203wbs Network Gantt Chart

T l & t h iTools & techniquesWBS, network, Gantt chart, ,

Managing projects

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TopicsTopics

• Work breakdown structure• Sequencing Activities• PERT & CPM• Network diagrams• Gantt chart• PCs and Project Management Software


Breakdown StructuresBreakdown Structures

• Different types of BSDifferent types of BS– CWBS: Contractual WBS– OBS: Organisational WBSg– RBS: Resource WBS– BOM: Bill of Materials– PBS: Project Breakdown Structure


Work Breakdown StructureWork Breakdown Structure• Breaking the project down into more manageable g p j g

pieces is known as creating a work breakdown structure (WBS).

• A WBS defines the work to be completed in the project.A WBS defines the work to be completed in the project. • It is a graphical representation (diagram) of the project

showing its component parts.Th k t ll l l f th WBS h ld b d fi d i• The work at all levels of the WBS should be defined in terms of results, or deliverables, it is intended to achieve for:– It gives better control of scope.– It gives a more stable plan.– It gives more visible control.


DiscussDiscuss

• What are the benefits of WBS? ListWhat are the benefits of WBS? List down 3 benefits of WBS

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Creating a WBSCreating a WBS• When creating a WBS for the first time, the following

information should be available:information should be available:– Activity.– Activity Title.– Duration of Activity.y– Successor Activity.– Personnel.– Direct Costs.

Predecessor Activity– Predecessor Activity.• Use the categories that make up the project:

– The WBS diagram does not have to be symmetrical.– Every box is a summary of the boxes in levels below it.y y– The final box in each level must end in a deliverable.– The lowest level activities are called work packages, this is lowest

detail you wish to describe and control.– All the boxes must equal the complete project.All the boxes must equal the complete project.


Simple Approach for Creating the WBS

• Gather Project TeamGather Project Team• Provide Team Members with Pad of Sticky-

Notes• Team Members Write Down all Tasks They

can Think of.• Sticky-Notes Placed and Arranged on Wall


An Example of WBSAn Example of WBS


WBSWBS


Gantt chartGantt chart


ExerciseExercise• Take your course as a project.Take your course as a project.• Create a WBS for completing your course titled

“Managing Project” g g j

• Break into 3 groupsBreak into 3 groups• Discussion (15 minutes)• Draw WBS (10 minutes)Draw WBS (10 minutes)


Organisational Breakdown Structure

• The OBS gives a division of responsibility.The OBS gives a division of responsibility.• It emphasizes the clear allocation of

responsibilities.p• Most software systems also have a link

between the WBS and the OBS.


Sequencing ActivitiesSequencing Activities• One of the most important parts of project planning is p p p j p g

determining the logical flow of all the project activities.• It establishes the logical relationship between the

ti iti i t k diactivities using a network diagram.• A network diagram shows the activities and the logical

relationships among those activities.relationships among those activities.• The method used to determine this relationship is

called the Precedence Diagramming Method (PDM).• The PDM method was developed from the activity on

node (AON) method.


Activities-on-nodeActivities on node

Task(Time duration)

Activities in parallel

Activities in series


Activities in series

Activities-on-ArrowActivities on Arrow


RelationshipsRelationships• Two basic relationships:

– Activities in series: activities are carried out one after another.– Activities in parallel: activities can be performed at the same time.

• To create a network diagram for you should use the following tsteps:

1. For each activity, work out the relationships with other activities. That is, determine where each activity depends on other activities.2 List the activities into a logical sequence2. List the activities into a logical sequence.3. For those activities that are not dependent on each other a separate path should be formed.4 Each activity must be dependent on the activity that4. Each activity must be dependent on the activity that immediately goes before it.5. Go over the sequence to make sure it is logical and makes sense


PERT and CPMPERT and CPM• Late 1950s

– Program Evaluation and Review Technique (PERT)• Lockheed Aircraft/US Navy• Probabilistic activity durations (Stochastic)

Critical Path Method (CPM)– Critical Path Method (CPM)• Rand Corporation/Du Pont• Deterministic activity durations

• ActivityActivity– task or set of tasks– use resources

• EventEvent– state resulting from completion of one or more activities– consume no resources or time– predecessor activities must be completedp p


