Unit 3 WorkBreakdownStructure.ppt related to project management
- 1. 1 Project Management – PMBOK® Work Breakdown Structure (WBS)
- 2. 2 Scope (definition) Project Management Processes (Initiation) Initiation Cost (estimates, …) WBS Time (activity diagrams, …) Human Resources (RACI matrix, …) • Also to consider: Quality, Risk, Communication, Procurement, Integration (PMBOK® knowledge areas) Project Charter Project Management Plan
- 3. 3 The Work Breakdown Structure in the PMBOK® From the file ITO2008.ppt
- 4. 4 The Work Breakdown Structure (WBS) • Used as a basis for a number of processes in particular to produce the subsidiary plans of the Project Management Plan. • The WBS is a deliverable-oriented hierarchy of decomposed project components that organises and defines the total scope of the project. The WBS is a representation of the detailed project scope statement that specifies the work to be accomplished by the project. • The elements comprising the WBS assist the stakeholders in viewing the end product of the project. • The work at the lowest-level WBS component is estimated, scheduled, and tracked.
- 5. 5 The Dictionary of the WBS • A WBS dictionary is a companion document to the WBS that describes each WBS element. For each WBS element, the WBS dictionary includes a statement of work, a list of associated activities, and a list of milestones. • Other information can include the responsible organisation, start and end dates, resources required, an estimate of cost, charge number, contract information, quality requirements, and technical references. • WBS elements should be cross-referenced as appropriate.
- 6. 6 • Redecorate Room Prepare materials Buy paint Buy a ladder Buy brushes/rollers Buy wallpaper remover Prepare room Remove old wallpaper Remove detachable decorations Cover floor with old newspapers Cover electrical outlets/switches with tape Cover furniture with sheets Paint the room Clean up the room Dispose or store left over paint Clean brushes/rollers Dispose of old newspapers Remove covers Example WBS
- 7. 7 Developing the WBS • Divide the total work of the project into major groups... • ...then subdivide these groups into tasks... • ...then divide these tasks into sub-tasks • Subtasks should be small enough to permit adequate control and visibility • But avoid excess bureaucracy!
- 8. 8 Product Breakdown Structure • Redecorated Room Removed old wallpaper Clean room Cover for furniture Cover for electrical switches Newspapers to cover floor. Paint Paint on wall Leftover paint Management products Ladder Brushes and rollers • Focus on the product to be delivered and not on the work to do. • Underpins PRINCE2® “product-based” approach.
- 9. 9 “Scope Breakdown Structure” (Max Wideman’s approach) • Geographically discrete components • Time based phases and stages • Intermediate or final major deliverables • Discrete structural, process, system or device components • Deliverable elements that can be associated with distinctive types of people-skills or resources • After that, break down the work as in the WBS
- 10. 10 Scope Breakdown Structure (Max Wideman redecorates a room) • Redecorated Room Painted wall Buy paint Buy ladder Buy brushes or rollers Paint room New curtains … • Content Family A clean room Cover floor with old newspapers Cover electrical outlets/switches with tape Cover furniture with sheets Dinner in a restaurant … Decision on colours … • Note the noun phrases on the top levels (scope breakdown) and the activities on the lower levels!
- 11. 11 Summary • The WBS is used to define the activities that are then further managed. • Consider alternatives: Work Breakdown Structure Product Breakdown Structure Scope Breakdown Structure • Use Common Sense in Breakdown the Project.
- 12. 12Six Criteria to Test for Completeness in the WBS • The WBS is developed as part of a Joint Planning session. But how do you know that you've done this right? Each activity must possess six characteristics to be considered complete – that is, completely decomposed. The six characteristics are 1. Status/completion is measurable 2. Start/end events are clearly defined 3. Activity has a deliverable 4. Time/cost is easily estimated 5. Activity duration is within acceptable limits 6. Work assignments are independent
- 13. 13 Project scope statement • The project scope statement documents the entire scope, including project and product scope Project scope encompasses product scope plus the work required to create the product: any project-related activities, such as documentation delivery and training Product scope encompasses the functional and non-functional requirements for the final project deliverable • The project scope statement provides a common understanding of the project scope among project stakeholders • The project scope statement may contain explicit scope exclusions that can help to manage stakeholder expectations
- 14. 14 Project scope statement • Project scope statement. The project scope statement contents include: Product scope description. Progressively elaborates the characteristics of the product described in the project charter and requirements Product acceptance criteria. Conditions required for acceptance of deliverables Project deliverables. Deliverables include both product outputs and project outputs, such as project reports and documentation Project exclusions. Identifies what is excluded from project Project constraints. Lists and describes anything that limits the project team's options, such as budget, imposed schedule, milestones, etc. Project assumptions. Lists and describes anything assumed to be true with respect to the scope and impact if these prove to be false
- 15. 15 Uses for the WBS • Planning tool: In the planning phase, the WBS gives the project team a detailed representation of the project as a collection of activities that must be completed in order for the project to be completed. It is at the lowest activity level of WBS that we will estimate effort, elapsed time, and resource requirements; build a schedule of when the work will be completed; and estimate deliverable dates and project completion.
- 16. 16 Uses for the WBS • Project status reporting tool. The WBS is used as structure for reporting project status. The project activities are consolidated from the bottom as lower-level activities are completed. Completion of lower-level activities cause higher-level activities to be partially complete. Therefore, WBS defines milestone events that can be reported to senior management and to the customer.