Work Elements 5.1 Work Packages (Work breakdown structure) Project decomposed into tasks; definitions of tasks 5.

.2 Dependencies Precedence relations among functions, activities and tasks 5.3 Resource Requirements Estimates for resources such as personnel, computer time, special hardware, support software. 5.4 Budget and Resource Allocation Connect costs to functions, activities and tasks. 5.5 Schedule Deadlines, accounting for dependencies, required milestones Each work package has to be uniquely defined. Identification may be based on a numbering scheme and/or descriptive titles. A diagram depicting the workbreak down structure into activities, subactivities and tasks my be used to depict hierarchical relationships among work packages. A work product is any tangible item that results from a project function, activity or task. Sometimes we call a work product also artifact. Deliverables are those work products that are to be delivered to the customer. The quantities, delivery dates and delivery locations are specified in the project agreement Creating Work Packages Work Breakdown Structure (WBS) (Section 5.1) Break up project into activities (phases, steps) and tasks. The work breakdown structure does not show the interdependence of the tasks The identification of the work breakdown structure is an instance of object identification and associating these objects Let's cover in a little bit more detail the work elements First we begin by working to understand what the customer and users want. We list all the items that the customer expects to see during the development of the project. These items are called deliverables and can included anything the customer wants demonstrated or delivered as part of the project agreement. Note that the Workbreakdown structure is very much like a to-do list. It is useful to use a word processor that allows an outline feature, or a project management tool to start with a to-do list. Listing all the to-dos and ordering them into a hierarchical relationship (Task A consists of the subtasks A1, A2, ...) is the first activity of producing a project plan. The next step in the formulation of a project plan is to identify any dependencies between activities, tasks or functions. Note that dependency is another relation different from the consists of relation. Dependency is a relation between two tasks, activities or functions that denotes must be preceded by. If task A depends on another task B , in general it means that task B has to precede task A, otherwise task A cannot start or cannot get done.WBS Trade-offs Work breakdown structure influences cost and schedule Thresholds for establishing WBS in terms of percentage of total effort: Small project (7 person-month): at least 7% or 0.5 PM Medium project (300 person-month): at least 1% or 3 PMs Large project (7000 person-month): at least 0.2 % or 15 PMs

 Determination of work breakdown structure is incremental and iterative Dependencies and Schedule (SPMP Section 5.2 + 5.5) An important temporal relation: must be preceded by Dependency graphs show dependencies of the tasks (hierarchical and temporal) Activity Graph: Nodes of the graph are the project milestones Lines linking the nodes represent the tasks involved Schedule Chart (MS-Project): Nodes are tasks and milestones Lines represent temporal dependencies Estimate the duration of each task Label dependency graph with the estimates Project Management Tools for Work Packages Visualization Aids for Project Presentation Graphs (Schedule), Trees (WBS) Tables (Resources) Task Timeline Gantt Charts: Shows project activities and tasks in parallel. Enables the project manager to understand which tasks can be performed concurrently. Schedule Chart (PERT Chart) Cornerstone in many project management tools Graphically shows dependencies of tasks and milestones PERT: Program Evaluation and Review Technique A PERT chart assumes normal distribution of tasks durations Useful for Critical Path Analysis CPM: Critical Path Method Project: Building a House Activity 1: Landscaping the lot Task 1.1: Clearing and grubbing Task 1.2: Seeding the Turf Task 1.3: Planting shrubs and trees Activity 2: Building the House Activity 2.1 : Site preparation Activity 2.2: Building the exterior Activity 2.3: Finishing the interior Activity 2.1 : Site preparation Task 2.1.1: Surveying Task 2.1.2: Obtaining permits Task 2.1.3: Excavating Task 2.1.4: Obtaining materials Activity 2.2: Building the exterior Task 2.2.1: Foundation Task 2.2.2: Outside Walls

 Task 2.2.3: Exterior plumbing Task 2.2.4: Exterior electrical work Task 2.2.5: Exterior siding Task 2.2.6: Exterior painting Task 2.2.7: Doors and Fixtures Task 2.2.8: Roof Activity 2.3 : Finishing the Interior Task 2.3.1: Interior plumbing Task 2.3.2: Interior electrical work Task 2.3.3: Wallboard Task 2.3.4: Interior painting Task 2.3.5: Floor covering Task 2.3.6: Doors and fixtures Any task or activity can be described with a set of parameters: The precursor (set of tasks to started/finished before this task can start) The duration (Length of time it will take to finish the task) The due date (for example due to a contractual deadline) The endpoint (usually a milestone) Activity Graph for Activity Building a House
STAR T Build Outside Wall 1. 2 1. 1 1. 3 Buy Materials 1. 4 Lay Fou ndation 2. 1 Build Outside In stall Exterior Plumbing 2. 3 In stall Exterior Electrical 2. 4 In stall Exterior Siding 2. 5 Paint Ex ter ior 2. 6 In stall Exterior Door s 2. 7 In stall Flo oring In stall Roo ng 2. 8 2. 6 3. 4 3. 6 3. 3 3. 2 In stall Wallboar d Paint I nterior 3. 5 In stall Inter ior Doo rs 2. 2 Wall In stall Inter ior P lumbing 3. 1 In stall Inter ior Elec tr ic al Sur veying Excavation

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Note the possible parallelism in the activity graph: The Exterior and Interior work can be done in parallel. However, none of these activities can be started before the Outside Wall is complete. Finishing the outside wall in time therefore is an important task. PERT Chart Example for "Building a House" This is another view of the project plan for building a house. Instead of an activity chart we are using a PERT chart. PERT charting comes from a technique called Program Evaluation and Review Technique, a popular technique for determining critical paths in a project.A critical path is the minimal amount of

time it will take to complete a project, given estimates for the duration of each of the tasks. In addition, the critical path method reveals those tasks or activities that are most critical to completion. To determine the critical path in a project we have to learn the notion of slack time. For each node in our graph we comput two times: Real (Estimated) time and available time. The estimated time of a task is the time estimated for its completion. The available time is the amount of time available according to the overall schedule. Slack time is the difference between available and estimated (real) time for a task: