Lesson 5 Overview

In past lessons, we have explored project scope, deliverables, and assembling a project team. You have reviewed the RFP for the City of Metropolis Geodatabase Development Project and prepared a project charter as a foundation for launching project work. This lesson focuses on developing a detailed work plan and schedule. You will look more closely at project scope and deliverables and create a project plan in the form of a work breakdown structure (WBS) for the City of Metropolis project.

Learning Objectives

By the end of this lesson, you should be able to:

• Develop skills to describe how a project scope is addressed through an organized set of tasks.
• Describe the importance, use, and design approaches of a Work Breakdown Structure (WBS).
• Understand task relationships and factors that impact task and project timing.
• Describe the Gantt chart's use as a tool to help visualize planned project tasks or task schedule status.
• Acquire basic familiarity and skills with the use of project management software.

See the checklist page for readings, quiz, and assignment work in this Lesson.

Questions?

If you have questions or would like to brainstorm this week's topics, contact the instructor by phone or email. Also, feel free to contact your follow students via the Discussion Forum or email.

Lesson 5 is one week in length. (See the Calendar for specific due dates.) To finish this lesson, you must complete the activities listed below. You may find it useful to print this page out first so that you can follow along with the directions.

A work breakdown structure (WBS) organizes project work into manageable tasks which are necessary to carry out and complete the project. The WBS focuses on the work activities, completion of defined deliverables, and the timing of tasks (taking into account all factors and constraints that impact the start and end dates of tasks). The WBS is the "meat" of the plan because it describes the work required to meet project objectives. John Dewey (of the Dewey Decimal System) said, "a problem well-stated is half-solved". The same can be said about a project--clearly stating objectives and defining an approach for project work gets much of the way toward a successful project.

The WBS presents project tasks in a hierarchy, with major (top-level) level tasks and subtasks. Table 5-1 below shows a WBS task hierarchy for a portion of a project involving GIS database design and development. This includes a top-level Task #4 with a WBS task hierarchy 3-levels deep with subtasks and sub-subtasks.

Some important terminology is important to understand how a WBS is created:

A summary task is any task in a WBS that has subtasks below it. In Table 5-1 above, the top-level Task #4 is a summary task as are Task #s 4.1, 4.2, 4.3, and 4.4. A subtask is any task below a summary task in a WBS hierarchy. The bottom level subtasks in a WBS hierarchy (no subtasks below them) are called work tasks or work packages. It is important to understand that these work tasks are where the work actually occurs--all summary tasks at upper levels in the WBS hierarchy just serve as headings (like outline headings) to organize the project work. Some other task type terms are used to describe special task characteristics:

• a recurring task is a work task in which a work activity occurs according to a fixed schedule (e.g., planned project status meetings that occur on a specific day at 2-week intervals);
• a milestone task is a work task that either occurs at a single point in time (e.g., submittal of a deliverable) or is presented as a single end point in a task duration;
• a split task is a work task in which there is a defined interval, within the overall task duration, during which no project activity occurs.

Take another close look at the WBS work plan excerpt above in Table 5-1.  See the bold text (these are all Summary Tasks). Think of these Summary Tasks like headings in a technical report---that's what they are--just topic headings that organize the project work into groupings of related activities.  The real work actually gets done in "Work Tasks" or "Work Packages"--the lowest level of a task hierarchy (e.g., Task 4.2.6). The Summary Tasks then should identify and organize ALL work in the project, and the lowest level Work Tasks should describe how that work gets done. Subtasks under a summary task should cover all work encopassed by that summary task. The trick in preparing a work plan (WBS) for any project is first to see the whole picture (i.e., project objectives and deliverables) and then to figure out how to organize the work in the way that is most efficient.

A WBS for a project may be created as a table (e.g., using Office software like Word or Excel). It has become increasingly popular for project planners to use automated project management software (e.g., Microsoft Project or Project Libre) which provide efficient tools to enter tasks, set the WBS hierarchy, establish timing relationships among tasks, and present the WBS in different types of report or "views" such as a Gantt chart (with bars showing task duration).

