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    Work Breakdown Structure WBS

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    Siddharth Sawhney
    wbs

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    Work Breakdown Structure WBS

    Uploaded by

    Siddharth Sawhney
    371 views26 pages
    wbs

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    WBS

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    wbs

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    371 views26 pages

    Work Breakdown Structure WBS

    Uploaded by

    Siddharth Sawhney
    wbs

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 26

    Work Breakdown Structure

    WBS

    Sources:
     Gray Clifford F., Larson Erik W. , Project management: the
    managerial process, McGraw-Hill ;
     PMBOK® PMI, USA;
     Mantel S., Meredith J., Shafer S., Project management core
    textbook, Wiley

    For academic purpose and private circulation only

    1
    Work Breakdown Structure (WBS)
    Create WBS Process (From Project Scope
    Management Area & Planning Process Group):

     Work Breakdown Structure (WBS) is a deliverable


    oriented hierarchical decomposition of the work to be
    executed by the project team, to accomplish project
    objectives and create the required deliverables.

    2
    Work Breakdown Structure (WBS)

     The WBS subdivides the project work into


    smaller, more manageable pieces of work,
    with each descending level of WBS representing an
    increasing detailed definition of the project
    work.

     The WBS organizes and defines the total scope of the


    project.
    3
    Work Breakdown Structure (WBS)

     Defines the relationship of the final deliverable (the


    project) to its sub-deliverables, and in turn, their
    relationships to work packages.

    The planned work contained within the lowest level


    WBS components, which are called work
    packages can be scheduled, cost estimated, monitored
    and controlled.

    4
    Work Breakdown Structure (WBS)

     Decomposition:
     Decomposition is the subdivision of project
    deliverables into smaller, more manageable
    components until the work and deliverables are
    defined to the work package level.

     The work package level is the lowest level in the WBS


    and is the point at which the cost and schedule
    for the work can be reliably estimated.

    5
    Work Breakdown Structure (WBS)

    6
    Work Breakdown Structure (WBS)
    How WBS Helps the Project
    Manager
     Facilitates evaluation of cost, time, and technical performance
    of the organization on a project.
     Provides management with information appropriate to each
    organizational level.
     Helps in the development of the organization breakdown
    structure (OBS). which assigns project responsibilities to
    organizational units and individuals
     Helps manage plan, schedule, and budget.
     Defines communication channels and assists in coordinating the
    various project elements.
    Work Packages
     A work package is the lowest level of the WBS.
     It is output-oriented in that it:

     Defines work (what).

     Identifies time to complete a work package (how long)

     Identifies a time-phased budget to complete a work package


    (cost)
     Identifies resources needed to complete a work package (how
    much)
     Identifies a single person responsible for units of work
    (who)
     Identifies monitoring points (milestones) for measuring success.
    Work Breakdown Structure (WBS)
     Different deliverables can have different level of
    decomposition.
     There can be no. of forms of WBS. E.g.
    Using major deliverables and subprojects as the first level
    of decomposition.
    Using sub-projects at the first level of decomposition.
    Using phases of project life cycle as first level of
    decomposition.
    Using different approaches within each branch ofWBS.

    10
    Integrating the WBS with the
    Organization
    Organizational Breakdown Structure (OBS)

     Depicts how the firm is organized to discharge its


    work responsibility for a project.
     Provides a framework to summarize organization work
    unit performance.
     Identifies organization units responsible for work
    packages.
     Ties the organizational units to cost control accounts.
    Using WBS - Direct Labor
    Budget Rollup (000)

    FIGURE 4.7
    Project Roll-up
    Cost Account

     The intersection of the WBS and the OBS that is a


    budgetary control point for work packages.

     Used to provide a roll-up (summation) of costs


    incurred over time by a group of similar work
    packages across organization units and levels, and by
    deliverables.
    Integration of
    WBS and
    OBS

    FIGURE 4.5
    Direct Labor Budget Sorted By WBS

    TABLE 4.1A
    Direct Labor Budget Sorted by OBS

    TABLE 4.1B
    Coding the WBS for the Information
    System
     WBS Coding System
     Defines:
     Levels and elements of the WBS
     Organization elements
     Work packages
     Budget and cost information

     Allows reports to be consolidated at any level in the organization


    structure
    WBS Coding
    Process Breakdown Structure
     Process-Oriented Projects
     Are driven by performance requirements in which the final
    outcome is the product of a series of steps of phases in
    which one phase affects the next phase.
     Process Breakdown Structure (PBS)
     Defines deliverables as outputs required to move to the next
    phase .
     Checklists for managing PBS:
     Deliverables needed to exit one phase and begin the next.
     Quality checkpoints for complete and accurate deliverables.
     Sign-offs by responsible stakeholders to monitor progress.
    PBS for Software Project Development

    FIGURE 4.8
    Responsibility Matrices(Tool under Plan Human
    Resource Management Process)

     Also called a linear responsibility chart.


     Summarizes the tasks to be accomplished and who is
    responsible for what on the project.
     Lists project activities and participants.

     Clarifies critical interfaces between units and


    individuals that need coordination.
     Provide an means for all participants to view their
    responsibilities and agree on their assignments.
     Clarifies the extent or type of authority that can be exercised by
    each participant.
    Responsibility Matrices or Chart

    22
    Responsibility Matrices or Chart
     Accountable: Individual or unit who is ultimately answerable
    for the activity or decision. Only one accountable specified for each
    task or deliverable. Approve work that responsible provides
     Responsible: Individual or unit who actually complete or does
    the task. Responsible person is responsible for action /
    implementation. Responsibility can be shared. Degree of
    responsibility is determined by the individual with the
    “Accountability”.
     Consult: Individual or unit who are typically subject matter
    experts whose opinions are sought; two-way communication
     Inform: Individual or unit who are kept informed about the
    progress, often only on completion of the task or deliverable; one-way
    communication.
    23
    Responsibility Matrix for a Market
    Research Project

    FIGURE 4.9
    Responsibility Matrix for the
    Conveyor Belt Project

    FIGURE 4.10
    THANK YOU

    26

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