Module 30Project Scope
The WBS & Project Schedule
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1. Project I. A group of related tasks organized to
achieve a goal.
2. Critical PathD. The sequence or path of tasks with the longest duration.
3. TaskA. A segment of work.
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4. Dependent Task
K. A task which cannot begin until its predecessor task or tasks are complete.
5. Parallel Tasks
B. Two or more tasks that can be performed during the same period of time.
6. Early Start
C. The earliest date a task can start based on defined tasks, logic, and durations.
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7. Late Start
F. The latest data a task can start without delaying the start of sequel tasks, in essence without delaying the project.
8. Resource
J. Money, material, equipment, or people required to complete a task.
9. Lag
E. A critical period of time between the finish of one task and the start of another, usually involving no resources.
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10. Float/Slack
H. The extra time available to complete a task without delaying the project.
11. Project Management
G. The application of knowledge, skills, tools and techniques to project activities to meet the project requirements.
12. WBS
L. A decomposition of project deliverables.
Manual – Scope – Page 55
How do you Eat an Elephant?
One bite at a time…
At the heart of every large project…is a small project trying to get out.
High-Level Work Breakdown Structure
A deliverables-oriented grouping of the full scope of work for a project.
Helps confirm a common understanding of the full scope of the project.
Any work not included in the WBS is not included in the scope of the project.
DeliverableLevel 1
Deliverable Level 2
Deliverable Level 2
Deliverable Level 2
Deliverable Level 3
Deliverable Level 3
Deliverable Level 3
Work Breakdown Structure
Developed by identifying the high-level deliverables and then successively subdividing that deliverable into increasingly detailed and manageable subsidiary deliverables or components.
A WBS is not the work, but the actual deliverables the customer expects from the project work.
DeliverableLevel 1
Deliverable Level 2
Deliverable Level 2
Deliverable Level 2
Deliverable Level 3
Deliverable Level 3
Deliverable Level 3
WBS Benefits*
Better communication to project sponsors, stakeholders, and team members.
More accurate estimation of tasks, risks, timelines, and costs.
Increased confidence that 100% of the work is identified and included.
Strong foundation for the control processes within the project.
*According to PMI® in their Practice Standard for Work Breakdown Structures – Second Edition, 2006
Reasons to Create a WBS1. Cost Estimating
Because a WBS requires you and your project team to account for everything you'll be creating, you can create more accurate cost estimates of what the project will cost to complete.
2. Cost Budgeting Cost budgeting is the tracking of
actual dollars committed to a project deliverable.
Cost budgeting allows the project manager to track the cost baseline of the project.
Reasons to Create a WBS
3. Resource Planning How do you know how much help you'll need to complete the project? Most project managers rely on expert judgment, experience, and gut
feelings. The WBS reveals the deliverables
and the required talent to create the deliverables.
Reasons to Create a WBS
4. Risk Management Planning The WBS allows us to consider the circumstances and conditions of
each deliverable for risks within our project, analyze them, and develop risk mitigation measures.
5. Activity Definition A WBS can help you better define
the activities needed to create the deliverables.
100% Rule
The WBS includes 100% of the work defined by the project scope
It captures ALL deliverables the project is to produce including project management deliverables
Common Pitfalls A WBS is not an exhaustive list of work. A WBS is not a project plan or a project schedule, and it is
not a chronological listing. Difficult to follow the 100% Rule at all levels without WBS
hierarchy. A WBS is not an organizational hierarchy. Short-term memory capacity should not dictate the size and
span of a WBS tree structure.
Formats
Planning Meeting
Agenda Participants Location Date/Time
PurposeOn Location Participants
Call In Participants
Room Set Up
Desired Outcomes
Room Supplies
Meeting Length
Availability
Formats
Planning Meeting1. Agenda
1.1 Purpose1.2 Desired Outcomes
2. Participants2.1 On Location Participants2.2 Remote Participants
3. Date/Time3.1 Availability3.2 Meeting Length
4. Location4.1 Room Set Up 4.2 Meeting Supplies/Equipment
Formats
WBS Summary Last two bullets…
Grows in detail as the project progresses normally. Does not grow in deliverables and methodology without a scope
change.
Time
Tips to Remember If I had all these
deliverables, would I achieve the planned objectives for the project?
Your High-level WBSDeliverables Based
Review your project requirements, objectives, and deliverables
Work with your team to develop a high-level WBS for your project Deliverables only No tasks or activities
Be prepared to share with the big group on flipchart/wall
Using the WBS as a Technique to Plan
A plan is a roadmap describing how we get from where we are, the current state, to where we want to be, the desired state.
