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Identifying the work


From:

Managing Small Projects

with Bonnie Biafore
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lynda.com's PMI® Program
This course qualifies for 1.50 PDUs towards maintaining PMI® certification. Learn More

Video: Identifying the work

The work that has to be done is the foundation for your project plan. The estimates you develop, the team you use and the schedule you build, all stem from the project work. The key is to divide the project work into small tasks, so you can plan, track and manage your project effectively. Breaking tasks down makes it easier to estimate time and cost. Once you've broken tasks into smaller pieces, it's easier to assign tasks to team members.
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Watch the Online Video Course Managing Small Projects
1h 37m Beginner Jan 17, 2013

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Have you wondered how to make your small projects run as smoothly as possible—without building in so many steps that they get cumbersome? In this course, author and project manager Bonnie Biafore shows how a successful small project starts with planning: documenting goals, identifying risks, measuring success, and confirming decision makers. The course also covers organizing your files, estimating time and costs, building a solid team, scheduling work, and getting the project underway. In addition, you'll explore how to hand out and track assignments, communicate with the team, work through issues, and bring your project to a close. This course follows the relocation of a small business as the sample project, but the course's strategies apply to a wide variety of small projects, including those in marketing, business development, product development, software development, freelancing, and the like.

This course qualifies for 1.5 Category A professional development units (PDUs) through lynda.com, PMI Registered Education Provider #4101.

Topics include:
  • Defining the life cycle and scope of small projects
  • Identifying the project customer and other stakeholders
  • Determining the right level of management
  • Collaborating
  • Scheduling work
  • Managing risk
  • Keeping things moving
  • Evaluating the project
  • Getting sign-off and tying up loose ends

  • The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.
Subjects:
Business Education + Elearning
Author:
Bonnie Biafore

Identifying the work

The work that has to be done is the foundation for your project plan. The estimates you develop, the team you use and the schedule you build, all stem from the project work. The key is to divide the project work into small tasks, so you can plan, track and manage your project effectively. Breaking tasks down makes it easier to estimate time and cost. Once you've broken tasks into smaller pieces, it's easier to assign tasks to team members.

Smaller tasks make it easier to measure progress. When you work with smaller tasks you have tasks completed more frequently, and each completed task is a clear indication of progress. Now let's look at how to document the tasks you've identified. For very small projects a simple task list might be enough. If the project is a little bit bigger you can organize all of the smaller tasks into a hierarchy, which is called a Work Breakdown Structure.

We'll go into more detail on how to create work breakdown structure a little later. Whether you use a task list or work breakdown structure you can use the scope statement and deliverables to identify tasks. Let's look at some of our deliverables from the relocation example. These include a signed lease, an approved design, blueprints and the new space ready for business. You can start by identifying the tasks you need to produce each of these deliverables.

If any task on the list seems too broad or sounds like it will take a long time, you can break it down into even smaller tasks. When you break down into smaller tasks the higher-level task is called a summary task, because it summarizes the tasks below it. How do you know whether you've broken your tasks done enough? The frequency of your status reports is one way to do this. If you report status on a project every week, tasks should last a week or less, so you can tell how much progress has been made.

You will also have to make sure your team members understand the work that each task represents. When you need to describe work in detail it's best to create a separate document, that way you can hand the details to the person assigned to the task. If you do create separate documents for detailed instructions, include the name of the file in your task list so it's easy to find. You might also include results or a test that will show when the task is complete and whether it was completed correctly.

Now that the work is identified, you can move on to the next planning steps of estimating the work, building your team and developing a schedule.

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