Using Activity Lists for Project Management

Are you the type of person who makes a list so you don't forget anything? Lists are great: They help you to remember any items that you consider important.

Managers can use lists when planning a project. Lists help managers remember any items that are important for the completion of a project. One such list, used by project managers, is the activity list.

An activity list is a description of all the activities that will be performed during a project. It is a helpful input to activity duration estimating for a project.

As a project manager, you can use an activity list to provide your project team members with a detailed description of all activities they will perform on a project. This description helps project team members understand how the work is to be done.

The activity list is actually an extension of the work breakdown structure (WBS). The WBS is a hierarchical list of what must be done to complete the project. Like the activity list, it includes a description of each of the project deliverables and activities, so that the project team members will understand how the work is to be done. The layout of the WBS includes details about the following elements:

• the overall program
• the specific project
• the project's deliverables
• the activities involved in completing the deliverables.
  

Project managers use the WBS when creating their activity lists to ensure that the list is complete, and that all necessary activities are identified for each deliverable. The WBS also ensures that any activities that are not required as part of the project scope are excluded.
The activity list, like the WBS, should include descriptions of each activity. This ensures that the project team members understand their jobs and do them as required.

Remember, an activity list is a great way of remembering all of the activities that must be performed during a project. In addition, project managers can use this input to determine which activities are involved in the project when estimating activity duration.

Project Activity Sequencing Outputs

Project activity sequencing consists of the methods and tools used to set the stage for the most efficient and trouble-free project plan. Project activity sequencing has several outputs, including the project network diagram and activity lists.

The project network diagram
One output that results from activity sequencing is the project network diagram. This diagram may be produced manually or on a computer.

The project network diagram includes full project details, including clear, concise, self-explanatory names for all project activities.

Full project details include "hammock activities" as well. For example, an auto parts manufacturer inspects all the parts it produces. Rather than repeat the inspect activity in the project network diagram, the manufacturing company rolls all inspection into a single summary or hammock activity.

Overall start and finish dates are then associated with the single hammock activity. One or more summary or hammock activities often make up part of full project details.

The project network diagram includes a summary narrative. The summary narrative outlines the basic activity sequencing approach used in the network. The summary narrative provides details about the use of dependencies, sequencing assumptions and leads and lags.

The summary narrative outlines how dependencies are included in the project, how outside dependencies will be handled, and which dependencies are mandatory or optional.

The summary narrative also includes assumptions about sequencing. It may be assumed, for example, that testing can start after 25 percent of development has taken place.

In addition to assumption, the summary narrative outlines how leads and lags will be handled. In a finish-to-start relationship, an activity with a lead of five days may start five days before its predecessor has finished. An activity with a lag of five days cannot start until five days after its predecessor activity has finished.

Finally, the project network diagram contains a description of unusual sequencing. Unusual sequences occur in a network to allow for things like client preferences or specific resource availability. For example, in setting up a computer network, it may seem logical to configure the servers before configuring the workstations. The customer, however, may stipulate that employees are to begin training and work on their workstations immediately. As a result, the configure workstations activity takes place in the project network diagram before the configure servers activity.

Activity list updates
The second output from activity sequencing is activity list updates. Network diagram preparation may reveal instances where an activity must be divided or redefined in order to diagram the correct relationships.

As an example, consider the initial activity list for installing a computer network. Attempts to construct a network for this project reveal that there is overlap between the build and test activities. Computer tower components must be tested at intermediary intervals.

If the build and test activities have been defined at too high a level, the sequencing diagram may not show this overlap. The solution is to break the build and test activities down into their component parts, and indicate their dependencies on other activities. Based on this, a new project network diagram can be constructed.

The outputs from activity sequencing are the project network diagram and the activity list. These two outputs are important components in the creation of the project schedule. The project network diagram reflects project activities and their dependencies. After initially diagramming the network, the activity list may remain the same or change based on the diagram.

The Inputs of Project Activity Sequencing

To successfully plan a project, you have to arrive at an appropriate sequence for the project activities. This process, called "activity sequencing" requires that you identify the inputs of project activity sequencing.

There are a number of inputs that influence project activity sequencing, including: the activity list, product description, mandatory dependencies, discretionary dependencies, external dependencies, and milestones.

• the activity list
  The activity list is a complete list of all project activities. These activities need to be analyzed and organized into a workable sequence so that the project can be completed in an optimal time frame.
  
  If, for example, a computer and data services company is building a network, the deliverables might be decomposed into the following activities:
  
  - configure mail server
  - configure application server
  - configure file server
  - configure print server
  - configure work stations
  - configure the router
  - connect hub
  - run cabling
  - test network
  
  This activity list must now be analyzed for dependencies and organized for completion.
  

