← Previous Module | ← Back to Course Overview | Next Module → Core Idea A project manager's true value isn't measured when the plan unfolds perfectly, but when reality inevitably diverges from it. Plans assume stability; the world delivers volatility . Proactive risk management, disciplined issue resolution, and structured change control distinguish professional project leadership from chaotic improvisation. This module provides the essential compass to navigate uncertainty, solve emergent problems, and integrate change without surrendering control of scope, time, or cost . Key Concepts Risk vs. Issue : The critical distinction between a potential future problem and an active present one. Risk Register : The living, breathing management tool for anticipating uncertainty and preparing responses before impact. Change Control Process : The formal decision-making gate that protects your project from uncontrolled scope expansion and stakeholder-driven chaos . The Lecture Every p...
Core Idea: Planning is not about predicting the future perfectly; it's about thinking ahead to reduce uncertainty and create a shared path forward.
Key Concepts: Work Breakdown Structure (WBS), deliverables, dependencies, milestones.
The Lecture
With a signed charter providing our "why" and "what," we now face the central challenge of project management: How do we get from a grand vision to concrete action? The answer lies in systematic decomposition—breaking the whole into manageable parts.
The primary tool for this is the Work Breakdown Structure (WBS). It is not a to-do list or a schedule. It is a hierarchical, deliverable-oriented decomposition of the total scope of work. Think of it as a project map, starting with the continent (the final product), breaking down into countries (major deliverables), then provinces (sub-deliverables), all the way down to individual villages (work packages).
Example: Imagine your project is "Launch a New Company Website."
- Level 1: Launch New Website (The Project)
- Level 2 (Major Deliverables): 1. Design & Content, 2. Development, 3. Testing, 4. Marketing & Launch.
- Level 3 (Sub-deliverable under "Design & Content"): 1.1 Homepage Design, 1.2 Product Page Copy, 1.3 Brand Asset Migration.
- Level 4 (Work Package under "1.1 Homepage Design"): 1.1.1 Conduct user persona workshop, 1.1.2 Create three wireframe concepts, 1.1.3 Develop final high-fidelity mockup.
A core rule of the WBS is the 100% Rule: The WBS must capture 100% of the work defined by the project scope—no more, no less. It includes all internal, external, and interim deliverables. This ensures nothing is forgotten.
Once we have our map of what needs to be produced (the WBS), we need to understand the order. This is where dependencies come in. There are four main types:
- Finish-to-Start (FS): Task B cannot start until Task A finishes. (Most common). Example: "Paint the wall" (A) must finish before "Hang the picture" (B) can start.
- Start-to-Start (SS): Task B cannot start until Task A starts.
- Finish-to-Finish (FF): Task B cannot finish until Task A finishes.
- Start-to-Finish (SF): Task B cannot finish until Task A starts. (Rare).
Case Study - The Sydney Opera House: The original project serves as a classic lesson in the perils of poor WBS and dependency mapping. Construction began in 1959 with an optimistic 4-year timeline and A$7M budget. However, the revolutionary design (the sail-like shells) was not fully engineered. The project scope was not decomposed into achievable work packages. Critical dependencies (e.g., designing the construction method for the shells before building them) were not identified. This led to a cascading series of problems, resulting in a 14-year completion time and a final cost of A$102M, over 1,400% over budget. A clear, deliverable-based WBS and rigorous dependency analysis in the planning phase would have exposed these monumental technical risks early.
Finally, we establish milestones. These are significant points or events in the project timeline—typically the completion of a major deliverable. They have zero duration and act as checkpoints: "Foundation Poured," "First Prototype Complete," "Client Approval Received." They are your project's heartbeat, showing progress at a glance and providing natural points for review and celebration.
The output of this phase is not a rigid prison but a clear, shared map. It transforms anxiety ("How will we ever do this?") into confidence ("Here are the steps").
Reflective Prompt
Take the project you chartered in Module 2. Now, create a simple WBS for it.
- List 3-5 major deliverables (Level 2).
- Choose one major deliverable and break it down into 4-6 specific work packages or tasks (Level 3/4).
- Identify at least one dependency between two tasks. (e.g., "Task 3: Buy materials" must finish before "Task 4: Assemble furniture" can start).
- Define one key milestone for your project.
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Module 3: The Map - From Vision to Actionable Plan/E-cyclopedia Resources by Kateule Sydney is licensed under CC BY-SA 4.0
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