![Finish to Start [FS] Relationship (Dependency) With Examples](https://www.pmbypm.com/wp-content/uploads/2014/06/finish-to-start.jpg)
Finish To Start is a logical relationship (or dependency) in which a successor activity cannot start until its predecessor activity has finished. Finish to Start (FS) is one of the four activity relationships of project management. These are used while preparing project schedule. The other three relationships are: Start-to-Start (SS) dependency Finish-to-Finish (FF) dependency Start-to-Finish…
![How To Use Project Schedule Network Diagram? [Example]](https://www.pmbypm.com/wp-content/uploads/2014/06/project-network-1.png)
A project schedule network diagram is used for pictorial representation of logical relationships among the project activities. They are drawn to depict project dependencies or relationships between two activities and/or milestones. They are also called logical network diagrams. There are three ways to draw a project network diagram. These are: Precedence Diagramming Method (PDM): This…
![4 Types of Dependencies In Project Management [Examples]](https://www.pmbypm.com/wp-content/uploads/2014/06/4-types-of-project-dependencies.png)
There are 4 types of dependencies in project management viz. Mandatory, Discretionary, External, & Internal. You will find definitions, detailed description, and examples of different types of schedule dependencies in this article. Some authors do not distinguish between project dependencies and activity relationships, which is incorrect. They are different from each other. You will also…
![Work Package In Project Management [Activity Examples]](https://www.pmbypm.com/wp-content/uploads/2013/12/Work-Package-1.png)
A work package contains the work defined at the lowest level of the Work Breakdown Structure (WBS) for which cost and duration can be estimated and managed. A WBS work package can be further decomposed (broken-down) into an activity list. The project team can produce a tangible outcome or create a deliverable by accomplishing these…
Project estimation is the most fundamental aspect of Project Management (PM). Analogous and parametric estimating techniques are most commonly used methods. You will find definitions, detailed description, and examples of these techniques in this post. You will also get to know about the difference between Analogous and parametric estimation. This post should help PMP aspirants,…
Pessimist – We are going Down. Optimist – We cannot go down any further. Now the only way is Up. Realist – Let us analyze the current situation and decide what best can be done. Humans, by nature, are usually optimistic. Project Managers (unless they are from another Galaxy) follow the same trait. Recently, I…
A project is scheduled to FAIL from start. This is a very strong statement albeit true. I have noticed this phenomenon many times during my experience. Let me explain. Project Managers rarely understand good scheduling concepts/techniques. Even if they understand, good concepts/techniques are rarely used while developing project schedule. What are good scheduling concepts/techniques? These…
Everything you wanted to know about the Critical Path Method Critical Path…It sounds like the most important path of the project. It is certainly the most important path, but at the same time it is also one of the most important concepts of the project management. You would already know that the importance of Critical…
In this post, I have solved a small question on Precedence Diagramming Method (PDM) that is used to draw project management network diagrams. There are a number of PDM Questions in the PMP Exam. I have taken a small network diagram example to showcase how PDM PMP questions can be solved using sequence of 4…
You would find Program Evaluation & Review Technique (PERT), Critical Path Method (CPM) and Standard Deviation in complete detail this post. IT describes how they are related to each other and how they can be used together for project schedule analysis. This article assumes that you are already know how to use PERT Formula for…
