Time Management 6.2 sequence activities

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Time Managment 6.1 define activities

Time Management 6.2 sequence activities

Time Managment 6.3 Estimate Activity Resources

Time Management 6.4 Estimate Activity Durations:

Time Management 6.5 Develop Schedule:

Time Management 6.6 Control Schedule:

Activities sequencing involves identifying and documenting interactivity dependencies (also called logical 

relationships). The process can be done manually, with software or with a combination of both. Expert for the

first and last, all activities must have a predecessor and a successor.

Sequence Activities
Inputs	Tools	Outputs
1.       Activity list 2.       Activity attributes 3.       Milestone list 4.       Project scope statement 5.       Organization process assets	1.       Precedence diagramming method 2.       Dependency determination 3.       Applying leads and lags 4.       Schedule network templates	1.       Project schedule network diagrams 2.       Project document updates

  

Five key inputs for sequence activities:

1.       Activity list: An output of the previous process, section 6.1.3.1.

2.       Activity attributes: An output of the previous process, section 6.1.3.2. This information includes predecessors and successors for each activity.

3.       Milestone list: scheduled dates (in the form of constraints) may exist for milestone, which were described in section 6.1.3.3.

4.       Project scope statement: includes product charismatics that help planned understand required activity sequences. For instance, there may be physical or technical aspects of the work that make a mandatory dependency necessary.

5.       Organization process assets: the specific organizational process assets that may affect sequencing project activities include :

·        Files from the knowledge base on scheduling. 

Four key tools for sequence activities:

1.       Precedence diagramming method: This is one way to display a schedule in network fashion; it is also called activity-on-node. It was developed in the early 1960sat Stanford University and is the method that project management software uses today. The activities are listed inside boxes (called nodes) and are connected by lines (or arrows) to indicate sequences.

Design

Test

Produce

 

The PDM approach uses the following four types of dependencies:

·        Finished-to-start: Initiation of the successor activity depends on completion of the predecessor activity.

·        Finished-to-finished: Completion of the successor activity depends on completion of the predecessor activity.

·        Start-to-start: Initiation of the successor activity depends on completion of the predecessor activity.

·        Start-to-start: Completion of the successor activity depends on completion of the predecessor activity.

Finished-to-start is the most commonly used dependency, whereas start-to-finished is rarely used on actual projects

PDMs offer several advantages over other methods (such as arrow diagrams):

·        The technique provides flexibility in sequencing activities by allowing four types of logical dependencies. By comparison, arrow diagrams are limited to finish-to-start dependencies.

·        The technique does not require the use of “dummy” activities whenever multiple dependencies are needed in a schedule.

·        Finally, the technique adds the concept of leg and lead times between activities.

2.       Dependency determination: The following three types of dependencies are used during activity sequencing:

·        Mandatory dependencies: Also referred to as “hard logic,” mandatory dependencies are inherent in the nature of technical limitations of some kind. For example, you cannot shingle the roof of a builder until the roof has been build.

·        Discretionary dependencies: Known as “soft logic” or “preferential logic” these optional dependencies are usually chosen because they represent “best practice” or there is a preferred approach even though other approaches also are acceptable.

·        External dependencies: these dependencies usually involve interfaces outside the project. Examples include waiting on delivery of hardware form an outside source or waiting on delivery of aircraft engines before installation in the airframe.

3.       Applying leads and lags: Adjustment of lead and lags times may help define the timing of the work more accurately. A lead time allows the successor (follow-on) task to be accelerated. Conversely, a lag time delays the successor activity.

4.       Schedule network templates: using networks from a similar project as a guide. Templates may address an entire project or only portions.

Two Key out puts for Sequence Activities:

1.       Project Schedule Network Diagrams: A schematic display of the project activities and their logical relationships, most often using PDM as the method of display.

2.       Project Document Updates: As a result of sequencing, the following documents could be updated:

·         Activity lists

·         Activity attributes

·         Risk register