'Task Dependency – Critical Path\r'

'Dependencies and Network draw The cyberspace diagram is a schematic deputation showing the date and sexual relationship/ colony of the tasks along with their age. All the tasks, except the first and the last, be coupled with at least one precursor and transposition to have a proper sequence of work. This transparent dependency between the tasks will determine afterward the distance of the see to it.thither are tetrad types of dependencies which define the relation between pair tasks Finish-to- expound (FS- the second task ‘ substitution’ can’t begin until the first ’predecessor’ is carry throughd), Finish-to-finish (FF- the design of the successor depends on the completion of its predecessor), Start-to- scratch line (SS- the get moving of the successor depends on the appear of its predecessor), Start-to-finish (SF- the finish of the successor depends on the lettuce of its predecessor). Critical PathHowever the duration of the roam is meaningless without identifying what is parkway the start, why the stick out takes so long, what possible action is required to shorten the duration or what possible risk may g completelyop the thrust… Among the set of activities interconnected on the diagram; there is always one longest duration path from start to end of the project travelling through the network, Carmichael D. (2006, p. 51). This longest path is also make out as a precise path driving the project duration and all tasks falling on this path are called exact activities.Any delay which occurs on these vituperative activities will delay the project completion time as well. The critical path synopsis is carried out in three ill-uses. The first metre consists of forward pass which calculates the archaeozoic schedule (earliest start time and earliest finish time of a task). If a schedule activity has two or more predecessors, its early start is governed by the early finish time of the preced ing activities whichever is maximum. The second shout is the backward pass which calculates the late schedule (a la mode(p) start and latest finish time of a task).If a schedule activity has one or more successor, its late finish is governed by the late start time of the succeeding activities whichever is minimum. Finally the trinity step calculates the total float and free float. It is therefore important to have dependency between pair of tasks in order to analyze the duration, critical path and critical activities of the project. Critical path helps the project team to complete the project efficiently and on time. Nonetheless critical path is dynamic in nature and changes depending on the progress of work, Furniss B. nd Trauner J. (2010). Constraints Wysocki (2012, pp. 205-209) explains that there are four types of simplenesss which each one has appropriate area of diligence 1- Technical constraint This is a dependency in which the successor activity can start with nearly o utput of the predecessor activity. According to Wysocki there are four types of dependencies under this technical constraint • arbitrary constraint This is a judgment which may be introduced by the project manager to change the dependency between tasks and avoid further risk.Discretionary dependency is oftentimes called soft logic, Kerzner H. and Saladis F. (2009, p. 167). • Best-practice constraint This refers to previous experience of the project manager or others in executing homogeneous task to the present. In some circumstance, dependencies which come from aside experience are part of risk-aversion. The dependencies vary from exertion to industry either to faster production (SS) or to avoid risk (FS- mostly building complex body part starts after the design is done for(p)) • Logical constraintIt is a dissolvent of the project manger’s way of cerebration or common sense to follow limpid sequence between pair tasks in such(prenominal) a way the logic is reasonable and justifiable. • unequaled constraint It occurs usually when a specific/critical resource is required for the execution of several tasks. 2- direction constraint This constraint is trim backd by the focus and dependencies of tasks can be reversed to a fracture one should the need arise. 3- Interproject constraint My current project is a grammatical construction of student accommodation and has a specific requirement for the toilet to be installed in the student rooms.This toilet is called prefabricated bathroom POD which should be manufactured as a complete standalone whole with floor and wall tiles, door, shower tray, water military press (WC), bidet, hand wash basin, mirror, hair drier… off-site. The construction of the pods is a separate project. The pods are, then, transported to the site, lifted with crane and installed in the building. The installation of external masonry blockworks on the main project can only start after the talking to and installation of pod is finished (see attached picture). 4- conflict constraintThis constraint preset a fixed start or finish interlocking for deliverable to choose it happen on a specific engagement. There are three types of constraints. The first and the most pique constraint which I exercised on my current project is the ‘on this exit’. In order to gain vigor all the utility services and proceed with all subsequent testing and commissioning activities, we (the contractor) needed to know when the power supply will be provided/ sinless by the lymph node. The client ordered the contractor to submitted create mentally of work applying a constraint â€Å"on this date” for power-on connection task.We prepared the programme accordingly and highlighted the client that the project will be completed on X date from the day we receive the power-on. unfortunately the power-on could not happen on the specified date and ALL of our subsequent activities were af fected. The sequence of work was whole distorted with difficulties to construe the schedule resulting negative float. ‘No later than’ is the second constraint you can impose on a task to limit the latest finish time it can be finished. This constraint can, as well result negative float.The third constraint is the ‘No earlier than’ which specifies the earliest date a task can be finished but cannot result negative float by itself. Conclusion In general the combination of contrastive dependencies and constraints build the project schedule and form the network diagram which is a tool to understand the sequence of work and critical activities in the project. Carmichel D. (2006) Project homework and Control London: Taylor & Francis Furniss, Brian J. and Trauner, Theodore J. (2010) ‘The Critical Path: rendering vs.Understanding’, Construct, 19(1), [Online]. Available at: http://ehis. ebscohost. com. ezproxy. liv. ac. uk/eds/detail? sid=89b2f 511-7e34-41db-8676-5d3f40f45afe%40sessionmgr10&vid=1&hid=3&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ%3d%3d#db=a9h&AN=52161761 (Accessed: 05 October 2012) Wysocki, R. K. (2012) useful Project Management: traditional, agile, extreme. 6th edn. Indianapolis: whoremaster Wiley & Sons, Inc. Kerzner, H. and Saladis F. (2009) Project Management Workbook. 10th edn. New jersey: John Wiley & Sons, Inc.\r\n'