Every sub-project, every task, and every step it takes to replace the GoDaddy store with the owner’s own site and his own inventory database — one picture, built straight from the plan file, nothing added and nothing left out.
Six sub-projects, each its own lane. Every box is one task; the row of little ticks under a box is that task's own steps — add them up and it's 372. A "needs ..." chip in a lane's header shows which lanes have to finish before it can start, and the band at the bottom of a lane is the milestone its last task completes. A red flag means the task is stuck waiting on the owner.
The same six sub-projects laid onto a calendar — one month, four hours a day, five days a week, about 80 hours in total. Placement below follows the dependencies in the map above: a lane can't start before the lanes it needs have finished.
Day 1 is the day the before-day-1 items arrive. Everything needed from the owner is listed on its own page.
This month assumes the owner's items arrive when asked and the payment accounts clear within days; a late item pauses the clock at the gate that needs it.
This is the part that proves the count — all 372 steps, grouped by sub-project and then by task, in the order they get done.
35 of the 60 tasks are stuck right now. Most of those are just waiting their turn behind an earlier task — but these 18 things are the ones only the owner can actually hand over, and the task numbers that are waiting on each one.
What the owner gets paid at, and what he actually sees working at each one.