Here are the key points about human skills: - Ability to communicate effectively - Leadership skills - Ability to motivate others - Conflict resolution skills - Ability to build relationships and networks - Emotional intelligence - Empathy - Active listening skills - Teamwork abilities Human skills are important for managing people effectively and building cooperation. They complement technical skills.

1. Chapter 2
Work Breakdown Structure (WBS)
• The WBS represents a logical decomposition
of the work to be performed and focuses on
how the product, service, or result is naturally
subdivided. It is an outline of what work is to
be performed.
LEVEL ELEMENT DESCRIPTION
1 Project
2 Category
3 Sub-category
4 Work Package

2. Work Package

3. Deliverables and Milestones
• Deliverables
– Verifiable work products
– Reports, presentations, prototypes, etc.
• Milestones
– Significant events or achievements
– Acceptance of deliverables or phase completion
– Quality control
– Keeps team focused

4. Developing the WBS

5. Developing the WBS
• The WBS Should Be Deliverable-Oriented
– Ensure WBS allows for the delivery of all the project’s
deliverables as defined in project scope
– 100 percent rule
• The Level of Detail Should Support Planning and
Control
• Developing the WBS Should Involve the People Who
Will Be Doing the Work
• Learning Cycles and Lessons Learned Can Support
the Development of a WBS

6. 6

7. Responsibility Matrix
• Intersection of WBS and organization
structure
• Rows = persons or functional positions
• Columns = work tasks or packages for which
each personnel is responsible
• Useful for monitoring and control
7

8. 8

9. 9

10. What is a Work Breakdown Structure?
Planning a project using earned value
management is no different than the initial
planning necessary to implement any given
project. There are basic items that you need to
know and understand as a project manager:
– How much is the project going to cost (Cost)?
On the following pages we will define and discuss
a WBS.

11. Module 2: Work Breakdown Structure
Welcome to Module 2. The objective of this module is to
introduce you to Work Breakdown Structure (WBS) and
other supporting documents.
This module will include defining and illustrating the
following topics:
• Work Breakdown Structure
• WBS dictionary
• Organizational Breakdown Structure (OBS)

12. Work Breakdown Structure (WBS)
Overview:
The WBS assists project leaders, participants, and
stakeholders in the development of a clear vision of
the end products or outcomes to be produced by the
project.
It provides the framework for all deliverables
throughout the project life cycle.

13. Wait for a minute…did you clearly understand what
you just read on the slide before?
This is quite important…as a project manager your
role is to achieve the project’s objectives.
Therefore, the deliverables must be captured
effectively by the project team as part of the WBS.
If it is not part of the WBS, it is not part of the
project. Very simple, right?

14. Work Breakdown Structure (WBS)
Let us continue with some
critical data you must
understand as a good
project manager.

15. Work Breakdown Structure (WBS)
Very important key points to keep in mind while developing a WBS:
1. The WBS is created with the help of the team.
2. The first level is completed before the project is broken
down further.
3. Each level of the WBS is a smaller piece of the level above.
4. The WBS includes only deliverables that are really needed.
5. Deliverables not included in the WBS are not part of the
project.

16. Work Breakdown Structure (WBS)
BENEFITS:
1. It provides the project team members with an
understanding of where their pieces fit into the
overall project management plan.
2. It facilitates communication and cooperation
among team members.
3. It provides a basis for estimating staff, cost, and
time.
4. It helps people get their minds around the project.

17. Make sure you read this information twice:
Under a professional project management methodology, every single
project you manage must have a WBS.
You cannot afford to misunderstand this important project
management tool.
Why?
Without it, the project will take longer, elements will slip through the
cracks, and the project will be negatively impacted.

18. 4–18
Defining the Project
Step 1: Defining the Project Scope
Step 2: Establishing Project Priorities
Step 3: Creating the Work Breakdown Structure
Step 4: Integrating the WBS with the Organization
Step 5: Coding the WBS for the Information
System

19. 4–19
Project Scope Checklist
1. Project objective
2. Deliverables
3. Milestones
4. Technical requirements
5. Limits and exclusions
6. Reviews with customer

20. Project Priority Matrix
FIGURE 4.2

21. 4–21
How WBS Helps the Project Manager
• WBS
–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 (OBS). which assigns project responsibilities to
organizational units and individuals

22. 4–22
Integrating the WBS
with the Organization
• Organizational Breakdown Structure (OBS)
–Depicts how the firm is organized to discharge its work
responsibility for a project.
• Provides a framework to summarize
organization work units & performance.
• Map organization units to work packages.
• Ties the organizational units
to cost control accounts.

