module 30 project scope the wbs & project schedule

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  • Module 30Project Scope The WBS & Project Schedule

  • Pop QuizProject I. A group of related tasks organized to achieve a goal.Critical PathD. The sequence or path of tasks with the longest duration.TaskA. A segment of work.Page 3

  • Pop QuizDependent Task K. A task which cannot begin until its predecessor task or tasks are complete.Parallel TasksB. Two or more tasks that can be performed during the same period of time.Early StartC. The earliest date a task can start based on defined tasks, logic, and durations.Page 3

  • Pop QuizLate Start F. The latest data a task can start without delaying the start of sequel tasks, in essence without delaying the project.ResourceJ. Money, material, equipment, or people required to complete a task.LagE. A critical period of time between the finish of one task and the start of another, usually involving no resources.Page 3

  • Pop QuizFloat/Slack H. The extra time available to complete a task without delaying the project.Project ManagementG. The application of knowledge, skills, tools and techniques to project activities to meet the project requirements.WBSL. A decomposition of project deliverables.Manual Scope Page 55

  • How do you Eat an Elephant?One bite at a timeAt the heart of every large projectis a small project trying to get out.

  • High-Level Work Breakdown StructureA 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.

  • Work Breakdown StructureDeveloped 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.

  • 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 EstimatingBecause 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 BudgetingCost 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 WBS3. Resource PlanningHow 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 WBS4. Risk Management PlanningThe 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 DefinitionA WBS can help you better define the activities needed to create the deliverables.

  • 100% RuleThe 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 PitfallsA 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

    Purpose

    On Location Participants

    Call In Participants

    Room Set Up

    Desired Outcomes

    Room Supplies

    Meeting Length

    Availability

  • FormatsPlanning MeetingAgenda1.1 Purpose1.2 Desired OutcomesParticipants2.1 On Location Participants2.2 Remote ParticipantsDate/Time3.1 Availability3.2 Meeting LengthLocation4.1 Room Set Up 4.2 Meeting Supplies/Equipment

  • Formats

  • WBS SummaryLast two bulletsGrows in detail as the project progresses normally.Does not grow in deliverables and methodology without a scope change.Time

  • Tips to RememberIf I had all these deliverables, would I achieve the planned objectives for the project?

  • Your High-level WBSDeliverables BasedReview your project requirements, objectives, and deliverablesWork with your team to develop a high-level WBS for your projectDeliverables onlyNo tasks or activitiesBe prepared to share with the big group on flipchart/wall

  • Using the WBS as a Technique to PlanA 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

    NameTitle

    NameTitle

    NameTitle

    NameTitle

    NameTitle

    NameTitle

    Team Title

    NameTitle

    Company Name

    Company NameDepartment Name

    PROJECT XYZ

    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

    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 StageProject Management Deliverables

    NameTitle

    NameTitle

    2.0 Kickoff

    3.0 Scope

    PROJECT XYZ

    1.0 Initiation

    3.1.2Objectives & Approaches

    3.2 Risk Management Plan

    3.1.1 High-level Project Schedule

    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

    3.3 Context Diagram

    2.2.1 Validate Leadership Roles

    2.2 Kickoff Meeting

    3.1 Project Scope Document

    3.2.1 Risk Matrix

    3.2.2 Residual & Secondary Risks

  • Outline1. Initiation1.1 Project Documentation1.1.1 Common Folder on Shared Drive1.1.2 Project Journal1.1.3 Issue Log2. Kickoff2.1 Project Charter Draft2.1.1 Project Purpose2.1.2 Project Constraints2.1.3 Project Organization2.2 Kickoff Meeting2.2.1 Validate Leadership Roles2.2.2 Areas Involved3. Scope3.1 Project Scope Document3.1.1 High-level Project Schedule3.1.2 Objectives and Approaches3.2 Risk Management Plan3.2.1 Risk Matrix3.2.2 Residual & Secondary Risks3.3 Context Diagram

  • Tips to RememberIf 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 ProcessIdentify your business requirements, objectives, and approaches.Build your WBSBrainstorm the tasks required to create deliverables.Sequence your task.Look at the relationships & dependencies.Identify resources for each task.Estimate time required for each task.Remember control is primary consideration.Convert the data into a project schedule.Review the project schedule with the project team.

  • Task DependenciesPredecessorsTask A is a predecessor to Task B if Task A must be completed before Task B can be completed.SuccessorsSuccessors 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 B

    Predecessor

    Successor

  • Task RelationshipsFinish to StartBuy ingredientsMake cake

    Task A

    Task B

    Predecessor

    Successor

  • Task RelationshipsStart to Start Mix ingredientsPreheat oven

    Task A

    Task B

    Predecessor

    Successor

  • Task RelationshipsFinish to FinishMix ingredientsPreheat oven

    Task A

    Task B

    Predecessor

    Successor

  • Lag Waiting TimeBake the PieWait 45 MinutesPut Topping on Pie for Browning

    Task A

    Task B

    Predecessor

    Successor

  • Lead Hurry Up TimeBake PieClean up Kitchen

    Task A

    Task B

    Predecessor

    Successor

  • The Critical PathSequence of tasks or activities with the longest duration.Float/Slack activities not on critical pathcan be delayed

  • GANTT Charts

    Tasks

    1

    ID

    Task Name

    Start

    Finish

    Duration

  • GANTT Chart Exercise

    123456789101112131415ADesign PitBBuy MaterialsCOrder and Receive AccessoriesDLay FoundationEBuild PitFPlan and Prepare for first Bar-B-Q

  • GANTT Chart Exercise

    123456789101112131415ADesign PitBBuy MaterialsCOrder and Receive AccessoriesDLay FoundationEBuild PitFPlan and Prepare for first Bar-B-Q

  • Which tasks are on the critical path?

    123456789101112131415ADesign PitBBuy MaterialsCOrder and Receive AccessoriesDLay FoundationEBuild PitFPlan and Prepare for first B

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