Module 30 Project Scope The WBS Project

Module 30 Project Scope The WBS & Project Schedule

Pop Quiz 1. Project 2. I. A group of related tasks organized to Critical Path D. The sequence or path of tasks with duration. 3. achieve a goal. Task A. A segment of work. Page 3 the longest

Pop Quiz 4. Dependent Task K. A task which cannot begin until its predecessor 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. Page 3

Pop Quiz 7. Late Start F. The latest data a task can start without delaying the start of sequel tasks, in project. 8. essence without delaying the 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. Page 3

Pop Quiz 10. Float/Slack H. The extra time available to complete a delaying the project. task without 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? n 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 n n n 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. Deliverable Level 1 Deliverable Level 2 Deliverable Level 3

Work Breakdown Structure n n 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. Deliverable Level 1 Deliverable Level 2 Deliverable Level 3

WBS Benefits* n n 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 WBS 1. 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 n n 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 n n n 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

Formats Planning Meeting 1. Agenda 1. 1 Purpose 1. 2 Desired Outcomes 2. Participants 2. 1 On Location Participants 2. 2 Remote Participants 3. Date/Time 3. 1 Availability 3. 2 Meeting Length 4. Location 4. 1 Room Set Up 4. 2 Meeting Supplies/Equipment

Formats

WBS Summary n 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 n If I had all these deliverables, would I achieve the planned objectives for the project?

Your High-level WBS Deliverables Based n n 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 ¨ n Be prepared to share with the big group on flipchart/wall

Using the WBS as a Technique to Plan n n 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

By Stage Project Management Deliverables

Outline 1. Initiation 1. 1 Project Documentation 1. 1. 1 Common Folder on Shared Drive 1. 1. 2 Project Journal 1. 1. 3 Issue Log 2. Kickoff 2. 1 Project Charter Draft 2. 1. 1 Project Purpose 2. 1. 2 Project Constraints 2. 1. 3 Project Organization 2. 2 Kickoff Meeting 2. 2. 1 Validate Leadership Roles 2. 2. 2 Areas Involved 3. Scope 3. 1 Project Scope Document 3. 1. 1 High-level Project Schedule 3. 1. 2 Objectives and Approaches 3. 2 Risk Management Plan 3. 2. 1 Risk Matrix 3. 2. 2 Residual & Secondary Risks 3. 3 Context Diagram

Tips to Remember n n n 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. 2. 3. 4. 5. Identify your business requirements, objectives, and approaches. Build your WBS Brainstorm the tasks required to create deliverables. Sequence your task. 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 n Predecessors ¨ n 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 Relationships n Finish to Start Buy ingredients Make cake

Task Relationships n Start to Start Mix ingredients Preheat oven

Task Relationships n Finish to Finish Mix ingredients Preheat oven

Lag – Waiting Time Bake the Pie Wait 45 Minutes Put Topping on Pie for Browning

Lead – Hurry Up Time Bake Pie Clean up Kitchen

The Critical Path n n Sequence of tasks or activities with the longest duration. Float/Slack – activities not on critical path…can be delayed

GANTT Charts

GANTT Chart Exercise 1 A Design Pit B Buy Materials C Order and Receive Accessories D Lay Foundation E Build Pit F Plan and Prepare for first Bar-B-Q 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Which tasks are on the critical path? 1 A Design Pit B Buy Materials C Order and Receive Accessories D Lay Foundation E Build Pit F Plan and Prepare for first Bar-B-Q 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Start Dates? 1 2 3 4 5 6 7 8 9 10 11 12 A Design Pit B Buy Materials C Order and Receive Accessories D Lay Foundation E Build Pit F Plan and Prepare for first Bar-B-Q Early Start Date 13 14 15

Start Dates? 1 2 3 4 5 6 7 8 9 10 11 12 13 14 A Design Pit B Buy Materials C Order and Receive Accessories D Lay Foundation E Build Pit F Plan and Prepare for first Bar-B-Q Latest Start Date 15

Slack/Float? 1 2 3 4 5 6 7 8 9 10 11 A Design Pit B Buy Materials C Order and Receive Accessories D Lay Foundation E Build Pit F Plan and Prepare for first Bar-B-Q Slack – 4 Slack - 9 12 13 14 15

Network Diagrams n n n 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 n n n 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 n n Task Duration – elapsed time Work Effort – effort

Estimating Project Durations n n n Constraints – anything that restricts or limits your project options Assumptions – something we take for granted without proof Available resources

Law of Diminishing Returns n 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.

Manual Page 38 Parkinson’s Law n Work will expand to fill the amount of time allotted Padding occurs ¨ Think how effective and efficient you are working before your vacation… ¨

The Truth… n 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 n Resource Loading ¨ n Specifying the types and quantities of resources Load = Effort/Duration

Manual Page 39 Resource Loading n Resource Loading ¨ n Specifying the types and quantities of resources Load = Effort/Duration ¨ Budget 40 hours out of an employees’ 40 hr. week n n Load = 40/40 100% Load

Resource Allocation n n Resource Loading Load = Effort/Duration ¨ Budget 40 hours out of an employees’ 40 hr. week n n ¨ Load = 40/40 100% Load Budget 20 hours out of an employees’ 40 hr. week n n Load = 20/40 50% Load

Resource Allocation n n Resource Loading Load = Effort/Duration ¨ Budget 40 hours out of an employees’ 40 hr. week n n ¨ Budget 20 hours out of an employees’ 40 hr. week n n ¨ Load = 40/40 100% Load = 20/40 50% Load Budget 50 hours out of an employees’ 40 hr. week n n Load = 50/40 125% Load 25 % Over Allocated

Resource Leveling n Resource Leveling Smoothing resources – assuring that resources are not overcommitted. ¨ Common Options n Shifting non-critical path tasks, consuming slack n Adding another resource to help on the task n Replacing the resource n Overtime n Extending task duration ¨

8/80 Rule n n n 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 n 1 hour ¨ Complete first three project phases n 120 hours or 3 weeks ¨

Your Assignment n 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. FINISH START