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Appendix K - WebDesign

WBS de diseño de Web

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5 views4 pages

Appendix K - WebDesign

WBS de diseño de Web

Uploaded by

felipesilva
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Appendix K

Web Design Work Breakdown


Structure (WBS) Example

Web Design Project WBS


This example is of a WBS to design, build and deploy a commercial Internet Web site
that sells the organization’s own products within one country. The high-level phases
of the development lifecycle are placed at Level 1 of the WBS. Major work within that
phase is further elaborated within each area. As with all WBS examples, different
branches of a WBS can be decomposed to different levels of detail. This WBS is generic
and as such serves as a WBS template which would be customized for specific project
instance. Additionally, both outline and tree-structure views of this WBS are provided
for comparison.

1 WBS for Web Design Project


1.1 Planning
1.1.1 Product Definition
1.1.2 Stakeholder Approval
1.2 Definition
1.2.1 Requirements Development
1.2.1.1 Business Requirements Development
1.2.1.2 System Requirements Development
1.2.2 Conceptual Design Development
1.2.2.1 Conceptual Data Design
1.2.2.2 Conceptual Process Design
1.2.3 Architectural Design Development
1.2.3.1 Web Design Methods Evaluation
1.2.3.2 Web Design Method Selection
1.2.4 Bill of Materials (BoM) Creation
1.2.5 Resource Procurement
1.2.5.1 Human Resources Procurement
1.2.5.2 Hardware Procurement
1.2.5.3 Software Procurement
1.2.5.4 Telecommunications Procurement
1.3 Construction
1.3.1 Detailed Design Development

©2006 Project Management Institute 87


1.3.1.1 Data Design
1.3.1.2 Business Logic Design
1.3.1.3 User Interface Design
1.3.1.4 Internal Design Standards Consultation
1.3.1.5 Industry Design Standards Consultation
1.3.2 High-Level Test Plan Development
1.3.3 System Components—Code, Unit Test
1.3.3.1 Database Components
1.3.3.2 Code/Logic Components
1.3.3.3 Web GUI Interface Components
1.3.4 System Installation (Configure)
1.4 Testing
1.4.1 Testing Execution
1.4.1.1 System Test
1.4.1.2 User Acceptance Test
1.4.1.3 Performance Test
1.4.2 Analyze Defects/Correct
1.4.3 Production Readiness Verification
1.5 Deployment
1.5.1 Transition
1.5.1.1 Support Personnel Training
1.5.1.2 Support Procedures Documentation
1.5.1.3 Software
1.5.1.4 Hardware
1.5.2 Legacy System Decommissioning
1.6 Project Management

Tree Structure View


One of the most common ways to represent a WBS is the graphic Tree Structure, or
Organizational Chart structure in which each ‘‘child’’ element is shown as a box
with a line connecting it to the ‘‘parent’’ element of which it is a component. This
representation makes very explicit the way in which the project and the subordinate
components are hierarchically decomposed into smaller and smaller elements. The
example illustrates horizontal distribution for WBS levels. The phases are placed verti-
cally in top down sequence. This approach works well for WBS with variable decompo-
sition of each phase. Two techniques are illustrated in Figures K1 and K2 to show how
paper position (landscape or vertical) can change the WBS. In the horizontal landscape
the boxes for Level 3 had been omitted for additional clarity to the graph.

88 ©2006 Project Management Institute


Figure K-1. Horizontal Portrait View

©2006 Project Management Institute 89


Figure K-2. Horizontal Landscape View

Note: PMI Project Management Standards Open Working Session volunteers at


PMI’s ’99 Seminars & Symposium originally created this WBS example. It has been
subsequently been updated as part of the development of this release of the Prac-
tice Standard.

This WBS example is illustrative only and is intended to provide guidance to the reader. No claim of
completeness is made—for any specific project, the example may be complete or incomplete. All examples
reflect the quality principles expressed in this Practice Standard. As expressed in the PMBOK威 Guide—
Third Edition ‘‘the project management team is responsible for determining what is appropriate for any
given project’’ (Project Management Institute 2004).

90 ©2006 Project Management Institute

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