PhD IHM 612 Project Planning Hospitality Management
Report
On
Scope Creep in project development / WBS/ Optimistic Time /
weakness & Strengths
Dividing complex projects to simpler and
manageable tasks is the process identified as
Work Breakdown Structure (WBS).
Usually, the project managers use this
method for simplifying the project execution.
In WBS, much larger tasks are broken-down
to manageable chunks of work. These chunks
can be easily supervised and estimated.
Adetailed, hierarchical (from
general to specific) tree structure
of deliverables and tasks that
need to be performed to complete
a project.
toidentify actual tasks to be done
in a project. Serves as basis for
project planning.
An extension to PERT.
Facilitates evaluation of cost, time, and technical
performance of the organization on a project.
Provides management with information appropriate
to each organizational level.
Helps in the development of the organization.
breakdown structure which assigns project
responsibilities to organizational units and
individuals
Helps manager plan, schedule, and budget.
Defines communication channels and assists in
coordinating the various project elements.
Accurate and readable project organization.
Accurate assignment of responsibilities to the
project team.
Indicates the project milestones and control
points.
Helps to estimate the cost, time, and risk.
Illustrate the project scope, so the
stakeholders can have a better understanding
of the same.
Standard Work Breakdown
Structure (WBS)
1.0 2.0 3.0 4.0 5.0 6.0
Mission Investment Solution Implementation In-Service Disposition
Analysis Analysis Development Management
Activity A Activity B Activity C Activity D Activity E Activity F
Pre-Project Activities Project Specific Activities
LEGEND
Decomposes to lower level WBS elements
Planning
Who Will By When Must
Do It? It Be Done?
How Much Will
How Should It Cost?
It Be Done
What Must
Be Done How Good Does
It Has To Be?
There are common pitfalls to creating a
WBS. If you can keep these few possible,
you and your team will be much more
successful at creating a useful and
accurate Work Breakdown Structure.
Level of Work Package Detail
Deliverables Not Activities or Tasks
WBS is not a Plan or Schedule
WBS Updates Require Change Control
WBS is not an Organizational Hierarchy
Definition
A Project Plan sets out the phases, activities
and tasks needed to deliver a project.
The timeframes required to deliver the
project, along with the resources and
milestones are also shown in the Project Plan.
PROJECT PLANNING
PROJECT
PLANNING
Project PERT Diagram Gantt Chart
Predecessor
Table
Identifying the main deliverables of a project is
the starting point for deriving a work breakdown
structure.
This important step is usually done by the
project managers and the subject matter experts
(SMEs) involved in the project. Once this step is
completed, the subject matter experts start
breaking down the high-level tasks into smaller
chunks of work.
In the process of breaking down the tasks, one
can break them down into different levels of
detail. One can detail a high level task into ten
sub tasks while another can detail the same high
level task into 20 sub tasks.
PERT is a network model that allows for
randomness in activity completion times.
PERT was developed in the late 1950's for the
U.S. Navy's Polaris project having thousands
of contractors.
It has the potential to reduce both the time and cost
required to complete a project.
Giving visibility to important work efforts.
Giving visibility to risky work efforts.
Illustrate the correlation between the
activities and deliverables.
Show clear ownership by task leaders.
Main methods used in project planning:
1. Project Schedule
2. PERT
3. Gantt Chart
Definition
An organized method of presenting in-formation
on when activities need to be started, how long
activities are planned to take, and when activities
are planned to be completed.
A schedule should also reflect the logical
relationships between activities.
Definition
A diagram that shows tasks and their
relationships. Limited because it shows only
task relationships. Strength: easy to read task
relationships.
Also known as Network Diagram
PERT FLOW
Tasks
Durations
Duration of Tasks
PERT (months)
Precedors of Tasks
Definition
A bar chart. While visually appealing on a
task/duration basis, it is limited because it
does not show task or resource relationships
well.
Strength: easy to maintain and read.
Task Name Predecessor Task Estimated 1 2 3 4 5 6 7 8 9 10
ID Time
Mark Utilities B A 3
Dig Holes C B 2
Buy Trees D C 1
Buy Flowers E D 1
Plant Trees F E 2
Plant Flowers G,H F 1
Buy Cover - G 1
Install Cover - H 1
12
PERT planning involves the following steps:
1. Identify the specific activities and milestones
2. Determine the proper sequence of the activities
3. Construct a network diagram
4. Estimate the time required for each activity
---------------------------
Determine the Critical Path
Update the PERT Chart as the project progresses
The activities are the tasks required to
complete the project.
The milestones are the events marking the
beginning and end of one or more activities.
It is helpful to list the tasks in a table that in later
steps can be expanded to include information on
sequence and duration.
This step may be combined with the activity
identification step since the activity sequence
is evident for some tasks.
Other tasks may require more analysis to determine
the exact order in which they must be performed.
Using the activity sequence information, a
network diagram can be drawn showing the
sequence of the serial and parallel activities.
For the original activity-on-arc model, the activities
are depicted by arrowed lines and milestones are
depicted by circles or "bubbles".
For each activity, the model usually includes three
time estimates:
Optimistic time - generally the shortest time in
which the activity can be completed.
Most likely time - the completion time having the
highest probability. Note that this time is different
from the expected time.
Pessimistic time - the longest time that an activity
might require. Three standard deviations from the
mean is commonly used for the pessimistic time.
Expected time =
( Optimistic + 4 x Most likely + Pessimistic ) / 6
Standard Work Breakdown
Structure (WBS)
1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0
ET:3 days ET:2 days ET: 1 day ET: 1 day ET2 days ET:1 day ET:1 day ET:1 day
A B C D E F G H
Mark Utilities Dig Holes Buy Trees Buy Flowers Plant Trees Plant Flowers Buy Edging Install Edging
Project Specific Activities
LEGEND
Decomposes to lower level WBS elements
Task Name / Estimated Time Activity Predecessor
Description
Mark Utilities B,C,D
Dig Holes E
Buy Trees G,E
Buy Flowers F
Plant Trees F
Plant Flowers E,D
Buy Edging C
Install Edging F,G
TOTALS
Card Activities****
From PERT to GANTT Chart
Task Name / Predecessor Activity Estimated 1 2 3 4 5 6 7 8 9 10
Description Time (ET)
Mark Utilities B A 3
Dig Holes C B 2
Buy Trees D C 1
Buy Flowers E D 1
Plant Trees F E 2
Plant Flowers G,H F 1
Buy Cover - G 1
Install Cover - H 1
12
Refer to Template:
Predecessor Table
PERT
GANTT Chart
