Building a Project Work Breakdown Structure : Visualizing Objectives, Deliverables, Activities, and Schedules (Paperback)

II. Preplanning Activities and Issues Preplanning Issues Opening Issues Issue: Do Not Ask if You Do Not Plan to Use! Issue: Your Personal Management Style Issue: How Important Is the Project to Your Organization? Issue: Write Your Management Style into Your Project Charter Issue: Will Your Organization Accept Results? Issue: Can You Pull This Off? Sources of Deliverables Project Deliverables Requirements Document Client’s Own Words Objective Statement Only Your Planning Team No Definition at All Timing of Planning Session A Question of Timing How Many Days? How Many Hours per Day? Specific Preparations Communications Personal Calendars Planning Session Site Handouts Supplies Break Materials II. Executing The Eight Step Process Step 1: Find the Project’s Deliverables Background Deliverable versus Activity Orientation All Projects Have Physical Deliverables The Best Source of Deliverables Expectations Just-In-Time (JIT) Training Do Not Add Any Deliverables, Even If You Know They Are Missing Find the Deliverables ? Nouns Only Write Out the Post-Its® Let’s Practice: Step 1 Hints Different Types (Colors) of Post-Its® Do Not Be Concerned with Duplicates A Good Method for Analyzing Be as Neat as Possible Step 2: Build and Review the Initial Product Breakdown Structure (PBS) Background (Build) The Top Component of the WBS JIT Training (Build) The Initial Build of the PBS A PBS Can Have Different Depths (Level of Detail) Let’s Practice: Part One Build Your Working Surface Assemble the PBS Hints (Build) PC Software or Not? Background (Review) JIT Training (Review) Let’s Practice: Part Two Hints (Review) Objectives of the Presentation Play a Little Trick Progress Reporting Style Other Display Techniques Step 3: Building Down the PBS Background JIT Training Successive Decomposition A Question of Granularity Approaches for the Build-Down Client’s Deliverables Process Deliverables Project Deliverables to the Fourth Level Sources for More Detailed Deliverables Exceptions Hints The PBS Is a Work in Progress Show Your Work: Leave It on Post-Its® The Project Management Leg® Issues/Problems/Risks The Parking Lot An Assumption Step 4: Establishing the Activities Background Most Project Managers Start Here Their Time Is Yours Time Boxed Are You Ready? JIT Training Restate the Project’s Purpose How Much to Plan Assembly Points Gaining Team Buy-In Let’s Practice Hints Step 5: Building the Physical Logical Diagram (The Network) Background The Network Is a Time-Oriented Diagram The Most Common Network Flaw JIT Training Program Evaluation Review Technique (PERT) Critical Path Method (CPM) Precedence Diagramming Method (PDM) Lag How the Network Goes Together Where to Build the Network Organized Sub-teams if Necessary How to Get Started Ask the Right Question Parallel Paths Interconnect the Sub-team Networks Now Combine It All How to Draw Arrows Keep the PBS Current Let’s Practice Hints The Quality Step Do Not Let It Drag Out Another Value Your Facilitation Do Not Get into Details Not Needed Step 6: Assigning the Resources Background JIT Training Who Defines the Resources? Where Do the Resources Go? Keep Track of Any Codes Let’s Practice Hints Later, Combine Steps Step 7: Estimate the Durations Background Questions and Doubts JIT Training Handling a "Stiff Arm" The Critical Path No Estimate? There Can Be Reasons A PERT Estimate Handling Multiple Resources Best Estimates but Not Their Tightest Estimates in Days Where to Place the Duration Duration versus Workload Let’s Practice Hint Step 8: Verify the Project Timeline Background JIT Training Three CPA Methods Dates versus Absolute Days All Paths Method The Zero Method The One Method Critical Path Analysis (CPA) Early Dates Late Dates Forward Pass Backward Pass Float Different Floats Resource Allocation Different Critical Paths Show Your Work Let’s Practice Hints Tendency to Make Changes The Second Pass First Pass and Backward CPA CPA and the Project’s Target Date Big Problem or Error? When to Use PC Software When Not to Use PC Software Keep Their Attention What Are You Changing Now? Do Not Schedule Yet III. Post -Planning Activities Second Pass Why a Second Pass? Adjust the Timings New Rules New Rule Applied and Added Value Another Timing Parameter Kickoff Manual Scheduling Shop Calendar Early Start Early Finishes Float Hint Scheduled Network Background PC Software versus Manual Clean It Up Lay Out the Gantt Chart Other Orders Where to Put the Scheduled Network Tracking and Reporting Keeping Track of Progress Who Reports Actual Performance? An Additional Value of Progress Reporting Time-now Other Uses Analysis Resource Allocation Rough Cut Review the Situation IV. Some Basic Project Management Issues Let’s Practice: Case Study Summary Step 1 Step 2: Part One (Build) Step 2: Part Two (Client Presentation) Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 History and Lessons Learned History Lessons Learned Timing Frequently Asked Questions (FAQs) FAQs Related to the Session FAQs Regarding Post Session FAQs Regarding Project Management in General Essay: The WBS ? Worth a Second Look The WBS and Its Origin Our Understanding of How the WBS Has Evolved The Search Sources of Our Understanding How to Best Build and Use the WBS Index