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Scheduling

Successor

In Plain English

A task that cannot start until the task before it (the predecessor) is complete.

Definition

A successor is an activity that cannot begin or finish until one or more predecessor activities have begun or finished, as defined by the logical dependency relationships in a CPM schedule. Every activity except the last has at least one successor. Properly sequencing successors is essential for a valid, logic-driven CPM schedule.

Why It Matters in Bidding

Successor relationships are the logic that makes a CPM schedule predictive rather than a wish list, and they determine which delays push the completion date. During bidding and buyout, estimators and schedulers check successor links to confirm the durations and crew loading priced in the bid actually fit the planned sequence, because missing or wrong successors hide float and mask the true critical path.

Example

Building the baseline schedule, the scheduler links slab-on-grade as a successor to underground plumbing so the concrete crew cannot be sequenced to start before the rough-in inspection passes.

Related Terms

PredecessorLagCritical Path Method (CPM)Network Diagram

Frequently Asked Questions

A predecessor is an activity that must start or finish before another can proceed; the successor is the activity that depends on it. The same activity is a successor to one task and a predecessor to the next. These relationships define the network logic that drives critical path and float calculations.
The critical path is the longest chain of dependent activities with zero float, traced through successor relationships. If links are missing or wrong, the calculated path and completion date are unreliable. Reviewing successors helps estimators and schedulers verify that delays to one task correctly extend dependent work and the project finish.
Yes. An activity can drive several successors at once, such as a foundation completion releasing multiple framing or utility activities in parallel. Capturing all real successor links is essential, because omitting one understates downstream impact and can hide a delay's true effect on the schedule and on dependent resource and cash-flow planning.

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