WORK BREAKDOWN STRUCTURE, SCHEDULING & NETWORK DIAGRAMS

MNGT202/502: PROJECT MANAGEMENT

Dr Matt Murphy murphym@liv.ac.uk

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

TASK1 FEEDBACK

SHOWED UNDERSTANDING AND THOUGHT

SUBMITTED PROPERLY AND ON TIME

MOST OF YOU DID VERY WELL

EVIDENCE OF EFFECTIVE TEAM MEETINGS

TASK1 FEEDBACK

SUBMITTED LATE
CAN YOU AFFORD TO LOSE THEM?

THESE ARE EASY MARKS

OR NOT AT ALL (87)

SOME OF YOU DID LESS WELL

SCORED ZERO

TASK1 FEEDBACK

HAVE NOT PARTICIPATED AT ALL

OR YOULL BE EXILED TO A SLACKERS GROUP

1 WEEK TO TURN IT AROUND

WE KNOW WHO YOU ARE

VERY FEW OF YOU

AND ARE WATCHING YOU

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.!!!!

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

Feedback on Task 1
MINUTES Must name Chair & Secretary Must state:
Apologies those who notified the Chair in advance they couldnt attend Absence those 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 separate sets of minutes into a single document for submission *.zip or *.rar files will score zero from Task 2 onwards

YOUR WORK ON TASK ONE WAS EXCELLENT SENIOR MANAGEMENT HAVE APPROVED YOUR PROJECT FUNDING AND RESOURCES HAVE BEEN ALLOCATED

BUT WHAT NEXT?

PROJECT PLANNING
Now need to fully define and organise the work required 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

We need a ...
PROJECT PLAN
represented graphically as a

NETWORK DIAGRAM
that communicates
WORK BREAKDOWN STRUCTURE

ACTIVITY SEQUENCING

TIME ESTIMATION

PROJECT MANAGEMENT
SOME IMPORTANT TERMINOLOGY

Dr Matt Murphy murphym@liv.ac.uk

Key PM Terms: PROGRAMME

PROGRAMME: an extremely large activity designed to meet longterm strategic objectives can be sub-divided into a number of projects

PROJECT

PROGRAMME

PROJECT

PROJECT

Key PM Terms: PROGRAMME

PROGRAMME: an extremely large activity designed to meet longterm strategic objectives can be sub-divided into a number of projects

LUNAR LANDER APOLLO ORBITER MISSION CONTROL

Example: the Apollo Programme to put a man on the moon

Key PM Terms: PROGRAMME

PROGRAMME: an extremely large activity designed to meet longterm strategic objectives can be sub-divided into a number of projects
LIVERPOOL ONE

LIVERPOOL DEVELOPMENT

ECHO ARENA

PIER HEAD MUSEUM

Example: the redevelopment of Liverpool city centre

Key PM Terms: 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
Task PROJECT Task PROGRAMME PROJECT Task PROJECT Task

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

Key PM Terms: TASK

Many

LIVERPOOL ONE
Hundreds or LIVERPOOL DEVELOPMENT ECHO ARENA Thousands of PIER HEAD MUSEUM Activities

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

Key PM Terms: WORK PACKAGE

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
Task Work Package Task

PROJECT

Task PROGRAMME PROJECT

Task PROJECT Work Package Task Task

Key PM Terms: WORK UNIT

WORK UNIT: a group of tasks within a work package that can be carried out together at the same time, or by the same person allows tasks to be allocated and scheduled easily
Task
Work Package Task Task PROGRAMME PROJECT Task PROJECT Work Package Task Task

PROJECT

Work Unit

WORK BREAKDOWN STRUCTURE

Dr Matt Murphy murphym@liv.ac.uk

WBS
Creating a Work Breakdown Structure is the first step in creating a detailed project plan
Bridging between the broad objective and a detailed project schedule

