Episode #125 of the Stack Overflow podcast is here. We talk Tilde Club and mechanical keyboards. Listen now
20

I don't think I have ever used this, but I have generally thought of a Start - Finish dependency as being used where an agree period of handover is required between two activities. Consider the following scenario: In a system implementation project, it would be quite normal for project personnel to provide a level of support for a system for a settling ...


10

In Scrum we look to create product increments each Sprint, not simply to do work. The direct solution to your question from the Scrum Guide is that you should have cross-functional team. That is, all skills needed to deliver a full product increment should be on the team. There are circumstances where this may not be possible and you are stuck in the ...


8

A SF dependency will look exactly like a FS dependency with a lead in units of time if you are looking at the network diagram (notwithstanding the arrows). The difference comes down to the logic of the constraint. For example, the FS dependency with a two day lead is saying that task 2 is scheduled to start two days before task 1 is scheduled to finish. ...


7

Both David and Iain have given good examples. As David said, it's the logic that's driving the dependency. Most tasks are FS - task B can't start until task A is complete, and task dependencies are looked at as straight hand-offs. SF simply inverts the logic - task B can't be considered complete until task A has started (the hand-off has occurred.)


7

What you are trying to visualise is a network plan, not a WBS. A WBS does not show dependencies, only the scope or deliverables and subdeliverables that needs to be realised in order to succesfully complete the project. A network plan places all WBS-elements in their logical sequence in order to show the growing maturity of the project deliverable. So ...


6

What you can do: Deal with the risk first: you have identified a clear problem impacting your project so if you haven't done so, formalize risk identification and qualification through your controlling processes/mechanisms (e.g. record the risk in the risk log, evaluate impact/likelihood, assign it to the technical group manager and communicate to the ...


6

I think that a FS dependency is useful when you have an activity that can't finish before the dependent starts. Imagine: a watchman is hired to take care of a building during nights and the manager tells him that his activity can't finish until the building administrator comes in the morning. The arriving time can vary every day but the watchman cannot ...


5

I always liked the example of the the baby sitter, who wants to finish minding the child but cant finish until a parent returns ( and starts minding the child).


5

You cannot have an SSO API without underlying user management, that's a dependency, you need to do user management first. Your story belongs to user management and should be done in that epic. Implementing the API so it supports the functionality may be another story alltogether in the SSO epic. So no a user story should not be associated with more than ...


5

A lot can be done using mocks and stubs. For example, the team could work out what the API will look like first and then rapidly build a stub API that returns fake data. This helps to separate out the frontend and back-end development tasks. Now the frontend developers work using the stub and the back-end developers work to flesh out the implementation of ...


4

Consider this simple example which you can test in Microsoft Project to see how it works practically. To explain the use of a start to finish (SF) dependency I will also explain how it differs from a FS dependency You have two tasks, Prepare for Store Opening and Opening Day. Opening day is planned for a Friday and you need 2 days to prepare. The task ...


4

I think the question you're asking points more to a problem with how you split your stories/tasks/work items/whatever, and how they're written. Rather than trying to solve the symptoms of this issue, I think it makes more sense for you to try and tackle the root problem here. Of course, there are sometimes technical dependencies between stories. Writing ...


3

A few approaches you might consider: 1) Don't start Project A or B until sufficient work (or the whole of) Project I is complete. 2) Since Project I has no external customer value instead of doing it as a separate project, have Projects A and B pick up those elements of it they need when they need them for the customer facing work. 3) Define the ...


3

You ask how can a project manager can manage external dependencies outside of their control that directly impact the feasability and progress of their own project? This management cycle works well for me in that scenerio. IDENTIFY-The PM should facilitate the identification of these external dependendcies. Host a workshop with your team and work out what ...


3

You can use standard FS relations for predecessors, and set task constraint type 'As late as possible': 1 milestone - prerequisites: 2,3 2 Activity A - 4 3 Activity B - 4 4 Activity C You should set 'as late as possible' constraint on tasks 2-4, and set task 1 to the required fixed date ('start no earlier than' constraint).


