Create a project schedule PM 102 Do Say Introduce self Say hi to people Tell people to type in location Show where you can get workbook Introduce Class ------- SWITCH TO INTERACT LAYOUT Have them fill out poll Have them chat in contribution bar (“Hello from _____, [title]) “we have ____ people in class today, so if you haven’t answered, please go ahead and do that.”

Learning Objectives How to create and maintain your project schedule Explore different types of work breakdown structures Learn four keys to a successful WBS Review Sample Work Breakdown Structures SWITCH TO LAYOUT INTRO ---------

How Projects Really Work SWITCH TO VIDEO LAYOUT ----

Did you relate to the video Did you relate to the video? Please share your responses in the contribution bar. SWITCH TO DEBRIEF LAYOUT

What is it important to keep in mind when scheduling a project What is it important to keep in mind when scheduling a project? What challenges can you encounter when creating a project schedule? SWITCH TO SELF DISCOVERY LAYOUT ---- Answer questions in the contribute bar

How to create a project Schedule: Self Discovery SWITCH TO DEBRIEF LAYOUT How to create a project Schedule: Self Discovery

Tips for project scheduling LAYOUT: HOW TO CREATE A PROJECT SCHEDULE

1. Realize the importance of the schedule. 2. Determine the availability of team members. 3. Build the schedule around deliverables. 4. Include regular milestones. 5. Expect the schedule to change. 6. Have a process for managing change. AT THE END SWITCH TO EXERCISE TIPS LAYOUT --- Realize the importance of the schedule.  The schedule should become the focus and the primary tool for managing the project. Project managers and management teams often do not put enough emphasis on the schedule. A good schedule touches every knowledge area and process group in A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Determine the availability of team members. Project team members are the workers’ Who will be available to work on the project? Are there any gaps? Are the team members stretched too thin anywhere? This is especially important when the budget is tight. After the team has been established, ask for the team members' input on the schedule in order to ensure it is reasonable. Also determine the availability of the sponsor Build the schedule around deliverables. What is a deliverable? What will be delivered at what time? Deliverables are tangible and verifiable and must meet predetermined standards to be complete. Include regular milestones. Establish milestones in the schedule and check them frequently. Common Milestones include: Phase transitions  They are typically divided into six basic stages: information gathering, or marketing research, planning, design, development, testing, and delivery. Rates of Completion  e.g., 25, 50, 75, and 100 percent. A good choice when a project is easily measurable Performance recognition milestones  recognize the quality of the work performed. (days without an accident, deliverables met on time, ect) Completion of a major deliverable Expect the schedule to change. Realize that the schedule is not permanent because project tasks and stakeholder needs will fluctuate constantly. The schedule is really an assumption about what might happen and when. It is your job to know the reason for any variation and to make appropriate changes to the schedule to meet the changing project landscape. Have a process for managing change. Establish a process For example: if a proposed change would make the project more than a day late, the client or a change-control board must first approve it.  Watch for “hangers.” every task should have at least one successor. The obvious exceptions are the project start milestone, which has no predecessor, and the project complete milestone, which has no successor. 7. Watch for “hangers.”

Tips for project scheduling Layout: exercise tips

Create and maintain your project schedule Layout: Create and maintain your schedule

How to Create & Maintain Your Project Schedule I. Work Breakdown Structure II. Activity List III. Network Diagram Estimate Activity Duration Project Schedule SWITCH TO CREATE AND MAINTAIN YOUR SCHEDULE ----------

WBS break down the work What Does the WBS do? Create an overview of the project. Break the project into smaller sub-projects. Identify the project's activities and deliverables. Estimate the effort and costs required for each activitiy or deliverable.

Deliverable: Work Package: Activity List: Element of Work: Any unique and verifiable product, result, or capability to perform a service that must be produced in order to complete a process, phase, or project. Sub-Deliverable: A component of a deliverable. Work Package: A deliverable or project work component at the lowest level of each “branch” of the work breakdown structure.--a product that cannot be further decomposed. Activity List: The complete list of scheduled activities for a project. Deliverable: Any unique and verifiable product, result, or capability to perform a service that must be produced in order to complete a process, phase, or project. (Project Management Institute, 2008) Sub-Deliverable: A component of a deliverable.   Work Package: A deliverable or project work component at the lowest level of each “branch” of the work breakdown structure—i. e. a product that cannot be further decomposed. (Project Management Institute, 2008) Activity List: The complete list of scheduled activities for a project.   Activity or Task: A component of work performed to produce a deliverable. (Project Management Institute, 2008) Element of Work: An activity that is required to complete a project but is too small to be elevated to the rank of work package. Elements of work are not included in a WBS. (G. Michael Campbell, 2007) Activity or Task: A component of work performed to produce a deliverable. (Project Management Institute, 2008) Element of Work: An activity that is required to complete a project but is too small to be elevated to the rank of work package. Elements of work are not included in a WBS.

Successful WBS Created with input from Project Team Deliverables & Activities are measurable Capture 100% of the work Accompany tasks with narrative

Information Architecture FUNCTION WBS WEB SITE Information Architecture User Testing Site Map Client Meeting Development Team Site Functionality Convert Design to HTML Client meeting Designers Graphic Design Design Document QA Team QA Trouble Ticket Log QA Test Report Switch to VIDEO WBS LAYOUT Based on department or job role Include what department will “be in charge of”

Architecture Document DELIVERABLE WBS WEB SITE Architecture Document Final AI Revision Doc User Test Results Initial Site Map Database Integrated Graphic Design Testing Document DB Map Graphic Design Revision B Revision A Design Document Clear Bug Log QA Trouble Ticket Log QA Test Report * Also called “verb” based or “bottom up” WBS * Often used before a Phase-Based WBS

PHASE WBS * Also called “noun” based or “top down” WBS * MS Project is the most popular Phase-based WBS program

Deliverables and activities should be measurable and auditable. The WBS should be created with the input of those who will be doing the work. Deliverables and activities should be measurable and auditable. Follow the 100% rule. The WBS should capture 100% of the work defined by the project's scope and should not include any work that falls outside. A narrative should accompany the WBS. To provide more detail, label each box in the WBS with a reference number citing the relevant part of the narrative document.

Action Plan Tools & Takeaways