Course Progress
Part of 5 Chapters
Scope and Schedule: The Architecture of Time
Chapter 2. Scope and Schedule: The Architecture of Time
A project without a clear scope is like a ship without a destination. ==Scope Management== ensures that the project includes all the work required, and only the work required, to complete the project successfully. Once the scope is defined, we translate it into a Schedule.
1. WBS: Breaking it Down
The Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work. It turns a massive mountain of a project into a organized list of tasks.
List the major project deliverables (Phase 1, Phase 2, etc.)
Break each deliverable into smaller, manageable sub-tasks
Reach the lowest level where work can be estimated and assigned
Ensure every task has an owner and a defined outcome
2. The Critical Path Method (CPM)
In any project, some tasks can be done in parallel, while others must follow a specific sequence. The ==Critical Path== is the longest sequence of tasks that must be completed on time for the project to finish on its due date.
Scheduling Techniques
| Technique | Description | Best Used For |
|---|---|---|
| **Gantt Chart** | A horizontal bar chart showing tasks over time. | Visualizing the overall timeline and dependencies. |
| **CPM Analysis** | Mathematical calculation of the longest path. | Identifying 'Zero Float' tasks that cannot be delayed. |
| **Three-Point Estimating** | Average of Optimistic, Pessimistic, and Most Likely times. | Handling uncertainty in task duration. |
3. Fighting Scope Creep
Scope Creep is the uncontrolled growth of a project’s scope without adjustments to time, cost, and resources. It is the number one project killer.
- The Baseline: Always establish a “Scope Baseline” (the approved plan).
- Change Control: Any request for “just one more feature” must go through a formal approval process.
- The Power of ‘No’: A great project manager knows that saying no to out-of-scope requests is essential to protecting the team’s focus.
The Critical Path Warning: If any task on the Critical Path is delayed by even one day, the entire project’s completion date will shift unless you can “crash” (add resources) or “fast-track” (do tasks in parallel) later stages.
4. Conclusion: Designing Reality
Scheduling is not just putting dates on a calendar; it is ==“Designing Reality.”== By using WBS and CPM, you move from “hoping it gets done” to “knowing how it gets done.” In the next chapter, we will learn how to fuel this schedule with the right resources and budget.
📚 Prof. Sean’s Selected Library
- [Project Scheduling and Cost Control] - James Taylor: A practical guide to using CPM and WBS effectively.
- [Making Things Happen] - Scott Berkun: A collection of essays on the philosophy of managing complex projects.
- [Critical Chain] - Eliyahu M. Goldratt: A business novel that introduces ‘Buffer Management’ for project schedules.
Next time, we will explore ‘Resource and Budget Allocation’—learning how to manage the money and the people behind the plan.