MNGT202 201314 Week 4 WBS and Network Diagrams
Transcript of MNGT202 201314 Week 4 WBS and Network Diagrams
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WORK BREAKDOWN STRUCTURE,
SCHEDULING & NETWORKDIAGRAMS
MNGT202/502: PROJECT MANAGEMENT
Dr Matt Murphy
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PROJECT PROGRESS
You been given a project concept (Open a
restaurant)
You have formed a project team to deliver the
project
You have communicated to stakeholders the
nature of the project and its advantages /disadvantages
SMART objectives
SWOT analysis
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MOST OFYOU DIDVERY
WELL
SHOWEDUNDERSTANDINGAND THOUGHT
EVIDENCEOFEFFECTIVE
TEAMMEETINGS
SUBMITTEDPROPERLYAND ON
TIME
TASK1
FEEDBACK
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SOME OFYOU DIDLESS
WELL
SUBMITTEDLATE
SCOREDZERO
OR NOTAT ALL
(87)
TASK1
FEEDBACK
THESE ARE
EASY MARKS
CAN YOU
AFFORD TO
LOSE THEM?
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VERYFEW
OF YOU
HAVE NOTPARTICIPATED
AT ALL
AND AREWATCHING
YOU
WE KNOWWHO YOU
ARE
TASK1
FEEDBACK
1 WEEK TO
TURN IT
AROUND
OR YOULL BE
EXILED TO A
SLACKERS
GROUP
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Feedback on Task 1
SMART Objectives Not everyone addressed each of S, M & T
Some wrote a number of objectives when 1 was
needed
Some provided far too much detail (relevant to the
project but irrelevant to the objective)
Write concisely and precisely: approximately 3 years and 347 days.!!!!
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Feedback on Task 1
SWOT ANALYSIS Most made enough (10-15) points in each area
(although some duplication)
Some provided insufficient explanation
Some confusion between S/O and W/T
Discussion should balance S/O against W/T to
Identify strategic priorities
conclude whether project should proceed
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Feedback on Task 1
MINUTES Must name Chair & Secretary
Must state:
Apologies those who notified the Chair in advance they
couldnt attend Absencethose who just didnt turn up (we need to know)
Should reflect the meeting agenda
Should emphasise decisions made and actions
If more than 1 meeting for a task combine separatesets of minutes into a single document for submission
*.zip or *.rar files will score zero from Task 2 onwards
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YOUR WORK ON TASK ONEWAS EXCELLENT
SENIOR MANAGEMENT HAVE
APPROVED YOUR PROJECT
FUNDING AND RESOURCESHAVE BEEN ALLOCATED
BUT WHAT NEXT?
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PROJECT PLANNING
Now need to fully define and organise the workrequired to complete the project
Catalogue the individual elements of work required to
complete the project
Define how those elements relate to, and depend on,each other
Estimate the time required to complete each element
of work, and the entire project
And need to represent the project schedule in a
clear, concise form
Communication, monitoring, control
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We need a ...
ACTIVITY
SEQUENCING
TIME
ESTIMATION
WORK
BREAKDOWN
STRUCTURE
NETWORK DIAGRAM
PROJECT PLAN
represented graphically as a
that communicates
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PROJECT MANAGEMENTSOME IMPORTANT TERMINOLOGY
Dr Matt Murphy
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Key PM Terms: PROGRAMME
APOLLO
LUNAR
LANDER
ORBITER
MISSIONCONTROL
Example: the Apollo Programme to put a man on the moon
PROGRAMME: an extremely large activity designed to meet long-
term strategic objectives
can be sub-divided into a number of projects
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Key PM Terms: PROJECT
PROGRAMME
PROJECT
PROJECT
Task
Task
Task
Task
PROJECT
PROJECT: an activity with a specified start / finish date, designed
to meet a detailed objective
can be sub-divided into a number of tasks
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Key PM Terms: TASK
A task can refer to just about any project activity that
has a clearly defined outcome (deliverable),timescale and resource allocation.
