pm - wbs 1ppt
TRANSCRIPT
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Akshant Gupta B120Kartike Garg C214
Manik Aggarwal D303
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2
PBS WBS &
PBS
OBS
Product
Breakdown
Structure
Work
Breakdown
Structure &Process
Breakdown
Structure
Organizational
Breakdown
Structure
WHAT? HOW? WHO?
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3
SteeringFuelOdometersWipersLights
FendersRoofHoodsDoorsWindows
FrontSeatsBackSeatsRadio
CAR
EngineFrame Interior Controls
CarburetorCylindersPistonCam
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The WBS represents a logical decomposition ofthe work to be performed and focuses on howthe product, service, or result is naturally
subdivided. It is an outline of what work is to beperformed. A deliverable-oriented grouping of project
elements that organizes and defines the totalscope of the project work.
Work not in the WBS is not in scope of theproject.
Each descending level represents an increasinglydetailed description of the project elements.
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Project
DesignRqmts Build DeliverManage
PlanExecute
Control
Close
AssessDetermine
Analyze
Propose
EngineerSpecify
Construct
Test
ValidateIntegrate
InstallTrain
Hierarchy Diagram Format
1 M A N A G E M E N T1 . 1 I n i t i a t e1 . 2 P l a n1 . 3 E x e c u t e1 . 4 C o n t r o l1 . 5 C lo s e
2 R E Q U IR E M E N T S2 . 1 A s s e s s2 . 2 D e t e r m i n e2 . 3 A n a l y z e2 . 4 P r o p o s e2 . 5 . .
3 D E S IG N3 . 1 E n g i n e e r3 . 2 S p e c i f y3 . 3 .3 . 4 . .
4 B U IL D4 . 1 C o n s t r u c t4 . 2 T e s t4 . 3 V a l i d a t e4 . 4 I n t e g r a t e
5 D E L IV E R5 . 1 I n s t a l l5 . 2 T r a i n5 . 3 . .5 . 4 . .
1. Write First draft of policy.2. Review with team/manager.3. Make changes as needed.4. File notice w/Secretary of the State
(SOS) 45 days before effective date.5. Formally review policy analysts and
advocates.6. Make changes as needed.7. Update program manuals and forms
to reflect changes.8. Submitted to the SOS by 5:00pm the
day before it is to be effective.
ListFormat
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Initiate
Plan
Execute
Control
CloseStrategic
Tactical
Physical
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DESCRIPTION HIERARCHING BREAKDOWN LEVEL
Complete Project 1
Major Deliverables 2
Supporting Deliverables 3
Lowest Management 4Responsibility level
Grouping of work packagesfor monitoring progress 5and responsibility
Identifiable workactivities
Project
Deliverable
Sub deliverable
Lowest SubDeliverable
Cost Account
Work
Package
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Last WB Sub Deliverable Work Package
A WB Sub deliverable includes the outcome of more
than one Work Package from perhaps 2-3departments.
Defines work (what)
Thus, a sub deliverable does not have a duration of
its own and does not consume resources and costmoney directly.
Identifies time to complete a work package (how
long)
The resources and cost for sub deliverable are
simply the summation of resources and costs for all
work packages in that sub deliverable.
Identifies a time phased budget (cost)
Identifies resources needed (how much)
Identifies person responsible (who)
Identifies monitoring points for measuring progress
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WBS
Estimates
Schedule
Project Plan
Risk andContingency
Plans
ProgressReports
Activity List
Risk Control
ProjectControl Change
Control
CommunicationControl
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Brainstorming all
work to be doneand then groupinginto a hierarchy.
Bottom Up
Using a general-to-specific structure
to progressivelydetail the work.
Top Down
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NO
Yes
1. Create the to-do
list of work.
2. Organize the
to-dos.
3. Review and Adjust
with group.
4. Correctand
Complete?
WBS Complete
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1. Choose your
model.
2. Verify highest level
Deliverables/Phases.
4. Review, Verify and
or modify the
next subsequent level.
3.
Can adequate
ests. be made at
this level?
WBS CompleteYes
No
5. Confirm lowest
level.
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Top Down
Requires more up front discussion.
Terminology & structurecan get in the way.
Decreases participation.
Slower to start.
Bottom Up
Easy to start.
No terminology issues.
Higher participation.
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Level-1 : Major
Phases
Level-2 :
Activities
Level-2 :Activities
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The OBS answers the who part of the project It displays the organizational units
responsible for each of the work elements inthe WBS
It may or may not be identical to the WBS assome major work element could be the
responsibility of more than 1 organizationalunit Two or more work elements could be the
responsibility of 1 organizational unit
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Can become out-of-date, especially in largeorganizations that change their staff
regularly. Only show 'formal relationships
Often, They also often do not showhorizontal relationships.
Little or No information about themanagerial style
It often does not include customers.
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Intersection of WBS and organization
structure
Rows = persons or functional positions
Columns = work tasks or packages for which
each personnel is responsible Useful for monitoring and control
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