Activity list, Activity attributes, Milestone list Activity sequencing[ edit ] Inputs: Expert Judgment Collections, Alternative Analysis, Publishing estimating data, Project management software implementation, Bottom up estimating Outputs: Activity resource requirements, Activity attributes, Resource breakdown structure, resource calendars, request change updates. Activity duration estimating[ edit ] Inputs:
Last Updated on 13 January, by Elizabeth Harrin 7 Comments Subscribe Earlier this week I looked briefly at an introduction to dependencies and constraints on projects and why they matter.
Scroll to the bottom and pop your email in the box to download it today. Create a Log of All the Project Dependencies Now you understand what a dependency is, you can brainstorm and document all the dependencies that have an impact on your project.
Remember to include who is responsible for managing the dependency and all the other pertinent information including whether it is an internal or external dependency. If it is an external dependency, you can add a link to where you can find out more information.
This is particularly relevant if the external dependency is another project and you need to remember to regularly catch up with the other project manager to assess the impact on your Project management dependency.
Create a Log of All the Project Constraints Brainstorm and document all the constraints that have an impact on your project. You can use the same document as you used to record the dependencies, although if you feel it is more appropriate to create a separate log — for example, if you have a lot of Project management dependency — then feel free to create another document.
The purpose of doing this is to have all the key information about the project in one place — the PID or Project Charter. If your log has lots of entries, consider which ones are the highest priority and only include them. The audience for your PID is your Project Sponsor, and it is unlikely that he or she would want to read every single low-level dependency.
However, this does not excuse you, as the project manager, from monitoring them all. Have a discussion with your Sponsor and ensure that they understand the dependencies and constraints and what could happen if a dependency cannot be met or a constraint turns out to be too restrictive. You need to ensure they have a full understanding of the project environment, and dependencies and constraints are two key elements of that.
Do any of these dependencies sound like project risks to you? Outside-the-project dependencies are often contenders for being transferred to the risk log, especially if you are reliant on third parties to deliver certain items.
Constraints such as limited access to people for user testing are also potential risks, so make sure they are recorded as well. In fact, if you know already that the constraint is going to be a problem, record it on your issue log. Get a free risk log template here.
You have to work out a way to regularly assess the dependencies and constraints so that you can manage their impact on the successful delivery of your project.
If you have external dependencies on other projects, talk to the project managers concerned and agree how to let each other know when things change. Reporting by exception is a solid principle that you can use here: So, if your project is reliant on another project to complete a certain task by a certain date and it looks as if that will be achieved, the other project manager will only report to you if it now looks like it will not be achieved.
For extra comfort, you may want to schedule regular meetings with the project managers concerned to ensure that you understand how their projects are progressing and any changes this has for the way in which your project will be delivered.
A simple way to manage internal dependencies is to remember to discuss them in your project team meetings. But if in doubt, ask them, and make this is standing agenda item in your regular meetings. During these meetings you can also update the log to include any new dependencies or constraints that emerge as the project progresses.
Of course, for those dependencies and constraints that have made it on to the risk log, your risk management processes from the basis of how you will review and manage them.
A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or staffing.
Glossary – Guide to the Project Management Body of Knowledge (PMBOK® Guide) Third Edition. A.
Accept. The act of formally receiving or acknowledging something and regarding it as being true, sound, suitable, or complete. Acceptance. Project Integration Management is a complex process of identifying, defining, combining, unifying and coordinating various activities and tasks of some project to develop a single framework for managing all the activities.
Its purpose is to define characteristics of unification, coordination and articulation of project activities to meet stakeholder expectations and project goals. A FS or Finish to Start dependency is the most common and logical dependency both in project management and the real world.
A particular task B can’t start unless the task A is completed satisfactorily. Logical sequence of activities. Dependencies describe the relationship between two or more sequential activities.
These relationships determine in which order the project team needs to complete the activities. Dependency management is a core feature of Maven. Managing dependencies for a single project is easy.
Managing dependencies for multi-module projects and applications that consist of hundreds of modules is possible. Maven helps a great deal in defining, .