z26 project management work breakdown structure (wbs) graham

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Z26 Project Management

Work Breakdown Structure (WBS)

Graham Collins !C"

[email protected]



Wh# Plan$

Wh# Plan$

•Control and optimize processes

•Process forces thinking about tasks and dependencies

•Scheduling of scarce resources

•Plan allows divergence to be tracked

•Properly thought through plan is a defence against unreasonable

requests

•reaking down a pro!ect into tasks allows effective delegation

•"ndividual tasks allow people to focus

•Plan becomes a communication tool

•#ithout a plan$ things will be forgotten$ started late$ or allocated to

several people.

based on Nokes et al, The Definitive Guide to Project Management



SM%&' jecti*es

SM%&' jecti*es

Specific

Measurable Agreed upon

ealistic

Time !cost" limited



Work Breakdown Structure (WBS) e+am,le

Work Breakdown Structure (WBS) e+am,le

%ecture &

'."ntroduction

(.( Case

Study

'.' )evision

points

(.*.' "ssue log (.*.* Scope

management

'.* +our

answers

(.'

,-planation

(.* Scope

Creep

(.Scope*.#S

'.*.' Splitting

problem down

'.( #hy plan

'.*.'

#orkshops



WBS conce,ts

WBS conce,ts

Select a suitable categor# !$ork, product or other

relevant structure"

is not constrained b# se%uence

final bo& is a product or deliverable $hich is measurableand definable

lo$est level indicate $ork packages, $hich can be used

for estimates, schedule monitoring and control

'ntire project team should be involved



-e.initions-e.initions

Work Breakdown Structure (WBS) The level at

$hich a piece of $ork $ithin a project is broken do$n

for programming, cost planning, monitoring and

control purposes, to be performed b# a specificperson(

Work Package A group of related tasks that are

defined at the same level $ithin a $ork breakdo$n

structure(

Sources/ S0123 4P5P Syllabus



Work Breakdown Structure (WBS) / 0+erciseWork Breakdown Structure (WBS) / 0+ercise

+ou are a specialist consultancy that provides

business intelligence software. +our service

includes understanding your clients needs and

tailoring the software appropriately. 4 supermarket

has had a previous client attempt this$ however the

software has been abandoned and the popularity ofthe stores are slowly declining.

"n groups/

'. 6evelop an appropriate #S for a typical pro!ect

*. Show clearly defined phases for this process

(. 7ransfer your finished #S onto a transparency

for class discussion



Multi/taskingMulti/tasking

4 C

4 C4C

10

20

10 10

20

20

5ulti8tasking concept discussed in Critical Chain 89oldratt



Book SlotBook Slot

,liyahu 5. 9oldratt

Critical Chain7he :orth )iver Press

'332

"S:/ 18;;&*28'<(80



Sco,e cree,Sco,e cree,

"t would be foolish not to make things better

wouldn=t it



ChangeChange

4ccepted

:ot in plan$ plan

incompatible with

new ob!ectives

Cost>time overrun

compromised

technical quality

)e!ected

%oss of opportunity

Potential loss of

income

"neffective business

processes may be

retained



Sco,e Management ProcessSco,e Management Process

)s it a change in scope*

Description of change

+onse%uences of accepting or rejecting change Discuss results

Programme board compare revised document $ith

business pa#offs

+hange accepted, project relaunched( Ne$objectives and plan communicated to all relevant

stakeholders

information that implies that the actual project is different from the planned project

should trigger the follo$ing process-



1otters 0ight/Stage Process o. Creating Major Change1otters 0ight/Stage Process o. Creating Major Change

'. ,stablishing a sense of urgency

*. Creating the guiding coalition

(. 6eveloping a vision and strategy&. Communicating the change vision

<. ,mpowering broad8based action

0. 9enerating short8term wins

2. Consolidating gains and producing more change

;. 4nchoring new approaches in the culture.

?ohn otter A'330B %eading Change$ arvard usiness School Press "S:

18;2<;&82&28'

z26 project management work breakdown structure (wbs) graham

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