A work breakdown structure (WBS), in its simplest form, is a formal process for laying out desired state (deliverables) and the project tasks or activities describing the path to the desired state.
Generic Tree Structure
1.0 Deliverable
1.2 Work PackagePackage 2
1.3 Work PackagePackage 3
1.1 Work PackagePackage 1
2.0 Deliverable
2.2 Work PackagePackage 2
2.3 Work PackagePackage 3
2.1 Work PackagePackage 1
1.2.2 Activity 2
1.2.3 Activity 3
1.2.1 Activity 1
1.2.2.3Task 3
1.2.2.1Task 1
1.2.2.2 Task 2
PROJ ECT XYZ
2.2.2 Activity 2
2.2.3 Activity 3
2.2.1 Activity 1
2.2.2.3Task 3
2.2.2.1Task 1
2.2.2.2 Task 2
By Stage
2.0 Kickoff
3.0 Scope
PROJ ECT XYZ
1.0 Initiation
1.1 Project
Documentation
2.1.2 Project
Organization
2.1.3 Project Constraints
2.1.1 Project Purpose
Statement
2.1 Project
Charter Draft
1.1.2 Project Journal
1.1.3 Issue Log
1.1.1 Common Folder on
Share Drive
2.2.2 Areas Involved
2.2.1 Validate Leadership
Roles
2.2 Kickoff
Meeting
3.1.2Objectives & Approaches
3.2 Risk
Management Plan
3.1.1 High-level Project
Schedule
3.1 Project Scope
Document
3.2.1 Risk Matrix
3.2.2 Residual & Secondary Risks
3.3 Context Diagram
Project Management Deliverables
Outline1. Initiation
1.1 Project Documentation1.1.1 Common Folder on Shared Drive1.1.2 Project Journal1.1.3 Issue Log
2. Kickoff2.1 Project Charter Draft
2.1.1 Project Purpose2.1.2 Project Constraints2.1.3 Project Organization
2.2 Kickoff Meeting2.2.1 Validate Leadership Roles2.2.2 Areas Involved
3. Scope3.1 Project Scope Document
3.1.1 High-level Project Schedule3.1.2 Objectives and Approaches
3.2 Risk Management Plan3.2.1 Risk Matrix3.2.2 Residual & Secondary Risks
3.3 Context Diagram
Tips to Remember If I had all these
deliverables, would I achieve the planned objectives for the project?
If I do all these activities, will I complete that deliverable?
If I do all these sub-activities, will I complete that activity?
Ten Step Planning Process
1. Identify your business requirements, objectives, and approaches.
2. Build your WBS3. Brainstorm the tasks required to
create deliverables.4. Sequence your task.5. Look at the relationships &
dependencies.
6. Identify resources for each task.7. Estimate time required for each
task.8. Remember control is primary
consideration.9. Convert the data into a project
schedule.10. Review the project schedule with
the project team.
Task Dependencies
Predecessors Task A is a predecessor to Task B if Task A must be completed before Task B
can be completed.
Successors Successors are the reverse of predecessors. Task B is a successor of Task A
when the completion of Task B depends on the completion of Task A.
Task A Task BPredecessor Successor
Task Relationships
Finish to Start
Task A
Task B
Predecessor
Successor
Buy ingredients
Make cake
Task Relationships
Start to Start
Task A
Task B
Predecessor
Successor
Mix ingredients
Preheat oven
Task Relationships
Finish to Finish
Task A
Task B
Predecessor
Successor
Mix ingredients
Preheat oven
Lag – Waiting Time
Task A
Task B
Predecessor
Successor
Bake the Pie
Wait 45 Minutes
Put Topping on Pie for Browning
Lead – Hurry Up Time
Bake Pie
Clean up Kitchen
Task A
Task B
Predecessor
Successor
The Critical Path Sequence of tasks or activities with the longest duration. Float/Slack – activities not on critical path…can be delayed
GANTT Charts
ID Task Name Start Finish DurationMar 2007
19 20 21 22 23 24 25 26 27 28 29 30 31 1
1 3d3/21/20073/19/2007Task A
2 5d3/28/20073/22/2007Task B
3 2d3/23/20073/22/2007Task C
4 2d3/27/20073/26/2007Task D
5 1d4/2/20073/30/2007Task E
GANTT Chart Exercise
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A Design Pit
B Buy Materials
COrder and Receive Accessories
D Lay Foundation
E Build Pit
FPlan and Prepare for first Bar-B-Q
GANTT Chart Exercise
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A Design Pit
B Buy Materials
COrder and Receive Accessories
D Lay Foundation
E Build Pit
FPlan and Prepare for first Bar-B-Q
Which tasks are on the critical path?
