Example APPPM 2020 - Revision history

Maksymilianbyc at 19:55, 7 March 2020

2020-03-07T19:55:10Z

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	The critical path method is a way to schedule a project work. Typically there are several activities conducted simultaneously within the project. These activities could have dependencies based on which paths are created. The time for each activity to be completed is identified and the longest path is found and deemed to be critical. The shortest time to complete the project is set by critical path, thus it is essential to have on time delivery of all activities bounded to critical path. Other paths might have floats or delays which will not cause any additional costs as long as the total path time won’t exceed the total critical path time.<ref>http://production.datastore.cvt.dk/filestore?oid=5a14723f5010df36af59f816&targetid=5a14723f5010df36af59f81a</ref>		The critical path method is a way to schedule a project work. Typically there are several activities conducted simultaneously within the project. These activities could have dependencies based on which paths are created. The time for each activity to be completed is identified and the longest path is found and deemed to be critical. The shortest time to complete the project is set by critical path, thus it is essential to have on time delivery of all activities bounded to critical path. Other paths might have floats or delays which will not cause any additional costs as long as the total path time won’t exceed the total critical path time.<ref>http://production.datastore.cvt.dk/filestore?oid=5a14723f5010df36af59f816&targetid=5a14723f5010df36af59f81a</ref>



			'''Decision Tree'''
			A decision tree is a tool which aids in decision making by forming a tree-like graph. The graph helps to visualize various decisions and their associated consequences, including the probability of a given event to happen, costs and resources. One can distinguish between three types of nodes while designing decision tree. These are decision nodes represented by squares, chance nodes represented by circles and end nodes represented by triangles. The most popular fields of applications for decision tree are operations research, operations management and machine learning. <ref>2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition</ref>

Maksymilianbyc at 15:11, 6 March 2020

2020-03-06T15:11:23Z

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		'''Critical Path Method'''
		The critical path method is a way to schedule a project work. Typically there are several activities conducted simultaneously within the project. These activities could have dependencies based on which paths are created. The time for each activity to be completed is identified and the longest path is found and deemed to be critical. The shortest time to complete the project is set by critical path, thus it is essential to have on time delivery of all activities bounded to critical path. Other paths might have floats or delays which will not cause any additional costs as long as the total path time won’t exceed the total critical path time.<ref>http://production.datastore.cvt.dk/filestore?oid=5a14723f5010df36af59f816&targetid=5a14723f5010df36af59f81a</ref>

S192384 at 13:57, 6 March 2020

2020-03-06T13:57:57Z

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	'''~~LCA~~''' <ref>(2009) Chapter 2 Life Cycle Management: Implementing Sustainability in Business Practice, Guido Sonnemann , Eskinder Demisse Gemechu , Arne Remmen ,Jeppe Frydendal.</ref>		'''ENVIRONMENTAL POLICIES''' <ref>(2009) Chapter 2 Life Cycle Management: Implementing Sustainability in Business Practice, Guido Sonnemann , Eskinder Demisse Gemechu , Arne Remmen ,Jeppe Frydendal.</ref>

	Environmental policy is the commitment of an organization or government to the laws, regulations, and other policy mechanisms concerning environmental.		Environmental policy is the commitment of an organization or government to the laws, regulations, and other policy mechanisms concerning environmental.
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			'''ECOBALANCE''' <ref>(2009) Chapter 2 Life Cycle Management: Implementing Sustainability in Business Practice, Guido Sonnemann , Eskinder Demisse Gemechu , Arne Remmen ,Jeppe Frydendal.</ref>

			The EcoBalance model estimates the total consumption of energy and other natural resources, the production of emissions and wastes and the costs caused directly and indirectly by urban structures and transportation on a life cycle basis

			[[File:ECOBALANCE.png]]

S192384 at 13:41, 6 March 2020

2020-03-06T13:41:02Z

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	'''LCA''' <ref>(2009) ~~Kim Goodwin~~, ~~Designing for the Digital Age: How to Create Human-centered Products and Services~~, ~~John Wiley & Sons~~.</ref>		'''LCA''' <ref>(2009) Chapter 2 Life Cycle Management: Implementing Sustainability in Business Practice, Guido Sonnemann , Eskinder Demisse Gemechu , Arne Remmen ,Jeppe Frydendal.</ref>

