1. 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
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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.”

2. 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
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3. How Projects Really Work
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4. Did you relate to the video
Did you relate to the video? Please share your responses in the contribution bar.
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5. 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?
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Answer questions in the contribute bar

6. How to create a project Schedule: Self Discovery
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How to create a project Schedule: Self Discovery

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

8. 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
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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.”

9. Tips for project scheduling
Layout: exercise tips

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

11. 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

12. 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.

13. 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.

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

15. 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”

16. 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

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

18. 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.

20. Action Plan Tools & Takeaways