Developing the Project Work Breakdown Structures and Schedule - UM
- 1. Developing the Project Work Breakdown Structure (WBS) and Schedule with contributions from McKague and others
- 2. Outline Project Management Creating, tracking, and managing schedules for technical programs Work Breakdown Structure (WBS) in the context of Project Management Creating WBS Creating Project Schedule Earned Value System (EVM) Creating and using EVM
- 3. 1. Determine all tasks necessary to complete the project Develop the WBS and define the WBS Dictionary 2. Determine the effort necessary to complete each task This feeds into cost and task duration 3. Determine the tasks sequence 4. Optimize items 2 & 3 to satisfy the project constraints Cost, resource, schedule limits Developing Schedules
- 4. WBS Recall that WBS represents a formal listing (breakdown) of the tasks necessary to complete a project Breakdown is the subdivision of project deliverables into smaller pieces The level of detail depends on the size and phase of the project Multiple WBS (for different levels) might be required WBS is typically supplied by contractor to customer down to the level required by the customer WBS is the document that provides the basis for planning and managing project schedules, costs, resources, and changes WBS Dictionary Contains each WBS element and describes the statement of work associated with the element. It explains what the organization(s) responsible for the performance of the element are.
- 7. Example: MARRSI WBS 2.1 Ph A/B 2.2 Ph C/D Pre-Delivery 2.3 Post-Delivery to L+30 4.1 PI, N. Renno 4.2 Co-I, G. Martinez 4.3 Co-I, C. Ruf 4.4 Co-I, L. Tamppari 4.5 Co-I, M. Paik 4.6 Co-I, J. Plaut 4.7 Co-I, R. Preston 4.8 Co-I, M. Siegler 4.9 Co-I, A. Camps 4.10 Co-I, G. Krieger 4.11 Co-I, K. Papathanassiou 4.12 Graduate Student MARRSI 1 Project Management 2 Systems Engineering 3 Safety, Mission Assurance, & Parts Mgmt 4 Investigation Science Team 6 Suite Integration and Test (N/A) 7 Post Delivery Support 8 Pre-Launch MOS/GDS Development 9 Mission Operations and Data Analysis 10 Reserves 7.1 FPBI Post-Delivery 7.2 EM Post-Delivery I&T 7.3 FM Post-Delivery I&T 8.1 Computers, Data Comms, and SA Support 8.2 Algorithms and Software: Flight and Ground Operations 9.1 System Testbeds and Simulators (Ph C/D) 9.2 Mission Operations Support (Ph E) 9.3 Investigation Data Analysis (Ph E/F) 5.1 Radar and Radiometer Processor Box 5.2 Noise Source Unit 5.3 Engineering Model AI&T 5.4 Flight Model AI&T 5.1.1 RPB Engineering Model 5.1.1.1 Instrument Accomodation and Definition 5.1.1.2 Housing and Mechanical Design 5.1.1.3 Electrical and FPGA Design and Fabrication 5.1.2 RPB Flight Model 5.1.2.1 Housing and Mechanical Design 5.1.2.2 Electrical and FPGA Design and Fabrication 5.2.1 Noise Source Unit Preliminary Design and Accomodation, L5 Definition 5.2.2 Noise Source Unit EM & FM Build 5.4.1 Instrument Assembly 5.4.2 Functional Test 5.4.3 Environmental Test 5.4.4 Calibration 5.4.5 Flight Model - IDR Package Prep 5.4.6 Funded Schedule Reserve 5.3.1 Instrument Assembly 5.3.2 Functional Test 5.3.3 ICDR Package Prep 5.3.4 Funded Schedule Reserve 3.1 Ph A/B 3.2 Ph C/D Pre-Delivery 3.3 Post-Delivery 1.1 Management & Administration Labor 1.2 Travel 1.3 Reviews, Project Flow & Major Milestones 5 Instrument Design, Fabrication, and Test
- 8. Example: MARRSI WBS Dictionary 1. Project Management 1.1 Management & Administration Labor Level-of-effort support for the Project Manager and Project Accountant along with costs for project-wide supplies and services required for executing the work plan. Cost, schedule, and Risk Management. 1.2 Travel Transportation, subsistence, and lodging for all Technical Interchange Meetings, Science Team Meetings, Reviews, Post-Delivery Support, and Mission Operations to be held at JPL. 1.3 Reviews and Major Milestones Task-based support of major reviews and milestones. 