I’d like to remind you of something I mentioned earlier before we go on to other processes. Are you familiar with Scope Baseline? Hmm? Do you recall what it was made out of? Please allow me to remind you one more.
1. It’s project scope statement
3. And WBS Dictionary We covered the first 2, and it’s time for the WBS dictionary.
Our project scope baseline will be complete once we obtain it. So, what exactly is this dictionary thing? Consider this: if we don’t correctly describe these work packages, we risk scope creep. What is scope creep, exactly? Scope creep is when the scope of a project expands beyond its original limitations. Do you recall my request for a Porsche 911 GT3 from my wife? As a result, the Porsche 911 GT3 becomes the GT3 RS, which is essentially a higher model. As a result, if you don’t control and maintain the leash, the scope will continue to expand. Stakeholders will constantly push you to go farther by broadening your horizons. As a project manager, your job is to prevent this from happening. Particularly during the planning stage, because once the planning is complete, you must put it into action.
In simple terms, the WBS dictionary is what gives each work package a definition; as a result, scope cannot be stretched. I’m going to discuss time management and cost management now. If you’re studying for the PMP exam, you’ll notice that there are a few extra topics to cover, such as human resources, communications, risk management, quality, and procurement. For a variety of reasons, I will not discuss them here.
- I don’t think they need explanation. They are fairly easy to understand once you read the PMBOK.
- They are very intuitive. You don’t need me to teach you about procure mentor human resources.
Risk Management is the lone exception to this rule. That is not an easy task. But I won’t go into detail on risk management because I’ll probably write a separate article about it. Plus, most of you who are working on small projects don’t think about risk management. You’re aware of the dangers, but you’re not going out of your way to spend a week putting together risk registers.
So, here, I’ll concentrate on the – in my opinion – more important ones; okay, let’s continue, let’s continue with time management. We must now return to our WBS. Also, start estimating how long a specific work item will take. Here’s a crucial point for you to consider. If you are unsure how long a work package will take to complete, you should divide your WBS down further to activity level. This phase is simple and enjoyable to do. All you have to do now is sit down with your project team and begin presenting your assumptions.
After you’ve finished estimating these, the next fun step begins: placing them in order. Now, PMP candidates must rely on the PMBOK guide for tedious minutiae such as Finish to start, start to finish, and so on. In actuality, we do it with the assistance of MS Projects. It makes laying out items a breeze. It also provides us with the critical path, which is one of the requirements. You don’t even require MS Projects software if you’re in charge of relatively small projects. At this point, all you need is a Gantt Chart. The Gantt chart is fantastic. It simplifies everything. A Gantt chart is a simple way to list activities or work items on a timeline that works for you.
Each work package or activity is represented by a bar, whose location and length indicate the activity’s start, duration, and end dates. If you like, you can utilise MS Projects, MS Excel, or even manually create a PowerPoint presentation. It all depends on the complexity of your project. Because our project isn’t extremely complicated, I don’t need to use MS Projects. Because there’s a good chance your project won’t be too complicated.