Synproma Corporation

Posts Tagged ‘work breakdown structure’

Have you ever given a project update and felt like your sponsor was questioning (read “doubting”) every aspect of your update?  Perhaps it is because he doesn’t trust the numbers.  All too often project managers put together wonderful project schedules to produce a very nice Gantt chart.  But upon a little poking and prodding, it is quickly discovered that the data used to make the nice chart bear little resemblance to real life.  This feeds distrust of all the information and forecasts.  So how do we remedy this?

The difference between an average project manager and an outstanding one is how they handle data.  You will never be an outstanding project manager if you manipulate data to make your charts and projections look good.  The truly outstanding project manager builds a solid plan with realistic estimates and dependencies only where they truly exist.  As real data comes in that skews the progress charts, the project manager must delve into the underlying cause and determine what, if anything, can be done to bring things back into kilter.  The fact that the progress to date will push the delivery date out a month past the deadline is not a bad thing.  It is merely a fact.  If we just “fudge” the data to make things seem good, we miss the opportunity to take corrective action and surface any false underlying assumptions.  It has been my experience that sponsors would rather have unpleasant news delivered early, with a recommended plan of corrective action than to find out too late that expectations will not be met.

So, begin by working with your project team to build a realistic work breakdown structure (WBS), NOT a schedule.  [Critical Tools has a great product called WBS Chart Pro^© if you need help with this stage. (www.criticaltools.com/wbschartprosoftware.htm)] Many project managers think these are the same thing, but they are not.  Identify all the elements of work that must be accomplished.  Then with appropriate subject matter experts (SMEs) estimate the roles and the labor that will be required for each element.  Then associate a cost for each element that includes hard costs for materials or equipment needed for that element and the internal cost of labor.  Once all of that is complete, then build a network diagram.  Look for any dependencies between tasks.  Only place a dependency relationship where one actually exists.  The point of dependencies is to identify a relationship between work activities, not to create a flow for your charts.  This activity also needs to be done with appropriate SMEs.  They need to argue out what relationships truly exist.  By keeping them engaged throughout this early stage, you will also gain their ownership of the plan.  Only then should you open up your scheduling software and begin to create a schedule.  Layout all of the elements from the work breakdown structure and the network diagram.  Then overlay and adjust for any project stage-gating that your organization might use.

Now look at the dates.  If they have pushed past the desired target finish date, work with your team to analyze the results.  Check for any false assumptions, unnecessary dependencies, or overly conservative estimates.  If the dates are still too far out, then come up with a plan.  Can you bring dates back in with additional resources?  Can a portion be outsourced?  Could you execute something faster if you purchased some additional hardware, software, etc?  When you come up with a plan or two, it is time to bring in your sponsor and have a discussion.  Layout the issues, how you got here, and what you recommend to better meet expectations.  When you get the inevitable pushback, take the time to go through the numbers.  This is where the work really pays off for you as the project manager.  If you have real numbers, then you have real arguments.  The sponsor then can help with either getting the additional resources needed, or helping reset expectations for delivery of the project.  That is the job of a sponsor.

Once you have an agreed plan, then execute it.  As things happen, keep the numbers real.  If dates change, find out why and take corrective actions rather than “fixing the schedule.”  Keep communicating with your sponsor using real numbers. 

• Work with SMEs to build a work breakdown structure
• Work with SMEs to estimate the elements
• Work with SMEs to build a network diagram
• Work with SMEs and sponsor to build a workable schedule
• Work your plan

By now you are nodding your head saying, “well of course!”  The problem is that in my experience most project managers know this stuff, but don’t actually do it.  The difference between the average project managers and excellent ones shows up in the planning phase.  It takes effort to do this.  And discipline to resist the urge to just get started doing something.  This is probably the most important something of the project as it will largely determine the success or failure of the project in the long run.