The WBS is often created by one of three approaches. With each approach, project planning requires some subject matter understanding about the work being planned and, most often, some research, review of past projects, and communication with other project managers, to estimate time requirements.

The analogy approach uses a similar WBS (prepared for another project) as a starting point. If you are working for a consulting firm that does similar projects for the same client, this approach may be simple and effective. Such an approach is greatly facilitated if the consulting firm keeps good records and has archives of past projects.

The top-down approach begins with the final or largest deliverables. Then, all of the components that make up these deliverables are identified. This process continues to greater and greater detail until all work packages are identified. A project manager attempting to do this alone had better have significant experience or technical background in all aspects of the project. Input from technical team members can also be vital, especially as project activities are mapped to lower and lower levels.

The bottom-up approach involves intense team participation. Members begin by identifying as many specific tasks as possible, and then group these tasks into larger project activities. These project activities may then be grouped into more and more comprehensive activities, until the final deliverables for the project are planned. This approach can be very effective for scope and time planning because it can potentially involve input and consensus from the entire team. For the same reasons, however, it can be a very time-consuming process for putting together a WBS work plan.

Whichever basic approach is used (including some combination of the above), work planning and scheduling demands some serious attention because the efficiency of work and the way in which resources are allocated depend on this.  Project work planning gets easier if the organization and the project manager has past experience in similar projects. When handed an assignment for project planning for which the level of experience is not too high, it is important to ask questions, do research, and call on colleagues within and outside your organization to prepare a solid work plan that covers all work in an efficient way. Get a solid understanding of the scope and deliverables and make that WBS task hierarchy fully inclusive of all work and support activties required to get the project completed.

If only one individual is working on a project, time management for the project is pretty simple. However, if a team of individuals is working on the project, timing becomes more complex due to dependencies of work tasks with multiple people contributing to many of the tasks. In projecting timing for tasks, it is important to understand the difference between duration time and resource time. The term duration normally refers to the calendar time from the start of a task to its completion (start and end dates). This is different from resource time--which identifies the actual labor time (usually in hours or days) that a resource (e.g., person on the project team) works on the task or project. Another way to say this is that the duration of a task is its calendar time, which usually is different than the resource time or labor time.  A given task (e.g., geodatabase design) may take 10 work days (2 weeks) to complete--including time for review, comment, and revision by multiple people, but the total resource (labor) time from all participants in that task might only be about 36 hours (4.5 work days). So an important trick in planning a project schedule and the timing for individual tasks, is to focus on the duration (calendar time) necessary to start and complete the task--including any time in which actual labor is not being expended.

Key factors that often impact project and task timing and which should be taken into account by a project planner include:

• Relationships among tasks (aka "linkages", "dependencies", "predecessors"): For example, one task cannot begin until another task is completed.
• Fixed dates and date constraints: for example, because of project or external factors, certain tasks might need to start or end on specific dates (e.g., fixed dates for aerial image acquisition).
• Resource loading: depending on the type of project, task timing may be influenced by the amount of resources (e.g., person-hours) that are assigned to a task (e.g., timing may be accelerated by adding more staff time).
• Expected "wait time" or delays associated with certain types of tasks (review and comment period for a document or technical specifications).
• Risk events (e.g., bad weather, technical problems) that have a good probability of occurring and impacting work progress.

Task Sequencing and Timing Relationships

Task sequencing reviews all activities in the WBS with the goal of identifying relationships between them and classifying all the timing relationships among tasks. These relationships (aka "linkages", "dependencies", "predecessors"). Task timing relationships are important because they control task sequencing and task start and end dates. There are four types of task relationships:

1. A finish-to-start relationship exists if one activity must finish before another activity starts (most common task relationship type).
2. A start-to-start relationship exists if one activity cannot start until another activity starts (2nd most common task relationship type).
3. A finish-to-finish relationship exists if the one activity cannot finish until another activity finishes (3rd most common task relationship type).
4. Finally, a start-to-finish relationship exists if one activity must start before another can finish (rarely used relationship type)