23. 4–23
Coding the WBS for
the Information System
• WBS Coding System
–Defines:
• Levels and elements of the WBS
• Organization elements
• Work packages
• Budget and cost information
–Allows reports to be consolidated at
any level in the organization structure

24. Responsibility Matrices
• Responsibility Matrix (RM)
–Also called a linear responsibility chart.
–Summarizes the tasks to be accomplished and
who is responsible for what on the project.
•Lists project activities and participants.

25. 4–25
Project Communication Plan
• What information needs to be collected
and when?
• Who will receive the information?
• What methods will be used to gather
and store information?
• When will the information be
communicated?

26. 4–26
Information Needs
• Project status reports
• Deliverable issues
• Changes in scope
• Team status meetings
• Gating decisions
• Change requests & status
• Action items
• Milestone reports

27. Project Planning: 12 Step Program
1) Set goal and scope
2) Select lifecycle
3) Set
organization/team
form
4) Start team selection
5) Determine risks
6) Create WBS
7) Identify tasks
8) Identify task
dependencies
9) Estimate size
10) Estimate effort
11) Assign resources
12) Schedule work

28. Project scope management
Scope Planning
Project Requirements
Define Scope
Creating the Work Breakdown Structure (WBS)

29. Project detailed scope statement
 The project detailed scope statement is an evolved version
of the preliminary project scope statement
 Content (template) requirements are identical to the
preliminary version
 Actual content of the detailed scope definition should reflect
any additional information gathered since preliminary scope
statement

30. Inputs, tools & techniques, and outputs
Inputs
 Project management plan
 Project Charter
 Enterprise environmental factors
 Organizational process assets
Tools & Techniques
 Expert judgment
 Meetings
Outputs
 Scope management plan
 Requirements management plan

31. Requirements documentation
 Business requirements
 Business and project objectives
 Business rules for the performing organization
 Guiding principles of the organization.
 Stakeholder requirements
 Impacts to other organizational areas
 Impacts to other entities inside or outside the performing
organization
 Stakeholder communication and reporting requirements.

32. Process: Create WBS
 WBS – Work Breakdown Structure. Technique for
describing all work in a project.
 PERT – Program Evaluation and Review Technique. A well-
entrenched technique for scheduling.
 CPM – Critical Path Method. Used with PERT to determine
problems in scheduling.
 Gantt Charts – bar chart that graphically displays project
schedule

33. Six Criteria to Test for Completeness in the WBS
 The WBS is developed as part of a Joint Planning session.
But how do you know that you've done this right? Each
activity must possess six characteristics to be considered
complete – that is, completely decomposed. The six
characteristics are
1. Status/completion is measurable
2. Start/end events are clearly defined
3. Activity has a deliverable
4. Time/cost is easily estimated
5. Activity duration is within acceptable limits
6. Work assignments are independent

34. WBS – Basis of Many Things
 Network scheduling
 Costing
 Risk analysis
 Organizational structure
 Control
 Measurement

35. Project Planning
Project Time Management I
Introduction
Activity Definition
Activity Sequencing

36. Planning, Estimating, Scheduling
 What's the difference?
 Plan: Identify activities. No specific start and end
dates.
 Estimating: Determining the size & duration of
activities.
 Schedule: Adds specific start and end dates,
relationships, and resources.
 Note the term activities – much the same as tasks
but more general.

37. How To Schedule
 Identify “what” needs to be done
 Work Breakdown Structure (WBS)
 Identify “how much” (the size)
 Size estimation techniques
 Identify duration
 Effort estimation techniques
 Identify the dependency between tasks
 Dependency graph, network diagram
 Estimate total duration of the work to be done
 The actual schedule

38. 38
Scope
(definition)
Project Management Processes
(Initiation)
Initiation
Cost
(estimates, …)
WBS
Time
(activity diagrams, …)
Human Resources
• Also to consider: Quality, Risk,
Communication, Procurement, Integration
(knowledge areas)
Project Charter
Project Management Plan

39. 39
39
Developing the WBS
• Divide the total work of the project into
major groups...
• ...then subdivide these groups into
tasks...
• ...then divide these tasks into sub-tasks
• Subtasks should be small enough to
permit adequate control and visibility
• But avoid excess bureaucracy!

