1. Work Breakdown Structure Use and Demo

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

3. 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

4. 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

5. 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

6. 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

7. 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.

8. 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.

9. WBS Demo

10. WBS Diagram(s)

11. 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

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

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

14. 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 ( )
WBS dictionary
A narrative associated with each work package,
should include Cost, Resources, Risk & Assumptions.

15. 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

16. 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!

17. 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!

18. 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!

19. 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!

20. 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.

21. 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!

22. 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!

23. 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.

24. 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!

25. 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

26. 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)

27. 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

28. 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

29. 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

30. That’s It for the WBS Demo