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“The Softer Side of Scheduling”
How simple, non electronic, collaborative efforts make for a more robust, accurate and better functioning project schedule.
Sreedhar “Sree” Yedavalli, PMPTechnical Project ManagerSamsung-WorldLink
Thursday, February 18, 2016, 5:01PM
•Temporary - Defined Start and End dates•Unique deliverables (Product, service result)Project• Group of similar, but distinct,
projectsProgram
• Collection of programs and projectsPortfolio
About ProjectsYedavalli – Scheduling2
XYVEX Labs
ProductsSTM LITHOGRAPHY CONTROL SYSTEM
Project 1 – New HDL Scripting
Project 2 – Position Controls upgrade
mechanism
ZETCHER™
Project 1 – Software Customization - UTD
Project 2 – Hardware Upgrade
ServicesProject 1 –
Stainless Steel metalworking for
SY, Inc.
Project 2 – At installation
materials, Dallas Art Festival
ResearchGrant#1 –
DoE Nanite manipulation
SBIR to DoD Application
Portfolio List?
Portfolio
Programs &
Projects
Projects
Yedavalli – Scheduling3
Master Schedule6.6.3.2
Stakeholders 2.2.1
WBS5.4
Activity List and Gantt
6.2.3.1
Project Charter
4.1
About Scheduling
Yedavalli – Scheduling4
Work Breakdown Structure
WBS = Hierarchical decomposition of the TOTAL SCOPE OF WORK to be carried out for the project.
100% Rule = the WBS includes 100% of the work defined by the project scope and captures all deliverables – internal, external, interim – in terms of the work to be completed, including project management.
Key project deliverable that organizes the team's work into manageable sections
PMBOK & MIL-STD-881C
Yedavalli – Scheduling5
WBS Will help you organize Personnel assignments Activity List - Major and minor tasks Material acquisition – when and how
much Asset allocation – the tools you need
and when you need them.
Why a WBS?6 Yedavalli – Scheduling
“The Group Hug” All stakeholders, management and
key personnel involved in the project Representatives from consultants or
vendors One room, one day, all out free for all (Example on Whiteboard)
Who does the WBS?7 Yedavalli – Scheduling
Creates a hierarchy within the project. Defines the “Project Manager” Defines the “Project Sponsor” Defines deliverables
How WBS benefits you?
8 Yedavalli – Scheduling
9 Yedavalli – Scheduling
Complete – make sure that we do not forget anything (what we forget here will not be part of further project planning, and thus, can cause time delays and additional costs).
Free of contradictions – check if the WBS contains any work packages with contradicting or inconsistent specifications or descriptions (of pre-conditions, expected results, etc.), and revise accordingly.
Work packages on lowest level - clearly specifying responsibility, pre-conditions, expected results, necessary skill levels, special expertise, so that we have a reliable basis for estimation of effort and duration (minimum requirement: verb + object).
Criteria of a WBS10 Yedavalli – Scheduling
"80 hour rule – no activity at the lowest level to produce a single deliverable, should be more than 80 hours of effort.
If the project team is reporting progress monthly, then no single activity or series of activities should be longer than one month long.
“Common sense" when creating the duration of a single activity or group of activities.
Level of Detail11 Yedavalli – Scheduling
Other Benefits to WBS & PM
12 Yedavalli – Scheduling
Better project budgeting – complete projects in less time with less money
Predictability – reduce unknowns in project process
Control scope – reduce the risk of adding unnecessary scope to an ongoing project - “Scope Creep”.
Better solutions – planning with client or stakeholders leads to better outcomes that weren’t originally understood.
Resolve problems more quickly – stick to the plan!
Resolve future risk before problems start.
Better product, better service, better outcome. Avoids “bad” projects
More metrics and fact based decision making
Improved work flow and work environment