MODULE 6 CLOSURE
Spring 2010
Compiled by Greg Kinney
“MUDDIEST ITEMS”

QUESTION: 
The part of the reading that was the least clear is how to actually come up with a WBS. The format makes sense, but without having already completed a similar project it seems like there is a lot to cover and I’m not sure how every task would be thought of and considered. 
ANSWER:
I think this is worth a course in its own right.  There is a book called “Effective Work Breakdown Structures” by Gregory Haugan addressing this very topic.  Another one I like is the AGC book “Construction Planning and Scheduling” by Thomas Glavinich, which deals with activity identification and linkage.

QUESTION: 
The murkiest item in the module concerned the phase-gate project management. I am not sure if the “gate” refers to a certain project criteria that must be met before the project proceeds, or how the phase overlap works with respect to the “gates”. This topic should have been undisclosed until Chapter 11. 
ANSWER:
I can describe a little the way this operates at Alyeska.  There are three main gates:  Gate 1 (associated with the initiation phase); Gate 2 (evaluation); and Gate 3 (implementation).  At the initiation stage (Gate 1), the board decides if there is enough of a driver to warrant a project initiation.  The next gate (Gate 2) is done typically after a conceptual study is done, along with a Project Execution Plan.  Again, the board decides if the project is well enough defined to warrant going forward, and whether the problem is worth the cost to fix.  That greeenlights the process of authorization for project expenditures to develop final design documents.  When the final design is developed, and a cost estimate is developed, there is one more stage of review – one more chance to kill the project.   When it passes Gate 3, it’s approved for construction.

QUESTION: 
I think the muddiest part is still the ICS (Incident Command System) that was discussed in the Project. It sounds like it is expected to be a different system to be utilized to achieve goals, but the more I read about it, the more it seems to be very similar to Project Management itself. 
ANSWER:
You identified the central point of the project.  ICS is really an adaptation of the project model of getting things done into a crisis environment.  It’s a way of establishing command and control in the face of chaos.  That’s why it has been widely adopted.

QUESTION: 
The most unclear thing would have been difference between the linear responsibility chart and the project master schedule.  I don’t feel like these were explained very well in the book and the book simply just put pictures of them in there.  Also these charts do now seem to be very clear and they seem to be almost more confusing at times.   
ANSWER:
I share your perception.  The charts are easier to understand than the text explaining them.

QUESTION: 
If you look at how to sort out a project, the author introduced a concept so called “hierarchical planning system”, and another one called “even planning process” as well. Through my studying, I was confused with the explanation of what the difference between those two planning tools is. I saw they are kind of the same, at least from the text on page 247. Would you please explain this? 
ANSWER:
This is an example of some unique nomenclature developed by the authors.  But I think I understand what they are saying. 
A hierarchical planning system is where you prepare the high level activities, and each high level activity is subdivided into finer headings, and may be resubdivided after that.  An example of this is a work breakdown structure; another example would be a book outline, as they point out.
What he calls the “even planning process” is nothing more than the way that you should implement the hierarchical planning system.  Specifically, what they’re saying is that you should first develop all the high level work activities by category.  Once that’s done, start to flesh out the activities in the second level down.  Work across your entire set of high level activities before proceeding to level 3.  In other words, complete one level across all categories before going on to the next.

QUESTION: 
The only unclear thing (and this is just a case of wanting more detail) is how to involve functional managers in a project plan. I always work with several managers and I understand that a project plan will not work from the start if the functional managers don’t approve of their sections. But I also know that functional managers can sabotage a project plan by insisting on unrealistic time frames and extra resources.  So I would like some more discussion on this.   
ANSWER:
This is part of the push and pull; it’s the tension inherent to projects.   Assuming the project manager’s plan is reasonable, he has to hold firm to his plan against these kinds of pressures, unless he and the functional manager can identify ways to make the execution plan more efficient.