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Imposed Date

A constraint that sets a specific calendar date on an activity or milestone, forcing when it may start or must finish, often stated as 'start no earlier than' or 'finish no later than'.

Key Points

  • Represents a mandated timing constraint from a sponsor, customer, contract, regulation, or internal policy.
  • Limits scheduling flexibility and can reduce or create negative float if it conflicts with network logic.
  • Common forms include 'start no earlier than' (SNET) and 'finish no later than' (FNLT); other variants may also be used.
  • Should be used sparingly, justified, documented with the source, and reflected in the schedule baseline.

Example

A city permit allows lane closures only from June 1 onward. The paving activity is assigned a 'start no earlier than' June 1 constraint. Separately, the marketing launch must happen by October 15, so the launch milestone is given a 'finish no later than' October 15 imposed date.

PMP Example Question

A sponsor requires the beta demo to occur no later than June 30. How should the project manager model this in the schedule?

  1. Apply a 'finish no later than' imposed date to the demo activity.
  2. Add a lead to the predecessor activity to accelerate the demo.
  3. Increase resource allocation to compress the schedule.
  4. Add a milestone without any constraints and monitor it weekly.

Correct Answer: A — Apply a 'finish no later than' imposed date

Explanation: An imposed date is a calendar constraint that enforces a specific latest finish or earliest start. Option A directly models the sponsor's requirement.

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.

Seven 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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