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Finish-to-Finish (FF)

A dependency where the successor activity is not allowed to complete until the predecessor activity has completed.

Key Points

  • Links the finish of the successor to the finish of the predecessor.
  • The successor may start at any time; only its completion is constrained.
  • Finishes do not have to occur at the exact same moment; lags can be applied.
  • Useful for wrap-up or closure tasks that must extend until another activity is done.

Example

Editing (successor) can begin while authors are still writing chapters (predecessor), but editing cannot be marked complete until all writing is finished. An FF with a 1-day lag may be used to allow final edits after the last chapter is completed.

PMP Example Question

A project manager states: "User acceptance testing can start early, but it cannot be closed out until development is complete." What type of dependency best describes this?

  1. Finish-to-Finish (FF)
  2. Finish-to-Start (FS)
  3. Start-to-Start (SS)
  4. Start-to-Finish (SF)

Correct Answer: A — Finish-to-Finish dependency

Explanation: In an FF relationship, the successor cannot finish until the predecessor finishes. Testing closeout depends on development finishing, which matches FF.

AI Systems with Claude, for Scrum Masters and Project Managers

Most AI pilots in project management do not fail on the model. They fail because somebody pointed the thing at a decision instead of at a task. This course is built around that distinction, and around the work that follows once you get it right.

Eight teaching sections, taught against one running project from the first lecture to the last. You watch a system get built, then you build the same one against your own sprint. Nothing here is a demo that works only on the example.

You finish with five working systems and you keep them. The sprint report machine turns your board export and standup notes into the report you currently write by hand. The retro intelligence system tells you what the team keeps saying, not just what it said this time. The stakeholder comms engine drafts the update in the register the audience expects. The backlog health monitor flags the quiet decay nobody has time to check for. The risk and dependency tracker follows the chains that actually bite.

Seventy-six working files ship with it, across four sections, so every system is built against real sprint data rather than material invented for a slide. Four sprints of retrospectives, board exports, standup notes, backlog and risk data.

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