Last time, i introduced wbs and gantt chart tools, but in this article, i would like to explain the creation of wbs.
in order to create a wbs, you need to understand what work is required and how many man-hours are required for each process of the project.
You may not have much experience with the project yet, so it's a good idea to tailor and use the standard WBS for your Salesforce deployment project.
if there is something shared within the company, such as wbs used by senior employees in another project, let's actively use it.
if you don't already have those assets, use the standard wbs templates published by creative content labo tokyo on this site.
for templates, see the links at the end of this article.
1. CREATE WBS (PROJECT PLAN)
when creating wbs, i think that there are many people who are worried about what granularity to describe the task, whether to create each process or to describe the entire process of the project together.
in general, this is not the right way to do this.
the best one depends on various factors such as the characteristics of the project (agile development, waterfall development, etc.), the size of the project, and the area of charge.
therefore, even if you use a standard template, please optimize the task level (granularity) according to your project.
the granularity of defining a task should include tasks and deliverables at a level that is assigned to a single person, not on a team-by-team basis.
in addition, it is a good idea to define the work effort at the task level that ends in a few days per task as a guide.
for example, if you have a task called requirement definition writing, you might want to create a chapter in a few days, and define one task per chapter.
define level 1 tasks first
first, define a level 1 (large item) work task. in general, level 1 often defines a work process. (requirements definition, design, development... etc.)
* SOME SYSTEM AREAS ARE SET TO LEVEL 1, BUT IN SUCH CASES, IT MAY BE BETTER TO CREATE WBS SEPARATELY FOR EACH SYSTEM.
in general, the following process is defined as level 1:
- project preparation (plan)
- system requirements definition
- design
- development
- unit tests
- internal join test
- outer join test
- comprehensive test (system test)
- production testing, acceptance testing
after each operation is defined at level 1, the work duration is set, but the duration is set according to the master schedule that you are creating during the project planning.
basically, you set a start end period for each operation according to the above-mentioned rough master schedule.
if the pm with little project management experience is set, the start and end period may be set exactly according to the master schedule, but basically let's set the schedule with a buffer.
internally, setting the end date for each task a little ahead of schedule puts some pressure on the working member, but it provides a recovery period in the event of any problems.
if the project is small, the entire process may be summarized and described in wbs, but basically i think that it is easier to manage if it is divided into processes.
define project planning tasks (preparation)
first, let's define the preparation tasks for the project.
there are surprisingly many tasks to be done before the project starts, but if you prepare it carefully, you will be able to start the project vertically, so let's do our best.
some of the preparatory tasks that are categorized during the planning phase of a project include:
- take over proposals
- create a project plan
- personnel procurement
- project management tool preparation
- prepare standard templates
- in-project kickoff
- kick-off with customers
as soon as the customer gives you an impo/'t notice, it is the assignment of the project manager.
for large projects, the pm who is scheduled to be in charge of the project may have to participate from the time of the proposal, but the pm in charge of the project should assign to the project early on and start preparing.
IF POSSIBLE, IT IS ALSO A GOOD IDEA FOR THE PMO TO PARTICIPATE TOGETHER FROM THIS STAGE.
at the beginning of the preparation task, the proposal is taken over, which is not particularly necessary if the proposal contains pm from the beginning, but if you are not part of the proposal, make sure you have time to take over.
i think that it will be mainly from sales representatives as a takeover, but let's have the background, purpose, and final goal of the project explained on an rfp basis.
it is also a good idea to define the delivery of the received materials as a task so that necessary information such as materials received from customers and meeting notes are linked without omission.
then, for the project kickoff, define the task of creating a project plan. this is mainly done by pm, but since the matters described in the project plan are diverse, if you do not have time, it is a good idea to work with pmo and project members.
for the preparation of a project plan, the following articles publish the creation procedures and templates, so please refer to them.
after thoroughly conducting internal reviews of the project plan with a sales representative and project manager, explain it to customers and related companies. define the tasks for the review, and prepare a review perspective table for the review.
the following aspects of project plan review include:
are the goals and goals of the project clearly defined (is it not different from the customer's rfp content)?
whether the initial proposals are included (systematization policies, solutions, deliverables, schedules, etc.) are there prerequisites and risks and countermeasures to share? is the master schedule and way of proceeding with the project realistic?
you can download the review plan and the template of the review report from the following.
along with your project plan, manage staff assignments as tasks.
if you want external partners to participate, you will need to conduct interviews and contract procedures as soon as possible.
if pmo is ready to work early, prepare project management tools (task management, issue management, communication management, file management), and prepare file formats (document formats) such as project management, requirement definition, and design documents.
these tasks also take time, so be sure to prepare as far ahead of schedule as possible to launch your project vertically.
once you're ready to manage tasks and communicate, use them to promote your most recent tasks.
By using Backlog introduced on this site, you can perform tasks / problem management and file management together, so you can proceed with work very efficiently.
if you are worried, why not try the free trial for the first time below?
once you've prepared your plan and assigned the initial members of the project, kick off inside the project.
kickoff provides members with an overview, schedule, and how to proceed with the project according to the project plan.
In addition, explain the structure and role, and explain the roles and tasks that you expect from members. Define specific tasks in WBS and use management tools such as Backlog to manage your day-to-day progress.
finally, we will hold a project kick-off meeting with customers and related companies.
after the kick-off meeting, communication with customers and related companies will be necessary immediately, so explain the operational rules using the communication management tool so that you can start using it immediately.
Summary
This is the description of the preparatory task. if you do a deep moat just by preparing, you will understand that there are many tasks that are necessary.
next, i would like to discuss tasks such as requirements definition, design, and development.
continue by reading the following articles
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