40. 40
PM Areas
• Project integration management
– Includes the processes required to coordinate
occurs between components of a project
• Elements of a project management effort
that require integration
– The development of the initial project plan
– Monitoring of progress during plan execution
– Control of plan revisions
Management of Information Security, 3rd Edition

41. 41
Project plan inputs
Figure 1-7 Project plan inputs
Source: Course Technology/Cengage Learning
Management of Information Security, 3rd Edition

42. 42
PM Areas (cont’d.)
• Project time management includes the
following processes
– Activity definition
– Activity sequencing
– Activity duration estimating
– Schedule development
– Schedule control
Management of Information Security, 3rd Edition

43. 43
PM Areas
• Project risk management
– Assesses, mitigates, manages, and reduces
the impact of adverse occurrences on the
project
– Information security projects have unique risks
– Includes risk identification, risk quantification,
risk response development and risk response
control
Management of Information Security, 3rd Edition

44. 44
Summary
• What is security?
• What is management?
• Principles of information security
management
– Planning
– Policy
– Programs
– Protection
– People
– Project management
Management of Information Security, 3rd Edition

45.  Time management is nothing
but common sense. I do well in
school, so I must be managing
my time effectively.
 It takes all the fun out of life!!!
 Time management? I work
better under pressure.
 No matter what I do, I won’t
have enough time!

47. Increases productivity.
Reduces stress.
Improves self-esteem.
Helps achieve balance in life.
Increases self-confidence
Helps you reach your goals!

48. 1. Set goals
2. Set reasonable expectations
(and remember that no one’s
perfect)
3. Make a schedule
4. Revisit and revise your plan

49.  Knowing what is most valuable to you
gives direction to your life.
 Your energy should be oriented first
toward things that reflect the values that
are most important.
 Examine your values to help you make
time management decisions.

50.  Make your goals specific and
concrete. Don’t be vague.
 Set both long-term goals and
short-term ones to support
them.
 Set a deadline for your goals.
 Integrate your goals: school,
personal and career.
 Realize that goals change, but
know which goals to stick to!

51. Set Up Your Semester Calendar
 Block all important set time obligations.
 Block all class and lab times.
 Look at the syllabus for the class schedule.
◦ Note the weight of the activities.
◦ Highlight all exams and project due dates.
 Work backwards from exams and papers (PERT).
 Study time.
 Time for your sanity.

52.  Set realistic goals, there are only
24 hours in a day.
 Use spare time to review.
 Study at the same time each day:
make it a habit
 Divide study time into manageable
chunks
 Leave extra time at the end!

53.  How are you actually using your time?
 Which tasks were you able to do? What didn’t get
done?
 Was your energy level appropriate? Your stress level?
 What changes need to be made to your weekly
schedule?
 What are persistent time wasters?
 Was procrastination an issue?

54.  Avoid the temptation to socialize when you’ve scheduled
work.
 If friends ask you to join them last minute, decline
outright, but ask if you could get together later in the
week.
 Socializing is important when you don’t have other
things to worry about!
 Study somewhere you won’t be tempted to chat, watch
movies or YouTube, or use social utilities like Facebook.
 Texts are a major distraction.

55.  Immediately note all changes.
◦ Exam/Paper due date revisions
◦ Meeting additions/cancellations
◦ Work schedule changes
◦ Upcoming visitors, etc., etc…
 Preview the upcoming week making any
necessary adjustments.
 Preview each day to see what might
happen…

59. Objectives of the chapter
 Understanding management concepts
 Characteristics of management
 Functions of management

60. MANAGEMENT
 Management is the attainment of organizational goals in
an effective and efficient manner through planning,
organizing, staffing, directing and controlling
organizational resources.
 Organizational resources include men(human beings),
money, machines and materials.

61. Characteristics
 Management is a distinct process.
 Management is an organized activity
 Management aims at the accomplishment of
predetermined objectives.
 Management is both a science and an art.
 Management is a group activity
 Management principles are universal in nature
 Management integrates human and other resources.