	What is life cycle assessment?		What is life cycle assessment?
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	LCA is a standardized methodology, which gives it its reliability and transparency. Standards provided by ISO 14040 and 14044.		LCA is a standardized methodology, which gives it its reliability and transparency. Standards provided by ISO 14040 and 14044.
			[[File:LCA.PNG]]


			'''LCA''' <ref>(2009) Chapter 2 Life Cycle Management: Implementing Sustainability in Business Practice, Guido Sonnemann , Eskinder Demisse Gemechu , Arne Remmen ,Jeppe Frydendal.</ref>

			Environmental policy is the commitment of an organization or government to the laws, regulations, and other policy mechanisms concerning environmental.

			[[File:ENVIRONMENTAL_POCITIES.png]]

S192384 at 13:17, 6 March 2020

2020-03-06T13:17:30Z

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	Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid. Needs lower down in the hierarchy must be satisfied before individuals can attend to needs higher up. From the bottom of the hierarchy upwards, the needs are: physiological, safety, love and belonging, esteem, and self-actualization. <ref>https://www.simplypsychology.org/maslow.html</ref> Maslow's theory in relevant for Project Management in the following way: Project management involves people and their needs. A project management process that meets all of the needs of related parties is far more likely to succeed. Unmet needs can affect the progress of a project, and tackling these needs in the correct hierarchy will greatly help the chances of meeting the desired targets. The needs adjusted for Project Management from bottom up and corresponding to the original theory would be: Resources (Psychological), Stability (Safety), Business Purpose (Belonging and Love), Esteem, and Delivery and Completion (Self-actualization). <ref>https://www.brighthubpm.com/monitoring-projects/50474-maslows-hierarchy-for-project-management/</ref>		Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid. Needs lower down in the hierarchy must be satisfied before individuals can attend to needs higher up. From the bottom of the hierarchy upwards, the needs are: physiological, safety, love and belonging, esteem, and self-actualization. <ref>https://www.simplypsychology.org/maslow.html</ref> Maslow's theory in relevant for Project Management in the following way: Project management involves people and their needs. A project management process that meets all of the needs of related parties is far more likely to succeed. Unmet needs can affect the progress of a project, and tackling these needs in the correct hierarchy will greatly help the chances of meeting the desired targets. The needs adjusted for Project Management from bottom up and corresponding to the original theory would be: Resources (Psychological), Stability (Safety), Business Purpose (Belonging and Love), Esteem, and Delivery and Completion (Self-actualization). <ref>https://www.brighthubpm.com/monitoring-projects/50474-maslows-hierarchy-for-project-management/</ref>
	[[File:Maslow.PNG\|800px\|thumb\|center\|Figure 1: Maslow's Hierarchy of Needs <ref> https://www.brighthubpm.com/monitoring-projects/50474-maslows-hierarchy-for-project-management/ </ref> ]]		[[File:Maslow.PNG\|800px\|thumb\|center\|Figure 1: Maslow's Hierarchy of Needs <ref> https://www.brighthubpm.com/monitoring-projects/50474-maslows-hierarchy-for-project-management/ </ref> ]]


			'''LCA''' <ref>(2009) Kim Goodwin, Designing for the Digital Age: How to Create Human-centered Products and Services, John Wiley & Sons.</ref>

			What is life cycle assessment?
			Life cycle assessment is the factual analysis of a product’s entire life cycle in terms of sustainability.

			LCA is a standardized methodology, which gives it its reliability and transparency. Standards provided by ISO 14040 and 14044.

