Time
5 hours 14 minutes
Difficulty
Intermediate
CEU/CPE
10

Video Description

This lesson covers sequence activities. This is the process of placing the activities in order and creates the Project Schedule Network Diagrams. The following factors determine the sequence of activities:

  • Mandatory
  • Discretionary
  • Internal
  • External

[toggle_content title="Transcript"] The next process in time management is sequence activities. This process is focused on placing activities in order. If you remember the previous process, it was determining what those activities are. Now we are going to start arranging them. This process creates the project schedule network diagram. The key inputs are the schedule management plan, the activity list, the milestone list; which were just created from the previous process, activity attributes, enterprise environmental factors, and organizational process assets. A project manager will use precedence diagramming methods to do this. Dependency determination and leads and lags to develop this project schedule network diagrams. If you look at the inputs, you have the schedule management plan, remember that's the first that we did in the time knowledge management area. This establishes the rules on how we are going to proceed forward with all those further procedures, processes. The activity list and the milestone list we just created from the previous process, and then once again we have enterprise environmental factors and organization process assets. How is that company culture and creating the sequence and does the company have any templates or anything to accomplish those tasks. With the precedence diagramming method, we are going to look at that next. Dependency determination is figuring out what needs to be done in what order. We will look at that couple of sides from now and knowing what leads to [inaudible] we are going to go over that in detail. The precedence diagramming method; so basically you're creating boxes. I created dependencies saying that I am going to design the dark house first and then after that I can purchase material and dig foundation. Once these two things are done, these are dependencies; I can then pour the concrete. After I pour the concrete, I can do two things at once. I can build the dark house and I can start fencing. Once those two things are done, I can train the dog. When sequencing dependencies, we determine the order of activities. You have mandatory and discretionary. What is the difference between mandatory and discretionary? Mandatory has to happen. There is no if about it. If am going to paint a wall, I have to prime it before I apply paint. That is mandatory. Discretionary is we like do it in this order but it's not mandatory. Then there is internal and external. Internal, means it's dependency that was decided within your organization. External is it is outside your organization. If I am in construction, an external dependency is me going out and seeking a permit from the government to put up a wall or install electrical. Predecessors, they are used for helping sequencing activities. They determine when the activity will occur. There's formula now, there is finish the start, finish the finish, start the start and start the finish. An easy way of determining this is by writing the two tasks. On the tasks, I would write a box with A and B in there. In the left side, I would put start and start, finish and finish. The task might ask you; look at this box or these two boxes. What is it? We will look at finish to start first. Finish means A has to finish before B can start. By knowing that this is the finish, I am drawing an arrow like this so A needs to finish before B can start. What if I need two tasks to start at the same time? That's called finish to finish. I am drawing an arrow from A to the end of B just looking at the words "finish to finish" I can determine that. Start to start; I am drawing an arrow from the start of one box to the start of the next. Start the finish, I am starting this task when this task ends. Leads and lags; leads can start before an activity is complete. In this example, I am showing A and B. A is Monday Tuesday, Wednesday, Thursday. Now they are in sequence or order, B which starts on Friday. I am starting B one day early. As A is about to finish I can start B also on Thursday rather than starting B on Friday. That is known as a lead. A lag requires a delay before the activity can start. Rather than starting B on Friday, I want to start on Saturday. Good example of a lag would be going back to painting. If I have to wait for that paint to dry, I am going to have a lag of say one day. Rather than have whatever activity it is this week, I have to wait one day, so am lagging by one day before B can start. [/toggle_content]

