![]() The detailed nature of the project plan allows for detailed measurements of cost and schedule progress. Instead, we need specific measurements, such as the percent of the budget consumed to date. Projects are typically too large for subjective assessments of progress to be valuable. Monitor the progress of the project against the plan.Prepare contracts for vendors who are participating in the project.Staffing the project team often requires negotiating with other project managers or functional managers. For part-time team members, identify the dates their skills and effort are required. Determine the number of people on the team and what skills are necessary.Establish detailed project schedules documenting specific start and finish dates, responsibilities, and completion criteria for each task.In other words, add up the cost, and schedule estimates of the individual tasks to determine the cost and duration of the entire project. Use the detailed information derived from the work breakdown structure, network diagram, and task estimating to create “bottom-up” estimates for the project.Even though the business case provides a high-level cost estimate, it is necessary to have detailed estimates to assign resources to accomplish tasks. Estimate the tasks to determine the required skills, effort, equipment, and materials.(Both PERT and Critical Path charts are forms of network diagrams.) The classic diagram for this analysis is called a network diagram. For all the tasks on the WBS, understand which tasks have to be performed before others. The WBS breaks the overall work of the project into small, individual tasks, much the same way an organization chart for a company breaks down authority. Develop a detailed description of the work on the project using a work breakdown structure (WBS). ![]()
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