Project Management – Sequence Activities Process
Once all activities are defined in the “define activities” process, you will need to order them in the “sequence activity” process. This is basically a diagram or map that shows the relationship between the activities and the order in which they should be performed. It is important to note that the schedule is not created during this stage. Therefore, you do not need to assign any start or finish dates (or time frames). Activity Sequencing Inputs The inputs to the sequence activities process are: activity attributes, project scope statement and milestone list. Also, organizational process assets. Your activity list contains all of your scheduled activities. It must be organized in the order that tasks/subtasks are to be completed. You can also use the attributes of the activities to help you identify the most important ones. The milestone list provides you with a list of key milestones that could affect the order of all activities. To develop a user-friendly interface for a program you are developing, it is necessary to complete the shading and model rendering processes before you can move on to the next steps. It is important to ensure that everything goes according to plan. It influences the order of activity performance. If a project requires that a garden be open to the public within the next two weeks, a manager might look into recruiting human resources personnel before organizing a volunteer-based event. If there is any prior information that helps prioritize these activities, the assets associated with the organization process can be useful. Four tools for creating activity sequences The following tools are used: Precedence Diagramming Method, (PDM),
Determination of dependency
Application of leads and lagged
Schedule network templates
The PDM is a graphic representation of the activities list that identifies the order in which tasks/sub-tasks must be completed. This diagram is often presented as a flow chart with arrows indicating the dependencies of activities and rectangles representing activities. The units of duration are written above the nodes. There are three types of dependencies: mandatory, discretionary, and external. A mandatory dependency, also known as hard logic, is always true. Concrete must be poured before concrete can be dug to make a swimming pool. However, discretionary dependencies, also known soft logic, may not always be true. These dependencies are best determined by an organization’s best practices, historical data, and expert judgement. For example, one might choose to slice a cucumber first before a tomato for fixing salad. However, the precedence could be set in any way. External dependencies, even if they are not within the project’s control, are important enough that you should be aware of them. For example, if your building construction requires strict compliance with certain regulations, you might need to address this external dependency situation in case there are any revisions. Leads and lags In some cases, one activity may be able to get ahead of another or may have to wait between activities. These situations are called leads and lags. Leads are when certain activities provide the necessary resources to start a dependent activity but are not yet finished.