Video Transcription

00:04
the next process in time management is sequence activities. This process is focused on placing activities in order. So if remember the previous process, it was determining what those activities are. Now we're gonna start arranging them.
00:18
This process creates the project's schedule network diagram.
00:23
The key inputs are the schedule landsman plan
00:26
the activity list The milestone list, which were just created for the previous process.
00:32
Activity attributes
00:34
enterprise, environmental factors and organisational processes.
00:39
A project manager will use President's diagramming method to do this,
00:44
um,
00:45
dependency, determination
00:48
and leads and legs to develop this project schedule that rook diagrams.
00:52
So if we look at the inputs, you have the schedule management plan where that's the first thing that we did in the time of man's knowledge area.
01:00
This establishes the rules on how we're going to proceed forward with all those,
01:04
uh, further
01:07
procedures,
01:07
processes
01:10
the activity list in the mouse, um, list we just created from the previous process.
01:14
And then, once again, we have enterprise environmental factors and organizational process assets. How is that company
01:21
culture and creating
01:23
the sequence?
01:26
And
01:26
does the company have any templates or anything to accomplish this test
01:33
with the president's diagramming method. We're gonna look at that. Next.
01:37
The pendency determination
01:38
is triggering out
01:42
what needs to be done in what order? Well, look at that.
01:46
Ah, Couple slides for now. And knowing what leads and legs are, we're gonna go over that in detail.
01:52
So the president's diagramming method.
01:55
So basically, you're crating boxes.
01:57
Um,
01:59
I created dependencies
02:00
saying that
02:01
I'm gonna design the doghouse first.
02:05
And then after that, I can purchase material and dig foundation. Once these two things are done,
02:10
this is dependencies. I can then pour the concrete
02:15
after I poured the concrete that can do two things at once. I could build the doghouse and install fencing.
02:21
Once those two things were done. I can't train the dog.
02:23
So in dependencies, when sequencing dependencies
02:27
will determine the order of activities,
02:30
you have mandatory and discretionary. So what's the difference between mandatory and discretionary? Mandatory is it has to happen. There's no if, and it's about it.
02:40
Um,
02:43
if I'm gonna paint a wall, I have to prime it before I apply paint. That's mandatory. So discretionary is we'd like to do it in this order, but it's not mandatory.
02:53
Then there's internal and external internal means. It's, Ah,
02:59
discretionary dependency that was decided within your organization.
03:04
External is it's outside your organization. So
03:07
if I'm in construction and external dependency is me going out and seeking a permit from the government,
03:14
Thio put up a wall or install a logical
03:17
predecessors. So they used for helping sequencing activities.
03:23
They determine
03:24
when the activity will occur. So there's formula. No,
03:30
there's
03:30
finish the start, finish the finish,
03:32
start to start and start to finish.
03:37
A new, easy way of determining this
03:40
is
03:42
by running the two tasks.
03:44
So all the test I would write a box with A and B in there
03:47
and then on the left side,
03:50
I would put start and start,
03:52
finish and finish.
03:53
So the test might ask you
03:55
look at this box or these two boxes. What is it?
04:00
And
04:00
well, look at finish to start first.
04:04
So finish means
04:06
a has to finish before being consort.
04:11
So by going knowing that this is the finish,
04:14
I am drawing an arrow like this
04:15
so a needs to finish before Beacon start
04:24
one. If I need to task to stop at the same time that's called finished finished.
04:30
So
04:30
I am
04:33
drawing an arrow from a to the end of be just looking at the words finished the finish. I could determine that.
04:43
Start to start.
04:45
I'm drawing an arrow from the start of one box that started the next
04:48
and
04:50
start to finish.
04:53
Um,
04:56
so I'm starting this task
04:58
when this task ends,
05:00
leans and legs.
05:02
So leads consort before an activity is complete.
05:05
So in this example,
05:08
I'm showing a and B
05:11
a
05:12
Is Monday, Tuesday, Wednesday, Thursday
05:15
not there In sequential order
05:16
be would start on Friday.
05:19
But I'm starting to be one day early. So
05:24
as a is about to finish, I could start be also on Thursday rather than starting be on Friday.
05:31
That's known as a lead. A lag requires a delay before the activity can start.
05:36
So
05:38
rather than start be on Friday, I'm gonna start on Saturday.
05:42
Ah, good example of a wag would be
05:45
going back to painting.
05:46
If I have to wait for that paint to dry,
05:49
I'm gonna have a wag of say one day.
05:54
So
05:55
rather than have
05:56
whatever activity it is
05:58
this week, I have to wait one day some wagging by one day
06:04
before Beacon start

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