MNGT202 201314 Week 4 WBS and Network Diagrams

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    WORK BREAKDOWN STRUCTURE,

    SCHEDULING & NETWORKDIAGRAMS

    MNGT202/502: PROJECT MANAGEMENT

    Dr Matt Murphy

    [email protected]

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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

    [email protected]

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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

    [email protected]

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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