以下是高顿网校小编为学员整理的：p3商务分析，供学员参考。
 
　　FIGURE 5: NETWORK DIAGRAM / CRITICAL PATH ANALYSIS
　　The numbers represent the time that each activity takes (let’s say in days). The project cannot proceed further until both content and layout have been decided. These are consecutive steps, one taking eight days and the next five days, so this small part of the project cannot be accomplished in less than 13 days. It does not matter that it takes only nine days to choose the ISP: everything has to wait for the content and design activities to be completed. These are critical activities, and if either
　　were to take another day, completion of the whole project would be delayed by a day. Therefore, the project manager has to monitor critical activities very carefully. Choosing the ISP is a non-critical activity and it could be delayed by up to four days before impacting on project completion.
 
　　Once project slippage is likely, the project manager has a number of choices, all of which should be discussed and perhaps negotiated with the project sponsor:
　　· live with the slippage
　　· reduce project scope
　　· reduce project quality
　　· bring in more resources, such as hiring sub-contractors to help out (which will, of course, increase costs)
　　· move resources from non-critical to critical activities if skills are interchangeable.
　　Even small projects can be broken down into many tasks, each with its own definition, personnel assigned, costs, start time, finish time and defined relationships with other tasks. Controlling this manually can be very arduous and project management software can be very useful in tracking each activity and, therefore, the progress of the project as a whole.
 
　　高顿网校小编寄语：向着某一天终于要达到的那个终极目标迈步还不够，还要把每一步骤看成目标，使它作为步骤而起作用。

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