Making It Happen: A Non-Technical Guide to Project Management

18.1. Delivering What's Wanted

"But where's your Gantt chart? And your work breakdown structure?" Ralph sat back in his chair.

I had just presented our plan to him, proudly displaying our dependency chart. Apparently Ralph was not as impressed as I had been. "Well, uh," I mumbled.

Ralph turned to Stu, who was sitting beside himwatching the presentation. "I thought I made it clear that I wanted a Gantt chart and a work breakdown structure!" He turned back to me and glared. "Is it too much to ask to give me the plan in the format I requested?"

"Um, I, ah."

Ralph stood up. "There is a board meeting next Monday in Portland. I will be expected to provide an update on this project, which means that by Friday I want to see a Gantt chart schedule and a detailed work breakdown structure. Is that clear enough?"

I nodded, not trusting myself to say anything intelligent, and Ralph strode angrily out of the boardroom.

"Nice going, sport," Stu said as he put his feet up on the conference table. "You really showed him that you know what you're doing."

"But, Stu, why does he want to see aGantt chart, or a work breakdown structure? All the information is right here!" I tapped the dependency chart that was taped to the wall. "This is the basic tool for the execution plan." Besides, I thought, I'm not even sure what a work breakdown structure is.

Stu took his feet off the table. "To be honest, Will, I'm impressed with the planning work that you've done so far. And that dependency chart looks complicated ...