3

TL;DR Your Scrum implementation suffers from a number of framework anti-patterns that are detailed below in the Analysis section. These process issues can generally be resolved through: Adhering to Sprint Goals. Allowing the Scrum Team to self-manage dependencies. Using velocity as a forecasting tool rather a post-hoc measure of effort expended. The ...


3

If Activity B cannot begin before Activity A is complete, it's a finish-start dependency, in PM-speak. Alternatively, if both activities have to start at the same time (pretty rare), it's a start-start dependency. If both activities have to end at the same time, it's a finish-finish dependency.


3

For estimation, you want to estimate at the Product Backlog Item level. If you're using User Stories, the User Story is typically the Product Backlog Item. And when estimating, you want to account for all of the work necessary to get it to its done state, per the team's Definition of Done any any acceptance criteria on the Story itself. The best way to ...


2

Here is how I am interpreting your question. You need task B to end exactly one week after task A ends. If this interpretation is correct, then I see no intuitive or direct dependency in the start of these two tasks. It sounds to me like either task can start whenever; in fact, task B might be able to start before A if you chose to do it that way. I also,...


2

This is the term most confused and misunderstood. Even the latest edition of PMBOK makes a mess of it. Rather, it makes a laughing stock when, while giving the example of security shifts, it says that the "first" security shift is a SUCCESSOR ACTIVITY and the "second" security shift (which is to come after the first shift) is a PREDECESSOR activity. And ...


2

"...not respecting the weekly work schedule" implies a malicious intent by this group manager. Is that true or is he unable to comply with the schedule. If the latter, was he part of the estimating, planning, and scheduling process? If the former, does he have buy-in with the project itself? Angeline offers great advice, but on top of this, if he was not ...


2

It's great that you already have simple Kanban working for you, now probably it's time to look at it and do Value Stream Mapping Basically you visually outline whole process and how the work flows through the board. What will be critical for you is to setup boundaries of the process. You correctly noticed that way external team organizes work is outside ...


2

TL;DR [W]e're also highly dependent on a lot of other teams' output - easily 1/3 of our tasks are at least potentially blocked if those other teams don't provide their pieces. Your underlying question is about how to deal with externalities with a Kanban system. The short answer is that you need multiple processes: one for pulling from vendors, and one ...


2

You may also schedule a project from a fixed end date. On the Project ribbon, select Project Information to open the Project Information dialog. Change the Schedule From to Project Finish Date. Enter the finish date for the project. Project will automatically set each task constraint to As Late As Possible, the schedule each task's finish to align with ...


2

The Summary tasks are only representations of the durations of their subtasks taking the available resource into account. You cannot limit Summary tasks in this way, it would make no sense. If you have one resource that has to do many tasks then MS-Project works out the durations of all the tasks they work on, on the basis that they can only do one thing at ...


2

Having a part time team member is probably a bad idea. When something needs doing that can't be done in the slice of their time you've been allocated, that is waste. When you have to train and familiarize them to the level of a full time member and then can't get full time work out them, that is waste. When they have to catch up after missing a couple of ...


2

The connection between an epic and user stories is one-to-many, therefore one user story can belong to only one epic. You can have the user story in the first epic and make the second epic dependent on this user story - it cannot be continued or finished until the user story in question is finished.


2

What you are looking for is a Visual Portfolio Map Here is a good article that describes what a Visual Portfolio Map is and why you need one: How to Manage Interdependencies in a Project Portfolio. But first, what are these interdependencies and why do they matter to us? They can take a number of forms including (but not limited to) ... ...


2

Some things to think about based on what I've observed from your question: While defining stories we had two stories one larger one that would allow some infrastructure to be made and a smaller ticket that had more apparent value that depended on it. Together they were bigger than we were happy with a story being. This stuck out to me because it ...


2

When doing estimate, should each part be estimated separately? How to calculate "total" estimate? All the teams participate in the same Sprint Planning, discuss all the aspect of the User Story and fully estimate it. How? You first need a reference User Story which has 1 Story Point. You discuss this User Story so that all the parts are understood. It ...


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