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An overview of work breakdown structure, scheduling, and leveling resources for elearning projects.
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eLearning project management
(cc) 2011 Michael M. Grant | Image from beccaxsos at Flickr.com
WBS Identify
project tasks Sc
hedu
ling Identify and
level resources
Gan
tt Cha
rt
Display and communicate tasks and scheduling of resources
¡ Very similar to task analysis/content analysis, particularly Dick, Carey & Carey
1. Begin at the top 2. Name all the tasks 3. Organize the WBS
¡ By top, we mean a top-‐down process ¡ Begin by listing all the deliverables
Image from Trip Deezil at Flickr.com
¡ This is all the tasks and sub-‐tasks ¡ Convert each deliverable and tasks into “real tasks”
¡ Recognize the summary tasks and the work packages.
Verb + product = Task
¡ Once all the work packages have been identified, arrange them, and there are multiple ways to do that.
¡ How do you choose? It depends on what you want to communicate. § One may emphasize features.
§ One may emphasize phases of a project
ü The WBS must be broken down starting at the top.
ü Work packages must add up to the summary task.
ü Each task must be named as an activity that produces a product
Verb + product = Task
¡ “perform analysis” ¡ “research” ¡ “database”
Image from _boris at Flickr.com
¡ No work packages should be smaller than 8 hours (1 day)
¡ No task should be longer than the time between 2 status points/reporting periods
¡ (No task should be at 50% for more than 2 status meetings.)
¡ Granularity § If it’s easier to estimate, break it down.
§ If it’s easier to assign, break it down. § If it’s easier to track, break it down.
¡ If it’s not one of these, don’t break it down.
¡ Don’t forget to put PM into the WBS, maybe under “Manage project.”
Image from bcostin at Flickr.com
¡ Consider quality for each work package: § What does it mean to be
complete with this task? § How do we know it was
done correctly/well?
¡ Types of quality checks: § Reviews—SME review,
design team review, alpha prototype, storyboard, expert review
§ Standards—industry standards, internal checklist
§ Testing—user testing, beta testing, 1-‐on-‐1, small group, field trial
A realistic schedule… ¡ Includes detailed knowledge of the work to be done. ¡ Has tasks sequenced in the correct order. ¡ Accounts for external constraints. ¡ Can be accomplished on time, given the availability of skilled people & enough equipment.
Step
1
Identify task relationships
Step
2
Estimate durations for tasks St
ep 3
Assign & level resources
¡ Sequence constraints—when one task/work package must be performed before another because of dependency
¡ Indicate the predecessors for each activity
Activity Description Duration Immediate Predecessors
1.1 Analyze learners -‐-‐
1.2 Analyze context 1.1
2.1 Define performance gap 1.1, 1.2
¡ Display your thinking with a network diagram
Image from http://press.teleinteractive.net/yackity/2005/10/06/critical_path_in_schedule_management
¡ Network diagram ¡ Relationships
§ Finish to start
Image from Microsoft at http://office.microsoft.com/en-us/project/HA101130671033.aspx
Task B cannot begin until Task A is finished.
¡ Network diagrams help present relationships among tasks § Finish to start § Start to start
Task B cannot begin until Task A begins.
Image from Microsoft at http://office.microsoft.com/en-us/project/HA101130671033.aspx
¡ Network diagram ¡ Relationships
§ Finish to start § Start to start § Finish to finish
Task B cannot finish until Task A finishes.
Image from Microsoft at http://office.microsoft.com/en-us/project/HA101130671033.aspx
Image from http://press.teleinteractive.net/yackity/2005/10/06/critical_path_in_schedule_management
Activity Description Duration (in days)
Immediate Predecessors
1.1 Analyze learners 14 -‐-‐
1.2 Analyze context 14 1.1
2.1 Define performance gap 2 1.1, 1.2
¡ Identify resources (i.e., labor, equipment, materials)
¡ Determine when each resource is needed and for how long.
¡ Labor: in hours ¡ Equipment: in hours ¡ Materials: amount, when needed (task relationship)
Image from Truthout at Flickr.com
¡ Assign resources, primarily labor and equipment to tasks
¡ Determine resources for each day and compare schedule
¡ Some tasks may not be completed concurrently because of resource pool or additional resources may be needed
¡ Critical path § The critical path is the longest path through the network, but represents the minimum amount of time a project will take.
Image from http://press.teleinteractive.net/yackity/2005/10/06/critical_path_in_schedule_management
¡ Gantt § Henry Gantt, early 1900s § Horizontal axis shows schedule, vertical axis shows WBS
Image from http://commons.wikimedia.org/wiki/File:Henri_Gannt.jpg
Image from Gary Booker at http://commons.wikimedia.org/wiki/File:GanttChartAnatomy.png
¡ Booker, G. (2007). Ganttchartanatomy.png [image]. Retrieved January 27, 2010 from http://commons.wikimedia.org/wiki/File:GanttChartAnatomy.png
¡ dmdk12. (2007). Development of the network diagram and critical path. Retrieved January 27, 2010 from http://www.slideshare.net/dmdk12/the-‐network-‐diagram-‐and-‐critical-‐path
¡ Doval Santos, C.V. (2005). Critical path in schedule management [image]. Retrieved January 27, 2010 from http://press.teleinteractive.net/yackity/2005/10/06/critical_path_in_schedule_management
¡ Lynch, M.M. & Roecker, J. (2007). Project managing e-‐learning: A handbook for successful design, delivery and management. New York: Routledge.
¡ Schwalbe, K. (2010). Information technology project management (6th ed.). Boston, MA: Cengage Course Technology.
¡ Verzuh, E. (2008). The fast forward MBA in project management (3rd ed.). Hoboken, NJ: Wiley.
(cc) 2011 Michael M. Grant