WBS identifies & catalogues all the activities required to complete the project
As a hierarchy of tasks, sub-tasks, sub-sub-tasks Without yet considering timescales, resources or how tasks relate to / depend on each other

Compiling a WBS
Develops an objective, rational view of the amount of work required
Helps team grasp the skills required and amount of resources required for the project Provides a clear framework for assigning to individuals a clear task definition and delegate the responsibility for completion Lays a foundation for analyzing the task dependencies and for isolating and managing risks Lays a foundation for developing a bottom-up estimate for the project schedule

Organisational hierarchy

Task
PROJECT Work Package Task Task PROGRAMME PROJECT Task PROJECT Work Package Task Task

WBS hierarchy
LEVEL

X.X
Deliverable

X.X.X
Task Task Task

PROJECT

Work Package

or Milestone

Tasks can be further divided into sub-, or even sub-sub-tasks

In this module we are only using a 3-level hierarchy

Defining WBS Level (X) Elements

Work Packages (or Project Phases)
Typically 5-10 major groups of activity
Broadly describing how the work can best be organised and delivered

Reflecting the best way to organise the work according to

the project complexity how related tasks can be sensibly grouped together task allocation to individuals or functional groups how the work will be tracked and managed

WBS Example Level (X)

To build a house:
1. 2. 3. 4. 5. 6. 7. 8. SITE PREPARATION FOUNDATION FRAMING UTILITIES WALLS ROOFING FINISH WORK LANDSCAPING

Defining WBS Level (X.X) Elements

Deliverables & Milestones
Deliverables
The clearly defined and recognizable results / products of successfully completed activities/tasks performed during the project.

They appear on a project plan in the past tense, to represent the completed activity/task and the accomplished result

Defining WBS Level (X.X) Elements

Deliverables & Milestones
Milestones
Interim events or points in time during the project which identify the completion of a significant segment. They are most useful as measuring or tracking points to gauge the progress of the project.
Different individuals may identify different numbers of milestones based on their role in the project. For example, the project sponsor may identify three significant milestones as indicators of how the project is progressing, whereas a team leader may identify eight milestones for closer control At the very least a milestone should be identified to indicate the completion of each Work Package

WBS Example Level (X.X)

4.

UTILITIES
4.1 4.2 4.3 Electrical services installed Plumbing services installed Gas services installed

Defining WBS Level (X.X.X) Elements

Tasks
Each WORK PACKAGE is composed of a number of TASKS that will lead to achieving one or more DELIVERABLES. Tasks can be further divided into sub-tasks until the lowest level of detail that can comfortably be managed is reached Team members who will be performing the tasks should be involved in the activity/task planning process.

WBS Example Level (X.X.X)

7. FINISH WORK
7.1
7.1.1 7.1.2 7.1.3 7.1.4 7.1.5 7.1.6 7.1.7

Interior Completed
Install cabinets Install appliances Install boiler Lay carpet Paint walls and molding Hang wallpaper Lay tile

WBS - Level of Detail

The level to which you break down elements of your WBS will differ from task to task. Work must be broken down to a level that ensures:
One owner per task: The tasks must be defined such that they can be assigned to one person who will be doing that work. NOT install kitchen equipment BUT connect oven to electricity supply (electrician) OR connect dishwasher to water supply and drainage (plumber)
I have posted a video tutorial on VITAL that explains how to develop a WBS with the appropriate level of detail

WBS - Level of Detail

The level to which you break down elements of your WBS will differ from task to task. Work must be broken down to a level that ensures:

Clear measurable deliverable with measurement specified: The tasks must be defined such that the task owner can be given completion criteria that are clear and 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

WBS - Level of Detail

The level to which you break down elements of your WBS will differ from task to task. Work must be broken down to a level that ensures:

Tasks are small enough to enable accurate monitoring of project progress:

Task duration at lowest level should be less than 5% of total project time to ensure visibility of task progress at a small enough resolution to recognize quickly if the project is off 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