Why do these dependencies exist? Often they are just logical or a clear part of the project workflow (i.e., some tasks must be started or completed before some other tasks can begin). For example, in a project involving the design and development of a custom Web-based GIS application, it is necessary to complete a user requirements assessment task before beginning an application design task (a finish-to-start relationship). Or, in a project that involves the competitive selection of a contractor to perform GIS database development, it is possible to start the preparation of a request for proposal (RFP) document at the same time that proposal scoring and selection criteria are developed (a start-to-start relationship). Associated with the assignment of task relationships is the concept of a lag or a lead. Efficient project scheduling can use the appropriate application of lag and lead times along with task relationships--which adjust task duration and start and end dates. A lag time forces a task to start at a specified period of time after that defined by established task relationships. For instance, in procuring contractor services, review of proposals occurs after distribution of an RFP but with a lag of an additional 28 days after the RFP distribution (time required for vendors to submit bids). A task lead forces a task to start a specified time before that defined by the task relationship. For instance, a GIS database design task is related to the end of an information gathering task, but the design work can start before the end of that information gathering work (task lead).

By effective application of task relationships and lag and lead times, a project schedule will reflect realistic timing factors and also allow for appropriate overlap in the timing of tasks to make the best use of time.

Network Diagrams

Once all dependencies have been identified, a network diagram can be created to schematically show the sequencing of projects. In network diagrams, arrows represent tasks and are drawn to show dependencies. The completed network diagram can be used to identify the critical path of a project, the series of dependent activities that determines the shortest possible duration of a project, assuming all other milestones are met on all other paths. To find the critical path, trace all paths represented by arrows through the network diagram while summing the duration of all tasks. The greatest sum from beginning to end is the critical path. The critical path is aptly named, as a project will be behind schedule if tasks on the critical path take longer to complete than anticipated. Other tasks not on the critical path have varying amounts of slack, or time a task can be delayed without putting the completion date in danger. Figure 5-1, below, illustrates a method for determining the critical path from a network diagram.

Text description of Figure 5-1: Network Diagram Example.

This figure explains the concept of a network diagram. It consists of oval shapes (numbered 1 through 8) that represent project milestone points and lines connecting the oval shapes which represent project activities (A through J) and the number of days in duration. Oval shape #1 (the start of the project) on the left side of the diagram has lines that connect it to oval shapes (milestones) #2, #3, and #4. The connecting activity lines to these shapes have the labels, "A=1", B=2, and C=3. Oval shape (milestone) #2 has one line that connects to oval shape #5 to the right, with a line labeled "D=4". Oval shape (milestone) #3 has two lines that connect to oval shapes #5 and #6 to the right, with lines labeled "D=4" and "E=5" respectively. Oval shape (milestone) #4 has one line that connects to oval shape #7 to the right, with a line labeled "G=6". Oval shape (milestone) #5 has one line that connects to oval shape #6 to the right, with a line labeled "H=6". Oval shape (milestone) #7 has one line that connects to oval shape #6 to the right, with a line labeled "I=2". Oval shape (milestone) #6 has one line that connects to oval shape #8 to the right, with a line labeled "J=3". There is text annotation below the network diagram which presents durations for specific paths of project activities. It reads:

Note: Assume all durations are in days.

Path 1: A-D-H-J Length = 1+4+6+3 = 14 days

Path 2: B-E-H-J Length = 2+5+6+3 = 16 days

Path 3: B-F-J Length = 2+4+3 = 9 days

Path 4: C-G-I-J Length = 3+6+2+3 = 14 days

Since the critical path is the longest path through the network diagram, Path 2 (B-E-H-J) is the critical path for Project X.

Credit: Schwalbe (2016). Figure 6-8. Information Technology Project Management, 8th Edition. Used with permission by Cengage Learning.

