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Managing Your Project:
Planning & Time
Introductory Project Management
Module
Jasmine V. Lead Business Solutions-TTRC.
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Acknowledgment of Support
The material is based upon work supported by TechnologyTraining & Research Center
Any opinions, findings, and conclusions or recommendationsexpressed in this material are those of the author(s) and do not
necessarily reflect the views of TTRC.
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Project Management
Learning ObjectivesDevelop a working knowledge of basic
project planning and scheduling skills
Learn how to use several basic tools
Work breakdown structures
Resource allocation
Gantt charts
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Appreciating Project
ManagementStudies report that nearly half of all
projects initiated are not completed
Engineering projects are multifacetedthey consist of complex interdependent
tasks
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A project has a single objective that mustbe accomplished through the completionof tasks that are unique and interrelated
Projects are completed through thedeployment of resources
Projects have scopes, schedules, and
costsand are accomplished withinspecific deadlines, budgets, andaccording to specification
What is a Project?
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In the beginning, we know we can
manage our projects, but before
long.
TimeMoney
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Project Planning Activity
Identify a class project to use as we
move through this lesson
What is your project name?
What is the maingoal of your teams
project?
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Phases of Project Management
Define the projects scope
Develop the projects plan
Implement the plan & control the
process
Close out the project
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Work Breakdown Structure (WBS)
A work breakdown structure (WBS), in Project
Management is a deliverable oriented decomposition
of a project into smaller components.
A work breakdown structure element may be a
product, data, service, or any combination thereof.
A WBS also provides the necessary framework for
detailed cost estimating and control along with
providing guidance for schedule development andcontrol.
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Develop the Projects
Plan
3
Break Down Project
Tasks (WBS)
Time Estimation &Dependencies
Determine Resource
Needs
Develop Gantt Chart
Review &
adjust
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What is a Work Breakdown
Structure (WBS)?
A hierarchical representation ofactivities
It starts with the major project areasto be accomplished
It breaks the project areas into
actionable pieces of work,segmenting elements into appropriatesublevels
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WBSActivity Levels
Level 1Identify major objective areas orcategories
Level 2Begin to divide the areas into sub-
tasksLevel 3Continue to break down the sub-tasks into actionable items
The lowest level associated with a branch inthe hierarchy is referred to as a workpackage # of levels depends on
project complexity
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WBS: Crane Example
Level 1 Activities1. Design support columns
2. Analyze fasteners
3. Design trolley hoist
4. Design beams and crane span
5. Produce final report
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WBS: Crane Example (contd)
1. Design support columns (Level 1)
1.1 Select final material (Level 2)
1.1.1 Design for compression (Level 3)
1.1.2 Design for buckling (Level 3)
1.1.3 Calculate deformation (Level 3)
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WBS: Crane Example (contd)
6. Produce the final report
6.1 Write text
6.2 Produce drawings
6.3 Exhibit simple calculations
7. Perform analysis of class modelcrane
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How much detail do you need?1,3
Does the WBS contain enough detail to
evaluate progress?
Do you have clear accountability for eachwork package?
Are there start & end events?
Can you easily estimate time & cost? Is there a clearly defined deliverable?
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ProjectPlanning Activity
Create a work
breakdown
structure foryour project
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Time Duration
Managing a project requires
awareness of two time frames
1. The amount of effort a task will take(in time), e.g., 3 hours to write a
report
2. The calendar span over which theactivity will occur, e.g., the report will
be done within a week
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Time Estimation
If feasible, have person responsible
make the estimate
Should take into account the resourcesneeded for the activity
Do not overestimate to account for
everything that can go wrong
Keep in mind the concept of self-
fulfilling prophecy
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Uncertainty in Time Estimates
Some activities will take longer and
others will go faster than expected
Sources of uncertainty: Varying knowledge and skills
Individual difference in approaching work
Mistakes or misunderstandings
Unexpected events (!!)
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Project Planning Activity
For each work package, estimate the
time duration in days
Determine then determine the timeduration of each higher level activity
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Identifying Resources1,3
To accomplish each activity identified in
the WBS requires the use of
resources: Personnel (who, how many, their skills)
Space (meeting location, lab facilities)
Equipment (rent, own, purchase, how
long needed) Money (budget limitations)
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Assigning Resources
Assign resources to the appropriate
tasks (personnel, space,equipment, money)
Be realisticno one can be in two
places at one time
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Project Planning Activity
What are the resources needed for
each task in the WBS?
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Dependencies
Dependencies are the relationships between activities
Finish to Start example
Predecessor Task:A
Successor Task: B
Arrow head indicates dependency relationship:Task Bcannot begin until TaskAis complete
A B
Examples of other
dependency types:
-start to finish
-start to start
-finish to finish
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Project Planning Activity
Number all tasks in your WBS
Identify the dependencies between
each task
Notice at what level you are identifying
the dependency. How does the
dependency affect higher or
lower level activities?
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The Gantt Chart: A Visual
Scheduling Tool
Graphically represents WBS information
Shows dependencies between tasks,
time duration, personnel, and otherresource allocations
Tracks progress towards project
completion
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Building a Gantt Chart - Axes
List all tasks and milestones from the
WBS along the vertical axis
List time frame along the horizontal axis
Tasks:
Design support columns
Select final material
Design
Time Frame: day 1 day 2 day 3
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Building a Gantt Chart
DependenciesDepict dependencies between activities using arrows
For example: Design for compression cannot begin until
materials are chosen
Time Frame: day 1 day 2 day 3 day 4 day 5 day 6
Design support columns
Select final material
Design for compression
Design for buckling
Calculate deformation
Submit selection
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Project Planning Activity
Based on the WBS (tasks,
durations, and dependencies),
create a Gantt Chart
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Next Step: Implement the Plan
After the plan is complete, everyone
should know who is responsible for
each activity and when each task mustbe complete to ensure project success
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Responsibility Matrix
Creates accountability by assigning
each task to a person
Task Joe Mary Renee
Activity 1 x
Activity 2 x
Activity 3 x
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Managing Your Project:
Planning & TimeReferences
1. Van Aken, S. (2001) University Leadership
Development, Virginia Tech, Blacksburg, VA2. Gido, J., & Clements, J.P. (1999). Successful
project management. South-Western CollegePublishing.
3. 3. Weiss, J.W., and Wysocki, R.K. (1992) 5-PhaseProject Management: A Practical Planning andImplementation Guide. Reading, MA: AddisonWesley.
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Managing Your Projects: Time
What does it take to create something
bigger than yourself?
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Learning Objectives
Understand the need for tracking
personal time management
Conceptualize the difference betweenmanaging commitments and managing
time
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How We Think Projects Evolve
Time
Action Goal
Start
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When Reality Demonstrates
Time
Action Goal
Start
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Methods to Track Time
Time management books or schedulers
PDAs
A piece of paper to write things down
Memory
What problems do you have in the area of timemanagement?
What do you want to get out of thisconversation on time management?
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History of Time
How was time measured?
Began with light and dark
Evolved to Solar and Lunar calendars
Humans developed mechanical clocks
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What Do You Manage?
You do not manage time
You manage your commitments
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Managing Commitments
1. Determine time
2. Specify place
3. Identify the appropriate resources
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Structures for Time Management
Where is the last place you should put yourcommitments? In your memory
Why? How many things can you keep in your memory?
What do you remember when you are upset?
How long does it take to get upset in your normalday?
Need some structure outside of your memoryin which commitments can exist
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Commitment Management
ExerciseList ALL of the commitments youhave for the next week. (Look in all
areas of your life) What to track?
to-dos/meetings/calls
Projects/themes
Now put everything into a schedulewith time/place/resources
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Open Item ListDate What Who Resources Date
Due
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Weekly Schedule
Sun Mon Tue Wed Th Fr Sat
7AM
9AM
11AM
1PM
3PM
5PM
7PM
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Planning
Time Windows short-term
medium-term
long-term
Each Window has a different level of clarityand detail
Missing any one of these alters how you actWorking within these windows will influenceengineering project teams