S192384 at 13:15, 6 March 2020

2020-03-06T13:15:40Z

← Older revision		Revision as of 13:15, 6 March 2020
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	Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid. Needs lower down in the hierarchy must be satisfied before individuals can attend to needs higher up. From the bottom of the hierarchy upwards, the needs are: physiological, safety, love and belonging, esteem, and self-actualization. <ref>https://www.simplypsychology.org/maslow.html</ref> Maslow's theory in relevant for Project Management in the following way: Project management involves people and their needs. A project management process that meets all of the needs of related parties is far more likely to succeed. Unmet needs can affect the progress of a project, and tackling these needs in the correct hierarchy will greatly help the chances of meeting the desired targets. The needs adjusted for Project Management from bottom up and corresponding to the original theory would be: Resources (Psychological), Stability (Safety), Business Purpose (Belonging and Love), Esteem, and Delivery and Completion (Self-actualization). <ref>https://www.brighthubpm.com/monitoring-projects/50474-maslows-hierarchy-for-project-management/</ref>		Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid. Needs lower down in the hierarchy must be satisfied before individuals can attend to needs higher up. From the bottom of the hierarchy upwards, the needs are: physiological, safety, love and belonging, esteem, and self-actualization. <ref>https://www.simplypsychology.org/maslow.html</ref> Maslow's theory in relevant for Project Management in the following way: Project management involves people and their needs. A project management process that meets all of the needs of related parties is far more likely to succeed. Unmet needs can affect the progress of a project, and tackling these needs in the correct hierarchy will greatly help the chances of meeting the desired targets. The needs adjusted for Project Management from bottom up and corresponding to the original theory would be: Resources (Psychological), Stability (Safety), Business Purpose (Belonging and Love), Esteem, and Delivery and Completion (Self-actualization). <ref>https://www.brighthubpm.com/monitoring-projects/50474-maslows-hierarchy-for-project-management/</ref>
	[[File:Maslow.PNG\|800px\|thumb\|center\|Figure 1: Maslow's Hierarchy of Needs <ref> https://www.brighthubpm.com/monitoring-projects/50474-maslows-hierarchy-for-project-management/ </ref> ]]		[[File:Maslow.PNG\|800px\|thumb\|center\|Figure 1: Maslow's Hierarchy of Needs <ref> https://www.brighthubpm.com/monitoring-projects/50474-maslows-hierarchy-for-project-management/ </ref> ]]

AlecPJ: /* Collection of tools */

2020-02-27T13:51:16Z

Collection of tools

← Older revision		Revision as of 13:51, 27 February 2020
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	[[File:INPUT_OUTPUT.jpg\|center\|500px\|Figure 1: PDCA and Input-Output Model <ref> Pic based on “Model for Value-Adding Management” included in ”Facilities management models, methods and tools. Research results for practice”, Jensen (2019)/ </ref>]]		[[File:INPUT_OUTPUT.jpg\|center\|500px\|Figure 1: PDCA and Input-Output Model <ref> Pic based on “Model for Value-Adding Management” included in ”Facilities management models, methods and tools. Research results for practice”, Jensen (2019)/ </ref>]]









			'''Design Thinking'''

			Design Thinking is an iterative process in which we seek to understand the user, challenge assumptions, and redefine problems in an attempt to identify alternative strategies and solutions that might not be instantly apparent with our initial level of understanding. <ref>https://www.interaction-design.org/literature/article/what-is-design-thinking-and-why-is-it-so-popular</ref> Design thinking is most commonly associated with prescriptions for the innovation of products and services within business and social contexts.<ref>Tim Brown. Design Thinking. Harvard Business Review, June 2008.</ref>
			According to Hasso-Plattner Institute of Design at Stanford, Design Thinking usually has the following five phases: Emphatise with you users, Define – your users’ needs, their problem, and your insights, Ideate – by challenging assumptions and creating ideas for innovative solutions, Prototype – to start creating solutions, and, Test – solutions<ref>https://www.interaction-design.org/literature/article/5-stages-in-the-design-thinking-process</ref> which should be executed in this order for the process to be complete. However, in practice, the process is often carried out in a more flexible and non-linear fashion.<ref>https://www.interaction-design.org/literature/article/5-stages-in-the-design-thinking-process</ref> Often, Design Thinking is often referred to as ‘outside the box’ thinking.










