Project Management Work Breakdown Structures Minder Chen, Ph.D. CSU Channel Islands

PM: WBS - 2 © Minder Chen, 2012 WBS and Work Packages Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The work breakdown structure (WBS) is a deliverable- oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables, with each descending level of the WBS representing an increasingly detailed definition of the project work. The WBS organizes and defines the total scope of the project, and represents the work specified in the current approved project scope statement. The planned work is contained within the lowest level WBS components, which are called work packages. A work package can be scheduled, cost estimated, monitored, and controlled.

PM: WBS - 3 © Minder Chen, 2012 Create WBS: Inputs, Tools & Techniques, and Outputs

PM: WBS - 4 © Minder Chen, 2012

PM: WBS - 5 © Minder Chen, 2012 Sample WBS

PM: WBS - 6 © Minder Chen, 2012 Don’t Confusing Effort with Results. The WBS was initially defined as a product oriented family tree, however subsequent definitions have introduced more flexibility -- so a WBS can also be deliverable or process oriented. Your WBS can be built on nouns or verbs. If the results of your project are primarily verbs, then a verb based or process based WBS may make more sense.

PM: WBS - 7 © Minder Chen, –74–7 Creating the Work Breakdown Structure An hierarchical outline (map) that identifies the products and work elements involved in a project. Defines the relationship of the final deliverable (the project) to its subdeliverables, and in turn, their relationships to work packages. Best suited for design and build projects that have tangible outcomes rather than process-oriented projects.

PM: WBS - 8 © Minder Chen, –84–8 How WBS Helps the Project Manager Facilitates evaluation of cost, time, and technical performance of the organization on a project. Provides management with information appropriate to each organizational level. Helps in the development of the organization breakdown structure (OBS). which assigns project responsibilities to organizational units and individuals Helps manage plan, schedule, and budget. Defines communication channels and assists in coordinating the various project elements.

PM: WBS - 9 © Minder Chen, 2012 Process-based WBS Completion Criteria Status and completion are measurable The activity is bounded The activity has a deliverable Time and cost are easily estimated Activity duration is within acceptable limits Work assignments are independent t

PM: WBS - 10 © Minder Chen, –10 Work Packages A work package is the lowest level of the WBS. It is output-oriented in that it: 1.Defines work (what). 2.Identifies time to complete a work package (how long). 3.Identifies a time-phased budget to complete a work package (cost). 4.Identifies resources needed to complete a work package (how much). 5.Identifies a person responsible for units of work (who). 6.Identifies monitoring points (milestones) for measuring success.

PM: WBS - 11 © Minder Chen, 2012 Sample WBS with Major Deliverables

PM: WBS - 12 © Minder Chen, 2012 Integrating the WBS with the Organization Organizational Breakdown Structure (OBS) depicts how the firm is organized to allocate its work responsibility for a project. –Provides a framework to summarize organization work unit performance. Identifies organization units responsible for work packages. –Ties the organizational units to cost control accounts.

PM: WBS - 13 © Minder Chen, 2012 Work Package Estimates

PM: WBS - 14 © Minder Chen, 2012 WBS Component in WBS Dictionary Code of account identifier, Description of work, Responsible organization, List of schedule milestones, Associated schedule activities, Resources required, Cost estimates, Quality requirements, Acceptance criteria, Technical references, and Contract information.

PM: WBS - 15 © Minder Chen, –15 Coding the WBS for the Information System Levels and elements of the WBS Organization elements Work packages Budget and cost information Allows reports to be consolidated at any level in the organization structure.

PM: WBS - 16 © Minder Chen, 2012 Direct Labor Budget Rollup

PM: WBS - 17 © Minder Chen, 2012 Sample WBS Organized by Phase

PM: WBS - 18 © Minder Chen, 2012 Sample WBS Organized by Phase

PM: WBS - 19 © Minder Chen, 2012 Process-Oriented vs. Product-Oriented WBS

PM: WBS - 20 © Minder Chen, 2012 Scope Baseline The scope baseline is a component of the project management plan. Components of the scope baseline include: –Project scope statement. The project scope statement includes the product scope description, and the project deliverables, and defines the product user acceptance criteria. –WBS. The WBS defines each deliverable and the decomposition of the deliverables into work packages. –WBS dictionary. The WBS dictionary has a detailed description of work and technical documentation for each WBS element.

