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Drawer QR Code in Software PART THREE Skills and Tools

PART THREE Skills and Tools
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Key Questions About the Whole List Finally, look at the whole list of steps. Go back to your project overview. Will these steps take you from the project s initial situation to the project s goal If so, the list is complete. If you missed something that is not ready at the starting point, add it to the beginning. If you missed something needed to complete the goal to the customer s satisfaction, add it at the end. Also, make sure you will have everything you need to start each group of steps. When you have come this far, you have the WBS for the whole project. And you know that the project will take you all the way to a nished product. Feeling uncertain is ne. In fact, this list is not perfect. Missing steps will be found: just not too many of them, we hope. There are two nal processes we can use to check the WBS before we take the last step. First, if you wrote it, have someone else read it and ask them if they understand each step. In writing, you always know what you meant. In good writing, everyone else also knows what you mean. Second, everyone on a project should read the WBS and understand what kind of work will be done and what will be delivered on every step. If some team members cannot follow it, then the WBS is too vague, or the language is too technical, or your sub-teams do not understand each other s jobs well enough.
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Format the complete list
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In a WBS document, the steps are ordered and numbered. There are applications that can help you write a WBS. But it is often good enough to use MS Word or WordPerfect with a hierarchical numbering scheme, often called a legal format, where items are numbered 1, 1.1, 1.2, 1.2.1, 1.2.2, and so forth. MS Word calls this an outline numbered format. Now that the WBS is complete, we are ready to move from scope de nition to detailed time estimation and the other areas of project planning. The most important input to all remaining planning work is the WBS. The time and e ort taken to make a good WBS will pay for itself over and over through the 1:10:100 rule, as it increases the accuracy of our estimates, works as a tool for tracking and control, and makes it easier to prepare risk and quality plans. If you use project tracking software, such as Microsoft Project, then putting the WBS into the tracking tool is your next step.
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CHAPTER 10 Planning and Estimation
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Detailed Time and Cost Estimation
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In this section we rst look at the technique for building a project schedule. Then we derive a budget from the schedule.
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BUILDING A PROJECT SCHEDULE
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We build a detailed schedule for the project based on the WBS. The methods for building a schedule from a WBS are called the critical path method (CPM) and the project evaluation and review technique (PERT). Full instructions on CPM and PERT are widely available. In addition, project management software packages, including Microsoft Project, allow you to enter data and get CPM calculations, PERT charts, Gantt charts, calendars, and a variety of other displays of the project schedule.
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KEY POINT
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A Gap in Time Management Practices
Most experienced project managers have learned PERT and CPM. Even so, they rarely use them. PERT and CPM are generally only implemented on projects where a xed-price contract is written before work starts, and that is done to ensure that the consulting rm makes money on the contract. It should not be that way. Good time management is crucial on all projects because it allows us to deliver the highest possible quality. That is what really matters.
Rather than reproduce what is easily available elsewhere, we will discuss the key issues in the sequence of steps that create a schedule.
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