			'''Maslow Hierarchy of Needs'''

			Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid. Needs lower down in the hierarchy must be satisfied before individuals can attend to needs higher up. From the bottom of the hierarchy upwards, the needs are: physiological, safety, love and belonging, esteem, and self-actualization. <ref>https://www.simplypsychology.org/maslow.html</ref> Maslow's theory in relevant for Project Management in the following way: Project management involves people and their needs. A project management process that meets all of the needs of related parties is far more likely to succeed. Unmet needs can affect the progress of a project, and tackling these needs in the correct hierarchy will greatly help the chances of meeting the desired targets. The needs adjusted for Project Management from bottom up and corresponding to the original theory would be: Resources (Psychological), Stability (Safety), Business Purpose (Belonging and Love), Esteem, and Delivery and Completion (Self-actualization). <ref>https://www.brighthubpm.com/monitoring-projects/50474-maslows-hierarchy-for-project-management/</ref>
			[[File:Maslow.PNG\|800px\|thumb\|center\|Figure 1: Maslow's Hierarchy of Needs <ref> https://www.brighthubpm.com/monitoring-projects/50474-maslows-hierarchy-for-project-management/ </ref> ]]

Saramark at 18:17, 26 February 2020

2020-02-26T18:17:17Z

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	'''Sustainability Impact Assessment (SIA)''' <ref>Ola Laedre, Tore Haavaldsen, Rolf André Bohne, James Kallaos & Jardar Lohne (2015) Determining sustainability impact assessment indicators, Impact Assessment and Project Appraisal, 33:2, 98-107, DOI: 10.1080/14615517.2014.981037</ref>		'''Sustainability Impact Assessment (SIA)''' <ref>Ola Laedre, Tore Haavaldsen, Rolf André Bohne, James Kallaos & Jardar Lohne (2015) Determining sustainability impact assessment indicators, Impact Assessment and Project Appraisal, 33:2, 98-107, DOI: 10.1080/14615517.2014.981037</ref>

	The tool SIA ''(~~sustainability impact assessment~~)'' is defined by OECD (Organisation for Economic Co-operation and Development) <ref>https://en.wikipedia.org/wiki/OECD </ref> in 2010 based on the “Three-pillar thinking” model. The latter considers sustainability composed of Environmental, Social and Economic aspects.		The tool SIA ''(Sustainability Impact Assessment)'' is defined by OECD (Organisation for Economic Co-operation and Development) <ref>https://en.wikipedia.org/wiki/OECD </ref> in 2010 based on the “Three-pillar thinking” model. The latter considers sustainability composed of Environmental, Social and Economic aspects.
	Nevertheless, is not sufficient since it does not take into consideration multiple perspectives regarding the impacts. SIA simulates future scenarios and it is a user-oriented tool connected to users’ perspectives. The impacts are categorized in the different goals levels: operational, tactical and strategic. Every step is then connected to the “Three-pillar thinking” model returning a nine categories framework. Every area involves different stakeholders with different interests. These are the key to address the widest range of issues – both drawbacks and benefits- regarding a project and to assess a weighted parameter to each of them. By doing so, predictability is increased and risk reduced leading to a better outcome.		Nevertheless, is not sufficient since it does not take into consideration multiple perspectives regarding the impacts. SIA simulates future scenarios and it is a user-oriented tool connected to users’ perspectives. The impacts are categorized in the different goals levels: operational, tactical and strategic. Every step is then connected to the “Three-pillar thinking” model returning a nine categories framework. Every area involves different stakeholders with different interests. These are the key to address the widest range of issues – both drawbacks and benefits- regarding a project and to assess a weighted parameter to each of them. By doing so, predictability is increased and risk reduced leading to a better outcome.