PM: WBS - 21 © Minder Chen, 2012 Verify Scope: ITTO & Data Flow Diagram

PM: WBS - 22 © Minder Chen, 2012 Breaking Up Is Hard to Do The Story of Cook Ding story-of-cook-ting-the-dextrous-butcherhttp:// story-of-cook-ting-the-dextrous-butcher

PM: WBS - 23 © Minder Chen, 2012 General Systems Theory: Level of Abstract (General Systems Theory) does not seek, of course, to establish a single, self contained 'general theory' of practically everything which will replace the theories of particular disciplines. Such a theory would be almost without content, for we always pay for generality by sacrificing content, and we can say about practically everything is almost nothing. Somewhere however between the specific that has no meaning and the general that has no content there must be, for each purpose and at each level of abstraction, an optimum degree of generality. It is the contention of the General Systems Theorists that this optimum degree of generality is not always reached by the particular sciences." Source:

PM: WBS - 24 © Minder Chen, 2012 Design: Cohesion and Coupling Divide and Conquer Software Design Criteria, plus Reusability Modularization: Simple, stable, and clearly defined interface for each module, no need to understand the internal structure or design of a module to use it (i.e., treat it as a black box). Low coupling between modules and high cohesiveness within modules

PM: WBS - 25 © Minder Chen, 2012 Type of Coupling Tightness of Coupling Goodness of Design Normal Coupling Data Coupling (Sending simple parameters) Stamp Coupling (sending complex data structures) Control Coupling (sending flags) Common Coupling (Sharing global data) Content Coupling (Changing code) Loose Tight Good Bad Coupling Less interdependence Less coordination Less information flow

PM: WBS - 26 © Minder Chen, 2012 A Functionally Cohesive Module Very High in a Structure Chart Satellite Trajectory Elevation Ranges Azimuths Times GET RANGES GET TIMES GET AZIMUTHS GET ELEVATION GET SATELLITE TRAJECTORY Functional Cohesion Complex, yes; Cohesive, Yes.

PM: WBS - 27 © Minder Chen, 2012 Types of Cohesion Visibility Strength of Cohesion Maintainability Functional Black box Sequential Communicational Procedural Temporal Logical Coincidental Strong Weak Good Bad Scale of Cohesion Not-quite so black box Gray box Transparent or white box Closely related activities that make sense to group them together.

PM: WBS - 28 © Minder Chen, 2012 Intermodule Effects (Coupling) Cost Due to Intramodule Effects (Cohesion) High Low Cost Number of Modules SmallLarge The Impact of Module Numbers on Cost

PM: WBS - 29 © Minder Chen, 2012 Decomposition and Integration Decomposition (factoring) refers to the process by which a complex problem or system is broken down into parts that are easier to conceive, understand, program, and maintain.

PM: WBS - 30 © Minder Chen, 2012 Source: Developing Web Applications with Microsoft Visual Basic.NET and Microsoft Visual C#.NET Testing Test plan objectives –Is thoroughly tested –Meets requirements –Does not contain defects Test plan covers –Tools –Who –Schedule –Test result analysis –What is being tested? Test cases Automated testing –Reproducible –Measurable

PM: WBS - 31 © Minder Chen, 2012 Test typeObjectives Unit test Each independent piece of code works correctly Integration test All units work together without errors Regression test Newly added features do not introduce errors to other features that are already working Load test (also called stress test) The product continues to work under extreme usage Platform test The product works on all of the target hardware and software platforms Types of Tests

PM: WBS - 32 © Minder Chen, 2012 Regression and Regression Test Regression testing is the process of validating modified parts of the software and ensuring that no new errors are introduced into previously tested code. the error is called a regression.Unit and integration tests form the basis of regression testing. As each test is written and passed, it gets checked into the test library for a regularly scheduled testing run. If a new component or a change to an existing component breaks one of the existing unit or integration tests, the error is called a regression.

PM: WBS - 33 © Minder Chen, 2012 Stubs and Drivers Driver Module 1Module 2 Module M StubModule 2 StubsStubs are non-functional components that provide the class, property, or method definition used by the other component. Stubs are a kind of outline of the code you will create later. DriversTo test two components that need to work together through a third component that has not been written yet, you create a driver. Drivers are simply test components that make sure two or more components work together. Later in the project, testing performed by the driver can be performed by the actual component. The most common build problem occurs when one component tries to use another component that has not yet been written. This occurs with modular design because the components are often created out of sequence.

PM: WBS - 34 © Minder Chen, 2012 The Myth in The Mythical Man-Month Using the man-month as a unit for measuring the size of a job is a dangerous and deceptive myth. It implies that men and months are interchangeable. Men and months are interchangeable commodities only when a task can be partitioned among many workers with no communication among them. Time versus number of workers—perfectly partitionable task

PM: WBS - 35 © Minder Chen, 2012 Partitionability Time versus number of workers— unpartitionable task Time versus number of workers— partitionable task requiring communication

PM: WBS - 36 © Minder Chen, 2012 Task with Complex Interrelationships If each part of the task must be separately coordinated with each other part/ the effort increases as n(n-1)/2, where n is the number of parts. Time versus number of workers—task with complex interrelationships