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PLANNING
INVOLVES THE ESTABLISHMENT OF CLEAR AND PRECISE OBJECTIVES IN ORDER TO REACH A FINAL, STATED GOAL
ORGANIZING
ASSEMBLY OF NECESSARY RESOURCES FOR CARRYING OUT THE WORK DEFINED IN THE PLAN
CONTROLLING
MONITOR AND MAINTAIN AS THE PROJECT PROGRESSES
CHANGE
INSTITUTING MECHANISMS NEEDED FOR SITUATIONS THAT REQUIRE CHANGE
Weiss & Wysocky, 1992. Sustainable Project Management, 2005
What is the problem/opportunity? What is to be done? Who is responsible for the project? When must the project be completed?
Weiss & Wysocky, 1992. Sustainable Project Management, 2005
WBS is a simple decomposition process, i.e. a hierarchical representation of the project. WBS identifies the activities that must be done tobegin and complete a project. WBS involves the envisioning of the project as a hierarchy of a goal, objectives, activities, subactivities and work packages. Milestones are events that signify the accomplishment or completion of major deliverables during a project.
Step 2:
Partition each objective into the activities that must be done in order to accomplish the objective.
Step 3:
For each activity having one or more missing characteristics divide that activity into the subactivities comprising it.
Step 4:
Repeat step 3 until all subactivities have the characteristics desired.
Step 5:
The lowest-level subactivities in the hierarchy will be the basis of the work packages that must be done in order to complete the project.
History
developed by Henry Gantt (1861-1919) First used in Frankford ammunition shops in 1914 (World War I Naval Ships) Milestone markers, time outlines Took 80 years to add task dependecies popular since inception and is widely used today precusor of CPM/PERT
Weiss & Wysocky, 1992. Sustainable Project Management, 2005
Graph with bar representing time for each activity Ideal for starting project work description schedules and plans activities
Weiss & Wysocky, 1992. Sustainable Project Management, 2005
Helps identify
start of activities end of activities slack time
amount of time an activity can be delayed without delaying the project
PERT Charts
Grouped by most critical path Dependencies are clearly identified Task times are included in boxes / circles
Duration
TASK A
TASK B
TASK C
TASK E
TASK I
Fri 2/9/01
Fri 2/9/01
2 days
0 days
TASK F
TASK G
Slack Time
TASK H Thu 2/15/01 1 day Tue 2/20/01 3 days
Estimating Activity Cost: Labor Materials Other direct (travel, telephone, contracted services, etc.) Indirect (overhead) CPM = Critical Path Method (sequencing and identifying critical project activities)