![]() Figure 7.3: Finish-to-Start with a LagĪ lead is the opposite of a lag. This causes a two-day delay between two activities which is called a lag (Figure 7.3). However, we need to wait for two days for the walls to dry. When the walls dry, we can paint them (successor). We need to apply plaster to walls first (predecessor). Consider that we should paint one room in our house. We should finish packing all the luggage to start driving to the airport for the holiday.Ī lag is the amount of time a successor activity can be delayed with respect to a predecessor activity.We must finish cooking all our meals (predecessor) to start serving them in the dinner (successor).We need to assemble all hardware and network components of a laptop (predecessor) to install the operating system on this laptop (successor).As seen in Figure 7.2, Activity A must be finished to start Project B. This is the most common relationship between activities. In this relationship, a predecessor activity should be finished in order to start the successor activity. ![]() Besides these relationships, we will also discuss lags and leads. Figure 7.1: Activity Networks (either on Arc or Node) 7.4.1 Logical Relationships / DependenciesĪs explained above, four logical relationships can be used in the precedence diagraming method while creating activity network diagrams. Microsoft Project uses rectangles as well. Although we used circles in Figure 7.1 for AON, the most common implementation is to use rectangles. In this textbook, as is also used by PMBOK Guide Sixth Edition, we are using AON diagrams for creating activity network diagrams. AON is more commonly used and is supported by all project management programs. AOA diagram is traditionally drawn using circles as the nodes, representing the beginning and ending points, and the arrows representing activities. Another way to show how tasks relate is with the activity-on-arrow (AOA) diagram (Figure 7.1). This kind of diagram is also called an activity-on-node (AON) diagram (Figure 7.1). Showing the activities in rectangles or circles, and their relationships (dependencies) as arrows is called a precedence diagramming method (PDM). A start-to-Finish relationship is very rarely used. In the MS Project tutorial below, this topic has been also discussed. Microsoft Project also uses FS as the default relationship. The most common relationship is Finish-to-Start at which we start a successor activity once we finish the predecessor activity. There are four relationships between activities, which can be indicated as “Finish-to-Start” (FS), “Finish-to-Finish” (FF), “Start-to-Start” (SS), and “Start-to-Finish” (SF). They have logical relationships or dependencies which show the sequence in which the activities are to be performed. Therefore, they have predecessors and successors. The process can be iterative, and the project team can move back and forth to refine the activities, durations, and their relationships with other activities.Īctivities are carried out in order. Duration estimation can also accompany the creation of an activity network. ![]() Agile (Adaptive) Project Managementġ2.2 Adopting and Creating an Agile Environmentġ2.4 Recent Trends in Agile Project Managementġ3.3 Post Implementation Reviews and Archiving Documentsġ3.4 Validating the Realization of Business BenefitsĪfter we define the activities and estimate their duration, we are ready to create an activity network diagram which is a graphical representation of the logical relationship (i.e., dependencies) among the project activities. Communication Management, Leadership, and Project Team ManagementĦ.5 Leadership Styles and Servant LeadershipĦ.7 Developing and Managing a Project TeamĨ.5 Solving Resource Overallocation: Resource Levelingĩ.3 Estimating Costs and Determining Budgetġ0.5 Developing and Implementing Risk Responsesġ1.1 Monitoring and Controlling Project WorkĬhapter 12. Project Planning and the Project Scopeĥ.1 Identifying Stakeholders and Managing Their Expectationsĥ.3 Managing and Monitoring Stakeholder EngagementĬhapter 6. Strategy, Objectives, and Project Selectionģ.3 Organizational Dimensions and the StructureĬhapter 4. Introduction to Project Managementġ.1 Definition and Key Concepts of Project Managementġ.5 Project Management Life Cycle and Process GroupsĬhapter 2. Interest/Adoption Form and Feedback/Report FormĬhapter 1.
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