An overview of work breakdown structure, scheduling, and leveling resources for elearning projects.

1. (cc) 2011 Michael M. Grant | Image from beccaxsos at Flickr.com
eLearning
project
management

2. WBS
Scheduling
Gantt
Chart
Identify
Identify
and
Display
and
project
tasks
level
communicate
resources
tasks
and
scheduling
of
resources

3. ¡ Very
similar
to
task
1. Begin
at
the
top
analysis/content
2. Name
all
the
tasks
analysis,
particularly
3. Organize
the
WBS
Dick,
Carey
&
Carey

4. ¡ By
top,
we
mean
a
top-­‐down
process
¡ Begin
by
listing
all
the
deliverables
Image from Trip Deezil at Flickr.com

5. ¡ 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

6. ¡ Once
all
the
work
¡ How
do
you
choose?
packages
have
been
It
depends
on
what
you
identified,
arrange
want
to
communicate.
them,
and
there
are
§ One
may
emphasize
multiple
ways
to
do
features.
that.
§ One
may
emphasize
phases
of
a
project

7. 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

8. ¡ perform
analysis
¡ research
¡ database
Image from _boris at Flickr.com

9. ¡ 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.)

10. ¡ 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

11. ¡ Consider
quality
for
each
¡ Types
of
quality
checks:
work
package:
§ Reviews—SME
review,
§ What
does
it
mean
to
be
design
team
review,
alpha
complete
with
this
task?
prototype,
storyboard,
§ How
do
we
know
it
was
expert
review
done
correctly/well?
§ Standards—industry
standards,
internal
checklist
§ Testing—user
testing,
beta
testing,
1-­‐on-­‐1,
small
group,
field
trial

12. 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.

13. Step
3
Step
1
Step
2
Identify
task
Estimate
Assign
&
relationships
durations
for
level
tasks
resources

14. ¡ 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

15. ¡ Display
your
thinking
with
a
network
diagram
Image from http://press.teleinteractive.net/yackity/2005/10/06/critical_path_in_schedule_management

16. ¡ Network
diagram
¡ Relationships
§ Finish
to
start
Task B cannot begin until Task A is finished.
Image from Microsoft at http://office.microsoft.com/en-us/project/HA101130671033.aspx

17. ¡ Network
diagrams
help
present
relationships
among
tasks
Task B cannot begin until Task A begins.
§ Finish
to
start
§ Start
to
start
Image from Microsoft at http://office.microsoft.com/en-us/project/HA101130671033.aspx

18. ¡ Network
diagram
¡ Relationships
§ Finish
to
start
§ Start
to
start
Task B cannot finish until Task A finishes.
§ Finish
to
finish
Image from Microsoft at http://office.microsoft.com/en-us/project/HA101130671033.aspx

19. Activity
Description
Duration
Immediate
(in
days)
Predecessors
1.1
Analyze
learners
14
-­‐-­‐
1.2
Analyze
context
14
1.1
2.1
Define
performance
gap
2
1.1,
1.2
Image from http://press.teleinteractive.net/yackity/2005/10/06/critical_path_in_schedule_management

20. ¡ Identify
resources
(i.e.,
¡ Labor:
in
hours
labor,
equipment,
¡ Equipment:
in
hours
materials)
¡ Materials:
amount,
¡ Determine
when
each
when
needed
(task
resource
is
needed
and
relationship)
for
how
long.
Image from Truthout at Flickr.com

21. ¡ 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

22. ¡ 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

23. ¡ Gantt
§ Henry
Gantt,
early
1900s
§ Horizontal
axis
shows
schedule,
vertical
axis
shows
WBS
Image from http://commons.wikimedia.org/wiki/File:Henri_Gannt.jpg

24. Image from Gary Booker at http://commons.wikimedia.org/wiki/File:GanttChartAnatomy.png

25. ¡ 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.

26. (cc) 2011 Michael M. Grant