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Wbs Workshop Rev1

The document summarizes a workshop on work breakdown structures (WBS). The workshop objectives are to reinforce the value and approach of WBS, illustrate their use for integrated scope, cost and time estimates. It will include a theory review, working on an example, individual and group WBS development, and a debrief. The document provides information on the purpose, definition, guidelines and structure of WBS, and how to build one using a project charter. It concludes with an exercise for participants to develop their own WBS.

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177 views19 pages

Wbs Workshop Rev1

The document summarizes a workshop on work breakdown structures (WBS). The workshop objectives are to reinforce the value and approach of WBS, illustrate their use for integrated scope, cost and time estimates. It will include a theory review, working on an example, individual and group WBS development, and a debrief. The document provides information on the purpose, definition, guidelines and structure of WBS, and how to build one using a project charter. It concludes with an exercise for participants to develop their own WBS.

Uploaded by

siva4sivas
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Work Breakdown Structure Workshop

WBS Workshop Objectives

To reinforce the value of and approach towards work breakdown structures To reinforce the value of integrated scope, cost, time based estimates To illustrate the use of WBS for Project

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Workshop Structure

Theory Review Work an example together

Lunch
Individual WBS development Share in breakout groups

Debrief whole group

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WBS

Purpose Definition Structure Guidelines Work Packages Implementation

Exercise

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WBS - Purpose

To plan a project, the total scope of work must be:


identified subdivided into manageable segments

assigned to individuals responsible to do the work


documented

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WBS - Definition

A deliverable oriented grouping of project elements which organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of a project component.

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WBS - Guidelines

Should reflect how the Project Manager plans to manage the project
Emphasis must be on meeting project objectives The larger or more complex the project, the more levels in the WBS If work is needed that requires effort or funding, it should be included in the WBS It should reflect the total effort

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Guidelines - continued

Include three types of project work Product Specifically assigned to a physical product as a unique deliverable This subset is sometimes referred to as the product breakdown structure Integration When products are brought together as a unit Can be at any level

Support
Level of Effort, Administration, Expenses, Improvement Practices, Contractor Management

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Guidelines (cont)

Sometimes the top level in the WBS should be the project phases Often though, a work breakdown structure is constructed for each phase

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WBS - Structure
01 June,2000

Project Management Group


PROJECT

MAJOR TASKS

PRODUCT 'A'

PRODUCT 'B'

PRODUCT 'C'

PRODUCT INTEGRATION

PROJECT SUPPORT

MINOR TASKS

SUB-ELEMENT

SUB-ELEMENT

WORK PACKAGES

WORK PACKAGE

WORK PACKAGE

WORK PACKAGE

sub tasks within work package

TYPICAL WBS

Page 1
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WBS - Product
01 June,2000

Project Management Group

PROJECT

PRODUCT

MAJOR ELEMENT

MAJOR ELEMENT

Specifically identifiable to a physical product as a unique deliverable i.e. Design Package; Drawings; Hardware; Software; Test Equipment; Documentation.

WBS - PRODUCT
Page 1
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WBS - Integration
01 June,2000

Project Management Group

PROJECT

PRODUCTS

PRODUCT INTEGRATION

SYSTEM DESIGN

INSTALLATION

Can exist at any level when a number of products are brought together as a system or unit. i.e. System Design; Software Module Integration; Hardware Integration / Assembly; Installation.

WBS - PRODUCT INTEGRATION


Page 1
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Typical Integration Elements



Regulatory Permitting Legal Intellectual Property Logistics SOPs

Training
Spares Philosophy and Provisioning HES

Quality Assurance Communications Systems Engineering Purchasing Hazard Analysis Value Improving Practices

Others?

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WBS - Support
Thursday, May 08, 2003

Project Management Group

PROJECT

PRODUCTS

PROJECT SUPPORT

PROJECT MANAGEMENT Management Planning & Control Documentation Technical Support Expenses

CONTRACTOR MANAGEMENT

Management

Support

WBS - PROJECT SUPPORT


Page 1

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WBS - Work Packages

Lowest agreed level for management purposes Enables delegation of responsibility and authority Results in ownership and accountability

Building block of the Project Baseline Plan Provides a common basis for Estimation of Scope, Time, Resources, and Risk Comparison between plan and actual

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How to build a WBS



Begin with the Charter, focusing on Objectives and Deliverables Break the main product(s) down into sub-products Set the structure to match how youll manage the project Lowest level not too detailed, not too large

Is there a need for Integration?


Identify support activities Check for completeness - is all the effort included? Develop a coding structure if needed Assign work package managers

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Group Exercise

Using the Project Charter provided, lets build a work breakdown structure together We will then develop A project organization A linear responsibility chart

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Individual Exercise

Using the charter you brought, develop a WBS Hypothetically assign work package managers

We will be sharing each one of them with the group and critiquing it

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Suggested WBS Template Process


Work Breakdown Structure Templates
Project Manager

Does WBS template exist?

Yes

Obtain template as starting point for planning

Plan and execute project

Do lessons learned

WBS revision / addition useful?

Yes

Revise WBS template

Revise / add WBS template

No

No

Functional Manager(s)

Review WBS template and suggest revisions

Project Owner

Review WBS template and suggest revisions

End

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