Work breakdown Structure
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The document discusses work breakdown structures (WBS), which break down project tasks into hierarchical packages. A WBS splits tasks into logical packages that can be cost controlled and reported on. The lowest level of a WBS should be individual tasks that a single person can complete within a reasonable time period. However, a WBS does not show task dependencies, durations, or resources. Alternatives to a WBS include a product breakdown structure, which breaks down project components, and a cost breakdown structure, which identifies cost categories and should be done after the WBS and PBS.
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The document discusses the Work Breakdown Structure (WBS), which involves dividing complex projects into smaller, more manageable tasks. A WBS breaks down projects into deliverable components that can be estimated, scheduled, and monitored more easily. It provides a framework for cost estimating, schedule development, and control. A WBS also clearly defines the project scope and assigns responsibilities to help manage the project.
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The document discusses the work breakdown structure (WBS) process. The WBS is a technique where the entire project is broken down into smaller, more manageable parts or tasks. It involves project managers and staff analyzing all aspects of the project to define tasks and assign resources. There are typically multiple levels to a WBS breakdown with the work packages at the lowest level. WBS can be product-oriented, breaking down based on deliverables, or functionally-oriented, breaking down based on departments. The key benefits of a WBS include simplifying project execution, assigning responsibilities, and establishing milestones for planning and control.
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The Work Breakdown Structure
Awork breakdown structure (WBS) breaks down all of the work defined in the scope of the project into manageable tasks. It focuses on the deliverables, the personnel who will create these products and the timing of tasks. The WBS can be organized in several ways. Each of the deliverables can be broken down into its components. For example, the delivery of a statewide GIS demographic survey may be broken down by county. Alternatively, the deliverables can be broken down into phases. For example, the demographic survey may involve data collection, data input, data verification, data formatting, analysis and display, with each phase having associated deliverables. Finally, a WBS may be organized around the project management process groups we discussed in Lesson 2. In this case, deliverables may be associated with initiating, planning, executing, controlling and closing the project.
A WBS may be in any format that clearly defines tasks, deliverables, and timing. One popular format, the Gantt chart, makes a list of project activities leading to deliverables along with the corresponding start and finish date. Project activities are listed separately on individual rows, and time intervals are delineated moving down these rows.
The project activities in a Gantt chart are organized into a hierarchy of levels. Level 0 generally represents the entire project. Level 1 represents the major products, summary tasks, or phases of the project, as listed above. These levels continue to increase as project activities are broken into more and more manageable pieces of work. When project activities have been broken down into the smallest desired tasks or work packages, the WBS has achieved its most detailed level corresponding to the highest numbered level.
A work package may take anywhere from a day to a week to several weeks to complete. It shouldn't be so small as to be trivial, nor should it be so large that it is composed of several deliverables. If you work with a Gantt chart in Microsoft Project, you will enter duration times for these work packages. It is important to have good estimates of how long individual task will truly take to complete. The best source for this information is input from team members who have worked on identical or similar tasks in the past.
The WBS is often created by one of three approaches. The analogy approach uses a similar WBS as a starting point. If you are working for a consulting firm that does similar projects for the same client, this approach may be simple and effective. Such an approach is greatly facilitated if the consulting firm keeps good records and has archives of past projects.
Thetop-down approach begins with the final or largest deliverables. Then, all of the components that make up these deliverables are identified. This process continues to greater and greater detail until all work packages are identified. A project manager attempting to do this alone had better have significant e ...
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The document discusses the Work Breakdown Structure (WBS), which is a key project management tool used to break projects down into smaller, more manageable tasks. There are two main types of WBS - deliverable-based and phase-based. A deliverable-based WBS clearly shows the relationship between project deliverables and scope by listing deliverables at each level, while a phase-based WBS structures the WBS by typical project phases. The document provides guidelines for creating a WBS through an iterative process involving gathering documents, identifying deliverables, defining levels, and decomposition until the work is manageable.
Copyright © 2000 Artemis Management SystemsCreating The Wo.docx
Copyright © 2000 Artemis Management Systems
Creating The Work Breakdown Structure
By Kim Colenso, Managing Principal, Artemis Management Systems
The Work Breakdown Structure (WBS) is the foundation for project planning and control. It is the
connecting point for work and cost estimates, schedule information, actual work effort/cost expenditures,
and accountability. It must exist before the project manager can plan these related and vital aspects of the
project, and they all must be planned before the project manager will be able to measure progress and
variance from plan. In order to perform this vital function, the WBS is at its core a hierarchy of
deliverables or tangible outcomes. This article describes a proven approach for creating and implementing
a WBS.
Before we get started, lets establish some terms to facilitate communication within this article1.
• Phase – The Phase is a major component within the project life cycle. When creating a process-based
WBS, the Phase is the highest level within the WBS. When creating a deliverables-based WBS, the
term is probably not appropriate. For the purpose of examples, the Phase is at Level 1.
• Activity – The lowest level within the WBS. Activities are where deliverables are assigned to an
individual. The individual will perform a work process to create the deliverable. Therefore, the
Activity is a combination of deliverable and process. For the purpose of examples, the Activity is at
Level 3.
• WBS Entry – A generic term for any level within the WBS, but always representing a deliverable.
WBS Entries are decomposed into other WBS Entries, and at the lowest level, are decomposed into
Activities. For the purpose of examples, the WBS Entry (at Level 2) will fall below the Phase and
above the Activities at Level 3. In actual practice, there can be as many levels of WBS Entry as
needed.
The WBS As Hierarchy
Before looking at how to build a WBS, it is generally a good idea to create a mental model for what we are
going to build. The mental model I have used many times in the past is the Outline. If you go back to your
time in grade school (and if you’re as old as I am, that can be a challenge), you will remember that your
teacher always wanted you to create an outline as the first step in writing a report. The outline had some
very specific characteristics and rules, and if you didn’t follow them, the teacher would apply ‘corrective
discipline’, and you would make the necessary changes. Well, the Work Breakdown Structure has many
aspects in common with the outline.
Topic Project Level 1 Level 2 Level 3
I. Phase 1
A WBS Entry 1-1
1 Activity 1-1-1
2 Activity 1-1-2
B WBS Entry 1-2
1 Activity 1-2-1
2 ...
II. Phase 2
A WBS Entry 2-1
1 Activity 2-1-1
.. ...
1 Note: the naming of levels within a WBS is not standardized within the project management discipline,
nor is it standardized within many industries. The term.
Work breakdown structure (WBS) PRESENTATION.pptx
The document discusses work breakdown structures (WBS), which are hierarchical decompositions of projects into smaller, more manageable components. A WBS breaks a project down into work packages, which are the smallest units of work that can be planned and executed independently. There are different types of WBS, including deliverable-based, phase-based, resource-based, risk-based, and responsibility-based structures. A WBS typically has three levels - the overall project at level 1, deliverables at level 2, and work packages at level 3. The document provides examples and rules for developing an effective WBS.
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SEQ CHAPTER \h \r 3work breakdown structure
A Work Breakdown Structure (WBS) is a decomposition of all the work necessary to complete a project. A WBS is arranged in a hierarchy and constructed to allow for clear and logical groupings, either by activities or deliverables. The WBS should represent the work identified in the approved Project Scope Statement and serves as an early foundation for effective schedule development and cost estimating. Project managers typically will develop a WBS as a precursor to a detailed project schedule. The WBS should be accompanied by a WBS Dictionary, which lists and defines WBS elements.
The goals of developing a WBS and WBS Dictionary are 1) for the project team to proactively and logically plan out the project to completion, 2) to collect the information about work that needs to be done for a project, and 3) to organize activities into manageable components that will achieve project objectives. The WBS and WBS Dictionary are not the schedule, but rather the building blocks to it. The progression of WBS and WBS Dictionary development is as follows:
The WBS and WBS Dictionary should not be static documents. WBS construction is subject to project management progressive elaboration, and as new information becomes known, the WBS should be revised to reflect that information. A Project Team that has substantial changes to its WBS should reference the project’s Change Management Plan for guidance on management of changes to project scope.
Example
Below is a simplified WBS example with a limited number of organizing levels. The following list describes key characteristics of the sample WBS:
· Hierarchical Levels – contains three levels of work
· Numbering Sequence – uses outline numbering as a unique identifier for all levels
· Level one is 1.0, which illustrates the project level.
