Instructional DesignⅡ

In this lesson, we will plan an e-learning implementation project and then create a document to be used as a management document during implementation, monitoring and control, and closure.

I'm sure many of you are involved in or manage some kind of project on a regular basis, and I'm sure you've taken the e-learning course on project management at the beginning of this Instructional Design II course. In this section, we will skip the explanation of project management.

Here is a brief review and supplementary explanation of the WBS (Work Breakdown Structure), resource estimation, and schedule, which are the basic documents created during planning. For this task, we would like you to submit at least these three documents, but you are welcome to submit other documents as well. You may submit any other documents you wish. You can use any format you use in your daily work.

The WBS (Work Breakdown Structure) is a hierarchical diagram of all the elements (work items and outputs) that need to be executed in a project. The WBS also serves as the basis for other tasks that occur in the management and operation of the project, such as resource estimation, scheduling, work assignment, project revision, and progress monitoring and management.

Level 1, the top level of the WBS, is always the entire project.

Level 2, which is one level below, can be divided into several types as follows.

• Product decomposition: decomposition based on the physical structure of the deliverable (software, building, manual, etc.)
• Service decomposition: There is no specific structure to the deliverable, but the outcome is something that provides some work for another company (e.g., a conference, an event).
• Service decomposition: There is no specific structured deliverable, but the outcome is the result of the process to obtain the product or conclusion (e.g., cancer research, new drug development, culture change).
• Cross-cutting elements: Elements that include tasks that are commonly required for multiple deliverables. Usually technical or ancillary work (design design, assembly, system testing, etc.)
• Project management elements: Define the tasks and responsibilities of the management aspects of the project. In principle, there is only one level 2 element in any project.

The last one, "Project Management Elements," is often left out, but don't forget to describe it. If you don't, the project manager's time and effort will be lost from the plan.

After that, the project will be subdivided to the lowest level of the WBS, the "work package" (a unit of work that can be clearly defined and easily managed). It is always difficult to decide how far to subdivide, but one guideline is to consider two points: "one person is assigned to the task (can do it by himself)" and "there is a clear output.

When subdividing, it is important to have a "100 percent rule," i.e., if all the lower-level items are met, the higher-level items can be achieved. Be careful not to have any leaks when subdividing.

As mentioned above, the WBS is the basis for other tasks, but at the same time, you may notice gaps in the WBS while doing other tasks. Since each task in project management is systemic, you should have the courage to revise the WBS if you notice any gaps. On the other hand, it is also a good idea to move on from the WBS to other tasks when you are "there".

＜Reference material＞
Introduction to WBS for Practical Use Gregory T. Haugan (Author), Hira Itoh (Translator), Shoei-sha
(An easy-to-understand explanation of WBS.)

Resource estimation is the process of clarifying the management resources (people, goods, and money) needed for the work required to achieve the project goals.

• Personnel planning (clarification of required skills, number of people, man-hours, etc.) and whether the risks involved are understood.
• Equipment plan (necessary specifications, costs, when to prepare, etc.) and whether the risks are understood.
• Is it possible to understand the budget plan (whether the cost is sufficient or insufficient, etc.) and its risks, and what to do if the budget exceeds the initial budget?

When estimating, we consider human resources (man-days), facilities (work space, etc.), equipment (computers, servers, etc.), materials and supplies, etc. for the work package (the lowest level) of the WBS. In other words, we consider and confirm "Can we complete the work package if we have those resources? In other words, we consider and confirm whether the work package can be completed with those resources. As for the personnel plan, it would be easier to think about it if you first draw an "implementation system diagram" for the project based on the WBS.

 

Although it is not required this time, in an actual project, there is a "work assignment (responsibility assignment) matrix" to clarify who is responsible for which tasks, a "procurement management plan" to procure resources, and a "scope of work description" to define the tasks to be procured when procuring services, etc. It is not uncommon to prepare a "Statement of Work (SoW)" to define the work to be procured when procuring services, etc., and then implement the procurement of the estimated resources.

［Reference Links］
Work Assignment (Responsibility Assignment) Matrix (@IT Information Management Terminology Dictionary)(in Japanese)
http://www.atmarkit.co.jp/aig/04biz/ram.html

Project Management Skills Practice Training Course #9: Throwing everything away is the beginning of failure - Procurement Management (1)(in Japanese）
http://jibun.atmarkit.co.jp/lskill01/rensai/pm09/pm01.html

SOW （statement of work）Scope of Work (@IT Information Management Dictionary)
http://www.atmarkit.co.jp/aig/04biz/sow.html

The schedule is also based on the WBS work packages. We estimate the time required to execute each work package, and sort the work packages according to the work order. Then, the start/end dates of each work package are set according to the duration of the project (while ensuring the required duration, of course). Gantt charts are commonly used to create schedules.

You should also set milestones when making the schedule. Milestones ("ichi-ryotsuka" in Japanese) are "milestones" to confirm that the project is progressing as planned and to keep to the schedule. For example, reports, presentations, and review meetings for clients. If you are working with a client or subcontractor, milestones include the delivery of your product.

It is not uncommon for a project to not go as planned, but it is difficult to determine what constitutes "going as planned" or "not going as planned. It is not practical for a project manager to keep monitoring the progress of all work packages and change the plan accordingly. Therefore, milestones are set as triggers to review the project.

Then, while the project is in progress, we should pay attention to whether the milestones can be implemented (completed) on time, and take action when it becomes difficult to do so.

Therefore, it is a good idea to think about what the milestones are and what you have to do when making the schedule. By setting milestones for the schedule you want to adhere to, you can use them as a guide to the progress of the project and as a checklist.

If various tasks are intricately related to each other, it is a good idea to use the critical path method to clarify the relationship between them (which tasks have enough time in the schedule, and which tasks will affect the entire project if they are delayed).

［Reference Links］
Critical Path:http://www.atmarkit.co.jp/aig/04biz/criticalpath.html (@IT Dictionary of Information Management Terms)

Project Management Skills Practice Training Course No.9 Throwing everything away is the beginning of failure - Procurement Management (1)(in Japanese)
http://jibun.atmarkit.co.jp/lskill01/rensai/pm09/pm01.html