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

 Compile WBS Schedule your project Prepare Gantt & network diagrams Perform critical path analysis And much more

Available on Windows Managed Network and AppsAnywhere Video tutorials on VITAL

REMEMBER

DURING THIS MODULE YOU ARE NOT A STUDENT

YOU MUST THINK AND ACT LIKE A PROFESSIONAL RESTAURANTEUR

PROJECT SCHEDULING

Dr Matt Murphy murphym@liv.ac.uk

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)

SEQUENCING

To build a house:
1. 2. 3. 4. 5. 6. 7. 8. SITE PREPARATION FOUNDATION FRAMING UTILITIES WALLS ROOFING FINISH WORK LANDSCAPING
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

SEQUENCING
SITE PREP FOUNDATION FRAMING WALLS ROOF

UTILITIES FINISH WORK

LANDSCAPING We must define such inter-dependencies and input into MS Project Video tutorials on VITAL & YouTube

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

Time Estimation
For every task in a WBS three time estimates are made: OPTIMISTIC TIME (a) PESSIMISTIC TIME (b) MOST LIKELY TIME (m)
the minimum possible time required to accomplish a task, assuming everything proceeds better than is normally expected the maximum possible time required to accomplish a task, assuming everything goes wrong (but excluding major catastrophes)

the best estimate of the time required to accomplish a task, assuming everything proceeds as normal

EXPECTED TIME (TE)

Time required for completion of any task (used in project planning)

a 4m b TE
6

IN YOUR PROJECT TASKS SKIP THIS CALCULATION AND ESTIMATE EXPECTED TIME DIRECTLY

SCHEDULING EXAMPLE

Consider 7 tasks A-G

Activity Predecessor
A B C A 2 3 4

Time estimates
Opt. (a) Normal (m) Pess. (p) 4 5 5 6 9 7

Expected time
4.00 5.33 5.17

D
E F

A
B, C D

4
4 3

6
5 4

10
7 8

6.33
5.17 4.50

5.17

SCHEDULING EXAMPLE
Some tasks can be done concurrently (A and B) while others cannot be done until their predecessor task is complete (C cannot begin until A is complete).

Activity Predecessor A B C D E F G A A B, C D E 2 3 4 4 4 3 3

Time estimates Opt. (a) Normal (m) Pess. (p) 4 5 5 6 5 4 5 6 9 7 10 7 8 8

Expected time 4.00 5.33 5.17 6.33 5.17 4.50 5.17

SCHEDULING EXAMPLE
Expected time has been calculated for each
Activity Predecessor A B C D E F G A A B, C D E 2 3 4 4 4 3 3 Time estimates Opt. (a) Normal (m) Pess. (p) 4 5 5 6 5 4 5 6 9 7 10 7 8 8 4.00 5.33 5.17 6.33 5.17 4.50 5.17 Expected time

The data in this table can be used to generate a project schedule and graphical descriptions

GRAPHICAL DISPLAY OF THE PROJECT PLAN

Dr Matt Murphy murphym@liv.ac.uk

Representing the Project Plan

The project plan comprises the WBS and the SCHEDULE (interdependencies and timings)

Project managers need to display this graphically to communicate, monitor and control project activity
There are 2 types of graphical presentation Gantt Chart Network Diagram

Gantt Charts
Type of bar chart that illustrates a project schedule.
start and finish dates of all elements of the work breakdown structure are shown Dependency relationships between activities are also often shown

Gantt Charts
ADVANTAGES
Been in wide use for long time most people know how to create and interpret Clear illustration of the hierarchy of tasks and activities in the WBS Effective in describing project progress against milestones & deliverables

DISADVANTAGES
Communicate little information per unit area of chart Become large and difficult to read for projects with >30 tasks Cannot fully show task relationships & dependencies Do not indicate detailed task timings such as EARLIEST/LATEST EVENT TIME, CRITICAL PATH, SLACK (more next lecture) Do not highlight activities with highest risk of failure or delay