· Level two is 1.X (1.1, 1.2, 1.3, etc.), which is the summary level, and often the level at which reporting is done.
· Level three is 1.X.X (1.1.1, 1.1.2, etc.), which illustrates the work package level. The work package is the lowest level of the WBS where both the cost and schedule can be reliably estimated.
· Lowest Level Descriptions – expressed using verbs and objects, such as “make menu.”
Provide
Banquet
Plan and
Supervise
Dinner
Room and
Equipment
GuestsStaffSpeakers
1.1.1 Create
Plan
1.1.2 Make
Budget
1.1.4
Coordinate
Activities
1.1.3 Prepare
Disbursements/
Reconciliation
1.2.1 Make
Menu
1.2.2
Create
Shopping
List
1.2.4 Cook
1.2.3 Shop
1.4.1 Make
Guest List
1.4.2
Receive
RSVPs
1.4.4 Review
Special Needs
1.4.3 Create
Name Tags
1.2.5 Serve
Dinner
1.3.1
Identify Site/
Room
1.3.2 Set up
Tables/Chairs
1.3.4 Decorate
1.3.3 Lay out
Settings/Utensils
1.3.5 Prepare
.
Creating a work breakdown structure with microsoft project
This presentation explains the overview of Creating a Work Breakdown Structure With Microsoft Project.
Unit 3 WorkBreakdownStructure.ppt related to project management
The Work Breakdown Structure (WBS) is used to define and organize the total scope of a project. It decomposes the project into deliverables, work packages, and activities. The WBS helps estimate costs, schedule activities, and track progress. It should break work down in a way that establishes independence and measurability of activities. The WBS is developed through joint planning sessions and must meet six criteria for completeness.
LAB - Materi ProjectLibre Topik 6.pptx
Level 1 of the WBS includes the overall project. Level 2 breaks the project into three main components: design, development, and testing. Level 3 further divides each component into specific deliverables or work packages. This decomposition allows the scope to be managed in smaller parts and provides the framework to estimate costs, schedules, and monitor performance.
TTP-3 Project Schedule with Task Dependency Links (Team projec.docx
TTP-3 Project Schedule with Task Dependency Links (Team project)
Please be sure to read the Team Contribution Assessment and Grading of Team Assignments and the
Project Documentation Requirements sections of the ITP Master Document.
IMPORTANT NOTES:
1. To be successful at this assignment (as well as later assignments) you will need to rely on the
Week 2 Lecture, How to Build Work Breakdown Structures
2. Review the Case Scenario and TTP-2 - Project Charter (including the instructions); these
sections will provide valuable information
3. Make sure you have configured MS-Project exactly as specified in the ITP-1 Assignment; this
will be part of your TTP-3 grade
4. Finish objective #2 (Enter the WBS into MS-Project) as soon as possible; in other words, in the
first half of week 4 (DON'T WAIT UNTIL SATURDAY NIGHT!), ideally by Tuesday night
5. As soon as objective #2 is accomplished (and before establishing durations or identifying
predecessors - successors), post the team's MS-Project schedule to the "Shared Learning -
WBS with Dependencies" discussion area
6. Notify me immediately once you have uploaded the team's MS-Project schedule; I will review
it and provide important feedback, possibly even asking you to revise the WBS
Assignment for the TTP-3 Project Deliverables
The objectives of this assignment are for each team to:
1. Compile the "best of the best" ideas from your team's individual ITP-1 assignments into the final
project WBS
2. Enter the WBS into MS-Project
3. List all deliverable end items under their appropriate WBS element
4. Define and list sub-tasks under each lowest-level WBS element (i.e., the work package);
establish task durations
5. Identify predecessor - successor relationships between sub-tasks
6. Iterate steps 4 and 5 as necessary to achieve a workable schedule
This assignment has two parts.