Saramark at 18:16, 26 February 2020

2020-02-26T18:16:32Z

Saramark: /* Collection of tools */

2020-02-26T17:51:06Z

Collection of tools

← Older revision		Revision as of 18:16, 26 February 2020
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	'''Sustainability Impact Assessment (SIA)''' <ref>Ola Laedre, Tore Haavaldsen, Rolf André Bohne, James Kallaos & Jardar Lohne (2015) Determining sustainability impact assessment indicators, Impact Assessment and Project Appraisal, 33:2, 98-107, DOI: 10.1080/14615517.2014.981037</ref>		'''Sustainability Impact Assessment (SIA)''' <ref>Ola Laedre, Tore Haavaldsen, Rolf André Bohne, James Kallaos & Jardar Lohne (2015) Determining sustainability impact assessment indicators, Impact Assessment and Project Appraisal, 33:2, 98-107, DOI: 10.1080/14615517.2014.981037</ref>

	The tool SIA=sustainability impact assessment is defined by OECD (Organisation for Economic Co-operation and Development) <ref>https://en.wikipedia.org/wiki/OECD </ref> in 2010 based on the “Three-pillar thinking” model. The latter considers sustainability composed of Environmental, Social and Economic aspects.		The tool SIA ''(sustainability impact assessment)'' is defined by OECD (Organisation for Economic Co-operation and Development) <ref>https://en.wikipedia.org/wiki/OECD </ref> in 2010 based on the “Three-pillar thinking” model. The latter considers sustainability composed of Environmental, Social and Economic aspects.
	Nevertheless, is not sufficient since it does not take into consideration multiple perspectives regarding the impacts. SIA simulates future scenarios and it is a user-oriented tool connected to users’ perspectives. The impacts are categorized in the different goals levels: operational, tactical and strategic. Every step is then connected to the “Three-pillar thinking” model returning a nine categories framework. Every area involves different stakeholders with different interests. These are the key to address the widest range of issues – both drawbacks and benefits- regarding a project and to assess a weighted parameter to each of them. By doing so, predictability is increased and risk reduced leading to a better outcome.		Nevertheless, is not sufficient since it does not take into consideration multiple perspectives regarding the impacts. SIA simulates future scenarios and it is a user-oriented tool connected to users’ perspectives. The impacts are categorized in the different goals levels: operational, tactical and strategic. Every step is then connected to the “Three-pillar thinking” model returning a nine categories framework. Every area involves different stakeholders with different interests. These are the key to address the widest range of issues – both drawbacks and benefits- regarding a project and to assess a weighted parameter to each of them. By doing so, predictability is increased and risk reduced leading to a better outcome.

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	Stakeholders are defined as ''“individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion”''. <ref>1- Project Management Institute (PMI®), 1996</ref>		Stakeholders are defined as ''“individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion”''. <ref>1- Project Management Institute (PMI®), 1996</ref>

	A stakeholder analysis is required to identify and classify the stakeholders based on their interests, importance, and influence on the project.<ref> Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute</ref> The visual representation of the analysis is called “Stakeholder map”, in which “Influence” states the power of the stakeholder on decisions. Whereas, the level at which a decision is crucial is addressed by the ~~“Importance”~~.		A stakeholder analysis is required to identify and classify the stakeholders based on their interests, importance, and influence on the project.<ref> Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute</ref> The visual representation of the analysis is called “Stakeholder map”, in which “Influence” states the power of the stakeholder on decisions. Whereas, the level at which a decision is crucial is addressed by the “Interest”.

	[[File:STAKEHOLDER_MAP.jpg\|500px\|thumb\|center\|Stakeholder Map]]		[[File:STAKEHOLDER_MAP.jpg\|500px\|thumb\|center\|Stakeholder Map]]
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	'''PERT Chart'''<ref>http://apppm.man.dtu.dk/index.php/PERT/CPM</ref>		'''PERT Chart'''<ref>http://apppm.man.dtu.dk/index.php/PERT/CPM</ref>

