According to Overblown Advisory (2011), the project network diagram is a graphical representation of all tasks and their relationships in a project. This diagram visually shows how different tasks are interconnected. Haycocks (2012) describes dependency as a logical relationship that determines the sequence in which project tasks should be carried out. There are four types of task dependencies, one of them being Finish-to-Start (FSP). In FSP, Task A must be completed before Task B can begin. An example of this dependency can be observed in a road construction project, where the route survey must be finished before the earthworks can commence.
Start-to-Start (AS) is a dependency relationship where the successor task can only start after the predecessor has commenced. It does not necessarily mean that they must start simultaneously, but rather that the successor task cannot begin until the predecessor task has started (
...Microsoft, 2010). For example, in our road project, the earthworks must start before the construction of storm drains.
On the other hand, Start-to-Flash (SF) is a complex relationship where the successor task cannot be completed before the predecessor has begun. In our road project, this is illustrated by the fact that the earthworks cannot be finished before the procurement of detonates.
The Finish-to-Finish (IF) dependency relationship indicates that one task must finish before another can finish. In our case, road markings can only be completed once asphalting is finished. Constraints are used to determine the type of relationship between tasks and for sequencing purposes. Various types of constraints, including Technical Constraints, Management Constraints, Interjected Constraints, and Date Constraints, can generate any of the mentioned dependencies.
Technical constraints are limitations resulting fro
the requirements of a task that depend on the outcome of a previous task. When tasks are linked by a technical constraint, they must be completed in a specific sequence with no flexibility. These linked tasks often form the critical path of the project. On the other hand, management constraints arise when the organization or client in charge of the project chooses to delay a process due to anticipated changes, pending decisions, or related events.
Constraints of this nature can be reversed, meaning they can be modified to accommodate tasks from another project. This situation commonly arises in intricate projects involving multiple stakeholders, each with their own project dimensions. Date constraints play a significant role in determining task schedules by narrowing down their start and end dates. There are three variations of this constraint: "No earlier than" sets the earliest possible date for task completion, "No later than" sets a mandatory date by which the task must be delivered, and "On this date" specifies the exact date of task delivery.
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