Part 1. Create the Work Breakdown Structure in Microsoft Project
The team will determine the appropriate method for consolidating the individual Work Breakdown
Structures into a single WBS. For instance, after review of all team members' Work Breakdown
Structures:
• The best WBS could be adopted
• Portions of different team members' Work Breakdown Structures could be used
• The best features of different team members' Work Breakdown Structures could be used
• It could all be scrapped and collaboratively re-built from scratch
• Any number of other methods could be used
Once I have reviewed your team WBS (in MS-Project), begin loading task durations. IMPORTANT: Only
change durations for tasks. You do not adjust durations for Summary Tasks because MS Project's
scheduling engine will roll-up the task durations to Summary Tasks, and automatically calculate the
overall durations.
Then, the team members will add predecessor-successor links between all sub-tasks in the consolidated
team WBS. This represents the ORDER in which work will be performed. Every task (not ...
SEN-22413 - UNIT - V.pptx
Software project scheduling involves allocating estimated effort across the planned project duration by assigning tasks to specific engineering activities. A project schedule communicates what work must be done, who will perform it, and the timeline. There are seven principles for software project scheduling: compartmentalizing work, dividing tasks, sequencing dependent tasks, assigning time periods, allocating effort, assigning tasks to team members, and defining outcomes for each task. Project tracking involves comparing the project plan to actual progress by determining work completed and resources spent.
Wbs
This document discusses Work Breakdown Structure (WBS), which is the process of breaking down a project into smaller, more manageable components. It explains that a WBS breaks a project into identifiable systems, sub-systems, and discrete activities. It then outlines the different levels of a project WBS from sub-project level down to operations level, describing how each level can be further broken down into more discrete tasks and activities that are measurable and controllable.
Final_Module_2.ppt
The document provides an overview of work breakdown structures (WBS) and how to develop them for projects. It defines a WBS as a tool that breaks a project down into discrete work elements to help organize and define the total scope of work. It outlines the steps to prepare a WBS, including identifying final products, major deliverables, and incorporating sufficient detail to manage the project while getting stakeholder agreement on reporting needs. Alternative WBS structures are presented for a sample project to demonstrate flexibility in development.
6 Work Breakdown Structure and SchedulingCavan ImagesSto.docx
6 Work Breakdown Structure and Scheduling
Cavan Images/Stone/Getty Images
Learning Objectives
By the end of this chapter, you will be able to:
• Discuss the creation of a project work breakdown structure.
• Describe the scheduling process.
• Explain how to create schedules.
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bar81677_06_c06_173-198.indd 173 9/9/14 10:52 AM
Section 6.1 The Work Breakdown Structure
Pretest
1. To prepare a work breakdown structure for a project, the project manager starts from
the project’s end point and works backward.
a. True
b. False
2. Project schedules can act as constraints rather than efficiency tools.
a. True
b. False
3. Using a project template is recommended for simplifying the scheduling process.
a. True
b. False
Answers can be found at the end of the chapter.
Introduction
If you have ever been part of a team effort where it was unclear who was doing what, then you
have experienced the consequences of not planning out project work. When a team takes on
a project, there must be a plan for the work, a way to identify all the work tasks that must be
done in sequence to produce the project deliverable. In project management, this is called the
work breakdown structure. The WBS is the “what” in the question of who does what. Later,
team members are assigned to the work, but the first step is deciding what the work is.
This chapter will cover the process of defining and breaking down project work and schedul-
ing work tasks and milestones. It will focus on the WBS and scheduling process and the issues
involved in effective scheduling. This is important because outlining what needs to be done to
produce a project’s requirements and deliverables is a proven technique in producing a suc-
cessful project. This process of breaking down project work is a bread-and-butter function in
the project management field.
This chapter covers the definition of project work using a top-down WBS and scheduling the
work from the bottom up. It will illustrate the process and identify ways to reflect risk and
uncertainty in the scheduling process.
6.1 The Work Breakdown Structure
A WBS is a valuable description and documentation of the work involved in producing the
project deliverable. Sometimes the WBS is easy to define, but in more complex projects it is a
complicated and detailed listing of work tasks, milestones, and resources (resources include
personnel, materials, equipment, supplies, facilities, and other assets used in a project). The
WBS is the structure of the work, not the components of the product. Although some work is
directly related to product parts, the purpose of the WBS is to enable an accounting of the costs
of the project and the sequence of work activity and resource use so these can be scheduled.
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bar81677_06_c06_173-198.indd 174 9/9/14 10:52 AM
Design Develop
Get
acceptance
Deliver
New information .
