The Softer Side of Scheduling
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The document discusses how creating a work breakdown structure (WBS) is important for project scheduling. A WBS involves breaking a project down into smaller, manageable components and defining the work, deliverables, and responsibilities. Developing a WBS through collaboration helps create a more robust, accurate schedule by organizing the work, preventing scope creep, and allowing for better budgeting, control, and progress tracking.
The Softer Side of Scheduling
- 1. { “The Softer Side of Scheduling” How simple, non electronic, collaborative efforts make for a more robust, accurate and better functioning project schedule. Sreedhar “Sree” Yedavalli, PMP Technical Project Manager Samsung-WorldLink Thursday, February 18, 2016, 5:01PM
- 2. • Temporary - Defined Start and End dates • Unique deliverables (Product, service result)Project •Group of similar, but distinct, projectsProgram • Collection of programs and projectsPortfolio About Projects
- 3. XYVEX Labs Products STM LITHOGRAPHY CONTROL SYSTEM Project 1 – New HDL Scripting Project 2 – Position Controls upgrade mechanism ZETCHER™ Project 1 – Software Customization - UTD Project 2 – Hardware Upgrade Services Project 1 – Stainless Steel metalworking for SY, Inc. Project 2 – At installation materials, Dallas Art Festival Research Grant#1 – DoE Nanite manipulation SBIR to DoD Application Portfolio List? Portfolio Programs & Projects Projects
- 4. Master Schedule 6.6.3.2 Stakeholders 2.2.1 WBS 5.4 Activity List and Gantt 6.2.3.1 Project Charter 4.1 About Scheduling
- 5. Work Breakdown Structure WBS = Hierarchical decomposition of the TOTAL SCOPE OF WORK to be carried out for the project. 100% Rule = the WBS includes 100% of the work defined by the project scope and captures all deliverables – internal, external, interim – in terms of the work to be completed, including project management. Key project deliverable that organizes the team's work into manageable sections PMBOK & MIL-STD-881C
- 6. WBS Will help you organize Personnel assignments Activity List - Major and minor tasks Material acquisition – when and how much Asset allocation – the tools you need and when you need them. Why a WBS?
- 7. “The Group Hug” All stakeholders, management and key personnel involved in the project Representatives from consultants or vendors One room, one day, all out free for all (Example on Whiteboard) Who does the WBS?
- 8. Creates a hierarchy within the project. Defines the “Project Manager” Defines the “Project Sponsor” Defines deliverables How WBS benefits you?
- 10. Complete – make sure that we do not forget anything (what we forget here will not be part of further project planning, and thus, can cause time delays and additional costs). Free of contradictions – check if the WBS contains any work packages with contradicting or inconsistent specifications or descriptions (of pre-conditions, expected results, etc.), and revise accordingly. Work packages on lowest level - clearly specifying responsibility, pre-conditions, expected results, necessary skill levels, special expertise, so that we have a reliable basis for estimation of effort and duration (minimum requirement: verb + object). Criteria of a WBS
- 11. "80 hour rule – no activity at the lowest level to produce a single deliverable, should be more than 80 hours of effort. If the project team is reporting progress monthly, then no single activity or series of activities should be longer than one month long. “Common sense" when creating the duration of a single activity or group of activities. Level of Detail
- 12. Other Benefits to WBS & PM Better project budgeting – complete projects in less time with less money Predictability – reduce unknowns in project process Control scope – reduce the risk of adding unnecessary scope to an ongoing project - “Scope Creep”. Better solutions – planning with client or stakeholders leads to better outcomes that weren’t originally understood. Resolve problems more quickly – stick to the plan! Resolve future risk before problems start. Better product, better service, better outcome. Avoids “bad” projects More metrics and fact based decision making Improved work flow and work environment