Tasks flow down the list in sequential order, just like a waterfall.
It's left up to the project manager to figure out how to blend those two approaches as necessary to fit a given situation.
That's the "elephant in the room" as far as I'm concerned.
CPM managers make strings of tasks that each depend on the other.
These sequential items form a team’s critical path.
For example, construction workers find it best to install toilets and light fixtures only after plumbers and electricians have run pipes and wires through the walls.
And, of course, they save drywall and painting for last.
An example is paired programming where two individuals collaborate to better complete the less time.
The Agile way is not for everyone; individuals on the project team must be highly motivated, organized, and compatible.
Business leaders have created many varieties of this PM methodology, but remain consistent with these general components: The Waterfall method best suits teams in manufacturing and construction that create physical products and follow precise assembly orders.
They can easily copy plans from previous projects and apply them to their current work with little or no adjustment.