Tasks are most often the smallest units of work any
activity can be divided into
The deliverables of many small tasks can combine to
form the deliverable of a larger task
Project team members normally associate the term
task with a piece of work they are individually
responsible for
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Key PM Terms: TASK
LIVERPOOLDEVELOPMENT
LIVERPOOLONE
ECHO ARENA
Many
Hundreds or
Thousands of
Activities
PIER HEADMUSEUM
Echo Arena project would have many thousands of tasks,carried out by many hundreds of people
Extremely difficult to plan and control a project without more
clear organisational structure
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Key PM Terms: WORK PACKAGE
PROGRAMME
PROJECT
PROJECT
Work Package
Task
Task
Task
Work Package
Task
Task
Task
PROJECT
WORK PACKAGE: a sub-project that is a group of related
tasks that can be assigned to a specific team
allows project tasks to be organised in a
clear and logical way
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Compiling a WBS
Develops an objective, rational view of the amount of workrequired
Helps team grasp the skills required and amount of resourcesrequired for the project
Provides a clear framework for assigning to individuals a cleartask definition and delegate the responsibility for completion
Lays a foundation for analyzing the task dependencies andfor isolating and managing risks
Lays a foundation for developing a bottom-up estimate for theproject schedule
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Organisational hierarchy
PROGRAMME
PROJECT
PROJECT
Work Package
Task
Task
Task
Work Package
Task
Task
Task
PROJECT
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WBS Example Level (X.X)
4. UTILITIES4.1 Electrical services installed
4.2 Plumbing services installed
4.3 Gas services installed
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Defining WBS Level (X.X.X) Elements
Each WORK PACKAGE is composed of a number ofTASKS that will lead to achieving one or more
DELIVERABLES.
Tasks can be further divided into sub-tasks until thelowest level of detail that can comfortably be managedis reached
Team members who will be performing the tasks shouldbe involved in the activity/task planning process.
Tasks
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WBS - Level of Detail
The level to which you break down elements of your
WBS will differ from task to task. Work must be brokendown to a level that ensures:
Clear measurable deliverable with measurementspecified:The tasks must be defined such that the task
owner can be given completion criteria that are clearand measurable.
Cash registers installed and operation certified
I have posted a video tutorial on VITAL that explains how to
develop a WBS with the appropriate level of detail
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WBS - Level of Detail
The level to which you break down elements of your
WBS will differ from task to task. Work must be brokendown to a level that ensures:
Tasks are small enough to enable accuratemonitoring of project progress:
Task duration at lowest level should be less than 5% of total projecttime
to ensure visibility of task progress
at a small enough resolution to recognize quickly if the project isoff track
1 year project duration
largest task 2 weeks
2 month project duration largest task 2 days
I have posted a video tutorial on VITAL that explains how to
develop a WBS with the appropriate level of detail
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In Task 2 ...
You will be compiling a WBS for your project
On paper at first
Meet to define Work Packages
Allocate these to individuals for division into
Deliverables & Milestones, then Tasks
Meet again to compile
Then you will input into MS Project 2010
Powerful, industry-standard project management
software
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Available on Windows
Managed Network and
AppsAnywhere
Video tutorials on
VITAL
Compile WBS
Schedule your project
Prepare Gantt & network
diagrams
Perform critical path
analysis
And much more
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REMEMBER
DURING THIS MODULE YOU
ARE NOT A STUDENT
YOU MUST THINK AND ACTLIKEA PROFESSIONAL
RESTAURANTEUR
http://www.youtube.com/watch?v=M-l0Wx32vfc&feature=relatedhttp://www.youtube.com/watch?v=M-l0Wx32vfc&feature=relatedhttp://www.youtube.com/watch?v=M-l0Wx32vfc&feature=relatedhttp://www.youtube.com/watch?v=M-l0Wx32vfc&feature=relatedhttp://www.youtube.com/watch?v=M-l0Wx32vfc&feature=related -
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PROJECT SCHEDULING
Dr Matt Murphy
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SCHEDULING
The WBS defines all the elements of work to be carried
out as a hierarchy of tasks, sub-tasks, sub-sub-tasks, etc
We now have to consider the order in which tasks
should be carried out (sequencing):
Which tasks can be concurrent
Which tasks must be sequential
And we must estimate the time required to complete
each task (time estimation)
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SEQUENCING
1. SITE PREPARATION
2. FOUNDATION
3. FRAMING