• product description
  The second factor that influences activity sequencing is the product description. The product description documents the characteristics of the product or service that the project was undertaken to create. Product characteristics affect activity sequencing. These effects are apparent in the activity list. A review of the product description helps ensure project accuracy.
  
  Consider the example of the computer and data services company that is building a network. Suppose that a review of the product description indicates that the client only requested the configured servers, a configured router, and cabling. The client plans to have in-house technical support connect the hub, run the cabling, and test the network once it is in place.
  
  As a result of reviewing the product description, the computer and data services company supplying the network identifies an inaccuracy in its activity list. A revision of the list and resequencing of activities are necessary.
  

• mandatory dependencies
  The third, fourth, and fifth factors that affect activity sequencing fall under the heading of dependencies. The three types of dependencies that affect activity sequencing are mandatory, discretionary, and external.
  
  A mandatory dependency is one that is inherent in the nature of the work being done. Also known as hard logic, this dependency involves physical limitations.
  
  Take a look at a mandatory dependency in the context of building a computer network. The activities include configuring the network components, running cabling, and testing the network. One mandatory dependency that exists is between the test network activity and the rest of the project activities.
  
  The test network activity can't be done until the network is in place. This means that all other activities must be completed first. There is a mandatory dependency between the test network activity and all other activities associated with this project.
  

• discretionary dependencies
  Also known as preferred, preferential, or soft logic, this dependency is defined by the project management team based on established practices in an application area or a specific desired sequence.
  
  In the example of building a computer network, a discretionary dependency may exist. The client company wants its employees to begin working as soon as possible. To meet with this requirement, the project management team decides that configuring the workstations should be the first activity in the sequence.
  
  Other activities could replace this activity as the first in the project. In this case, however, the project management team decides that configuring the workstations is the preferred starting point.
  

• external dependencies
  An external dependency is one that involves a relationship between project and non-project activities. To understand this type of dependency, consider again, the example of building a network. The computer and data services company purchases some of its network components from a supplier. This creates an external dependency. The computer and data services company can't provide its service until it has all the parts it requires. Purchasing components from a supplier is an example of an external dependency.
  

• milestones
  Milestones are the final input of activity sequencing. Milestones are significant events or stages in the development of a project. Some examples of common project milestones are:
  
  - initial research
  - concept development
  - design completion
  - prototype development
  - quality testing
  - final acceptance
  
  Milestones act as control points in long projects that have several work packages and smaller tasks. For example, the computer and data services company grouped the project deliverables to identify major project milestones. The milestones for the network project are: finalizing the product description; installing and configuring network hardware components; and testing network capabilities.
  
  Milestones need to be an input to activity sequencing to assure that the project meets all of the necessary requirements. It is important to identify milestones so that you can effectively measure the progress of your project.
  

Optimizing the sequence of project activities can help you to avoid costly delays and rework. When sequencing, you need to consider your activity list, product description, dependencies and milestones. By factoring these inputs into the sequencing equation, you will arrive at a more logical sequence, one that will allow you to sail through project development and implementation with fewer surprises and mistakes.

The Outputs of Project Activity Definition

Taking the time to clearly define project activities reduces the chance for costly project delays. The process of defining project activities results in new or revised project documents or documentable items. These are the outputs of the activity definition phase of the project.

In any given project, there are three main outputs of activity definition: the activity list; supporting detail and WBS updates.

• the activity list
  The first and most obvious output of activity definition is the activity list. The activity list results from using the WBS to decompose the project into a series of activities to be performed. To ensure completeness and adherence to project scope, the activity list should be developed and organized as an extension of the Work Breakdown Schedule (WBS).
  

• supporting detail
  The second output of activity definition is supporting detail. Once an activity is defined, the next step is to clarify how it should be performed. To do this, you need to take into account project assumptions and constraints.
  
  Consider the example of Telecom Corporation's VPN project. The development of a new corporate web site is going on at the same time as the VPN project. The assumption that the web site development project uses standard technologies compatible with the VPN project must be documented in the supporting detail.
  
  The constraints imposed by the existing client infrastructure affect project activities and must be included in the supporting detail.
  

• Work Breakdown Schedule (WBS) updates
  The third and final output of project activity definition are WBS updates. The WBS helps identify which activities to include in a project. If a missing deliverable is identified during the activity definition process, you must update the WBS to include that deliverable. You should also update the scope statement since it is a related document that includes a list of the project deliverables. Any changes in the deliverables must be reflected in the WBS and related documentation.
  

The outputs from activity definition include the activity list, supporting detail, and WBS updates. These outputs serve as important inputs to the next task required of a project management team—activity sequencing.