The document discusses various techniques for developing work breakdown structures (WBS), estimating activity durations, and improving estimates for projects. It describes defining and sequencing activities, estimating resources and durations, and developing schedules. Methods covered include top-down, bottom-up, analogy, and parametric modeling approaches. Factors that can impact estimates and ways to enhance estimating accuracy are also outlined.

1. The Work Breakdown
IT project management

2. Project Time Management
PMBOK®
 Activity definition
 Identifying what activities must be completed to produce the project scope deliverables
 Activity sequencing
 Determining whether activities can be completed sequentially or in parallel and any
dependencies that may exist among them
 Activity resource estimation
 Identifying the type of resources (people, technology, facilities, etc.) and the quantity of
resources needed to carry out project activities
 Activity duration estimation
 Estimating the time to complete each activity
 Schedule development
 Based on the availability of resources, the activities, their sequence, and time estimates, a
schedule for the entire budget can be developed
 Schedule control
 Ensuring that proper processes and procedures are in place in order to control changes
to the project schedule

3. 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
 PMBOK Guide® (17).

4. Work Package

5. Deliverables versus Milestones
 Deliverables
 Tangible, verifiable work products
 Reports, presentations, prototypes, etc.
 Milestones
 Significant events or achievements
 Acceptance of deliverables or phase completion
 Cruxes (proof of concepts)
 Quality control
 Keeps team focused

6. Developing the WBS
 A work package is developed for each of the phases and deliverables
defined in the Deliverable Structure Chart (DSC)

7. Deliverable: Test Results Report
 Logical Activities:
1. Review the test plan with the client so that key
stakeholders are clear as to what will be tested, how the
tests will be conducted, and when the tests will be carried
out.
2. Carry out the tests as outlined in the plan.
3. Once the test results are collected, we need to analyze
them.
4. The results should be summarized in the form of a report
and presentation to the client.
5. If all goes well, the client will sign-off or approve the test
results and then we can move on to the implementation
phase of the project. If not, then we need to address and
fix any problems.
What are the deliverables? Milestones?

8. Example Work Breakdown
Schedule

9. The WBS Should Follow the Work Package
Concept

10. Sample Intranet WBS
Organized by Product
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11. Sample Intranet WBS
Organized by Phase
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12. Intranet WBS in Tabular Form
1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
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13. Intranet WBS and Gantt Chart in
Microsoft Project
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Information Technology Project Management, Fifth Edition, Copyright 2007

14. Intranet Gantt Chart Organized by Project
Management Process Groups
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15. Approaches to Developing WBSs
 Using guidelines: some organizations, like the DOD,
provide guidelines for preparing WBSs
 The analogy approach: review WBSs of similar projects
and tailor to your project
 The top-down approach: start with the largest items of
the project and break them down
 The bottom-up approach: start with the specific tasks
and roll them up
 Mind-mapping approach: mind mapping is a technique
that uses branches radiating out from a core idea to
structure thoughts and ideas
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16. Sample Mind-Mapping Approach for
Creating a WBS
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17. The WBS…
 Should be “deliverable-oriented”
 Should support the project’s MOV
 Have enough detail to support planning and control
 Should involve those who will be doing the work
 Should include learning cycles and past lessons learned

18. Estimation Techniques - Traditional
Project Management Approaches
 Guesstimating
 Delphi Technique
 Time Boxing
 Top-Down
 Bottom-Up
 Analogous Estimates (Past experiences)
 Parametric Modeling (Statistical)

19. Guestimating
Estimation by guessing or just picking numbers out of the air is
not the best way to derive a project’s schedule and budget.
Unfortunately, many inexperienced project managers tend to
guesstimate, or guess at the estimates, because it is quick
and easy.

20. Delphi Technique
 Involves multiple, anonymous experts
 Each expert makes an estimate
 Estimates compared
 If close, can be averaged
 If not, do another iteration until consensus is reached

21. Time Boxing
 A “box” of time is allocated
for a specific activity, task, or
deliverable
 Can focus a team if used
effectively
 Can demoralize a team if not
used effectively

22. Top-Down
 Top & middle managers
determine overall project
schedule &/or cost
 Lower level managers are
expected to breakdown
schedule/budget estimates
into specific activities
(WBS)

23. Bottom-Up
 Schedules & budgets are
constructed from WBS
 Starts with people who
will be doing the work
 Schedules & budgets are
the aggregate of detailed
activities & costs

24. Analogous Estimates
 Similar to Top-Down approach
 Use information from previous, similar projects as a basis
for estimation

25. Parametric Modeling
 Use project characteristics (parameters) in a
mathematical model to estimate
 Example: $50/ LOC based on:
 Programming language
 Level of expertise
 Size & complexity

26. Estimates are made for each activity in
the WBS Results Report
6.2 Test
6.2.1 Review test plan with client 1
day
6.2.2 Carry out test plan 5
days
6.2.3 Analyze results 2
days
6.2.4 Prepare test results report and presentation 3
days
6.2.5 Present test results to client 1
day
6.2.6 Address any software issues or problems 5
days
How did we come up with these estimates? Using a technique,
or combination of techniques, with the exception of guestimating!

27. What can cause inaccurate estimates?
 Scope changes  No (or poor)
 Overlooked tasks methodology
 Poor developer-user  Changes in team
communication  Red tape
 Poor understanding  Lack of project control
of project goals  Not identifying or
 Insufficient analysis understanding impact of
risks

28. Other Factors to Consider When Estimating
 Rate at which requirements may change
 Experience & capabilities of project team
 Process or methods used in development
 Specific activities to be performed
 Programming languages or development tools to be used
 Probable number of bugs or defects & removal methods
 Environment or ergonomics of work space
 Geographic separation of team across locations
 Schedule pressure placed on the team

29. How can estimates be improved?
 Experience!
 Lessons learned
 Best Practices
 Revision
 Monitor
 Focus on deliverables
 Control