北大光华项目管理课程资料

Topic3

ProjectPlanning

Dec.2001WanjunJIANGGSMPKUI.ProjectmanagementprocessDec.2001WanjunJIANGGSMPKUProjectManagementProcessArrowsrepresentflowofdocumentsanddocumentableitemsInitiatingprocessesPlanningprocessesControllingprocessesExecutingprocessesClosingprocessesDec.2001WanjunJIANGGSMPKUInitiatingprocesses--recognizingthataprojectorphaseshouldbeginorandcommittingtodosoPlanningprocesses--devisingandmaintainingaworkableschemetoaccomplishthebusinessneedthattheprojectundertakentoaddressExecutingprocesses--coordinatingpeopleandotherresourcestocarryouttheplan

Controllingprocesses--ensuringthatprojectobjectivesaremetbymonitoringandmeasuringprogressandtakingcorrectiveactionwhennecessaryClosingprocesses--formalizingacceptanceoftheprojectorphaseandbringingittoanorderlyendDec.2001WanjunJIANGGSMPKUInitiatingprocessTheformalinitiatinglinkstheprojecttotheongoingworkoftheperformingOrg.Inputs:productdescription;strategicplan;projectselectioncriteria;historicalinformationToolsandtechniques:projectselectionmethods;expertjudgementOutputs:projectcharter;projectmanageridentified/assigned;constrains;assumptionsDec.2001WanjunJIANGGSMPKUPlanningprocessesCoreprocessFacilitatingprocessScopeplanningScopeDef.ActivityDef.ActivitysequencingResourceplanningDurationestimatingCostestimatingScheduledevelopmentCostbudgetingProjectplandevelopmentQualityplanningCommunicationsplanningRiskidentificationRiskquantificationRiskresponsedevelopmentOrganizationalplanningStaffacquisitionProcurementplanningSolicitationplanningDec.2001WanjunJIANGGSMPKUPlanningisofmajorimportancetoaprojectbecausetheprojectinvolvesdoingsomethingwhichhasnotbeendonebefore.Theprocessesabovearesubjecttotofrequentiterationspriortocompetingtheplan.Forexample,iftheinitialcompletiondateisunacceptable,projectresources,cost,orevenscopemayneedtoberedefined.Inaddition,planningisnotanexactscience--twodifferentteamscouldgenerateverydifferentplansforthesameproject.Dec.2001WanjunJIANGGSMPKUScopeplanning:developingawrittenscopestatementasthebasisforfutureprojectdecisionsScopedefinition:subdividingthemajorprojectdeliverablesintosmaller,ormanageablecomponentsActivitydefinition:identifyingthespecificactivitiesthatmustbeperformedtoproducethevariousprojectdeliverablesActivitysequencing:identifyinganddocumentinginteractivitydependenciesActivitydurationestimating:estimatingthenumberofworkperiodswhichwillbeneededtocompleteindividualactivitiesScheduledevelopment:analyzingactivitysequences,activitydurations,andresourcerequirementstocreatetheprojectschedule.Resourceplanning:determiningwhatresources(people,equipment,materials)andwhatquantitiesofeachshouldbeusedtoperformprojectactivities.Dec.2001WanjunJIANGGSMPKUCostestimating:developinganapproximation(estimate)ofthecostsresourcesneededtocompleteprojectactivities.Costbudgeting:allocatingtheoverallcostestimatetoindividualworkitemsProjectplandevelopment:takingtheresultsofotherplanningprocessesandputtingthemintoaconsistent,coherentdocument.Qualityplanning:identifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythemOrganizationplanning:identifying,documenting,andassigningprojectroles,responsibilities,andreportingrelationshipsStaffacquisition:gettingtheHRneededassignedtoandworkingontheproject.Dec.2001WanjunJIANGGSMPKUCommunicationplanning:determiningtheinformationandcommunicationsneedsofthestakeholders:whoneedswhatinformation,whenwilltheyneedit,andhowwillitbegiventothem.Riskidentification:determiningwhichrisksarelikelytoaffecttheprojectanddocumentingthecharacteristicsofeach.Riskquantification:evaluatingrisksandriskinteractionstoassesstherangeofpossibleprojectoutcomesRiskresponsedevelopment:definingenhancementstepsforopportunitiesandresponsestothreatsProcurementplanning:determiningwhattoprocureandwhenSolicitationplanning:documentingproductrequirementsandidentifyingpotentialsources.Dec.2001WanjunJIANGGSMPKUExecutingprocessesFacilitatingprocessesProjectplanexecutionInformationdistributionsolicitationTeamdevelopmentSourceselectionScopevertificationQualityassuranceContractadministrationDec.2001WanjunJIANGGSMPKUProjectplanexecution:carryingouttheprojectplanbyperformingtheactivitiesincludedtherein.Scopeverification:formalizingacceptanceoftheprojectscopeQualityassurance:evaluatingoverallprojectperformanceontheregularbasistoprovideconfidencethattheprojectwillsatisfytherelevantqualitystandard.Teamdevelopment:developingindividualandgroupskillstoenhanceprojectperformanceInformationdistribution:makingneededinformationavailabletoprojectstakeholdersintimelymannerSolicitation:obtainingquotations,bids,offers,orproposalasappropriatesourceselection:choosingfromamongpotentialsellerscontractadministration:managingtherelationshipwiththesellerDec.2001WanjunJIANGGSMPKUControllingprocessesfacilitatingprocessesPerformancereportingOverallchangecontrolScopechangecontrolSchedulecontrolRiskresponsecontrolCostcontrolQualitycontrolDec.2001WanjunJIANGGSMPKUProjectperformancemustbemeasuredregularlytoidentifyvariancesfromtheplan.Thevariancearefedintothecontrolprocessinthevariousknowledgeareas.Overallchangecontrol:coordinatingchangesacrosstheentireprojectScopechangecontrol:controllingchangetoprojectscopeSchedulecontrol:controllingchangestotheprojectscheduleCostcontrol:controllingchangestotheprojectbudgetQualitycontrol:monitoringspecificprojectresultstodetermineifthecomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryperformancePerformancereporting:collectinganddisseminatingperformanceinformation,includingstatusreporting,progressmeasurement,andforecastingRiskresponsecontrol:respondingtochangesinriskoverthecourseoftheproject.Dec.2001WanjunJIANGGSMPKUClosingprocessesContractclose-outAdministrativeclosureDec.2001WanjunJIANGGSMPKUAdministrationclosure:generating,gathering,anddisseminatinginformationtoformalizephaseorprojectcompletionContractclose-out:completionandsettlementofthecontract,includingresolutionofanyopenitems.Theprocessillustratedabovemeetthetestofgeneralacceptancetheyapplytomostprojectsmostoftime.However,notalloftheprocesseswillbeneededonallprojects,andnotalloftheinteractionswillapplytoallprojects.Whenthereisaneedtomakechange,thechangeshouldbeclearlyidentified,carefullyevaluated,andactivelymanaged.Dec.2001WanjunJIANGGSMPKUII.ProjectPlanningDec.2001WanjunJIANGGSMPKUWhydoIneedaP.O.D.?ToprovideabaselineofinformationforapprovalorrejectionoftheprojectproposalToidentifyrolesandresponsibilitiesbeforetheprojectisstartedTodefinecompletion(success)inadvanceDec.2001WanjunJIANGGSMPKUP.O.D.FunctionIdentifykeyassumptionDefineinitialprojectscopeprojectcompletioncriteriafunctionsaddressedandnotaddressedworkproductsandtheircompletioncriteriamajoractivitiessignificantdependenciesDec.2001WanjunJIANGGSMPKUP.O.D.Function2Identifyresourcerequirementsresponsibilities(organization)skillstimeestimatesmaterialresourcesprojectcostDeterminepreliminaryscheduleTheP.O.D.ShouldbeformalproposalDec.2001WanjunJIANGGSMPKUP.O.D.MinimumcontentIntroductionKeyassumptionRolesandresponsibilitiesMajorproductsCompletioncriteriaEstimatedscheduleEstimatedcostDec.2001WanjunJIANGGSMPKUWhyplantheP.O.D.?TomanageriskTomaximizereturnoninvestmentToensureclientsatisfactionTocommunicateDec.2001WanjunJIANGGSMPKUInthebeginning...PlansScheduleScopeResourceDec.2001WanjunJIANGGSMPKUP.O.D.PlanningProcessDefinetheproductsIdentifytechnicalactivitiesEstimateshoursforactivitiesAddlevelofefforthoursDeterminedependenciesIdentifystaffingIdentifyotherresourcesIdentifyutilizationrateDetermineactivitysizeDetermineactivitydurationDevelopestimatedscheduleDec.2001WanjunJIANGGSMPKU1.DefinetheproductsStandardproductsfrom:Designproject:systemrequirementsreportsystemdesignreportimplementationphaseplanImplementationproject:detailedprogramspecificationsprogramsandprogramsdocumentationinstallationplanDec.2001WanjunJIANGGSMPKUNon-standardproducts:Firstofitskind?Firstinthiscompany?Firstatthislocation?……...Dec.2001WanjunJIANGGSMPKU2.IdentifythetechnicalactivitiesExample:designproject,activitiesinclude:1.Orientation2.Interviewstandards3.Globalinterviewpreparation4.Standardsforrequirementsreport(SRR)5.Interviews:individualpreparation;interview;minutes;confirm6.Consolidatedata7.Writerequirementreport8.Externaldesignphaseplan9.Externaldesignstandards10.Externaldesignphase11.InternaldesignphaseDec.2001WanjunJIANGGSMPKU3.EstimatehoursforactivitiesActivitiesworkhours1.Orientation(30hrs,6people)1802.Interviewstandards1603.Globalinterviewpreparation804.Standardsforrequirementsreport(SRR)605.Interviews(20)640(16x2peoplex20)individualpreparation4interview4minutes4confirm46.Consolidatedata6007.Writerequirementreport1408.Externaldesignphaseplan809.Externaldesignstandards6010.Externaldesignphase200011.Internaldesignphase2000Projecttotal6000Dec.2001WanjunJIANGGSMPKU4.AddlevelofefforthoursProjectmanagementChangeinvestigationProjectmeetings…...Dec.2001WanjunJIANGGSMPKU5.Determinedependencies“logical”orderofactivitiespredecessors/successorsuncovermissingactivitiesinitiallyignoreresourceconstrainsidentifycriticalpath:thecriticalpathisthepathoflongestdurationthroughnetwork;thetaskonthecriticalpathiscriticaltaskDec.2001WanjunJIANGGSMPKUDeterminedependencies1256387109411Dec.2001WanjunJIANGGSMPKU6.IdentifystaffingInternalpersonnel/skillsExternalpersonnel/skillsDec.2001WanjunJIANGGSMPKU7.IdentifyotherresourcesDedicatedtestconfigurationLaserprintersfordocumentationWordprocessingsupport…...Dec.2001WanjunJIANGGSMPKU8.IdentifyutilizationrateHoursavailable=2080(52x5x8)education80vacation+holidays160administration80personal80others80Totalnon-productivehours480Totalproductivehours1600Dec.2001WanjunJIANGGSMPKUUtilizationvs.Projectduration(173hourspermonth)Dec.2001WanjunJIANGGSMPKU9.Determineactivitiessize(utilization@75%)Activitiesworkhoursweeks1.Orientation(30hrs,6people)1806.02.Interviewstandards1605.33.Globalinterviewpreparation802.74.Standardsforrequirementsreport(SRR)602.05.Interviews(20)640(16x2peoplex20)21.3individualpreparation4interview4minutes4confirm46.Consolidatedata60020.07.Writerequirementreport1404.78.Externaldesignphaseplan802.79.Externaldesignstandards602.010.Externaldesignphase200066.711.Internaldesignphase200066.7Projecttotal6000200Dec.2001WanjunJIANGGSMPKU10.Determineactivityduration(technicalstaffing@6)Activitiesworkhoursweeksduration1.Orientation(30hrs,6people)1806.01.02.Interviewstandards1605.31.33.Globalinterviewpreparation802.71.34.Standardsforrequirementsreport(SRR)602.02.05.Interviews(20)640(16x2peoplex20)21.33.8individualpreparation4interview4minutes4confirm46.Consolidatedata60020.04