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Once we have the project management plan created in particular the schedule management plan the subsidy

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plan.

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Then we can go about defining activities.

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This is to create the activities list all of the activities that we have to do in order for the scope

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to be complete.

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So to define activities we're talking about taking our work break down structure and the smallest item

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in the WB is a work package.

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We're correlating that work package to the activities that are needed in order to create the work package.

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So I need the WTS.

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I'm going to rely on the decomposition of scope to identify the work package and that allows me then

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to create the activity list the activity list is really needed because it helps me estimate what I'm

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going to schedule.

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And also to control the work along with our activities will define what are the activity attributes

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so that each activity will have different attributes or characteristics that we want to be aware of.

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The milestone list shows all of the activities that lead up to creating that milestone.

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So recall typically at the end of a phase we get a milestone or do you have a key deliverable in your

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project.

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That's a milestone as far as activities go.

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We can see the activities that are needed in order to create that milestone.

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Let's look at the Ito's for the activity list.

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Our inputs the implant in particular the schedule management plan and the scope baseline.

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Maybe the scope baseline scope statement the work breakdown structure and the WTS dictionary and then

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we'll have E.F an opiate some tools and techniques here.

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Expert judgment composition rolling wave planning and meetings.

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Our outputs will be the activity list the activity attributes that milestone list we were just talking

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about.

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You could have change request we might have updates to the project management plan in particular your

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schedule baseline and your cost base line could be an output here to fighting the project activity so

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the project work and project manager work.

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So there's a difference here.

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The project work we're talking about the activities that will create the project scope the project manager

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work sometimes called L.E. level of effort are the activities that you have to do in order to manage

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the project.

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So quality control of the inspection the creation of a report that's p m word planning is P word.

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While those are needed they don't necessarily contribute to the creation of the project scope but often

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we still need to schedule those activities to make certain they happen.

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So you might schedule of quality control inspection after key deliverables or you might schedule when

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reports are to happen on a regular basis or when meetings happen on a regular basis in your project.

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So that's project management work that doesn't necessarily contribute to the scope the creation of the

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product scope.

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Other planning processes.

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So you think about in each one of our knowledge areas that takes time to play and see think about scope

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and cost quality planning for H.R. communications planning in risk we'll spend a lot of time in risk

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planning and then in procurement You may have some planning issues there in stakeholder engagement and

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planning is iterative.

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So you're never really done with planning until you finally go into closing.

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What about the procurement time and the sequence of activities.

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So the sequence of activities we're talking about what order should these happen.

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So that helps us to create the schedule or at least the flow of the work the procurement time we have

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to consider the lead time to purchase something.

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So I need these cabinets installed in 40 days from now procurement takes 30 days for it to happen to

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get the materials on site.

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So I have to think about 30 days from now I need the cabinets so that affects my schedule internal and

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external events so internal events could be things like resource availability company holidays where

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resources are used in other projects or somebody is taking a vacation.

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External events the weather laws and regulations the vendor has an issue with getting the materials.

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Those are really outside of your control known and unknown events known events we're talking about risk

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that I know these things are going to happen.

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Unknown's are you know.

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No one knows that a project team member could quit in the middle of your project or the project could

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get cancelled.

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They may not have the money to put in to the project to continue to fund it.

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So unknown events can obviously wreck your schedule.

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The decomposition of project activities we're talking about taking the work packages and the WTS and

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then breaking those down into the work the activities to create the work packages.

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So in theory if we do the activities we're creating the work packages if we complete all of the work

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packages then we're completing that deliverable in the WTS.

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If we create all the WB deliverables then we have satisfied the project scope to satisfy the project

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scope.

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You've met the product scope and then your project is accepted.

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So that's kind of the roll up of activities here.

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There's a little rule you ought to be familiar with called the 880 rule.

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When we decompose the work break down structure we don't want to get so granular that we just keep breaking

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things down or breaking things down all the way down to the screw that goes into a cabinet.

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We want to use a general rule here it's called a heuristic that we say between eight hours in 80 hours

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that's how long each word package should take to create.

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So if it's you know installing a door knob All right that might take two hours.

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That's a little too granular might just say install the door.

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Well that might be four hours.

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So you might say install all the doors or complete the finishing for each room.

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So it's just a way of sizing the work that needs to be done.

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It's a general rule sometimes you might want to be very clear.

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We need a door a special door that's going to go into the laundry room.

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All right so the 80 rules just heuristic.

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So anything less than eight hours in your activity list is too small.

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Anything greater than 80 hours though is too big.

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So it's just try to stay in that window between eight and 80 hours decomposed to project activities

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three inputs that we really need the scope baseline because we're talking about the WTS.

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And that would be a dictionary and a scope statement enterprise environmental factors at O.P..

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Those are all things that we need to decompose project activities.

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Some other planning components to consider.

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We have control accounts in planning packages.

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I talked a little bit about this way back in the scope management lets just have a clear definition

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here a control account or a control account plan.

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It's like a little marker in your WPX.

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So recall that I'm building a house for you.

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And in this example we know we need a kitchen I don't need to know everything today for the kitchen

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deliverable but I know that we need a kitchen and that kitchen is going to have a budget of 75000.

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And most kitchens take us about a month to complete everything.

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So 75000 and about a month of labor not saying just one contiguous that much labor equates to 30 days.

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Well you have to make decisions about what goes in to the kitchen and we have $75000.

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So you have to decide what are the appliances What's the countertop What's the cabinets you are like

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what's the flooring.

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That's all part of the kitchen all of those decisions our planning packages.

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So planning packages as you say well I want this countertop and these are going to it's going to cost

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$10000.

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Well that planning package is now worth 10000.

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And we have 75000 So you have 65000 left to make decisions on appliances and counters on the flooring

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and so on.

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So it's the some accountability in that control account plan based on your choices will determine how

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we consume the budget and the time to actually make that happen.

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Now there can be some issues that happen here with planning components.

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For example we have to know what type of countertops you want by December 1.

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So if you don't tell me by December 1 then we're going to be late because I didn't know do you want

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a marble doing granite up poured concrete.

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You know what's the material of the type of countertops that you want.

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And we have to know by December 1.

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So you have deadlines.

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If you missed the deadline and the decision then some of your choices might go away.

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Right you've missed the deadline.

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You can't do marble Now that takes too long.

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So now you have to choose you know one of these choices or it could just be an issue it's going to push

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the project.

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So those are planning components that affect scheduling.

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Great job.

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Keep moving forward.