Work Breakdown Structure (WBS) Development

1. Work Breakdown Structure (WBS) Development Department of Human ServicesProject Management Office

2. Agenda Items • What is a Breakdown Structure • Where does it fit in PM • Bottom Up Development • Top Down Development • Help and References • Additional Questions

3. WBS Introduction • Training Goal • To understand the process, it’s purpose and benefits. • To learn enough about the process to begin using it. • To know where you can access the process and any of the supporting materials.

4. Applicability of DHS Core Valuesto Project Management Integrity Responsibility Stewardship Respect Professionalism

5. WBS Definition • A deliverable-oriented grouping of project elements that organizes and defines the total scope of the project work. • Work not in the WBS is not in scope of the project. • Each descending level represents an increasinglydetailed description of the project elements. • Often used to develop or confirm a commonunderstanding of project scope.

6. Strategic Initiate Close Plan Control Tactical Execute Physical Where the WBS Fits

7. Where WBS Fits Monitoring and Control Execute Level of Activity Plan Close Initiate Start Finish Time

8. Hierarchy Diagram Format Table of Contents Format List Format What does a WBS look like?

9. WHAT? HOW? WHO? Product Breakdown Structure Work Breakdown Structure Organizational Breakdown Structure PBS WBS OBS Breakdown Structures

10. Engine Frame Interior Controls Example - PBS/What? CAR • Fenders • Roof • Hoods • Doors • Windows • Carburetor • Cylinders • Piston • Cam • Front Seats • Back Seats • Radio • Steering • Fuel • Odometers • Wipers • Lights

11. Project Design Rqmts Build Deliver Manage • Plan • Execute • Control • Close • Assess • Determine • Analyze • Propose • Engineer • Specify • Construct • Test • Validate • Integrate • Install • Train Example - WBS/How?

12. Director Mgr. Mgr. Mgr. Mgr. Example - OBS/Who? • Staff1 • Staff2 • Staff1 • Staff2 • Staff3 • Staff4 • Staff1 • Staff2 • Staff3 • Staff1 • Staff2 • Staff3 • Staff4 • Staff5

13. WBS Diagram Project Deliverable 2.0 Deliverable 1.0 Deliverable 3.0 Work Package 2.1 Work Package 1.1 Work Package 3.1 Work Package 1.2 Work Package 3.2 Work Package 2.2 Work Package 3.3 Work Package 1.3 Work Package 2.3 Work Package 2.4 E-1

14. Project Control Communication Control Risk Control Change Control Benefits of the WBS Risk and Contingency Plans Estimates Schedule WBS Activity List Progress Reports Project Plan

15. Brainstorming all work to be done and then grouping into a hierarchy. Top Down Using a general-to-specific structure to progressively detail the work. Bottom Up Common Approaches

16. 1. Create the “to-do” list of work. 2. Organize the “to-dos”. 3. Review and Adjust with group. NO 4. Correct and Complete? Yes WBS Complete Bottom up WBS Development 16

17. Bottom Up 1. Create the to-do list of work • Review/Discuss “WHAT” is to be delivered. • Review no-limitations brainstorming. • Brainstorm list of work on a ….. • End first meeting. • Compile list into tool that allows all participants easy access. 17

18. Bottom Up Step 1 - TIPS • Sit down and participate as a peer. • Have someone else write on the board. • Encourage starting with a verb. • Don’t correct or worry about wording. • Capture all phrases, thoughts. • Explanation not required. 18

19. Bottom Up E - 2 Useful Brainstorming Verbs • Assessment • Review, Research, Collect, Analyze, Assess, Determine, Identify • Requirements • Define, Describe, Design, Develop work activities, Choose, Obtain, Prepare, Approve • Construction • Construct, Build, Write, Obtain, Create • Validation • Validate, Pilot, Check, Test • Implementation • Implement, Move, Train, Replace, Evaluate 19

20. Bottom Up 2. Organize the “to-do” list. • Back at a desk have someone organize the list. • Take very detailed, but related steps and group them into tasks. Name the task. • Take related tasks and group them into activities. Name the activity. • Group activities into phases. 20

21. Bottom Up Step 2 - TIPS • Do what appears easiest first. • Go back & adjust as you go through it. • Adjust the wording now, not intent. • Create a miscellaneous activity. • For the under-developed tasks or activities leave space for adding later.

22. Bottom Up 3. Review/adjust structure with group • Tell the group what has been done. • Go through structure, fix and confirm groupings. Adjust names. • Add additional forgotten tasks or activities. 21

23. Bottom Up Step 3 - TIPS • Constrain Level of Detail • Lowest level should be completedin approximately 1-3 weeks. • Lowest level should contain a definition that includes the detailed steps. 22

24. Bottom Up 4. Verify Correctness /Completeness At the lowest level you should be able to: • Name all the work packages; • e.g. scope definition document, • code specification #1, • painted exterior. • Indicate Dependencies. • Apply approximate duration. • Assign a resource role; • e.g. carpenter, tester. 23

25. Bottom Up 4. Common Obstacles • Discussing or setting requirements. • Talking about solutions rather than the work. • Wanting to sequence and assign resources too early. • Level of detail issues. • Other issues. 24

26. 1. Choose your model. Top Down WBS Development 2. Verify highest level Deliverables/Phases. 3. Can adequate ests. be made at this level? Yes 5. Confirm lowest level. WBS Complete No 4. Review, Verify and or modify the next subsequent level. 25

27. Top Down 1. Choose your model • Review various: • life cycle models, • similar project’s WBS, or • life cycle templates. • Choose a model closest to your specific project. Note* Various life cycle templates and examples from other projects are available on the PMO web site. 26

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29. Top Down 2. Verify highest level phases/deliverables Start at the top of a model - Deliverables • Verify deliverables represent the major phases of your project, • Verify purpose/need of each major deliverable or phase, • Determine if a previous project completed a major deliverable, e.g. Feasibility. • Choose to: eliminate or modify deliverable after review of previous completed work 28

30. Top Down 3. Can adequate estimates be made at this level? “Yes” Decisions Guidelines • Can it be completed within a 2 – 3 week period? • Adequate may change over the course of the project. • Estimating a major work package that will be produced 6 – 12 months out may not be possible. Note* This step’s question means - different levels of decomposition are appropriate for each of the major deliverables/phases. 29

31. Top Down Very, from the model, the next subsequent level’s, more specific work detail. Choose the appropriate work elements. elements should be described in tangible, verifiable results in order to facilitate the project progress. Repeat step 3 for each work element that you have chosen necessary for the project. 4. Review, verify and or modify the next subsequent level. 30

32. Top Down 5. Confirm lowest level Are the lower-level items both necessary and sufficient? If no, combine items, add to, delete, redefine. Does the work item description provide a scope? If no, revise or expand the descriptions Can the item be scheduled? Budgeted? Assigned to a specific organizational unit (e.g., department, team, or person)? If no, the item must be modified,split, redefined. 31

33. Easy to start. • No terminology issues. • Higher participation. • What do we do with this? Top Down • Requires more up front discussion. • Terminology & structure can get in the way. • Decreases participation. • Slower to start. Bottom Up Lesson Learned

34. What’s Next? Further decomposition into a WBS Dictionary • Briefly describe each item • Reference by number • List associated activities • List milestones • List other information needed to facilitate work

35. Closing The greatest benefit of developing a work breakdown structure is providing a common understanding of all the work required to deliver the product or service.

37. Additional Questions?

38. Please take some time for Class Evaluation! Please fill out both sides.