Leads and lags are scheduling tools used in CPM to adjust the timing between activities without changing the logical relationships. They help project managers model real-world scenarios more accurately and add flexibility to the project schedule.
- **Lead**: A lead is an overlap between two activi…Leads and lags are scheduling tools used in CPM to adjust the timing between activities without changing the logical relationships. They help project managers model real-world scenarios more accurately and add flexibility to the project schedule.
- **Lead**: A lead is an overlap between two activities that have a dependency. It allows the successor activity to start before the predecessor activity finishes. For example, if testing can begin two days before coding is complete, a lead of two days is applied.
- **Lag**: A lag introduces a delay between the predecessor and successor activities. It represents waiting time. For instance, if there is a necessary curing time of three days after pouring concrete before construction can continue, a lag of three days is added.
Utilizing leads and lags, project managers can:
- **Reflect Real-world Conditions**: Adjust for scenarios where activities naturally overlap or require waiting times.
- **Optimize Schedules**: By applying leads, projects can potentially be completed sooner without compromising logical relationships.
- **Model Constraints**: Accurately represent constraints like delivery times, regulatory waiting periods, or resource availability.
- **Enhance Flexibility**: Leads and lags provide a way to fine-tune the schedule without altering the overall project logic.
When using leads and lags, it's essential to:
- **Document Assumptions**: Clearly note why a lead or lag is applied to maintain transparency.
- **Avoid Excessive Leads/Lags**: Overuse can complicate the schedule and make it harder to manage.
- **Monitor Impact**: Leads and lags can affect the critical path, so their impact should be assessed regularly.
In conclusion, leads and lags are valuable tools in CPM scheduling that allow for more precise modeling of activity timing and relationships. They enable project managers to create realistic and flexible schedules that account for overlaps and delays inherent in project activities.
Leads and Lags in Project Scheduling: A Comprehensive Guide
Understanding Leads and Lags in Project Scheduling
Leads and lags are critical concepts in project scheduling that help project managers create realistic timelines and dependencies between activities. These concepts are particularly important in the Critical Path Method (CPM) and are essential knowledge for PMI-SP certification.
Why Leads and Lags are Important
Leads and lags allow project managers to: • Create more realistic schedules by accurately representing real-world timing relationships • Optimize project timelines by overlapping activities when possible • Account for mandatory waiting periods between activities • Improve resource utilization by fine-tuning the timing of dependent tasks • Reduce overall project duration while maintaining logical connections between activities
What are Leads and Lags?
Leads: A lead is an acceleration of a successor activity. It allows an activity to start before its predecessor has completely finished. Leads are represented as negative values in scheduling tools.
Example: If Task B can start when Task A is 75% complete, Task B has a lead time of 25% of Task A's duration (or a -25% lag).
Lags: A lag is a delay in the start of a successor activity. It requires waiting a specified time after the predecessor activity before starting the successor. Lags are represented as positive values.
Example: If concrete needs to cure for 3 days after pouring before construction can continue, there's a 3-day lag between the pouring and subsequent construction activities.
How Leads and Lags Work in Project Scheduling
In Finish-to-Start (FS) relationships (most common): • With a lag: Task B starts [lag time] after Task A finishes • With a lead: Task B starts [lead time] before Task A finishes
In Start-to-Start (SS) relationships: • With a lag: Task B starts [lag time] after Task A starts • With a lead: Task B starts [lead time] before Task A starts (rare)
In Finish-to-Finish (FF) relationships: • With a lag: Task B finishes [lag time] after Task A finishes • With a lead: Task B finishes [lead time] before Task A finishes
In Start-to-Finish (SF) relationships (least common): • With a lag: Task B finishes [lag time] after Task A starts • With a lead: Task B finishes [lead time] before Task A starts
Calculating with Leads and Lags
For a Finish-to-Start relationship with a lag: • Early Start (ES) of successor = Early Finish (EF) of predecessor + Lag
For a Finish-to-Start relationship with a lead: • Early Start (ES) of successor = Early Finish (EF) of predecessor - Lead
Similar adjustments apply to the other relationship types (SS, FF, SF).
Common Applications of Leads and Lags
• Technical requirements: Waiting for materials to cure, cool, or set (lags) • Phased handovers: Starting the next phase before the current one finishes (leads) • Resource optimization: Staggering similar activities to utilize the same resources • Seasonal constraints: Accounting for weather or seasonal factors • Risk mitigation: Building buffer time between high-risk activities (lags)
Exam Tips: Answering Questions on Leads and Lags in Project Scheduling
1. Know the definitions precisely: Understand that leads accelerate successor activities (negative lag), while lags delay successor activities (positive lag).
2. Practice calculations: Be prepared to calculate early and late start/finish dates when leads and lags are present.
3. Understand the notation: In exams, leads may be expressed as FS-5d (5-day lead in a Finish-to-Start relationship) or FS(-5d). Lags may be shown as FS+3d or FS(3d).
4. Interpret network diagrams: Practice reading network diagrams with leads and lags noted on the dependency arrows.
5. Remember practical applications: Be ready to identify scenarios where leads or lags would be appropriate solutions.
6. Watch for scheduling impacts: Understand how adding or removing leads and lags affects the critical path and total project duration.
7. Consider the relationship type: Pay attention to whether the lead/lag is applied to FS, SS, FF, or SF relationships, as each works differently.
8. Identify common mistakes: Be aware that a common error is confusing leads and lags or applying them incorrectly to different dependency types.
9. Understand project constraints: Recognize how leads and lags interact with mandatory constraints, optional constraints, and milestones.
10. Apply best practices: Know when using leads and lags is appropriate versus when updating the activity durations or creating new activities would be better practice.
By mastering leads and lags, you'll be able to create more realistic and optimized project schedules, which is a crucial skill for the PMI-SP certification and for real-world project management.
PMI-SP - Leads and Lags in Project Scheduling Example Questions
Test your knowledge of Leads and Lags in Project Scheduling
Question 1
A project manager notices that two activities in the schedule have both a Start-to-Start relationship and a Finish-to-Finish relationship with different lag values (+5 days SS and +10 days FF). What does this scheduling scenario indicate?
Question 2
During schedule optimization of a critical path, which statement best describes the strategic use of leads and lags?
Question 3
In a complex project schedule, what does a lead value of +3 days combined with a Start-to-Start relationship between two activities indicate?
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