1 / 19

PRJ566 Project Planning and Management

PRJ566 Project Planning and Management. Work Breakdown Structure: Resources & Dependencies. Agenda. Defining Activities/Tasks Resources Dependencies Tracking your Project. Defining Activities. Top Down

erwin
Download Presentation

PRJ566 Project Planning and Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. PRJ566 Project Planning and Management Work Breakdown Structure: Resources & Dependencies

  2. Agenda • Defining Activities/Tasks • Resources • Dependencies • Tracking your Project

  3. Defining Activities • Top Down • Start at a goal (activity) level and break down the work to lower levels (tasks). An activity may involve many steps (tasks) and many people (resources) being assigned to that one activity. It is important to break down to the lowest level task so that only one resource is assigned to that task. • Once you are down to the lowest level task you can sequence the tasks so that some can be done in parallel. This will allow you to save time on the overall project.

  4. Defining Activities • Bottom Up • More like a brain-storming session. Not very organized. • Start with the goal and as a large group identify the tasks needed to be completed. • Tasks are written down. When no more task suggestions are made then the group tries to organize the tasks into like groupings. • Very inefficient.

  5. Defining Tasks • Once you have decided on your activities (summary tasks), you need to define the sub tasks needed for each activity. • Each task in your WBS must meet the following six criteria: • Status/Completion is measurable • Start/End clearly defined • Task has a deliverable • Time/Cost easily estimated • Duration is within acceptable limits • Tasks are independent

  6. Defining Tasks • Keep refining your task hierarchies until you are satisfied that you have covered all of the work that needs to be done in order to get your project completed

  7. Agenda • Defining Activities/Tasks • Resources • Dependencies • Tracking your Project

  8. Resources • Now that we’ve planned the project by identifying what has to be done, when it is needed and how long it’s going to take, we need to identify who is going to do the work • For each task assign a resource

  9. Agenda • Defining Activities/Tasks • Resources • Dependencies • Tracking your Project

  10. Dependencies • A relationship that exist between tasks • Task B is dependent on Task A. Task A produces a deliverable that is needed in order to do the work in Task B Task B Task A

  11. Dependencies • Different types of dependencies • FS – finish/start: When A finishes, B may start (most common) • FF – finish/finish: When a finishes, B may finish Task A Task B Task A Task B

  12. Dependencies • SS – start/start: When A starts, B may start • SF – start/finish: When a starts, B may finish Task A Task B Task A Task B

  13. Dependencies • Dependencies are impacted by different types of constraints that are placed on the relationship between tasks • Four types of constraints that will affect the sequencing of project tasks: • Technical constraints • Management constraints • Inter-project constraints • Date constraints

  14. Dependencies • Technical Constraints: • One tasks (a successor) requires output from another task (predecessor) before work can begin on it • Discretionary Constraints • Judgment calls • Best-practice Constraints • Based on past experience • Logical Constraints • Based on best practice and common sense • Unique Requirements • A required resource is not available until later in the project

  15. Dependencies • Management Constraints • At the discretion of the manager • Inter-Project Constraints • Another project is using or needs your resources • Date Constraints • To be avoided at all costs because they impose start and finish dates on a task  not to be used in PRJ566

  16. Dependencies • Can control dependencies between tasks by using the Lag Variable • Used to allow pauses or delays between tasks • Can be + or – • FS example: When A finishes, B may start = 0 lag time • Variations on FS: • What if B could start before A actually finished? Task A Task B

  17. Agenda • Defining Activities/Tasks • Resources • Dependencies • Tracking your Project

  18. Tracking your Project • Once all the activities, tasks, resources and dependencies have been identified, now need to track your project • In PRJ566, all tasks must use hours and must be less than 10 hours • We will track each task as done/not done or complete/not complete

  19. Exercise • Identify activities and tasks to the end of iteration 1 in PRJ566 • Assign resources and dependencies • It is ok for early tasks to have multiples resources (i.e. finding a project, forming a team

More Related