The Gantt chart is designed in timeline format, so that task timing (planned or actual timing) can easily be visualized over time. Gantt charts can be used to track and display progress of all tasks throughout the project. The Gantt chart is the most common graphical format for visualizing project timing. The Gantt is one way (or "view" of the project task sequence and timing. Other "views" that are sometimes used is a network diagram (project flow chart) and a calendar views. Gantt charts include: a list of project tasks, a timescale across the top with user-defined timing intervals (e.g., months or weeks), and bars under the timescale showing task timing.

Figure 5-2 below shows the major parts and format of the Gantt chart (with Gantt bar symbology for different task types)

Text description of Figure 5-2: Example of Gantt Chart.

This figure is a diagram that shows and explains an example of a project Gantt chart used for presenting tasks and timing information for a project. The left side of the generic chart shows five labeled columns, WBS (Task Number), Task Name, Duration, Start Date and Finish Date. The right of the chart shows Gantt chart bars and symbols showing the timing of tasks. This right part of the chart has timescale headings and vertical grid lines. These heading lines have labels for the year at the top line, months on the second line, and weeks from the plan start. There are six boxes that contain text annotation explaining elements of the Chart, with arrows pointing to the related Gantt element. These annotation boxes explain the type of task symbolized in the figure. The first annotation box is in the upper left and points to the task line called with a WBS (Task) number of 0. This is called the “Project Summary Task” which is a Special type of task identifying the entire project. To the right of the first annotation box is another annotation box with the text, “Summary Task: Any with Lower-level subtasks” and points to two solid black Gantt bars below. Each of these Gantt bars spans (horizontally) multiple months. A third annotation box is below the second and has the text, “Recurring Task: Task or event that recurs with regular timing (e.g., status meeting)” and points to a blue dashed Gantt bar extending across several months. The fourth annotation box is at the middle left part of the figure and has the text, “Work Task or Work Package: Lowest task in the hierarchy (where the work actually gets done).” Two arrows from this box point to solid blue Gantt bars covering several weeks. The fifth annotation box is to the center right, with the text “Split Task: Task with planned pause for specific period of time”. The arrow from this box points to a blue bar that is split in the middle with a gap with a dotted blue line connecting the two task bars on the left and right. A sixth annotation box is at the bottom center and has the text, “Milestone Task: Event occurrence at a specific point in time”. Two arrows from this box point to black diamond-shape symbols with a specific date label.

Credit: Peter Croswell © Penn State University is licensed under CC BY-NC-SA 4.0.

Assignment #4 Overview

It is now time to prepare a work breakdown structure (WBS)—creating a task hierarchy describing all work necessary for carrying out and completing project work.

For Assignment #4, you are the project manager with the contracted company selected by the City of Metropolis to work with the City’s project team to carry out the work on the Geodatabase Design and Development Project. Your company responded to the City's RFP and was selected to perform the work. The contracted work for which you are responsible is summarized in section 1.2 of the RFP with more detailed explanation in subsequent RFP sections. This purpose of this Assignment is to:

• lay out the tasks and subtasks and their timing (the Work Breakdown Structure or “WBS”), and
• present the results in the form of a Gantt Chart.

The work breakdown structure (WBS) you create should include a hierarchical organization of tasks (top-level tasks and subtasks), with planned start and end dates, that take into account estimated durations of time to complete the work with whatever timing constraints may influence the starting and completion of tasks. Please note that the RFP describes the overall scope and deliverables but does not provide a specific set of tasks or approach to accomplish the work. That is your job as the contracted project manager—to prepare a plan that, based on your experience in similar projects, will provide an organized and efficient way to get the work done and which includes necessary project monitoring, status reporting, communications, quality control, and other necessary project activities. Before jumping into this assignment, take another look at the Metropolis RFP—particularly Table 2 summarizing the Main and Supporting deliverables. Then review again the "Work Breakdown Structure" page of this Lesson to make sure you understand the concept behind the WBS—with the Summary Tasks establishing organized "headings" for the work and the "Work Tasks" (the lowest level in the task hierarchy) defining how the works gets done.