2. Systems Engineering Level-of-effort support for systems engineering effort. Requirements definition, capture, and flow-down, verification, reliability, analyses, trade studies, interfacing with the rover, ICD development, technical resource management, risk management. 3. Safety, Mission Assurance, Parts Mgr EEE parts management, Safety and Product Assurance activities on deliverable hardware. 4. Investigation Science Team Level-of-Effort support for Principal Investigator and all Co-Investigators. Support is phased appropriately for predicted levels of activity, with elevated support during the formulation and mission operations periods. 5. Instrument Design and Test 5.1 RPB Phase A: preliminary design and accommodation study, including instrument envelope definition, simplified thermal modeling, ICDs, wiring diagrams, and FPGA functionality and selection; Phase B: Detailed design/analysis of EM printed wiring boards, FPGA firmware, Cmd/Tlm interface definition, manufacturing instructions, and parts procurements, structure, and thermal characteristics; Phase C/D, Pre-CDR: Design, fabrication, and delivery of EGSE and FPBI, EM FPGA programming, PWB fab, EM assembly, test, and delivery to JPL; Phase C/D, Post-CDR: design updates or refurbishments, changes to the housing, FPGA firmware, materials, parts, PWB layout, or manufacturing processes. Fabrication and testing of the FM assemblies. 5.2 NSU Phase A/B: Preliminary design, L5 requirements, and accommodation study of NSU. Phase C/D: EM and FM build of NSU at JPL, including qualification and mission assurance activities. 5.3 Engineering Model AI&T NSU and RPB instrument integration at UM, followed by comprehensive functional testing. Preparation of I-CDR documentation deliverables and presentation. 5.4 Flight Model AI&T NSU and RPB flight unit instrument integration at UM. Integrated functional and environmental testing to include vibration, thermal vacuum, and EMC testing. Full instrument calibration, using UM developed GSE and software. Preparation of Instrument Delivery Review (IDR) materials. 6. Suite Integration and Test … 7. Post Delivery Support … 8. Pre-Launch MOS/GDS Development … 9. Mission Operations and Data Analysis …
- 9. Approaches for Developing WBS Organizations like NASA and DoD provide guidelines for developing WBS. Analogy approach: Review WBS of similar projects and modify them for your project. Top-down approach: Start with the largest items of the project and then break them down into smaller pieces. Bottom-up approach: Start with the specific tasks and roll them up. Mind-mapping approach: Write tasks and branch them out to create the WBS structure.
- 10. WBS: Determine the Deliverables What are the products that have to be delivered? What intermediate products are needed? What tasks are needed to produce them? What are the necessary project management tasks and the deliverables for the project to be successful?
- 11. SOWs and PBS Example of Product Breakdown Structure
- 12. Definitions Activity = task Schedule = plan = timeline Activity definition: Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables. Activity sequencing: Identifying and documenting the relationships between project activities. Activity resource estimating: Estimating personnel, materials, money, and other assets that a project needs to perform the required activities. Activity duration estimating: Estimating the number of work-day periods needed to complete individual activities. Schedule development: Analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule. Schedule control: Controlling and managing changes to the project schedule.
- 13. Determine the Deliverables Example of Functional Flow Block Diagram STS = Space Transportation System
- 14. Determine the Activities Dependencies Milestones Activities Assume that all durations are in days. For example Activity A = 1 means that Activity A requires one day to be completed.
