Once the schedule has been developed, it should be rescheduled and the outcomes reviewed with the Project Team. This is a collaborative step — the team's knowledge and buy-in at this point is critical to producing a schedule that is both realistic and accepted.
There should be a clear, identifiable, continuous, and realistic critical path from the status date to the project completion date(s). The critical path is defined by ISO 21500 as: "the sequence of activities that determine the earliest possible completion date for the project or a phase of the project."
The critical path should not include LOE (Level of Effort) activities, lags, unusually long duration activities, or constraints that force unimportant activities onto the CP.
Projects are dynamic — activities that have float at the start can become critical later. Always review time-saving opportunities across the whole schedule, not just on the critical path.
Negative float in the schedule increases the risk of achieving project completion dates. It can also make the critical path difficult to determine — especially if the negative float is caused by scheduling errors rather than genuine project conditions. Any unintended negative float due to scheduling errors must be corrected before baselining.