WBS

WBS

1. CHAPTER 1

   • Provides the foundation for defining work as it relates to project objectives
     • Concept
       • To define the project’s scope of work in terms of deliverables and to further decompose these deliverables into components.
       • The project’s life cycle as well as the deliverables appropriate to the project, program, or portfolio
         • Need for control with representation of an appropriate level of detail in the WBS
       • To facilitate communication between the project manager and stakeholders
       • As a key input to other project management processes and deliverables.
       • A project can be defined as focused internally, externally, or both.
         • INTERNAL
           • produce deliverables as inputs to other project phases
         • EXTERNAL
           • projects typically produce deliverables for people or organizations outside the organization
       • Developing a WBS is an essential step during the initial project phases,can be created with limited scope information
         • This updating process is known as ‘‘progressive elaboration.’’
     • Objectives
       • provide a common ground for understanding the concepts and benefits of the WBS
       • Present a standard application of the WBS as a project management tool

2. CHAPTER 2:Defining the WBS

   • Common Usage of Terms
     • WORK
       • Sustained physical or mental effort, exertion, or exercise of skill to overcome obstacles and achieve an objective.
       • refers to work products or deliverables that are the result of effort and not to the effort itself.
     • BREAKDOWN
       • Division into parts or categories: decomposition.
     • STRUCTURE
       • Supports the definition of all work required to achieve an objective, tangible result.
     • DELIVERBLE
       • Any unique and verifiable product, result,to perform a service that must be produced to complete a process.
     • ORIENTED
       • Aligned or positioned with respect to a point or frame of reference.
     • HIERARCHICAL
       • Classified according to various criteria into successive levels
     • DECOMPOSITION
       • A planning technique that subdivides the project scope and project deliverables into smaller.
     • DEFINITION OF TERMS
       • ACTIVITY
         • A component of work performed during the course of a project.
       • APPORTIONED EFFORT
         • applied to project work that is not readily divisible,is related in direct proportion to measurable discrete work efforts
       • CONTROL ACCOUNT
         • A management control point where scope, budget,actual cost, and schedule
       • DISCRETE EFFORT
         • separate, distinct, and related to the completion of specific work breakdown structure components and deliverables.
       • LOE
         • Support-type activity,does not produce definitive end products
       • TASK
         • A term for work,varies by the application area, industry, and brand of project management software.
       • WBS COMPONENT
         • An entry in the WBS that can be at any level.
       • WORK PACKAGE
         • deliverable or project work component at the lowest level of each branch of the work breakdown structure
       • WBS ELEMENT
         • component and its associated WBS attributes contained within an individual work breakdown structure
   • Concept
     • WBS provides a clear vision of the work of the project,divides the project scope into hierarchical, manageable,with an appropriate and effective level and the use of a WBS helps ensure that the project meets these criteria.
     • DELIVERABLES
       • Better communication,More accurate estimation of tasks, risks, timelines, and costs,Increased confidence that 100% and A foundation for the control processes
       • The deliverable concept and deliverable orientation of the WBS are integral to understanding the proper definition
     • DESIGN
       • presents information at the appropriate level of detail and in formats and structures
     • MANAGEMENT
       • The WBS supports effective project management in several ways during the life of a project
       • Supporting the planning and assignment of responsibilities
     • RGANIZATIONAL PERSPECTIVE
       • to the appropriate organizational units, subcontractors, or individuals,more clearly defined, individuals, including subcontractors, are assigned responsibility
     • WBS LEVELS
       • all work to be done by the project leaders, stakeholders, and both internal and external participants, provides a clear statement of the objectives and deliverables of the work
   • The 100% Rule
     • WBS includes 100% of the work defined by the project scope and captures ALL deliverables internal, external, and interim,is one of the most important principles guiding the development, decomposition and evaluation of the WBS
   • Representations of the WBS
     • can be represented in a variety of ways including graphical, textual, or tabular views

3. CHAPTER 3:Importance of the WBS

   • Integration with Project Management Processes
     • Is created in the Create WBS Planning Process,also plays an integral role in other project management processes.
   • Relationship to Other Tools
     • Project Management Tools
       • Project charter
         • its starting point. The highest level element in the WBS should represent the project’s overall
       • Project Scope Statement.
         • intended to clearly and succinctly describe what the project is and is not intended to accomplish
       • Program and Portfolio WBS.
         • can be used to define scope for projects, programs, and portfolios
       • RBS.
         • describes the project’s resource organization and can be used in conjunction with the WBS to define work package assignments.
       • OBS
         • allowing the project’s work packages to be related to the performing organizational units
       • WBS Dictionary
         • key document that accompanies the WBS and carries critical project information.
       • Project Schedule Network Diagram:
         • A sequential arrangement of the work defined by the WBS
       • Project Schedule
         • The various elements of the WBS are used as starting points for defining the activities included in the project schedule.
     • Interrelationships Among Project Management Tools
       • it is important to note that any change in the WBS requires an associated change in the related tools
     • WBS Development Tools
       • include outlines and organization charts, fishbone and brainstorming techniques, and top down and bottom up development strategies.
   • WBS Integration and Use by Other Standards
     • Is integral to other PMI standards,The development of a quality WBS is critical to the successful execution of project management processes.
     • WBS is developed to define carefully what is in the project scope and, by implication, what is out of scope

4. CHAPTER 4:Defining WBS Quality

   • WBS Quality Principle 1
     • A quality WBS is a WBS constructed in such a way that it satisfies all of the requirements for its use in a project.
     • WBS Quality Sub-Principle 1 Core Characteristics
       • set of core characteristics that must be present in every WBS
       • These characteristics represent the minimum set of specific attributes a WBS must contain. When evaluating or developing a WBS,
     • used for purposes that are unique to a specific project, industry or environment
     • Achieves a sufficient level of decomposition
     • Provides sufficient detail for communicating all work
     • Is appropriate for tracking, as required by the specific project or organization
     • Is appropriate for control activities
     • Can contain specific kinds of WBS elements, as needed for each project
     • Enables assignment of accountability at the appropriate level
     • Has a succinct, clear, and logically organized structure to meet project management and oversight requirements
   • WBS Quality Principle 2
     • apply at all levels of scope definition
     • There is no conceptual difference between a project WBS, a program WBS, and a portfolio WBS.
   • Problem Diagnostic Checklist
     • There are frequently missed deadlines and an extended schedule
     • Project is over budget
     • Individuals are unable to use the new product or feature
     • The project scope has changed and is unmanageable
     • The project has become an ongoing project with no end in sight
     • Project team members are confused about their individual responsibilities
     • Some planned work does not get done