.17.Writerequirementreport1404.71.28.Externaldesignphaseplan802.72.09.Externaldesignstandards602.01.010.Externaldesignphase200066.711.211.Internaldesignphase200066.711.2Projecttotal600020033.6Dec.2001WanjunJIANGGSMPKU11.Developestimatedschedule(requirementsphase)Dec.2001WanjunJIANGGSMPKUP.O.D.planningprocess--anotherviewDefinescope-Definetheproducts-Identifytechnicalactivities-Estimateshoursforactivities-Addlevelofefforthours-DeterminedependenciesDec.2001WanjunJIANGGSMPKUIdentifyresources-Identifystaffing-IdentifyotherresourcesDevelopschedule-Identifyutilizationrate-Determineactivitysize-Determineactivityduration-DevelopestimatedscheduleDec.2001WanjunJIANGGSMPKUIntheend...ScopePlansScheduleResourcesDec.2001WanjunJIANGGSMPKUP.O.D.IntroductionKeyassumptionRoles&responsibilitiesMajorproductsCompletioncriteriaEstimatedscheduleEstimatedcostDec.2001WanjunJIANGGSMPKUWhentheprocessiscomplete...EvaluateriskintheP.O.D.Revisittheprocesstocontain/reduceriskReviseoutputsaccordinglyIterateuntil““readyforprojectassurance””Dec.2001WanjunJIANGGSMPKU“Weneverhavethetimetodoitrightthefirsttime,butwealwayshavetimetodoitover.”“Ifwedon’’thavetimetodoitrightthefirsttime,whenarewegoingtohavetimetofixit?”Dec.2001WanjunJIANGGSMPKUIII.ProjectplanningDec.2001WanjunJIANGGSMPKUWhyplan?TomanageriskToincreaseusersatisfactionNosurprisesTotalteamownershipTocommunicateTogainsupportandunderstandingToknowwhatyouhavedoToknowhowyouwillgoaboutdoingitToprovideabaselinefortrackingprogressTomanagechangeToestablishcompletioncriteriaTominimizetime,costs,andotherresourcesneedsDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUProjectplansWorkplansupportplanStaffingplanprojectreviewOtherresourcesplandocumentationFacilitiesplanapproval/sign-offChangecontrolplantrainingStatusreportingplansystemtestFinancialplaninstallationDocumentcontrolplanContingencyplanDec.2001WanjunJIANGGSMPKUPlanningbaselineP.O.D.AssumptionsOthercommitmentsidentifybusinessdecisiontoacceptorrejectincorporateintobaselineplanactionsrequiredgetplansignedoffbyuserplaceapprovedbaselineplanunderchangecontrolDec.2001WanjunJIANGGSMPKUPlanningprocess1.Definetheproducts2.Identifytasksandsubtasks3.Developprecedencediagram4.Assignhourstotasks5.Determinestaffhoursavailable6.Assigntaskstoresources&balanceagainstschedule7.Addmanagementtasks8.ITERATEuntilcomplete9.PrepareremainingplansandsummariesDec.2001WanjunJIANGGSMPKUStep1.DefinetheproductsProducttypesandsourcesTypes:P.O.D.Deliverables;SupportproductsSources:P.O.D.Materials(deliverables)DeliverableguidelinesStatementofworkOtherDec.2001WanjunJIANGGSMPKUStandardproductsresourcestimeDec.2001WanjunJIANGGSMPKUStep2.IdentifytasksandsubtasksTypesoftask:standard;project-related;level-of-effortSourcesDepartmentdocumentationprocedures+guidelinesBrainstormingsessionsExperiencedpeopleDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUStandardmajortasksRequirementsdefinitionInternaldesignplanandorganizetheprojectplan,organizeinternaldesignorienttheprojectparticipantsdevelopinternalsystemstructureestablishtheinterviewanddatadevelopprogramfunctionspecsgatheringplandevelopdatafilesspecsconductinterviewscompletesystemdesignreportconsolidateinterviewdatadeveloptestingstrategycompleterequirementsreportdraftconducttechnicaldesigninterviewreviewdraftandobtainuserapprovalreviewsystemdesignreportwithExternaldesignuserandgainapprovalplan,organizeexternaldesigndeveloppreliminarysystemarchitecturedevelopfunctionalbusinessflowdesignuserinputs/outputsdefineapplicationviewsofdatabasecompleteexternaldesigndraftandreview,obtainuserapprovalDec.2001WanjunJIANGGSMPKUProject-dependenttasksdatabasedevelopmentconversionplanningconversiontasksinstallationplanninguserandoperatoreducationplanningvendorproducttestingsubcontractorcoordinationDec.2001WanjunJIANGGSMPKULevel-of-effort(LOE)taskshardtodefinespecificoutputcompletioncriteriatendtobelongrunningworkonthemissporadicOrientationmanagementchangeinvestigationskillstransfermeetingsDec.2001WanjunJIANGGSMPKUIdentifythetasksResponsibilitycanbeassignedtoonepersonTasksresultsaretangibleandrelatedtoproductTasksarelessthanonereportingcycle(40hrs)TasksareadayorlongerindurationDec.2001WanjunJIANGGSMPKUProcessfordefiningtasksReview:thelatestbaselineplansforsimilarprojectstandardtasklistssimilarproductGettogetherwithotherplannersBrainstorm:namealltasksthatcometomind;don’tworryaboutsize,skills,duration;listtaskswhereeveryonecanseethemDocumentthetaskinmoredetail:title;description;completecriteriaAssigntaskID’sDec.2001WanjunJIANGGSMPKUStep3.DevelopprecedencediagramDetermineinterdependenciesorderoftaskspredecessor/successortasksIdentifymissingtasksInitiallyassumeresourceindependentCreatevisualpresentationDec.2001WanjunJIANGGSMPKUStep4.AssignavailablehourstotasksReviewprojectobjectivesestimatesEstimateindividualdetailedtasksSumuphoursCompareyourhourstohoursinestimatingbackupandresolveanydiscrepanciesindependentassessmentnegotiatewithmanagerDec.2001WanjunJIANGGSMPKURulesofthumbMeetingsrequire:materialpreparationrehearsalthepresentationfollowuptimesandnumberofpeopleinvolvedInterviewstake2-3peopleplustheintervieweePlanning&estimatingtakestimetooProjectmanagement15-20%ofthetechnicaleffortMustincludeindividualprojectcontroleffort:LOE,changecontrol,statusreporting……Dec.2001WanjunJIANGGSMPKUProjectobjectivesestimatingbackup:requirementsphaseTasksTechnicalhours1.Orientation:(25hrsx6)1502.Interviewstandards1303.Globalinterviewpreparation704.Interviews(20)(20x14x2people)560individualpreparation3hrsinterview4hrsminutes4hrsconfirm3hrs5.Standardsforreport506.Consolidatedata5107.Writereport1108.Externaldesignplan709.Externaldesignstandards5010.Levelofefforttasks300Totaltechnicalhours:2000Dec.2001WanjunJIANGGSMPKUEstimatingpitfallsNotidentifyingalltasksSloppycompletioncriteriaFuzzyobjectivesSoloestimating“Superstar”estimatingUsingsomeoneelse’snumbersConsistentlygoingloworhighFailuretore-estimate,basedonresults-to-dateDec.2001WanjunJIANGGSMPKUStep5.DeterminestaffhoursavailableBasisforprojectobjectivesscheduleHoursavailable/year=2080(52weeksx5daysx8hours)Education80hrsVacation+holidays160hrsAdministration80hrsPersonal90hrsOthers(travel,sickness)70hrsTotalnon-productivehours:480hrsTotalproductivehours:1600hrs77%utilization,133hours/monthDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUProjectstaffingRequiredstaffActualstaffanalystskillprofilewritten/verbal-local/nationalcommunicationthroughtechnical-manages-wordofmouth-projectassuranceDec.2001WanjunJIANGGSMPKUStaffingplanconstructionRequiredskillsfortasksSkillsofstaffAvailabilityofStaffPrecedencediagramMatchTaskdurationTaskassignmentDiagramDec.2001WanjunJIANGGSMPKUBlockouttimeNotavailablefortechnicaltasksEnternon-projecttimeforeachperson:weekend,holidays,vacation,education……Entertimenotavailableforeachpersonotherassignedtime,illness,personalbusinessEnterprojectcontrolLOEtaskstoeachpersonstatusmeetings,changecontrolsupport,statusreports,miscellaneousmeetingsandsupport……seefigures...Dec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUStep6.Assigntaskstoresources&balanceagainstscheduleGettherightresourceatrighttime.Dec.2001WanjunJIANGGSMPKUEntertechnicaltasksfactorstobeconsideredprecedencepositionoftaskprojectstrategystaffingavailableskillsrequiredskillsavailablenumberofpeopleassignedtotaskefficiency,urgency,complexityDec.2001WanjunJIANGGSMPKUDeterminetasksizeTasksTechnicalhoursworkweeks1.Orientation:(25hrsx6)1505.02.Interviewstandards1304.53.Globalinterviewpreparation702.34.Interviews(20)(20x14x2people)56018.5individualpreparation3hrsinterview4hrsminutes4hrsconfirm3hrs5.Standardsforreport501.76.Consolidatedata51017.07.Writereport1103.78.Externaldesignplan702.39.Externaldesignstandards501.710.Levelofefforttasks30010.0Totaltechnicalhours:200066.7Dec.2001WanjunJIANGGSMPKUPrecedencediagram12348651097Dec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUBalancingAdjust:taskduration,taskstartdate,taskassignment………Balanceplan,lefttorightMaintaindependenciesVerifyreasonablenessDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUStep7.AddmanagementtasksPreparebottom-upestimatesCheckagainst15-20%ruleGeneralarchitectsupportseefig.Dec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDeterminecriticalpath2/1.33/1.34/3.98/1.86/4.55/1.01011.99/1.07/1.211.0Dec.2001WanjunJIANGGSMPKUStep8.IterateuntilcompletedStep9.PrepareplansummariesPreparingremainingplansummaries:individualscheduleproductmilestonecumulativetasksummarystaffphasingsummarycumulativeresourcessummarytaskassignmentsheetsDec.2001WanjunJIANGGSMPKUCreateindividualscheduleNamePlannedabsencesVacationEducation…...SchedulesreflectknownabsencesOneforeachpersonOnelinepertaskDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUPrepareotherplansstatusreportingdocumentcontrolchangecontrolfacilitiesprojectreviews…...Dec.2001WanjunJIANGGSMPKUWhyplansfailBadprojectdefinitionBadplanningincompleteplanninginvalidassumptionsmisapplicationofstatisticsoptimisticestimatesfailuretogetagreementMismanagement:failuretousetheplan;excessivere-planning;lackofchangecontrolDec.2001WanjunJIANGGSMPKUGoodplanningmethodsBreaktheplanningjobdownintoseparatestepsGethelpSetupgoodconditionsforplanningplace;time;materialsSetdeadlinesforfinishingtheplanFocusontheendproductDelegatePractice!!!Dec.2001WanjunJIANGGSMPKURememberSuccessfulprojectmanagementdemandsOUTSTANDINGCOMMUNICATION&thebestcommunicationvehicleisthePROJECTPLANAprojectplanisyourbestdefenseagainst:disorganizationuncommittedteamdifficultuserappearingoutofcontrolunforeseeableproblemsDec.2001WanjunJIANGGSMPKUIV.EstimatingDec.2001WanjunJIANGGSMPKUEstimatesarethesumoftheactivitiestodoallthestepsofaprojectbasedoncurrentinformation.Dec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUWorkbreakdownstructure(WBS)Adeliverable-orientedgroupingofprojectelementswhichorganizesanddefinesthetotalscopeoftheproject.Eachdescendinglevelrepresentsanincreasinglydetaileddefinitionofaprojectcomponent.Projectcomponentsmaybeproductsorservices.Examples:M&M,figure5-5,page216;PMBOKfig.5-2,5-3,5-4,pages54-55.Breakitdowntoalevelthatismanageable.Dec.2001WanjunJIANGGSMPKUDec.2001WanjunJIANGGSMPKUStepstosuccessfulestimatingIdentifymajortasksBreakintosubtasksEstimateeachsubtaskNotpartofestimatingplanningandschedulingdependenciesstaffingDec.2001WanjunJIANGGSMPKUThere’smoretosuccessfulestimatingConsiderexperience:knowtheapplication;knowthetools;extenttoolsapplicable?Staff,local/remote;adapttotools……whatisuniqueintheproject?Ifexperienceislacking,checkfilesforsimilaractivity,orasksomebody!Dec.2001Wan