PERT and CPMPERT and CPM• Milestones

– events that mark significant progress• Network

– diagram of nodes and arcsdiagram of nodes and arcs– used to illustrate technological relationships

• Pathi f t d ti iti b t t t– series of connected activities between two events

• Critical Path– set of activities on a path that if delayed will delay completion

f jof project• Critical Time

– time required to complete all activities on the critical path


Critical PathCritical Path


Table 2-1 A Sample Set of Project Activities and Precedencesand Precedences

Task PredecessorTask Predecessora --

bb --

c a

d b

e b

f c, d

g eg


Figure 2-1 Stage 1 of a Sample AON Network


Figure 2-2 Stage 2 of a Sample AON Network


Figure 2-3 A Completed Sample AON Network


Figure 2-4 Stage 1 of a Sample AOA Network


Figure 2-5 Stage 2 of a Sample AOA Network


Figure 2-6a A Completed Sample AOA Network


Figure 2-6b A Completed Sample AOA N t k Sh i th U f D T kNetwork Showing the Use of a Dummy Task


Figure 2-7 Information Contents in an AON Node


Figure 2-8 The Critical Path and Time for Sample Project


Calculating Activity SlackCalculating Activity Slack

• Slack or FloatSlack or FloatLST - EST = LFT - EFT = Slack


Figure 2-11 A Modified Version of MS Project Network


ExerciseExercise

– Draw an activities-on-arrow network toDraw an activities on arrow network to represent project of digging a well based on following informationActivities identifier

Activity Predecessors Duration (Weeks)

A Clear site - 1B Obtain material - 2C Obtain pump - 4D Prepare apron A B 2D Prepare apron A, B 2E Dig well D 5F Install pump C, E 1G T i i t i C 2


G Train maintainers C 2H Run trials F, G 2

Gantt ChartGantt Chart

• Gantt charts are bar charts that display aGantt charts are bar charts that display a schedule of all the activities.

• Named after Henry Gantt who invented them yin the First World War.

• Easy to see the relationships between the y pactivities and time.


Figure 2-12 A Gantt Chart of a Sample Project


Figure 2-13 A Gantt Chart of Sample Project Showing Critical Path, Path Connections, Slack, S o g C t ca at , at Co ect o s, S ac ,

EST, LST, EFT, and LFT


Figure 2-14 A Gantt Chart of a Day Care Project Showing Expected Durations, Critical Path, S o g pected u at o s, C t ca at ,

Milestone, and Resource Requirements


ExerciseExercise


PCs and Project Management Software

• The computer is now an integral part of the p g pproject manager’s information and control system.S f i d b l d• Software is used by mangers to plan and control projects.

• There is now complete acceptance of project• There is now complete acceptance of project management software to help project teams with their tasks.

• Project management software cannot control or manage the project.


SummarySummary• Feasibility study helps us identify whether the y y p y

proposed project is likely to be successful.• Project planning starts with the project lifecycle and

project feasibility to test whether the project is feasibleproject feasibility to test whether the project is feasible or not.

• The stages in the life cycle model are apt to run into problemsproblems.

• The Work Breakdown Structure (WBS) breaks the project down into manageable chunks.

• Critical Path Analysis (CPA) gives us a structure approach to planning.

• Project planning can be likened to a modeling exercise.Project planning can be likened to a modeling exercise.

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ReferencesReferences• Burke, R. (2003) Project Management, Planning and , ( ) j g , g

Control Techniques. John Wiley and Sons.• Field, M., Keller, L. (1998) Project Management. Open

U i itUniversity.• Jordan, E.W. and Machesky, J.J. (1990) Evaluation,

Design, and Implementation, Boston, MA, PWS-KentDesign, and Implementation, Boston, MA, PWS Kent • Richman, L. (2002) Project Management Step-by-Step.

AMACOM.• Weiss, J and Wysocki, R. (1994) 5 Phase Project

Management:APractical Planning and Implementation Guide. Addisn-Wesley, Reading, Mass.Guide. Addisn Wesley, Reading, Mass.


203wbs Network Gantt Chart

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