Your Submittal for Assignment #4

Create a work plan (a WBS) task hierarchy and timing (start and end dates for each task) for the City of Metropolis project. You are contracted project manager tasked by the City to prepare this work plan—that includes tasks for all project work carried out by your contracted team AND support work done by the City's project team members (e.g., formal deliverable quality review and comment).

In this assignment, use the concepts of task relationships with lags and leads to control task timing. In general, your WBS should be broken down into 3-levels (main summary task, subtask, sub-subtask) although for some main summary tasks, 2 or 4 subtask levels may be appropriate. Your WBS should include tasks necessary to complete all main deliverables (MD) and supporting deliverables (SD) summarized in Table 2 of the RFP. As identified in the RFP (see SD1), the City is requiring you to design and carry out a pilot project to test, confirm, and refine the database development work. For the field data collection and quality control work for this type of project, it is typical for contractors to organize work into specific geographic zones or sectors that correspond to data deliverables (MD2) that are submitted to the City. This work plan should cover all work carried out by the contractor AND the City's project team. For example, in addition to covering contractor field data collection and quality control, it should show the quality assurance review work that the City team performs after deliverable submittal by the contractor (with formal acceptance or possible rejection of that deliverable). The WBS should also include tasks for project management and control (monitoring and reporting on status, project communications, formal project closure, etc.).

In addition to the WBS task hierarchy, create a Gantt Chart showing bars for task timing. The Gantt Chart should show important information about the tasks (task number, task name, start and finish dates) along with Gantt bars graphically showing the timing of each task and the interconnectedness of tasks based on dependencies. We strongly recommend that you use project management software (e.g., Microsoft Project) to do this assignment since Gantt chart generation is automatic (although you can apply various controls for its format).

The City would like the project completed within about 9 months from project initiation. Again, while not mandatory, it is strongly suggested that you use a project management software package like Microsoft Project. Project management software automates many manual steps in project planning, Gantt chart generation, etc. If you don't have previous experience with project management software, this is an opportunity to get some experience and begin to acquire a skill that will be useful in your future project planning and management work.  If you use Microsoft Project, your submittal for the project may be the software's file format (.mpp) only . Be sure to set the proper level for the WBS task hierarchy and make appropriate links (Predecessors) among tasks. There are also quite a few third-party software vendors that offer MS Project licenses at discounted costs (particularly for older versions of the software). MS Project version 2021 is the most current software but past versions (v2016, or 2019) will also work for this course. Useful resources include:

• Library Resources - click on 'Library Resources' in the navigation bar for Geography related library resources.
• LinkedIn Learning (Log in with your Penn State email and password)
• Microsoft Project - Full Tutorial for Beginners in 13 MINUTES!.
• Free Microsoft Project Training Course.

If you do not use MS Project software, you should provide a file (in the software's native file type) as well as a document showing tasks, task numbers and names, start and end dates for tasks, and the Gantt Chart.

In summary, Assignment #4 consists of:

• WBS showing task hierarchy (task number and name) and start and end dates for the City of Metropolis Geodatabase Development Project encompassing ALL project deliverable and project management activities carried out by the contractor and the City
• Gantt chart presentation of the WBS

**KEY POINTS: Be sure to name tasks well. Use verbs or "verb-derived nouns" (like, "implementation", "submittal"). Remember the information in this Lesson about WBS task structure. Summary Tasks (any task that have subtasks below them) are just headings to organize areas of work. The bottom level tasks ("work tasks" or "work packages") describe the work activities. Subtasks under a Summary Task must cover all work activities encompassed in that Summary Task.  Also, there should NEVER be only one subtask under a Summary Task. The nature of a Summary Task implies that there are multiple activities (subtasks) under it. Task names should be concisely worded but long enough for a reader to quickly grasp the nature of the task. In some cases, it will be useful to include then Deliverable ID# (from the RFP) in the task name.

Assignment Submittal and Grading

See the Canvas Calendar for assignment submital date

This assignment is worth 70 points. The grading approach is explained in the rubric table below.

The instructor may deduct points if the Assignment is turned in late, unless a late submittal has been approved by the Instructor prior to the Assignment submittal date.