule. It helps you quickly pinpoint activities that require immediate attention to maintain project momentum.

This table identifies activities that lack defined predecessor relationships. Missing predecessors can indicate gaps in the dependency chain, potentially compromising the accuracy of your schedule.

This table identifies activities that lack defined successor relationships. Missing successors may signal gaps in the dependency chain, leading to potential scheduling inaccuracies and oversight of critical follow-up tasks.

Having unique and clear descriptions for each activity is essential for effective project tracking, resource allocation, and communication. Addressing this issue promptly is crucial to maintain clarity and efficiency in project execution.

Recommended actions: Review the activities with identical descriptions and update them with unique, specific descriptions showing phase, location or a category. This will help in distinguishing each activity clearly, improving tracking accuracy and communication, especially when it comes to a claim review process. Inform the project team of these updates to ensure everyone is aligned.

Several activities were completed out-of-sequence. This table should be used as a tool to understand the impact of out-of-sequence work on the project schedule and to develop strategies to minimize disruptions in the future.

Out-of-sequence work can lead to inefficiencies, increased costs, and potential delays in subsequent activities. A small number of out-of-sequence activities is typically normal and can be expected in any project. However, a large number indicates that the contractor is either not following the schedule or not updating the progress timely. In such cases, it is essential to revisit the scheduling logic and see if it needs to be adjusted or revised.

Recommended actions: Meet with the contractor to review and discuss the reasons behind the out-of-sequence work for these activities and identify any patterns or recurring issues. Implement process improvements and communicate the importance of following the planned sequence to the project team. Adjust the project schedule if necessary and inform stakeholders of any changes to ensure alignment and transparency.

This table lists activities with non-zero relationship lag, highlighting the intentional or unintentional delays (or overlaps) between tasks. Lag reflects the gap between a predecessor and its successor, and it may be contributing to scheduling bottlenecks.

Highlighted in red are activities with negative lag - meaning the successor is scheduled to start before the predecessor has finished. This can be intentional, to optimize parallel work, or unintentional, which might result in resource conflicts or quality issues. In either case, monitoring negative lag is crucial for identifying potential risks and ensuring the project schedule remains realistic and achievable

This table lists the calendars, their weekly schedule and holidays used in the project and any default calendars. Calendars are essential for resource allocation, as they define working days, holidays, and other time-related constraints.

Highlighted in green are project default and global/base default calendars, if any.
Highlighted in red are calendars that are not used by any activity. This situation may indicate that the calendar is obsolete or not relevant to the current project schedule. It is important to review these calendars and determine if they should be removed or updated to reflect the current project requirements.

Recommended actions: Review the calendars listed in this table and ensure that they are relevant and up-to-date. Remove any obsolete calendars and update the project schedule to reflect the current working days and holidays.

Each row represents a unique resource and summarizes how it is being utilized across activities.

Highlighted in red are resources that P6 will not allow you to assign tasks to (i.e. those not cost‑linked or not auto‑compute‑active).
The Assignable in P6 column shows "Yes" for resources P6 treats as assignable and "No" for those it hides.

This report compares each resource's scheduled workload against their available capacity on a month-by-month basis. We calculate capacity using each resource's work calendar (their working days and hours), shift schedules, and defined production or labor rates. Remaining activity work is then spread across the months that the activity is scheduled to run. Whenever the total assigned units in a given month exceed the resource's calculated capacity, that resource is flagged as overallocated.

Demand is the total work assigned to a resource in a month.
Limit is that resource's available capacity.
Overage is the actual resource overallocation - the amount by which Demand exceeds Limit.

Resource overallocation can lead to missed deadlines, reduced quality, and team burnout. By clearly highlighting these overbooked periods, this report helps you take corrective action: adjust task start or finish dates, redistribute work to less-busy teams, extend deadlines, or bring in additional support.

Lists project milestones, grouped by their WBS sequence and name, showing only those with negative float.

Highlighted in red are milestones with negative total or free float which means they are either behind their own finish dates or blocking downstream tasks, and therefore pose a risk to the overall project timeline.

Recommended actions:

• Check for conflicting constraints or deadlines on these milestones.
• Validate predecessor/successor links to ensure logic is correct.
• Adjust sequencing or resource assignments as needed, then re‐run the schedule to confirm the float values return to zero or positive.

Lists project milestones, grouped by their WBS sequence and name.

Highlighted in red are milestones with negative total or free float which means they are either behind their own finish dates or blocking downstream tasks, and therefore pose a risk to the overall project timeline.

Recommended actions:

• Check for conflicting constraints or deadlines on these milestones.
• Validate predecessor/successor links to ensure logic is correct.
• Adjust sequencing or resource assignments as needed, then re‐run the schedule to confirm the float values return to zero or positive.

This report gives you a single view of all open WBS elements with remaining work and planned vs. actual dates, so you can immediately spot unfinished or slipped tasks. It flags at-risk items, validates your logic and constraints, and shows exactly how much effort remains (in hours or percent).

The figures in this report should not be relied upon, excercise caution and double-check the values. This is merely a preview of a work-in-progress feature.
This table represents monthly project costs.