Network Diagrams
Project schedules can most effectively be presented as Network Diagrams:
graphically portray the sequential relations between the tasks the total task duration and the earliest and latest possible start and finish times for each task are also calculated and displayed reveal which tasks are critical to on-time project completion help determine where extra effort to speed a task will have the greatest impact on overall project duration Are a consistent framework for planning, scheduling, monitoring, and controlling the project

Gantt Chart or Network Diagram

Business executives prefer the simplicity of Gantt Charts

Project managers require the detail and function of Network Diagrams

A network diagram for the same project

Network Diagram Conventions

Nodes (boxes) represent activities and contain key project schedule data: Activity description
Task # EST LST

Duration

Activity description
Duration Slack
Maylor

Start date End date MS Project

Arrows indicate precedence, or logical sequence of activities

Network Diagram example

a 1 01/07/04 20 day s 28/07/04 d 4 29/07/04 15 day s 18/08/04 j 10 19/08/04 8 day s 30/08/04

Activity description
Task # Duration Start date End date
b 2 01/07/04 20 day s 28/07/04

e 5 29/07/04 10 day s 11/08/04

f 6 29/07/04 14 day s 17/08/04

g 7 29/07/04 4 day s 03/08/04

i 9 04/08/04 18 day s 27/08/04

c 3 01/07/04 10 day s 14/07/04

h 8 15/07/04 11 day s 29/07/04

Network Diagram Techniques

A NETWORK DIAGRAM
explicitly defines and makes visible dependencies (precedence relationships) between the WBS elements facilitates identification of the critical path and makes this visible facilitates identification of early start, late start, and slack for each activity, potentially reduces project duration due to better understanding of dependencies leading to improved overlapping of activities and tasks where feasible

Two common approaches: The Program Evaluation and Review Technique (PERT) U.S. Navy The Critical Path Method (CPM) construction projects

Network Diagram Terminology

Based on estimations of task durations (TE- Expected Time), start times, and finish times :

EST / EET / EOT / EFT= Earliest Starting/Event/Occurrence/Finish Time The earliest any task can possibly start/finish based on timings of predecessor activities LST / LET / LOT / LFT= Latest Starting/Event/Occurrence/Finish Time

The latest a task can possibly start / finish without delaying project completion

Network Diagram Terminology

The difference between any tasks Latest and Earliest Finish time is the tasks slack:
the amount task completion can be delayed without impacting project completion date

Any path through the network along which no activities have slack is a Critical Path
any delay to task completion here will directly impact project completion

Detail on Timings, Critical Path and Slack next lecture

TASK 2

Dr Matt Murphy murphym@liv.ac.uk

SCENARIO
You are starting development on an empty retail unit. You have already raised the capital and bought the site. Legal contracts must be exchanged Both the dining area and the kitchen must be designed, built and furnished. Staff must be hired and trained The project ends on the day you open the restaurant. Use your imagination to consider all the other tasks involved in developing a new restaurant (marketing, supplier liaison, menu development etc)

WORK BREAKDOWN STRUCTURE

You are required to complete a WORK BREAKDOWN STRUCTURE for the completion of this project. You are expected to break the tasks down into 3 levels below the project title. WORK PACKAGES, then MILESTONES & DELIVERABLES, and then individual TASKS. You should aim for 4 or 5 Work Packages, each containing a maximum of 8 Tasks You should do this on paper first, then enter into MS Project

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

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 commences to 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 the tasks and sub-tasks that could be required
YOU WILL NEED TO USE THE DATA IN THE INFORMATION PACK

GANTT CHART & NETWORK DIAGRAM

You will use MS Project to create a Gantt Chart
You will learn how to switch to Network Diagram view

You will learn how to read a Network Diagram to understand the Critical Path and the tasks on it
You will consider how you might modify timings and scheduling to take tasks off the critical path This is hard we havent covered it yet but I want you to think about it before next lecture

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

Project 2007 or Project 2010