unit 06 – developing the work breakdown structure

October 2003 | Project Management | Wilhelm F. Neuhäuser © IBM Corporation 2003

Unit 06 – Developing the Work Breakdown Structure

Project Management

Unit 06 | Developing the Work Breakdown Structure © IBM Corporation 20032

Agenda

Unit 6: Developing the Work Breakdown Structure Objectives Value of the WBS WBS definitions WBS development process Uses of the WBS Key Messages - Unit 6

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Objectives

At the end of this module, you will be able to - Develop a WBS for a project Define the WBS dictionary Decribe the importance and uses of the WBS

for managing a project Distinguish between cost accounts and work

packages

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WBS - Work Breakdown Structure

Dominant prerequisite for successfully integrating and controlling the total project

Framework on which a project is built and the "map" for executing the project

Graphically depicts the hierarchy of the project

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Benefits of Using a WBS

Provides the framework to identify development projects separately from geographies, accounting systems, funding sources, and so on

Clarifies responsibilities Focuses attention on project objectives Encourages detailed planning and documentation Identifies specific work packages for estimating

and assigning work

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WBS Definitions

WBS - A task- or product-oriented family-tree division of hardware, software, services, data, and other work tasks that completely define the project

1.0 XYZ Product Development1.1 Develop Product Requirements and Concepts

1.1.1 Receive concept for new products1.1.2 Form product development team

1.1.2.1 Indentify members1.1.2.2 Schedule kickoff

meeting1.1.2.3 Conduct meeting

1.1.3 Develop initial product proposal and plan

1.0XYZ Product

Development

1.1Develop product

reqrmt & concept

1.1.1 1.1.2

1.1.2.1 1.1.2.2 1.1.2.3

1.1.3

1.2Develop & verify

product

1.3Ramp-up and

launch product

-- Cost account level

-- Work package level

Size and number of WBS levels vary with project, but the WBS must be complete to relate all elements to one another and to the total product.

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WBS Definitions (continued)

Cost accountOne level above the work package where costs areaccrued - lowest management and control level

Work packageLowest level of the WBS consisting of required tasks to complete each product - used to budget and schedule with a defined delivery date

Rule of Thumb: Work package should consist of approximately 80 hours of labor effort (PMI standard)

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WBS Development Process

1. Develop and/or review project goals and objectives

2. Prepare a summary (high-level) WBS Total project: Level 1 Major subsystem and project services: Level 2 Major subsystems and project services elements: Level 3

3. Meet with responsible project team members, sponsors, and other project stakeholders (internal and external)

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WBS Development Process (continued)

4. Responsible departments and geographies further define to lowest meaningful level, which produces work packages, including - Technical performance parameters Schedule (with a defined delivery date) Expenses

5. Prepare detailed WBS dictionairy

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WBS Dictionary

WBS dictionary must include Work item number Work item title Description of work Predecessors and successors Work to be accomplished Deliverable/objective

How do you know you are done? Who needs the output?

Ownership/participation Who is responsible? Who else will be involved?

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Uses of the WBS

Planning and budgeting

Funding

Estimating

Scheduling

Performance measurement

Change management

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Key Points on WBS

Identify all tasks to accomplish the project

Use good judgement as the key to an effective WBS - no hard and fast rules

Structure WBS as work will be done

Levels of detail should allow for realistic estimating

Levels of detail should allow assignment to single organizational control unit

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Key Points on WBS (continued)

Limit level of detail to level of control

Each lowest level task should result in a deliverable

Each WBS description should include an action verb, for example -

Establish manufactuarability criteria

Prepare final product proposal package

Update common software

Each task should have single, identifiable owner

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Key Messages

The WBS is the cornerstone off quality project planning

The WBS is a tool, not an end unto itself

There are multiple uses of the WBS

The WBS is not a schedule

The WBS is a good project team-building tool

unit 06 – developing the work breakdown structure

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