Work Breakdown Structure Use and Demo

Concepts of Project Management SCOPE TIME COST WBS When a project has a WBS its like having the Scope on steroids.

The Planning Process and the WBS Project Charter Scope Scope Definition WBS WBS Outline Task Definition & Logic Work Duration Location Special Skills Generic Resources Pool Descrip Skill Requirements Resource Assignment Leveling WBS

The Planning Process and the WBS Project Segment Assembly A1 Sub Assy A11 Design A12 A13 Assembly A2 CS Component B1 Test Build A2 B1 Code A1 ≈ WBS Network Diagram

The WBS as defined by PMI 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. Each descending level represents an increasingly detailed definition of the project work.* What the heck is that? * A guide to the Project Management Body of Knowledge 3rd edition. Project Management Institute (PMI). Page 379

Work Package vs. Task vs. Activity They are all the same for this demo. They are the bottom level of the WBS. Their description contains a verb and a noun. They normally have a unique identifier. They identify specific work to be performed. They normally have a duration. They are a source for risk. They are a deliverable They consume resources

Functions & Benefits of a WBS Identifies ALL work to be accomplished on the project. A breakdown of the project into specific work packages. Describes ALL work to be accomplished on the project. A mechanism to roll-up items to a parent level. Accounts for ALL work to be accomplished on the project. Helps to identify all project deliverables. No “I forgots”. Represents ALL work to be accomplished on the project. Supports activity estimates.

Basic Attributes of a WBS A systematic breakdown of the project objective(s) in a hierarchical format. The top level is the project objective and deliverable. The next level defines the major segments of the planned objective and deliverables. Upper and mid-levels define a decomposition of the major segments into components. Lower levels define the work to be accomplished to create each lower level product. The lowest level is defined as the work package.

WBS Demo

WBS Diagram(s)

WBS Diagram(s) Remodel Kitchen Project 1.0 2.0 3.0 4.0 5.0 6.0 Kitchen Design Purchase Appliance Walls & Cabinets Rewire Kitchen Eat! Plumbing 1.1 2.1 3.1 4.1 5.1 Select Purchase Tear Out Wire Kitchen Install Designer Sink Piping 1.2 2.2 3.2 4.2 5.2 Create Purchase Change Walls Install Install Plans Lights Lights Sink 1.3 3.3 5.3 Select Install New Install Contractor Cabinets Dishwasher 3.4 Install Floor 3.5 Finish & Clean Up

WBS Diagram(s) This is NOT a Work Breakdown Structure! A B C D E F Start Finish A B C D E F

WBS Diagram(s) This is a Work Breakdown Structure!

WBS Components Hierarchy displayed in a tree structure. WBS elements forming the units of the tree. WBS level number. WBS level names. WBS number Numbering is very useful (3.2.5.1) WBS dictionary A narrative associated with each work package, should include Cost, Resources, Risk & Assumptions.

Project Scope Foundation of a Comprehensive WBS The Project Scope includes: All the work required, and only the work required, to complete the project successfully. Project Charter Strategic Plan Product Description Scope Statement Scope of Work Supporting Detail Assumptions Constraints Project Scope

Factors To Be Considered Each WBS element should represent a single tangible deliverable. Each element should represent an aggregation of all subordinate WBS elements listed immediately below it. Think about These!

Factors To Be Considered Each subordinate WBS element must belong to only one single parent WBS element. The deliverables should be logically decomposed to the level that represents how they will be produced. Think about These!

Factors To Be Considered Deliverables must be unique and distinct from their peers, and should be decomposed to the level of detail needed to plan and manage the work to obtain or create them. Think about This!

Factors To Be Considered Deliverables should be clearly defined to eliminate duplication of effort within WBS elements, across organizations, or between individuals responsible for completing the work. Think about This!

Factors To Be Considered Think about This! Deliverables should be limited in size and definition for effective control - but not so small as to make cost of control excessive and not so large as to make the item unmanageable or the risk unacceptable.

Factors To Be Considered The WBS development process should provide a vehicle for flexibility, particularly when the scope of the project effort may change. When work scope changes do take place, the WBS must be updated. And This!

Factors To Be Considered Each entry in the WBS representing subcontracted or externally committed deliverables should directly correspond to matching entries in the subcontractor’s WBS. All deliverables are explicitly included in the WBS. And These!

Factors To Be Considered And These! All significant reporting items are included and identified in the WBS. All WBS elements should be compatible with organizational and accounting structures.

Factors To Be Considered A coding scheme for WBS elements that clearly represents the hierarchical structure when viewed in text format should be used. Technical input should be obtained from knowledgeable technical subject matter experts, and communicated to and validated by other experts assigned to the project. And Finally These!

Developing the WBS Around the Scope The Scope serves as the framework of the WBS Down to the level where work is defined Define the work for each component of Scope Break work down as necessary The Scope/WBS interface is an important area for planners, the Project Manager, Systems Engineers and other stakeholders Systems Engineers ensure everything needed is defined Every Scope item has a place in the WBS

The Work Package The combination of all the Work Packages in the project defines all the work to be accomplished on the project. Any work that is NOT part of the project should NOT have a Work Package. Every Work Package has a specific deliverable. Each Work Package should define all the effort, materials, equipment, risk, quality, cost and duration for the deliverable. Work Packages are not logically linked in a WBS. Each Work Package has a unique ID. They can be used to control change. (Scope creep)

The Work Package Some RULES Never more than one reporting cycle. A maximum cost Maximum labor hours PERT (Opt. + 4*best est. + Pes) / 6 Team consensus Past Projects

WBS Dictionary A document that defines and describes the work to be performed in each WBS element. Does not need to be lengthy Should sufficiently describe the work to be accomplished Useful to use a WBS form (Usually minimal information) Different forms for different WBS levels The work described in each element can be converted into a comprehensive statement of work

WBS Dictionary A document that defines and describes the work to be performed in each WBS element. Advantage - The discipline of describing the work in each element in words Author is confident it address all the work to be performed The total project scope is thereby clearly and comprehensively defined

That’s It for the WBS Demo