- 15. Schedule Development Creating a realistic project schedule that provides the basis for monitoring progress during the life of the project. Determines the start and end dates of the project. Important tools and techniques used include critical path analysis, critical chain scheduling, Gantt charts, and Program Evaluation and Review Technique (PERT) analysis. 2022 2023 Phase E 2020 2021 2017 2018 2019 Phase A Phase B Phase C/D 2014 2015 2016 RoverSurface Operations Design/ Build ATLO EM Del. FM Del. IKO IAR I-PDR I-CDR Launch IKO = Instrument Kick-Off meeting; IAR = Instrument Accommodation Review
- 16. Determine the Timing & Resources
- 17. Example: MARRSI Schedule J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D Milestones 1 Project Management 2 Systems Engineering 3 Safety, Mission Assurance, and Parts Mgmt 4 Investigation Science Team 5 Instrument Design, Fabrication, and Test 5.1 Radar and Radiometer Processor Board 5.1.1 RPB Accomodation & Requirements Definition 1 Phase A Start 5.1.2 RPB Engineering Model 2 Instrument Kickoff Meeting (IKO) 5.1.3 RPB Flight Model 3 Instrument Accomodation Review (IAR) 5.2 Noise Source Unit 4 Phase B Start 5.2.1 NSU Accomodation & Requirements Definition 5 Instrument Preliminary Design Review (IPDR) 5.2.2 NSU Preliminary Design 6 Instrument Confirmation Review (ICR) 5.2.3 NSU EM/FM Build 7 Phase C/D Start 5.3 Engineering Model AI&T 8 Project PDR 5.4 Flight Model AI&T 9 FPBI Delivery to JPL 6 Suite Integration and Test (N/A) 10 Instrument Delivery Review (IDR) - EM 7 Post Delivery Support 11 EM and GSE Delivery to JPL 7.1 FPBI Post-Delivery Support / I&T 12 Instrument Critical Design Review (ICDR) 7.2 EM Post-Delivery Integration and Test Support 13 Project CDR 7.3 FM Post-Delivery Integration and Test (ATLO) Support 14 Instrument Pre-Environmental Review (I-PER) 8 Pre-Launch MOS/GDS Development 15 Instrument Delivery Review (IDR) - FM 8.1 Computers, Data Communications, and SA Support 16 FM Delivery to JPL 8.2 Algorithms and Software: Flight and Ground Operations 17 FM Rover Integration (ATLO) 8.2.1 Preliminary Design 18 I-ORR 8.2.2 Core Analysis 19 Launch 8.2.3 Mission Planning Software 20 Phase E Begin 9 Mission Operations and Data Analysis 21 Primary Surface Mission Start 9.1 System Testbeds and Simulators (Ph C/D) 22 Primary Surface Mission End 9.2 Mission Operations Support (Ph E) 23 Phase E End 9.3 Investigation Data Analysis (Ph E) J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D Milestones FPBI 1 Project Management EM 2 Systems Engineering FM 3 Safety, Mission Assurance, and Parts Mgmt PD 4 Investigation Science Team D 5 Instrument Design, Fabrication, and Test F 6 Suite Integration and Test (N/A) T 7 Post Delivery Support AIT 8 Pre-Launch MOS/GDS Development 9 Mission Operations and Data Analysis ATLO 9.2 Mission Operations Support (Ph E) 9.3 Investigation Data Analysis (Ph E) Mission Phase E Mission Phases A-D Phase C/D Phase A Phase B 2017 2018 2019 Apr-2014 2015 2016 Phase E 2014 2023 2020 2021 2022 Dec-2015 Aug-2016 May-2014 Sep-2014 Oct-2014 Jun-2015 Jun-2015 Jul-2015 Aug-2023 Major Milestones Legend Sep-2020 Feb-2023 Feb-2021 Jan-2018 Jan-2020 Aug-2020 Jan-2017 May-2017 May-2017 Aug-2016 Aug-2016 Sep-2016 Jul-2015 Assembly, Test, and Launch Operations Assembly, Integration, and Test Flight-like Payload Bus Interface Engineering Model Preliminary Design Fabrication Test Flight Model Design PD EM D, F, & T PD PD 1 2 3,4 5, 6, 7 8 9 10, 11, 12 14 16 15 17 18 19 20 21 22 23 13 Task Funded Schedule Reserve Post-Delivery Support Hardware Delivery Milestone Critical Path D EM/FM F&T FM F&T EM AIT FM AIT FM FM ATLO EM FPBI FPBI Del EM Del FM Del
- 18. Activities Lists and Attributes An activity list is a tabulation of the activities of a project. The list should include: The activity name The activity identifier number A brief description of the activity The WBS Dictionary Activity attributes provide more information about each activity, such as predecessors, successors, logical relationships, resource requirements, constraints, imposed dates, and assumptions related to the activity. The Schedule Chart
- 19. Activity Sequencing Involves reviewing activities and determining dependencies. A dependency or relationship relates to the sequencing of project activities or tasks. A network diagram is a schematic display of the logical relationships among project activities.
- 20. Types of Dependencies Mandatory dependencies: Inherent in the nature of the work being performed on a project; sometimes referred to as hard logic. Discretionary dependencies: Defined by the project team; sometimes referred to as soft logic. They should be used with care because they may limit scheduling options. External dependencies: Involve relationships between project and non-project activities.
