The DCMA 14-Point Assessment is a structured way of checking the quality and reliability of a project schedule. It looks at schedule logic, relationships, constraints, float, durations and several indicators of schedule performance.
For Primavera P6 professionals, these checks are useful as a quality-control framework before a schedule is issued, updated, reviewed or used for project controls.
Checks activities for missing predecessors and successors. Excessive open ends can make the schedule less logically connected.
Identifies negative lag, commonly called lead. Leads can allow successor work to start before the predecessor relationship is fully complete.
Measures excessive use of positive lag in relationships. Lag should be intentional, documented and used consistently.
Reviews relationship types such as FS, SS, FF and SF. Excessive use of non-FS relationships can make logic harder to understand and maintain.
Finds restrictive constraints such as Mandatory Start or Mandatory Finish that can override normal schedule logic.
Identifies activities with unusually high total float. Large float values can indicate broken logic, missing relationships or unrealistic dates.
Identifies activities with negative total float. Negative float generally indicates the schedule cannot currently meet a required date without corrective action.
Checks for activities whose duration is too long to provide useful control at the selected schedule level.
Checks for activities whose actual and planned dates conflict, such as actual work appearing after the data date or invalid actual-date combinations.
Reviews whether activities have the required resource or cost loading, where resource-loaded scheduling is required by the project controls process.
Looks at activities that were planned to finish by the status date but did not finish as planned. This helps identify schedule performance issues.
Tests whether the identified critical path behaves logically when critical activities are delayed. A proper test should be performed using the project's scheduling method.
Critical Path Length Index compares the available time to the remaining critical-path work. It indicates how difficult it may be to achieve the required completion date.
Baseline Execution Index compares the number of baseline activities that should have been completed with the number actually completed by the status date.
| Area | Healthy Schedule | Warning Sign |
|---|---|---|
| Logic | Activities are properly connected with meaningful predecessor/successor relationships. | Many open ends or isolated activities. |
| Relationships | Relationships represent the actual execution sequence. | Large numbers of unusual relationship types or excessive lag. |
| Constraints | Dates are primarily driven by logic, calendars and approved milestones. | Many hard constraints forcing dates. |
| Float | Float values are explainable and consistent with the network. | Large unexplained positive float or widespread negative float. |
| Duration | Activities are short enough to measure and control effectively. | Very long activities hiding detail and progress. |
| Critical Path | Critical path is continuous, logical and management-relevant. | Critical path changes unexpectedly or contains weak logic. |
| Performance | Baseline and actual progress provide a credible picture of delivery. | Many planned activities are repeatedly missed. |
A schedule is more than a list of activities and dates. It is a model of how the project is expected to execute. If the logic or data quality is weak, critical path, float, forecasts and management decisions can also become unreliable.
A DCMA-style assessment is a quality-control framework, not a substitute for a planner's judgement. Thresholds can also vary by contract, project type, schedule level and client requirements.
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