63. FUNCTIONS OF MANAGEMENT
 PLANNING
 ORGANIZING
 STAFFING
 DIRECTING
 CONTROLLING

64. • Planning is determining the objectives and formulating
the methods to achieve them. It is more simply said than
done. A job well planned is half done. During planning
one needs to ask oneself the following:
• What am I trying to accomplish i.e. what is my objective?
• What resources do I have and do I need to accomplish the
same?
• What are the methods and means to achieve the
objectives?
• Is this the optimal path?
PLANNING

65.  Take Time to Plan
 Planning can be Top to Down or Bottom to Top
 Involve and Communicate with all those Concerned
 Plans must be Flexible and Dynamic
 Evaluate and Revise
Principles of Planning

66. 1. Determining the goals or objectives for the entire
organization.
2. Making assumptions on various elements of the
environment.
3. To decide the planning period.
4. Examine alternative courses of actions.
5. Evaluating the alternatives.
6. Real point of decision making
7. To make derivative plans.
Steps in Planning

67.  Coordination by Rules or Procedures
 Coordination by Targets or Goals:
 Coordination through the Hierarchy
 Coordination through Departmentalization
 Using a Staff Assistant for Coordination:
 Using a Liaison for Coordination:
 Using a Committee for Coordination
 Using Independent Integrators for Coordination:
 Coordination through Mutual Adjustment:
Techniques for achieving
coordination.

68.  Effective controls are timely.
 Control standards should encourage compliance.
 Setting effective standards is important
 Use management by exception.
 Employees should get fast feedback on performance.
 Do not over rely on control reports.
 Fit the amount of control to the task.
Principles of Effective Control

69. TECHNICAL SKILLS
A persons’ knowledge and ability to make effective use of any
process or technique constitutes his technical skills.
For eg: Engineer, accountant, data entry operator, lawyer,
doctor etc.

70. HUMAN SKILLS
An individuals’ ability to cooperate with other members of
the organization and work effectively in teams.
For eg: Interpersonal relationships, solving people’s problem
and acceptance of other employees.

71. CONCEPTUAL SKILLS
Ability of an individual to analyze complex situations and to
rationally process and interpret available information.
For eg: Idea generation and analytical process of information.

72. MANAGER’S ROLES
 Interpersonal role
 Informational role
 Decisional role

73. Digital Project Planning &
Management Basics
1

74. Workshop Goals
 Learn basic steps in planning a digital
project
 Review grant writing for digital projects
 Understand basic management issues
 Explore assessment goals and tools for
measuring success
3

75. Collaboration and Team Building
• Negotiation skills
• Listening and coaching
• Influencing and persuasion skills
• Group decision-making
• Appropriate technology tools
11

76. Goals of the Teambuilding
Section
 Understand the process for team building
 Learn how to effectively plan and develop
ideas through the team
 Learn how to effectively negotiate when
parties disagree
 Understand the importance of building
consensus -- working together towards the
same goals
2

77. Cooperation, Collaboration &
Partnerships
Success of projects depends on
developing a core team of stakeholders
Stakeholders may be part of the
institution, parent institution, or
partners in the project
3

78.  Effective tool for hearing multiple
viewpoints, issues, and general ideas
 Leads to the development of more specific
ideas and solutions to issues
Brainstorming
8

79.  Supporting institutional SWOT analysis
 Strenths
 Weaknesses
 Opportunities
 Threats
 Scope and nature of projects
 Selection
Brainstorming Techniques
Useful for:
9

80. Stages Getting to Agreement
1. Analysis stage
Gather, organize, consider information from all sides
2. Planning stage
Evaluate the information, think of options
3. Discussion stage
Communicate interests & options
15

81. Active Listening Skills
1. Hear the message
2. Interpret the message
3. Evaluate the message
4. Respond to the message
16

82. Criteria for Evaluation
 Feasibility
 Legal issues
 Costs / Benefits
 Scope / nature of material
17

83. Request For Proposal (RFP)
 User requirements
 System or technical requirements
 Functional requirements
 Interoperability with other OS / platforms
28

84. Introduction to Proposal
 Describe the institution and its
community
 What is the significance of the content
you plan to digitize
 Does your institution have a track
record with grants? With digital
projects?
8

85. Goals / Objectives of Project
 How does project meet the mission of
the institution?
 How does the project provide a
solution to the need stated earlier?
 Who is involved?
 Who is being served?
 Is it realistic or overly ambitious?
14

86. Proposed Project Budget
a. Salaries & Benefits
b. Library materials
c. Operation
d. Equipment
e. Indirect Costs
28

87. Marketing & Publicity for
Completed Project
31