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A Design Pit
B Buy Materials
COrder and Receive Accessories
D Lay Foundation
E Build Pit
FPlan and Prepare for first Bar-B-Q
Start Dates?
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A Design Pit
B Buy Materials
COrder and Receive Accessories
D Lay Foundation
E Build Pit
FPlan and Prepare for first Bar-B-Q
Early Start Date
Start Dates?
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A Design Pit
B Buy Materials
COrder and Receive Accessories
D Lay Foundation
E Build Pit
FPlan and Prepare for first Bar-B-Q
Latest Start Date
Slack/Float?
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A Design Pit
B Buy Materials
COrder and Receive Accessories
D Lay Foundation
E Build Pit
FPlan and Prepare for first Bar-B-Q
Slack – 4
Slack - 9
Network Diagrams Provides a graphical view of the project. Predicts the time required to complete the project. Shows which activities are critical to maintaining the schedule
and which are not.
PERT DIAGRAM CRITICAL PATH METHOD DIAGRAM
Exercise
PERT/CPM Diagrams
47 Days – Critical Path
GANTT Chart
The Post-It Note Technique
Time Estimating
Use actual times from similar tasks on other projects Always involve the person (resource) most knowledgeable or
responsible. Periodically audit for trends, and coach as appropriate. Research new vendors or contractors. Give special consideration to critical path tasks. Use MS Project software to make time calculations and include resource
information that makes conflicts more apparent.
Time Estimating
Task Duration – elapsed time Work Effort – effort
Estimating Project Durations
Constraints – anything that restricts or limits your project options
Assumptions – something we take for granted without proof
Available resources
Law of Diminishing Returns
You can’t just add more resources…
It takes one woman nine months to have a baby.
It cannot be done in one month by impregnating
nine women.
Parkinson’s Law
Work will expand to fill the amount of time allotted Padding occurs Think how effective and efficient you are working before
your vacation…
Manual Page 38
The Truth…
Murphy, O'Malley, Sod, and Parkinson are alive and well—and they are working on your project.
If it can go wrong, it will. Murphy's law
If it can't possibly go wrong, it will. O'Malley's corollary to Murphy's law
It will go wrong in the worst possible way.Sod's law
Work expands to fill the time available for its completion.
Parkinson's law
Resource Allocation
Resource Loading Specifying the types and quantities of resources
Load = Effort/Duration
Resource Loading
Resource Loading Specifying the types and
quantities of resources Load = Effort/Duration
Budget 40 hours out of an employees’ 40 hr. week
Load = 40/40 100% Load
0
10
20
30
40
Effort inHours/Week
Duration inHours/Week
Manual Page 39
Resource Allocation
Resource Loading Load = Effort/Duration
Budget 40 hours out of an employees’ 40 hr. week
Load = 40/40 100% Load
Budget 20 hours out of an employees’ 40 hr. week
Load = 20/40 50% Load
0
10
20
30
40
Effort inHours/Week
Duration inHours/Week
0
10
20
30
40
50
Effort inHours/Week
Duration inHours/Week
Resource Allocation Resource Loading Load = Effort/Duration
Budget 40 hours out of an employees’ 40 hr. week
Load = 40/40 100% Load
Budget 20 hours out of an employees’ 40 hr. week
Load = 20/40 50% Load
Budget 50 hours out of an employees’ 40 hr. week
Load = 50/40 125% Load
25 % Over Allocated
Resource Leveling
Resource Leveling Smoothing resources – assuring that resources are not
overcommitted. Common Options
Shifting non-critical path tasks, consuming slack Adding another resource to help on the task Replacing the resource Overtime Extending task duration
8/80 Rule
How much detail is too much detail? 8/80 Rule: More of a guideline to help you determine how much
detail should be in your schedule. Tasks should be no less than 8 hours or more than 80 hours.
Develop meeting recap 1 hour
Complete first three project phases 120 hours or 3 weeks
Your Assignment
START
FINISH
Using your deliverables-based WBS, begin building your project schedule. Use the sticky notes to build a network diagram with the major tasks for
your project.