1. Planning & Organising two Introduction to WBS Work Breakdown Structure Presenter Tony Bosnich Adapted from Taija Puolitaival Oct 2014 © Unitec New Zealand

2. >>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT Learning out come To understand WBS Work breakdown Structure and its application to Construction Planning >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER

4. What is a WBS ? Work Breakdown Structure is a deliverable orientated hierarchical decomposition of work to be executed by project team to accomplish the project objectives ( PIMBOK)

5. Lets consider this bit by bit! deliverable oriented – WBS focuses on work to be delivered rather than tasks needed to accomplish the work. Deliverable = Exterior works Task s= landscape, paths, driveway, retaining walls, lawns hierarchical – WBS is representing bigger chunk of work at hierarchical manner starting with a node the top and then nodes representing smaller chunk as we move down

6. Activity 1 Individual Take the house plans as provided. Compose the WBS for Level one Level two Refer to Rawlinsons elemental breakdown hand-out provided Level three for Element - substructure only 15 minutes

7. “Build before we Build !” (BIM) 1st part of the Planning process Maybe elemental or functional Parts which make up deliverables

8. Lets check our answers for activity 1 Next do the same for element super structure. 10 minutes Activity 2 Individual

9. What are we doing by completing a WBS. Remember from our Planning Intro Backwards Reasoning Taking the end product and working backwards taking it a part (Decomposing) Purpose to analysis our WBS at each level then reassemble in correct order to deliver outcome. WBS

10. Decomposition! Decomposition!! Decomposition!!! Key Rule: (a)100% Rule: WBS includes 100% of the work defined by the project scope and captures ALL deliverables – internal, external, interim – in terms of the work to be completed, including project management. (Project Management Institute) (b) Anything that is not defined in the WBS is outside the scope of the project. (Haugan 2002) WBS

11. Multi - functional

12. Two fold as Project Managers 1. Confirm and understand scope of works in this project. 2. As Construction Planners, to arrive at a list of tasks to transfer to our WBS template and work out durations It is important to appreciate at which level of detail this transition occurs! As Construction Professionals what are we trying to achieve by this WBS process?

13. Thank you, any questions so far? Having established our end use we can either stop here or continue on to the construction planning programming section. We now know “WHAT “is scope of works!

14. Summary Total project LoD1 Elemental Breakdown LoD2 Deliverable Breaks down LoD3

15. The level of decomposition required and subsequent level of details will be dictated either by the number of tasks and parameters of the task durations.(Or possibly both) As progress is made down decomposition path always consider the over all requirement of the programming requirement. Part two - WBS for construction planners --the HOW bit!

16. In residential it is fine to consider a WBS as only having one zone area or stage. However consider the set of plans for J block. The scale is immediately larger. Referring back to our planning session. Do we need to completely finish one task before we start next.???? Location Based WBS

17. This puts your Planning into a more effective mode, it will also be necessary for BIM in future study. Location Based WBS Total project LoD1 Elemental breakdown LoD2 Locational break down LoD3 Deliverables breakdown LoD4

18. WBS Comprehensive classification of project scope Contains no activity duration No resource assignments No dependencies Programme Actual work to be done Contains activity durations Contains assignment of resources to tasks Contains dependencies WBS / Programme Distinction

19. 1.Nature of the work/homogeneity 2.Location/floor 3.Size/duration 4.Timing/chronology 5.Responsibility 6.Others 7.At the level that baton passes to the programmer some form of staging or phasing will be introduced. Determining work activities -Factors to be considered (Mubarak 2010)

20. = measurable piece of work and a single responsibility Single discrete scope of work Definite start and end “mini projects” Work package - Or task/Activity (Hinze 2012)

21. >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER Tasks –an individual item or sub project of work by a single person, trade or organisation, which when combined with other tasks in the correct sequence and relationship will result in an event occurring. Components of Task - Description - Duration - Relationship with other tasks Note - a task achieves nothing in isolation it is only when it is combined with other tasks its purpose becomes clear

22. Activity 3 Commercial Drawing - use visio or another form of electronic flow chart Task 1 Task 2 WBS for LoD1 Total LoD2 Elemental LoD3 location Complete WBS LoD4 for sub structure only for all zones 30 minutes - Put on USB and sample present to class but all teams must submit to lecturer for review. Group exercise

23.  Logical pattern  According to company’s policy  National coding systems, (for QS CBI,Co-ordinated Building Information, www.masterspec.co.nzwww.masterspec.co.nz  Name of the project  Location  Type of activity  …If using MS project it is advisable to ignore coding and let MSP WBS coding system prevail. Determining of work activities Unique identity (ID)

24. Well defined tasks (no less than one day) Clearly defined deliverables such that: Cost/time is easily estimated Outputs can be measured (clear and quantifiable) Progress tracking (monitor & control) is facilitated The End Point - the main objective of a WBS

25. Haugan, G.T. (2002). Effective Work Breakdown Structures (The Project Management Essential Ibrary Series). USA: Management Concepts Inc. Hinze, J.W. (2012). Construction Planning and Scheduling. New Jersey: Pearson Education. Mubarak, S. (2010). Construction project scheduling and control (2 nd edition). Hoboken, New Jersey: John Wiley & Sons. Project management Institute (Practice Standard for Work Breakdown Structures (Second Edition), Project Management Institute. Wysocki R. K., McGary R. (2003). Effective Project Management (Third edition) Hoboken, New Jersey: Wiley Publishing. Taija Puolitaival - lecturer Unitec Chris Prigg - lecturer Unitec References