- 21. Task Dependencies Credit: After Project Insight Project must be approved before work can start Assembly of the solar panel structure must start before solar cells can start to be mounted on it. Integration of all subsystems must finish before tests can be completed. Integration of star tracker must start before the assembly of the control system can be completed.
- 22. Network Diagram Res: = Reserve:
- 23. Estimating Activity Resources Before estimating activity durations, the SE must have a good idea of the type and quantity of resources that will be assigned to each activity. Consider the following issues when estimating resources: How difficult will be to complete specific project activities? What is the organization’s history when performing similar activities? Are the required resources available?
- 24. Estimating Activity Duration Duration is the elapsed time. Effort is the number of workdays or work hours required to complete a task. Effort does not normally equal duration. People doing the work should help create estimates, and experts should review them.
- 25. Three-Point Estimate Instead of providing activity estimates as a single number, such as four weeks, it is helpful to create a three-point estimate: An estimate that includes an optimistic, most likely, and pessimistic values, such as three weeks for the optimistic, four weeks for the most likely, and five weeks for the pessimistic estimate. Three-point estimates are needed for Monte Carlo simulations.
- 26. PERT Program Evaluation and Review Technique (PERT) is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the duration of individual activities. PERT uses probabilistic time estimates: Duration estimates based on optimistic, most likely, and pessimistic estimates of activities (three-point estimates).
- 27. PERT Chart 4-6-9 weeks 4-6-9 weeks 3-5-8 weeks 1-2-3 weeks 1-2-3 weeks 4-6-7 weeks 4-6-7 weeks Credit: After RFFlow
- 28. PERT Calculation PERT weighted average = Optimistic time + 4 x Most likely time + Pessimistic time 6 Example: PERT weighted average = 8 workdays + 4 x 10 workdays + 24 workdays = 12 days 6 where: Optimistic time= 8 days Most likely time = 10 days Pessimistic time = 24 days Therefore, 12 days would be used on the network diagram instead of 10 days when using PERT for this example.
- 29. Milestones A milestone is a significant event Milestones are critical tools for setting schedule goals and monitoring progress –This is critical in large projects Examples of milestones: completion and customer sign-off on key documents, and completion of specific tasks (PDR, CDR…)
- 30. Gantt Charts Gantt Charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format. Symbols include: Thick black bars: Summary tasks Lighter horizontal bars: Durations of tasks Arrows: Dependencies between tasks Diamonds: Milestones
- 32. Critical Path Method (CPM) CPM is a network diagramming technique used to predict total project duration. A critical path for a project is the series of activities that determines the earliest time by which a project can be completed. The critical path is the longest path through the network diagram. It usually has the least amount of slack or float. Slack or float is the amount of time an activity can be delayed without delaying a succeeding activity or the project finish date.
- 33. Critical Path
- 34. Schedule Trade-Offs Free slack or free float is the amount of time an activity can be delayed without delaying the early start of any immediately subsequent activities. Total slack or total float is the amount of time an activity can be delayed from its early start without delaying the project finish date. Look at Glossaries of Project Management Terms
- 35. Buffers and Critical Chain A buffer is additional time to complete a task. A buffer is usually added to each project task. Critical chain scheduling removes buffers from individual tasks and instead add: A project buffer or additional time before the project’s due date. Feeding buffers or additional time before tasks on the critical path.
- 36. Critical Chain Scheduling X = Limited Resource
- 37. Updating the Critical Path It is important to continuously update the project schedule as new information becomes available. The critical path may change as tasks actual start and finish dates are updated. If you determine that the project completion date will slip, negotiate with the project sponsor immediately.
- 38. Task Tracking on Gantt Chart
- 39. WBS Formalism Recall that WBS is used in multiple places Integrated Master Schedule (IMS), Integrated Master Plan (IMP) WBS Dictionary Gantt Charts The term WBS is used simply to describe the formal listing of project tasks with their associated numbering Typical WBS numbering scheme: Typically, the first element of level 2, 3 is reserved for management of a task – the .1s This may be program management, or may be systems engineering depending upon level and nature of task
- 40. Assignments Review Chapter 11 of the New SMAD Read NASA guide on creating WBS Read WBS (4.3), Scheduling (4.4), and Status Reporting and Assessment (4.9) Sections of NASA Systems Engineering Handbook