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A network diagram is a flow chart that maps out the tasks and dependencies in a project. It shows the logical sequence and relationships between activities, and identifies which tasks must be completed before others can begin. To create a network diagram, all the project activities are identified and arranged in their proper sequence, with predecessor tasks linked to successor tasks with arrows. The diagram makes the critical path and parallel tasks visually clear. While helpful for planning complex projects, network diagrams can become unwieldy for large projects and take time to develop.
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This document discusses project cost estimation. It explains that estimating is difficult due to lack of specific data, so managers provide wide-ranging estimates. It describes that to estimate costs, one must first estimate the effort, then duration based on effort and resources, and finally costs using labor and non-labor items. It outlines techniques like parametric estimating, analogous estimating, bottom-up estimating, and learning curves. Factors like wishful thinking and expert judgement also impact estimates. Problems can arise from inappropriate estimates, data, or changing contexts. Estimates range from rough to detailed, with bottom-up and parametric offering most accuracy when based on good quality data.
Critical path method
The Critical Path Method (CPM) is a scheduling tool used to plan and track projects. It allows tasks to be organized based on their sequence and dependencies. The CPM involves drawing a chart that represents each task as a node with arrows showing the dependencies and sequence. It then determines the earliest and latest start/finish times to identify the critical path - the sequence of tasks that must be completed on time or the project will be delayed. The CPM helps optimize schedules, identify risks, and determine the minimum time needed to complete a project.
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The Gantt chart is a bar chart that illustrates the timing of project activities and their relationships. It displays activities on one chart against time to provide a simple representation of project scheduling. Gantt charts are useful for planning and overview but have limitations like difficulty updating and lack of cost/resource data. Alternatives for project planning include PERT, WBS, critical path and resource leveling.
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A network diagram is a flow chart that maps out all the tasks in a project and how they relate to each other. It provides a logical sequence of project events and dependencies between tasks. To create a network diagram, you determine all the activities, sequence them, estimate activity durations, and identify which tasks depend on others. The diagram is drawn by linking tasks with arrows to show dependencies from one activity to the next starting with tasks that have no predecessors. Network diagrams help visualize task relationships and identify critical paths and float.
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Estimating in Project Scheduling
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Work breakdown Structure
- 2. WBS Characteristics: ▪ The Work Breakdown Structure is a hierarchy which specifies the list of tasks involved in a project – down to the finest detail. ▪ The WBS splits the task list up into major ‘packages’ ▪ On the following slide, is the WBS for the project to outsource these Learning Materials.
- 4. Packages: ▪ The split of the task list into different packages should be logical, and also compatible with regards to cost control and reporting. ▪ For each Package, it should be possible to test whether the entire package is completed or not. ▪ You will see 5 different packages in the previous example.
- 5. Lowest Level: ▪ The lowest level of each activity on a WBS should be an individual task ▪ This task should be possible to complete by an individual, or team, within a reasonable defined period of time. ▪ For example, delegating the task of drawing up action lists could be completed by an individual within a defined period of time, such as one afternoon.
- 6. Limitations to the WBS: ▪ No consideration for the order in which tasks should be carried out, and whether a task is dependant on another. ▪ No representation of how long each task might take. ▪ Does not show you who, or what resources are involved in each task.
- 7. Alternatives to WBS: 1. Product Breakdown Structure 2. Cost Breakdown Structure – Completed AFTER the Work Breakdown Structure and Product Breakdown Structure
- 8. Product Breakdown Structure: • This is a tool for dealing with complex products, such as the motorcycle in the opposite example. • The PBS provides a means for identifying all the components that make up a particular product. • It is worth noting the Project Management methodology PRINCE uses the PBS as an alternative to the WBS.
- 9. Cost Breakdown Structure: • The CBS can only be completed after the WBS and PBS (if any). This is because, for example, the costs of labour should be possible to cross reference with the WBS. • This is a tool for identifying each cost category associated with a project
- 10. Sources and Further Reading: ▪ Field, M. and Keller, M. (1998), Croatia: Thomson Learning – Chapter 2.1 ▪ Servello, M. and Evans, M. W. (2002) Work Breakdown Structure. Encyclopedia of Software Engineering.