	PERT Chart (Program Evaluation Review Technique) is a network-based analysis tool used to identify tasks in a complex project. It was developed by the U.S. Navy IN 1957 to sustain the Polaris nuclear submarine project. <ref>https://www.investopedia.com/terms/p/pert-chart.asp</ref>. Facilitation in decision making allows time and cost reduction. PERT Chart aims to determine the minimum amount of time to complete a project in which multiple tasks are interconnected. Moreover, it considers priorities, need for review due to delays and cost of a project.		PERT Chart (Program Evaluation Review Technique) is a network-based analysis tool used to identify tasks in a complex project. It was developed by the U.S. Navy in 1957 to sustain the Polaris nuclear submarine project. <ref>https://www.investopedia.com/terms/p/pert-chart.asp</ref>. Facilitation in decision making allows time and cost reduction. PERT Chart aims to determine the minimum amount of time to complete a project in which multiple tasks are interconnected. Moreover, it considers priorities, need for review due to delays and cost of a project.
	The chart is composed of		The chart is composed of

	''Tasks'': contain Name, ID, Duration, Start-End date. Some of these tasks are called “critical activities” because of a delay in one of them returns a delay in the entire project. Not critical activities instead tolerate a delay margin (slack time)		''Tasks'': contain Name, ID, Duration, Start-End date. Some of these tasks are called “critical activities” because a delay in one of them returns a delay in the entire project. Not critical activities instead tolerate a delay margin (slack time)

	''Dependency'': time relationship within the tasks. The representation through arrows identifies the subsequences of actions drawing a series of paths.		''Dependency'': time relationship within the tasks. The representation through arrows identifies the subsequences of actions drawing a series of paths.

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	The '''“Customer segment”''' assesses the reasons to initiate a project addressing issues regarding the customers.		The ''“Customer segment”'' assesses the reasons to initiate a project addressing issues regarding the customers.

	'''Customer job''': what jobs the customer wants to accomplish		''Customer job'': what jobs the customer wants to accomplish

	'''Pains''': issues that the customer could experience before, during and after the job is done		''Pains'': issues that the customer could experience before, during and after the job is done

	'''Gains''': customer’s desires considered like extra benefits		''Gains'': customer’s desires considered like extra benefits


	The '''“Value proposition”''' focuses on the aspects of the project:		The ''“Value proposition”'' focuses on the aspects of the project:

	'''Products & Services''': list of products and services delivered by the project		''Products & Services'': list of products and services delivered by the project

	'''Pain relievers''': connected to the “pain” section, it highlights solutions to solve customer’s problems		''Pain relievers'': connected to the “pain” section, it highlights solutions to solve customer’s problems

	'''Gain creators''': added-value for the client created by products and services		''Gain creators'': added-value for the client created by products and services


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	'''Stakeholder Map'''		'''Stakeholder Map'''

	Stakeholders are defined as “individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion”. <ref>1- Project Management Institute (PMI®), 1996</ref>		Stakeholders are defined as ''“individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion”''. <ref>1- Project Management Institute (PMI®), 1996</ref>

	A stakeholder analysis is required to identify and classify the stakeholders based on their interests, importance, and influence on the project.<ref> Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute</ref> The visual representation of the analysis is called “Stakeholder map”, in which “Influence” states the power of the stakeholder on decisions. Whereas, the level at which a decision is crucial is addressed by the “Importance”.		A stakeholder analysis is required to identify and classify the stakeholders based on their interests, importance, and influence on the project.<ref> Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute</ref> The visual representation of the analysis is called “Stakeholder map”, in which “Influence” states the power of the stakeholder on decisions. Whereas, the level at which a decision is crucial is addressed by the “Importance”.
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	The chart is composed of		The chart is composed of

	'''Tasks''': contain Name, ID, Duration, Start-End date. Some of these tasks are called “critical activities” because of a delay in one of them returns a delay in the entire project. Not critical activities instead tolerate a delay margin (slack time)		''Tasks'': contain Name, ID, Duration, Start-End date. Some of these tasks are called “critical activities” because of a delay in one of them returns a delay in the entire project. Not critical activities instead tolerate a delay margin (slack time)

	'''Dependency''': time relationship within the tasks. The representation through arrows identifies the subsequences of actions drawing a series of paths.		''Dependency'': time relationship within the tasks. The representation through arrows identifies the subsequences of actions drawing a series of paths.