4. UTILITIES5. WALLS
6. ROOFING
7. FINISH WORK8. LANDSCAPING
To build a house:
Some tasks cannot
begin until other are
complete
SEQUENTIAL
Some tasks can be
carried out at the same
time as others for at
least part of their
duration -
CONCURRENT
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SEQUENCING
SITEPREP
FOUNDA-TION
FRAMING WALLS ROOF
UTILITIES
FINISH WORK
LANDSCAPING
We must define such inter-dependencies and input into
MS Project
Video tutorials on VITAL & YouTube
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Time Estimation
We must now estimate the time required to
complete every task in our WBS
To schedule the work for most efficient
completion
And to determine the overall project duration
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Time Estimation
the minimum possible time required to accomplish a task,assuming everything proceeds better than is normallyexpected
OPTIMISTICTIME (a)
the maximum possible time required to accomplish a task,assuming everything goes wrong (but excluding majorcatastrophes)
PESSIMISTICTIME (b)
the best estimate of the time required to accomplish atask, assuming everything proceeds as normal
MOST LIKELY
TIME (m)
EXPECTED
TIME (TE)
Time required for
completion of any task
(used in project planning)
6
4 bmaTE
For every task in a WBS three time estimates are made:
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Gantt Chart or Network Diagram
Business executives prefer the
simplicity of Gantt Charts
Project managers require the detailand function of Network Diagrams
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A network diagram for the same project
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Network Diagram example
a
1 20 days01/07/04 28/07/04
b
2 20 days
01/07/04 28/07/04
c
3 10 days
d
4 15 days29/07/04 18/08/04
e
5 10 days
29/07/04 11/08/04
f
6 14 days
29/07/04 17/08/04
g
7 4 days
29/07/04 03/08/04
h
8 11 days
j
10 8 days19/08/04 30/08/04
i
9 18 day s
04/08/04 27/08/04
Activity description
Task # Duration
Start date End date
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Network Diagram Techniques
explicitly defines and makes visible dependencies (precedencerelationships) between the WBS elements
facilitates identification of the critical path and makes this visible
facilitates identification of early start, late start, and slack foreach activity,
potentially reduces project duration due to better understandingof dependencies leading to improved overlapping of activitiesand tasks where feasible
A NETWORK DIAGRAM
Two common approaches:
The Program Evaluation and Review Technique (PERT)
U.S. Navy
The Critical Path Method (CPM) construction projects
N t k Di T i l
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Network Diagram Terminology
Based on estimations of task durations (TE- Expected Time), start times,
and finish times :
EST / EET / EOT / EFT= EarliestStarting/Event/Occurrence/Finish Time
The earliest any task can possibly start/finish based ontimings of predecessor activities
LST / LET / LOT / LFT= Latest
Starting/Event/Occurrence/Finish TimeThe latest a task can possibly start / finish without delaying
project completion
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TIMING & SCHEDULING
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TIMING & SCHEDULING
Once you have established the tasks which need
completing you must define the time scale to which they
will be completed.
You will need to make sensible estimates of the time
taken to complete each task; summing these will allow you
to establish the timings of each milestone/deliverable,work package, and the total project duration.
You will need to consider which tasks must be sequential,
and which can be concurrent.
Make sure plan is as branched as possible makes Task
3 easier!
You will enter all this data into MS Project
TIMING & SCHEDULING
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TIMING & SCHEDULING
You are given some vital information to help you, including but
not only
Furnishing the restaurant takes 2 hours per seat, and the
restaurant is expected to seat its maximum capacity.
Fitting the kitchen takes 1 hour per 100 of kitchen equipment
requested by the head chef.
Materials have to be ordered 8 days before work commencesto allow for delivery.
Interviewing for the hiring of staff should take 3 days and staff
training 7 days
The rest is up to you use your imagination to consider all thetasks and sub-tasks that cou ld be required
YOU WILL NEED TO USE THE DATA IN THE INFORMATION
PACK
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Task 2: Preparation & Submission
For your project prepare, using Microsoft Project 2007/2010:
Work Breakdown Structure & Schedule Display this as a Gantt chart
And as a network diagram showing critical path
You will not need to understand network diagram theory to do this
MS Project does it automatically
Video tutorials on VITAL and YouTube
Cover theory in detail next lecture
Submit by 17.00 Tuesday 29TH
OCTOBER 2013: Task answer document
MS Project file
Meeting paperwork
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Project 2007 or Project 2010